1. For 2016-2021 Strategic Planning

2. Today: Mission Future: 5-year Vision

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

4.  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.

5. 1. Engage university community in strategic conversations – August 2015 2. Convene Strategic Planning Group (SPG) – Fall 2015 1. Develop strategic goals with university input 2. Discuss RSU vision for 2021 3. Conduct focus groups of university constituents – February – March 2016 1. Appropriateness of goals 2. SWOT analysis/Gap analysis

6. 4. Reconvene SPG – April 2016 1. 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 2016 6. SPG finalizes plan, priorities, and processes – May 2016 1. Realizable and measurable outcomes 2. Clearly specify how strategic priorities segue with budgeting process.

7. 7. Departments develop Operational Plans - June through Sept. 2, 2016 1. Strategically select 3 to 6 objectives for Year 1 2. Measurable outcomes 8. Reconvene SPG – March 2017 1. 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

8.  16 focus groups conducted between January 25 and February 26, 2016 107 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

10. 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?

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

16.  Focus groups identified 478 challenges to the four goals  Focus group results reported verbatim at http://www.rsu.edu/about/strategic- planning/2016-2021-strategic-plan http://www.rsu.edu/about/strategic- planning/2016-2021-strategic-plan http://www.rsu.edu/about/strategic- planning/2016-2021-strategic-plan  Modified Q-sort conducted to translate challenges into 32 themes with associated strengths and opportunities

17.  (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

18.  (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

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

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

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

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

23. , “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

24. 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

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

27.  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

28.  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

29.  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

30.  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

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