For Strategic Planning

Today: Mission Future: 5-year Vision

 Our mission is to ensure students develop the skills and knowledge required to achieve professional and personal goals in dynamic local and global communities.

 Rogers State University aspires to be the regional university of choice for Northeast Oklahoma and beyond, recognized as a model for excellence in face-to-face and online academic programs at both the undergraduate and graduate levels.

1. Engage university community in strategic conversations – August Convene Strategic Planning Group (SPG) – Fall Develop strategic goals with university input 2. Discuss RSU vision for Conduct focus groups of university constituents – February – March Appropriateness of goals 2. SWOT analysis/Gap analysis

4. Reconvene SPG – April Using results of SWOT analysis, review goals, develop strategic objectives for each goal, assign responsible parties, due dates, and metrics 2. Develop process for implementing strategic plan and operational plans 5. University community reviews and prioritizes objectives – April SPG finalizes plan, priorities, and processes – May Realizable and measurable outcomes 2. Clearly specify how strategic priorities segue with budgeting process.

7. Departments develop Operational Plans - June through Sept. 2, Strategically select 3 to 6 objectives for Year 1 2. Measurable outcomes 8. Reconvene SPG – March Review aggregate results of strategic plan for Year 1 2. Review Operational Plans  Departments have submitted to area Vice Presidents  Use results of Year 1 to inform budgeting process 3. Review priorities/Reprioritize objectives for Year 2 9. Departments develop and implement operational plans for Year 2

 16 focus groups conducted between January 25 and February 26, participants  Students  Fulltime & Part-time, Day and Evening, F2F and Online, (all 3 campuses)  Alumni  Staff (all 3 campuses)  Faculty (all 3 campuses)  Full-time  Part-time

1. Is Goal #1 Inspire Student Learning and Development appropriate to meet RSU’s mission and bridge us successful to 2021? Missing goals? 2. What challenges does the university face in achieving each goal? 3. What actions can be taken to achieve each goal? 4. What is working?

 Separate “Traditions” out of Goal #2 as its own goal  Diversity and Inclusion, Global Awareness  Resources

 Focus groups identified 478 challenges to the four goals  Focus group results reported verbatim at planning/ strategic-plan planning/ strategic-plan planning/ strategic-plan  Modified Q-sort conducted to translate challenges into 32 themes with associated strengths and opportunities

 (23) Curriculum and Internships  (20) Course Variety and Scheduling  (19) Student Life on Campuses  (18) Course Quality and Delivery  (16) Types of Degrees Offered  (16) Resources and Financial Independence  (12) Branch Campus Resources

 (10) Tuition & Fees, Scholarships, and Financial Aid  (9) Diversity, Inclusion and Global Awareness  (9) Advisement, Tutoring and Mentoring  (8) Career Services and Internships  (6) Miscellaneous issues  (4) Service Learning and Civic Engagement

 (57) Culture and Climate  (37) Staffing and Wages  (29) Internal Communication  (21) Tradition  (16) Professional Development  (11) Policies, Procedures, and Protocols

 (9) Budget and Resource Concerns  (7) University Vision  (6) Miscellaneous issues  (3) Alumni Services

 (36) Community Image and Awareness  (16) Branding and Promotion  (16) Resources and Funding

 (25) Understanding RSU Target Market  (11) Capacity and Resources  (7) Diversity and Inclusion  (6) Student Preparation  (5) Student Costs  (5) Miscellaneous issues

, “What are RSU’s strengths” and “ Where are the gaps?”  Ask, “What are RSU’s strengths” and “ Where are the gaps?”  Capitalize on our strengths to close the gaps.  Pages 9-19 of SWOT Analysis

Theme InternalExternal StrengthWeaknessOpportunityThreat (23) Curriculum and Internships  Robust degree programs  Qualified faculty and staff  Dedicated Developmental Studies faculty and staff  Some internship programs  Lack of a well- planned, mandatory freshman Orientation course  Lack of attention to Developmental Education needs  Lack of university internship program  Gap between degree options and Oklahoma economy  Successful models for freshman Orientation processes  Healthy models for internship programs  Fewer paid internship opportunities in depressed business environment

 Goals #1 - 4 Initiatives  Strategic Actions/Priorities  Performance Indicators

 Goal #1: Inspire Student Learning and Development (pp. 1-2 SWOT analysis) Initiative 1: Improve the Quality of Learning Across the Curriculum  Strategic actions Initiative 2: Promote Student Success Across the University  Strategic actions Initiative 3: Enhance Transformational Educational Experiences  Strategic actions

 Goal #2: Advance Institutional Excellence and Innovation; Develop Traditions (pp. 3-4 SWOT analysis) Initiative 1: Enhance Organizational Culture and Strengthen Internal Communication Systems  Strategic actions Initiative 2: Support Professional Growth and Employee Well-Being  Strategic actions

 Goal #3: Promote Comprehensive Community Engagement (pp. 4-5 SWOT analysis) Initiative 1: Enhance RSU’s Image in the Community and Build Awareness of RSU Excellence  Strategic actions Initiative 2: Strengthen RSU Endowments and Donor Base  Strategic actions

 Goal #4: Enhance Enrollment Growth and Development (pp. 5-6 SWOT analysis)  Initiative 1: Enhance Enrollment Growth  Strategic actions  Initiative 2: Strengthen Student Services (Also see Goal #1)  Strategic actions

“There is no medicine like hope, no incentive so great, no tonic so powerful as expectation of something tomorrow.” Orison S. Marden