ALCORN STATE UNIVERSITY STRATEGIC PLANNING
ALCORN STATE UNIVERSITYSTRATEGIC PLANNINGADVISORY COMMITTEE MEETING #2JANUARY 28, 2021
AGENDA Welcome and Introductions E-Scan/Gap Analysis Overview Vision/Mission/Core Values SWOT-C Exercise Next Steps / Future Dates Questions
STRATEGIC PLANNING ADVISORY COMMITTEEChair: Dr. Ontario Wooden, Provost & Senior Vice President for Academic AffairsCo-Chair: Ms. Roslyn White, Assistant Vice President for Enrollment Management Dr. Keith McGee, Associate Provost for Research, Innovation, and GraduateEducation Ms. Sherry Franklin– VP of Instruction/Career & Technical Education,Hinds Community College Dr. Shirley Evers-Manly – Interim Dean, School of Nursing Mr. Desmond Stewart, Enterprise Architect, Center for InformationTechnology Services (CITS) Dr. Edmund Buckner – Dean, School of Agriculture and Applied Sciences Dr. Babu Patlolla – Dean, School of Arts & Sciences Dr. Dovi Alipoe – Professor of Agriculture and Director of Global Programs,School of Agriculture & Applied Sciences Dr. April Miley – Associate Professor, School of Education Dr. Byron Johnson – Faculty Senate Chair & Associate Professor Arts &Sciences Dr. Debarshi Roy – Assistant Professor, Biology Ms. Mertha George – Director, Purchasing&Accounting Dr. Carolyn Davis – Director, Career Servicessmithgroup.comand Mrs. Coretta Jackson – Director, Office of Title III Programs Dr. Tim Martin – Superintendent, Clinton Public School District Dr. Adrian Hammitte – Superintendent, Jefferson County School District Mr. Pablo Diaz – President, Vicksburg Warren Economic DevelopmentPartnershipManager,Institutional Mrs. Lljuna Weir – Director, Educational Equity and Inclusion Ms. Angela Wynn – Administrative Secretary, School of Business Dr. LaDonna Eanochs – Director, Institutional Research Dr. LaToya Hart – Director, Institutional Effectiveness and SACSCOC Liaison Mr. Alfred Galtney – Director, University Compliance3Marketing Mr. Landon Bussie – Head Coach, Men’s Basketball Mrs. Tasha Brown – Staff Senate ChairFinanceManager/Photographer, Mr. Anthony Tuggle – President, Alcorn State University National AlumniAssociation Mr. Robert Watts – Associate Vice President for Facilities–Office Mr. Patrick Mason – President, Student Government Association Dr. Yulonda Sano – Assistant Professor, History Mr. Casey MockAdvancement Mr. Tommie Green,Communication
STRATEGIC PLANNING STEERING COMMITTEEChair: Dr. Ontario Wooden, Provost & Senior Vice President for Academic AffairsCo-Chair: Ms. Roslyn White, Assistant Vice President for Enrollment Management Dr. Cornelius Wooten, Senior Vice President for Finance, Administrative Services & Operations/CFO Dr. Tracy Cook, Vice President for Student Affairs and Enrollment Management Mr. Marcus Ward, Vice President for Institutional Advancement Mr. Larry Orman, Vice President for Marketing and Communication Mr. Derek Horne, Athletic Director Dr. Wanda Fleming, Director of Human Resources Mr. Rodney Moore, ENNCLOUD4smithgroup.com
E-SCAN / GAP ANALYSIS OVERVIEW
GAP ANALYSIS6
33 Dramatic PredictionsBy Thomas FreyBy 2030 we will see wirelesspower used to light upinvisible light bulbs in themiddle of a room.By 2030 scientists willhave perfected anactive cross-speciescommunicationsystem, enabling somespecies to talk to eachother as well ashumans.
Both pictures were taken on Easter morning along 5th Avenue in New York City19001913
ASU STUDENTS BY THE NUMBERSASU Students in Fall 2020 84% Undergraduate78% Full-time96% Black67% Female90% Receive financial aid51% Live on campus47% Age 20 or younger12% First Time Freshman62% Seeking Bachelor’s of Science70% Mississippi residents9% in competitive athleticsSource: Institutional Research and Assessment9
ASU ENROLLMENT BY GEOGRAPHYFall 2020 EnrollmentTop 3 StatesEnrollment by MS Counties8.00%N son3,230MS10LATx48.3%109 (3.3%) come from 25different countries.
THE IMPACT OF CHANGE The U.S. and the state ofMississippi have changed withrespect to population anddemography over the last tenyearsASU Annual Unduplicated Headcount Enrollment Summary6,0005,0004,000 Cultural, economical, andpolitical trends are alsochanging quickly These changes impact highereducation institutions3,0002,0001,000What will the next ten years -19
NATIONAL HBCU ENROLLMENT TRENDS298,138298,138Fall 2018 EnrollmentTotal students:291,767Black: 223,163 The number ofHBCU studentsincreased 47%between 1976 and2010. Student enrollmentdecreased 11%between 2010 and2018.12
NATIONAL HIGH SCHOOL GRADUATION PROJECTIONS: 2020 – 2030Source: Western Interstate Commission for Higher Education, "Knocking at the College Door: Projections of High School Graduates", 2020, www.knocking.wiche.edu.
MISSISSIPPI HIGH SCHOOL GRADUATION TRENDS Mississippi total high schoolgraduates are projected to peak in2025 at 32,910 graduates. Between the Class of 2018 and theClass of 2037, high school graduatesare projected to average 29,630 peryear. By 2037, total high school graduateswill have decreased by 4,940 studentsper year from the 2020 level.Source: Western Interstate Commission for Higher Education, "Knocking at the College Door: Projections of High School Graduates", 2020, www.knocking.wiche.edu.
MISSISSIPPI PUBLIC HIGH SCHOOL GRADUATE TRENDSCLASS OF 2011 TO 2036Source: Western Interstate Commission for Higher Education, "Knocking at the College Door: Projections of High School Graduates", 2020, www.knocking.wiche.edu.
NATIONAL TRENDS IN HBCU’SThe number of Black students attending HBCU’s has declined since the 1980’s whilethe number of non-Black students has increased.Female enrollment at HBCUs has been higher than male enrollment in everyyear since 1976. The (53 percent in fall 1976 to 62 percent in fall 2018)Black enrollment at HBCUs increased by 17 percent between 1976 and 2018,but total number of Black students enrolled in all degree-grantingpostsecondary institutions more than doubled during this period.As a result of racial tensions, social injustices, and political climate, Blackstudent enrollment into HBCU’s started to shift in 2019. Many HBCU’sexperienced an uptick in number of applicants and enrollment.The percentages of bachelor's and master's degrees conferred to Black students byHBCUs have decreased. (35 percent of the bachelor's degrees and 21 percent of themaster's degrees in 1976–77, compared with 13 and 6 percent respectively in 2017–18).16
COUNTY AND STATE POPULATION PROJECTIONS: 2020 – 203010 Counties in MS Comprise 50% of the ASU Enrollment In 2020, 50% of ASUenrollments were from 10counties in Mississippi There are declines inpopulation projected forthese 10 counties The 15-19 age group isprojected to decline by 7%17Population Cohort-11%-7%
OCCUPATIONAL INFORMATION 2020 Jobs in MS by County & MSA:18
JOBS BY OCCUPATION: LARGEST VS. FASTEST GROWINGSource: Emsi Q4 2020 Data Set19
PEER COMPARISON UNIVERSITIES WITH ASUPEER GROUP LISTComparisons to peers canidentify both strengths andareas for improvementSOURCE: ASU HIGHER EDUCATION COMPENSATION COMPARISONMARKET LIST 10-05-20.PDF20smithgroup.com Adams State University Minnesota State University Moorhead Anderson University (South Carolina) Mississippi College Auburn University at Montgomery Mississippi University for Women Bemidji State University Morehead State University Black Hills State University Murray State University Northeastern State University Christopher Newport University Northwest Missouri State University Citadel Military College of South Carolina Prairie View A & M University Coppin State University Southwest Minnesota State University Delta State University Southwestern Oklahoma State University Emporia State University Stetson University Fairmont State University The University of Tennessee-Martin Florida Agricultural and Mechanical University University of Maryland Eastern Shore Florida Southern College University of North Alabama University of North Carolina at Pembroke Henderson State University Wayne State College Kentucky State University Western Colorado University Lincoln University (Pennsylvania) Methodist University
ASU AND PEER UNIVERSITY ENROLLMENTSUNDUPLICATED 12-MONTH HEADCOUNT AND TOTAL FTE ENROLLMENT (2017-18), AND FULL- AND PART-TIMEFALL ENROLLMENT (FALL 2018)3,887Unduplicated headcount - totalUnduplicated headcount undergraduates3,2973,493Total FTE enrollment649Part-time fall enrollment04,1021,2061,000Alcorn State Universitysmithgroup.com4,1293,0093,285Full-time fall enrollment215,9402,0003,0004,000Comparison Group Median (N 34)5,0006,0007,000
PEER COMPARISON UNIVERSITIES WITH ASUSOURCE: IPEDS22smithgroup.com
THE IMPACT OF CHANGEHBCU’s have voiced concerns about theshifting demographics and their impact onHBCUs’ long and collective history: A growing number of the nation’shistorically Black colleges and universitiesare making a push to attract non-AfricanAmerican students, in hopes of boostingenrollment and ensuring sustainability. Non-African American students in 2018made up some 24 percent of HBCUs’student populations, compared with 15percent in 1976.23 How will demographic shifts impact thecampus culture? Will it change some traditions? What are the benefits of having a wide arrayof backgrounds and perspectives oncampus? Are HBCUs changing with the times, or arethey relinquishing an important blackpresence?
SWOT-C EXERCISE
SWOT-C ANALYSIS Strengths are defined as skills, competencies,capabilities, competitive advantages, or resources forwhich the college can draw in selecting its futuredirection of action. Weaknesses are defined as the lack of skills,competencies, capabilities, or resources needed bythe college to function effectively. Opportunities are situations in the environment(local, state and national) from which the college canbenefit if certain actions are taken Threats are situations in the environment which giverise to potentially harmful events and outcomes ifaction is not taken in the immediate future. Challenges refers to those pressures that exert adecisive influence on an institution’s likelihood offuture successChallenges
TURNING OPPORTUNITIES AND WEAKNESSESINTO STRENGTHS (TOWS)
SWOT-C EXERCISEGround Rules Be realistic and honest about your assessment of theinstitution SWOT-C is focused on the present state of theuniversity and what can be done in the future Be as specific as possible about your statements It is acceptable to develop SWOT-C statements inrelationship to the competition and external information Try to keep statements concise Do not try to over analyze or overthink the issues
SWOT-C EXERCISEDesignate a facilitator or note taker and collectively document concise responses onthe handout provided. After 20 minutes, pass your response sheets to anothertable.Review and discuss the other groups SWOTC components (10 Minutes) Facilitators will read or share statements/responses to the group. Build upon the other table’s responses. Add in writing any new thoughts orstatements to their SWOTC list.Exchange/return SWOTC responses to their original table.
VISION/MISSION/CORE VALUES
THE IMPORTANCE OF VISION AND MISSIONDeclining enrollments and smaller endowments are rendering manyblack colleges vulnerable: The effects of the pandemic on higher education finances and businessmodels have been challenging. It will take years for state finances andhigher education funding ratios to recover. HBCU retention rates—keeping students in school year after year—arelower than majority institutions. The explosive appeal of online colleges like DeVry and the University ofPhoenix has hit HBCUs hard as most HBCUs as many not implementedonline classes or degree programs. Predominantly white institutions are offering minorities morescholarships. Many HBCUs say they cannot complete. Since 1986, five private HBCUs have lost accreditation by the SouthernAssociation of Colleges and Schools Commission on Colleges. Withinthe last five years, SACS has put eight HBCUs on warning or probation.Source: Enrollment declines threaten future of HBCUs, Disheartening Alumni. March 202030“Now is the time for candor and selfassessment. Many people, even ardentHBCU supporters, including theauthor, find it difficult to face the hardtruth: some HBCUs need to seriouslyexplore options that include pruningor culling. And for others, it may betime for an exit strategy that couldinclude merging or closing.”Alvin Schexnider, Consultant and formerChancellor and College President
A SOLID VISION LEADS TO POSITIVE OUTCOMESMultiple Research Reports Note the Benefits of Attendingan HBCU HBCUs enroll far more low-income students than majorityinstitutions (MI’s). More students experience upward mobility at HBCUs than atPWIs. Nearly 70% of students at HBCUs attain at least middle-classincomes. There is less downward mobility at HBCUs than at MI’sSource: Moving Upward and Onward: Income Mobility at Historically Black Colleges and Universities, 2019Black HBCU Graduates: Are stronger in purpose and financial well-being Obtained support and more experiential learning opportunities Believe that their colleges prepared them for life aftergraduationSource: Gallup Research Study, October 201531“Their overall success isproviding black graduates witha better college experience thanthey would receive at nonHBCUs”
SOLID REASONS FOR PLANNING“Sustainability must be the ultimate goal for each institution.” HBCU’s should carefullyassess their overall condition to determine what, if anything can or should be done toachieve such sustainability. In that evaluation, here are several options it might consider:Adopting New Business ModelsHBCU’s desperately need a new business model that is intentional, innovative and committed to change. Itfundamentally means exploring options to increase revenue, contain or reduce costs, and restructuring to achievestrategic goalsCreating a new vision.All higher education institutions aggressively compete with HBCUs for students and faculty members. A newvision might lead to eliminating programs. It could include establishing mutually beneficial strategic partnershipsand alliances with four-year and two-year institutions and corporations.Fostering meaningful engagement among key stakeholdersShared governance is essential to fulfilling the mission and potential of colleges and universities and should beencouraged within the context of institutional culture. Faculty, staff, students and alumni must feel that they havea voice.Source: Struggling HBCUs must consider new options for survival, Inside Higher Education, Alvin J. Schexnider, December 201732
Vision Vs. Mission A vision statement outlines WHEREyou want to be. A mission statement states HOW youwill get where you want to be. It definesPURPOSE of existence. Answers the question: “ Where do wesee our institution going in thefuture?” Answers the question: “What do we dowell and what makes us different?” A vision statement is usually 5 to 7years in the future. A mission communicates about thepresent leading to the future. Used to build consensus amongcollege employees and shapesunderstanding of why they areworking at the College. The prime function of the missionstatement is internal and defines keycomponents of the institution’ssuccess.
SACSCOC ACCREDITATION STANDARDS FOR MISSION1) What constitutes the published “mission” of the institution? Is it a single statement or a broadercollection of statements?2) Where is the statement published? Is the language of the mission consistent across publications?3) How is the mission statement appropriate to an institution of higher education?4) How does the mission address teaching and learning and, if appropriate, research and/or public service?5) How does the mission statement describe the distinctiveness of the institution and its values?6) How does the mission statement reflect the educational programs and levels of degrees offered by theinstitution?34smithgroup.com
MISSION STATEMENT ESSENTIALSFour essential questions a missionstatement must answer: What do we do? How do we do it? Whom do we do it for? What value are we bringing?The best mission statements are plainspeech with no technical jargon oradornments.
GASTON COLLEGE MISSION STATEMENT ANALYSISWhom do we do it for? (Markets)What we do? (Purpose)Gaston College is an open-door public community college, located inGaston and Lincoln counties, that promotes student success and accessto lifelong learning through high-quality, flexible, affordable, andcomprehensive educational programs and services responding toeconomic and workforce development needs.How do we do it? (Actions)What value are we bringing? (Impact)36
ASU’S CURRENT VISION STATEMENTAlcorn State University will become apremier comprehensive land-grantuniversity that develops diverse studentsinto globally-competitive leaders andapplies scientific research, throughcollaborative partnerships, which benefitthe surrounding communities, states,nation and world.37smithgroup.comThree Critical Questions: Above all else, does the statementoffer a vision of what the institutionaspires to be in the future? Does it help people understand wherethe university is heading and how theycan contribute to achieving the future? It is a concise statement (a fewsentences) that focuses on the mostimportant components of ASU’ssignificance or meaning?
ASU MISSION STATEMENTAlcorn State University a Historically Black College and University, is acomprehensive land-grant institution that celebrates a rich heritage with a diversestudent and faculty population. The University emphasizes intellectualdevelopment and lifelong learning through the integration of diverse pedagogies,applied and basic research, cultural and professional programs, public service andoutreach, while providing access to globally competitive academic and researchprograms. Alcorn strives to prepare graduates to be well-rounded future leaders ofhigh character who will be competitive in the global marketplace of the 21stcentury.Four essential questions a mission statement must answer:What do we do?How do we do it?Whom do we do it for?38smithgroup.comWhat value are we bringing?
ASU CORE VALUESStudent-CenteredOur students are out greatest assets. We value everystudent. We encourage leadership development bymentoring our students and enabling them to participatein our decision-making processes.Academic ExcellenceWe uphold the highest, rigorous academic standards. Weexpect excellent scholarship, preparation, andperformance from every student, faculty and staffmember.Shared GovernanceThe University provides an open and honest environment.Communications are thorough, truthful, and present allof the facts. We value transparency in decision-makingand communications. We encourage every stakeholder tobe aware of our opportunities, challenges, and resources.Policies are merit-based, fair, and mEveryone accepts full responsibility for personalperformance and actions, maintains high moralstandards, and complies with effective performanceappraisal processes. We expect honesty, objectivity, andfairness in all transactions among our stakeholders. Wepride ourselves on our strong commitment to a rigorouswork ethic.DiversityWe value the global nature of our society. Everyone isrespected. We promote diversity of thought andencourage the acceptance of cultural diversity. Webelieve that diversity stimulates a dynamic intellectualenvironment, creativity, and innovation. We believe thateveryone has something to offer.
ASU CORE VALUES (CONTINUED)Outreach, Engagement, & Community Ser
Dr. Adrian Hammitte – Superintendent, Jefferson County School District Mr. Pablo Diaz – President, Vicksburg Warren Economic Development Partnership Mr. Patrick Mason – President, Student Government Association Mr. Anthony Tuggl
Aug 08, 2020 · MA, Nova Southeastern University, 2012 EdS, Valdosta State University, 2015 "A Study of Computer-Based Interventions and Student Achievement" Tracy Maurice Cook BS, Alcorn State University, 1994 MS, Alcorn State University, 1996 MEd, Alcorn State University,
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