Northern State University Mission and Strategic Planning

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NORTHERN STATE UNIVERSITY ESTABLISHMENT AND AUTHORIZATION

Northern State University was established by the legislature (SDCL 13-59-1) and authorized by the Board of Regents to deliver graduate and undergraduate programs; promote excellence in teaching and learning; support research, scholarly and creative activities; provide service to the state of South Dakota, the region and the nation; and to place a special emphasis on E-learning in the university curriculum and service.

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MISSION

Northern State University will provide diverse academic, civic, social and cultural opportunities that prepare students through the liberal arts, professional education and E-learning for their future endeavors, while also enriching the local and regional community.

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VISION

Northern State University will be regionally recognized as a student-centered, diverse community dedicated to excellence in teaching and learning, creativity, and civic and global awareness.

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MORE

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OUR VALUES

Three grouped human figures outlined in maroon

community

Building a culture of inclusion, belonging and collegiality that respects diversity in knowledge, culture and world view

A light bulb with lines and shapes emerging outlined in maroon

discovery

Pursuing rigor and excellence in education, inquiry and engagement for the benefit of our students, state and region

Two hands cupping scales of justice outlined in maroon

integrity

Adhering to the highest standards of honesty, fairness and transparency with a commitment to responsible stewardship of resources

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Strategic Planning Themes
  • Experiential
  • Innovative
  • Interdisciplinary
  • Relevant
  • Diverse
  • Engaged
  • Inclusive
  • Welcoming
  • Collaborative
  • Entrepreneurial
  • Supportive
  • Sustainable
  • Accountable
  • Ethical
  • Responsive
  • Transparent

INITIAL STRATEGIC PRIORITIES AND ACTIONS

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1

Build a growth strategy to expand student access, success and educational attainment to increase students’ socioeconomic mobility while serving the public good. The Enrollment Management Council will develop a comprehensive strategic enrollment management plan and collaborate with a national consulting agency to inform marketing, messaging, recruiting, awarding and retention strategies.

? The Enrollment Management Council will work closely with campus units to implement immediate and future recruiting and retention strategies.

? The Enrollment Management Council will develop a comprehensive strategic enrollment management plan and collaborate with a national consulting agency to inform marketing, messaging, recruiting, awarding and retention strategies. The Enrollment Management Council will work closely with campus units to implement immediate and future recruiting and retention strategies.

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2

Build an increasingly diverse, engaged, inclusive, welcoming and supportive culture that nurtures achievement and success for all students, faculty and staff.

? Implement BOR Opportunity for All and individualize support for students’ diverse needs— academic, first generation, financial, cultural, social, emotional, physical, e.g.

? The President will form/charge the President’s Campus Culture and Climate Taskforce to collect and assess comprehensive faculty, staff, and student data and provide actionable recommendations to the Executive Team to enhance campus culture and climate for all.

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3

Build sustainable collaborative public/private partnerships to advance academic, cultural, health, recreational, and economic opportunities that serve the public good and produce value for NSU, Aberdeen and the region.

? Evaluate existing partnerships and strategically pursue new partnerships that benefit student career-readiness while better serving the public good.

? Deeply engage our community partners, foundation, alumni, friends and donors in strategies and projects to advance NSU, Aberdeen and the region.

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4

Engage the campus and community to ensure long-term fiscal sustainability.

? Executive Team will engage units in using SB55 and other sources to identify both efficiencies and priorities for future investment and present regular campus budget forums to inform and seek feedback from the campus community.

? Increase philanthropic support for student scholarships and varied programming.

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5

TBD: The Provost in conjunction with faculty will create a fifth strategic priority and actions surrounding distinctive learning.

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A photo of President Schnoor speaking outside: It is important for the entire campus to be engaged in achieving vital institutional priorities and actions in a focused and sustained effort. Together, we will shape a bright future for Northern in preparing highly qualified graduates and serving the public good.

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All members of the campus community are encouraged to contribute through the form below.??