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2020-2025 Strategic PlanNew Challenges,Bold Promises

Board of TrusteesStuart Augustine, ChairDr. Richard Adams, Vice ChairBrenda Timberlake, SecretaryGlenn AdamsValencia ApplewhiteJonathan CharlestonJ. Doug EnglishSydney Harris, Ex-OfficioDr. Warren McDonaldJohn McFadyenSherida McMullanDr. Brandon PhillipsWilliam WarnerAdministratorsDr. Peggy Valentine, Interim ChancellorWendell Phillips, Vice Chancellor andChief of StaffDr. Lee Brown, Interim Provost andVice Chancellor for Academic AffairsCarlton Spellman, Vice Chancellor forBusiness and FinanceDr. Janice Haynie, Vice Chancellor forStudent AffairsArasu “Nick” Ganesean, Vice Chancellorfor Information Technology andTelecommunication ServicesDr. Harriet Frink Davis, Ph. D. , Interim ViceChancellor for University AdvancementWanda Jenkins, General CounselJeffery Womble, Associate ViceChancellor for CommunicationsDIRECTION FOR THE FUTUREThis is an exciting time in our history as we launchthe university’s strategic plan for 2020-2025. We aresurviving unprecedented times, and Fayetteville StateUniversity is well positioned to move into a new era dominatedby science, emerging technologies, and big data. COVID-19 hastaught us to become more flexible in our educational delivery.We will meet the needs of a 21st Century society and offer programsin fields of high demand. Hence, “New Challenges, Bold Promises” iswhat this plan seeks to address. We must be bold in providing a transformative educationalexperience to students from rural, underserved, and economically challenged environments.It is my firm belief that education holds the key to disrupting poverty, health disparities, andinjustice that impact people of color.Our students must be prepared to lead and solve problems in a rapidly changing society, athome, and abroad. This strategic plan builds on Fayetteville State’s 153-year legacy and willstrengthen our capacity to provide a world-class education for residents of North Carolina,the military, and beyond. We expect our graduates to be well-prepared as they enter emergingmarkets of the future.We thank our constituents (members of the faculty, professional staff, students, alumni,administrators and our Board of Trustees) who provided input in preparing this forward-thinkingdocument. We also thank all donors and supporters who will help make the implementation ofthis plan possible. This will not become a document that rests on a shelf.Champions for each strategic priority have been identified and, together, we will hold each otheraccountable for its successful implementation.Anthony Bennett, Director of AthleticsWesley Fountain, Director ofGovernment and Community Relations2 FAYETTEVILLE STATE UNIVERSITYDr. Peggy Valentine, Ed.DInterim Chancellor

OUR MISSION STATEMENTFayetteville State University (FSU), a public comprehensive, Historically Black University, offersrobust and innovative degree programs rooted in the liberal arts tradition. The university advancesknowledge through the integration of teaching, learning, research, and public service. FSU strives tomeet the educational, career, and personal aspirations of its students from rural, military, and otherdiverse backgrounds so that they are equipped with academic and practical knowledge to serve local,state, national, and global communities as enlightened citizens, globally astute leaders, and engagedsolution creators.We Accomplish Our Mission Through» A rigorous academic environment» A student-centered education» Specialized offerings and services tomeet the needs of traditional, online, nontraditional, and military-affiliated students2020-2025 Strategic PlanProject LeadershipMajor General (Retired) Rodney O. Anderson,Kiante Bennett, Dr. Chet Dilday, FSU Police ChiefRenarde Earle, Anasha Eskew, Mary Holmes, Dr.Pamela Jackson, Richard Kingsberry, Dr. NicoleLucas, Trustee Sherida McMullan, Dr. CarlittaMoore, Colonel (Retired) Donald Porter, TerriTibbs, Velappan Velappan and FSU Administratorsas listed on page 2.Approved by Board of Trustees (June 2020),Pending approved by Board of Governors» Dedicated staff and scholarly faculty» Faculty and student engagement andpartnerships with industry, employers,alumni and the community“On behalf of the Board of Trustees,I would like to share my excitementabout the new strategic plan andthe future of the second oldest stateuniversity in North Carolina. This newplan builds upon the rich legacy ofFayetteville State in continuing itspurpose of providing a world-classeducation while preparing students for21st Century careers. Consistent withOur Vision StatementFayetteville State University, the secondoldest public university in North Carolina anda constituent institution of the University ofNorth Carolina System, will be the regionaluniversity of choice for students from rural,military, and other diverse backgrounds whoare poised to become visionary leaders whotransform communities, states and nations.our Motto, Res Non Verba, Deeds NotWords, we are committed to leveragingour resources and expertise to helpstudents succeed and strengthen ourcommunity. ”-Stuart Augustine,Chair of the Boardof TrusteesSTR ATEGIC PLAN 3

FSU’S 5 STRATEGIC PRIORITIESACADEMICEXCELLENCEEMPLOYEEVITALITY4 FAYETTEVILLE STATE YOUTREACH ANDRESEARCHUNIVERSITYSUSTAINABILITY

OUR CORE VALUES» Integrity: Commitment to transparency»Flexible and Adaptable: Producing careerand life-ready global citizens» Shared Governance: Engaging all membersof the university community in decisionmaking» Diversity, Equity, and Inclusion: Workingcollaboratively and effectively in a globalsocietyOUR MOTTO» Collaboration and Partnerships:Strengthening relationships among alumni,community, and other stakeholders»Innovative: Creatively pursuing excellence inorganizational endeavors» Culturally Connected: Preserving theUniversity’s HBCU legacy and prideRes Non Verba(Deeds Not Words)The university motto affirms FSU’scommitment to:» Offering programs and servicesthat produce tangible results andmeasurable outcomes» Developing graduates whohave a positive impact on theirprofessions and communities» Defining excellence in terms ofoutcomes and results rather thanwords or reputation aloneSTR ATEGIC PLAN 5

INSTITUTIONAL EFFECTIVENESSF“Our 2020-2025 strategic plan isevidence-based, and it includesvaluable input from faculty,ayetteville State University’s Strategic Plan, New Challenges, Bold Promises, is our roadmap through 2025. Building on our many strengths, the Plan focuses our energies andresources on strategies that will position the university for continued success. Thestrategic priorities and goals were developed through collaboration with faculty, staff, students,alumni, and other key stakeholders. The Plan advances a bold future built on our traditionof excellence and harnesses our community’s talents and resources to be effective in everydimension of our mission. Our continued success will strengthen North Carolina’s competitivecapacity to enrich the economic, social, and cultural life of the region.staff, students, alumni, and keystakeholders. This plan is intentionaland includes bold strategies withmeasurable outcomes. It sets theagenda for the next 5 years where FSU’srich HBCU legacy is preserved withthe continued promise of providingstudents with a world class educationthat will prepare them for 21st Centurycareers and to be visionary leaderswho transform communities, states,and nations.”-Dr. Nicole LucasInterim Director forInstitutional Effectivenessand SACSCOC Liaison6 FAYETTEVILLE STATE UNIVERSITYNext StepsA strategic plan that is implemented andproperly assessed, is an effective instrumentto ensure the university operates efficientlyand effectively; making smart choices amongcompeting priorities and setting the coursefor a sustainable future. This Plan promotesan evidence-based assessment and planningstrategy that embraces a multidimensionalapproach to achieving the university’s strategicpriorities. Implementation will be inclusive, asthe plan’s success requires input and actionfrom the entire university community. Faculty,students, staff, and alumni will be asked to serveas champions in facilitating the implementationof the Plan including addressing strategic issues,identifying potential gaps, and tracking theprogress of the strategic plan.

STRATEGIC PRIORITY 1ACADEMICEXCELLENCEInnovative and impactful student-centered academicprograms and services equip students with the necessaryknowledge and skills to compete on a global level“We are recruiting high-quality,internationally recognized faculty, weare creating an engaging academicenvironment that is student-centered,and we are continuing to innovate ourcurriculum to prepare our graduatesfor 21st Century careers. Business andcommunity leaders have told us thatthey want graduates that are creative,agile, can communicate across cultures,problem solvers, and are developingleadership competencies. To meet thischallenge, we are creating strongerStrategic Goalspartnerships with industry and the» Develop and implement ambitious strategies » Strengthen capacity to offer undergraduate,to attract and grow targeted populationsof studentsgraduate and professional educationalopportunities that meet the needs of the region» Increase retention rates» Enhance research and other experientialopportunities that heighten academic» Increase graduation ratesperformance and satisfaction» Foster cutting-edge technological innovationto support and advance teaching and learning » Enhance the educational experiences ofnon-traditional and distance learnerscommunity to provide engaged learningand closer collaboration for the mutualbenefit of education, enterprise, and thebetterment of our society.”-Dr. Lee BrownInterim Provost and ViceChancellor for Academic AffairsSTR ATEGIC PLAN 7

STRATEGIC PRIORITY 2“Through student engagement,we learn valuable skills for theprofessional world such as criticalthinking, communication, andadaptability. Extra-curricular andco-curricular activities andSTUDENT CAMPUSENGAGEMENTThrough a variety of engaging activities, students willdevelop a broad range of leadership and professional skills,beyond the classroom, that will prepare them for successfulcareers and to be visionary leaders.participation in organizations areessential for student success in21st Century careers. I believe thatthis strategic plan will help theBronco Nation grow stronger, as afamily and community to inspire trueBronco Pride.”- Sydney HarrisPresident of FSU’s StudentGovernment AssociationStrategic Goals» Infuse high-impact practices andprofessional skills into curricular andco-curricular activities» Strengthen career services to help studentsto be career-ready» Promote cultural and global learning8 FAYETTEVILLE STATE UNIVERSITYopportunities» Create experiences that meet the needs andexpectations of 21st century learners» Enhance services offered to non-traditionaland distance learners

STRATEGIC PRIORITY 3EMPLOYEEVITALITYDrawing upon the HBCU culture of giving back,the university will further develop a vibrant workenvironment that promotes, supports, and rewardsexcellence among faculty and staff.“Offering employees professionaldevelopment opportunities is essentialin helping Fayetteville State Universityto stand out and attract and retain toptalent. Investing in the campus culturewhere faculty, staff, and students aresupported and celebrated creates avibrant atmosphere and strengthensthe bond of our Bronco family.”-Patricia FlaniganPresident of FSU’s Staff SenateStrategic Goals» Recruit and retain a talented workforce» Strengthen FSUs’ workforce through a» Foster a vibrant campus culture among thefaculty and staffbroad range of innovative leadership andprofessional development initiativesSTR ATEGIC PLAN 9