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