Strategic Plan - 2007-2012 (Approved August 2007)

Introduction

Dakota State University is a public, mission-driven institution. It is South Dakota's designated information technology university and is a leader in integrating this technology into the academic disciplines of its curriculum. Academic rigor and the infusion of information technology into teaching, research, and creative activity are at the heart of the university's work.

Vision (2012)

DSU has a broad national reputation for providing a dynamic, information technology rich learning and research environment.

Values and Commitments

Dakota State University's 2007-2012 strategic plan reflects the following set of values and shared commitments to:

An uncompromising passion for DSU's information technology mission.
The use of data-informed decision making to improve and enrich the university's programs.
Academic research that produces, adapts and incorporates new discipline- and pedagogy-based knowledge.
An unwavering support for student success and learning by promoting active engagement and creative problem-solving.
A relentless pursuit of emerging technologies.
Effective communication that is open and honest.
A university experience that promotes an understanding of our diverse world.
Cutting-edge academic programs focused on its information-technology mission

Where We Are Now

Dakota State University provides students with an open, friendly, safe, challenging, and collaborative environment. The university encourages all students to participate in activities that enrich their academic experience, such as participation in extra-curricular activities, research, and outreach. Its faculty and staff are high-quality, caring, and student-focused. In 1881 the university began as the teacher education institution for the entire Dakota Territory. It continues to fulfill that mission and at the same time integrate the use of information technology in the education of teachers. Dakota State University is proud to be recognized by both the National Security Agency (NSA) and the Department of Homeland Security as a National Center of Excellence in Information Assurance Education. In December 2005, the South Dakota Board of Regents authorized DSU to offer its first doctoral degree.

The institution is proud of its graduates, the high job placement levels that they achieve, and their frequent choices to remain in the state to build South Dakota's economic base and quality of life.

The University has concluded the successful implementation of its 2002 - 2007 strategic plan. Details regarding active and planned initiatives that grew and resulted from the 2002 -2007 Strategic Plan are available on our campus web site (see links at the end of this document.)

Focus

Through a strategic planning process, DSU has developed seven overarching goals for the University. The goals are stated in brief here and discussed more fully in later sections.

Expand current information technology leadership through cutting-edge programs.
Optimize on-campus student enrollment and enhance program quality by attracting high-ability students.
Increase student retention and graduation by providing an exceptional student experience.
Advance DSU's emphasis on applied research.
Extend DSU's educational outreach through online and alternative-location delivery.
Promote increased visibility and recognition of the University.
Develop new sources of revenue.

Strategic Focus #1: Focus On Expanding Information Technology Leadership

To sustain DSU's cutting-edge position as an elite information technology institution, the university will:

Refine and expand its on -campus and state-wide leadership in creating exceptionally effective mobile computing environments.
Emphasize current information technology niches such as programs in information assurance and security for the banking and finance industry, IT-based entrepreneurism, biometrics, information systems in healthcare, computer gaming, digital arts and design, and support for mobile computing initiatives in the K-12 environment.
Integrate informatics (defined as the application of computer and information technology to human problems) into all current degree programs and develop new informatics-based degree programs in disciplines with significant potential for student growth.
Explore opportunities for information technology-infused interdisciplinary majors.
Expand use of information technology to increase capabilities for data-informed decision-making.

Outcome: By 2012, DSU will have three new cutting-edge graduate programs and five new cutting-edge undergraduate degree programs that reflect the institution's strong focus on its information-technology mission.

Benchmark:

	Graduate	Bachelor	Associate
FY07 Programs	4(3 masters; 1 D.Sc.)	27	6

Strategic Focus #2: Focus On Optimizing and Sustaining On-Campus Enrollment

To optimize its efficiency and better align its student population with its strategic goals, DSU will grow and sustain an optimal on-campus enrollment. To achieve this enrollment objective, the University will:

Provide high-quality and mission-focused undergraduate and graduate academic programs that appeal to high-ability students.
Attract additional high school students from high-growth areas in South Dakota, such as Minnehaha and Lincoln counties.
Attract additional out-of-state high school students, especially those in northern states such as Wisconsin and Illinois.
Target high school students who graduate from 1:1 mobile computing (tablet) high schools.
Continually improve www.dsu.edu as a state-of-the-art, user-friendly website.
Expand the most effective technology-, student-, and alumni-based recruitment efforts to increase the institution's student enrollments.
Leverage championship-caliber intercollegiate athletics to enhance student recruitment.

Outcome: By 2012, DSU will attain an optimal on-campus enrollment of 1,400 undergraduate students.

Benchmark: Fall 2006 - 1,277 on-campus undergraduate students.

Strategic Focus #3: Focus On Retention and Graduation by Providing an Exceptional Student Experience

To sustain enrollment, enhance graduation rates, and provide a positive and rewarding experience, the university will:

Increase student engagement through an enhanced system of interlocking programs to support first-year students.
Improve campus life with an expanded menu of meaningful and more diverse academic, cultural, and student life events.
Enhance athletic programs by full adoption of the NAIA Champions of Character program.
Investigate new and flexible schedules for course offerings.
Increase enrollment in the DSU Honors Program.
Develop student-led, green campus initiatives.
Provide curriculum that engages the student in global awareness and increased opportunities for students to study abroad.

Outcome: By 2012, the first-year retention and six-year completion rates of first-time, full-time baccalaureate degree-seeking students will increase by 5% over the last 5-year average.

Benchmark:
First-year Retention = 67.26%*(*five-year average, using cohorts of Fall 01 to Fall 06: 66.7%, 68.9%, 64.8%, 70.0%, 65.9%)
Six-year Graduation Rate = 43.6% **(**five-year average, using cohorts of Fall 96 to Fall 00: 43%, 42%, 46%, 47%, 40%)

Strategic Focus #4: Focus On Advancing Applied Research

DSU will leverage its current successes in applied research and innovative application of technology to increase the state's economic development and improve the state's quality of life. To achieve this goal, the university will:

Promote and support a research culture across all graduate and undergraduate programs.
Develop the Doctor of Science degree program in Information Systems into a leading, nationally recognized program with an emphasis on applied scholarship and multi-disciplinary research.
Recruit and retain a cohort of research faculty through competitive compensation, appropriate workloads and course schedules, and support of grant-writing, publishing, and involvement indiscipline specific professional organizations.
Use stipends and assistantships to promote an active research agenda for graduate students.
Develop and implement undergraduate research experiences to attract high-caliber students and to prepare them for post-graduate endeavors.

Outcome: By 2012, DSU will increase its research activity by doubling the number of awarded grants/contracts and increasing the value of these grants/contracts to $5 million.

Benchmark: FY07 number of grants/contracts awarded: 20FY07 value of grants/contracts awarded: $1,803,628

Source: annual grant/contract report to SD BOR; data used by BOR for performance funding

Strategic Focus #5: Focus On Extending Educational Outreach

In order to extend its educational outreach, the university will:

Expand the range of online and alternative-location offerings.
Review online processes and services to address the unique needs of undergraduate and graduate distance students.
Develop and expand appropriate programs and courses at the University Center (UC) in Sioux Falls and other off-campus locations.
Advocate changes in the university funding model to better compensate DSU for its distance offerings and to allow expansion of new offerings.
Explore partnerships with other accredited institutions to provide students with a broader range of academic programs and diverse experiences.

Outcome: By 2012, DSU will increase self-support credit hour generation by 50%.

Benchmark: FY07 self-support credit hours - 10,543

Strategic Focus #6: Focus On Promoting National and International Visibility

In order for DSU to distinguish itself from its competitors and attract top-quality students, faculty, and staff, the university will:

Brand DSU as a nationally recognized university providing information technology-infused programs that emphasize student learning and engagement.
Expand public exposure to student and faculty successes in academic, athletic, and public service activities.
Increase levels of student participation and visibility in national and regional scholarship competitions.

Outcome: By 2012, DSU will achieve one nationally competitive award for academic excellence or innovation.

Benchmark: FY07 - 0

Strategic Focus #7: Focus On Developing New Financial Resources

To generate additional resources so that DSU can pursue its strategic goals, the university will:

Support the DSU Foundation in its efforts to conduct a successful comprehensive campaign.
Expand corporate partnerships to support campus endeavors.
Increase campus efficiencies by "going green".
Obtain funding to support facilities and campus infrastructure improvements.
Increase financial support from alumni and other benefactors.

Outcome: By 2012, the DSU Foundation net assets will reach $10 million, the annual phonathon will reach $150,000 in pledges, and the University will have new resources in place to support new academic programs and initiatives.

Benchmark: DSU Foundation net assets, end of FY06 - $5,139,385*FY07 annual phonathon pledges - $73,820 Number of new programs and initiatives funded from new resources: FY07 - 0, FY06 - 1 (D.Sc.)

(*NOTE: FY07 info not available until after audit completed/IPEDS data collected in fall 2007. Therefore, FY06 will serve as baseline data.)

Implementation of Strategic Goals

The Institutional Effectiveness Committee will use the 2007-2012 Strategic Plan to develop unit- and college-specific plans that include measurable, time-based objectives and performance indicators. The University will annually evaluate progress toward these goals and will utilize this information to make decisions that result in the effective and efficient use of institutional resources. A continuous quality improvement model will be used to analyze progress, report results, and document improvements.

This strategic plan was developed through a process that was led by the following members of the Dakota State University Strategic Planning Committee:

Ethelle Bean - Associate Vice President for Special Projects and Director of the Library & Learning Commons (committee chair)
Carrie Ahern - Director, Institutional Effectiveness & Assessment (data support)
Michael Anderson - Vice President, Student Senate (student representative)
Linda Brozik - Executive Administrative Assistant to the President (administrative support)
Omar El-Gayar - Dean of Graduate Studies and Research
Adam Ellsworth - business (community and alumni representative)
Dave Goeden, Assistant Director, Physical Plant (Career Service Association representative)
Nancy Moose, Professor of Adult and Higher Education (faculty representative)
Steve Shirley, Vice President/Dean of Student Affairs (administrative representative)
Jack Walters, Assistant Professor of Management (faculty representative)
Gene Wockenfuss, Athletic Director (athletics representative)

APPENDICES

Appendix 1 - The Strategic Planning Process

Appendix 2 - Match to External Constituencies

Appendix 3 - Match to Regional Accreditation

Appendix 4 - Data Summary for 2002-2007 Strategic Plan