Strategic Plan 2023
A Message from the:
The pace of change in higher education over the past three years has been unprecedented.
The pandemic accelerated the use of technology to deliver instruction and services.
Supply chain challenges impeded the ability to secure critical resources. Students'
expectations of what they need, and in some cases demand, from higher education also
appear to be changing.
The media mentions micro and stackable credentials more than bachelor's degrees. The
"just in case" education is shifting to "just in time" (Levine & Pelt, 2021), and
there is pressure to move from a subject and process mastery model to an outcomes-based
model. The changing landscape also comes from reductions in state appropriations,
inflation, and the significant decline in available high school students due to some
of the lowest birth rates in decades. These changes, and many others, form the backdrop
of where Northeastern State University finds itself in 2023.
Although change is not always good, and different is not always better, the personality
of this historic and beloved institution is one of perseverance, adaptability and
nimbleness. Evidence to support this position is found in how NSU shifted the entire
academic enterprise in a matter of days in March 2020 as COVID-19 disrupted everything.
Resilient as ever, just as when our predecessor campus, the Cherokee National Female
Seminary at Park Hill burned in 1887, plans to replace what was lost began immediately,
and the cornerstone for a new building at a new location was laid within a year. And
as of this writing, Seminary Hall has been welcoming students for 134 years.
NSU's past, current and future success is vested in the diligence and dedication of
our faculty and staff, as manifested in many measures of student success. We cannot
and will not lose sight of our primary goal— the education of each generation of
students. The institution's continued success will be measured by how it plans for
the future and how these plans are implemented.
NSU, An Institution of Distinction: Strategic Plan 2023-28 is supported by four pillars.
NSU will be the Educational Partner of Choice, Enhance Workforce Connection, Ensure
Student Success and Invest in Employees and Facilities. The plan is appropriately
focused on measurable priorities and goals, identifiable targets and key performance
indicators.
This strategic plan is the culmination of more than two years of arduous work by the
Strategic Plan Steering Committee. Dr. Cari Keller has done an admirable job leading
this important work. She has been supported by committee members Dr. Kelly Jo Larsen,
Dr. Kimberly Williams, Dr. Richard Reif, Dr. Peggy Glenn and Mr. Brian Manley. This
plan truly reflects grassroots processes that garnered input from internal and external
stakeholders and an all-call appeal that resulted in over 1,100 unique responses.
I sincerely appreciate the close to 1,800 NSU employees, students and community members
who contributed to this important endeavor. Thanks for your full participation.
As we have done for well over a century, NSU will move forward, and we will do this
with a renewed focus and commitment to Our People, Our Purpose and Our Place.
The future is bright!
Dr. Steve Turner, President
The work of the university in crafting this strategic plan is focused on shaping the
lives of not only students, but it is also shaping the lives of future generations.
This is a tremendous responsibility, and it is one that all employees shoulder with
pride and determination. The superb efforts and vision of the strategic plan committee
and all of our university stakeholders have captured our best efforts to be successful
in achieving our goals.
The world is changing at an unprecedented pace, and so must we. Our strategic plan
is designed to propel us forward, helping us to remain at the forefront of education
and innovation. It is a blueprint for success, a roadmap that will guide us toward
achieving our goals and fulfilling our mission.
I encourage each of you to support the essence of this strategic plan—to embrace the
idea that together, we help our students achieve their greatest potential. This plan
has measurable goals and outcomes designed to provide rich data as we accomplish the
successes identified within.
To achieve our strategic objectives, we must all collaborate and communicate effectively.
We can accomplish this by eliminating barriers to progress and fostering an environment
of interdisciplinary cooperation. Together, we are stronger, and together, we can
achieve remarkable things. Let us never forget the importance of celebrating our successes,
no matter how small they seem. Each milestone achieved, life transformed and new discovery
is a testament to our collective efforts. Our strategic plan provides the tools to
be effective in these efforts.
As we embark on this new revision in strategic planning, let us approach it with enthusiasm,
passion and an unwavering commitment to excellence. Together, we will create a future
that exceeds our wildest expectations - a future where our institution is renowned
for its innovation, impact and unwavering dedication to education.
Sincerely,
Dr. Debbie Landry, Provost

Mission
Building on our Cherokee Nation heritage, Northeastern State University is committed to student success and a sustainable future for our diverse communities.

Vision
NSU will support our students' success by adapting to a constantly changing, globally competitive environment, by educating today's learners to be tomorrow's leaders, and by being responsive to the needs of our stakeholders and the region's workforce.

Values
Our People
We are committed to the growth and success of our students, employees, and community
partners.
Our Place
We honor all who came before us and advance a culture built on diversity, equality,
inclusion, and belonging.
Our Purpose
We develop a collaborative environment that cultivates a life-long pursuit of learning,
excellence, creativity, and opportunity.
The Path Forward
For each of the four strategic goals, as well as for many of the enumerated outcomes, key performance indicators (KPIs) have been identified to measure change year-over-year. Where data is not currently available, key employees have been tasked with compiling that data in 2023-24 and establishing a benchmark accordingly. Each academic department and administrative division has already developed its own strategic plan for 2023 through 2028, which ties each departmental or divisional outcome and strategy to one or more of the four institutional goals. As with the institutional outcomes, departments and divisions have identified KPIs to measure change from year to year. NSU is exploring several software programs that provide dashboards, reports, assignments and other strategic plan inputs and outcomes by role and/or department or division. Once purchased and implemented during the 2023-24 academic year, the Strategic Plan Committee will be able to more easily track progress toward goals using the designated KPIs.
SPECIAL THANKS
to the following NSU employees who contributed greatly to this plan and those who are already making NSU an "Institution of Distinction."
CABINET
Dr. Steve Turner, President
Dr. Debbie Landry, Provost/Vice President for Academic Affairs
Dr. Jerrid Freeman, Vice President for Student Affairs
Dan Mabery, Vice President for University Relations
Christy Landsaw, Vice President for Administration and Finance
STRATEGIC PLANNING EXECUTIVE COMMITTEE
Dr. Cari Keller, Dean of the Graduate College /Executive Director for Planning and Assessment (Chair)
Dr. Kimberly Williams, Dean of the Muskogee Campus / Director of Adult Degree Completion
Dr. Kelly Jo Larsen, Assistant Vice President for Enrollment Management
Dr. Richard Reif, Chief Information Officer / Director of Information Technology
Dr. Peggy Glenn, Director of Development / Executive Director of NSU Foundation
Brian Manley, Assistant Director for Digital Platforms & Marketing
STRATEGIC PLANNING COMMITTEE
Dr. Cari Keller, Chair
Academic Affairs (8)
Dr. Vanessa Anton, Academic Affairs Rep / College of Education
Dr. Mike Wilds, Academic Affairs Rep / College of Liberal Arts
Dr. Jessica Martin, Academic Affairs Rep / Gregg Wadley College of Science & Health Professions
Dr. Dilene Crockett, Academic Affairs Rep / College of Business & Technology
Dr. Janet Buzzard, Academic Affairs Rep / College of Business & Technology
Dr. Pamela Fly, HLC Accreditation Liaison Officer
Dr. Carla Swearingen, Academic Affairs Representative
Dr. Nathan Green, Faculty Council President
Student Affairs (5)
TBD, Student Affairs Representative
Dr. Sheila Self, Student Affairs Representative
Dr. Kelly Jo Larsen, Student Affairs / Enrollment Management
Whitney Arbaugh, Student Affairs / Auxiliary Services
Chelbie Turtle, NSGA President
Administration & Finance (4)
Christy Landsaw, Administration & Finance Representative
Dr. Richard Reif, Administration & Finance Representative
Harold McMillen, Administration & Finance Representative
Sydney Nichols Rice, Administration & Finance / Staff Council Chair
University Relations (1)
Elizabeth Peterson, University Relations Representative
President’s Office (3)
James Bell, Public Safety / President’s Office Representative
Dr. Peggy Glenn, Development / President’s Office Representative
John Sisemore, Athletics / President’s Office Representative
Committee Selection (6)
Sara Barnett, Center for Tribal Studies
Dr. Eloy Chavez, College of Extended Learning
Dr. Michael Jones, Libraries
Dr. Roger Collier, International Programs
Brian Manley, University Relations Representative
Dr. Kimberly Williams, Workforce Representative
And we especially appreciate all of those stakeholders, including students,
faculty, staff, alumni and community members, who took time to provide
the data points and viewpoints that form the basis of this plan.
Blueprint 2030 - Oklahoma State Regents for Higher Education