Strategic Planning Council

President Bennett charged the Strategic Planning Council (SPC) with the responsibility to review the current institutional Vision, Mission, Values and Plan and provide recommendations for revising each. Strategic institutional priorities and initiatives will be developed that support the 2020 Strategic Plan and encompass the areas of emphasis provided to the SPC by the President.

At the conclusion of its work, the SPC will submit recommendations to the President concerning an updated institutional Vision, Mission, Values, and Plan. The President will submit the SPC recommendations to the Executive Cabinet for discussion, consideration and final approval; pending any additions, deletions or revisions proposed by the President or Executive Cabinet. 

Once the SPC recommendations have been revised and approved by the President and Executive Cabinet, the 2020 Strategic Plan will be published and implemented as the foundation for all institutional planning processes.  Each year, departments and units will base their normal annual goal-setting and planning exercises on the Strategic Priorities and Strategic Initiatives developed by the SPC in order to set unit-specific goals that are congruent with the strategic plan.  Unit-level goals will be developed and assessed annually per normal institutional processes.
 

Strategic Framework

The President provided the following broad areas to guide the SPC’s work. From this strategic framework, the Council will develop appropriate institutional strategic priorities and initiatives. The SPC was encouraged to be future-minded and to focus more on the possibilities of the future than the limitations of the past or the realities of the present. The strategic priorities and initiatives will serve as the roadmap in the institutional planning process for the development of specific goals at the college, department and administrative unit level.
 

1. Student success

2. Teaching and research excellence

3. Public and  community engagement

4. Enrollment strategies

5. Support of employees and human capital

6. Diversity

7. Emerging themes

Initial Constituent Input (Summer 2014)

During the summer of 2014, the University community was invited to be engaged in the process of developing a new Vision, Mission, Values and Plan by providing input through face-to-face sessions and an electronic survey available to all faculty, staff, students, alumni and external stakeholders. The SPC and respective work groups developed strategies designed to engage the University community in the collection of ideas concerning what should be included in a new institutional strategic plan.  In addition, the SPC also engaged and involved persons with subject-matter experience in each of the areas outlined in the Strategic Framework.

Additional Constituent Input (Spring 2015)

The SPC has completed an initial draft of a revised Mission, Values, Vision and Plan that is now being distributed for review and comment by the University community. Input is being sought from faculty, staff, students and alumni, but anyone with an interest in the future of the University is welcome to provide feedback. While this draft is the result of constituent input, the SPC is interested in again hearing from faculty, students, staff and alumni to ensure that all essential issues have been addressed. By completing this survey, all constituent groups are able to participate in the final stages of this process. All responses should be submitted by Tuesday, March 31, 2015 using this FEEDBACK FORM.

Supplemental Background Material

These supplemental materials (PDF) help provide additional context for how the SPC developed the draft mission, values, vision and institutional strategic goals. Much of this information results from feedback from more than 500 faculty, staff, students, alumni and other external constituents. These materials include the primary strategic issues identified, a glossary of terms that help defined major concepts found in the plan, a chronological summary of the steps followed, and an overview of the issues identified in our internal and external environments (Strengths, Weaknesses, Opportunities and Threats).

Strategic Planning Council Membership 

  1.  Dr. Mary Ann Adams, Professor, College of Education and Psychology, Co-chair
  2. Dr. Joseph Peyrefitte, Professor, College of Business, Co-chair
  3. Dr. Julie Reid, Associate Professor, College of Arts and Letters
  4. Dr. Kathy Masters, Professor, College of Nursing
  5. Dr. Kathy Yadrick, Professor and Associate Dean, College of Health
  6. Dr. Doug Masterson, Associate Professor/Associate Chair, College of Science and Technology
  7. Dr. Ellen Weinauer, Dean and Associate Professor, Honors College
  8. Ms. Sarah Mangrum, Clinical Assistant Professor, University Libraries
  9. Dr. Karen Coats, Dean and Professor, Graduate School
  10. Ms. Vanessa Molden, Program Promotion and Communication Manager
  11. Dr. Scott Blackwell, Director of Residence Life, Student Affairs
  12. Dr. Douglas Vinzant, Vice President for Finance and Administration
  13. Dr. Shannon Fleming, Executive Director, USM Foundation
  14. Dr. Tom Lansford, Professor, College of Arts and Letters, Gulf Coast
  15. Mr. Chase Kasper, Director, Office of Technology Development, Research
  16. Dr. Shannon Campbell, Director, Trent Lott Center, Vice President for External Affairs
  17. Mr. Paul Walters, Director of Compliance, General Counsel
  18. Mr. Jeremy McClain, Deputy Athletic Director, Athletics
  19. Ms. Alison Bruton, Director of New Student Recruitment, Enrollment Management
  20. Dr. Melissa Thompson, Associate Professor, Academic Council
  21. Dr. Desmond Fletcher, Associate Professor, Faculty Senate
  22. Dr. Bonnie Nicholson, Associate Professor, Graduate Council
  23. Ms. Karen Reidenbach, Customer Care Specialist, Staff Council
  24. Dr. Casey Maugh Funderburk, Associate Professor, Gulf Coast Faculty Council
  25. Mr. Jason Bigelow, Campus Architect, Gulf Coast
  26. Mr. Jeffrey George, Student Government Association, Hattiesburg
  27. Ms. Alice Moss, Student Government Association, Gulf Coast
  28. Ms. Tisha Zelner, Associate Professor, Council of Chairs
  29. Ms. Tanisha Staten, Graduate Assistant, International Development, Gulf Coast
  30. Dr. Daniel Norton, Associate Vice President, Center for International Education
  31. Dr. John Eye, Dean and Professor, University Libraries
  32. Dr. Steven Miller, Interim Vice President, Gulf Park Campus

Ex-Officio Members

  1. Ms. Michelle Arrington, Institutional Research
  2. Dr. Tom Burke, Executive Assistant to the President for Administration
  3. Mr. Jim Coll, Chief Communications Officer
  4. Ms. Kathryn Lowery, Institutional Effectiveness
  5. Dr. Bill Powell, Associate Provost for Assessment and Accreditation

Tentative Timeline* 

1. February 2014: SPC is charged by President and begins work 

2. Spring 2014: Work groups meet (focus on Vision, Mission, Values) Vision, Mission, Values update drafted; community input solicited SPC Co-chairs update Executive Cabinet 

3. Summer 2014: Work groups meet, work continues electronically
 
4. Fall 2014: SPC work groups focus on Strategic Priorities and Initiatives
 
5. Mid-Fall 2014:  Strategic Priorities and Initiatives drafted
 
6. Mid-Fall 2014: SPC Co-chairs provide update to Executive Cabinet
 
7. Late Fall 2014: SPC submits proposal to President (Vision, Mission, Values
and Plan)
 
8. Late Fall 2014: President and Executive Cabinet review and discuss; and  
propose additions, deletions or revisions prior to final plan approval
 
9. Spring 2015: 2020 Strategic Plan published and implemented
 
10. Spring 2015: The annual institutional planning process begins at the  college, department and administrative unit level (goals developed at each level throughout the University in support 2020 Strategic Plan)

11. Annually: Each college, department and administrative unit will annually develop goals that support the University’s strategic priorities and initiatives as part of the institutional planning process; will assess their success in achieving those goals, and make necessary changes as a result of that assessment. This process will be repeated annually in a prescribed institutional manner.

*The timeline is subject to revision.