Strategic Plan 2023
NSU: AN INSTITUTION OF DISTINCTION
To remain competitive among our peers in higher education, and more increasingly, to compete with trade education institutions, NSU must distinguish itself from others with a laser focus on value added through educational achievements at NSU. To achieve this, NSU must focus on ensuring that our students are career ready, no matter where they come from, or whether their ultimate aspirations are a degree, a certificate, a micro credential, or a single course. The recommended Mission, Vision, Values, Institutional Goals, and Key Performance Indicators provide a foundation for our path to distinction, and to meet the unmet needs of our communities in three key ways: a focus on caring about our students and each other, a focus on experiential and immersive learning, and a focus on Workforce, Tribal, and Community partnerships and engagement. Through the strategic planning process, these focused principles must be integrated into every facet of our institution.
Strategic Plan PhasesA Message from the:
Northeastern State University has a rich history that began before statehood. Its roots were firmly established when the Cherokee Nation opened the doors of the Cherokee National Female Seminary in 1851. Since then, NSU has been established as a leader in education. Our distinguished faculty, highly qualified staff and exceptional leadership have guided Northeastern throughout our past. They have endured fire, relocation, world wars and global pandemics.
A lesser institution might have folded; however, NSU prevailed due to its people, place and purpose, each of which has played an essential role in the fulfillment of our mission. Building on our Cherokee heritage, NSU is committed to student success and a sustainable future for our diverse communities. As we move forward and seek to advance NSU as a leader in education, we rededicate ourselves to Our People, Our Place and Our Purpose.
A new strategic plan, NSU: An Institution of Distinction 2023-2028, has been developed through the input of over 1,800 NSU employees, students and community members. This plan is supported by four pillars of excellence that identify goals, targets and key performance indicators. Our new strategic plan will ensure that NSU will be the Educational Partner of Choice, Enhance Workforce Connections, Ensure Student Success and Invest in Employees and Facilities.
We are thankful for the tremendous amount of effort spanning two years by the Strategic Planning Executive Committee, which gathered data and interviewed various stakeholders, Dr. Cari Keller, Dr. Kelly Jo Larsen, Dr. Kimberly Williams, Dr. Richard Reif, Dr. Peggy Glenn and Mr. Brian Manley.
I am proud to work alongside the NSU Family as we use this plan to provide direction and help move NSU into a thriving future!
Sincerely,
Dr. Rodney Hanley, President
I am pleased to be working alongside my colleagues on our new strategic plan, “NSU:
An Institution of Distinction 2023-2028.” When I consider what makes our institution
distinctive, I think about the unique opportunities that we have on our three campuses
in Tahlequah, Broken Arrow, and Muskogee, as well as our online offerings. Our students
benefit from a breadth of experiences and environments that broaden their learning
and help prepare them for diverse careers. Additionally, being embedded in these communities
allows us to form partnerships with individuals, companies, and tribes to meet the
needs of our local constituencies. Woven throughout our strategic goals is an emphasis
on meeting the needs of both students and our communities, which is at the heart of
our mission as a regional university.
Our strategic plan is built around four goals. First, we are committed to offering high-quality coursework in flexible modalities to help students pursue an education despite restrictions on their time and place. Second, we are committed to forging relationships with workforce leaders so we can provide an education that is relevant to today’s society. Third, we are committed to helping students succeed no matter their background or level of preparation. Finally, we are committed to giving our employees the tools and training they need to fulfill our goals.
I am proud of the work that we have already accomplished in year one and look forward to the next four years of progress!
Dr. Carla Swearingen, Provost
Mission
Building on our Cherokee Nation heritage, Northeastern State University is committed to student success and a sustainable future for our diverse communities.
Vision
NSU will support our students' success by adapting to a constantly changing, globally competitive environment, by educating today's learners to be tomorrow's leaders, and by being responsive to the needs of our stakeholders and the region's workforce.
Values
Our People
We are committed to the growth and success of our students, employees, and community
partners.
Our Place
We honor all who came before us and advance a culture built on diversity, equality,
inclusion, and belonging.
Our Purpose
We develop a collaborative environment that cultivates a life-long pursuit of learning,
excellence, creativity, and opportunity.
The Path Forward
For each of the four strategic goals, as well as for many of the enumerated outcomes, key performance indicators (KPIs) have been identified to measure change year-over-year. Where data is not currently available, key employees have been tasked with compiling that data in 2023-24 and establishing a benchmark accordingly. Each academic department and administrative division has already developed its own strategic plan for 2023 through 2028, which ties each departmental or divisional outcome and strategy to one or more of the four institutional goals. As with the institutional outcomes, departments and divisions have identified KPIs to measure change from year to year. NSU is exploring several software programs that provide dashboards, reports, assignments and other strategic plan inputs and outcomes by role and/or department or division. Once purchased and implemented during the 2023-24 academic year, the Strategic Plan Committee will be able to more easily track progress toward goals using the designated KPIs.
SPECIAL THANKS
to the following NSU employees who contributed greatly to this plan and those who are already making NSU an "Institution of Distinction."
STRATEGIC PLANNING EXECUTIVE COMMITTEE
Dr. Cari Keller, Dean of the Graduate College /Executive Director for Planning and Assessment (Chair)
Dr. Kimberly Williams, Dean of the Muskogee Campus / Director of Adult Degree Completion
Dr. Kelly Jo Larsen, Assistant Vice President for Enrollment Management
Dr. Richard Reif, Chief Information Officer / Director of Information Technology
Dr. Peggy Glenn, Director of Development / Executive Director of NSU Foundation
Brian Manley, Assistant Director for Digital Platforms & Marketing
STRATEGIC PLANNING COMMITTEE
Dr. Cari Keller, Chair
Academic Affairs (8)
Dr. Vanessa Anton, Academic Affairs Rep / College of Education
Dr. Mike Wilds, Academic Affairs Rep / College of Liberal Arts
Dr. Jessica Martin, Academic Affairs Rep / Gregg Wadley College of Science & Health Professions
Dr. Dilene Crockett, Academic Affairs Rep / College of Business & Technology
Dr. Janet Buzzard, Academic Affairs Rep / College of Business & Technology
Dr. Pamela Fly, HLC Accreditation Liaison Officer
Dr. Carla Swearingen, Academic Affairs Representative
Dr. Nathan Green, Faculty Council President
Student Affairs (5)
TBD, Student Affairs Representative
Dr. Sheila Self, Student Affairs Representative
Dr. Kelly Jo Larsen, Student Affairs / Enrollment Management
Whitney Arbaugh, Student Affairs / Auxiliary Services
Chelbie Turtle, NSGA President
Administration & Finance (4)
Christy Landsaw, Administration & Finance Representative
Dr. Richard Reif, Administration & Finance Representative
Harold McMillen, Administration & Finance Representative
Sydney Nichols Rice, Administration & Finance / Staff Council Chair
University Relations (1)
Elizabeth Peterson, University Relations Representative
President’s Office (3)
James Bell, Public Safety / President’s Office Representative
Dr. Peggy Glenn, Development / President’s Office Representative
John Sisemore, Athletics / President’s Office Representative
Committee Selection (6)
Sara Barnett, Center for Tribal Studies
Dr. Eloy Chavez, College of Extended Learning
Dr. Michael Jones, Libraries
Dr. Roger Collier, International Programs
Brian Manley, University Relations Representative
Dr. Kimberly Williams, Workforce Representative
And we especially appreciate all of those stakeholders, including students,
faculty, staff, alumni and community members, who took time to provide
the data points and viewpoints that form the basis of this plan.
Blueprint 2030 - Oklahoma State Regents for Higher Education