2021-2026 Tactical Plan - Southwestern University
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2021–2026 Tactical Plan
The Tactical Planning Task Force is pleased to present to the Southwestern Community the 2021-2026
Tactical Plan. The Tactical Plan reflects the Mission, Core Values, and most visionary expression of
Southwestern University’s institutional priorities: offering the highest level of a liberal arts education for
our students; embracing equity, inclusion, and diversity; and envisioning a superb living and learning
environment.
BAC KG R O U N D
The Tactical Planning Task Force (TPTF) was formed in September 2020 and is Co-Chaired by President
Laura Skandera Trombley and Strategic Planning Committee Chair Bob Bednar. The Task Force includes
members of the Strategic Planning Committee as well as representatives from the faculty, staff,
administration, students, trustees, and alumni. The members of the Task Force are listed below:
CO - C H A I R S:
Laura Skandera Trombley, President
Bob Bednar, Chair of the Strategic Planning Committee (SPC)
and Humanities Faculty Representative to SPC
M E M B E R S A N D R O L E S:
Sherry Adrian, Social Sciences Faculty Representative to SPC (Fall 2020)
Gage Bausman, Student Government Association Student Representative to SPC (Fall 2020)
Kalli Caldwell, Student Government Association Student Representative to SPC (Spring 2021)
Craig Erwin, Vice President for Finance & Administration (ex officio)
Lois Ferrari, Fine Arts Faculty Representative to SPC
Alisa Gaunder, Dean of the Faculty (ex officio)
Kellie Henderson, Coalition for Diversity & Social Justice Student Representative
Alison Marr, Natural Sciences Representative to SPC
Kendall Richards, Associate Dean of the Faculty (ex officio; voice, no vote)
Heath Roberie, Financial Planning & Analysis Manager (ex officio; voice, no vote)
Andy Ross, Social Sciences Faculty Representative to SPC (Spring 2021)
Paul Secord, Vice President for University Relations (ex officio)
Jennifer Smull, Academic Support Staff Representative to SPC
Ronnye Vargas Stidvent, Board of Trustees Representative
Derek Timourian, Student Life Staff Representative to SPC
Natasha Williams, Director of Institutional Research & Effectiveness (ex officio; voice, no vote)
Miguel Zorrilla, Alumni Council Representative
PROCESS
The Task Force has met on a weekly basis throughout the year with two additional 4-hour retreats. As
part of the Task Force’s process, all areas of the University were examined and decisions were made about
which critical initiatives were of central importance for the health, growth, quality, and inclusiveness
of Southwestern. In preparing the Tactical Plan, we received recommendations that would not require
1001 East University Avenue, Georgetown, Texas 78626 512.863.6511 southwestern.eduresources, recommendations that would require minor resources, and recommendations that would require
major commitments of resources. As Southwestern enters into this five-year plan, starting July 1, 2021, we
will do so with a culture of transparency and fiscal responsibility, while we recognize that our success will
also be driven by external economic factors. In designing the Tactical Plan, financial modeling has included
projections about student body size, retention, capital project costs, and program costs. After receiving
feedback about this draft of the Plan from faculty, staff, students, and trustees in March and early April,
TPTF is forwarding the plan for approval to the Board of Trustees at its meeting in mid-April.
P U R P O S E O F T H E TACT I CA L P L A N
The timing of this endeavor was deliberate, first to review our progress to date under the Strategic Plan
(effective 2016) and the “Thinking First” campaign document (effective 2017), the Campus Master Plan
(effective 2020), the student residential white paper (effective 2020), and additional planning documents
to determine their alignment and complementarity, and second to chart our path forward as a University.
The process has revealed that there is great consistency within the aforementioned documents, keeping in
mind the staggered chronology of their development, showing that the tactical planning process has greatly
benefitted from the University’s planning processes to date while it also builds off of them (See below).
2016 2018 2020 2022 2024 2026
Mission STRATEGIC PLAN TACTICAL PLAN
Statement THINKING FIRST CAMPAIGN
est. 1972;
last revised 2011 Housing
CAMPUS MASTER PLAN
White Paper
Staff Salary Study
Technology
Master Plan
Core Values ADVISING QUALITY ENHANCEMENT PLAN
(Planning) (Implementation)
est. 1997
The purpose of the Tactical Plan is to align and concretize all current institutional plans while also targeting
specific initiatives that we believe are crucial to achieve over the next 5 years as we work to realize
Southwestern University’s visionary potential as a distinctive liberal arts institution focused on serving our
students, staff, faculty, and alumni as well as our ever-widening communities. The preceding plans will still
continue to govern our actions, but the 5-year Tactical Plan identifies the goals, objectives, purposes, and
priorities of Southwestern University taken from those documents as well as from the nearly 300 separate
proposals and suggestions made by the campus community over the course of this year. The outcome is that
the Strategic Plan, Tactical Plan, the “Thinking First” campaign document, and the Campus Master Plan will
be aligned in their goals.
The priorities contained within the Tactical Plan are interrelated, central, and strategic. The Tactical Plan
identifies the necessary resources for achieving these priorities in a way that takes into consideration the
University’s current budgetary environment, realistic expectations of fundraising, and reasonable projections
of endowment earnings. In addition to the funding priorities of the plan, including staffing priorities, we
also present programmatic or policy priorities that do not require funding to initiate. The Tactical Plan will
be funded through these three channels: an adherence to meeting budgeted targets to generate an annual
surplus, including a regular review of the operational budget to ensure best practice and control costs;
debt service for capital costs; and philanthropy. Southwestern thrives as a result of the many programs that
are currently in operation, and the Task Force is in agreement that any current or future programs funded
through philanthropy would be reviewed prior to applying for either additional philanthropic support or
becoming part of the operational budget. A generous gift of $500,000 will be distributed to line items in the
Tactical Plan for its commencement on July 1, 2021, and the University is most appreciative that the Plan
will begin with some funding already committed.
2Tactical Plan 2021-2026
DIBE: Building and sustaining a culture of Diversity, Inclusion, Belonging, and Equity (DIBE) for students,
faculty, staff, administration, alumni, and trustees to emphasize our commitment and identity as an
institution.
Retention: Reinforcing our commitment to student success by focusing on strategically recruiting, providing
access, and retaining a diverse, talented, and committed student body that values our distinctive identity,
and who feel that they belong at Southwestern and will remain connected as alumni.
Program Development: Sustaining, developing, and integrating curricular and co-curricular programs
central to Southwestern’s distinctive identity—especially Paideia, Mosaic, the Residential Experience,
Center for Career and Professional Development, and on-campus and off-campus High Impact Experiences
(HIEs)—to best serve our students while clearly demonstrating our unique liberal arts emphasis on
educating the whole person.
Physical and Technological Infrastructure: Creating and maintaining an appealing and sustainable campus
infrastructure that aligns with the Strategic Plan and Campus Facilities Master Plan and supports other
Tactical Planning priorities around Retention, DIBE, and Program Development—especially in our recent
commitment to a 3-year residency requirement.
Category 1: Funding Priorities
TARGETED ADMINISTRATIVE PROJECTED ANNUAL FUNDED AS %
TACTIC ACTION/METRIC
PRIORITIES RESPONSIBILITY COST/ONE-TIME COST OF PROJECTED
1a. Decrease student Remain below the current Retention; Strategic Minimum annual cost 100% funded,
indebtedness overall national average ($33,700) Diversity, Inclusion, Recruitment of $100,000 per year $400,000,
for continuing for student debt; maintain Belonging, & Equity & Enrollment; inneed-based philanthropy
students, an offshoot and continue to reduce the (DIBE). University scholarships
of which will be current $31,832 SU average SP (Strategic Plan) Relations;
narrowing the gap for total indebtedness; Objectives 1.1–1.5, Finance &
between tuition increase need-based 3.1, 4.3 Administration
increases and student scholarship
financial aid amounts
1b. Increase funding Analyzing existing patterns Program Academic Affairs; Annual Cost: Costs Analysis
and improve advising more fully and determining Development; Student Life; to be determined underway.
to ensure that all costs, enhance funding/ Retention. University Relations after review and Targeted
students have access access and guidance SP Objectives analysis fundraising
to two High Impact of students to HIEs, to 2.1, 2.4 starting
Experiences (HIEs): increase from 2020–21 summer 2021
Study Away/Abroad, totals — 86% of graduating
Paid and Unpaid students have 1 HIE
Internships, Faculty- and 42% 2, to 100% of
Student Research, graduating students having
Community Engaged 2 HIEs
Learning
1c. Develop a new Six professional 1st-year Retention; Program Academic Affairs $2 million over five 100% funded,
academic advising advisors hired (July 2021) Development. years $2 million
program that starts to provide program support SP Objectives over five years,
with 1st-year 1.2, 1.3. Quality philanthropy
professional advisors Enhancement
and transitions to Program (QEP)
faculty/staff advisors
3Category 1: Funding Priorities (continued)
TARGETED ADMINISTRATIVE PROJECTED ANNUAL FUNDED AS %
TACTIC ACTION/METRIC
PRIORITIES RESPONSIBILITY COST/ONE-TIME COST OF PROJECTED
1d. Provide material Develop a more proactive Retention. Academic Affairs One-time cost for 100% funded,
and professional advising program that trains SP Objectives Student Relationship $510,000
development both professional advisors 1.2, 1.3, 3.1. Management over five years,
funding for advisors and faculty/staff academic Quality Software for a five- philanthropy
in support of the advisors, including a new Enhancement year license:
Advising Quality Student Relationship Program (QEP) $500,000;
Enhancement Management system annual cost for
Program programming:
(QEP) $10,000
1e. Develop Inclusive Support up to 8 faculty DIBE. Academic Affairs; Annual Cost: 100% funded,
teaching certificate per year in the inclusive SP Objectives University Relations $10,000 philanthropy
program teaching certificate 2.5, 3.1, 4.3
program housed in the
Center for Teaching,
Learning, and
Scholarship (CTLS) and
led by the new diversity
and inclusive pedagogy
specialist (see Tactic 2d)
1f. Fund student Encourage ongoing DIBE. Academic Affairs; Annual cost: $10,000 100% funded,
and faculty research documentation projects SP Objectives University Relations; for student stipends philanthropy
to document and develop new ones; 2.5, 3.1, 4.3 Marketing & and a one-time
Southwestern’s establish a document Communications $5,000 equipment
commitment to archive as well as a web- cost; other costs
a more inclusive based history; develop a TBD
University Land Acknowledgement
history Statement; apply for
foundation support for
larger-scale collective
memory projects
1g. Fund initiatives Build student life Infrastructure; Student Life; Capital costs TBD Initial funding,
in the Campus amenities. Two projects Retention. University Relations; depending upon the philanthropy
Master Plan underway — basketball SP Objectives Finance & projects selected
designed to create court and sand volleyball 1.2, 1.3, 2.4, 3.1. Administration
a vibrant campus court. Campus Master
experience; there is Plan; Housing
great student interest White Paper
in some amenities
coming on line in the
near-term
1h. Create a more Analyze current wage Retention; DIBE. Student Life; Annual Cost TBD; Arthur Vining
robust student structure and make SP Objectives Finance & inquiry sent to ACS; Davis funds
training and appropriate increases to 2.4, 3.1, 3.4 Administration additional research to be applied.
employment student wages through needed Additional
program benchmarking positions funding to
with Associated Colleges be identified
of the South (ACS
Consortium; review
and strengthen student
employment hiring and
training programs
4Category 1: Funding Priorities (continued)
TARGETED ADMINISTRATIVE PROJECTED ANNUAL FUNDED AS %
TACTIC ACTION/METRIC
PRIORITIES RESPONSIBILITY COST/ONE-TIME COST OF PROJECTED
1i. Institutionalize Secure more permanent Retention; Student Life; Fundraising will 100% funded,
Mosaic funding (two more years of Program University Relations continue with the gift funds
“soft funding” available) Development. intention of building
SP Objective 2.4 an endowment
1j. Develop a Consultant hired (June Infrastructure. Senior Staff; One-Time Cost for Consultant
Technology Master 2021) to develop the IT SP Objectives Academic Affairs, consultant TBD; one- funded through
Plan to update Master Plan; IT Master 1.2, 1.3, 4.4 Finance & time and ongoing operational
technological Plan will include a review of Administration costs for additional budget
infrastructure, current infrastructure and hardware and
classroom tech, software purchases, such software TBD
university-wide as advising software, and
software, and system redundancy
department-specific
software
1k. Provide more Establish Staff Steering Program President’s Office Annual cost: $5,000 100% funded,
opportunities for continuing education Development. to begin with (expect operational
staff to enhance budget SP Objective 3.1 to increase funding budget
their professional as program develops)
skills portfolios
1l. Implement Include sustainability values Infrastructure; President’s Office; One-Time Capital Identifying
the first phase of in constructing mixed-use Retention. University Relations; Cost: $30 million. funding
Housing & Amenities first year housing to replace SP Objectives Finance & Planning process to
Projects in the two residence halls and 1.2, 1.3, Administration begin in 2021 for
Campus Master Plan increase physical plant 2.4, 3.1. Campus residence hall
to support move to capacity Master Plan;
a 3-year residency Housing White
requirement Paper
1m. Provide Implement major Infrastructure. Campus Master Plan One-Time Cost: $4 million
improved faculty renovation plans for SP Objectives Academic Affairs; TBD raised to date
office space and buildings identified in 1.2, 1.3, 2.4, 3.1 University Relations;
classrooms the Campus Master Plan, Finance &
particularly Mood-Bridwell Administration
Hall
1n. Enhance the Distribute a minimum of Retention; DIBE. University Relations; Annual Cost: 100% funded,
Southwestern $20,000 per year, SP Objectives Student Life; Finance $20,000 philanthropy
University Student continue annual fundraising 1.2, 1.3 & Administration
Emergency Fund to strengthen the Fund
by 20%; current Total:
$100,000
1o. Increase wages Start moving the lowest Compensation. Finance & Plan adopted to Wage study
for non-exempt paid staff from $11.00 to SP Objectives Administration achieve this goal completed.
(hourly) staff a $15.00 minimum and 3.1, 3.4 within 4 years $12.00 starting
perform a wage regression 2021
study for additional
adjustments to prevent
compression (exempt staff
addressed in Tactic 3n)
5Category 2: Staffing Priorities
PROJECTED
ADMINISTRATIVE
TACTIC ACTION/METRIC TARGETED PRIORITIES ANNUAL COST/
RESPONSIBILITY
ONE-TIME COST
2a. Build DIBE efforts into Hire a Title IX coordinator who DIBE. Office of the Spring 2022
the structure and processes will provide ongoing educational SP Objectives President
of Human Resources opportunities for faculty and staff; 2.5, 3.1
develop additional hiring and
retention policies and programs
within HR
2b. Build DIBE efforts into Search to begin for Diversity DIBE. Student Life Spring 2022
the structure and processes Education Coordinator in Fall 2021 SP Objectives
of Student Life 2.5, 3.1
2c. Increase support for Hiring an Assistant Director for Program Student Life Spring 2022
student activities and outdoor recreation, 10-12 outdoor Development.
wellness trips per year with travel outside of SP Objective 2.4
Austin-area and overnight camping;
HIE Fall Break and Spring Break
trips
2d. Build DIBE efforts into Hire a Diversity and Inclusion DIBE. Academic Affairs Spring 2022
the structure and processes Pedagogy Specialist SP Objectives
of Academic Affairs 2.5, 3.1
2e. Support faculty in Reinstate a Faculty Grants and Program Academic Affairs; Spring 2022
grant identification and Sponsored Programs Coordinator Development. University Relations
application SP Objective 2.1
Category 3: Programmatic and Policy Priorities
ADMINISTRATIVE
TACTIC ACTION/METRIC TARGETED PRIORITIES NOTES
RESPONSIBILITY
3a. Rise in rankings and Monitor ranking guides for Retention. Marketing & Senior staff
increase national recognition improvement; communicate the SP Objective 4.5 Communications; retreat to discuss
of institutional excellence many attributes of the University on President rankings in
a continuous and strategic basis June 2021
3b. Better define Convene a group of stakeholders DIBE; Program Marketing & RFP for PR firm
Southwestern’s distinctive to clarify, define, and brand Development. Communications; posted July 2021
identity as an innovative Southwestern; work with Center for SP Objective Student Life; Finance
national liberal arts Career & Professional Development 3.1, 3.4, 4.5 & Administration;
university anchored in the (CCPD), University Relations, and Academic Affairs;
Southwest while being Marketing & Communications to University Relations
focused on the Paideia strengthen our connections to
principle of connecting Austin as a vibrant cultural and
students to interdisciplinary economic location; connect to
knowledge, to each other, internationalizing efforts in
and to the world Tactic 3d
6Category 3: Programmatic and Policy Priorities (continued)
ADMINISTRATIVE
TACTIC ACTION/METRIC TARGETED PRIORITIES NOTES
RESPONSIBILITY
3c. Pursue Hispanic-Serving Maintaining a Latinx and Hispanic DIBE; Retention; Strategic Recruitment Completed 2
Institution (HSI) designation student population of minimum Program Development. & Enrollment; years with Latinx
25%; convene a group of SP Objectives Academic Affairs; and Hispanic
stakeholders tasked with developing 2.5, 3.1, 4.3 Student Life; Finance population at
necessary programmatic support & Administration or above 25%.
required to achieve and sustain HSI Applying for HSI
designation status in next
application year –
2023
3d. Further internationalize Review current cost structure DIBE; Program Academic Affairs; As varying tactics
the focus of our students’ for study abroad and study away Development. University Relations; to increase
experiences to increase participation and SP Objectives Finance & participation are
affordability; at minimum move 2.4, 3.1 Administration reviewed, such as
from 28% to 35% of SU students, new integrated
with increased participation by 1st programs,
generation, students of color, and bilateral
male students exchanges,
collaborations
with other
institutions, and/
or new financial
models, there
may be budgetary
implications
requiring review
3e. Improve and strengthen Review and expand current tutoring Retention. Academic Affairs Depending upon
our student tutoring programs and develop a more SP Objectives review results,
offerings comprehensive approach for all 1.2, 1.3, 2.5 more funding
student learning styles may need to be
generated
3f. Develop more Maintain current biannual salary Compensation. Academic Affairs; Annual
competitive faculty study and overall budgeted salary SP Objectives 2.1, Finance & projections for
compensation with an increases; continue to offer 3.1, 3.4 Administration salary increases
annual analysis of salary appropriate market rate salaries are being built
trend resources, including to recruit assistant professors into the budget
Integrated Postsecondary model
Education Data System
(IPEDS) and American
Association of University
Professors (AAUP)
3g. Maintain a strong Maintain the current 12:1 Retention; Program Academic Affairs Annual
student-to-faculty ratio student-to-faculty ratio and make Development. projections for
by continuing to hire faculty progress toward an 11:1 student- SP Objective 3.1 additional faculty
as student enrollment and to-faculty ratio lines have been
retention grow built into the
2021-22 budget
model
3h. Encourage faculty Implement a cluster hire option in DIBE; Program Academic Affairs
retention through cluster the Faculty Allocation Process Development.
hires, particularly for faculty SP Objectives 2.5,
of color 3.1, 4.3
3i. Institutionalize current Paideia is endowed; future funding Program Development. Academic Affairs
model of Paideia will encourage program flexibility SP Objectives 2.2, 2.3
7Category 3: Programmatic and Policy Priorities (continued)
ADMINISTRATIVE
TACTIC ACTION/METRIC TARGETED PRIORITIES NOTES
RESPONSIBILITY
3j. Create more spaces of Prioritize creation of these spaces in DIBE; Program Student Life A planning
belonging on campus for existing buildings as available and Development. process will begin
student groups focused on include them in the Campus Master SP Objectives for creating more
Black, Indigenous People Plan 2.5, 3.1, 4.3 student-use
of Color (BIPOC), Lesbian, Campus Master spaces in the new
Gay, Bisexual, Transgender, Plan residence hall in
Queer, Intersexual, 2021–2022
Asexual, and other sexual
identities (LGBTQIA+), and
underrepresented religious
groups
3k. Expand the options in Survey students, staff, and faculty in DIBE; Program Student Life Food contract
food services to be more spring 2021; initiate Request for Development. consultant hired
intentional and inclusive of Proposals for food service operator SP Objectives June 2021
diverse food cultures, more fall 2021; complete food service 2.5, 3.1, 4.3
sustainable, higher quality, contract
and more welcoming to all
process by summer students
2022
3l. Develop more robust Currently participating in the Liberal DIBE. Senior Staff Currently 100%
professional development Arts Colleges Racial Equity SP Objective 3.1 funded for
and anti-racist training Leadership Alliance (LACRELA); we the three-year
programs for staff as well will include staff in programming period of our
as faculty and develop stronger support for membership in
DIBE in HR hiring and training LACRELA; to
policies and procedures (see Tactic be determined
2a) at that point
whether to renew
or to examine
additional
programming
3m. Ensure that all staffing Establish hiring policies and DIBE; Retention. Senior Staff Instituted
requests and hiring decisions procedures throughout the SP Objectives
for the next five years focus University that prioritize DIBE and 1.2, 1.3, 3.1
on achieving the Tactical retention objectives as part of
Plan’s two most central candidates’ qualifications in addition
targeted priorities: DIBE and to expertise and credentials
Retention
3n. Develop more Maintain annual salary increases Compensation. Finance & Study is underway
competitive exempt staff for exempt employees; determine SP Objectives 3.1, 3.4 Administration
compensation metrics benchmarks and do an internal
salary study to ensure that staff
compensation is competitive
(hourly/non-exempt employees
addressed in Tactic 1o)
8Category 3: Programmatic and Policy Priorities (continued)
ADMINISTRATIVE
TACTIC ACTION/METRIC TARGETED PRIORITIES NOTES
RESPONSIBILITY
3o. Ensure that campus Include accessibility audit and DIBE. Finance & An annual cycle of
buildings and grounds are in repairs into annual maintenance SP Objective 3.1 Administration ADA maintenance
good repair and accessible, budgets and practices; prioritize projects included
and for new construction accessibility in Campus Master Plan in budget and
consider accommodations for renovations and new building will contract
beyond compliance with the projects with landscape
Americans With Disabilities architect to create
Act (ADA) landscaping
master plan
in concert with
community
3p. Increase alumni University Relations will work DIBE; Program University Relations Alumni Council
involvement and alumni with Alumni Council and local Development. and UR have
inclusion efforts associations to better integrate SP Objective 3.1, 3.4 been active for 2
alumni into the University years in engaging
community alumni in multiple
ways — Research,
Curious
Conversations,
mentoring,
streaming events
and lectures
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