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2014 - 2019 Strategic Plan
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Executive Summary....................
Chancellor’s Letter........................
Introduction....................................
Timeline ...........................................
contents3456
Process .............................................
Committee Members ..................
Mission, Vision, Values ................
ASUN Region ................................
8121416
Key Data ..........................................
SWOT ...............................................
Strategic Priorities.........................
Key Performance Indicators ......
17181922
“No one ever achieved greatness by playing it safe.” - Harry Gray At Arkansas State University-Newport, it is our calling to help our students achieve success. We guide, instruct and give them the tools they need to earn family-supporting wages in a high-demand career �eld. With this as our charge, we have to continually evolve and aggressively strive for excellence in all that we do. The Strategic Plan process was designed to question who we are and why we are here. This six-month process has provided the foundation that will guide our actions for the next �ve years. As a community-engaged institution, we actively sought the opinions of several stakeholders to help shape our future. Through careful research and candid conversations, we created the foundation for the institution as we developed our Mission, Vision and Values. From the Mission, Vision and Values, we further developed active goals to continually hold ourselves accountable to our students and communities. But goals without action are just dreams. The �nalized strategic plan will allow us to aggressively drive the institution forward in carrying out its mission.
summary
Mr. Ike WheelerDean for
Institutional Advancement
Board of TrusteesCharles Luter, Chair
Howard L. Slinkard, Vice ChairRon Rhodes, Secretary
Dr. Tim Langford, MemberNiel Crowson, Member
ASU SystemDr. Charles L. Welch, President
Dr. Sandra MasseyChancellor
Dr. Holly AyersDirector of
Institutional Effectiveness
cabinet
Ms. Jacqueline FaulknerVice Chancellor for
Student Affairs
Mr. Adam AdairVice Chancellor for
Finance and Administration
Dr. Martha ShullInterim Vice Chancellor for
Academic Affairs
ASUN
Mr. Jeff BookoutVice Chancellor forStrategic Initiatives
Mr. Charles ApplebyVice Chancellor for
Economic andWorkforce Development
2
Executive Summary....................
Chancellor’s Letter........................
Introduction....................................
Timeline ...........................................
contents3456
Process .............................................
Committee Members ..................
Mission, Vision, Values ................
ASUN Region ................................
8121416
Key Data ..........................................
SWOT ...............................................
Strategic Priorities.........................
Key Performance Indicators ......
17181922
“No one ever achieved greatness by playing it safe.” - Harry Gray At Arkansas State University-Newport, it is our calling to help our students achieve success. We guide, instruct and give them the tools they need to earn family-supporting wages in a high-demand career �eld. With this as our charge, we have to continually evolve and aggressively strive for excellence in all that we do. The Strategic Plan process was designed to question who we are and why we are here. This six-month process has provided the foundation that will guide our actions for the next �ve years. As a community-engaged institution, we actively sought the opinions of several stakeholders to help shape our future. Through careful research and candid conversations, we created the foundation for the institution as we developed our Mission, Vision and Values. From the Mission, Vision and Values, we further developed active goals to continually hold ourselves accountable to our students and communities. But goals without action are just dreams. The �nalized strategic plan will allow us to aggressively drive the institution forward in carrying out its mission.
summary
Mr. Ike WheelerDean for
Institutional Advancement
Board of TrusteesCharles Luter, Chair
Howard L. Slinkard, Vice ChairRon Rhodes, Secretary
Dr. Tim Langford, MemberNiel Crowson, Member
ASU SystemDr. Charles L. Welch, President
Dr. Sandra MasseyChancellor
Dr. Holly AyersDirector of
Institutional Effectiveness
cabinet
Ms. Jacqueline FaulknerVice Chancellor for
Student Affairs
Mr. Adam AdairVice Chancellor for
Finance and Administration
Dr. Martha ShullInterim Vice Chancellor for
Academic Affairs
ASUN
Mr. Jeff BookoutVice Chancellor forStrategic Initiatives
Mr. Charles ApplebyVice Chancellor for
Economic andWorkforce Development
3
4
4
THE NEEDfor a strategic planAs Arkansas State University-Newport begins its second decade, the college is at a critical juncture in its path for the future. Recent claims have called into question the true value of a college degree. This concept is shaking the foundation of higher education, putting ASU-Newport and all institutions at perhaps the most critical point in history. As critics claim the American Dream is no longer a reality for most individuals, they also exclaim that colleges are too costly and students are not reaching completion and achieving their educational goals.
Community colleges must be able to focus on promoting student success, now more than ever. It is essential that ASU-Newport ensures all of our strategies increase college completion. ASUN must reach college-bound students earlier to assist our secondary school partners preparing students to verify they are college ready and do not need remediation when they reach our campuses. It is ASUN’s obligation to address the lack of appropriate skills training in today’s workforce. This skills gap forces employers to leave positions unfilled and too many Americans unable to hold careers that provide family-supporting wages. ASUN must attack these critical tasks in an economic climate that has continued to see a decline in state support for higher education.
Facing these challenges head on, ASU-Newport began in Spring 2014 the vigilant process of creating its strategic plan. What emerged through the engaged process was a new vision, mission and values that will guide ASUN, creating higher levels of value for its stakeholders. Specific strategic priorities will guide the operations of the college and will ensure all efforts are extremely focused on its mission. The end result is a strategic roadmap to realize the vision of restoring the American dream in the communities we serve and, in turn, revitalize the Delta.
“A dream is just a dream. A goal is a dream with a plan and a deadline.” - Harvey Mackay
A LETTER FROMthe chancellor
“All ASUN employees“ will support these priorities through their individual and collaborative goals.” - Dr. Sandra Massey
As we reflect on the past and look at where we are now, it is clear that the American Dream is in jeopardy. The United States cannot continue to lead without a trained workforce. Our nation and our higher education system are at a critical point in history. The era when a person lacking a credential could garner family-supporting wages has nearly faded away. Educational attainment is the key to a thriving middle class.
Like more than 1,100 community colleges across the nation, ASU-Newport is uniquely positioned to lead the way in the reclamation of the American Dream. Since its formation, the institution has experienced an unprecedented level of growth and success. With its 2014-2019 Strategic Plan, ASU-Newport embraces a new vision. ASU-Newport will be the driving force that revitalizes the Delta and restores the American Dream in the communities we serve. The plan prioritizes student success, institutional excellence and community engagement all while demonstrating the values of community, diversity, innovation, integrity, student-centeredness and trust. This Strategic Plan provides a clear pathway to achieve our mission.
Thanks to the work of a number of dedicated faculty and staff, ASUN created an integrated, collaborative process that provided engagement opportunities for all internal and external stakeholders. Through respectful candor, our stakeholders worked with the Strategic Planning Steering Committee who guided the planning process with open, honest conversation in developing a cohesive plan.
The plan organizes months of open dialogue and environmental scanning activities under the three strategic priorities. All ASUN employees will support these priorities through their individual and collaborative goals. Throughout the process, we jointly created measurements that allow us to hold each other accountable for results. Departmental objectives and activities will support the institutional effectiveness indicators to align directly to budget and resource allocation. Through the use of technology feedback loops, the process will continue to be transparent, thus connecting the plan to execution. On-going management of the plan will create opportunity for agility and resiliency to respond quickly to the changing demands and complexities of our industries and communities.
Through a strong commitment to its vision, ASU-Newport is poised to create new and exciting opportunities throughout its communities. Dedicated to its mission, the college will provide the leadership needed to transform the lives of its students, enrich its communities, and strengthen the regional economy. Together, we can help every student realize the American Dream.
Sandra Massey, Ed.D.ChancellorArkansas State University - Newport
5
5
THE NEEDfor a strategic planAs Arkansas State University-Newport begins its second decade, the college is at a critical juncture in its path for the future. Recent claims have called into question the true value of a college degree. This concept is shaking the foundation of higher education, putting ASU-Newport and all institutions at perhaps the most critical point in history. As critics claim the American Dream is no longer a reality for most individuals, they also exclaim that colleges are too costly and students are not reaching completion and achieving their educational goals.
Community colleges must be able to focus on promoting student success, now more than ever. It is essential that ASU-Newport ensures all of our strategies increase college completion. ASUN must reach college-bound students earlier to assist our secondary school partners preparing students to verify they are college ready and do not need remediation when they reach our campuses. It is ASUN’s obligation to address the lack of appropriate skills training in today’s workforce. This skills gap forces employers to leave positions unfilled and too many Americans unable to hold careers that provide family-supporting wages. ASUN must attack these critical tasks in an economic climate that has continued to see a decline in state support for higher education.
Facing these challenges head on, ASU-Newport began in Spring 2014 the vigilant process of creating its strategic plan. What emerged through the engaged process was a new vision, mission and values that will guide ASUN, creating higher levels of value for its stakeholders. Specific strategic priorities will guide the operations of the college and will ensure all efforts are extremely focused on its mission. The end result is a strategic roadmap to realize the vision of restoring the American dream in the communities we serve and, in turn, revitalize the Delta.
“A dream is just a dream. A goal is a dream with a plan and a deadline.” - Harvey Mackay
6
6
august2014
july2014
june2014
may2014
april2014
march2014
Strategic PlanComplete
First Draft ofStrategic Plan
Second Draft ofStrategic Plan
Final Draft ofStrategic Plan
Feedback Deadline
Feedback DeadlineKickoff Meeting
Surveys Distributed
3/24 - 5/26Environmental Scan
5/26 - 6/20Data Analysis
6/26 - 6/30Strategic Planning Retreat
Town Hall MeetingsCommunity/Open
Town Hall MeetingsStudents
Town Hall MeetingsFaculty/Staff
Round Tableswith Advisors
MonthlyUpdate Meeting
Monthly UpdateMeeting
Monthly UpdateMeeting
Monthly UpdateMeeting
Monthly UpdateMeeting
3/53/5Committee
Approved
Kickoffff Me3/21
onthhhllly UUpda6/9
Stratta eeggiicc PPllan8/15
ontthhhllly UUUpdddataa5/12 onthhly Updataa
8/11
T5/5
nalinalF DDrraafftff of7/31
und Tabblles4/21
Feedbback7/23
MMMMMoonnthhhllly4/15
cond Draftff o7/18
Town Hall
4/8 oonntthhllyyyyyyyyy UUppddattaa7/14
F7/8
TC4/1
FS7/1
Surveys ReturnedSSSu4/3
g
HISTORY OFthe plan
5Da
ApprovalApproval8/10
88/////111155
E
gh ghnounononotnotaree are auragggurad cod cts ats atEffoEfffo cocoourouuanannd ndorforortsrtrt““E“Eff“E ououughugt tt et enenreeree noe ngagagggge agege without uuurrrpose and direction.”t ppurthohou w wi .” ”ctitiondirdireanandpopose - John F. Kennedy- J dy Kennnehnn F.
7
7
august2014
july2014
june2014
may2014
april2014
march2014
Strategic PlanComplete
First Draft ofStrategic Plan
Second Draft ofStrategic Plan
Final Draft ofStrategic Plan
Feedback Deadline
Feedback DeadlineKickoff Meeting
Surveys Distributed
3/24 - 5/26Environmental Scan
5/26 - 6/20Data Analysis
6/26 - 6/30Strategic Planning Retreat
Town Hall MeetingsCommunity/Open
Town Hall MeetingsStudents
Town Hall MeetingsFaculty/Staff
Round Tableswith Advisors
MonthlyUpdate Meeting
Monthly UpdateMeeting
Monthly UpdateMeeting
Monthly UpdateMeeting
Monthly UpdateMeeting
3/53/5Committee
Approved
Kickoffff Me3/21
onthhhllly UUpda6/9
Stratta eeggiicc PPllan8/15
ontthhhllly UUUpdddataa5/12 onthhly Updataa
8/11
T5/5
nalinalF DDrraafftff of7/31
und Tabblles4/21
Feedbback7/23
MMMMMoonnthhhllly4/15
cond Draftff o7/18
Town Hall
4/8 oonntthhllyyyyyyyyy UUppddattaa7/14
F7/8
TC4/1
FS7/1
Surveys ReturnedSSSu4/3
g
HISTORY OFthe plan
5Da
ApprovalApproval8/10
88/////111155
E
gh ghnounononotnotaree are auragggurad cod cts ats atEffoEfffo cocoourouuanannd ndorforortsrtrt““E“Eff“E ououughugt tt et enenreeree noe ngagagggge agege without uuurrrpose and direction.”t ppurthohou w wi .” ”ctitiondirdireanandpopose - John F. Kennedy- J dy Kennnehnn F.
8
PLANNINGprocessOVERVIEWThe purpose of the strategic plan is to assist the institution in serving the needs of its stakeholders. The strategic planning process is broken into three distinct parts, as seen below. The first phase is gathering requirements from all parties that have a vested interest in the direction and success of the institution. This is known as the “research phase.” The information received during this phase sets the stage for pulling the strategic plan together. The information is then used to define actions within the “implementation plan”.
The final strategic plan takes the inputs from the research phase and provides the deliverables of the plan, as shown above. Each component of the strategic plan, starting with the mission, is an input fed to the next component. This helps ensure that the identity of the institution is reflected in its defined goals.
p p
e final strategic plan takes the inputs from the research phase and provides the deliverables of the plan, as shown
• Review and revise current mission and vision for the institution, guiding values for the future, and the direction desired by stakeholders
• Develop the strategic plan to serve the broad direction for the institution. The strategic plan will include the following:
• Mission, Vision, and Guiding Values • Research Findings • Strategic Initiatives • Goals • Objectives • Measures
ConductResearch
PHASE• Facilitate department planning meetings• Develop departmental plans to create the following: • Goals • Objectives • Actions • Measures• Develop and Deploy mechanisms to monitor progress
towards goals
• Create Strategic Planning Committee• Administer Pre-Survey for Strategic Planning Committee• Identify Internal and External Stakeholders• Facilitate Planning Meetings• Conduct Environmental Scan/SWOT Analysis
3Develop
Implementation Plan
DevelopStrategic
Plan
PHASE2
PHASE 1
Strategic Planning Process
9
ASUN’sstakeholders
CommunityPartners
Administrators
Faculty
Staff
FamilySupporters
Alumni
Students
CountyTax Payers
GovernmentAgencies
LocalBusinesses
Parents
Employers
ARKANSAS STATE UNIVERSITY
• N EW PORT •
S STTAATT TAA E U
PHASE I: CONDUCT RESEARCHIDENTIFY INTERNAL/EXTERNAL STAKEHOLDERSStakeholders are any person, group, or organization that can place a claim on the organization’s resources, attention, output or is affected by its output. Stakeholder theory suggests that businesses need to pay attention to stakeholders by focusing on those who affect or are affected by its products or services. Stakeholder analysis creates a framework within which businesses identify, evaluate and incorporate interests into decision-making processes.
Below is an illustration of ASUN's stakeholders based on the supported qualitative survey that the Strategic Planning Steering Committee completed.
PLANNINGprocessNGNGNNNN
10
PHASE 2: STRATEGIC PLANNINGThe second phase had the clear goal of developing a foundation for establishing the core components of the strategic plan. These components, referred to as strategic priorities, were established to guide the development of both short and long-term departmental outcomes, key performance indicators and annual budget priorities.
The three primary guiding principles, referred to as the Mission, Vision and Values, were carefully developed, reflecting on research that was collected in Phase 1. Each statement was created with unanimous support from the SPSC. Upon completion of these guiding documents, strategic priorities were developed to allow the institution to define guiding principles, as well as clear and assessable priorities.
SURVEY THE STRATEGIC PLANNING STEERING COMMITTEEMembers of the Strategic Planning Steering Committee completed a qualitative survey to measure the extent to which the goals of the institution currently align with the identified disparities or opportunities.
ENVIRONMENTAL SCANEnvironmental scanning is a critical piece of the strategic planning process. The information collected during this stage was general in nature and consists of both external and internal environments. The information was used to guide the organization’s vision and help determine the strategic goals which will become the basis for the strategic plan.
In order to efficiently conduct this activity, subcommittees were formed to more efficiently assess the major functional areas of the institution including:
Student Affairs & ServicesEconomic Workforce/Community Outreach
Academic & Programs • Funding & Resource • Technology
STRENGTHS, GAPS, TRENDS ANALYSISUpon completion of the environmental scan, the subcommittees were asked to publish the top ten strengths, gaps and trends based on their findings. These were articulated and distributed via survey. Individuals were asked to rank each finding.
SWOT ANALYSISAlong with the information collected in the research phase, a SWOT analysis served as an effective process in distinguishing gaps in current practice, allowed the institution to focus on building on identified strengths and directed actions to help minimize weaknesses. The exercise required an analysis of both internal and external practices.
PHASE I: CONDUCT RESEARCH
PHASE 3: IMPLEMENTATION
PLANNINGprocessPLANNINGPLANNINGNANNALAAPPLPLP GGNGNGIINNNprocessprocesspp ssessocceroro NGNGNGNGNGNGGGGGGGNNNNGNGNNINNINNINNINNINNINNNNN IIIININNNNNN
The Chancellor is the champion for distributing and continually driving focus to our strategic plan. Upon completion, the strategic plan document was presented to all staff and faculty as well as to external stakeholders.
Throughout the implementation phase, the core planning groups are engaged in strategic initiative mapping to identify current and future initiatives and connections to the strategic priorities. The goals of initiative mapping include:
• Categorizing the strategic priorities and determining the means by which they are currently addressed.
• Initiating conversations with departmental faculty and staff regarding strategic mapping.
• Identifying assessment measures for strategic priorities.
• Analyzing existing baseline indicators.
• Developing initiative timelines to define and clarify institutional priorities, resources and needs.
• Aligning budget requests and expenditures with the strategic priorities.
• Focusing on communication through the development of a strategic outcomes guide for communication with internal and external stakeholders.
In addition, the Chancellor’s Executive Cabinet is tasked with ensuring departmental initiatives and resources align succinctly with the mission, vision and values through measurable and focused departmental outcomes and initiatives. The institution will continue to communicate the mission, vision and values through digital signage, environmental graphics and through purposeful institutional advancement efforts.
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12
STRATEGICplanningTHE CHARACTERISTICSThe strategic planning steering committee was responsible for administering the strategic planning process under the counsel of ASUN’s executive leadership team.
The strategic planning steering committee reviewed input from the range of stakeholders and disseminated data collected during the research phase to help shape the outcomes for the institution.
The planning committee met regularly during the research phase to review pertinent information, provide feedback and make recommendations based on research. Upon completion of the initial drafts of the strategic plan, the planning committee was tasked to refine the plan. The committee worked to assure the plan stayed within the mission and the core values of the institution.
Committee membership was comprised of individuals from all areas of the institution. This included faculty, staff, students and administrators. The committee also included community and industry leaders from the institution’s extended service area.
Highly engaged andinvolved with ASUN
andwilling to provide
constructive feedback
Influential and respectedwithin the community
Willing to committo the
strategic planning processKnowledge of the history
and culture of ASUN
Ability to thinkstrategically
Ability to think acrosspersonal andprofessionalboundaries
Creative, practicaland pragmatic
BUILDINGthe team
In considering committee members, individuals were appointed in consideration of these characteristics:
committeeTHE COMMITTEE
mmmmmmmooocccoc eeetttetttmmmimmm eee
Dr. Sandra MasseySteven Furst
Charles ApplebyIke Wheeler
Robert SummersJoe CampbellJeff Bookout
Dr. Allen MooneyhanDr. Martha Shull
Adam AdairChris Nelson
Betsy AshcraftAmber HendricksJacque FaulknerCandace GrossKimberly Long
Seth ThompsonDr. Ashley Buchman
Larissa ClarkTina Fuentes
Janna EllisJack OsierDavid Lynn
Christopher MaddenDaphene Heern
Clay FultonTamya Stallings
Brian WestSara Michael
Van ProvenceDavid WinstonMary Houchin
Laura KingTristen DavisKaitlyn Riggin
Dr. Duane Doyle
CAMPUS
COMMUNITYCurtis Christenberry
Jon ChadwellJulie Allen
Mark YoungMary Ann Arnold
Tad InamiThomas CrosslinRhonda Quenzer
Betty ShawJason Welch
Vince CaligiuriAllan Bounds
Chris GlennRadius Baker
Charlott JonesDoug Imrie
Stephen HollingsworthMarilyn Hummelstein
Sonya SandersTony Supine
Bruce WeinbergBrenda Million
Patty LeeLinda Hinton
Soozi WilliamsBill Stanley
Mary StanleyChris LehmanJohnny Rye, Jr.
Randy MillsRitter Arnold
Marvin ThaxtonTommy Young
Frank PleggeMike Turner
Dee Dee Dupree
Linda BlackPat Brown
Pat JacksonRetha Dudley
Phil McDonaldPatti Mullins
Louise RunyanRob Penix
Jim Gowen, Sr.Kaneaster Hodges
13
committeeTHE COMMITTEE
mmmmmmmooocccoc eeetttetttmmmimmm eee
Dr. Sandra MasseySteven Furst
Charles ApplebyIke Wheeler
Robert SummersJoe CampbellJeff Bookout
Dr. Allen MooneyhanDr. Martha Shull
Adam AdairChris Nelson
Betsy AshcraftAmber HendricksJacque FaulknerCandace GrossKimberly Long
Seth ThompsonDr. Ashley Buchman
Larissa ClarkTina Fuentes
Janna EllisJack OsierDavid Lynn
Christopher MaddenDaphene Heern
Clay FultonTamya Stallings
Brian WestSara Michael
Van ProvenceDavid WinstonMary Houchin
Laura KingTristen DavisKaitlyn Riggin
Dr. Duane Doyle
CAMPUS
COMMUNITYCurtis Christenberry
Jon ChadwellJulie Allen
Mark YoungMary Ann Arnold
Tad InamiThomas CrosslinRhonda Quenzer
Betty ShawJason Welch
Vince CaligiuriAllan Bounds
Chris GlennRadius Baker
Charlott JonesDoug Imrie
Stephen HollingsworthMarilyn Hummelstein
Sonya SandersTony Supine
Bruce WeinbergBrenda Million
Patty LeeLinda Hinton
Soozi WilliamsBill Stanley
Mary StanleyChris LehmanJohnny Rye, Jr.
Randy MillsRitter Arnold
Marvin ThaxtonTommy Young
Frank PleggeMike Turner
Dee Dee Dupree
Linda BlackPat Brown
Pat JacksonRetha Dudley
Phil McDonaldPatti Mullins
Louise RunyanRob Penix
Jim Gowen, Sr.Kaneaster Hodges
values
mission vision
COMMUNITY • DIVERSITYINNOVATION • INTEGRITY
STUDENT-CENTEREDNESS • TRUST
ASU-Newport provides an accessible, affordable, quality education that transforms the lives of our students, enriches our communities and strengthens the regional economy.
ASU-Newport will be the driving force that revitalizes the Delta and restores the American Dream in the communities we serve.
14
values
mission vision
COMMUNITY • DIVERSITYINNOVATION • INTEGRITY
STUDENT-CENTEREDNESS • TRUST
ASU-Newport provides an accessible, affordable, quality education that transforms the lives of our students, enriches our communities and strengthens the regional economy.
ASU-Newport will be the driving force that revitalizes the Delta and restores the American Dream in the communities we serve.
15
16
SERVINGthe region
Craighead
Randolph
Crittenden
St. Francis
CrossWhite
Woodruff
Mississippi
Independence
Greene
Clay
Lawrence
PoinsettJackson 3
2
1
SSSSNORTHEAST ARKANSAS
Onlinewww.asun.edu
Newport Campus7648 Victory Blvd.
Newport, Arkansas 72112
Jonesboro Campus5504 Krueger Drive
Jonesboro, Arkansas 72401
Marked Tree Campus33500 Hwy. 63 East
Marked Tree, Arkansas 72365
800.976.1676
“Greatness is not where we stand, but in what direction we are moving…” -Oliver Wendell Holmes
17
SERVINGthe region
Craighead
Randolph
Crittenden
St. Francis
CrossWhite
Woodruff
Mississippi
Independence
Greene
Clay
Lawrence
PoinsettJackson 3
2
1
SSSSNORTHEAST ARKANSAS
Onlinewww.asun.edu
Newport Campus7648 Victory Blvd.
Newport, Arkansas 72112
Jonesboro Campus5504 Krueger Drive
Jonesboro, Arkansas 72401
Marked Tree Campus33500 Hwy. 63 East
Marked Tree, Arkansas 72365
800.976.1676
“Greatness is not where we stand, but in what direction we are moving…” -Oliver Wendell Holmes
KEYdata
STUDENT TOFACULTY RATIO
FALL 2014INCREASE OF
22.3%
SPRING 2015INCREASE OF
12.9%
SECOND HIGHESTGRADUATIONRATEAMONG ALLTWO-YEARCOLLEGES
ASSOCIATE DEGREES
AWARDED: 5-YEAR INCREASE OF
66%17:1
E N R O L L M E N T G R O W T H5-YEAR
INCREASE OF
18.8%
WORKFORCETRAINING:
RANKING USSECONDAMONGARKANSAS2-YEARCOLLEGESIN 201433.9%
5-YEARSUSTAINEDINCREASE OF
DEMONSTRATING OUR
COMMITMENTTO STUDENT SUCCESS
ONE OF ONLY SIX ARKANSASTWO-YEAR COLLEGESTO EXPERIENCEGROWTH I N 2 0 1 4
18
SWOTanalysisThe Big Ten: Analysis of Discussion within Two Focus Groups
STRENGTHS
OPPORTUNITIES
WEAKNESSES
THREATS• Online Tutoring and required class for online students
• Offering baccalaureate degrees in partnership with colleges on ASUN campus
• Identify new academic programs and look strategically at those underperforming
• Growth in more short term programs
• Possible Honors College to promote academic rigor
• Better branding and identity to help alleviate confusion
• Consideration to bus students to campus
• Innovation in technology development
• Strategic community alliances
• Better 2 + 2 articulation agreements
• Lack of academic support for adult and older students
• Too many online courses (lack of in class options) without skill development for student success
• Some past problems with Financial Aid
• Problems with the portal/lack of knowledge to assist
• Poor information dissemination of changes, policies, and deadlines
• Campus not aesthetically friendly to students
• Not teaching more courses for transfer at lower levels
• Lack of basic needs (i.e. food, space) at MT and JB
• Not poised for space or human capital for the growth happening at Jonesboro
• Lack of staff to recruit/retain students effectively
• Locations are convenient to students
• Great Value/Affordability
• Availability of scholarships and tuition assistance
• Low Student:Teacher ratio
• Small enough that you don’t get lost
• Adaptability and innovation in responding quickly to the changing needs of the community and workforce
• Approachability (Open Door Policy)
• Strong connections to the community
• Recent changes include a willingness to hear the student‘s voice
• Instructors are involved inside/outside class
• Competition from online programs
• Staying relevant as technology evolves
• Remaining competitive in cost while raising tuition
• Brand recognition of institution throughout our region
• Losing existing partnerships with four year colleges and local high schools
• Market and recruit for our three distinct communities
• Providing relevant and quality programs that our local workforce demands
STRATEGICprioritiesSTRATEGIC PRIORITY 1
Goal Statement:Arkansas State University-Newport will aggressively demonstrate a strong commitment to student success in all areas of the organization.
1. We will create an integrated, intensive and ongoing student-centered experience which leads to increased enrollment, retention, completion, transfer and employment rates.
2. We will ensure the highest level of excellence of faculty and staff through an emphasis on recruitment, employee retention and professional development.
3. We will provide high-quality general education and training pathways which lead to family-supporting wages in high-demand occupations.
STUDENTsuccess
19
STRATEGIC PRIORITY 2
INSTITUTIONALexcellenceGoal Statement:Arkansas State University-Newport will actively demonstrate its commitment to excellence by creating a culture of accountability and promoting an entrepreneurial spirit.
1. We will effectively communicate with stakeholders both internally and externally.
2. We will create a brand that promotes the institution as a catalyst for positive change.
3. We will ensure continuous improvement in all institutional operations, guided by rigorous assessment and strengthened by accountability.
4. We will promote a culture of trust and transparency through accountability, emphasizing efficiency, stewardship and integrity.
5. We will ensure the appropriate resources to retain high-quality employees.
20
STRATEGIC PRIORITY 3
COMMUNITYengagement
Goal Statement:Arkansas State University-Newport will assume a leading role in creating economic and cultural advancement for the communities we serve.
1. We will serve as a catalyst for economic development by anticipating and responding to industry needs.
2. We will actively engage external parties to obtain support that will strengthen the college and provide additional resources to enhance the student learning experience.
3. We will ensure engagement and visibility in our communities to influence positive change and bring enhanced cultural opportunities that increase global awareness in our region.
STRATEGIC PRIORITY 3
COMMUNITYengagement
Goal Statement:Arkansas State University-Newport will assume a leading role in creating economic and cultural advancement for the communities we serve.
1. We will serve as a catalyst for economic development by anticipating and responding to industry needs.
2. We will actively engage external parties to obtain support that will strengthen the college and provide additional resources to enhance the student learning experience.
3. We will ensure engagement and visibility in our communities to influence positive change and bring enhanced cultural opportunities that increase global awareness in our region.
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KEY PERFORMANCEindicators
ASSOCIATEDEGREES
AWARDED
CERTIFICATESAWARDED
TOTALHEADCOUNT
TOTALFTE
FIRST-YEARRETENTION RATE
THREE-YEARGRADUATION
RATE
PERFORMANCEFUNDING SCORE
STUDENTSATISFACTION
INDICATOR(CCSSEE)
EMPLOYEE PERSONALASSESSMENT OF THE
COLLEGE ENVIRONMENT(PACE)
WEB SITE(PAGE VIEWS
/VISITORS)
WORKINGCAPITAL
RESERVES
ENDOWMENT
TOTALANNUALGIVING
ASSESSINGour success
KEY PERFORMANCEindicators
ASSOCIATEDEGREES
AWARDED
CERTIFICATESAWARDED
TOTALHEADCOUNT
TOTALFTE
FIRST-YEARRETENTION RATE
THREE-YEARGRADUATION
RATE
PERFORMANCEFUNDING SCORE
STUDENTSATISFACTION
INDICATOR(CCSSEE)
EMPLOYEE PERSONALASSESSMENT OF THE
COLLEGE ENVIRONMENT(PACE)
WEB SITE(PAGE VIEWS
/VISITORS)
WORKINGCAPITAL
RESERVES
ENDOWMENT
TOTALANNUALGIVING
ASSESSINGour success
“Times andconditionschange so rapidly
that we must keep our aim
constantlyfocused on
the future.” - Walt Disney
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