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┐█┐█┤ź├Ż

┐█┐█┤ź├ŻUniversity╠ř2021-2026╠řStrategic Plan

"Embracing the Legacy, Transforming the Future"

Button - university plan╠řButton - overarching pillars╠ř╠řButton - metrics dashboard╠ř╠řButton - strategic goals╠ř Button - year 1 progress report╠ř╠ř╠ř


Executive Summary

┐█┐█┤ź├ŻUniversity was founded in 1881 by Booker T. Washington as the ┐█┐█┤ź├ŻNormal School. The schoolÔÇÖs name transitioned to ┐█┐█┤ź├ŻInstitute, attaining University status and becoming ┐█┐█┤ź├ŻUniversity in 1985. ┐█┐█┤ź├ŻUniversity is an independent, state-related institution ÔÇô one of two designated land-grant universities in Alabama ÔÇô and a recognized Historically Black College and University (HBCU).

┐█┐█┤ź├ŻNormal, Institute, and now University has a proud legacy of innovation and accomplishments through its 140-year history. Tuskegee╠řUniversity is ranked number three in U.S. News World ReportÔÇÖs 2022╠řannual rankings of the Best HBCUs in the country. The spirit, heritage, and╠řconnection to ÔÇťMother TuskegeeÔÇŁ is vividly and passionately communicated by alumni, faculty, staff, and ┐█┐█┤ź├Ż;╠řand the community,╠řthe Board╠řof Trustees, school administration, and faculty and staff are proud of the schoolÔÇÖs high academic standards, STEM programs, research programs, and╠řVeterinary school.

A shift in higher education is anticipated to occur over the coming years, and the changes impacting all higher education institutions will also impact Tuskegee. HBCUs in general are facing growing competition in the recruitment of high-achieving ┐█┐█┤ź├Ż, and the daunting challenges associated with recruiting, retaining, and preparing ┐█┐█┤ź├Ż for leadership roles should be appropriately addressed. Furthermore, academic learning has increasingly shifted to online platforms, which has been particularly evident during the COVID-19 pandemic, expanding access for all ┐█┐█┤ź├Ż; therefore, offering enhanced, highly efficient technology will be critically important for all higher education institutions. ┐█┐█┤ź├Żhas delayed upgrading its infrastructure technology to enable enriched classroom instruction and state-of-the-art research laboratories. Upgrading and enhancing infrastructure to increase student engagement and retain TuskegeeÔÇÖs world-class faculty and staff has been identified as a priority in this five-year strategic plan.

At the beginning of the strategic planning process, the Board of Trustees reviewed the current ┐█┐█┤ź├Żmission and vision statements. ┐█┐█┤ź├ŻUniversityÔÇÖs mission and vision are the foundation from which the institutional effectiveness framework is established. All planning units align their planning unit goals with those of the mission of the University. The mission and vision statements provide the foundation for the development of strategic priorities to move the organization forward, and the Board decided both the mission and vision needed to be revised. The revised╠řstatements are:

Mission: ┐█┐█┤ź├ŻUniversity advances knowledge, leadership and service through teaching, research, and outreach programs. Uniquely positioned╠řas a historically black, private, state-related, land-grant University, ┐█┐█┤ź├Żfaculty, staff and ┐█┐█┤ź├Ż transfer knowledge and transform our╠řcommunities, state, nation, and world.
Vision: ┐█┐█┤ź├ŻUniversity is a pre-eminent educational and research institution that develops innovative and transformative leaders who solve the╠řworldÔÇÖs most complex problems.


Letter from the President:

Dr. Charlotte P. Morris
Dr. Charlotte P. Morris

I am pleased to present TuskegeeÔÇÖs 2021-2026 strategic plan, Embracing the Legacy, Transforming the Future, which will serve as our guide as we advance our institution╠řforward. The priorities identified and the goals, objectives, and initiatives outline a plan for TuskegeeÔÇÖs growth toward academic excellence. Our success depends on our╠řcollective commitment to implement this plan through strategic initiatives that honor our history and mission while striving to achieve our vision for the future.

The strategic plan was developed with input and ideas from various stakeholders, including current ┐█┐█┤ź├Ż┐█┐█┤ź├Ż, alumni, faculty, staff, members of our Board of╠řTrustees, and members of the community. Their collective creativity and innovative, forward-thinking ideas were inspiring and give us hope for a brighter future. We╠řextend our gratitude and sincere thanks to all of our stakeholders, work committees, faculty and staff who contributed to the development of this plan.

We will work together to complete the goals outlined in the plan (or amended in the future), to enable ┐█┐█┤ź├Żto move forward as we explore new opportunities, face╠řchallenges and enjoy successes. We will continue to embrace our proud legacy and present the ┐█┐█┤ź├ŻHeart to all in our communities. There is no limit to what we can╠řachieve when we all work passionately together to serve ÔÇťMother Tuskegee,ÔÇŁ our community, our state, the nation, and the world. We are One Tuskegee.

While the COVID-19 challenges are not behind us yet, we will work through these in a transformative way as we implement our new strategies for becoming a greater╠řuniversity.

I look forward to working with each of you throughout this journey.
╠ř╠ř

Charlotte P. Morris, Ph.D.
President
┐█┐█┤ź├ŻUniversity


Overarching Strategic Pillars╠ř╠ř

Strategic pillars are the primary areas of focus that define the organizationÔÇÖs high-level strategy, break down the mission and vision into action, and focus energy on desired results. The following key strategic pillars have been identified through the planning and data collection activities as key organization-wide issues for the University to consider in developing the strategic plan.

Student Experience

┐█┐█┤ź├Żhas identified key performance metrics for increasing student enrollment, student retention, and graduation rates. Improving student engagement is developed through an emphasis on student ÔÇťcustomer serviceÔÇŁ ÔÇô ensuring that ┐█┐█┤ź├Ż have attractive and environmentally safe living accommodations and classrooms for learning ÔÇô and delivering diversified learning opportunities.

Academic Excellence

TuskegeeÔÇÖs mission is to advance knowledge, leadership and service through teaching, research, and outreach programs. Continuously evaluating and enhancing the academic programs that are offered will prepare ┐█┐█┤ź├Ż to compete and be leaders in the global community. This goal will be achieved through the delivery of highly marketable programs, more online and distance education programs, multi-disciplinary teaching, and an expansion of graduate-level programs.

Operational and Organizational Efficiency

Pursuing and achieving operational excellence is the foundation for completing the goals, objectives and initiatives identified in the strategic plan. Operational excellence for ┐█┐█┤ź├Żis achieved by improving internal processes and operations and upgrading campus facilities and infrastructure.

Strategic Goals

GOAL ONE

ACADEMIC EXCELLENCE
___________________


Enhance academic profile, enterprise, and reputation through continuous assessment and strengthening of academic programs.

TuskegeeÔÇÖs mission is to advance knowledge, leadership and service through teaching, research, and outreach programs. Continuously evaluating and enhancing the academic programs that are offered will prepare ┐█┐█┤ź├Ż to compete and be leaders in the global community. This goal will be achieved through the delivery of highly marketable programs, more online and distance education programs, multi-disciplinary teaching, and an expansion of graduate level programs.

GOAL TWO

OPERATIONAL╠řEFFICIENCY
____________________


Develop and implement transparent, efficient, and effective operational practices, policies, and procedures to ensure operational viability and sustainability.

To be a leader in academic excellence, ┐█┐█┤ź├Żmust ensure all internal processes and practices are aligned for operational efficiencies and effectiveness. Establishing a culture that expects operational excellence from all faculty, staff, and ┐█┐█┤ź├Ż builds transparency, trust, and accountability throughout the University.

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GOAL THREE

STUDENT EXPERIENCE
____________________╠ř


Elevate the student experience through ongoing engagement that begins before arrival and continues after graduation.

┐█┐█┤ź├Żhas identified key performance metrics for increasing student enrollment, student retention, and graduation rates. Improving student engagement is developed through an emphasis on student customer service, ensuring ┐█┐█┤ź├Ż have attractive and environmentally safe living accommodations and classrooms for learning, and delivering diversified learning opportunities.


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GOAL FOUR

RESEARCH, INNOVATION╠řAND ENTREPRENEURSHIP
____________________


Establish innovative solutions for real-world challenges through research, entrepreneurship, and scholarly activities.

The Board of Trustees have established that ┐█┐█┤ź├Żwill be a pre-eminent educational and research institution and the University vision is to become a Carnegie R2 research institution. R2 designation will be achieved through an increase in external grants and contracts for research, and expansion of graduate programs and degrees conferred, and an internal drive for creativity and innovation.
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GOAL FIVE

WORLD-CLASS FACULTY
AND╠řSTAFF

____________________


Promote a culture that attracts, recruits, retains, and supports a world-class and diverse faculty and staff.

┐█┐█┤ź├Żrecognizes that academic excellence, operational excellence, and student engagement are achieved through a world-class faculty and staff. The University must be able to attract and retain world-class faculty. ┐█┐█┤ź├Żmust provide competitive compensation and benefits to attract and retain faculty and must also support faculty with creative professional development and technologically innovative teaching resources.

GOAL SIX

ADVANCES IN INFRASTRUCTURE
AND RESOURCES

____________________


Position the University for sustainable practices and long-term financial stability through improved institutional infrastructure (physical, digital, and fiscal resources).

Infrastructure is the foundation for achieving academic excellence, operational excellence, and student engagement. An upgrading of technology infrastructure is needed to facilitate online and in-person instruction and distance education programs. Operational efficiency and process improvement will also occur through infrastructure upgrades. Facility improvements to dorms, living accommodations, classrooms, and laboratories are needed to create the student experience expected by ┐█┐█┤ź├Ż and families. Enhancement of infrastructure cannot occur without additional financial resources. Developing a philanthropic culture to support fundraising, grants and gifts will raise the financial resources needed.
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GOAL SEVEN

ATHLETICS
____________________


Establish a culture that supports the ability for our student athletes to be competitive across╠ř our entire sports portfolio.

┐█┐█┤ź├Żhas a long history and tradition of fielding successful athletic teams. Athletics is a vital support activity for creating student and alumni engagement. Modernizing the athletic facilities and processes and recruiting and retaining top notch coaches and support personnel will provide additional revenue for the programs and increase national recognition and recruitment of athletes.

GOAL EIGHT

COMMUNITY AND STRATEGIC
PARTNERSHIPS

_____________________


Improve the quality of life for all Alabamians through programs and services committed to economic growth and the promotion of healthy people, environments, and the world.

┐█┐█┤ź├ŻUniversity historically has been intricately connected to the community. Re-envisioning innovative partnerships with the community will strengthen the communities around ┐█┐█┤ź├Żand provide valuable practical learning experiences for ┐█┐█┤ź├Ż and faculty.
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Strategic Plan

Strategic Plan 2021-2026 cover

Click on image to view or download Strategic Plan booklet.



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