1. THE STRATEGIC PLANNING PROCESS
   1. Strategic Planning Retreat Schedule
1. Strengths
   1. Visionary Leadership
   2. Only HBCU University System in America
   3. Networking Infrastructure
   4. SUBR Retention Plan
   5. New PhD Programs
   6. Number of Accredited Programs
   7. Dedicated Faculty and Staff
   8. PAIR Office
   9. Inter-Campus course offerings
   10. DL Capability
   11. Software licensing programs
2. Weaknesses
   1. Inconsistent student advisement
   2. Low retention and graduation rates
   3. Student dissatisfaction with registration process and financial aid
3. Lack of an IT Master Plan
   1. Lack of Internet connectivity in classrooms
   2. Limited ability to attract and retain quality faculty and staff
   3. Lack of timely evaluation and revision of policies
   4. Lack of Access to current policies and procedures online in select areas
   5. Negative public Image in select areas
   6. Lack of effective public relations and marketing effort
   7. Public perception of safety issues
   8. Ineffective communication (external and internal)
4. Opportunities
   1. Availability of infrastructure strength
   2. Potential for expanding technology to support non-traditional areas
   3. Ability to play a major role in producing African American professionals for an increasingly diverse nation
   4. Growing demand for e-Learning
   5. Inter-institutional collaboration
   6. Potential for technology transfer through selective research
5. Threats
6. Declining state and federal funding
   1. Increased competition
   2. Public's dwindling commitment for higher education
   3. Increase in out-of-state tuition
   4. Information technology security
      1. Institutional Goals 2003-08
   5. A. Student Matriculation and Retention
   6. A. Student Matriculation and Retention
7. Goal C-1. Southern University will place strong emphasis on providing and utilizing leading-edge technology and services for instruction, research and administrative functions to enhance the effectiveness of all forms of learning and communications, as well as the effectiveness of management.
   1. Objective C-1.1. Enhance access and utilization of library and information resources including the use of computer technology and online services, and seek cooperative arrangements with other libraries, institutions and agencies.
   2. Objective C-1.2. Enhance University IT Strategic Plan.
   3. Goal C-2. Southern University will improve the efficiency and effectiveness of its administrative functions.
   4. Objective C- 2.1. Review and redesign administrative policies based on best practices.
   5. Objective C- 2.2. Establish effective internal communication between administrative offices and their customers.
8. Goal C-3. Southern University will strengthen its image and relationships among University stakeholders
   1. Objective C- 3.1. Develop an effective Marketing Plan promoting the University (current and prospective students, prospective employees, businesses and community at large).
   2. Objective C-3.2. Enhance the quality of administrative staff.
9. Goal C-1. Southern University will place strong emphasis on providing and utilizing leading-edge technology and services for instruction, research and administrative functions to enhance the effectiveness of all forms of learning and communications, as well as the effectiveness of management.
   1. Goal C-2. Southern University will improve the efficiency and effectiveness of its administrative functions.
10. Goal C-3. Southern University will strengthen its image and relationships among University stakeholders
    1. D. Educational Programs

         When ACT 87 was passed on April 10, 1880 by the Louisiana General Assembly, legislators envisioned an institution for “the education of persons of color” to be located in the City of New Orleans. After thirty-two years, Louisiana legislators decided that the University should be moved to the State’s Capital. Through the years, the vision for Southern University has changed with new leadership and with the changing needs of the people who it serves. It is likely that changes in our society will continue to occur at a much more accelerated rate. Accordingly, Southern University must be ready to adjust as opportunities and challenges emerge.

         The early leaders of this great University knew that “without vision, the people perish.” They were wise enough to pass the mantle on to persons who were strong leaders of their times as well as visionaries with their eyes on the future. The future of Southern University lies in its ability to plan with foresight and dream with passion. This document was prepared through a carefully crafted process of identifying needs and then developing goals and setting priorities designed to successfully address those needs.

         The process of planning at Southern University involves persons representing every facet of the campus community. Persons in the larger community contributed greatly to the development of the plan as well. This document and the process which led to its development are dynamic. The plan will be changed and updated as the needs of our constituents demand. The commitment of the leadership of this University is as it has been since its inception… to dream with visions and passion and to plan with wisdom and courage.

                                                               _________________________________

                                                               Dr. Edward R. Jackson, Chancellor

Background

The Chancellor, University Leadership and the Office of Planning, Assessment, and Institutional Research led Southern University and A & M College in revisiting and revitalizing its Strategic Plan. In its pursuit of best practices, the University aligned its planning process with the internationally recognized Malcolm Baldrige National Quality Award Criteria for Education. As the University entered the final year of its 1998-2003 Strategic Plan, it was particularly appropriate to review not only the goals, objectives, and action plans, but also the University’s vision, mission, and values. A one and one-half day strategic planning session was conducted February 14 – 15, 2003 to bring together key stakeholders, including strategic planning task force members, to review current progress and to create the framework for a new five year strategic plan. The results of this session are presented in this document.

Compliance with Act 1465

The Southern University and A & M College Strategic Plan 2003-2008 is designed to support the Board of Regents, State of Louisiana Master Plan for Public Postsecondary Education: 2001 . The University strives to comply with Legislative Act 1465 through each of the strategic goals and objectives articulated in the new five year plan for the University. In addition, the new plan is directly related to the goals and related performance indicators stated in the existing Southern University and A & M College Strategic Plan In Compliance with Act 1465: 2001-2005 . These plans compliment each other in the pursuit of common educational goals for the University and the State which are:

1. Increase Opportunities for Student Access and Success         
2. Ensure Quality and Accountability
3. Enhance Services to Communities and State

Approach

The approach to this critical project can best be described as inclusive. Broad-based participation of the University Community took place during all phases of strategic plan formulation. To effectively leverage the time spent in the retreat, critical inputs were completed prior to the session, including review and revision of university vision, values, and mission by the Chancellor, and initial assessments of progress against the 1998-2003 Strategic Plan by Task Force Chairs. The Task Forces were composed of a broad based representation of the college community and leadership. The Task Forces were chaired by the University Vice Chancellors and the Dean of the Nursing School. A special presentation, pertaining to the connection between the new SACS (Southern Association for Colleges and Schools) accreditation criteria and the strategic planning process, was given by guest speaker, Dr. Leroy Davis. Key agenda topics are listed on the following page.

Day One.

Presentations:                   University vision, values, and mission

SACS Criteria and Quality Enhancement Plan

                           Overview of the Planning Process

Task Forces:                   Assessment of 1998-2003 Progress

                          SWOT analysis

                           Develop recommended goals and objectives

Large Group:                   Review recommended goals and objectives

Post-Meeting:                   Refine the goals and objectives list for presentation on Day Two

Day Two.

Presentation:                   Refined goals and objectives for strategic plan

Task Forces:                   Develop recommended action plans

Large Group:                   Review recommended action plans

                           Summarize results of retreat and next steps

Post-Meeting:                   Summarize and review the goals, objectives, and action plans for

completion of strategic plan in May 2003

Presenters & Participants

Dr. Edward R. Jackson, Chancellor

Dr. Leroy Davis, Former President of South Carolina State University

Dr. Roberta Kramer, Director of Planning Assessment and Institutional Research

Task Force Chairs and Members (a complete list is presented in Appendix A.)

Task Force Topics

Task Force 1: Student Access and Matriculation

Chairperson, Dr. Raymond Downs, Vice Chancellor for Office of Student Affairs

Task Force 2: Resource Maintenance and Development

         Chairperson, Mr. Flandus McClinton, Vice Chancellor for Finance and Administration         

Task Force 3: Efficiency, Effectiveness, and Accountability

Chairperson, Dr Janet Rami, Dean of the School of Nursing

Task Force 4: Program Quality

Chairperson, Dr. Brenda Birkett, Vice Chancellor for Academic Affairs

Task Force 5: Research and Public Service

         Chairperson, Dr. Mildred Smalley, Vice Chancellor for Research and Strategic Initiatives

SWOT Analysis

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Strengths

• The Baton Rouge Metropolitan area

• Strong Institutional Research , Planning and Assessment system
• Successful and Popular Athletic Program
• Nationally recognized Student Mentoring Programs
• Expanded Research Resources
• Alumni Network

• Campus technology fee
• Community service requirement for all students

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Weaknesses

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Lack of an IT Master Plan

• Unsatisfactory system for academic faculty and administrator evaluation
• Degree auditing system needs to be re-evaluated
• University website is not user-friendly for recruiting students.

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Opportunities

• Community outreach and economic development
• E-learning, Internet II, and distance learning .programs
• Aggressively increasing non-traditional students enrollment
• Expanding student exchange programs to enhance global awareness.

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Threats

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Declining state and federal funding

• Increased competition for quality faculty and staff
• Increase in ACT requirement and tuition for out-of-state students
• High Louisianan poverty rate
• Louisiana’s high-school dropout rate is among the highest in the nation.
• Projected decline of - 12% in the number of Louisiana high school graduates
• Implementation of rigorous 2005 admission criteria
• Conclusion of the Desegregation Agreement
• Louisiana high rate of out migration

Assessment of the Strategic Plan: 1998 – 2003

All five of the Strategic Planning Task Forces engaged in a rigorous assessment of the University’s last five year strategic plan. The purpose of this assessment was to clearly summarize the extent to which those goals and objectives, identified and committed to, during the last planning retreat had been accomplished. The results of this effort were encouraging. A total of 299 strategies were articulated in the SUBR Strategic Plan: 1998-2003 and 89 strategies were successfully completed during the planning cycle.

MISSION

Southern University and A&M College at Baton Rouge is a component of the public education system of the State of Louisiana, providing comprehensive programs of study ranging from associate degrees to doctoral and professional degrees. The University's admission policy is grounded in the belief that opportunity and quality can co-exist in a diverse educational environment. The University is committed to a broad program of research and creative work to stimulate faculty and students in a quest for knowledge and to aid society in resolving its scientific, technical, socioeconomic and cultural problems. Southern University renders services to the community through urban and rural programs. Adhering to the spirit of its 1890 Land Grant function, the University's extension programs have assumed a more prominent posture throughout the State of Louisiana, nationally and internationally.

VISION STATEMENT

Southern University and A & M College is a Carnegie Masters/Comprehensive level institution with an average enrollment of 9,000 students. During its proud 123 year history the University has maintained its unique status as the “flagship” institution of the only historically black university system in the nation. The quality of Southern University and A & M College is evidenced by the impressive number of accredited programs, which will reach 100% within the next five years, and its growing graduate programs.

The University continuously progresses toward its vision to become a Carnegie Research Intensive institution with an increased enrollment of 10,000 students. Through its greatly expanded research capabilities and related endeavors, the University is poised to become the future grantor of the greatest number of African American doctorates awarded in the nation.

VALUES

Southern University and A & M College holds and actively demonstrates commitment to the following values.

• ACADEMIC EXCELLENCE – remains paramount 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 - our relationships with students, faculty, staff and all other stakeholders serve as a major focus of organizational efforts.

• IMPLEMENTATION OF BEST PRACTICES AND MANAGEMENT BY FACT - to ensure efficient and effective organizational management, continuous quality procedures and polices are implemented.

• DIVERSITY - in all of its aspects including ethnic, cultural, intellectual, and spiritual

In addition to the above, the University consistently strives to demonstrate the eleven 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.

Institutional Goals 2003-08

A. Student Matriculation and Retention

Goal A-1. Southern University will develop and implement programs to achieve optimum enrollment numbers and diverse student demographics reflective of the changing role of the institution.

Goal A-2. Southern University will increase student retention and graduation by continuing to provide effective and efficient educational support services that will assist students with the accomplishment of their necessary educational and career goals.

Goal A-3. Southern University is committed to maintaining and enhancing services to meet the total needs required for the full development of the student.

B. Resource Maintenance and Development

Goal B-1. Southern University will provide a comprehensive Human Resources program.

Goal B-2. Southern University will strive to increase revenues from state appropriations, auxiliary enterprises, grants and contracts, tuition and fees, and other external fund-raising activities.

Goal B-3. Southern University will provide for the orderly development, maintenance, and effective utilization of its physical facilities.

C. Efficiency, Effectiveness, and Accountability

Goal C-1. Southern University will place strong emphasis on providing and utilizing leading-edge technology and services for instruction, research and administrative functions to enhance the effectiveness of all forms of learning and communications, as well as the effectiveness of management.

Goal C-2. Southern University will improve the efficiency and effectiveness of its administrative functions.

Goal C-3. Southern University will strengthen its image and relationships among University stakeholders.

D. Educational Programs

Goal D-1. Southern University will offer degree programs of high quality.

Goal D-2. Southern University will create an environment that encourages student engagement in the learning process.

Goal D-3. Southern University will maintain a highly competent faculty.

E. Research and Public Service

Goal E-1. Southern University will continue to improve and enhance faculty and student scholarship, research, and other creative pursuits.

Goal E-2. Southern University will develop an environment conducive to the development of intellectual property, technology transfer, and economic development.

Goal E-3. Public Service - Southern University at Baton Rouge will continue to provide a leadership role in public service activities in business, civic, cultural, and other communities.

Strategic Goals and Objectives

Goal A-1. Southern University will develop and implement programs to achieve optimum enrollment numbers and diverse student demographics reflective of the changing role of the institution.

Objective A1.1. Increase the enrollment of “Other” race undergraduate students and graduate students a minimum of 2% and 5% respectively.

Objective A-1.2. Develop scholarship policies and programs that are designed to enhance student body quality and diversity.

Objective A-1.3. Work closely with two-year institutions to design and establish programs to attract students transferring from these institutions to Southern University.

Goal A-2. Southern University will increase student retention and graduation by continuing to provide effective and efficient educational support services that will assist students with the accomplishment of their necessary educational and career goals.

Objective A-2.1. Increase student retention by a minimum of 1.5% each year.

Objective A-2.2. Increase graduation rate by 5% through the provision of a comprehensive array of programs and services.

Goal A-3. Southern University is committed to maintaining and enhancing student services to meet the needs required for the full development the student.

Objective A-3.1. Provide residence halls that offer a clean and safe living and learning environment with appropriate services and facilities to support student academic and personal development

Objective A-3.2. Continue to increase the flexibility of menus and dietary options consistent with the most current trends, including cafeteria services upon availability.

Objective A-3.3. Construct new facilities for Intramural Sports.

Objective A-3.4. The Counseling Center will enhance and expand its services in the areas of: personal concerns, accomplishment of academic and career goals, drug and alcohol awareness, and services for students with disabilities.

Strategic Objectives and Action Plans

Goal A-1. Southern University will develop and implement programs to achieve optimum enrollment numbers and diverse student demographics reflective of the changing role of the institution.

Objective A-1.1. Increase the enrollment of “Other” race undergraduate students and graduate students a minimum of 2% and 5% respectively.

Action Plan:

Task	Responsibility	Timeline
Engage 100% of colleges and schools in marketing and recruitment activities and assign enrollment goals.	Admissions and Academic Affairs	2003-08
Conduct and develop a public relations campaign to improve the University image and attract community support.	Chancellor’s Office	2003-08
Utilize alumni and retirees in the recruitment effort. Engage 60 percent of alumni chapters and assign recruitment goals.	Academic Affairs, Institutional Advancement/Alumni Relations	2003-08
Enhance recruitment and support services designed specifically to attract and retain full-time graduate students.	Graduate School	2003-08
Provide current and complete financial aid information to high school counselors, prospective students and parents.	Academic Affairs, Finance and Administration/Financial Aid	2003-08

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Objective A-1.2. Develop scholarship policies and programs that are designed to enhance student body quality and diversity.

Action Plan:

Task	Responsibility	Timeline
Combine the admissions and scholarship application to quickly identify and award scholarships.	Academic Affairs, Financial Aid	2003-08
Enhance the role of the scholarship coordinator by conducting targeted recruitment to identify students who meet the University’s scholarship criteria.	Financial Aid	2003-08
Provide current, complete and accurate financial aid information to students through office visits, technology and the worldwide web.	Technology Network Services , Financial Aid	2003-08
Improve assistance and information regarding scholarships and financial aid to high schools, counselors, students and parents using the internet.	Technology Network Services, Financial Aid	2003-08

Strategic Objectives and Action Plans

Objective A-1.3. Work closely with two-year institutions to design and establish programs to attract students transferring from these institutions to Southern University.

Action Plan:

Task	Responsibility	Timeline
Continue to update the guide to transfer credits from community and technical colleges.	Finance and Administration/ Financial Aid/ Academic Affairs	2003-08
Identify existing degree programs and explore the possible creation of others that accommodate student transfer. Make academic advisement available as a vehicle for transfer students.	Finance and Administration Financial Aid	2003-08

Goal A-2. Southern University will increase student retention and graduation by continuing to provide effective and efficient educational support services that assist students with the accomplishment of their necessary educational career goals.

Objective A- 2.1. Southern University will increase student retention by a minimum of 1.5% each year.

Action Plan:

Task	Responsibility	Timeline
Collect and analyze retention rate data and systematically monitor student expectations and satisfaction through surveys.	Office of Planning, Assessment and Institutional Research (PAIR)	2003-08
Improve and revise the freshman orientation and seminar with emphasis on meeting the needs of first-year students.	Junior Division, Center for Student Success	2003-08

Objective A- 2.2. Increase graduation rate by 5% through the provision of a comprehensive array of programs and services.

Action Plan:

Task	Responsibility	Timeline
Develop a comprehensive academic advisement program.	Junior Division	2003-08

Strategic Objectives and Action Plans

Goal A-3. Southern University is committed to maintaining and enhancing student services to meet the total needs required for the full development of student.

Objective A-3.1. Provide residence hall that offer a clean and safe living and learning environment with appropriate services and facilities to support student academic and personal development.

Action Plan:

Task	Responsibility	Timeline
Complete the construction of a new female residence hall that will replace Magnolia Triangle and four existing male dorms (Satterwhite Hall, Ollie Butler Moore Hall, Octavia and Baranco Hall). Also, renovate the married student housing to accommodate the projected influx of graduate students in graduate programs.	Finance Administration, Facilities Planning	2003-08
Ensure the safety of residential student s by improving supervision, discipline policies and facilitating the related training of campus police, maintenance personnel, law enforcement and campus safety officers.	Office of Student Affairs, Finance and Administration	2003-08
Designate dormitory space to promote study and create an interest group designed to develop leadership skills and reinforce academic priorities.	Office of Residential Life and Housing	2003-08

Objective A-3.2. Continue to increase the flexibility of menus and dietary options consistent with the most current trends, including cafeteria services upon availability.

Action Plan:

Task	Responsibility	Timeline
Update the existing system which provides meal access to the residential diners and addresses the declining balance function for residents: commuters, faculty and staff.	Office of Food Service	2003-08
With the assistance of the University, identify adequate tables and chairs to replace existing furniture that is out-dated and in need of repair in all areas	Office of Food Service	2003-08
Target the commuter students for declining balances and provide a satellite site to be located in the proximity of the major location for class instruction. In order to expand this service in the future, areas should be secured to collect these funds during the normal registration period.	Office of Food Service	2003-08
Continue to expand the availability of “Real Food” on campus and in the residential restaurants.	Office of Food Service	2003-08

Strategic Objectives and Action Plans

Objective A-3.3. Construct new facilities for Intramural Sports.

Action Plan:

Task	Responsibility	Timeline
Develop the use of closed circuit television and cooperative agreements with local media outlets, such as radio stations, for publicizing campus events.	Office of Student Affairs, Facilities Planning	2003-08

Objective A-3.4. The Counseling Center will enhance and expand its services in the areas of: personal concerns, accomplishment of academic and career goals, drug and alcohol awareness, and services for students with disabilities.

Action Plan:

Task	Responsibility	Timeline
Evaluate the services of the center and use the results to improve the quality of services and programs.	Office of Student Affairs, Counseling Center	2003-08
Implement University Human Resources procedures and policies to hire qualified counseling staff	Office of Student Affairs	2003-08
Pursue special state funds for the renovation of facilities to meet ADA standards	Office of Student Affairs, Facilities Planning	2003-08
Acquire the additional staff needed for the Counseling Center	Office of Student Affairs, Counseling Center	2003-08

B. Resource Maintenance and Development

Goal B-1. Southern University will provide a comprehensive human resources program.

Objective B-1.1. Improve retention of highly qualified employees at the rate of 10% by 2008.

Objective B-1.2. Integrate information technology into a comprehensive human resources system.

Goal B-2. Southern University will strive to increase revenues from state appropriations, auxiliary enterprises, grants and contracts, tuition and fees, and other external fund-raising activities.

Objective B-2.1. Increase student enrollment 10% by 2008.

Objective B- 2.2. Maintain tuition and fees for students at or near the average for Louisiana public institutions.

Objective B-2.3. Increase revenues from auxiliary enterprises, fund raising and grants, and contracts 10% by 2008.

Goal B-3. Southern University will provide for the orderly development, maintenance, and effective utilization of its physical facilities.

Objective B-3.1. Update the existing facilities plans .

Strategic Objectives and Action Plans

B. Resource Maintenance and Development

Goal B.1. Southern University will provide a comprehensive human resources program.

Objective B-1.1. Improve retention of highly qualified employees at the rate of 10% by 2008.

Action Plan:

Task	Responsibility	Timeline
Review tuition discount policies at other state institutions and make follow-up recommendations for SUBR	Human Resources Budget Office	Annually beginning in 2004
Utilize internal and external resources to assist in improving employee satisfaction, i.e., corporate partners, consultants, and University initiated activities.	Chancellor and Human Resources	Annually beginning in 2003

Objective B-1.2. Integrate information technology into a comprehensive human resources system.

Action Plan:

Task	Responsibility	Timeline
Fully implement an electronic human resource system	Human Resources, Comptroller and Information Systems Division	Annually, beginning in 2003
Train appropriate personnel to ensure efficient and effective utilization of the system	Human Resources, Controller and Information Systems Division	Annually, beginning in 2003

Goal B. 2. Southern University will strive to increase revenues from state appropriations, auxiliary enterprises, grants and contracts, tuition and fees, and other external fund-raising activities.

Objective B-2.1. Increase student enrollment 10% by 2008.

Action Plan:

Task	Responsibility	Timeline
Implement new recruitment plan	Admissions office	2004
Award scholarships to a selected number of highly qualified out of state students	University Scholarship Committee and Budget Office	2005-08
Make the on-line admissions process more user-friendly	Admissions, Technology Services, and Information Systems Division	2003

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Objective B-2.2. Maintain tuition and fees for students at or near the average for Louisiana public institutions.

Action Plan:

Task	Responsibility	Timeline
Review tuition and fees at other Louisiana institutions and make follow-up recommendations annually	Chancellor and Vice-Chancellor of Finance and Administration	Annually, beginning in 2003
Implement tuition increases as authorized by Act 1117 of 2001	Chancellor and Vice-Chancellor of Finance and Administration	FY 2003 to FY 2005