Strategic Priorities for the University

Soon after taking office in June 2012, Fr. Fitzgibbons shared his vision for Regis' future with the community, laying out the strategic priorities and goals that will guide the growth of the University.

Priority #1

Come to know the people of Regis University and grow the reputation of Regis University regionally, nationally and internationally.

  • Faculty
  • Denver Opinion Leaders
  • Staff
  • Regional Business and Military Leaders
  • Students
  • Partnerships with other Educational Entities (JC:HEM, AJCU Schools, OCICU, area colleges)
  • Trustees
  • Alumni and Benefactors
  • Local Catholic Community

Priority #2

Foster an environment of collaboration, stability, transparency, and accountability with a high level of trust, and cooperation.

  • Listen (and listen more) proactively and seek opportunities to meet with shareholders.
  • Communicate: town halls, budgeting processes, colloquia, periodic emails, INsite, etc.

Priority #3

Continue to grow a culture of “One Mission, Three Colleges, One University.”

Priority #4

Strengthen the University’s commitment to further develop the faculty to advance the mission and prepare students to succeed in the 21st century.

  • Ensure that the Center for Excellence in Teaching and Learning becomes fully operational under its new director.
  • Plan for implementation of the Sibson faculty compensation assessment.

Priority #5

Strengthen Regis University’s financial base.

  • Prepare for a campaign (silent phase begins Fall 2014).
  • Strengthen University Relations (revenue center).
  • Analyze and clarify the traditional student profile with the goal of increasing net revenue.
  • Evaluate and strengthen enrollment management strategies.

Priority #6

Strengthen the Regis University Brand.

  • Build the Regis University Brand Marketing Team and culture.
  • Study Regis’ brand image; establish clear brand Identity; enhance brand equity (value).
  • Grow awareness of Jesuit Catholic mission, identity and values as important and critical differentiators.
  • Establish brand marketing benchmarks by field and college to measure and promote student success in a changing world.

Priority #7

Implement year three of the University Strategic Plan and lay the groundwork for the next plan.

  • Hire a seasoned professional to lead strategic planning.
  • Map the phases and procedures with benchmarks and personal accountabilities.

Priority #8

Enhance the University’s organizational structure.

  • Analyze current staff salary deficiencies and develop a plan for targeted adjustments.
  • Analyze the University’s infrastructure/organizational units and make modifications as necessary to improve processes, streamline operations, and redirect resources for investment in new programs and initiatives.
  • Analyze ways to achieve efficiencies through better use of technology.