 Report to Campus Constituencies  Timetable for Strategic Planning  Report work completed to date  Seek Responses to work of Strategic Planning Committee

 Sets overall direction for the University  Identifies institutional distinctiveness and comparative advantages.  Identifies strategic “best fit” with the University’s environment  Develops a small number of goals; refreshes or replaces those goals as needed.

 Constituencies you serve  Need for your programs and services  Constituencies you could serve  Your chosen geography  Your competitors  Your funders  Your human resources  Yours special, distinctive assets

 Review, reaffirm, or revise Mission Statement  Decide where you want to be in 3-5 years  Define your strategic objectives  Create an implementation plan  Develop an evaluation mechanism

 Required by US Dept of Education  Administered by six regional associations  Standards defined by peers; approved by US Dept of Education  Occurs at regular intervals  Growing public interest in accreditation as mechanism for quality assurance

Articulation of Strategic Planning and Accreditation Preparation Chair: Steve Lohmann Chair: Jessie Schroeder Original Committee remains as Steering Committee with Subcommittees for Sections of the Self Study Report May 2012 Strategic Planning Committee (SPC) August 2010Renewal of Strategic Plan March 2011Completion of Strategic Plan Accreditation Preparation November 2013Submission of Self Study

 Aug ‘10:  Strategic Planning begins  Facilitator visits  SPC named by Pres.  Sept – Nov ‘10:  SPC drafts Mission, Vision Statement, Core Values, Planning Assumptions; Driving forces  Nov ‘10:  1st Stakeholder’s Mtg  SPC makes revisions  Dec 10 – Jan ’11:  SPC drafts Distinctive Characteristics, Comparative Advantages, Strategic Goals, Objectives, Initiatives  Sends drafts to campus

 Jan ‘11:  2 nd Stakeholders’ Mtg.  SPC makes revisions  Feb ‘11:  SPC reviews Five Criteria for Accreditation  SPC develops metrics for Assessment of S. Plan  Mar ‘11:  All drafts to campus  Mar ‘11:  SPC makes revisions  President & Cabinet review draft Plan  Apr ‘11:  Strategic Plan released  May ‘12:  Accreditation Planning Committee begins work

Discussion of Drafts with Campus Constituencies

Northwestern Oklahoma State University provides quality educational and cultural opportunities to learners with diverse needs by cultivating ethical leadership and service, critical thinking, and fiscal responsibility.

Northwestern aspires to be a vibrant innovative regional University of choice whose students, faculty, staff, and alumni succeed and lead in their academic, professional, cultural, and service endeavors.

Academic Excellence Accessibility Community Diversity Responsibility

 Focus on quality teaching and advising  Respond effectively to the learning needs of each student  Embrace the role of technology in the educational process  Promote opportunities for teaching and learning outside of the classroom

 Embrace our mission as a multi- campus regional university  Continually work to maintain affordability  Seek new methods to deliver programs and services to our constituencies

 Seek partnerships and initiatives that will improve the quality of life for area residents  Promote institutional and individual service to others  Embrace our role in a global society

 Value the differences in every individual  Promote the expression of differing opinions and beliefs  Appreciate the culture and backgrounds of each person  Treat every individual with respect

 Act with integrity and accept responsibility  Use our resources in the most effective and efficient manner  Conduct business in an atmosphere of transparency  Promote a culture of continuous improvement

Driving Forces Driving forces are those select factors or trends determined from the environmental scan that will most significantly impact the University in the future Demographics Social Economy Technology Political Educational

Demographics The population of underserved and underprepared students entering college within the state and across the nation will continue to rise. An increasing number of people in Oklahoma will be of minority ancestry. The population of northwest Oklahoma continues to decline causing the number of high school graduates also to decline.

Demographics Competition for students will increase among colleges & universities for a declining student population. More people returning to school to work on their degree after having been in the workforce for 3-4 years after high school. This trend may especially be noticed on the branch campuses in Enid and Woodward.

Social The trend towards increasing mobility of students and ability to use multiple institutions for degree completion. The number of students with special needs will increase. Sustainability will become an even more important societal value.

Economy State economy will continue to be driven by energy production. State funding will remain stable or decrease. The gap left in the budget by the lack of stimulus funds.

Technology Increasing expectations for constant web presence, rapid connectivity, use of mobile technology and up-to-date delivery systems. Increased needs for alternative methods of delivery of classes.

Political Increased competition for resources among higher education institutions in the state and region (inconsistent funding formula). Increased internal and external expectations for accountability and assessment.

Educational Students attend multiple institutions for degree completion. Increased need for 24-hour support in student services, education and technology (delivery method). Assessment expectations relating to accreditation for degree and certificate programs. Increase in online degree programs offered by other universities.

Planning Assumptions Planning Assumptions are statements of projected institutional conditions important as a base for planning. Faculty Grants and Fundraising Curriculum and Instruction Student Population Enrollment Management

Faculty Number of full-time faculty will remain constant. Demand for qualified adjunct faculty may increase with enrollment. The ability to recruit and retain qualified faculty will become more difficult in the current and future budget climate.

Grants and Fundraising Fundraising and grants will become more important to support vitality of the institution.

Curriculum and Instruction The University will remain committed to offering remedial education classes as required. The academic student profile will remain consistent over the next five years. Demand for online courses will increase (from student & faculty perspective). The need for additional course sections in General Education courses will increase.

Student Population The number of students who attend NW will increase instead of opting for a more expensive education elsewhere. The University will be committed to serving students of varied academic backgrounds. Students will require additional support services and guidance to meet their academic goals. The University will continue to assess the need for on-campus housing.

Enrollment Management The mix of in-state/out-of-state will likely remain the same (80%/20% by 2015). NWOSU enrollment will remain near current levels by Online enrollment at Northwestern will continually grow over the next five years.

Enrollment Management Enrollment levels are dependent upon the continuance of the Alva Incentive program (scholarship program for first-time students living in Alva). Affordability will be a positive factor in recruitment.