The following tasks facing the University over the next three to five years were identified by fourteen groups during a breakout session at the February 18 Strategic Planning Forum. This forum was attended by faculty, our Regents, students, administrators and staff, representatives from the regional campuses, alumni, and regional civic leaders.
Group 1
- Create a Brand – Marketing & Communication
- Strategic Plan – Prioritize all that you want to be
- Serve our customer (student) – Cradle to grave
- Resource Development & Allocation
Group 2
- Establish and promote an institutional image internally and externally
- Establish creative strategies (e.g., in-service days) for improving community and communication.
- After an extensive assessment of needs and resources, construct a budget-based plan in areas such as facilities, academics, and technology.
- A comprehensive study to improve customer service.
- Increase the diversity within the University community.
Group 3
- Develop a comprehensive marketing plan and promote what is distinctive (Southeast experience)
- Focus on bringing the academic curriculum to the 21st century
- Improve both internal and external communication.
- Find (or further develop) alternative funding sources.
- Collaborate strategically with community organizations to meet regional mission.
- “Put People First” (students, faculty, staff, alumni).
- Longer planning horizon for strategic planning (10-15 years).
Group 4
- Improve internal and external communication
- Develop a “brand”
- Develop a facilities maintenance plan/budget to insure safety & quality of an buildings
- Invest in human capital – across the board
- Develop a focused mission statement
Group 5
- Improving communication – internal and external
- Establishing/improving image brand
- Evaluation of academic and non-academic programs
- Increase the size of the endowment
- Enhance technology based on needs
Group 6
- External and internal communication needs to be improved
- There needs to be stewardship of resources ($ & human resources) toward a defined mission. Define a mission that is economically viable.
- Match programs to meet regional needs, including healthcare (all fields), education, business, and agriculture environment
- Need to develop & sustain relationships with alumni, the community, and other universities through cultural events collaborative teaching & educational programs, and service projects.
Group 7
- Better communication throughout the campus & improve modes of delivery (e-mail not effective).
- Develop alternative funding sources beyond state budget (alumni development/corporate development).
- Students as customers – improve internal services to match commitment.
- Brand & sell university.Don’t be bashful to tell our story.
- Succession planning necessary and develop funds to address it.
- Faculty be allowed to provide its expertise to the outside world with appropriate release time.
Group 8
- Define image we wish to have (who we are)
- Review graduate programs & identify undergraduate and graduate areas to develop to meet tomorrow’s needs
- Take advantage of faculty retirements to implement new programming
- Employee training – more frequent Banner training, mandatory customer service training
- Improve communication among all constituents – everyone’s responsibility
- Develop & support regional campuses
Group 9
- Identify who we are – clear sense of vision & mission, branding of that, internal/external communication
- Service to the customer – Greek Life participation, student life, organizations, single point of contact service (avoid Southeast shuffle)
- Identify niche opportunities and strategically direct resources (e.g., medical school, law school, nationally recognized brand)
- Focus & align funding & priorities to strategic plan
- Post-graduate mentorship programs
Group 10
- Secure & improve funding
- Consistent marketing
- Focus on recruitment & retention of all personnel
- Improve communication
- Passionate & knowledgeable faculty & staff
- Program review
- Review utilization of faculty
Group 11
- Improve internal and external communication
- Finish projects and enhance existing programs (i.e., River Campus)
- Develop a brand/increase marketing
- Invest in professional development: faculty, staff, and community
- Increase Redhawk pride
- Improve alumni and corporate involvement
- Continue assessment of existing programs
- Support and improve graduate programs
Group 12
- Complete strategic marketing plan and internal/external communication plan
- Develop new funding sources
- Develop plan to recruit/refresh/transition faculty & staff
- Determine strategy that manages growth & retains what is important – small class size, experiential learning
- Implementing programs to get students engaged – mentoring, etc.
- Develop more programs/ways to get our students/faculty/staff/alumni into the local communities and tell what’s happening at Southeast/get community input/get connected
Group 13
- Improved internal/external communications
- Improve image of university
- Promote successes of students, faculty, and staff (University Corner in Southeast Missourian to include schedule of events)
- Customer service: anticipate/ask/proactively support student needs
- Support the ideal of shared governance at all levels of decision-making
- Recognize financial needs & constraints
Group 14
- Create, fund, implement internal and external marketing and communication strategy
- Evaluate and improve student services and support with a customer service focus
- Succession planning for faculty/staff
- Update campus master plans (technology, student enrollment management, and facilities)
- Develop more alumni/foundation funding, including international opportunities (capital campaign)
- Better utilize students to tell our story