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.
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 21 st 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 2
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. 2015 Hanover Research 3
Figure 1: Summary of Strategic Plan GOAL OBJECTIVE PERFORMANCE INDICATOR Goal One: Cultivate a Culture of Academic Excellence Attract and Retain High- Quality Students Promote Students Academic Success Prepare Students for Successful Careers Deliver High-Quality Teaching 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 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 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 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 2015 Hanover Research 4
GOAL OBJECTIVE PERFORMANCE INDICATOR Goal Two: Provide Outstanding Service to All Stakeholders Goal Three: Engage the Local Community Provide First-Rate Student Support Services Provide Valuable Professional Development for Faculty and Staff Members Enhance the Institution s Reputation Establish Meaningful Community Partnerships Support the Local Community through Community Service 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 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 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 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 2015 Hanover Research 5
GOAL OBJECTIVE PERFORMANCE INDICATOR Goal Four: Modernize Resources, Infrastructure, and Facilities Goal Five: Ensure Shortand Long-Term Financial Sustainability Provide Modern Instructional Facilities Suitable for 21st Century Learning Develop Superior Information Technology Capabilities Increase Availability of On- Campus Parking Grow and Diversify Revenue Maintain Affordable Tuition Prices for Students Increase financial investment in instructional facilities 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 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 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 6
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. 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 7
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. 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. 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 8
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. Increase the retention rate of faculty Increase faculty compensation Increase faculty satisfaction Increase the proportion of faculty achieving tenure 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 9
and other student support services, SUSLA will increase participation, streamline operations, and bolster training for staff members. 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. Increase participation in professional development within all employee segments Increase funding for professional development activities Increase participants satisfaction with professional development Increase professional development opportunities related to policies and procedures Increase employee input regarding the types of professional development offered 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 10
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. Conduct a brand awareness assessment Enhance relationships with alumni Identify competitive advantages over peer institutions 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. Centralize approach to developing community partnerships Increase relationships with K-12 education agencies Increase articulation agreements with four-year institutions Increase corporate partnerships to develop programs that meet employer needs Increase number of employers participating in career fairs and recruiting services 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 11
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. 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 21 ST 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. Increase financial investment in instructional facilities Increase stakeholders satisfaction with the quality of instructional facilities 2015 Hanover Research 12
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. Increase financial investment in building institution s IT capabilities Increase student satisfaction with computer labs Increase institution s network capacity and Wi-Fi coverage on campus 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. Increase the number of parking spaces on campus Improve public transportation services to reduce demand for parking 2015 Hanover Research 13
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. Increase tuition and fee revenue Increase alumni giving rate Increase endowment market value 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. 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 14
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