STRATEGIC PLAN OUTLINE
Prepared for Southern University at Shreveport
February 2015
In the following report, Hanover Research presents an outline
for the Southern University at Shreveport’s (SUSLA) strategic
plan.
Hanover Research | February 2015
TABLE OF CONTENTS
Introduction..................................................................................................................... 3
Outline ........................................................................................................................... 7
GOAL ONE: CULTIVATE A CULTURE OF ACADEMIC EXCELLENCE .............................................................7
Attract and Retain High-Quality Students .........................................................................7
Promote Students’ Academic Success ...............................................................................7
Prepare Students for Successful Careers ...........................................................................8
Deliver High-Quality Teaching ...........................................................................................9
GOAL TWO: PROVIDE OUTSTANDING SERVICE TO ALL STAKEHOLDERS ....................................................9
Provide First-Rate Student Support Services .....................................................................9
Provide Valuable Professional Development for Faculty and Staff Members ................10
GOAL THREE: ENGAGE THE LOCAL COMMUNITY ..............................................................................10
Enhance the Institution’s Reputation ..............................................................................11
Establish Meaningful Community Partnerships ..............................................................11
Support the Local Community through Community Service ...........................................11
GOAL FOUR: MODERNIZE RESOURCES, INFRASTRUCTURE, AND FACILITIES ............................................12
Provide Modern Instructional Facilities Suitable for 21st Century Learning....................12
Develop Superior Information Technology Capabilities ..................................................13
Increase Availability of On-Campus Parking ....................................................................13
GOAL FIVE: ENSURE SHORT- AND LONG-TERM FINANCIAL SUSTAINABILITY ...........................................14
Grow and Diversify Revenue ...........................................................................................14
Maintain Affordable Tuition Prices for Students .............................................................14
© 2015 Hanover Research
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Hanover Research | February 2015
INTRODUCTION
This document presents an outline for the Southern University at Shreveport’s (SUSLA)
written strategic plan. This outline incorporates findings from previous research conducted
by Hanover Research regarding strategic planning at SUSLA, including stakeholder survey
analyses and peer institution benchmarking.
Hanover Research proposes a framework that consists of overarching strategic goals,
operational objectives, and measurable performance indicators. The plan includes five main
goals, each of which is associated with two to four objectives. Each objective includes a
series of measurable performance indicators that can be used to monitor progress. Hanover
recommends that SUSLA set quantitative targets for each performance indicator for each
year of the strategic plan. A summary of the proposed strategic plan is provided in Figure 1
on the following page.
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Hanover Research | February 2015
Figure 1: Summary of Strategic Plan
GOAL
OBJECTIVE
Attract and Retain HighQuality Students
Promote Students’
Academic Success
Goal One: Cultivate a
Culture of Academic
Excellence
Prepare Students for
Successful Careers
Deliver High-Quality
Teaching
© 2015 Hanover Research
PERFORMANCE INDICATOR
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Increase number of annual applicants

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
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
Increase student employment rate after graduation
Increase total enrollment
Increase first-year retention rate
Increase student participation in academic support services
Provide effective orientation programming for entering students
Increase graduation rate
Increase transfer rate to four-year institutions
Expand curriculum to include more degree options
Increase opportunities for extracurricular programs
Improve stakeholders’ impressions of academic quality
Enhance the quality of the career services program
Expand career preparation programs
Increase student participation in career services
Expand continuing education programs
Improve employers’ perceptions of graduates
Increase the retention rate of faculty
Increase the proportion of faculty achieving tenure
Increase faculty compensation
Increase faculty satisfaction
Improve professional learning for faculty
Improve stakeholders’ perceptions of the quality of instruction
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Hanover Research | February 2015
GOAL
OBJECTIVE
Provide First-Rate Student
Support Services
Goal Two: Provide
Outstanding Service to All
Stakeholders
Provide Valuable
Professional Development
for Faculty and Staff
Members
Enhance the Institution’s
Reputation
Goal Three: Engage the
Local Community
Establish Meaningful
Community Partnerships
Support the Local
Community through
Community Service
© 2015 Hanover Research
PERFORMANCE INDICATOR
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Increase participation in all student support services
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Increase participation in professional development within all employee segments
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
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Increase student and staff participation in community service activities
Increase students’ satisfaction with all student support services
Increase availability of student services offered online
Improve training mechanisms for student support personnel
Increase professional development opportunities related to policies and procedures
Increase funding for professional development activities
Increase employee input regarding the types of professional development offered
Increase participants’ satisfaction with professional development
Conduct a brand awareness assessment
Identify competitive advantages over peer institutions
Enhance relationships with alumni
Improve stakeholders’ perceptions of the institution
Improve non-stakeholders’ perceptions of the institution
Centralize approach to developing community partnerships
Increase corporate partnerships to develop programs that meet employer needs
Increase number of employers participating in career fairs and recruiting services
Increase relationships with K-12 education agencies
Increase articulation agreements with four-year institutions
Increase partnerships with community organizations, including libraries, public service
agencies, and not-for-profit organizations
Increase partnerships with community service organizations
Increase financial commitment to community service activities
Increase community service training opportunities for students and staff members
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Hanover Research | February 2015
GOAL
OBJECTIVE
Provide Modern
Instructional Facilities
Suitable for 21st Century
Learning
Goal Four: Modernize
Resources, Infrastructure,
and Facilities
Develop Superior
Information Technology
Capabilities
Increase Availability of OnCampus Parking
Grow and Diversify
Revenue
Goal Five: Ensure Shortand Long-Term Financial
Sustainability
Maintain Affordable
Tuition Prices for Students
© 2015 Hanover Research
PERFORMANCE INDICATOR



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


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Increase financial investment in instructional facilities









Increase tuition and fee revenue
Increase stakeholders’ satisfaction with the quality of instructional facilities
Expand the campus footprint to increase capacity and promote economic development
Improve environmental sustainability of campus facilities
Decrease average time required to resolve maintenance requests
Increase financial investment in building institution’s IT capabilities
Increase institution’s network capacity and Wi-Fi coverage on campus
Increase student satisfaction with computer labs
Grow IT support staff and increase stakeholder satisfaction with IT support
Increase the number of parking spaces on campus
Improve public transportation services to reduce demand for parking
Increase endowment market value
Increase alumni giving rate
Increase the number of donors that give to the SUSLA Foundation
Increase the value of government grants and contracts
Ensure low tuition costs for students
Ensure low cost of attendance for students
Increase financial support provided to students
Increase scholarship opportunities for students
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Hanover Research | February 2015
OUTLINE
GOAL ONE: CULTIVATE A CULTURE OF ACADEMIC EXCELLENCE
SUSLA will cultivate a culture of academic excellence. The institution will foster a thriving
intellectual community that facilitates unique learning experiences, the healthy exchange of
ideas, robust student-faculty interaction, and prolific creativity. To accomplish this goal,
SUSLA must attract and retain high-quality students, promote students’ academic success,
prepare students for successful careers, and provide high-quality teaching.
ATTRACT AND RETAIN HIGH-QUALITY STUDENTS
SUSLA will attract and retain high-quality students that contribute to the academic
strength of the institution. SUSLA will improve the capabilities of the Office of Recruitment,
which oversees open houses, campus visits, and new student orientation. The Office of
Recruitment will seek to bolster relations with K-12 education agencies in order to reach a
greater audience of potential students. Moreover, SUSLA will implement targeted
marketing efforts that highlight the institution’s strengths. For instance, the most common
factors that students cited for enrolling at SUSLA are the affordable cost (49 percent), the
quality of education (40 percent), and the convenient location (38 percent).
To increase student retention, all students must have access to high-quality academic
support services. Survey data indicate that many students do not take full advantage of
services such as academic advising, study groups, and tutoring. As such, SUSLA will seek to
increase participation in these activities, which have been shown to facilitate student
retention. Additionally, faculty and staff members will be trained to identify students at risk
of dropping out in order to provide targeted interventions. SUSLA will also strengthen
efforts to re-engage students that have dropped out.
Performance Indicators:
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Increase number of annual applicants
Increase total enrollment
Increase first-year retention rate
Increase student participation in academic support services
Provide effective orientation programming for entering students
PROMOTE STUDENTS’ ACADEMIC SUCCESS
SUSLA will support the academic success of all students. Typically a central theme in the
missions of higher education institutions, promoting academic success means encouraging
students to attain educational objectives. Student success involves a wide variety of factors,
such as increasing degree completion rates, strengthening the curriculum, enhancing
© 2015 Hanover Research
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Hanover Research | February 2015
learning experiences, and offering enrichment activities. As such, SUSLA will promote
academic success by creating educational opportunities and supporting students.
Survey responses suggest that SUSLA stakeholders are largely satisfied with the quality of
academic programs. When asked what should be the top two priorities for improvement at
SUSLA, less than 10 percent of students and faculty indicated academic quality.
Nonetheless, SUSLA will continuously strive to enhance the quality of academic programs.
Performance Indicators:
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Increase graduation rate
Increase transfer rate to four-year institutions
Expand curriculum to include more degree options
Increase opportunities for extracurricular programs
Improve stakeholders’ impressions of academic quality
PREPARE STUDENTS FOR SUCCESSFUL CAREERS
SUSLA will prepare students for successful careers after graduation. A recent survey
revealed that 84 percent of local employers and community stakeholders would
recommend SUSLA to a prospective student. However, SUSLA must do more to ensure
graduates develop professional skills and stand out compared to other candidates. For
instance, 42 percent of employers indicated that there is no difference between SUSLA
graduates and graduates of other institutions. Moreover, employers suggested that SUSLA
should do more to develop students’ critical thinking, quantitative reasoning, and
information literacy skills.
A robust curriculum is the foundation of career readiness, but SUSLA must also ensure
graduates are prepared to navigate the job market in a professional manner. The institution’s
Career and Placement Services offers a variety of programs in this regard, such as career
counseling, professional image coaching, and communication skills enhancement. However,
79 percent of students never or rarely use career services. SUSLA will support students’
workplace readiness and job searching skills by increasing participation in career services.
Performance Indicators:
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
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


Increase student employment rate after graduation
Enhance the quality of the career services program
Expand career preparation programs
Increase student participation in career services
Expand continuing education programs
Improve employers’ perceptions of graduates
© 2015 Hanover Research
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Hanover Research | February 2015
DELIVER HIGH-QUALITY TEACHING
SUSLA will provide all students with high-quality teaching from distinguished faculty
members. The institution must employ faculty that commit to the success of all students,
develop meaningful relationships with students, and excel in scholarly activities. However,
substantial proportions of SUSLA students (66 member) and faculty and staff members (84
percent) believe that the institution needs to improve the quality of instruction. SUSLA will
improve the quality of teaching by attracting and retaining accomplished faculty, expanding
professional learning opportunities, rewarding effective faculty members, and improving
the quality of life for faculty members.
Performance Indicators:
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Increase the retention rate of faculty
Increase the proportion of faculty achieving tenure
Increase faculty compensation
Increase faculty satisfaction
Improve professional learning for faculty
Improve stakeholders’ perceptions of the quality of instruction
GOAL TWO: PROVIDE OUTSTANDING SERVICE TO ALL STAKEHOLDERS
SUSLA will provide outstanding service to all stakeholders, including students, faculty and
staff, and other community members. Survey data reveal that customer service is an area of
concern for many stakeholders. For instance, 98 percent of faculty and staff, 88 percent of
alumni and friends, and 66 percent of students reported that customer service needs to be
improved. In fact, improving customer service was rated the number one priority among
faculty and staff members. SUSLA will improve stakeholder satisfaction by providing firstrate student support services, as well as professional development opportunities for all
employees.
PROVIDE FIRST-RATE STUDENT SUPPORT SERVICES
SUSLA will provide first-rate student support services that facilitate students’ academic
and personal development. Support services include academic advising, tutoring, study
groups, workshops, counseling, and career planning. While a minority of students indicated
that SUSLA needs to improve student support services, this may be influenced by relatively
low participation in services. A majority of students rarely or never participate in career
services, counseling, tutoring, study groups, or library services. Contrarily, 72 percent of
faculty and staff indicated that SUSLA student support services require improvement.
Survey data suggest that SUSLA must improve financial aid services, in particular. The
number one priority for improvement among students was financial aid services, including
faster disbursements, efficient service, and process clarity. In order to improve financial aid
© 2015 Hanover Research
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Hanover Research | February 2015
and other student support services, SUSLA will increase participation, streamline
operations, and bolster training for staff members.
Performance Indicators:
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Increase participation in all student support services
Increase students’ satisfaction with all student support services
Increase availability of student services offered online
Improve training mechanisms for student support personnel
PROVIDE VALUABLE PROFESSIONAL DEVELOPMENT FOR FACULTY AND
STAFF MEMBERS
SUSLA will provide valuable professional development for faculty and staff members.
Employees are among the institution’s most valuable resources and, as such, SUSLA is
committed to the continuous development of all employees to ensure excellent service for
all stakeholders. To meet the needs of all employees, professional development will be
timely, convenient, well-funded, applicable, interesting, and clear in purpose.
SUSLA will conduct a comprehensive needs assessment in order to determine the most
effective professional development offerings. Different types of employees require different
activities. For instance, faculty members focus on teaching effectiveness and contentspecific knowledge, administrators focus on management skills and leadership
development, and professional staff focus on upgrading workplace skills. Survey data
provide a basis for professional learning needs, as faculty and staff members expressed a
need for professional development related to institutional policies and procedures.
Performance Indicators:





Increase participation in professional development within all employee segments
Increase professional development opportunities related to policies and procedures
Increase funding for professional development activities
Increase employee input regarding the types of professional development offered
Increase participants’ satisfaction with professional development
GOAL THREE: ENGAGE THE LOCAL COMMUNITY
SUSLA will leverage intellectual, financial, and human resources to engage the local
community. The institution will enhance its reputation for academic quality and
affordability, establish community partnerships that increase opportunities for
stakeholders, and improve the quality of life for local residents through community service.
© 2015 Hanover Research
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Hanover Research | February 2015
ENHANCE THE INSTITUTION’S REPUTATION
SUSLA will enhance the university’s reputation by highlighting institutional strengths. In
order to increase the visibility of the university, SUSLA will implement a comprehensive
marketing plan to improve brand awareness, attract high-quality students and faculty, and
effectively communicate with all stakeholders. The institution must develop a
communications strategy that is proved effective through assessment and evaluation.
Performance Indicators:





Conduct a brand awareness assessment
Identify competitive advantages over peer institutions
Enhance relationships with alumni
Improve stakeholders’ perceptions of the institution
Improve non-stakeholders’ perceptions of the institution
ESTABLISH MEANINGFUL COMMUNITY PARTNERSHIPS
SUSLA will establish meaningful community partnerships that advance the university’s
mission, grow opportunities for students, and strengthen ties with the local community.
Rather than developing partnerships in piecemeal fashion, SUSLA will centralize its approach
and coordinate efforts across departments and offices to ensure all possible resources are
leveraged. The institution will identify, explore, and establish partnerships with all potential
education agencies, community organizations, and businesses.
Performance Indicators:
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




Centralize approach to developing community partnerships
Increase corporate partnerships to develop programs that meet employer needs
Increase number of employers participating in career fairs and recruiting services
Increase relationships with K-12 education agencies
Increase articulation agreements with four-year institutions
Increase partnerships with community organizations, including libraries, public
service agencies, and not-for-profit organizations
SUPPORT THE LOCAL COMMUNITY THROUGH COMMUNITY SERVICE
SUSLA will support the local community through community service. The institution will
play an important role in establishing community-based projects and facilitating economic
development. SUSLA will extend its knowledge and resources to educate the local
community and contribute to the advancement of society. Survey data indicate that 20
percent of students often or sometimes participate in community service activities. As such,
© 2015 Hanover Research
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Hanover Research | February 2015
SUSLA will strive to increase participation by expanding opportunities, increasing the
visibility of service, and training students and staff members to lead community service
initiatives.
Performance Indicators:




Increase student and staff participation in community service activities
Increase partnerships with community service organizations
Increase financial commitment to community service activities
Increase community service training opportunities for students and staff members
GOAL FOUR: MODERNIZE RESOURCES, INFRASTRUCTURE, AND FACILITIES
SUSLA will develop fully modernized resources, infrastructure, and facilities that support
high-quality learning and excellent customer service. The institution will engage in
continuous improvement, renovation, and construction of campus facilities. A majority of
employees believe that SUSLA does not have sufficient physical and technological
infrastructure to support its academic and public service activities. As such, students and
employees believe that improving facilities is a top institutional priority.
PROVIDE MODERN INSTRUCTIONAL FACILITIES SUITABLE FOR 21ST CENTURY
LEARNING
SUSLA will provide modern instructional facilities that are suitable for 21 st century
learning. The institution will enhance the capabilities of the Office of Physical Plant and
Facilities, which aims to improve the climate and cleanliness of buildings and implement
preventive maintenance. SUSLA must upgrade instructional facilities to ensure that all
students have access to learning environments and technologies that support today’s
methods of instruction.
A majority of stakeholders believe the quality of campus facilities should be improved. For
instance, 88 percent of employees and 68 percent of students believe that classroom and
instructional facilities should be improved. Moreover, 80 percent of alumni and friends
indicated that the maintenance of buildings and facilities needs to be improved. As such,
SUSLA will modernize instructional facilities by increasing financial investment, improving
operational efficiency, expanding the campus footprint, and upgrading current facilities to
meet student and faculty needs.
Performance Indicators:


Increase financial investment in instructional facilities
Increase stakeholders’ satisfaction with the quality of instructional facilities
© 2015 Hanover Research
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Hanover Research | February 2015

Expand the campus footprint to increase capacity and promote economic
development


Improve environmental sustainability of campus facilities
Decrease average time that maintenance requests are resolved
DEVELOP SUPERIOR INFORMATION TECHNOLOGY CAPABILITIES
SUSLA will develop superior information technology (IT) capabilities in order to support
academic programs and administrative functions. The university will strengthen the
Information Technology Center (ITC), which is responsible for organizing, implementing, and
managing computing, networks, and institutional data. SUSLA must maximize the use of
technology to support operations.
Underscoring the importance of technology in the current learning environment, three
quarters of students often or sometimes use campus computer labs. However, 62 percent
of students indicated that SUSLA should improve the quality of computer labs. As such,
SUSLA must enhance IT infrastructure, upgrade IT hardware, deploy software systems to
improve processes, and further develop the IT staff.
Performance Indicators:




Increase financial investment in building institution’s IT capabilities
Increase institution’s network capacity and Wi-Fi coverage on campus
Increase student satisfaction with computer labs
Grow IT support staff and increase stakeholder satisfaction with IT support
INCREASE AVAILABILITY OF ON-CAMPUS PARKING
SUSLA will increase the availability of parking on campus to ensure students, faculty, and
staff members have access to convenient parking. Survey data indicate that parking is a
major area for potential improvement at SUSLA. Nearly all employees (97 percent) and 71
percent of students indicated that the parking situation needs to be improved. As such,
SUSLA must improve the parking situation by increasing the number of spaces and
improving transportation systems to reduce demand for parking.
Performance Indicators:


Increase the number of parking spaces on campus
Improve public transportation services to reduce demand for parking
© 2015 Hanover Research
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Hanover Research | February 2015
GOAL FIVE: ENSURE SHORT- AND LONG-TERM FINANCIAL SUSTAINABILITY
SUSLA must ensure short- and long-term financial sustainability. Financial health is crucial to
the health and success of any higher education institution. However, a majority of
employees disagreed that SUSLA has the financial resources and personnel necessary to
support its operations. As such, SUSLA must grow and diversify revenue while maintaining
affordable costs for students.
GROW AND DIVERSIFY REVENUE
SUSLA will grow and diversify revenue streams earned through tuition, investments,
donations, grants and contracts. A common mode of increasing tuition revenues is growing
enrollment. However, SUSLA must also develop its capacity to earn money through private
donations and public grants. This involves cultivating relationships with key constituents
that lead to increased financial support. SUSLA will also identify opportunities for cost
savings and utilize physical assets and resources to generate additional revenue.
Performance Indicators:





Increase tuition and fee revenue
Increase endowment market value
Increase alumni giving rate
Increase the number of donors that give to the SUSLA Foundation
Increase the value of government grants and contracts
MAINTAIN AFFORDABLE TUITION PRICES FOR STUDENTS
SUSLA will maintain affordable tuition and total cost of attendance. Students cited
affordability as the number one factor influencing their decision to attend SUSLA.
Additionally, finances are the number one barrier to success for SUSLA students, as 63
percent of students indicated money is at least a minor barrier to success. Affordability is a
core strength of the institution and must be protected.
Performance Indicators:




Ensure low tuition costs for students
Ensure low cost of attendance for students
Increase financial support provided to students
Increase scholarship opportunities for students
© 2015 Hanover Research
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© 2015 Hanover Research
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