Strategic Plan (2021-2025)
School of Tourism
Xi'an International Studies University
Preface
With the recovery of the global economy and the improvement of people's living standards, the tourism market shows a trend of continuous growth, and people's demand for tourism experience continues to increase. The tourism management major has a very broad prospect in the future, and the tourism management major will pay more attention to innovation and technology and sustainable development, and train more professional talents with international vision and cross-cultural communication ability.
The School of Tourism (SOT) at Xi'an International Studies University (XISU) is currently at a crucial turning point. In alignment with the broader strategic goals set forth in XISU's Fourteenth Five-Year Plan (2021-2025), we are more dedicated than ever to achieving excellence, fostering innovation, and enhancing our global.
In the digital age, the tourism industry is undergoing a profound transformation. The proliferation of mobile technology has given a significant boost to the digital transformation of the tourism industry. IT technology enables the intelligence of tourism facilities by connecting various devices and sensors. Virtual Reality (VR) and Augmented Reality (AR) technologies are bringing new ways of experiencing the tourism industry. Blockchain technology, with its decentralization and high security, provides a new solution in travel booking and payment. With the continuous development and innovation of technology, the digital transformation of the tourism industry is gradually changing the way tourism services are provided, offering tourists a richer, more convenient and personalized travel experience, and also bringing revolutionary changes to the operation and management of tourism enterprises.
In order to follow the development trend of digital transformation in the cultural and travel industry, seizing the opportunities brought by digital economy, SOT sets the Overall goals of the 14th Five-Year Plan as follows:
In the process of the undergraduate course teaching and learning, guided by the high-quality development of higher education talent training and the construction of first-class majors by the Ministry of Education, the two majors of hotel management, human geography and urban and rural planning strive to be shortlisted for the national first-class professional construction sites, and the tourism management major continues to maintain the national first-class majors. All majors highlight the characteristics of compound talent training (major + language, language + major).
In scientific research and social service, by continuing to adhering to the implementation of the strategy of integration and innovation, we will enhance the academic excellence, promote high-impact research, expand international collaborations, and fostering an inclusive and supportive community.
These goals reflect our collective aspirations and set forth strategic priorities that are aligned with the XISU's overarching goals. The challenges ahead are significant, and so are the opportunities. With a clear strategic direction and a commitment to our core values, SOT is ready to embrace the future.
Part 1. Mission, Vision, and Core Values Alignment
As the School of Tourism (SOT) at Xi'an International Studies University (XISU) initiates the creation of its Strategic Plan for 2021-2025, a critical first step is to establish a robust connection between the SOT's mission, vision, and core values. This connection is essential for steering our strategic direction, informing decision-making processes, and cultivating a unified and purpose-driven community. Below, we detail how our strategic planning process embodies and strengthens SOT's mission, vision, and core values.
The Statement of Mission of XISU:
To cultivate comprehensive, professional and innovative talents with global vision, cultural confidence, foreign language proficiency and strong communication skills for Northwestern China. To nurture talents for the development of the Western region and Shaanxi Province, fostering composite and international individuals.
The Stated Mission of SOT:
To cultivate first-class versatile international tourism talents with distinctive characteristics in China and Shaanxi Province. In particular, to cultivate composite international tourism talents full of innovative spirit and creative capability who have high career competence of tourism management and high level of foreign language proficiency, master mathematical analysis methods and modern Big Data analysis technology, and have strong ability to solve practical problems.
XISU Stated Vision:
Embracing Shaanxi, Serving the Northwest, Radiating Across the Nation, and Facing the World.
At Xi'an International Studies University (XISU), we are steadfast in our commitment to an open and international approach to education. We continually deepen comprehensive reforms and strive tirelessly to excel and surpass expectations. Our goal is to build XISU into a high-level teaching and research university with distinctive foreign language features and harmonious development across multiple disciplines. We dedicate ourselves to this endeavor, aiming to make significant contributions locally, nationally, and internationally.
This vision statement encapsulates XISU's dedication to excellence, internationalization, and multidisciplinary growth, reflecting its commitment to contributing to academic and societal advancement on a global scale.
XISU Core Values: Patriotic, Diligent, Erudite, Innovative
At XISU, we are proud to uphold a set of core values that define who we are and guide everything we do. These values are not just principles that we aspire to; they are the very foundation of our university culture, shaping our actions, our teaching, and our approach to research. They remind us of our responsibilities to ourselves, our community, and the wider world.
• Patriotic: We instill a deep sense of national pride and responsibility in our community. Our commitment to patriotism goes beyond mere love for our country; it encompasses a dedication to contributing positively to our nation's development, upholding its values, and respecting its rich heritage. We encourage our students and faculty to engage in activities that enhance social cohesion, national unity, and global representation, ensuring that our contributions reflect the best of our nation’s ideals.
• Diligent: Hard work and perseverance are at the core of our academic and professional pursuits. We believe that diligence is the key to unlocking potential and achieving excellence. Our community is committed to fostering an environment where dedication, effort, and resilience are valued and rewarded. We encourage our students and faculty to approach every challenge with tenacity and a strong work ethic, knowing that their perseverance will lead to meaningful achievements.
• Erudite: Knowledge and learning are central to our identity. We are dedicated to the pursuit of scholarship and intellectual growth, striving to expand the boundaries of understanding and wisdom. Our commitment to erudition means we not only seek to acquire vast amounts of knowledge but also to deepen our comprehension and critical thinking skills. We foster a culture of curiosity, encouraging our community to engage with complex ideas, question assumptions, and pursue lifelong learning.
• Innovative: Innovation is the driving force behind our quest for progress. We embrace creativity, ingenuity, and forward-thinking in all our endeavors, from research and teaching to community engagement. We encourage our students and faculty to think differently, challenge conventional wisdom, and develop novel solutions to the world’s most pressing problems. By cultivating an environment that rewards innovation, we aim to lead the way in scientific, technological, and social advancements.
These core values — Patriotic, Diligent, Erudite, Innovative — form the essence of XISU. They guide us in our mission to educate leaders, generate new knowledge, and serve our community. As we look to the future, we are committed to living these values every day, ensuring that our university remains a beacon of excellence, integrity, and innovation.
XISU Guiding Principles
At XISU, we are guided by a set of core principles that shape our approach to education, research, and community engagement. These principles reflect our commitment to creating a learning environment that not only values academic excellence but also fosters moral integrity, cultural understanding, and personal growth.
Guiding Principle 1. Embrace the Wisdom of the Past and the Present: We believe in the timeless value of knowledge. Our academic community respects and draws upon the rich insights and discoveries that have been handed down through generations, while also embracing the innovations and perspectives of the contemporary world. This dual appreciation ensures that our students and faculty are well-equipped to navigate both the challenges and opportunities of their times.
Guiding Principle 2. Integrate Chinese and Foreign Knowledge: In an increasingly interconnected world, we recognize the importance of cross-cultural learning and the integration of diverse intellectual traditions. By blending the profound heritage of Chinese wisdom with the dynamic and varied perspectives from around the globe, we aim to cultivate global citizens who are not only knowledgeable but also empathetic and open-minded.
Guiding Principle 3. Combine Virtue with Benevolence: At the heart of our mission is the belief that education should extend beyond academic achievement to include the development of character. We encourage our community to embody virtue and benevolence, promoting ethical conduct, kindness, and a commitment to making a positive impact on the lives of others. It is through this combination of intellectual rigor and moral integrity that we aspire to contribute to a more just and compassionate world.
Guiding Principle 4. Strive for Continuous Self-Improvement: Our journey of learning and discovery is never complete. We are committed to fostering an environment that encourages continuous self-improvement, where students and faculty alike are inspired to pursue excellence in all aspects of their lives. Through this ongoing process of growth and development, we believe that every member of our community can achieve their full potential and make meaningful contributions to society.
These guiding principles are the foundation upon which XISU is built. They inform our decisions, shape our policies, and inspire our aspirations. As we move forward, we remain dedicated to upholding these values, ensuring that our university continues to be a place of learning, discovery, and positive change.
Part 2. XISU 14th Five-Year Plan (2021-2025) Alignment
The strategic development of the School of Tourism is closely tied to the broader objectives and ambitions of Xi'an International Studies University as laid out in its 14th Five-Year Plan (2021-2025). This alignment is crucial for ensuring that SOT not only contributes to but also benefits from XISU's overarching goals and strategic initiatives. The subsequent sections highlight the specific areas of alignment and collaboration between SOT's strategic plan and XISU's 14th Five-Year Plan.
XISU Goal: Enhancing Academic Excellence and Discipline Construction
Improving the academic status of XISU and the breadth of disciplines, focusing on innovation and quality in research and education.
SOT's Alignment:
During XISU's 14th Five-Year Plan, SOT commits to adhering to the educational philosophy of "education-oriented, moral education first", taking discipline construction as the leading, focusing on the construction of the teaching team, improving the quality of talent training as the foundation, highlighting the characteristics of scientific research and service to the society. By centering on the goal of discipline and specialty construction, SOT will comprehensively deepen the quality and connotation construction of the school.
SOT strives to achieve the following three goals:
1. To be approved as a master's program in the first-level discipline of geography.
2. To be approved as a national first-class professional construction site for the major of hotel management , human geography and urban and rural planning.
3. To obtain the international education quality certification of the Accreditation Council for Business Schools and Programs (ACBSP).
XISU Goal: Talent Cultivation and Global Competency
To cultivate high-quality talents with global competence, capable of contributing to and thriving in an interconnected world.
SOT's Alignment:
Based on XISU’s general objective of fostering undergraduates , the SOT aims to cultivate first-class versatile international tourism talents who are full of innovative spirit and creative capability, have high career competence of tourism management, achieve high level of foreign language proficiency, master mathematical analysis methods and modern Big Data analysis technology, and possess great ability to solve practical problems.
XISU Goal: Research Innovation and Societal Contribution
To advance research innovation to address both national and global challenges, and to contribute to societal development.
SOT's Alignment:
1. Research Innovation
SOT is dedicated to fostering a research environment that encourages innovation. In order to accomplish this goal, we will adhere to the implementation of the integrated innovation development strategy.
SOT will enhance support for various vertical research project applications. All applications for research projects at the provincial level and above will receive funding support.
We will invite experts from within and outside the university in batches to provide targeted professional guidance to teachers on filling out application forms, aiming to improve the approval rate of research projects.
Greater efforts would be made to encourage teachers to actively engage in research activities, and improve their research quality and capabilities.
2. Societal Contribution
During the 14th Five-Year Plan period, the college will fully cooperate with the school to uphold the "Sending Knowledge to the Countryside" initiative, supporting the school's targeted poverty alleviation efforts through various methods such as tourism planning, training, and guidance.
XISU Goal: Infrastructure and Resource Optimization
To optimize resources allocation and utilization, to boost investments at the university's infrastructure, to support high-quality development.
SOT's Alignment:
SOT is dedicated to the effective management of its resources, which encompass equipment, facilities, and financial assets, in order to achieve its strategic goals. Both teachers and students have access to venues, facilities, and equipment that cater to the demands of classroom instruction and practical activities. XISU collaborates with SOT to develop experimental and innovative teaching platforms in the realm of artificial intelligence, promoting "Altogether enjoyment, openness, cross-cutting, innovation, entrepreneurship." These platforms include the Shaanxi smart travel digital twin platform, an AI virtual cultural tourism video AIGC platform, a digital cultural tourism training laboratory, a practical training platform for AI silver-hair smart travel services, and a meta-universe immersive tourism experience training platform.
XISU Goal: Internationalization and Cultural Exchange
XISU aims to enhance the university's international profile through strategic partnerships, cultural exchange, and global engagement.
SOT's Alignment:
SOT seeks to expand its international footprint through active engagement in global academic networks, fostering partnerships with overseas institutions, and participating in international research collaborations. These efforts aim to enhance the cultural competency of our faculty and students and to contribute to the global discourse on cultural-tourism issues.
The strategic plan of the School of Tourism reflects its commitment to excellence in academics and research, while also demonstrating its dedication to supporting and advancing the broader goals of Xi'an International Studies University (XISU). By aligning its strategic initiatives with the 14th Five-Year Plan of XISU, the School of Tourism is well-positioned to make significant contributions to the university's vision of becoming a leading institution recognized for its impact on knowledge, society, and global engagement. Together, the School of Tourism and XISU will navigate future challenges and opportunities, fostering an environment characterized by excellence, innovation, and global influence.
Part 3. Environmental Analysis and Needs Assessment
As part of the strategic planning process for the SOT at XISU covering the period from 2021 to 2025, a thorough environmental analysis and needs assessment have been carried out. This assessment seeks to pinpoint both internal and external factors that may influence the strategic direction and operational capabilities of the SOT. The subsequent sections outline the findings of this analysis in detail.
External Environment Analysis：
Economic Trends：
The tourism industry has faced significant challenges due to the COVID-19 pandemic, with travel restrictions and economic uncertainty impacting demand. However, as vaccination rates increase and economies reopen, pent-up demand for travel is expected to drive a strong recovery in the coming years. Governments are implementing stimulus measures and tourism recovery plans to support the industry's revival.
Technological Advancements
Emerging technologies are transforming the tourism experience and operations. Artificial intelligence, augmented reality, and virtual reality are enhancing visitor engagement and personalization. Big data analytics is enabling more targeted marketing and optimized operations. The rise of contactless technologies and mobile apps is reshaping how travelers plan, book, and experience trips.
Educational Policies
Many countries are prioritizing tourism education to develop a skilled workforce and support the industry's growth. Governments are investing in tourism training programs, forming partnerships with educational institutions and offering scholarships to attract talent. There is an increasing focus on sustainability, digital skills, and experiential learning in tourism curricula to meet evolving industry needs.
Market Demand
Despite the pandemic's impact, long-term projections indicate continued growth in global tourism demand. Emerging markets like China and India are expected to drive much of this growth, with a rising middle class and increasing disposable incomes. Travelers are seeking more authentic, immersive, and sustainable experiences, as well as personalized and seamless experiences enabled by technology.
Competitive Landscape
The tourism industry is highly competitive, with destinations vying for visitors and tourists. Successful destinations are investing in unique experiences, infrastructure, and marketing to differentiate themselves. Collaboration between the public and private sectors is crucial for developing a compelling tourism offering and effectively promoting it to target markets.
Sustainability and Social Responsibility
Sustainability and social responsibility are becoming increasingly important considerations for travelers and destinations. Travelers are seeking out eco-friendly accommodations, low-impact activities, and opportunities to support local communities. Destinations are implementing policies and initiatives to manage tourism's environmental and social impacts, such as visitor management, waste reduction, and community engagement programs.
Internal Environment Analysis
Curriculum and Program Offerings：
The SOT focuses on developing a comprehensive curriculum that aligns with cultural tourism trends and student needs for the period 2021-2025.
We are committed to regularly reviewing and updating course content to ensure relevance and competitiveness, expanding program offerings in emerging areas such as sustainable tourism, digital marketing, and tourism analytics, fostering interdisciplinary collaborations to create unique specializations (e.g., tourism and entrepreneurship, tourism and public health), Incorporating experiential learning opportunities like internships, field trips, and case studies to bridge the gap between theory and practice.
Faculty Expertise and Development:
Investing in faculty development is crucial for maintaining a high-quality education. SOT should:
l Attract and retain talented faculty with industry experience and research expertise.
l Provide opportunities for professional development, such as workshops, conferences, and Sabbaticals.
l Encourage faculty to engage in research and publication to enhance the school's reputation and contribute to the field.
l Recognize and reward excellence in teaching, research, and service to motivate faculty and foster a culture of excellence.
Infrastructure and Resources:
Adequate infrastructure and resources are essential for delivering a high-quality education.
SOT will:
l Ensure modern and well-equipped classrooms, computer labs, and learning spaces.
l Maintain and upgrade technology infrastructure to support innovative teaching and learning.
l Develop partnerships with industry leaders to access resources, such as guest speakers, case studies, and internship opportunities.
l Secure funding for research, scholarships, and faculty development through grants, donations,
and collaborations.
Student Engagement and Diversity
Fostering a diverse and engaged student community is key to creating a vibrant learning environment. SOT will:
l Promote diversity and inclusion in student recruitment and support.
l Provide opportunities for students to engage in extracurricular activities, such as student organizations, competitions, and community service projects.
l Offer career counseling and placement services to help students transition into the workforce.
l Gather regular feedback from students to improve the quality of education and student Experience.
During the "14th Five-Year Plan" period, the following key objectives and tasks will primarily be accomplished:
l The student population will maintain steady growth, with the number of full-time undergraduate students reaching 890.
l The pass rates for academic performance and foreign language proficiency tests will continue to improve. Specifically, the pass rate for the Level 4 professional exam will reach 55%, Level 8 will reach 25%, the College English Test (CET) Level 4 pass rate will reach 78%, and the CET Level 6 pass rate will reach 36%.
l Achieve 10 awards in the "Internet Plus" College Student Innovation and Entrepreneurship Competition, including at least one award at the provincial level or above and 10 awards at the school level.
l Secure 70 projects under the College Student Innovation and Entrepreneurship Training Program, with 50 of these at the provincial level or above, and 70 at the school level.
l Attain 70 awards in student discipline and professional competitions, with 40 at the provincial level or above, and 70 at the school level.
l The employment rate for undergraduates will reach 95%.
l The graduate school entrance exam participation rate will reach 15%.
Needs Assessment
Based on the environmental analysis, the following needs have been identified for the SOT:
Curriculum Modernization
- Revise the curriculum to incorporate emerging areas and technologies in Tourism.
- Integrate interdisciplinary approaches to provide a well-rounded education.
Faculty Empowerment
- Implement ongoing professional development programs for faculty.
- Focus on cutting-edge research methodologies and teaching technologies to enhance faculty expertise.
Infrastructure Enhancement
- Upgrade and expand teaching and research facilities.
- Incorporate advanced software and databases to support learning and research.
Global Engagement
- Strengthen international partnerships for research, student exchanges, and dual degree programs.
- Enhance global exposure and cultural understanding for students.
Student-Centric Support
- Enhance support for practical learning experiences to bridge theory and practice.
- Provide comprehensive career services to prepare students for successful careers.
- Prioritize mental health and well-being initiatives to support student success.
The environmental analysis and needs assessment lay a robust groundwork for the SOT's Strategic Plan for 2021-2025. Effectively addressing the identified needs is essential for SOT at XISU to fulfill its mission of achieving excellence in education, research, and community engagement within the realms of tourism education.
In crafting the Strategic Plan for 2021-2025 for the School of Tourism (SOT) at Xi'an International Studies University (XISU), we have established strategic objectives that reflect our aspiration to be a premier institution in cultural tourism education, research, and community engagement. These objectives are informed by the insights gained from our environmental analysis and needs assessment, as well as the constructive feedback from our stakeholders. The strategic goals outlined below will steer SOT over the next five years.
XISU Goal A: Enhancing Academic Excellence and Discipline Construction
Continuously optimize the discipline structure and enhance its connotation, constantly consolidate the advantageous position of foreign languages and literature disciplines, promote the balanced development of non-foreign language disciplines, add 1-2 doctoral degree authorization points, cultivate a cross-disciplinary doctoral program in national security studies, and obtain approval for 3 master's degree authorization points. In the next round of discipline evaluation, the discipline of foreign languages and literature will be upgraded and improved, with 2-3 disciplines being listed.
SOT Objective A.1 Improve the quality of graduate education
Action Steps A.1.a
Optimize the recruitment and publicity work for graduate students. Utilize diverse new media methods to vigorously promote the characteristics and achievements of our graduate programs, enhancing the influence of our MTA in the modern tourism industry.
Action Steps A.1.b
Improve the overall quality of graduate education. Keep pace with the times to refine the graduate training program, innovate teaching methods, enhance teaching effectiveness, and encourage graduate students to actively participate in team research projects, thereby improving their academic and practical abilities.
Action Steps A.1.c
Focus on the development of outstanding graduate talents. Build a high-level faculty team, pay attention to the discovery of graduate students' abilities, ensure effective communication between the college, faculty, and students, and promote the academic advancement of graduate students.
Action Steps A.1.d
Expand employment channels for graduate students. Improve the curriculum system for innovation and entrepreneurship education, actively strengthen practical innovation and entrepreneurship activities, and promote collaboration between universities and government, society, and industry enterprises.
Action Steps A.1.e
Solidify opportunities for studying abroad. Explore cooperation channels with overseas universities and institutions, improve the participation mechanism for graduate students, and maintain long-term collaboration with foreign entities.
Action Steps A.1.f
From 2021 to 2025, the total number of enrolled graduate students is projected to increase by 10-15 students each year, reaching 160 students. From 2021 to 2023, graduate students participated in five provincial and ministerial-level projects, and in both 2024 and 2025, this number will reach six.
Action Steps A.1.g
From 2021 to 2025, graduate students are expected to publish 6-8 papers (Category B and above) each year, receive 0-1 provincial and ministerial-level awards (including collaborative projects and academic competitions) annually, and maintain a consistent participation of 2 students in overseas study and exchange programs each year. The doctoral examination rate is expected to remain stable at 1% each year, with an employment rate of 95%.
SOT Objective A.2 Strengthen the construction of first-class majors and first-class courses
During the "14th Five-Year Plan" period, we continue to strengthen the monitoring of teaching quality, complete the dual-track connection of teaching quality monitoring at the school and college levels, enhance the management of the teaching process, facilitate the feedback channels for teaching quality, strictly regulate the policies for teachers' rescheduling and make-up classes, promote educational system reform, respect the laws of teaching, and strive to elevate the teaching quality of the college to a new level.
Action Steps A.2.a
Guided by the high-quality development of talent cultivation in higher education, and taking the construction of first-class programs by the Ministry of Education as an opportunity, the Hotel Management and Human Geography and Urban-Rural Planning programs strive to be included in the national-level first-class program construction points, while the Tourism Management program continues to maintain its status as a national-level first-class program.
Action Steps A.2.b
In 2020, we will apply for the authorization of a master's degree program in the first-level discipline of Geography; if the application is unsuccessful, we will strive to reapply for the master's degree authorization in Geography in 2023.
Action Steps A.2.c
In 2021, we aim to have one of the two provincial first-class programs, namely Human Geography and Urban-Rural Planning or Hotel Management, approved as a national first-class program construction site.
Action Steps A.2.d
In 2025, three years after the approval of the master's degree program in the first-level discipline of Geography, we will undergo a qualified evaluation.
Action Steps A.2.e
By the end of the "14th Five Year Plan", we strive to obtain the international education quality certification of the Accreditation Council for Business Schools and Programs (ACBSP).
Action Steps A.2.f
During the "14th Five-Year Plan" period, we aim to achieve 1 'Excellence and Elite' talent training project, 3 first-class courses, 5 bilingual/full foreign language courses at the university level, publish 4 textbooks, conduct 12 teaching reform research projects, received 14 teaching achievement awards, establish 4 university-level undergraduate teaching teams, recognize two distinguished teachers, have 5 awards in various teaching competitions.
Action Steps A.2.g
During the "14th Five-Year Plan" period, we strive to complete the construction of the university-level pilot college for innovation and entrepreneurship education reform.
XISU Goal B: Talent Cultivation and Global Competency
Seizing the opportunity presented by the "New Liberal Arts" initiative, we innovate our talent training models to enhance the quality of talent development. We will moderately control the scale of undergraduate admissions, stabilizing the number of enrolled students at around 15,000. We plan to expand the scale of graduate admissions, achieving an enrollment of 4,300 graduate students, including180 doctoral students. The number of international students will increase to 1,300. We will add 4-6 new undergraduate majors and establish 15 national-level first-class majors, 15 provincial-level first-class majors, 5 national-level first-class courses, and 30 provincial-level first-class courses. Our efforts to cultivate outstanding and top-notch talents will yield results, with a significant increase in the number and level of student awards in academic and professional competitions, and the rate of master's students advancing to doctoral studies reaching 8%.
Adhere to the integration of recruitment and training, gather leading talents in disciplines, enhance the overall level of the faculty team, and accelerate the process of the talent-strengthening school strategy. By the end of the "14th Five-Year Plan", the scale of the teaching staff will reach about 1600 people, with about 1100 full-time teachers, the proportion of teachers with senior professional titles will reach 50%, and the proportion of teachers with doctoral degrees will reach 50%.
SOT Objective B.1 Strengthen faculty construction and talent teams
During the "14th Five-Year Plan" period, we will deepen institutional mechanism innovation, take the improvement of the college's performance distribution system as the starting point, and motivate teachers to focus on scientific research and promotion of professional titles.
We will actively introduce high-level talents, pay attention to the level structure of introduced talents, and attach equal importance to leading and scarce talents.
We will also pay more attention to teacher’s ethics and morals system construction, improving the long-term supervision, inspection and rectification mechanism.
The total number of full-time teachers reaches 59; the number of teachers with senior professional titles reaches 37, accounting for 62%; the number of teachers with doctoral degrees reaches 39, accounting for 67%; the proportion of teachers with overseas study and experience reaches 56%; the number of teachers under 45 reaches 30, accounting for 69%; the number of teachers mainly engaged in scientific research reaches 26, accounting for 44%; the number of provincial-level and above talent projects reaches 5; the number of high-level talents introduced reaches 12; the number of "Western China Scholars" reaches 5.
Action Steps B.1.a
From 2021 to 2025, at least two high-level talents will be introduced each year.
Action Steps B.1.b
From 2021 to 2022, two teachers will be promoted to senior professional titles, one teacher will be selected for a talent project, and one teacher will be selected as a "Western China Scholars".
Action Steps B.1.c
From 2022 to 2024, three teachers will be promoted to senior professional titles, two teachers will be selected for talent projects, and two teachers will be selected as "Western China Scholars".
Action Steps B.1.d
From 2024 to 2025, six teachers will be promoted to senior professional titles, two teachers will be selected for talent projects, and two teachers will be selected as "Western China Scholars".
Action Steps B.1.e
From 2021 to 2025, teacher ethics and morals publicity and education will be solidly carried out every year, and the teacher ethics and morals system construction will be continuously improved on the existing basis, and the supervision, inspection and rectification mechanism will be improved.
SOT Objective B.2 Actively participate in student competitions
Establish and improve the system and mechanisms for student work, vigorously promote innovation in student work methods, and creatively advance the cultivation of students' qualities and abilities, meticulously serve student growth and development, actively encourage students to engage in competitions related to their subjects and majors, and achieve awards in national-level and provincial-level competitions.
Action Steps B.2.a
Win 10 awards in the Internet+ College Student Innovation and Entrepreneurship Competition, including 1 award at the provincial level or above and 10 awards at the university level.
Action Steps B.2.b
Secure 70 projects in the College Student Innovation and Entrepreneurship Training Program, including 50 projects at the provincial level or above and 20 projects at the university level.
Action Steps B.2.c
Received 70 awards in student subject competitions, including 40 awards at the provincial level or above and 30 awards at the university level.
XISU Goal C: Research Innovation and Societal Contribution
During the "14th Five-Year Plan" period, the total amount of research funds reached 100 million yuan, with the funding for vertical research projects exceeding 40 million yuan. Achievements include breakthroughs in national level major projects and key projects, over 1000 papers published in Type A journals or above, 300 various types of works published, and a batch of research outcomes with significant domestic and international impact. A total of 100 various research achievement awards were approved, marking a new level of excellence in scientific research achievements in higher education institutions.
SOT Objective C.1
From 2021 to 2025, complete the application for one national-level project each year.
Action Steps C.1.a
Complete the application for 2 provincial/ministerial-level projects each year.
Action Steps C.1.b
Complete the application for 3 local/departmental-level projects each year.
Action Steps C.1.c
Achieve at least 15 horizontal projects each year.
Action Steps C.1.d
Publish 10 papers in Category B journals and 4 papers in Category A or above journals each year.
Action Steps C.1.e
Publish 2 academic monographs each year.
Action Steps C.1.f
Win 1-2 Shaanxi (University) Social Science Awards in 2022 and 2024, and win 1 Shaanxi Provincial Social Science Achievement Award during the 14th Five-Year Plan period.
Action Steps C.1.g
The total funding for research projects reaches 12.25 million yuan and the average research funding per faculty member reaches 10,000 yuan during the 14th Five-Year Plan period.
XISU Goal D: Infrastructure and Resource Optimization
Campus infrastructure construction has reached a new level, with the completion of the 16th and 17th faculty residential buildings at the Yanta Campus, the Chang’an Campus Cultural and Sports Center, the third phase of the teacher's apartment building, the second sports field, kindergarten, comprehensive service building for college students, academic experiment building, student apartment building, the second cafeteria, and the comprehensive building of the affiliated school, among other infrastructure projects, progressing steadily. The construction of a smart campus has been carried out, resulting in the completion of 51 smart classrooms, an increase in campus network export bandwidth to 10G, and full WIFI coverage in the Chang’an Campus. There is a focus on improving the cultural quality of the campus, earning honors such as "Provincial Civilized Unit Model" and "Xi'an Ecological Garden Unit."
SOT Objective D.1 Leverage SOT teaching equipment and facilities to actively expand external cooperation
Action Steps D.1.a
Develop the Shaanxi smart travel digital twin platform,
Action Steps D.1.b
Develop an AI virtual cultural tourism video AIGC platform,
Action Steps D.1.c
Develop a digital cultural tourism training laboratory,
Action Steps D.1.d
Develop a practical training platform for AI silver-hair smart travel services,
Action Steps D.1.e
Develop a meta-universe immersive tourism experience training platform.
XISU Goal E: Internationalization and Cultural Exchange
SOT Objective E.1
During the 14th Five-Year Plan period, SOT will actively expand cooperation with overseas universities.
Action Steps E.1.a
Apply for and obtain the international education quality certification of the Accreditation Council for Business Schools and Programs (ACBSP).
Action Steps E.1.b
Exchange 33 faculty members, including introducing 25 international experts of various types, and sending 30 faculty members abroad for exchanges.
Action Steps E.1.c
Student exchanges exceeding 116 people.
Action Steps E.1.d
Expand the scale of overseas internship bases on the basis of stabilizing existing ones, improve the level of overseas internships, and strive to expand internship bases such as Disney in the United States, teacher training bases in Australia, and Dubai.
The progress and steps are as follows:
1. In 2021, introduce 5 international expert teachers of various types.
2. In 2022, add 1 new international exchange project, send 10 students abroad for study and exchange, and introduce 5 international expert teachers.
3. In 2023, add 1 new international exchange project, send 10 students abroad for study and exchange, and introduce 5 international expert teachers.
4. In 2024, add 1 new international exchange project, send 15 students abroad for study and exchange, and introduce 5 international expert teachers.
5. In 2025, add 1 new international exchange project, send 10 students abroad for study and exchange, and introduce 5 international expert teachers.
Monitoring and Evaluation Mechanisms
As part of the strategic planning initiative for 2021-2025, the School of Tourism (SOT) at Xi'an International Studies University (XISU) has implemented thorough monitoring and evaluation systems. These systems aim to guarantee the successful execution of our strategic plan, enable timely modifications, and assess our advancement toward the established strategic objectives. The components outlined below form our framework for monitoring and evaluation.
Development of Key Performance Indicators (KPIs)
For every strategic goal, we will identify specific, measurable, achievable, relevant, and time-bound (SMART) key performance indicators (KPIs). These KPIs will act as benchmarks to evaluate the school's progress and success in executing the strategic plan. The KPIs will be reviewed every six months, and the results will be reported to the President's office and other relevant stakeholders for their consideration.
Conducting Annual Strategic Reviews
At the conclusion of each calendar year, SOT will carry out a thorough review of the implementation of the strategic plan. This process will include an analysis of the accomplishments, challenges, and insights gained over the previous year. The findings from this annual review may lead to adjustments in the strategic plan to better align with evolving circumstances, emerging opportunities, and stakeholder feedback. Additionally, this review will guide the planning for the next phase of implementation.
Through these monitoring and evaluation processes, the School of Tourism at XISU is dedicated to ensuring the effective execution of our Strategic Plan 2021-2025. By consistently evaluating our progress and remaining receptive to changes, we strive to meet our strategic objectives and enhance our impact in the fields of cultural tourism, both locally and internationally.
Adaptability and Continuous Improvement
In the fast-changing domains of cultural tourism, the School of Tourism at XISU acknowledges the vital role of adaptability and continuous improvement. Aligned with our Strategic Plan for 2021-2025, we are dedicated to implementing mechanisms and nurturing a culture that embraces change, promotes innovation, and pursues ongoing enhancement across all facets of our operations, including teaching, research, community engagement, and international collaboration.
l Cultivating a Culture of Adaptability
SOT will actively foster an environment that values and rewards innovative ideas and approaches. This initiative includes creating forums and platforms for faculty, staff, and students to share, discuss, and develop new concepts. Acknowledging the ever-changing global tourism, we will regularly review and update our curriculum and teaching methodologies to maintain their relevance and effectiveness. This process will involve integrating new technologies, pedagogical strategies, and emerging topics in tourism field.
The school will adopt a flexible organizational structure capable of swiftly adapting to new challenges and opportunities. This flexibility encompasses streamlined decision-making processes and the capacity to reallocate resources promptly in response to shifting priorities.
l Mechanisms for Continuous Improvement
SOT will perform annual evaluations of our strategic plan, measuring our progress toward established goals and making necessary adjustments based on internal and external changes. This approach ensures that our strategic direction remains in harmony with our mission and the evolving landscape of tourism education.
Establishing effective feedback mechanisms from all stakeholders—including students, faculty, industry partners, and alumni—is essential. This feedback will be systematically gathered, analyzed, and utilized to drive enhancements in our programs, services, and operations.
SOT will regularly engage in benchmarking exercises against top institutions in global tourism education. This practice will help identify best practices and areas for improvement, ensuring our programs stay competitive and our graduates are well-prepared for the global tourism market.
We will prioritize the ongoing professional development of our faculty and staff, encouraging and supporting their participation in workshops, conferences, and other educational opportunities. This commitment to lifelong learning will keep our team at the forefront of teaching, research, and professional practice in tourism.
l Embracing Technological Advancements
SOT will continuously seek out and integrate emerging technologies that enhance teaching, research, and administrative efficiency. This includes adopting digital learning platforms, data analytics tools, and simulation software to prepare our students for the digital economy.
Recognizing the significance of digital literacy, we will ensure that our students, faculty, and staff are proficient in utilizing modern technologies and understanding their implications in tourism education.
The School of Tourism at XISU is committed to fostering an environment that not only adapts to change but thrives on it. Through our dedication to adaptability and continuous improvement, we aim to equip our students for future challenges and opportunities, contribute valuable insights and solutions to the field of economics and finance, and enhance our reputation as a leading institution.
