Southern University and

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Welcome!

• Southern University and
• A M College at
• Baton Rouge
• 2003-2008
• Strategic Planning Retreat

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• 835 a.m. Opening Remarks,
• "Values, Vision Mission"
• Chancellor Edward R. Jackson
• 915 a.m. Connecting the Quality Enhancement
  Plan
• (QEP) of SACS to the Strategic Planning
  Process - Dr. Leroy Davis
• 1000 a.m. Break
• 1015 a.m. Where We Are Now - Dr. Roberta Kramer
• 1035 a.m. Process Outcomes - Dr. Roberta
  Kramer
• Ms. Jackie Hall
• 1100 a.m. Task Force Breakout Sessions
• 1200 p.m. Lunch

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MISSION

VALUES
VISION
SWOT
Environmental Scan
Assessment of Strategic Plan 1998-2003
Goals
Strategic Objectives
Action Plans
ACCOUNTABILITY - ASSESSMENT
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• MISSION
• VISION
• VALUES
• Chancellor Edward R. Jackson
• Dr. Roberta Kramer

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MISSION STATEMENT

• Early History
• Teacher Education
• A Growing Institution an evolving Mission
• - a liberal arts institution
• - professional programs
• - 1890 institution
• - urban and rural programs
• - growing graduate programs
• Core Mission

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VISION STATEMENT

• What we are
• Masters/Comprehensive level with 9,000
  students
• Unique status
• Quality institution as evidenced by numbers of
  accredited programs
• Growing graduate program

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• What we want to become
• Doctoral Level Research-Intensive with
  10,000 students
• Enhanced Quality as evidenced by 100
  accreditation of programs
• Major Producer of African American Ph.D.s

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• INSTITUTIONAL VALUES
• Values are the set of beliefs held by the
  University-They define priorities, influence
  behaviors and represent organizational ethics.
• Adapted from Wayne C. Parker

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• ACADEMIC EXCELLENCE through quality pedagogy and
  programs that result in student learning while
  nurturing the total development of the
  individual.
• RESPONSIBLE CITIZENSHIP evinced by scholarship,
  research, and volunteerism designed to benefit
  our community, state and nation.
• INTERNAL AND EXTERNAL PARTNERSHIPS The continuous
  strengthening of our relationships with students,
  faculty, staff and all other stakeholders remains
  a major focus of organizational efforts.
• IMPLEMENTATION OF BEST PRACTICES AND MANAGEMENT
  BY FACT to ensure efficient and effective
  organizational management
• DIVERSITY in all of its aspects including ethnic,
  cultural, intellectual, and spiritual

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11 Baldrige Core Values and Concepts

• Visionary Leadership
• Learning-Centered Education
• Organizational and Personal Learning
• Valuing Faculty, Staff and Partners
• Agility
• Focus on the Future
• Managing for Innovation
• Management by Fact
• Public Responsibility and Citizenship
• Focus on Results and Creating Value
• Systems Perspective

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• Where we are now

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MISSION

VALUES
VISION
SWOT
Environmental Scan
Assessment of Strategic Plan 1998-2003
Goals
Strategic Objectives
Action Plans
ACCOUNTABILITY - ASSESSMENT
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Assessment of Strategic Plan1998-2003Summary
of Strategy Status
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Strategy Status by Area
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Challenges

• Declining college population
• Mandated increase in out-of-state fees
• Mandated increase in ACT / SAT composite scores
  for out-of-state students
• Implementation of selective admissions standards

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INSTITUTIONAL ACCOUNTABILITY

• The SUBR Strategic Plan must relate to all of the
  following
• Legislative Act 1465(Performance
  Indicators-LAPAS)
• State of Louisiana Master Plan for Public
  Postsecondary Education 2000
• Desegregation Agreement
• New SACS RequirementsEffective January 1, 2004

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Challenges

• Declining college population
• Mandated increase in out-of-state fees
• Mandated increase in ACT / SAT composite scores
  for out-of-state students
• Implementation of selective admissions standards

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SUBR Enrollment Plan Developed with Noel Levitz
Consultants

• Board of Regents statewide initiative
• 3 Year Marketing and Recruitment Plan
• Focused Strategies
• Expanded campus visitation program
• Expanded telecounseling
• New view book and marketing publications
• Student ambassadors
• Out-of-state marketing and recruitment

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SUBR Retention Plan Developed with Noel Levitz
Consultants

• Board of Regents statewide initiative
• 3 Year Retention Plan
• SUBR Retention Center
• Expanded counseling and mentoring initiatives
• Extensive monitoring of student progress and
  rapid response to avoid attrition
• Enhanced Advisement and Tutoring Services
• _ Coordination of campus retention efforts and
  ongoing evaluation

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• Retreat Process Outcomes

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Planning Retreat-Desired Outcomes

• 1. SWOT Analysis Conducted
• 2. 2003-2008 Strategic Plan Goals and
  Objectives Established
• 3. 2003-2008 Action Plans in Support of
  Goals and Objectives Developed

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Ground Rules

• Stay Focused
• Stay Here physically and mentally
• Contribute Ideas
• Listen to Each Other
• One Conversation
• Keep it Productive
• Take Ownership for the Plan
• Link to the Vision/Mission/Values

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• Timekeeper monitor progress against established
  time frames provide heads up at key points
• Scribe write ideas on the flip chart paper per
  break out instructions please dont
  over-interpret comments write legibly and
  quickly
• Task Force Chair briefly present highlights of
  1998-2003 Plan guide Task Force members in
  completion of assigned task ensure ground rules
  are followed present results to larger group

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• Day 1
• Your Assignment In your Task Force
• Select a Timekeeper and Scribe
• (laptop computers are provided if desired)
• Review 1998-2003 Assessment of Progress (Task
  Force Chair)
• Should any portions of the 1998-2003 plan be
  continued as part of the new plan? (group)
• Conduct SWOT Analysis
• Establish Goals to support Vision Mission
• Establish Objectives to support Goals
• Detailed instructions are in your handouts.

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• Day 2
• Your Assignment In your Task Force
• Continue with the same Timekeeper and Scribe if
  possible
• Review Goals and Objectives for your Task Force
• Generate Action Plans
• Agree on Action Plans
• Detailed instructions are in your handouts.

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Meeting Room Assignments

• 2nd Floor
• Task Force 1, Conference Rm. 228
• Task Force 2, Faculty Lounge, Rm. 216
• Task Force 3, Deans Conference Rm. 205
• 3rd Floor
• Task Force 4, Mech. Engr. Conf. Rm.
• Task Force 5, Civil Engr. Conf. Rm.