Tradition + Innovation

Central to the Butler Beyond strategic direction is the commitment to embracing and supporting learners of all life stages and backgrounds. We recognize different learners have different needs and, therefore, may require different models of education.

The Butler Beyond strategic direction is based on advancing three models of education:

• Traditional, residential undergraduate model

• Lifelong learning model

• Founding mission model

Strategic Initiatives

Strategic commitments—relevance, value, distinction, innovation, effectiveness—as expressed by Butler’s campus community throughout the planning process, serve as the foundation for the Butler Beyond strategic direction.

Seven strategic priorities and 24 related initiatives have been established to focus efforts and advance each of the three models of education.

PRIORITY 1: Ensure the Accessibility, Relevancy, and Distinctive Impact of a Butler Degree

Initiative 1.1 Expand access to a Butler degree through the creation of new degree options, pathways, and partnerships

Initiative 1.2 Ensure the curriculum, pedagogy, and programs offered meet the evolving needs of our students, their future employers, and society at large

Initiative 1.3 Expand and enhance the practices that drive successful student outcomes

PRIORITY 2:

Enhance Holistic Student Well-Being and Engagement

Initiative 2.1 Advance student health and well-being

Initiative 2.2 Enhance opportunities for student engagement

PRIORITY 3:

Establish Butler as a Leader in Developing Future Models of Education

Initiative 3.1 Continually advance future-oriented and pedagogically sound educational practices and ideas

Initiative 3.2 Expand infrastructure and programmatic offerings that serve the needs of learners of the future

Initiative 3.3 Contribute to the transformation of higher education through the creation and support of new mission-aligned organizations

PRIORITY 4: Build a Culture of Empowerment, Engagement, and Accountability

Initiative 4.1 Empower Butler team members to work at their highest potential

Initiative 4.2 Increase leader proficiency as it relates to the people side of change and project management

Initiative 4.3 Create mechanisms to foster and promote faculty/staff well-being and engagement

PRIORITY 5: Create an Intentionally Diverse, Inclusive, and Equitable Learning and Working Environment

Initiative 5.1 Attract and enroll/hire students, faculty, and staff from marginalized and underrepresented backgrounds and identities

Initiative 5.2 Support and retain students, faculty, and staff from marginalized and underrepresented backgrounds and identities

Initiative 5.3 Cultivate connection and a sense of belonging for a diverse body of students, faculty, and staff

Initiative 5.4 Foster a culture of continuous DEI learning and development

PRIORITY 6: Strengthen the University’s Short- and Long-Term Operating Sustainability

Initiative 6.1 Build research and business intelligence capabilities to support data-informed decision-making

Initiative 6.2 Make the most and best use of campus space and assets to support Butler’s growth

Initiative 6.3 Improve key University-wide processes to optimize efficiencies, cost, and experience

Initiative 6.4 Implement student enrollment goals and strategies to support FTUG sustainability in light of competitive pressures and demographic realities

Initiative 6.5 Raise $100 million by May 31, 2025, focused on strategic fundraising priorities in support of Athletics, Academics, Arts & Access

Initiative 6.6 Enhance Butler’s commitment to environmental sustainability

PRIORITY 7: Advance and Strengthen Butler’s External Reputation and Brand

Initiative 7.1 Define, articulate, and measure awareness of Butler’s key differentiators

Initiative 7.2 Position Butler University as Indianapolis’/Central Indiana’s Premier Private University

Initiative 7.3 Attain best possible national university standing in key college ranking lists