Alcorn State University Strategic Plan by AlcornState

ALCORN STATE UNIVERSITY 2021–2026 Strategic Plan February 2022

ALCORN STATE UNIVERSITY | 2021–2026 STRATEGIC PLAN

TABLE OF CONTENTS LETTER FROM THE PRESIDENT �� 4 SECTION 1

INTRODUCTION �� 6 SECTION 2

A BRAVE HISTORY �� 9 SECTION 3

THE STRATEGIC PLANNING PROCESS �� 10 SECTION 4

REVIEW OF EXTERNAL TRENDS SHAPING HIGHER EDUCATION �� 16 SECTION 5

STRATEGIC DIRECTIONS, GOALS, AND STRATEGIES ��20 CONCLUSION ��35

LETTER FROM THE PRESIDENT DEAR FRIENDS, Alcorn State University is truly a special place. It is a place that can be easily characterized as embodying rich traditions, a storied legacy, and a continued commitment to serving as a beacon of opportunity to the underserved and underrepresented members of its community. On July 1, 2019, I became the 20th and first female President in the University’s nearly 150-year history. As a 1996 alumnus and legacy graduate of Alcorn, I understand, first-hand, the impact and the personal transformation that is the Alcorn experience. It made me whom I am today. In as much, I enthusiastically assumed the helm of this great university filled with a keen sense of pride and purpose, while also understanding my role in charting a path for the future. What I also recognized is that the glass ceiling was shattered for the 67 percent of our students and countless alumni, who until this moment had never experienced a representative in this seat. For this, I commend Commissioner Alfred Rankins, the 19th President, and the IHL Board for having the foresight, recognizing that Alcorn State University was prepared and ready to step into the future with boldness and ready to lead in the higher education landscape. Thus far, my tenure has been unconventional. What began as a typical academic year, abruptly changed in Spring of 2020 from in-person classroom instruction and traditional campus life to online learning and extraordinary measures to keep COVID-19 at bay. Although COVID-19 has continued to impact campus operations, I am pleased to report that few schools rose to the occasion as successfully as Alcorn State University. Even as we faced down the challenges that COVID-19 brought, we never stopped moving forward, thanks to the extraordinary efforts and resiliency of our students, faculty, and staff while keeping our community safe.

With support from the Woodward Hines Foundation, we began the development of this strategic plan in December 2020. The process was designed to capture the collective voices of students, faculty, staff, alumni, and community partners in an intentional effort to anticipate Alcorn’s unique contributions to the higher education landscape now and into the future. That effort assessed what we have accomplished since the 2009–2019 strategic plan, refined areas of strategic focus based on changing trends and needs in Mississippi and in higher education broadly, and inventoried and evaluated opportunities and challenges. The result is a set of distinctive strengths we aspire to have achieved by the year 2026. This strategic plan identifies five goals and thirty-four strategies that will drive us closer to achieving those distinctions. A lot has changed over the University’s 150 years as the nation’s oldest public historically black land-grant institution. However, our commitment to excellence in teaching and engaging in research, discovery, and innovation to deliver a high-quality, globally relevant, and affordable education for the people of our state and beyond—remains resolute. As we embark on the next 150 years, it is vitally important that our collective vision and our bold goals for the future set the framework for how we will continue to serve the 21st-century needs of our community, our state, our nation, and our world. Alcorn has been transforming the way the world lives, thinks, and learns since 1871. This plan positions us to do that for the next 150 years. It is our legacy. And it is our destiny. I look forward to sharing this journey with you. Because the Alcorn State University 2021–2026 Strategic Plan is our collective vision for excellence, I implore you to do your part in learning more, teaching more, doing more, and giving more—because “We Are Alcorn!” Sincerely,

Felecia M. Nave, Ph.D. 20th President

Section 1

INTRODUCTION Higher Education is in a period of transformation. The disruption from the global pandemic, social justice concerns, generational transitions, skepticism of science, and technological advances are current trends driving substantial change in higher education. Through a comprehensive planning processes, institutions are tackling these issues as they prepare for their future. As Alcorn State University celebrates 150 years of service, it was time to place current issues and future trends into perspective as we looked for opportunities to serve the next generation of students. This process required us to look critically at our vision, mission, and how we have engaged with our region, the State of Mississippi, and the world. During the strategic planning process, our faculty, staff, and external stakeholders immersed themselves in conversations about the strengths, opportunities, and challenges confronting the University, other HBCU Land Grant institutions, and the world of higher education. This was completed in the context of an increasingly complex environment of shifting demographics, emerging technologies, and fundamental changes in teaching, learning, and research. Through campuswide open forums and thoughtful representation from both Advisory and Steering Committee members, we devoted time and effort to the significant task of revisioning our direction and refining our purpose. During this process, we became aware that our future will be characterized by global connections, filled with diverse peoples and perspectives, and dominated by the fast pace of technological change, especially in teaching and learning. After completion of an institutionwide SWOT analysis, review of trends, and careful synthesis of planning themes, five unifying strategic directions and goals emerged from our work. Alcorn’s passion and enthusiasm for change makes it well-positioned to accomplish the goals and strategies outlined in this fiveyear strategic plan as we can continue our legacy as a premier HBCU Land Grant institution.

Section 2

A BRAVE HISTORY Alcorn is the oldest public historically Black land-grant institution in the United States and the second- oldest state-supported institution of higher learning in Mississippi. Alcorn University was founded in 1871 as a result of the people of Mississippi’s efforts to educate the descendants of formerly enslaved Africans. It was named in honor of the sitting governor of Mississippi, James L. Alcorn. Alcorn is situated in Claiborne County, seven miles west of Lorman, 80 miles south of the capital city of Jackson, 45 miles south of Vicksburg, and 40 miles north of Natchez. The site was originally occupied by Oakland College, a school established by Presbyterians in 1828; the state of Mississippi purchased the Oakland campus for $40,000 and named it Alcorn University. Hiram R. Revels resigned his seat as a United States senator to become the University’s first president. The state legislature provided $50,000 cash annually for the university’s first 10 years to support its establishment and overall operation. Additionally, 30 acres of land were sold for $188,928; Alcorn received three-fifths of the proceeds, or $113,400. This funding was used for Alcorn’s agricultural and mechanical components. Initially, the institution’s three major study components were the four-year college track, the two-year college track, and the three-year graded track. Students spent the morning, from seven o’clock until noon, in classes. In the afternoon, they worked in various University shops for eight cents per hour. Room and board, including laundry, cost about $5 a month. In 1878, Alcorn University became Alcorn Agricultural and Mechanical College. The college was exclusively for males at first, but eventually women were admitted. A dormitory for women was built in 1902. Over time, facilities increased from three historic buildings to more than 80 structures. The original purchase of 225 acres of land grew to a campus of more than 1,700 acres. In 1974, Alcorn Agricultural and Mechanical College became Alcorn State University. Governor William L. Waller signed House Bill 298, granting this status. Alcorn has thrived by continuously accomplishing dynamic goals and objectives despite limited resource allocations

from the state. By the early 1990s, Alcorn’s physical plant and academic programs evolved into a more diversified University. The student population is now representative of more than 65 counties, more than 30 states, and at least 18 foreign countries. The University provides an undergraduate education that enables students to successfully pursue work in graduate and professional schools, engage in teaching, and enter other professions. As Mississippi recognized the importance of educating all citizens, Alcorn has gained status and importance. From the original eight faculty members in 1871, the University has grown to more than 700 faculty and staff. The student body has increased from 179 students to more than 3,200 students with varied ethnic backgrounds. Although early graduates of Alcorn had limited horizons, today’s graduates are successful in their chosen professions, and many are outstanding entrepreneurs. Throughout Alcorn’s history, the leadership and faculty remained committed to enhancing the institution’s image and to attracting young people whose interest is the pursuit and receipt of a quality education. Over the decades, “the college that excelled against great odds” has become one of the leading universities in the nation. Alcorn State University operates divisions with degree programs in more than 40 areas, including bachelor’s, master’s, educational specialist degrees, and doctor of nursing practice (2019). The collaborative strength and contributions of Alcorn’s past 19 presidents during its 150 years of existence have enabled the institution to excel. In April, the Mississippi Board of Trustees of State Institutions of Higher Learning voted unanimously to appoint Dr. Felecia M. Nave as the university’s 20th president and first female president. President Nave’s background and vision are strategically aligned with Alcorn’s history and tradition. She is poised to expeditiously move Alcorn State University to the next level of excellence. Dr. Josephine M. Posey Against Great Odds: The History of Alcorn State University (1994); Edited 4/2/2021

Section 3

THE STRATEGIC PLANNING PROCESS The development of Alcorn’s five-year strategic plan consisted of a four-step process adapted from nationally recognized integrated planning models developed by the Society for College and University Planning (SCUP) and publications by John M. Bryson on strategic planning for public and nonprofit organizations. Figure 1 outlines our comprehensive process.

External Assessment

STEP 1 Planning Review & Coordination

STEP 2 SWOT & GAP Analyses

Internal Assessment

Vission, Mission, Values

Internal & External Review

STEP 3

STEP 4

Strategy Session & Strategic Goals

Final Goals & KPI’s

Strategic Direction Framework

Final Strategic Plan

Figure 1, Outline of Comprehensive Process.

“Planning practices began with an understanding of what was happening both outside of the University through environmental scanning as well as internally through a review of key institutional metrics and self-reflection.”

STEP 1 Step one started with preparation for the strategic planning process. Planning practices began with an understanding of what was happening both outside of the University through environmental scanning as well as internally through a review of key institutional metrics and self-reflection. Both internal and the external analyses were used to create a gap analysis which served as the starting point for Step 2. Also, during Step 1, co-chairs were identified to ensure day-today internal leadership for plan development. STRATEGIC PLAN CO-CHAIRS: Dr. Ontario Wooden Provost & Senior Vice President for Academic Affairs Ms. Roslyn White Assistant Vice President for Enrollment Management To compliment the work of the co-chairs, two strategic planning committees were appointed to guide and refine the development of the plan. A Steering Committee was appointed by President Nave consisting of five cabinet members and two key managers. The membership on the committee consisted of the following university stakeholders.

STEERING COMMITTEE: 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 ENNCLOUD To provide broad representation across the university and regionally, a 32-member strategic plan Advisory Committee of internal and external stakeholders was appointed by President Nave.

ADVISORY COMMITTEE: Dr. Keith McGee Associate Provost for Research, Innovation, and Graduate Education Dr. Shirley Evers-Manly Interim Dean, School of Nursing 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 Dr. Yulonda Sano Assistant Professor, History Mr. Robert Watts Associate Vice President for Facilities Ms. Mertha George Director, Purchasing Mrs. Tasha Brown Staff Senate Chair Mr. Casey Mock Finance & Accounting Manager, Institutional Advancement Dr. Carolyn Davis Director, Career Services Ms. Sherry Franklin VP of Instruction/Career & Technical Education, Hinds Community College

Mr. Desmond Stewart Enterprise Architect, Center for Information Technology Services (CITS) Mr. Tommie Green Office Manager/Photographer, Marketing and Communication 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 Development Partnership Mr. Patrick Mason President, Student Government Association Mr. Anthony Tuggle President, Alcorn State University National Alumni Association Mr. Landon Bussie Head Coach, Men’s Basketball 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 Compliance

The Advisory Committee worked directly with a team of consultants on the development of strategic plan components. During the process, the Steering Committee provided recommendations on the planning statements, strategic directions, and goals. These recommendations were presented to the Steering Committee and co-chairs for final review and recommendation to the President.

STEP 2 During Step 2, the consulting team kicked off the planning process by presenting information through a series of open forums for all university stakeholders, including advisory and steering committee members. An analysis of external and internal trends data provided a starting place for development of a SWOT exercise. This simple but powerful strategic tool was used to better understand the strengths, weaknesses, opportunities, threats and key challenges of the University. More than 1,300 responses from the SWOT analysis were gathered with outcomes arranged into common themes and used for the next steps in the planning process. At the same time, the consulting teamed worked with the Steering Committee and the Advisory Committee in the redevelopment of Vision, Mission, and Core Values statements. These statements and the SWOT analysis were used to guide the development of strategic issues. In total, 148 stakeholders participated in this phase of the process.

“More than 1,300 responses from the SWOT analysis were gathered with outcomes arranged into common themes and used for the next steps in the planning process.”

STEP 3 Step 3 consisted of another round of universitywide open forums on multiple campuses and meetings with the advisory and steering committees. In total, 75 stakeholders participated in this phase of the process. The consulting team provided information on current trends and best practices in higher education related to the themes identified from the SWOT analysis. Stakeholders were then asked to review the SWOT analysis and the emerging themes outcomes. Open forums participants participated in an exercise that used the SWOT analysis themes to develop strategic issues. A strategic issue is a statement in the form of a question that is critical for the University to address to successfully navigate its future.

“A strategic issue is a statement in the form of a question that is critical for the University to address to successfully navigate its future.”

“Once the strategic directions and draft goals were developed, another round of collegewide open forums were scheduled to gather feedback and consensus from stakeholders.”

STEP 4 In Step 4, the consulting team used the strategic issue responses developed by open forum stakeholders to identify strategic directions and draft goals for the University. Once the strategic directions and draft goals were developed, another round of collegewide open forums were scheduled to gather feedback and consensus from stakeholders. Overall, more than 150 stakeholders participated in this phase of the process. Once comments were addressed and consensus reached, the consulting team worked with the steering committee to generate specific planning strategies and key performance indicators for each goal of the strategic plan. Figure 2 provides a summary of the steps and accomplishments of each virtual and onsite meeting in the strategic planning process.

DEC 2020 Project Initiation

Meetings with Steering Committee and Advisory Committee

JAN 2021

FEB 2021

Virtual Meetings

Onsite Meetings

Input and

with Advisory and Steering Committee

and Open Forums Feedback by 148 stakeholders

with Advisory and Steering Committee

and Open Forums Feedback by 74 stakeholders

MAR 2021 Virtual Meetings

with Advisory & Steering Committee and Alumni

Onsite Meetings

and Open Forums

FALL 2021 Develop &

validate key performance indicators (KPIs)

FEB 2022 Final plan and

report provided to University

Edit and finalize

strategic plan document

Final draft plan

developed for SACSCOC Accreditation Site visit

Input and

Feedback by 150 stakeholders

Figure 2, Summary of Steps and Accomplishments.

Section 4

REVIEW OF EXTERNAL TRENDS SHAPING HIGHER EDUCATION A review of external data and trends allowed us to identify and contemplate internal strengths and challenges as a University. Planning participants also looked carefully at the external environment in terms of threats and potential opportunities. During a review of these data, several trends and issues caught our attention. These topics ranged from the lasting implications of the pandemic to changes in teaching and learning within a global and technological society. The most significant issues or threats that Alcorn addressed within the context of our strategic plan are noted:

Volatile financial conditions caused by the uncertainty of the pandemic are putting pressures on costs and revenues, which threaten sustainability.

A declining number of high school graduates in the state and nationally, with continued difficulties in recruiting international students.

The expansion of knowledge and digital information and its impact on teaching, learning, and research.

A 13% decline nationally in the awarding of bachelor’s degrees within liberal arts programs since 1970 as student interests shift towards applied disciplines and programs.

Wider variability in the talents of admitted students, their academic preparation for college, and their ability to thrive in robust learning environments are requiring more holistic approaches to student success.

The changing nature of work with respect to the skills and competencies needed for students to be successful in the marketplace or in graduate school.

The need for more advanced learning management systems for coordinating synchronous and asynchronous learning, the rise in videoconferencing platforms, and an increasing number of students who rely on laptops and mobile devices to do coursework are requiring institutions to evaluate and upgrade their network infrastructures.

Online learning has shown significant growth over the last decade, as the internet and education combine to provide traditional students and adults with the opportunity to gain new skills.

Increased competition for students among higher education institutions, with hundreds of colleges and universities as well as corporate providers democratizing learning by making courses accessible in digital formats.

“Alcorn State University is committed to its tradition of instilling among its students and alumni ideals of leadership, service, and institutional pride.”

VISION STATEMENT Alcorn State University will achieve preeminence through transformative teaching and research excellence, collaborative partnerships, and innovative practices so our communities thrive and our diverse students have unlimited opportunities to engage and lead in a globally competitive world.

MISSION STATEMENT Alcorn State University is a public historically Black, comprehensive landgrant institution of higher education that provides access and opportunity for diverse students to excel intellectually, build character, and overcome barriers so they can become productive leaders who make meaningful contributions to society. Enhancing its historic strengths in agriculture, education, and nursing, Alcorn State offers a range of undergraduate and graduate programs, including fine arts, business, humanities, social and behavioral sciences, and STEM.

The University accomplishes its mission through high standards of academic excellence, by engaging in scholarly research and discovery, and providing public service and outreach that address real-world challenges and the economic needs of the Southwest Mississippi River region, State of Mississippi, the nation, and the world. Alcorn strategically extends its resources and expertise throughout the entire state through agriculture extension service, its Vicksburg and Natchez sites as well as its distance learning programs. Alcorn State University is committed to its tradition of instilling among its students and alumni ideals of leadership, service, and institutional pride.

CORE VALUES We recognize the importance higher education serves in advancing society and enriching individual lives. As members of the Alcorn State University community, we share a dedication and commitment to the following core values:

STUDENT-CENTERED We acknowledge that our students and their success are our greatest source of inspiration and at the core of all that we do and value. We are committed to providing students with a nurturing environment that instills a lifetime passion for learning, character building, achievement and engaged service.

EXCELLENCE We believe a commitment to excellence should guide all efforts we undertake. We continually strive to achieve excellence by using our knowledge and holding ourselves and our students to the highest standards. We welcome new challenges, creatively solve problems, and continuously reevaluate what is best for our students and the communities we serve.

INCLUSIVE We affirm that all individuals have self-worth and an innate potential for learning. We embrace a diverse and globally inclusive campus that creates a nurturing environment for civil discourse, intellectual pursuits, creativity, and personal vitality.

“The University accomplishes its mission through high standards of academic excellence, by engaging in scholarly research and discovery, and providing public service and outreach that address real-world challenges and the economic needs of the Southwest Mississippi River region, State of Mississippi, the nation, and the world.”

INTEGRITY We believe that accountability and transparency serve as the foundational pillars of integrity. While taking responsibility for our actions and owning our decisions, we are dedicated to using honesty, objectivity, and fairness to guide our interactions with each other and our stakeholders.

ENGAGED We value relationships that thrive on effective communication and collaboration within our organization and beyond. We encourage students, faculty, staff, alumni and stakeholders to engage with others towards building stronger, healthier, economically viable programs and communities. 19

Section 5

STRATEGIC DIRECTIONS, GOALS, AND STRATEGIES With a focus on the future, a commitment to excellence, and dedication to helping diverse students learn and achieve success, Alcorn has embraced the following five strategic directions, goals and strategies that will move the institution towards greater excellence over the next five years. Each of the five goals have strategies with key performance indicators that will be used to evaluate success in achieving this plan. Figure 3., provides a summary of the five strategic directions.

STRATEGIC DIRECTION ONE: ENSURING A STUDENT-CENTERED APPROACH TO SUCCESS

Student success is an overarching unifying intention that permeates all programs and activities at Alcorn State University (ASU). Successful students thrive intellectually, socially, and personally as they progress toward degree completion. Today’s students desire both traditional teaching and learning methods but are also seeking a variety of problem-centered, communitybased, digital and virtual learning experiences. Alcorn State University has a proven track record of delivering a quality education at a cost that is among the most affordable in the region. The strategic direction for the next five years is to build upon Alcorn’s history of student-centered success to ensure that effective and evidence-based, data driven practices are integrated throughout the institution. This direction includes developing a shared sense of ownership for ensuring quality student learning experiences and outcomes, improving student and academic support services across all areas of the university, recognizing that student success is based on learning, and fully supporting faculty and staff in developing and improving curricula, co-curricular activities, and services that support student completion. Additional measures of student success include gainful employment, graduate/professional enrollment, and continued career and leadership development post-graduation from Alcorn State University. graduation.

20 20

A STUDENT-CENTERED APPROACH TO SUCCESS

Sustained quality and compassion, expanded world view, students prepared to enter and succeed in the workforce.

BUILDING AN INCLUSIVE AND ENGAGED COMMUNITY

Provide under-resourced Mississippi students pathways to higher education and social mobility.

TRANSFORMATION THROUGH INNOVATION

"Value tradition while embracing innovation." Areas include technology, processes, and infrastructure.

MEANINGFUL COMMUNITY ENGAGEMENT AND PARTNERSHIPS Foster partnerships with alumni, high schools, community colleges, and industry stakeholders.

BUILDING A SUSTAINABLE AND RESILIENT ENTERPRISE Create a solid foundation that enables the University to sustain itself in turbulent times.

Figure 3, Summary of Strategic Directions.

STRATEGIC GOAL ONE: STUDENT SUCCESS

The University will work diligently to promote student success by continuing to maintain a holistic environment that supports both academic and student support services. Postgraduate student outcomes (i.e., workforce, entrepreneurial, graduate/professional school, military, etc.) will serve as the key indicators that inform and drive the University in our efforts to enhance the quality of our academic programs. TOP SIX INSTITUTIONAL STRATEGIES

Developing and implementing a comprehensive orientation process that supports a seamless transition for all students (freshman, graduate, transfer, athletes, online, and international). Restructuring academic advising to create major clusters and pathways that align with desired workforce outcomes.

Building a comprehensive and robust curricula accompanied by adoption of a co-curricular student engagement model that integrates academic and student affairs.

Centralizing one-stop student support services (i.e., academic advising, tutoring, admission/recruiting, registrar, bursar, financial aid, etc.) to create zoned activity centers.

Implementing programs and initiatives that promote positive change in students’ health & wellness awareness, skills, and behaviors that will be centralized in the proposed new Wellness Center.

Revising the teaching and learning environment through technology enhancements, facility renovation, and experiential immersion.

KEY PERFORMANCE INDICATORS:

Achieving a first time, full-time, first to second year retention rate of 85% for undergraduate students by 2026.

“The University will, with deliberation, attract, retain and graduate an increasingly diverse student population (traditional, online, graduate, adult, dual enrollment, etc.) that will ultimately provide a robust and diverse workforce that supports the demands of an expanding local, regional, and global economy.”

Achieving a four year graduation rate of 25% and a six-year graduation rate of 45% for first-time, full-time undergraduate students by 2026.

Achieving 80% of first-time, full-time undergraduate students completing 30 credit hours within their first year of enrollment by 2026.

Tracking career and graduate/professional school placement rates one and three years after graduation, culminating in a 70% post-graduate placement rate after three years.

Developing a comprehensive dashboard that tracks relevant curricular and co-curricular student success metrics.

Selecting and administering a nationally normed survey every two years to address satisfaction with ASU relevant services and climate by students, faculty, and staff (i.e. NSSE, BSSE, FSSE) to properly align student resources and academic programming with student interest and industry demands.

STRATEGIC DIRECTION TWO: BUILDING AN INCLUSIVE AND ENGAGED CAMPUS COMMUNITY

Alcorn State University will foster a holistic campus environment that supports an increasingly diverse population of students, faculty and staff, reflecting the needs and concerns of all stakeholders and the communities we serve. The University will, with deliberation, attract, retain and graduate an increasingly diverse student population (traditional, online, graduate, adult, dual enrollment, etc.) that will ultimately provide a robust and diverse workforce that supports the demands of an expanding local, regional, and global economy. Furthermore, recognizing the role that faculty and staff play in the attainment of this holistic, student-centered environment, the University, guided by human resources best practices, will attract and retain a diverse faculty and staff who are dedicated and demonstrably committed to the success and wellbeing of our students. Finally, to promote student engagement and a “sense of belonging,” Alcorn State University will continue the development of very effective residential communities. Being a part of a residential community offers students the increased opportunity to actively participate and share experiences with their

peers and others who may have different viewpoints and backgrounds. These types of interactions and engagements represent a valuable addition to a student’s learning and growth experiences. This environment also represents an excellent venue or “open classroom” for students to learn many valuable “life lessons such as civic responsibility, social commitment, and development of leadership skills.

academic, gender, race, and age) and providing an inclusive, supportive, and engaging environment for students to learn, create, innovate, and excel. Alcorn State University recognizes its critical role in assisting students in the acquisition of knowledge, skills, and experiences that allow them to participate fully in a dynamic workforce, both in Mississippi and globally.

STRATEGIC GOAL TWO: STRATEGIC ENROLLMENT GROWTH

TOP SIX INSTITUTIONAL STRATEGIES

Alcorn State University will increase enrollment as well as promote diversity by expanding access and pathways to higher education through recruiting and onboarding students from all backgrounds (i.e., socio-economic,

Developing a strategic and dynamic enrollment management and communication plan that is datadriven (Connect, Continue, Complete) and incorporates recruitment, enrollment, and retention goals, identifies target undergraduate and graduate segments for all modes of learning (face-to-face, hybrid, online, and executive).

Achieving a 2% enrollment growth as a direct result of strategic enrollment management and communication plan.

Developing and implementing an innovative talent acquisition program to achieve diversity, equity, and inclusion goals among faculty and staff. This includes geographic, racial, cultural, socioeconomic, disability status, and gender identity.

Modernizing the academic programs portfolio by conducting a review and revision of existing workforce-relevant programs and creating new, innovative market-driven programs in multiple delivery modes and locations that reflect workforce demands and needs.

Developing a stronger international presence in student recruitment, programming and further internationalizing the curricula in each of the University’s schools.

Developing formal and sustainable partnerships (MOUs, articulations, etc.) with our regional 13 county service area school districts, community colleges, boarding/charter schools, universities, and international institutions.

KEY PERFORMANCE INDICATORS

Achieving 2% year-over-year enrollment growth.

A 15% year-over-year increase in annual Full-Time Equivalent (FTE) generated in alternative delivery formats for credit and noncredit instruction, disaggregated by school and department.

A 20% year-over-year increase in annual FTE generated outside of the Lorman campus for credit and noncredit instruction.

An overall 25% increase over the next five years in the number of participants who attend summer camps, bridge programs and other organized events.

Increase the number of underserved communities included in the university’s extension, outreach and engagement efforts by 10% over five years.

A 10% increase in student-body, faculty, and staff diversity.

A 25% increase in the number of new course offering and 15% increase in the number of new degree programs.

STRATEGIC DIRECTION THREE: IMPROVING UNIVERSITY EFFECTIVENESS THROUGH TRANSFORMATION, INNOVATION AND USING ACTIONABLE DATA

The academic and social needs of 21st-century students have shifted dramatically during the last decade. The ways in which faculty members conduct their work has also evolved, leading to new ways of teaching, mentoring, and engaging with students, both inperson and virtually. Innovation also relies on engaging and supporting faculty in their role as change agents for learning by providing meaningful professional development opportunities to understand and adopt innovative solutions. ASU is aware of the need to embrace a culture that encourages new ideas, risk-taking, agility, and experimentation that leads to innovation.

24 24

The global pandemic has significantly affected the delivery of instruction and how students are supported. Information technology (IT) is now a ubiquitous presence in the lives of students, faculty, and staff alike. A modern IT infrastructure is critical as it adds significant value to academic programs and efficiency to administrative processes. The evaluation and transformation of Alcorn State University’s network infrastructure, Wi-Fi access, telecommunications, and classroom-based technologies are a critical component for continued innovation and progress.

26 26

STRATEGIC GOAL THREE: TRANSFORMATION THROUGH INNOVATION We will transform the University through intentional improvements by creating a culture of ongoing innovation. To reflect a more agile, effective, and responsive environment that aligns with the University strategic goals, the University will revitalize our infrastructure, operational and technological systems. Sustainable institutional innovation relies on a highly collaborative, data driven, and student-centered approach to decision making.

TOP SIX INSTITUTIONAL STRATEGIES:

Implementing an assessment and evaluation system that aggregates data on student success and learning to inform decisions that impact student learning outcomes and overall institutional effectiveness.

Establishing Academic Innovation Centers that foster partnerships with industry and organizations to leverage available grants and funding for research.

Assessing technology infrastructure needs in all facilities and the classroom necessary to deliver modernized and relevant curricula. Modernizing technology infrastructure and expanding broadband and Wi-Fi capabilities across the entire campus in Lorman and Natchez.

Implementing data analytics software to track student success metrics such as: student outcomes; retention and student success; course success rates; year-over-year enrollment changes; course section optimization, and tuition and revenue to enhance the student experience.

Establishing the Office for Faculty Affairs/Center for Faculty Innovation to support, engage and recognize faculty for the development of innovative ideas, courses, and innovative scholarly pursuits.

Establishing partnerships with regional stakeholders (i.e., Southwest Electric Power Association, Entergy, Boards of Supervisors, etc.) to address technology improvements, broadband access, and technology gaps.

KEY PERFORMANCE INDICATORS:

Completing implementation of the Information Technology (IT) Roadmap.

80 % completion and implementation milestones for onboarding innovative assessment software (Watermark and other related assessment systems software).

80 % milestones in the deployment of student success and information systems, including dashboards, advising and retention tools, associated technologies (i.e., ad Ad Astra, leapfrog, and Educational Advisory Board) to support academic advising, progression, graduation, and career placement.

Creating a dashboard that tracks innovation, grants, patents, awards, board appointments, affiliation agreements, and other relevant innovation performance metrics.

Assessing the Innovation Center productivity outcomes (labor, output, and services) in Business, Agriculture, and Education.

A 25% increase in faculty and staff engagement in faculty/staff development.

“The global pandemic has significantly affected the delivery of instruction and how students are supported. Information technology (IT) is now a ubiquitous presence in the lives of students, faculty, and staff alike. ”

STRATEGIC DIRECTION FOUR: EXPAND COMMUNITY ENGAGEMENT & ECONOMIC DEVELOPMENT IN MISSISSIPPI AND BEYOND Meaningful engagement is essential to strengthening Alcorn State University’s community relationships. As a center of innovation and a provider of new knowledge, training and workforce development, ASU plays pivotal roles in the communities it serves. Not only does Alcorn contribute to the economic development, but also has much impact on the cultural flavor of the communities. Alcorn is also the driving force in the development of new industries that may locate in the area. Furthermore, meaningful community engagement is inherent in the mission of the University. ASU directly benefits from strong and substantial community engagement. The community can be envisioned as a “classroom” that provides students with opportunities for honing life skills through real world experiences. Strengthening creative networks lead to engaging collaborations and partnerships that allow faculty and students the venues to teach, learn, and engage in research and innovative. This strategic direction involves a continued focus on collaborative relationships, honest and effective communication, common goals, shared resources, and the practice of balancing visionary thinking with applied knowledge that can be a significant player in bolstering the economic progress in Mississippi and around the world. This strategic direction also places an increased emphasis on alumni and community engagement. Alumni often play a vital role in strengthening the network with communities. Alcorn State University must encourage alumni to engage with the broader Alcorn State University community in creative ways and at deeper levels, both on campus and with each other in what is becoming a worldwide network. At the same time, Alcorn State University recognizes that there is a need to create viable partnerships with community organization located in nearby Claiborne and Jefferson counties as well as foster solid networks with business and industry leaders in the development of credentials, certificates or training programs at Alcorn State University’s Vicksburg and Natchez campuses. These locations are instrumental in providing skills and short-term programs for residents in our regional footprint to advance career opportunities or acquire needed skills for meaningful employment. This strategic plan also takes advantage of collaborative networks as close as Jackson, and as far away as Washington, D.C., and globally. Finally, but not of least importance, is that a major opportunity exist for the University in collaborating in the economic development along the highway 61 corridor.

STRATEGIC GOAL FOUR: ECONOMIC DEVELOPMENT AND COMMUNITY ENGAGEMENT We will engage our diverse regional, state, and global communities by refocusing and initiating collaborative partnerships across University schools and departments. These partnerships extend beyond the boundaries of our campus. Strengthening partnerships increases our impact, provides students with leadership opportunities, and expands financial support and brand recognition. TOP SIX INSTITUTIONAL STRATEGIES :

“Athletic facilities serve as a major component of recruitment efforts, development of a sense of pride, and the place where alumni and community can connect and cheer on our teams for these are experiences that truly make Alcorn a sustainable and resilient enterprise.”

Re-establishing and expanding tactical external partnerships in our regional 13 county service area, throughout Mississippi and Louisiana as well as nationally and globally.

Creating partnership hubs in Natchez, Vicksburg, and the Southwest Mississippi River Region.

Re-establishing the Office for Economic Development and Community Engagement with the goal of exploring prospects to stimulate, create, and support employment and economic development opportunities across the region.

Aligning resources and infrastructure for Extension services and new community engagement initiatives, creating synergistic connections between them.

Leveraging the Department of Athletics to expand community engagement and partnerships.

Developing and implementing a 10-year Campus Master Plan, including exploring new residence hall additions on the Lorman and Natchez Campus.

KEY PERFORMANCE INDICATORS :

Developing and publishing of a Bi-Annual Economic Impact Report.

Achieving a 15% year-over-year increase in the number of events/attendees from community-level outreach programs and MOU/MOA agreements signed and implemented annually for employment and economic development purposes.

Achieving a minimum of 10% year-over-year increase in the number of foundation and corporate relationships to support increased engagement in the region, state, and world for foundation funding.

Achieving a minimum of 15% year-over-year increase in the number of athletic sponsorships, camps, and community engagement programs offered annually.

Achieving a minimum of 15% year-over-year increase in alumni engagement (fiscal, partnerships, etc.).

Publishing and disseminating state and national reports associated with education and workforce outcomes.

Implementing 50% implementation of the 10-year Campus Master Plan.

STRATEGIC DIRECTION FIVE: BUILDING A SUSTAINABLE AND RESILIENT ALCORN STATE UNIVERSITY

Alcorn State University’s leadership is keenly aware of the challenging financial conditions facing higher education. Over its 150-year history, the University has weathered many trials from recessions to state budget cuts, including the discontinuation of Ayers. More recently, the global pandemic has tested the University’s fortitude and resilience in weathering contemporary storms.

Wise financial management is necessary to support this plan’s ambitious vision and goals. As Alcorn State University charts the pathways of its future, the University recognizes potential areas of vulnerability. Of the many viable solutions offered, only a select few will meet the rigors of a thorough review and reflect implementation of operational efficiencies, processes, facilities, and human resources. The success of academic and student programs rests heavily upon the quality of facilities. Over the last two decades, competition for eligible students has raised the bar for facilities even higher. Changes in pedagogy have created a demand for learning spaces that support more flexible and interactive teaching modes. In student life, a diverse and digitally active student body requires multifaceted spaces for engagement, with residence halls designed more intentionally to meet learning and engagement goals. Athletic facilities serve as a major component of recruitment efforts, development of a sense of pride, and the place where alumni and community can connect and cheer on our teams for these are experiences that truly make Alcorn a sustainable and resilient enterprise.

STRATEGIC GOAL FIVE: SUSTAINABLE AND RESILIENT ENTERPRISE The University will achieve greater financial sustainability and resiliency through enrollment increases, revenue diversification, efficiency and optimization of resources, heightened fundraising, and in the investment of facilities, future business opportunities and extension services that further our vision and mission. TOP TEN INSTITUTIONAL STRATEGIES:

Strengthening our global reach and deepen our penetration in key recruitment and enrollment markets.

Collaborating with the Alcorn State University National Alumni Association to increase alumni engagement.

Increasing faculty productivity in research, scholarly, and entrepreneurial activities by strengthening institutional support to increase grant submissions and improve research facilities.

Increasing fundraising to secure more corporate, alumni, and foundation gifts that result in consistent annual giving of $5M.

Launching of a capital campaign.

Developing and implementing a comprehensive space-planning program that includes physical and technology infrastructure strategies and a deferred maintenance plan to support the academic community in the engagement of teaching and research.

Developing 3-year Divisional Strategic Plans according to institutional priorities.

Developing and implementing an Athletic Facilities Master Plan.

Expanding the role of the Socially Disadvantaged Farmers and Ranchers Policy Research Center through a continued focus on research, stakeholder engagement and outreach.

Developing and refining a long-term faculty and staff compensation philosophy that recognizes there are many talents and contributions necessary to support Alcorn State University.

KEY PERFORMANCE INDICATORS:

Achieving a minimum 20% increase in year-over-year research expenditures from all sources.

Receiving a favorable score on the National Association of College and University Business Officers Composite Financial Index (CFI), which shows the relative financial health of the institution. Targets to be developed based on scores from peer benchmarks.

Raising the profile of the University to be listed in the Top 20 Best HBCUs based on the annual U.S. News and World Report rankings.

Reviewing quarterly endowment Market Value, as compared to peer benchmarks.

80% and reporting of key milestones in the implementation of a Strategic Enrollment Management Plan.

Completing the development of divisional strategic plans.

CONCLUSION The Forging Ahead strategic plan embodies the spirit of Alcorn State University. Through teamwork and collaboration across the institution and community, we were able to build a strategy that will chart the path for Alcorn to move forward in an impactful way. Our mission must coincide with our academic enterprise, town and gown relations, and research to bolster innovation and breathe new life into our campus community to further our impact. The University will achieve greater financial sustainability through enrollment increases, revenue diversification, efficiency and optimization of resources, and heightened fundraising. We are committed to investing in our physical and technological infrastructures, cultivating business opportunities, and extension services that further our vision and mission. As we continue to improve our outreach efforts, we must improve alumni and community relations to offer enhanced support and public engagement opportunities. Forging Ahead is a guide to drive planning across the institution. Division, school, and departmental goals should align with the strategic plan. The pandemic has been a constant reminder that we should remain resilient and steadfast in the face of adversity and our commitment to the mission and vision of Alcorn. We are a great institution that punches above its weight class. We have the history, drive, and people needed to be an exceptional and premier institution. We do that by focusing on student-centeredness, innovation, and transformation in preparing our students for life’s greatest successes. We will build on our strengths as an institution of excellence, but we are aiming for preeminence with this plan.

alcorn.edu 601.877.6100 1000 ASU Drive Lorman, MS 39096

smithgroup.com 303.832.3272 899 Logan Street Suite 508 Denver, CO 80203

Alcorn State University Strategic Plan

Articles inside

LETTER FROM THE PRESIDENT

A BRAVE HISTORY