Strategic Themes-Dimensions-Objectives-Strategies-Time Lines
Department Name:
Responsible Person:
Phone:
Mission Statement:
Strategic
Themes
Dimensions/Components
Objectives
ST1. Creating
and sustaining
an
environment of
institutional
excellence and
success.
1a. Teaching Excellence
• Academic Rigor:
Establishing high
standards and
expectations for
faculty and
students.
• Curriculum
Integration &
innovation
1. Identify and establish standardized learning
outcomes, competencies, and behaviors for our
students across the university (university level).
2. Identify and establish standardized learning
outcomes, competencies, and behaviors specific to
programs and departments across the university
(program and departmental level).
3. Align program and department learning objectives
with the university’s overall goals and objectives.
4. Ensure academic rigor that results in success for the
students in obtaining profession-specific licenses and
pursuing professional and graduate degree programs.
5. Receive accreditation for non-accredited programs
and maintain the existing ones.
6. Institute a Faculty Academy that fosters dialog and
ongoing training and development.
7. Provide support programs and services for faculty
and students to achieve academic rigor.
8. Create a 21st Century curriculum that is flexible,
adaptable, integrative and cross disciplinary.
1
Strategies/Actions
Shortterm
2017-23
Midterm
2023-29
Longterm
2029-35
Strategic Themes-Dimensions-Objectives-Strategies-Time Lines
Department Name:
Responsible Person:
Phone:
Mission Statement:
Strategic
Themes
Dimensions/Components
1b. Student Success
• Metrics
(enrollment,
retention,
graduation)
• Student Success
Objectives
Strategies/Actions
9. Ensure right mix of course study to produce well
rounded, critical thinking graduates.
1. Grow enrollment to 6900 by 2022, and stabilize
enrollment at 7500.
2. Improve first-to-second year retention rate to 85%
by 2022.
3. Improve 6-year graduation rate by one percent per
year to 40% overall by 2022.
4. Provide a centralized student support system
assisting students to persist for timely graduation.
1c. Student Experiences –
student engagement and
participation
1d. Faculty Excellence
• Cutting edge
research
5. Provide students with educational experiences that
prepare them for successful careers and graduate
studies.
1. Offer programs and services that increase student
engagement through unique and powerful
experiences including research, internships, study
abroad, externships, entrepreneurial activities and
community service.
1. Maintain and employ faculty that are engaged,
committed, and active scholars in their academic
fields.
2
Shortterm
2017-23
Midterm
2023-29
Longterm
2029-35
Strategic Themes-Dimensions-Objectives-Strategies-Time Lines
Department Name:
Responsible Person:
Phone:
Mission Statement:
Strategic
Themes
Dimensions/Components
Objectives
Diverse
instructional
methods &
techniques
1e. Research Excellence
2. Develop or enhance ability of faculty to effectively
employ innovative instructional methods and
techniques.
•
Strategies/Actions
1. Become a recognized leader in niche areas of
research and scholarship.
2. Achieve Carnegie Doctoral level classification and
SACS level 6.
1f. Staff Excellence
1. Maintain and employ competent staff that is
committed to achieving the university’s mission.
1g. Customer Service
Excellence
1. Ensure that 90% of both internal and external
customers of the university rate the university’s
customer service positively.
1h. Facilities and safety
• Facilities
• Safety
1. Improve and maintain facilities and grounds to
support the teaching and learning environment of the
university.
2. Enhance campus safety and security operations to
support the University’s initiatives, programs, and the
living and learning environment.
3
Shortterm
2017-23
Midterm
2023-29
Longterm
2029-35
Strategic Themes-Dimensions-Objectives-Strategies-Time Lines
Department Name:
Responsible Person:
Phone:
Mission Statement:
Strategic
Themes
Dimensions/Components
Objectives
Strategies/Actions
ST2. Creating a
campus that
will support
diversity and
civic and
community
engagement.
2a. Cultural/Ethnic
Diversity
1. Provide an effective and centralized infrastructure
that is welcoming and accessible to a diverse
population of individuals.
2. Create and sustain a Center for Intercultural &
Community/Civic Engagement that will serve as a
hub for the community, students, faculty, and staff.
2b. Civic Engagement
1. Create supportive partnerships and networks to
make a change in the community.
2. Assist faculty, staff, and students’ involvement in
community and civic engagement activities.
ST3. Expanding
the university’s
resource base.
2c. Community
Engagement
1. Create and sustain external and internal
collaborations and initiatives that are in the
strategic interest of the university.
3a. Private Giving
• Endowment
received from
Alumni
Businesses
Community
1. Increase University’s overall endowment to $75
million by 2035.
2. Achieve a 20% alumni giving rate and $2 million per
year alumni giving by 2035.
4
Shortterm
2017-23
Midterm
2023-29
Longterm
2029-35
Strategic Themes-Dimensions-Objectives-Strategies-Time Lines
Department Name:
Responsible Person:
Phone:
Mission Statement:
Strategic
Themes
Dimensions/Components
Objectives
Strategies/Actions
3. Enhance corporate giving by building relationships
between academic areas and corporations and
foundations.
4. Expand community engagement to increase gifts in
the forms of money, services, and in- kind donations.
3b. Sponsored Programs
(e.g., grants)
3c. Sales & Services
1. Increase amount of sponsored programs by 5% per
year for the next ten years.
1a. Train and educate non-STEM disciplines about
preparing grant proposals and grant opportunities.
1b. Increase level of political interaction,
involvement, and connections with federal and state
agencies.
2. Create a structure to allow technology
transfer/spinoffs.
1. Generate 25% of athletic budget from outside
sources by 2020.
1a. Re-evaluate the University’s ability to sustain a
D1 athletic program based upon revenue generated by
2020.
2. Increase the utilization of conference services to
generate revenue and utilize facilities.
5
Shortterm
2017-23
Midterm
2023-29
Longterm
2029-35
Strategic Themes-Dimensions-Objectives-Strategies-Time Lines
Department Name:
Responsible Person:
Phone:
Mission Statement:
Strategic
Themes
Dimensions/Components
Objectives
Strategies/Actions
3. Promote and market tangible (e.g., facilities, logos)
and intangible (e.g., expertise, skills, and knowledge
base of employees) assets of the university.
3d. Student enrollment
and state support
4. Enhance the revenue sources from patents and
intellectual property royalties.
1. Expand the proportion of university funding derived
from tuition and fees.
2. Take advantage of special state funding initiatives
and opportunities.
2a. Be present when plans are being developed.
ST4. Enhancing
the university’s
reputation
nationally and
globally.
4a. National Reputation
• Leverage
accreditations
• Highlight student,
alum, faculty
achievements
• Signature programs
• Communityuniversity
partnerships
• Attract best talent
to the university
1. Enhance and promote NSU’s image as an
academically rigorous higher education institution
providing a family and home environment that
successfully transforms and graduates students.
2. Identify, develop, and maintain signature academic
programs.
3. Support, promote and institutionalize an
instructional approach that emphasizes crossdisciplinary, experiential and culturally relevant
learning experiences.
6
Shortterm
2017-23
Midterm
2023-29
Longterm
2029-35
Strategic Themes-Dimensions-Objectives-Strategies-Time Lines
Department Name:
Responsible Person:
Phone:
Mission Statement:
Strategic
Themes
Dimensions/Components
•
(student, faculty,
staff)
Identify/Establish/p
romote
uniqueness/compe
titive advantage
Objectives
Strategies/Actions
4. Develop teaching methods that support student
success and learning.
5. Hire, develop, and publicly promote, award-winning
and distinguished faculty.
6. Promote successful alumni.
7. Improve on the institutional performance measures.
8. Leverage location of the University to promote the
University.
ST5. Creating
and sustaining
an
environment of
adaptability
and continuous
improvement.
5a. Ongoing planning
(review & revise
continuously)
5b.Institutional research
• Student data
• Community
resources & needs
• Industry resources
& needs
9. Achieve national ranking among top hbcus and top
tier among national universities by US News and
World Report and other ranking agencies.
1. Institute ongoing planning and assessment based on
institutional research and data.
2. Continuously review, assess, and revise campus
strategic and master plans to meet current and future
needs of the institution.
3. Ensure alignment of various plans on campus.
7
Shortterm
2017-23
Midterm
2023-29
Longterm
2029-35
Strategic Themes-Dimensions-Objectives-Strategies-Time Lines
Department Name:
Responsible Person:
Phone:
Mission Statement:
Strategic
Themes
Dimensions/Components
Regional, national
data
• Internal,
institutional data
5c. Training &
Development (faculty &
staff)
Objectives
Strategies/Actions
•
1. Establish a formal training and development
program for all university employees.
5d. Technology
1. Become and stay current with best practices on the
use of administrative and instructional technology to
enhance university operations.
5e. Streamline processes
and procedures
1. Streamline processes and procedures to create
efficient and effective operations.
5f. Communication
1. Build a campus infrastructure that promotes and
facilitates open communication, sharing of resources,
and transparency.
8
Shortterm
2017-23
Midterm
2023-29
Longterm
2029-35