ECSU Srategic Plan 2020

ELIZABETH CITY STATE UNIVERSITY
2 STRATEGIC PLAN // 2020-2025 // FORGING OUR FUTURE 3
The COVID-19 coronavirus
pandemic has taken the globe by
storm, and yet, we have weathered
the challenges together – and will
continue to do so, regardless of what
we may face.
During the strategic planning
process, we were focused on how
to best utilize our strengths to serve
our students in providing access to a
high-quality, affordable education at
this premier institution.
While that intention never
wavered, COVID-19 has been a
sobering reminder about the differing
socio-economic factors students and
families face in our state and across
the nation.
The pandemic has reinforced why
it is so critical that ECSU continues
its 128-year legacy of transforming
lives, strengthening our communities,
and contributing to the economic
growth of our region and North
Carolina. It begs us to continue to
innovate and evolve how we deliver
our educational services.
ECSU is where leaders are created.
Leaders who are courageous,
resilient, and empowered. Our
new strategic plan is built with
integrity and compassion, supporting
our students, faculty and staff
as we develop the innovators,
entrepreneurs, pioneers, and creators
of tomorrow.
Thank you to all of ECSU’s internal
and external stakeholders who
participated in our strategic planning
process. Our goal was to gather
your input through a collaborative,
engaging, transparent, and data-driven
process, and you made it a rousing
success!
Thank you to all of the students,
alumni, faculty, staff, business,
community, legislative, governmental,
and Board of Trustee leaders for
your participation. You joined us for
more than 15 focus groups and five
open forums, providing feedback and
reviewing market research as ECSU
incorporated best practices in our
five-year strategy.
Our 2020-2025 plan was
intentionally developed with a vision
for our collective future. Our high-
quality academic programs align with
community demands, meet employer
needs, enhance our region and state,
and drive economic development
to guarantee the future success and
sustainability of ECSU.
We live to serve our students.
Viking Pride is not just about the
institution – it is about the people.
People who serve humanity with
a passion for life-long learning, and
strive for excellence as the standard.
This plan supports your purpose in
life.
We are a proud family, and
together, we will continue our legacy
of success!
When we set out to create Elizabeth City State
University’s new strategic plan for 2020-2025, Forging
Our Future, the world was a much different place.
Dr. Karrie G. Dixon
Chancellor
Jan King Robinson
BoardofTrusteesChair
Letter from Chancellor Karrie G. Dixon
and Board Chair Jan King Robinson
Executive Summary
Mission,Vision andValues
Goals and Objectives
Steering Committee
University Leadership
Chancellor’s Cabinet
02
04
11
12
24
24
25
TABLE OF CONTENTS

EXECUTIVE SUMMARY
Across the nation, there is a decline
in the number of students entering
postsecondary school. Families are
simply smaller than they were decades
ago, and with outstanding student loan
debt reaching an all-time high, there is
significant hype as to whether “college
is still worth it.”
In short, the answer is yes. Data show
those who hold a college degree earn
significantly more over their lifetime
than their counterparts and report a
higher quality of life. College graduates
are also more involved with their
communities, and possess a passion for
life-long learning.
Yet, demographic challenges and
declining state appropriations make
it imperative that ECSU recruits and
retains the best and brightest talent in
both students and faculty, delivering a
high-quality, affordable, and accessible
education. We must take an innovative,
intentional approach to serving
students, ensuring their university
experience is successful and engaging.
Forging Our Future is ECSU’s 2020-
2025 strategic plan to build the
infrastructure necessary to create
sustainability in the immediate future,
as well as develop a strong foundation
for years to come. The six goals
included in the plan were developed
collectively with students, alumni,
faculty, and staff, alongside business,
community, legislative, governmental,
and Board of Trustee leaders. Our
data-driven objectives are based upon
market research, stakeholder feedback,
and industry best practices.
Our university has a 128-year
heritage and history of
developing the leaders of tomorrow,
growing our regional and statewide
economy, and preparing our students
for rewarding careers. North Carolina
is projected to add more than 389,000
new jobs between 2017 and 2026.
We must prepare our students for
vocations post-graduation, which can
be accomplished through appropriate
development opportunities.
Forging Our Future outlines how we
can best utilize our strengths to uplift
our students, faculty, staff, and our
community. Our region, our state,
and our nation thrive when ECSU is
successful.
ACADEMIC EXCELLENCE
College enrollment declined for six straight years across
the nation, totaling a loss of approximately 90,000
students between 2011-2017. In addition to enrollment
losses, the U.S. Department of Education projects that
online enrollments will continue to rise, along with
significant increase in Science,Technology, Engineering,
and Math (STEM) jobs. For example, STEM
occupations grew 24% over the last
decade, compared to only 4% in
non-STEM occupations.
90,000
POSTSECONDARY
ENROLLMENT
389,000+
NEW JOBS
PROJECTED
ECSU must be innovative in delivering its services so that we may
remain competitive in a global economy. To prepare students for
job placement post-graduation, ECSU will promote an academic
environment centered on student success.
Feedback from participants in ECSU’s survey and focus groups
echo the desire for expanded academic programs and online
courses. The COVID-19 coronavirus pandemic has accelerated
and highlighted the need to innovate the campus’ delivery
models for the foreseeable future.
Higher education and Elizabeth City State University
are at a crossroads.

STUDENT EXPERIENCE
ECSU’s graduates go on to serve humankind, making a positive
difference in the world with compassion and grace. We can provide
a variety of learning and social opportunities to enrich the student
experience as our future leaders develop their skills and talents.
Students identified athletics, counseling, housing quality, research
opportunities, and career services as areas of high importance in a
transformative college experience.
ECSU will create a diverse, inclusive, welcoming environment that
supports academic outcomes, prepares our student body for personal
and professional success, and buildsViking pride.
SUSTAINABLE GROWTH
Demographic shifts across the United States are expected to continue. The Midwest
and Northeast are experiencing population declines, and the West and South will remain
stagnant. Population growth in North Carolina is expected to be minimal, and may not
impact college-age adults.
Low birth rates during and after the Great Recession will cause graduation numbers
to continue to decline through 2026 and beyond. Researchers anticipate that annual
graduation totals will see a decline of about 150,000 to 220,000 students each year from
2027 to 2032.
From 2011-2017, ECSU faced the largest enrollment decline across the University of
North Carolina System. The overall loss at historically black colleges and universities
(HBCUs) from 2010 to 2016 was even larger. While enrollment at all colleges and
universities dropped 6% nationally, HBCU’s saw a drop of 11%.
These population and enrollment declines create considerable financial challenges to stay
viable and competitive. North Carolina Promise, which reduced student tuition to $500 per
semester at ECSU beginning in Fall 2018, is helping to move enrollment numbers in the right
direction. For the first time in years, ECSU saw enrollment increases in 2018 and 2019.
Our university must build upon this upwards trend. During focus groups and surveys,
participants identified growth as key when envisioning ECSU’s future.To achieve sustainable
growth, ECSU will identify opportunities to recruit students and maintain enrollment
numbers, which will have a monumental impact on our overall success.
INSTITUTIONAL
ADVANCEMENT
Promoting the academic excellence and economic
impact of the university is paramount, and our internal
and external stakeholders agree. As a result, this goal
incorporates advancing institutional brand awareness,
connecting with stakeholders, and improving our
development efforts.
Social media platforms provide an opportunity to
promote ECSU and create a connection with prospective
and current students, donors, community partners, and
volunteers. With 94% of teens using social media to
communicate, an online presence is an effective way to
connect with our target audience.
Our alumni are champions of ECSU, and fundraising is
vital to our success and sustainability. Donations are
more important than ever with the enrollment and
funding challenges facing the university. ECSU will engage
students, alumni, and other stakeholders in meaningful
and strategic ways as we cultivate a culture of service,
along with giving to the university.
STRATEGIC PLAN // 2020-2025 // FORGING OUR FUTURE 7
6

OPERATIONAL EXCELLENCE
Organizations have an infrastructure that either inhibits or cultivates accountability, transparency, and
the ability to serve customers. ECSU’s mission is to promote economic, social, and environmental
progress for the people of northeastern North Carolina, the state, and the nation.
When providing feedback, students, faculty, staff, and members of the community noted that ECSU’s
stability has been hindered by the ongoing changes in university leadership. While they acknowledge
the negative impacts of this volatility, many are hopeful the new leadership and direction will allow the
university to pursue transparent, efficient, and effective operational practices.
ECSU will prioritize university operations, leverage technology, and support the campus with excellent
customer service so the institution may continue its rigorous focus on academic excellence.
REGIONAL DEVELOPMENT
ECSU is a vital and powerful economic engine. We can effectively
collaborate with industry and governmental leaders to ensure our
university is meeting North Carolina’s workforce and labor needs. It is
especially important that we provide access to an affordable education
for low-income individuals so they may conquer their dreams, leading
to further economic growth in our community.
ECSU leadership will proactively develop a shared vision with our
public and private partners, which will advance regional economic
development and the long-term sustainability of our university.

MISSION, VISION, VALUES
MISSION
Elizabeth City State University will be a premier
public institution and a leading partner for
economic, social, and environmental progress.
We will be a destination institution that
develops leaders who will make a positive
difference now and in the future.
VISION
4Accountability – Administration, faculty,
staff, and students will be responsible and
transparent in their actions
4Commitment – Dedication to our students,
community, and advancing the university will be
our priority
4Excellence – Unparalleled teaching, learning,
and service to the university and community
will be our measure for success
4Collaboration – Teamwork and partnerships
with our stakeholders will be utilized to achieve
common goals
4Inclusion – Diverse viewpoints, experiences,
and backgrounds will be respected and
welcomed
VALUES
As a constituent institution of
the University of North Carolina,
Elizabeth City State University
offers baccalaureate, professional,
and master’s degrees for a diverse
student body. Our mission is to
promote economical, social, and
environmental progress for the
people of northeastern North
Carolina, the state, and the nation.
We achieve our commitment
to the highest quality education
by maintaining a rigorous focus
on academic excellence through
liberal arts programs and using
innovative and flexible technology-
based instruction models to
enhance our signature areas:
integrating technology with
education, improving human health
and wellness, and advancing the
natural and aviation sciences.
Through teaching, research,
and community engagement, the
institution’s rich heritage and its
current multicultural student-
centered focus provide a firm
foundation for its endeavors. It
serves the needs and aspirations
of individuals and society,
producing graduates for leadership
roles and life-long learning.

GOALS AND OBJECTIVES
PROVIDE HIGH-QUALITY ACADEMIC PROGRAMS STEEPED IN
EXPERIENTIAL LEARNING THAT FULLY UTILIZE OUR STRENGTHS
AS A UNIVERSITY AND ENHANCE OUR REGION
GOAL 01
ACADEMIC EXCELLENCE
GOAL 01 OBJECTIVES
1.1 Implement real-life and applied research into the curriculum
1.2 Promote an academic environment centered on student success
1.3 Invest in faculty development to maximize excellence in teaching, research, and service
1.4 Expand our academic program offerings, services, and learning opportunities to align with
community demand and meet the needs of employers
1.5 Expand the national prominence of our aviation program
1.6 Collaborate with regional K-12 local education agencies to enhance education and preparation
quality and deliver best-practices

CREATE TRANSFORMATIVE EXPERIENCES FOR
OUR STUDENTS THAT SUPPORT ACADEMIC
OUTCOMES AND BUILD VIKING SPIRIT
GOAL 02
STUDENT EXPERIENCE
GOAL 02 OBJECTIVES
2.1 Prepare students for life through robust co-curricular and extra-curricular campus activities
2.2 Enhance the on-campus living experience
2.3 Enhance the off-campus life experience
2.4 Ensure student services align with student needs and expectations
2.5 Build a competitive athletic program that develops our student athletes into well-rounded
leaders as well as brings recognition and pride to the university
2.6 Cultivate and promote our uniqueViking culture and pride
2.7 Ensure our campus is diverse and inclusive for all students

MAXIMIZE OUR POTENTIAL THROUGH
IMPROVED ENROLLMENT PROCESSES
AND INVESTMENT IN RECRUITMENT,
RETENTION, AND COMPLETION EFFORTS
GOAL 03
SUSTAINABLE GROWTH
GOAL 03 OBJECTIVES
3.1 Identify strategic opportunities for sustainable growth in new student population
3.2 Maximize retention, persistence, and graduation rates
3.3 Improve enrollment management practices and processes

PROMOTE AND PROGRESS THE
INSTITUTION THROUGH THE
ENGAGEMENT OF OUR STUDENTS,
ALUMNI, AND OTHER STAKEHOLDERS
GOAL 04
INSTITUTIONAL ADVANCEMENT
GOAL 04 OBJECTIVES
4.1 Cultivate and promote a campus-wide culture of service and giving to the university
4.2 Engage all alumni in meaningful and strategic ways
4.3 Implement an effective marketing and communication plan to increase visibility and
promote successes
4.4 Redesign our fund development philosophy and infrastructure to enable
transformative giving to the university
4.5 Prioritize engagement with the community and region to support development

GOAL 05
OPERATIONAL EXCELLENCE
GOAL 05 OBJECTIVES
5.1 Review and streamline business processes to improve efficiency
5.2 Establish a university-wide culture of excellent customer service
5.3 Leverage technology to support growth
5.4 Develop and maintain facilities that support academic growth and regional advancement
5.5 Attract and retain talented faculty, staff, and administrators
ENSURE SOUND AND EFFICIENT
UNIVERSITY OPERATIONS AND
ENHANCE OUR CUSTOMER SERVICE
QUALITY AND DELIVERY

SECURE OUR POSITION AS A CATALYST
IN REGIONAL ECONOMIC, SOCIAL, AND
ENVIRONMENTAL DEVELOPMENT AND
FACILITATE COLLABORATION WITH
INDUSTRY AND GOVERNMENT TO
IMPROVE OUR REGION
GOAL 06
REGIONAL DEVELOPMENT
GOAL 06 OBJECTIVES
6.1 Build partnerships with government and industry to drive economic development
6.2 Promote and support faculty applied research and consulting
6.3 Grow community-based experiences and develop opportunities for community
involvement

Melanie Baker
Chair,StaffSenateandECSUAlum
Harold Barnes
Chair,BoardofTrusteesandECSUAlum
Dr. Scott Bradshaw
Chair,FacultySenate
Gary Brown
ViceChancellorforStudentAffairs
Dr. Chris Brussalis
ChiefExecutiveOfficer,TheHillGroup
Lynne Bunch
Trustee
Caitlin Davis
Director,Women’sEntrepreneurshipCenterandECSUAlum
Dr. Karrie G Dixon
Chancellor
Alyn Goodson
GeneralCounselandChiefOperatingOfficer
Nyla Harris
ChiefofStaff,StudentGovernmentAssociationandPresident,Chancellor’sAmbassadors
Josh Lassiter
ViceChancellorforBusinessandFinance
Letitia Evans
InterimViceChancellorforUniversityAdvancementandFoundationBoardExecutiveDirector
Bettie Parker
Mayor,CityofElizabethCityandECSUAlum
Carson Rich
SpecialAssistanttotheChancellorforGovernmentRelations
Dr.Althea Riddick
AssociateViceChancellorforEnrollmentManagement,UniversityRegistrarandECSUAlum
Lauren Schuetz
Consultant,TheHillGroup
Dr. Farrah Ward
ProvostandViceChancellorforAcademicAffairs
Dr. Derrick Wilkins
ViceChancellorandChiefofStaffandECSUAlum
Michelle Ball
ExecutiveDirectorforStrategicCommunications
George Bright*
AthleticDirector
Gary Brown*
ViceChancellorforStudentAffairs
Alyn Goodson*
ViceChancellorforOperationsandGeneralCounsel
Shamica Long-Lane
ChiefHumanResourcesOfficer
Lisa McClinton*
ViceChancellorforBusinessandFinance
Suresh Murugan
ChiefInformationOfficer
Carson Rich*
SpecialAssistanttotheChancellorforExternalAffairs
Gwendolyn Sanders
DeputyChiefofStaff
Anita Walton*
ViceChancellorforUniversityAdvancementand
FoundationBoardExecutiveDirector
Dr. Farrah Ward*
ProvostandViceChancellorforAcademicAffairs
Dr. Derrick Wilkins*
ViceChancellorandChiefofStaff
Sharnita Wilson-Parker
DirectorofInternalAudit
*Chancellor’sExecutiveCabinet
FORGING OUR FUTURE
Elizabeth City State University
STRATEGIC PLAN
2020-2025
PublishedJuly2020
Special thanks to The Hill Group.
Elizabeth City State University is accredited
by the Southern Association of Colleges and
Schools Commission on Colleges to award
degrees at the baccalaureate and master’s
levels. Contact the Commission on Colleges at
1866 Southern Lane, Decatur, GA 30033-4097
or call 404-679-4501 for questions about the
accreditation of ECSU.
Elizabeth City State University is committed to
equality of educational opportunity and does
not discriminate against applicants, students, or
employees based on race, color, national origin,
religion, gender, age or disability.
Forging Our Future is published by
Communications and Marketing
Campus Box 778
1704Weeksville Road
Eilzabeth City, NC 27909
252.335.3594
cam@ecsu.edu
ecsu.edu
CHANCELLOR’S
CABINET
STEERING COMMITTEE
Jan King Robinson
Chair
Lynne Bunch
ViceChair
Dr. Stephanie D.B. Johnson
Secretary
Harold Barnes
Phyllis N. Bosomworth
Bruce C. Brown
Kim W. Brown
Jimmy Chambers
Andy Culpepper
Chris Evans
Tracy Swain
Paul Tine
Kennis E.Wilkins
UNIVERSITY
LEADERSHIP
BOARD OF TRUSTEES

COMETO
DISCOVER,
LEAVETO
CONQUER
FORGING OUR FUTURE
STRATEGIC PLAN | 2 0 2 0 - 2 0 2 5

ECSU Srategic Plan 2020

ECSU Srategic Plan 2020

Recommandé

Contenu connexe

Tendances

Tendances(16)

Similaire à ECSU Srategic Plan 2020

Similaire à ECSU Srategic Plan 2020(20)

Dernier

Dernier(20)

ECSU Srategic Plan 2020