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Goal 3: Financial Flourishing

Whitworth will pursue sustainable financial results that leverage our strengths.

Objective 3.1 – Consistently achieve our enrollment goals for traditional, graduate and adult undergraduate students in a way that uses market information to set appropriate enrollment goals for all programs; employs sophisticated enrollment management and marketing tools; and moderates the discount rate to consistently grow net revenue, so that we achieve budget stability and financial flourishing.

Objective 3.2 – Improve student success and persistence through higher participation in university housing and residence life programs in a way that encourages broader residential student engagement and contributes to an increased sense of community belonging; draws traditional undergraduate students to live on campus; and offers convenient and communal options for graduate students seeking campus-adjacent housing, so that retention and auxiliary revenue grow.

Objective 3.3 – Elevate the return on mission and investment in academic and co-curricular programs in a way that integrates regular review of expenses and revenues for existing programs to improve transparency of financial margins; enhances budget responsiveness to better align resources (human, financial and capital) with institutional priorities; and increases the number of new programs vetted and launched through the Strategic Enrollment Planning process, while accounting for incremental impacts of new programs on infrastructure, accreditation, regulatory compliance and other institutional costs, so that the university is consistently identifying and investing in higher-demand, higher-return programs that align with the university's mission.

Objective 3.4 – Provide opportunities for alumni, parents, friends and community members to engage more deeply with the university in a way that encourages ongoing interaction and partnership to support the long-term health and mission of Whitworth; informs constituents about the ways their interests and passions align with opportunities to support Whitworth; and invites members of these groups to make more compelling commitments of their time, talent and treasure in support of the university, so that significant growth occurs in the number of university constituents actively engaged in recruiting students, giving financially, mentoring and employing students, and praying for the university.

As the strategic plan is executed, goal objectives will be updated with measurements presented in the form of key performance indicators (KPIs) or key performance results (KPRs). These indicators enable Whitworth's cabinet and University Council to monitor progress toward achieving objectives.