Create Organizational Excellence in Resource Stewardship and Professional Practices throughout the College
Le Moyne’s ability to realize its vision depends upon our success as a high-performing organization and an employer
of choice. To achieve nationally recognized, sustainable excellence, we must align strategic planning, financial
planning and operational practices and policies with mission, vision and core values. We will continue to
incorporate transparent, verifiable assessment data across decision-making practices. We will promote pride and
unity across campus, linking our efforts specifically with the Jesuit ideals of cura personalis and the magis.
STRATEGIC INITIATIVE 3:1
Create an Organizational Excellence Strategy Team (OEST) to focus on Core Values, Employer of Choice and
Le Moyne Pride: Under the authority of the President’s Cabinet, this strategy team will promote three pillars of
Core Values: Together with the Director of Mission and Identity, develop a clear and concise statement of our
Catholic and Jesuit core values; promote a shared understanding of and appreciation for these values.
Employer of Choice: Establish a professional work environment that attracts, rewards, develops and retains
A. Provide strategically relevant and mission-aligned professional development opportunities in order to foster
management and leadership skills, a culture of trust, active listening, diversity and inclusion, empowerment and
accountability, teamwork and a sense of community.
B. Assess and improve the professional work culture and recognition practices so that Le Moyne employees receive
meaningful affirmation for achievements.
Le Moyne Pride: Hire for mission and foster “Le Moyne Pride” across the campus community. In the spirit of the
magis, “Le Moyne Pride” expresses the high level of commitment that College employees have to the service of the
A. Clarify College goals and how these goals relate to the work of each person and department. Develop
sustainable processes by which all departments and individuals gain an appreciation of the roles of all other
B. Develop sustainable human resource practices to hire for mission, offer competitive compensation, and support
professional and personal development for faculty and staff.
C. Promote cross-campus engagement in College events and activities.
D. Continue to promote transparency, open and honest community dialogue, and stakeholder input regarding
strategic decisions about the College.
STRATEGIC INITIATIVE 3:2
Develop a basic set of procedures and guidelines for continuous improvement that can be adapted College-wide,
and that evaluates the alignment of resources and existing and proposed programs with Le Moyne’s mission, vision
and core values.
A. Develop the framework and guidelines for a College-wide assessment process along with a three-year implementation
plan in order to assess and improve policies and procedures, technology systems and skills, and human
resources/talents in alignment with the forecasted needs of Le Moyne’s strategic plan.
B. Require each unit to engage key stakeholders in order to understand their needs and preferences (e.g., town hall
listening sessions, facilitated brainstorming sessions, survey instruments, etc.). Use stakeholder-focused criteria
to identify opportunities for improved service.
C. Require units to review organizational charts and resource allocations in alignment with the College’s vision
and strategic plan; identify critical gaps and areas for improvement and reallocation; develop tactical plans and
recommendations to realign strategically as needed.
D. Enhance strategic focus on the use of technology systems and applications in support of academic, student
development and administrative priorities.
STRATEGIC INITIATIVE 3:3
Le Moyne will continuously enhance its stewardship of all resources, including personnel, financial and capital,
and natural. The College will also improve its practices of enterprise risk management, while pursuing innovative
opportunities to expand revenues (e.g., by increasing net tuition revenues and expanding activities in new academic
programs, pedagogical delivery, grant support and fundraising). The College will develop a comprehensive
enrollment strategy to establish ideal enrollment size, student discount and yield management strategy, and student
body characteristics. The College will develop and implement a comprehensive affordable seven- to 10-year
facilities master plan in direct support of the OneLeMoyne Strategic Plan. This plan will incorporate a range of
possible financing strategies and will inform our plans for future fundraising campaigns.
A. Complete the implementation of the facilities projects approved in 2010 (Round I Projects), including the new
science building and pending renovations to Grewen Hall, classrooms, site work and HVAC systems.
B. Sustain the assertive renewal of facilities and implementation of the deferred maintenance strategy. The
College will follow a process that ensures stakeholder input on facilities projects to be implemented in 2012
through 2015 (Round II Projects) and then 2016 through 2019 (Round III Projects).
C. Develop a comprehensive real estate strategy to support L.I.F.T. (Le Moyne Initiatives for a Future Together), a
student housing strategy and the OneLeMoyne Strategic Plan. The College will explore alternative financing
strategies and strategic private and public partnerships to fund some of these projects.
D. Facilities Planning and Management operations will strive for ever-greater standards of care for the buildings
and grounds and continue to serve as a regional leader in environmentally sustainable practices.
E. Continue the development of a holistic College-wide approach to sustainability including, but not limited to,
strategic reductions of the College’s carbon footprint; education of students, faculty and staff; and continuous
improvement of related policies such as recycling and procurement.
F. Determine the optimal characteristics of the undergraduate and graduate student populations, as well as the
optimal mix of graduate-level and certificate programs.
G. Expand upon existing “dashboard” systems in order to establish a full range of key operating metrics, ratios and
key performance indicators to guide the College’s resource allocation decisions (e.g., proportion of revenues to
be dedicated to employee total compensation, academic and non-academic programs, student scholarships, and
several financial ratios including a composite financial index).
STRATEGIC INITIATIVE 3:4
We will increase funding from sources beyond that of our primary revenue streams of tuition, room and board.
A. Operating Margin: Establish a specific percentage goal to increase our annual operating surplus over the next
five years, in order to increase total resources and liquidity.
B. Endowment Performance: Achieve long-term growth of the Le Moyne College Endowment Fund through donor
gifts and real appreciation. The objective for real appreciation is to earn a rate of return on each class of assets
to equal or exceed the market rate of return, as reflected by the appropriate benchmark, while maintaining a
prudent annual endowment spending level.
C. Annual Giving and Annual Fund: Set and monitor goals for annual giving and alumni participation rates
in order to place the College, over the next five years, in the top quartile of AAUP Masters IIA schools of
D. Major Gifts and Planning for the Next Campaign: Continue to cultivate potential donors and solicit major gifts
in preparation for future fundraising campaigns. Establish a target date for the silent phase of the next campaign
by the summer of 2013, working with the Board of Trustees and senior administration.
E. Government and Foundation Support: Develop a plan, to be approved and monitored by the Institutional
Advancement Committee of the Board of Trustees, for strategic engagement with foundations while continuing
to pursue sources of government support at all levels.