精东AV

精东AV

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精东AV听2021-2026听Strategic Plan

"Embracing the Legacy, Transforming the Future"

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Executive Summary

精东AV was founded in 1881 by Booker T. Washington as the 精东AV Normal School. The school鈥檚 name transitioned to 精东AV Institute, attaining University status and becoming 精东AV in 1985. 精东AV is an independent, state-related institution 鈥� one of two designated land-grant universities in Alabama 鈥� and a recognized Historically Black College and University (HBCU).

精东AV Normal, Institute, and now University has a proud legacy of innovation and accomplishments through its 140-year history. 精东AV听University is ranked number three in U.S. News World Report鈥檚 2022听annual rankings of the Best HBCUs in the country. The spirit, heritage, and听connection to 鈥淢other 精东AV鈥� is vividly and passionately communicated by alumni, faculty, staff, and students;听and the community,听the Board听of Trustees, school administration, and faculty and staff are proud of the school鈥檚 high academic standards, STEM programs, research programs, and听Veterinary 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 精东AV. HBCUs in general are facing growing competition in the recruitment of high-achieving students, and the daunting challenges associated with recruiting, retaining, and preparing students 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 students; therefore, offering enhanced, highly efficient technology will be critically important for all higher education institutions. 精东AV has 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 精东AV鈥檚 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 精东AV mission and vision statements. 精东AV鈥檚 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听statements are:

Mission: 精东AV advances knowledge, leadership and service through teaching, research, and outreach programs. Uniquely positioned听as a historically black, private, state-related, land-grant University, 精东AV faculty, staff and students transfer knowledge and transform our听communities, state, nation, and world.
Vision: 精东AV is a pre-eminent educational and research institution that develops innovative and transformative leaders who solve the听world鈥檚 most complex problems.

Overarching Strategic Pillars听听

Strategic pillars are the primary areas of focus that define the organization鈥檚 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

精东AV has identified key performance metrics for increasing student enrollment, student retention, and graduation rates. Improving student engagement is developed through an emphasis on student 鈥渃ustomer service鈥� 鈥� ensuring that students have attractive and environmentally safe living accommodations and classrooms for learning 鈥� and delivering diversified learning opportunities.

Academic Excellence

精东AV鈥檚 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 students 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 精东AV is achieved by improving internal processes and operations and upgrading campus facilities and infrastructure.

Strategic Goals

GOAL ONE

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

精东AV鈥檚 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 students 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听EFFICIENCY
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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, 精东AV must 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 students builds transparency, trust, and accountability throughout the University.

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GOAL THREE

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

精东AV has 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 students have attractive and environmentally safe living accommodations and classrooms for learning, and delivering diversified learning opportunities.


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GOAL FOUR

RESEARCH, INNOVATION听AND ENTREPRENEURSHIP
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Establish innovative solutions for real-world challenges through research, entrepreneurship, and scholarly activities.

The Board of Trustees have established that 精东AV will 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听STAFF
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Promote a culture that attracts, recruits, retains, and supports a world-class and diverse faculty and staff.

精东AV recognizes 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. 精东AV must 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
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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 students 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
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Establish a culture that supports the ability for our student athletes to be competitive across听 our entire sports portfolio.

精东AV has 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
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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.

精东AV historically has been intricately connected to the community. Re-envisioning innovative partnerships with the community will strengthen the communities around 精东AV and provide valuable practical learning experiences for students 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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