In the first of a four-part reflection series, President Jim Burkee recounts Avila University’s challenging first year under his leadership — a period of urgent decisions, high-risk strategies, and a renewed vision that set the stage for transformation.
Part 1 of 4: Year One — A University at the Brink
Today marks three years since I began my tenure as the 15th President of Avila University. To mark the occasion, I want to share a series of reflections — not just on our accomplishments, but on the challenges, risks, and decisions that have defined this journey. This is the first in a four-part series, recounting the story of Avila’s transformation.
Year One: A University at the Brink
When I accepted the opportunity to lead Avila University in early 2022, I intended to officially begin on July 1. But as I began to peel back the layers, it became clear we didn’t have the luxury of time.
The institution’s challenges were far deeper than advertised. Instead of a modest deficit, Avila faced a $9 to $10 million shortfall. Enrollment had declined by nearly half over the previous decade — from 2,000 students to around 1,100. Deferred maintenance projects amounted to tens of millions of dollars. Morale was understandably fragile. The faculty and staff had endured a single 1% raise in ten years — and, in one year, a temporary 9.5% pay cut.
Frankly, there were real questions about whether Avila would survive.
Rather than waiting for July, I began immediately — March 2022 — knowing that if we were to have any chance of impacting the Fall 2022 and 2023 enrollment cycles, urgent action was required.
Moving Fast, Taking Risks
We didn’t waste time. I came to Avila with a philosophy, developed in prior institutions, rooted in high-reward/low-risk initiatives, and growth through partnerships. Private colleges and universities can do both, while largely converting expense to a variable basis, by working with partners — organizations often better-funded and with high degrees of specialization — which share revenue after students are enrolled by providing support services.
Within weeks, we brought in new partners that would form the backbone of Avila’s revitalization:
- Synergis Education to help rebuild and grow our Nursing programs.
- Academic Partnerships (now Risepoint) to drive growth in online education.
- Global University Systems, an international higher education organization headquartered in London, to help reintroduce Avila to the global stage.
- KTA, the K-12 Teacher’s Alliance, to help Avila build its graduate online programs in teacher education.
In Fall 2022, Avila had zero new international students. By Fall 2023, that changed significantly — a testament to the groundwork laid during those early, exhausting months.
Leadership Moves
We also made critical leadership moves. I was fortunate to bring in and elevate trusted, proven colleagues:
- Dr. Tom Jandris, a respected leader from the Concordia University System, to help strengthen our academic enterprise.
- Dr. Andy Jett, already part of the Avila family, was empowered to build what would become the College for Innovative Professional and Graduate Studies.
- Dr. Stacy Keith, longtime professor in Education, whose experience, strong work ethic, empathy, and personal integrity brought needed stability to the office of Provost.
We made necessary organizational and personnel changes — but we were careful to minimize the human toll. The Avila community had already sacrificed enough.
A New Vision and Plan
Perhaps most importantly, we launched an inclusive, transparent strategic planning process. Led by distinguished alumna Ellen Barnes, this effort engaged faculty, staff, students, alumni, and the Board of Trustees.
By summer 2023, the Board adopted a plan built on five pillars:
- Grow Enrollment
- Strengthen Finances and Profitability
- Innovate in Academics
- Care for Our People
- Lean Into Our Catholic and CSJ Identity
We made our values visible. Every freshman and transfer student was invited to our home for dinner. We ensured every student who visited campus was greeted personally by me or my wife, Hanen.
And we began a new tradition of radical transparency: the week following each Board meeting we held a town hall where we shared everything we could from the prior week’s Board meeting — and stayed to answer every question.
Difficult Decisions, Bold Moves
But even with early momentum, the realities of our financial situation forced difficult choices. To cover immediate cash gaps and invest in the programs and partnerships Avila desperately needed, the Board approved a bold, unprecedented step: working with the State of Missouri to access portions of our small, restricted endowment.
The State approved our proposal — a lifeline that bought us breathing room, though not without its share of controversy.
A Year of Risk and Resolve
The first year was as exhausting as it was exhilarating. Every decision carried risk. But by the end of that first year, hope had returned to Avila.
We weren’t out of the woods — but we had turned toward the future.
In Part Two of this series, I’ll share how we turned that fragile momentum into real, measurable progress in Year Two.
#AvilaUniversity #LeadershipReflections #HigherEdTransformation
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