UAP Annual Updates

Deepening the Universal Apostolic Preferences 2019-29 at Xavier

The original plan was the result of a thorough discernment process, originating from the
collaborations and workings of the 2019 ’XU UAP Discernment Group”  with subsequent input from the campus community through 2020.

Overarching Commitments:
Keep the UAPs top of mind for all people within the campus community

As Superior General Fr Arturo Sosa underscores regarding the UAPs: “they are not priorities, nor are they a strategic plan.  They are more about how we do things than what we do and they are the ‘true north’…So I ask you, as collaborators and friends in the Lord, to embrace and
advance these four preferences in your work.”

Support ‘communitarian’ action

Inspire an esprit de corps among all Xavier people to work together for the common good and advancement of the UAPs (in a similar manner as the campus COVID19-Taskforce did during the pandemic).         

UAP 1: To show the way to God through the Spiritual Exercises and discernment

2019 Best Practices

• Programs of the Center for Mission and Identity
• Programs and structures of the Dorothy Day Center for Faith & Justice
• The campus culture of living the gifts of the Ignatian heritage
• Academic programs, especially the Ethics/Religion & Society focus of the Core Curriculum
• Service and immersion programs     
• Bellarmine Chapel on campus
        .    

Next Steps

1. Incorporating the Daily Examen, prayer or/and reflection even more broadly in the classroom and in meetings
   • Use of the Ignatian Daily Examen (Our Way of Proceeding) at all meetings of the VPs.
   • Increased reflection opportunities in service-learning experiences
2. Offer more retreats and spiritual professional development opportunities for faculty, staff, and students
   • During COVID-19, increased support for faculty for self-care, mindfulness, and reflective journaling
3. More intentionally utilize communal discernment processes, especially at the administrative levels of the university
   • The COVID19 Task Force utilized ICD in an exemplary way.
   • Creation of a new resource on ICD
   • The President's Cabinet compilation of Leading with an ICD mindset
4. Initiate the vocational discernment opportunities via the Road through Xavier
5. Post more inspirational signs and quotes on campus
6. Develop a cohort of trained spiritual directors for the Spiritual Exercises
   
   

Aspirational Advances

1. Provide more financial support/procure endowments for more spiritual retreat opportunities
2. Develop chaplaincy programs for interested clubs, teams, programs and other intact groups

Other advances made

• Created a minor in Spirituality and Solidarity through the theology dept.

UAP 2: To walk with the poor, the outcasts of the world, those whose dignity has been violated, in a mission of reconciliation and justice.

2019 Best Practices

1. Community-engaged learning opportunities
2. Support services for students     
3. Academic programs, centers and curricular programming around social justice
4. Faculty and staff professional development opportunities    
5. External engagement commitments, including the CBI, Brueggeman and Eigel centers
   
   

Next Steps

1. Deepen curricular programming around social justice
   • Created a new minor on Spirituality and Solidarity through the theology department
2. Increase faculty and staff professional development on concerns of the poor and marginalized which inspires advocacy    
   • Pivoted from a DEI focus to anti-racism
   • During the pandemic, supported the most vulnerable students on campus, in particular those most adversely impacted by COVID-19
   • Truth, Racial Healing, and Reconciliation as Mission Animator proposal theme
3. Further partner with community, regional, and national organizations and agencies to
   share resources and expand impact
   • Due to the pandemic, engagement and networking with AJCU colleagues increased across constituency/affinity groups      
4. Create a campus clothes closet for winter weather and professional interviews    

Aspirational Advances

1. Secure funding/endowments to support study abroad, Alternative Breaks and other experiential programming for students        
2. Remove financial barriers for students attending Xavier
3. Compensate work (faculty/staff) at regional/market standards         
4. Deepen support for interdisciplinary research and curricular programming
5. Support and offer more Immersion experiences for faculty and staff
   
   

   Other advances made

   • The President's Cabinet developed an Anti-Racist Action Plan

UAP 3: To Accompany Young People in the Creation of a Hope-Filled Future  

2019 Best Practices

1. High-impact learning and support opportunities for students the spirituality-focused programs of the Dorothy Day Center for Faith and Justice
2. Campus emphasis on cura personalis   
3. Community-based learning opportunities 
4. The Core Curriculum is mapped against the Ignatian values

Next Steps

1. Focus more intentionally on student well-being and thriving
2. Continue to emphasize and prioritize diversity and mentoring
3. Encourage and support faculty and staff in serving as role models
   • Engaged senior leaders in a 'Mission Seminar' on the UAPs with particular emphasis on being hope-filled
4. Complete the development of The Road Through Xavier and begin implementation
5. Expand recognitions for students engaged academically in service, commitment to justice, and climate work, etc.

Aspirational Advances

1. Create a University-wide focus on the climate-crisis in programming and building to create hopefulness in students of this generation
2. Provide more financial-aid and retention supports to increase the number of low-income students able to attend and to succeed at Xavier, especially from neighboring Norwood/Evanston communities
3. Procure an endowment to support more study abroad opportunities

UAP 4: To collaborate in the care of our Common Home.

2019 Best Practices

1. Academic programs in sustainability       
2. Xavier’s annual hosting of the Midwest Regional Sustainability Summit
3. Supporting the Xavier Student Sustainability Group in its initiatives
4. Collaborating to maintain the NEXUS Community Garden       
5. Following LEED standards with every major facility new construction or renovation
6. Using solar-powered vehicles by Physical Plant
7. Xavier’s faculty provide sustainability leadership for the Jesuit network  

Next Steps

1. Identify a current staff or faculty member to serve as the Director of Sustainability for a portion of their position -reporting to the VP for Facilities      
   
2. Review the recommendations and implementation of the 2010 Campus Sustainability Plan and publicize the results
3. Review current waste disposal methods and use of landscaping chemicals     
4. Ensure that there are sufficient supports for ecologically-conscious behaviors
             > XU student team earned a 2^nd place award at the Big East pitch competition
                 for their idea on environmental sustainability.        
5. Ensure that there is at least one option to work for the environment in the Xavier Days of Solidarity and Service (faculty/staff) and Alternative Breaks (students)
         o AB, during the Pandemic, offered a group experience of Nature,
            Sustainability, and Community (with 
            the Imago Earth Center)
         > AB, during the Pandemic, offered Urban Microfarming from Seed to Table,
            Preserving Forest Diversity, (with Arc of Appalachia) and The Rights and Welfare of Animals
6. Reduce Xavier’s waste stream of paper, water, plastic, etc
   
7. Collaborate with our Jesuit institution network on common goals and share resources
   
8. Added campus water bottle stations

Aspirational Advances

1. (Re-)Hire a full-time Director of Sustainability
2. Create and support the use of low-emission vehicles     
3. Provide the resources necessary to honor the University’s commitment to the Cincinnati 2030 District
   • The focus of the next Midwest Summit in 2021 will be the "Path to 2030".
4. Review all current investments in fossil fuel companies      
   
5. Make green space more inviting upon the razing of any current facility (i.e., lots on Dana Ave.)
   • Added green spaces

 

Key:

(o) 2020 advances

(>) 2021 advances