ETSU Strategic Planning 2015-2025 Seeking University Input Fall 2016

Strategic Planning Strategic Planning begins with a mission and culminates in the realization of a vision It is specific, measurable, and focused on a relatively small set activities that guide operational decisions and strategic budget priorities It is also an activity that benefits most form large scale support from every member of the organization and those it seeks to serve It shouldn’t be so prescriptive as to limit departmental innovation and should be broad enough to span a long enough time period to measure the outcomes.

Recent Background at ETSU Disparate Uncoordinated Unit Planning and Initiatives 2014-2015 Aligning and Organizing Strategic Initiatives Through One Year Process of Understanding and Plan Development 2016 2015-2025 ETSU Strategic Plan

Planning Phases Environmental Scan (Com. 125 and Our Group) Identify Strategic Issues Review Industry and Market Data Seek Stakeholder Input SWOT Priority and Strategy Development (IUC and Our Group) Determine Mission, Vision, and Values Define the Competitive Advantage Long-Term Objectives Organization Wide Strategies Build the Plan Process SWOT to set priorities Short-term goals KPIs Department Goals (SACSCOC/IE) Individual Goals Budget Track and Manage Performance Rollout Communicate Strategy Set Calendar Semester Updates Closing The Loop Review what worked and what didn't Celebrate what worked Provide changes for what didn't work Consider new initiatives and alignment with budget Implement changes and continue what works

Planning Phases Environmental Scan (Com. 125 and Our Group) Identify Strategic Issues Review Industry and Market Data Seek Stakeholder Input SWOT Priority and Strategy Development (IUC and Our Group) Determine Mission, Vision, and Values Define the Competitive Advantage Long-Term Objectives Organization Wide Strategies Build the Plan Process SWOT to set priorities Short-term goals KPIs Department Goals (SACSCOC/IE) Individual Goals Budget Track and Manage Performance Rollout Communicate Strategy Set Calendar Semester Updates Closing The Loop Review what worked and what didn't Celebrate what worked Provide changes for what didn't work Consider new initiatives and alignment with budget Implement changes and continue what works

ETSU SWOT Results Survey conducted in May 2016 Based on small groups SWOT Sent to all faculty, staff, and students Received 946 responses Respondents asked to select top five for each category Small Group SWOTS 100’s of participants, Deans Council, IUC, Faculty Senate, Staff Senate, Chairs Council, Student Government, Graduate Student Association

Strengths Academic Health Sciences Affordability/Scholarships Faculty Academic programs Students One other item rated above 3.0 'Campus (Beauty, Location, Region)

Weaknesses Low faculty and staff salaries Limited university budget Lack of communication Lack of transparency in decision-making Too few tenured/tenure-track faculty

Opportunities Increase faculty staff salaries Increase academic reputation Grow graduate programs Improve the student experience Grow honors program One other item rated above 3.0 – 'Health Systems Merger'

Challenges Limited University Budget Low morale Competition from two-year schools Maintain appropriate number of full-time faculty Competition from four-year schools One other item rated above 3.0 – 'Inadequate Campus Safety'

Mission East Tennessee State University prepares students to become productive, enlightened citizens who actively serve their communities and the world. Education is the university’s highest priority, and the institution is committed to increasing the level of educational attainment in the state and region. The university conducts a wide array of educational and research programs and clinical services and is the only Academic Health Sciences Center in the Tennessee Board of Regents System. Through research, creative activity and public service ETSU advances the cultural, intellectual and economic development of the region and the world. ETSU endorses the value of liberal education and provides enriching experiences in honors education, student research and creative activity, study abroad, service learning, and community-based education. ETSU honors and preserves the rich heritage of Southern Appalachia through distinctive education, research and service programs and is actively engaged in regional stewardship. ETSU affirms the contributions of diverse people, cultures and thought to intellectual, social and economic development. ETSU offers students a total university experience that includes cultural and artistic programs, diverse student activities, a variety of residential opportunities, and outstanding recreational and intercollegiate athletic programs. ETSU awards degrees in over one hundred baccalaureate, masters and doctoral programs, including distinctive interdisciplinary programs and distance education offerings that serve students from the region and beyond. (Approved by the Tennessee Board of Regents 5/28/2014)

Values ETSU pursues its mission through a student-centered community of learning reflecting high standards and promoting a balance of liberal arts and professional preparation, continuous improvement, and based on core values where: PEOPLE come first, are treated with dignity and respect, and are encouraged to achieve their full potential; RELATIONSHIPS are built on honesty, integrity, and trust; DIVERSITY of people and thought is respected; EXCELLENCE is achieved through teamwork, leadership, creativity, and a strong work ethic; EFFICIENCY is achieved through wise use of human and financial resources; and COMMITMENT to intellectual achievement is embraced. It is important to remember our values when planning strategically, it is not just what we do but how we do it that is important, some might even say that the how is just as important as the why

Goals By 2025 18,000 Students $60 Million External Funding 3,500 out-of-state $25 Million Annual Giving 2,000 Transfer 60% Graduation Rate 15 % Alumni Giving 85% Retention Rate 3,500 Students living on campus 12,000 Applications Receive HEED Status for Diversity Close Equity Salary Gap These are the goals we as an institution must embrace if we are not compete in the new reality that is, performance based funding, Big Education (just like big pharma and big data, and big agriculture, some institutions are gaining massive enrollments and others are reaching for scraps) the difference is value proposition and the willingness to invest in risk – risk based on a belief in what we can achieve together. The INSIGHT Into Diversity Higher Education Excellence in Diversity (HEED) Award recognizes colleges and universities that demonstrate an outstanding commitment to diversity and inclusion

Strategic Priorities Providing the best possible student experience both inside and outside the classroom Ensuring the diversity and inclusion of people and ideas Empowering employees to make ETSU a great place to learn, work, and grow Expanding our foundation for scholarly excellence among regional public universities Leading the region forward through community engagement and service

Thoughts about priorities and goals? Do you agree or disagree with the goals? Do you agree or disagree with the priorities? Do you feel that there should be additions or subtractions? The list as it is currently lists the priorities in order of importance would you prioritize the list differently? 20 minute discussion with notes from small groups to be submitted

Student Experience 1. 2. 3. 4. 5. Take about 10 minutes and brain storm some ideas for each domains of how the college or university can support current high performance areas or improve performance in areas in which it is not what it should be.

Diversity & Inclusion 1. 2. 3. 4. 5.

Empowering Employees 1. 2. 3. 4. 5.

Scholarly Activity 1. 2. 3. 4. 5.

Community & Public Service 1. 2. 3. 4. 5.