ALCORN STATE UNIVERSITY FIVE-YEAR STRATEGIC PLAN … · • Maintain accurate institutional research data base and submit reports to the administration, governing board (IHL) and

ALCORN STATE UNIVERSITY

FIVE-YEAR STRATEGIC PLAN

FY 2005 THROUGH 2009

EXECUTIVE SUMMARY

Submitted to:

State of MississippiBoard of Trustees of State Institutions of Higher Learning

Jackson, Mississippi

Submitted by:

Dr. Clinton Bristow, Jr., PresidentAlcorn State University

Alcorn State, Mississippi 39096-7500

July 29, 2003



STRATEGIC PLAN EXECUTIVE SUMMARY

FY 2005-2009

Introduction

This executive summary of Alcorn State University’s Five-Year Strategic Plan covers fiscal years

2004-2009. FY 2004 is the current year. The executive summary, therefore, covers a six-year period from

FY 2004 through FY 2009. The strategic plan includes the mission, vision, long-range goals, and sub-goals

(21st century goals) of the university. This executive summary focuses on key components of the full strategic

plan.

Brief History, Philosophy, and Mission

Alcorn State University is the oldest land-grant university in Mississippi and the oldest historically

black land-grant institution in the United States. It was established in 1871 with funds provided through the

First Morrill Land-Grant Act of 1862. The university is committed to the posture and practice of equal

opportunity, access to all qualified students, excellence in all programs and services, and to the success of its

students academically, in their chosen careers and to add value, humanism, and dignity to each student.

Vision

The vision of Alcorn State University is to be a premier land-grant university that prepares students

well for graduate and professional schools, especially in the sciences, and that effectively serves as the

epicenter of development for its region through its research and communiversity-outreach efforts.

Mission

An historic land grant institution and Carnegie Master’s I institution, Alcorn State University meets

the educational needs of residents in southwestern Mississippi, neighboring northeastern Louisiana parishes,

and other locales by providing strong undergraduate instruction in small classes over a wide range of

baccalaureate programs; by providing selected master’s programs in agriculture, business, education, nursing

and science with research focused on biotechnology, energy, meat, ecology, value-added agriculture, and

advanced technologies; and by preparing students for graduate and professional schools, especially in the

sciences. Students are also prepared to be responsible citizens with a strong work ethic. Complementing

Alcorn’s educational purpose is its commitment to public service, exemplified by its “communiversity”


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outreach initiatives and agricultural research and extension programs targeting families with small farms and

limited resources.

PERFORMANCE EFFECTIVE OBJECTIVES FOR FY 2004 - FY 2009

Administrative and Finance

Create/maintain an environment conducive and facilitative to teaching, learning, research andoutreach programs (communiversity).

Seek financial resource to expand the library holdings in support of undergraduate and graduateprograms.

Continue to improve the budgeting process in order to more fully integrate budget allocation andreallocation based on the university’s annual priorities.

Continue to strengthens its financial management and accountability program to ensure that itcontinues to obtain unqualified opinion from the Department of Audit.

Continue to implement technologies to improve efficiencies in personnel performance customerservice and energy conservation at all locations.

Work aggressively to achieve and/or exceed the SREB averages for faculty salaries at all ranks aswell as staff salaries.

Academic Affairs and Student Affairs

• Maintain professional accreditation for all programs that are currently accredited by national and/orregional accrediting agencies and aggressively seek to obtain professional accreditation for allapplicable programs--chemistry, business, and communications are priorities.

• Offers the mix of academic programs to meet existing and emerging needs of students and otherclientele. Ensure that appropriate state-of-the-art instructional equipment, materials, and deliverysystems are utilized, including laboratories, educational technology, distance-free learning, and otherlibrary resources.

• Ensure that students have access to quality education programs by providing financial assistance tostudents, appropriate advisement, and qualified and committed faculty--at least 75 percent of thefaculty will hold terminal degree by 2008-2009.

• Recruit aggressively other race and non-traditional students and seek to increase the percentage ofnon-African-American students attending the university. Increase retention and graduate rates amongall students.

• Ensure that faculty member engage in intellectual renewal project(s) annually. Encourage facultyto engage in research, public service and scholarly activities, including research leading toimprovement in teaching and learning.

• Ensure that each faculty member, in partnership with one or more students, engage annually in aservice project that supports the communiversity model, thus making Alcorn State University theepicenter of southwest Mississippi.


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• Assist each student to have a unique and enriching experience and assist at least 50 percent of eachgraduating class attend graduate and/or professional schools.

• Make residence halls learning centers for facilitating learning, scholarly pursuit and cultural andsocial enhancement.

Institutional Advancement Planning and Research

• Develop/maintain effective institutional strategic/annual planning processes and plans and a systemfor ongoing assessment of institutional effectiveness and for continuing improvement of programsand services.

• Promote research in the following areas biotechnology, meat technology, alternative energy sources,natural products, small and family farms; environmental ecology and natural resources and nutrition,and obesity prevention and control.

• Seek external funding in support of the instruction, research, and outreach priorities of the universityand assist faculty and staff in developing and submitting fundable proposals.

• Maintain accurate institutional research data base and submit reports to the administration, governingboard (IHL) and other appropriate individuals, agencies, organization in a timely manner.

• Assist in implementing the communiversity model in order to assist in meeting the educational andcommunity and economic development needs of the region.

• Continue to strengthen and expand development/alumni program to optimize support for theuniversity and strengthen institutional marketing and public relations program.

Significant External Factors Which May Affect Performance

Among the external factors which may affect the projected level of performance are the following:1) inadequate funding from the State of Mississippi; 2) reduction in funds available from the federalgovernment for grants and/or contracts and/or student financial aid; 3) increased competition for externalfunds; 4) increased competition for faculty and students and lack of funding for salaries and scholarships; 5)slowdown in the state and/or national economy; and 6) reduction in the pool of qualified students.

Internal Management System Utilized to Evaluate Performance

The university’s Executive Council is the primary organization responsible for the internalmanagement and evaluation of performance at the university. The Executive Council is chaired by theuniversity president and membership includes all vice presidents and the Executive Vice President. TheExecutive Council is assisted by a broad-based Planning, Management, and Evaluation Committee, and aBudget Committee.


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Submitted to:

State of MississippiBoard of Trustees of State Institutions of Higher Learning

Jackson, Mississippi

Submitted by:

Dr. Clinton Bristow, Jr., PresidentAlcorn State University

Alcorn State, Mississippi 39096-7500

July 29, 2003

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PAGE #

Core Mission Statement i

Introduction ii

Section I: Brief History, Philosophy, Mission Statement, and Goals 1

Section II: Overview of the Five-Year Strategic Plan 7

Section III: Performance Effectiveness Objectives for FY 2004 through FY 2009 19

Section IV: Significant External Factors Which May Affect Performance 34

Section V: Internal Management System Utilized to Evaluate Performance 35

Alcorn State University

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VISION

The vision of Alcorn State University is to be a premier land-grant university that prepares students well forgraduate and professional schools, especially in the sciences, and that effectively serves as the epi-center ofdevelopment for its region through its research and communiversity-outreach efforts.

MISSION

An historic land-grant institution and Carnegie Master’s I institution, Alcorn State University meets theeducational needs of residents in southwestern Mississippi, neighboring northeastern Louisiana parishes, andother locales by providing strong undergraduate instruction in small classes over a wide range of baccalaureateprograms; by providing selected master’s programs in agriculture, business, education, nursing and sciencewith research focused on biotechnology, energy, meat, ecology, value-added agriculture, and advancedtechnologies; and by preparing students for graduate and professional schools, especially in the sciences.Students are also prepared to be responsible citizens with a strong work ethic. Complementing Alcorn’seducational purpose is its commitment to public service, exemplified by its “communiversity” outreachinitiatives and agricultural research and extension programs targeting families with small farms and limitedresources.

OPERATING PRINCIPLES

Yesterday to Tomorrow

An historic black land-grant university with a proud heritage, ASU cherishes its past while pursuingthe educational, economic, and ethnic diversity that will enhance its tomorrow. Thus, ASU will utilizethe Ayers settlement to build for tomorrow through new programs and facilities, while honoring itslongstanding commitment to develop knowledge and wealth among the disadvantaged.

Meeting Regional Educational Needs

ASU assumes primary responsibility for meeting the diverse higher education needs of thesouthwestern region of Mississippi and the bordering parishes in northeastern Louisiana. Beyond itsprimary service region, the university also serves students from throughout Mississippi, other states,and countries. Thus, the university will fulfill its instructional mission through small classes and byemphasizing strong undergraduate and limited graduate programs. ASU will develop additionalgraduate programs in specific areas of need and opportunity particularly for non-traditional students

at its Natchez and Vicksburg sites.

“Communiversity”

Through its “communiversity” concept, ASU proactively provides outreach programs and servicesthat are geared toward assisting and meeting the educational, economic, recreational, and culturalneeds of the immediate community, the region, and the state. Thus, as an example, the university willprovide a variety of professional development opportunities for elementary and secondary schoolsdesigned to improve performance in reading, mathematics, science, and on standardized examinations.

Supporting Small Farmers

A key heritage of the university is its land-grant commitment to family farmers. Thus, the universitywill serve families with limited resources and help small family farmers improve their standard ofliving through agricultural research and extension programs.

Improving Research

In addition to its ongoing research activities in biotechnology, energy, meat, ecology, farming, andalternative crops, ASU is constantly looking for ways to broaden its research function. Thus, theuniversity will move toward advanced technologies, high value agriculture, health and nutrition.


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INTRODUCTION

In June 2002, Dr. Clinton Bristow, Jr., President of Alcorn State University, submitted the

university’s Five-Year Strategic Plan to the Board of Trustees of State Institutions of Higher Learning for

the State of Mississippi. The plan covers the period 2005-2009. This current plan (FY 2005 - FY 2009)

represents an update of the plan submitted in June 2002. Fiscal year 2004 represents the upcoming

(current year) while FY 2005 represents the first year of the five-year projection. Fiscal year 2009 has

been added.

During discussions at Institutions of Higher Learning (IHL) System Planning Council meetings,

the point was made time and time again that brevity is a virtue in preparing documents for the Board of

Trustees of State Institutions of Higher Learning. Consequently, in preparing the FY 2005 - FY 2009

strategic efforts were made to be brief without losing important details. This is related to the IHL System

goals and to the needs of the clients served by the university.

There were no significant occurrences in the internal environment or external environment of the

university or any foreseeable factors that warrant significant modification to the plan which was tediously

developed by broad-based participation of the university community during 2002. However, as the FY

2005 - FY 2009 Strategic Plan was been developed, the university community was well aware of the

budgetary constraint and challenges with which the university is faced. Consequently, aspirations of many

units had to be tempered by realities. Nevertheless, the university remains committed to pursing

excellence in all its programs and services. It remains committed to an academic agenda that strives to

ensure that each student receives a unique and enriching experience and that graduates are assisted and

encouraged to attend graduate and professional schools upon graduation from Alcorn or to obtain

employment commensurate with their education and interest. Perhaps the single most important change

to the 2005-2009 plan compared to the 2004-2005 plan is the inclusion of an updated core mission


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statement and a more concise vision statement in the 2005-2009 plan.

This Five-Year Strategic Plan (FY 2005 - FY 2009) is not a blueprint etched in concrete rather

it is a dynamic, flexible, and responsive set of guidelines that enumerates some priorities the university

will pursue during the next five or so years. The plan is reviewed on an ongoing basis and adjustments

made as appropriate. It will be updated on an annual basis so that it continues to have five-year

projections (dropping the concluding current year and adding a fifth year). Because the plan represents

the culmination of broad-based strategic thinking of the university community, the long-range goals tend

to be the same or quite similar to those submitted in 2002. Some of the short-range goals (1-2 years) may

be modified to reflect goals achieved during 2002-2003 and or to reflect any modifications of the

institutional priorities and/or the needs of the clientele.

Alcorn State University considers this document as a working document which works best when

it is worked.


SECTION I

BRIEF HISTORY, PHILOSOPHY,

MISSION STATEMENT, AND GOALS

Brief History

Alcorn State University was created by an act of the Mississippi State Legislature on May 13,

1871. The institution was created as a “seminary of learning” and was originally named Alcorn University

of Mississippi in honor of Governor James L. Alcorn who was then governor of the state of Mississippi.

The institution has a rich and illustrious history. It is located on the site of the former Oakland

College, a Presbyterian school for the education of white males. Oakland College closed its doors at the

beginning of the Civil War so that its students might answer the "call to arms." Upon failing to reopen

after the war, the state purchased the college for the education of its "Negro" citizens. The Honorable

Hiram R. Revels, the first Black to serve in the United States Senate, resigned his seat in the U.S. Senate

in 1871 to become the first president of the newly established institution.

The university was given $50,000 per year for 10 years (the same as the University of

Mississippi). Alcorn State University also received three-fifths of the proceeds from the sale of

agricultural scrip under the provisions of the Morrill Land-Grant Act of 1862. According to the Alcorn

University catalogue of 1872, “the fund amounted to $189,000, three-fifths of which, or $113,400 became

the property of Alcorn University, the income from which is to be devoted to the agricultural and

mechanical department of the institution.” Thus, from its beginning, Alcorn State University has been a

land-grant institution.

In 1878, the Mississippi State Legislature changed the name of the institution to Alcorn

Agricultural and Mechanical College. Recognizing the tremendous growth and impact of the institution

during its more than one century existence, the Mississippi State Legislature changed the name of the

institution to Alcorn State University in 1974.

Alcorn State University’s land-grant status was affirmed in 1890, when the state of Mississippi

accepted provisions of the 1890 Morrill Act specifically providing for the establishment of separate land-


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grant institutions of higher education. Hence, although created under the 1862 Morrill Act, Alcorn State

University is often referred to as an 1890 land-grant institution.

Today, Alcorn State University is an equal opportunity institution. It admits students without

regard to age, race, creed, color, national origin, religion, gender, or physical disabilities.

Philosophy

Alcorn State University is committed to the principles of access, diversity, and quality in all its

programs and services. The university actively recruits and admits qualified students without regard to

race, color, religion, nationality, gender, age, or physical handicap. The university seeks to develop

among its clientele a broad knowledge and understanding of the basic principles and values necessary to

perform intelligently and responsibly as effective citizens in a rapidly changing democratic society and

diverse global society.

In performing its legislated functions as a land-grant institution, Alcorn envisions the fundamental

and historical concern for preparing its students in agricultural sciences and other disciplines to effectively

live in the mainstream of contemporary America. The institution strives to prepare graduates who are

useful, proficient, efficient, of good character, and productive. The university provides an atmosphere

embodying high ideals of character, scholarship, and democratic living, and a program of liberal education

which seeks to help each student attain his/her rightful place in society.

Mission Statement

Alcorn State University is a land-grant, liberal arts, science and teacher education

public institution with programs in selected professional areas such as business and

nursing, and currently offering programs leading to the associate (in nursing only),

baccalaureate, master's, and educational specialist degrees. The university will

emphasize effective teaching and seek to place its graduates in graduate programs.

While the university is committed to the further development of educational

programs to serve the best interests, needs, and aspirations of talented students, it

is also sensitive to and active in educating those students who suffer under the

handicaps of socioeconomic and cultural deprivation. However, the university will

actively recruit the best and the brightest without regard to race to learn in a

hospitable environment. The university especially desires mathematics, science,

technology, and agri-business majors and will recruit accordingly. The support

programs and services necessary to facilitate the optimum success of each student

in small classes and a hospitable learning environment will be provided.


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The university seeks to meet the higher education and life enhancement needs

primarily of the region and state, without excluding the needs of the nation. To

assume the role of a “communiversity” and magnet of learning where scholars are

freely encouraged to seek new truths and make the proper application of existing

knowledge for the betterment of mankind is highly regarded at the university.

Institutional Long-Range (Continuous) Goals

In accordance with and in support of its purposes and philosophy, the institution seeks to achieve

the following long-range (continuing) goals:

1. To prepare students for scholarship and service in the areas of general andapplied knowledge.

2. To develop leadership skills in students and assist each student in obtaining aunique and enriching experience.

3. To perform the roles and functions of a land-grant university in the areas ofteaching, research, service, and create an interactive relationship withneighboring counties in particular to help improve their schools, economies, andliving conditions.

4. To contribute various educational and cultural services to meet the needs of thecommunity at large.

5. To provide accredited educational programs and other services to respond to thedemands of students and a dynamic democratic society.

6. To provide within resource constraints such diversification of specializededucational programs as to accommodate students with varying educational andoccupational interests and levels of potential for achievement.

7. To provide an undergraduate education that will enable students to continue theirwork in graduate and professional schools and for employment commensuratewith their education, as well as prepare students for lifelong learning. Studentswill be encouraged to attend graduate and/or professional schools.

8. To provide graduate programs which enable students to obtain advanced trainingin specialized fields and to contribute to the advancement of knowledge and newtruths through scholarly research and inquiry.

9. To strengthen and maintain a viable comprehensive planning, management,institutional effectiveness, and evaluation system in order to facilitate effectivedecision making, resource allocation and utilization, fiscal accountability andprogram review, and evaluation.

10. To achieve and maintain the highest possible level of student retention byproviding effective services in the areas of student advisement, counseling,tutoring, cultural activities, and instructional methodologies.


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11. To secure the financial resources necessary to carry out the mission and goals ofthe institution.

12. To provide opportunities for students to develop as responsible citizens andscholars in a democratic society by maintaining a campus atmosphere which issafe, healthy, and conducive to cultural, personal, and social development.

Types of Students to be Attracted and What They Will Do When Graduated

Alcorn State University actively recruits and seeks to admit qualified students without regard to

ethnicity, socioeconomic or cultural backgrounds, or gender. The university will continue its thrust to

recruit talented and diverse students as well as students who meet the admission requirements, however,

may need academic enhancement in order to succeed at the college level. In the past, more than 90 percent

of the students have been African-Americans, with the majority of the rest being Caucasian. A

predominance of the students attending the university have been from Southwest Mississippi; however,

there have been students from all counties in the state as well as from many other states and several

foreign countries. The university will continue to aggressively recruit students from southwest Mississippi

as well as from the entire state with a thrust toward increasing diversity. Out-of-state recruiting will be

in select regions starting with the I-55 pipeline and the southern 500-mile radius. Approximately 80

percent of the students live in residence halls. The current student body is comprised of approximately

62 percent women and 38 percent men. Major efforts will be made to retain males.

The university strives to prepare graduates for leadership, managerial, professional, and technical

positions in business, government, and the nonprofit sector. Graduating students will enter employment

and/or pursue advanced studies in professional and/or graduate schools.

Geographic Region Served

Alcorn State University is the Carnegie Master’s I institution located in southwest Mississippi.

The university, therefore, considers that region as its primary service area; however, it serves students

from throughout the State of Mississippi, bordering parishes of Louisiana, other states, and foreign

countries. In its research and extension land-grant functions, the university seeks to provide programs and


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services to limited resource individuals and family farmers throughout the State of Mississippi.

Major Functions

The functions of Alcorn State University are subsumed under three broad categories; namely,

teaching, research, and public service. While effective teaching is a primary focus of the university,

research and public service are encouraged and pursued as important functions in their own right and are

compatible with and complementary to the teaching/learning functions.

As a medium for effective discovery and advancement of knowledge, the university provides the

environment where outstanding faculty and staff interact with, inspire, and stimulate students, thereby

enhancing the acquisition, advancement, transmission, and application of knowledge. The university also

encourages scholarly inquiries and creative activities among students and faculty.

As a land-grant institution, Alcorn State University has a special obligation to conduct applied

research and provide cooperative extension services geared toward improving the socioeconomic

conditions and quality of life for limited resource individuals in Mississippi and to protect and enhance

the environment.

Central to the functions of the university is that of providing a wholesome environment which is

conducive to the intellectual, cultural, physical, emotional, spiritual, and social development of students

and the encouragement of freedom of thought and inquiry among students and faculty.

Skills, Knowledge, Experiences, Attitudes to be Acquired/Developed by Students' Outcomes

The most significant outcome of Alcorn State University, in the final analysis, is the quality of

its graduates. Consequently, the university seeks to prepare graduates who are competitive in the

employment marketplace and/or in professional and graduate schools, are of good character, and

productive members of their communities and society at large. Among the skills, knowledge, and attitudes

that should be exemplified by students completing the undergraduate program at Alcorn State University


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are the following:

1. The quest for new knowledge and the ability to pursue and acquire additionalknowledge.

2. The ability to communicate effectively, orally, and in writing using standardacceptable language.

3. The ability to think critically and to gather, analyze, and synthesize data andinformation from a variety of perspectives and derive and formulate logicalconclusions.

4. An understanding of and appreciation for the democratic process in society andthe roles and responsibilities of citizens in ensuring the effectiveness of theprocess and one’s individual responsibility to be a contributing citizen andhumane person.

5. The ability to apply general principles from such disciplines as computer scienceand the natural and social sciences--chemistry, biology, mathematics, sociology,economics, philosophy, psychology, etc.--in the conduct of their lives and for thebetterment of mankind.

6. The ability to demonstrate (through appropriate assessments and licensureexaminations) in-depth understanding of and competencies in their major fieldsof study.

7. The ability to obtain employment commensurate with their education andinterests and to make appropriate career progression.

8. The ability to progress and succeed in graduate and professional schools towhich they are admitted.

9. An understanding and acceptance of their own cultural heritage and therecognition of ethnic and cultural diversity as desirable and beneficial to society.

10. The ability to demonstrate leadership, human relations, and social skills whichare expected of a university graduate.

11. An expressed willingness and desire to support the university in its thrust toprovide programs and services for desiring and deserving students as well as forthe general public.

Students are exposed to a variety of experiences through such programs as the honors curriculum program,

internships, cooperative education, seminars with nationally renown lecturers, and numerous professional,

civic, and social organizations. These experiences further stimulate students' intellectual development,

leadership skills and pre-graduation, and professional experiences. In short all students must meet the

Alcorn State University profile as follows: 1) demonstrate general education competence and be


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competent in their discipline, 2) have a strong work ethic, 3) be a good citizen, and 4) be well-groomed.

SECTION II

OVERVIEW OF

THE FIVE-YEAR STRATEGIC PLAN

This strategic plan covers the period of July 1, 2003 through June 30, 2009. The 2003-2004 goals

are the current year while FY 2004-2009 are for the projected five-year period. The university’s five-year

plan is updated annually during which the immediate past year is dropped from the plan and a year is

added so that the plan includes six years (current year and five projected years).

The strategic plan contains the mission statement which was approved by the Board of Trustees

of State Institutions of Higher Learning on October 21, 1999 as well as a core mission statement which

was developed during 2002-2003. The plan includes the 12 ongoing/continuous institutional long-range

goals and sub-goals which will be pursued during the next six years, including the current 2003-2004 year.

In updating the plan and in establishing the five-year and annual goals, the institution took into

consideration the goals and priorities of the Board of Trustees of State Institutions of Higher Learning as

well as the university’s mission, vision, planning assumptions, strengths and weaknesses, and external

opportunities and challenges.

In addition to the twelve ongoing institutional goals, each of the four major units of the university,

namely: 1) Academic Affairs, 2) Student Affairs, 3) Business Affairs, and 4) Institutional Advancement,

Planning, and Research established long-range--ongoing goals. The Agricultural Unit have developed

strategic plans which provide the mechanism through which the institutional strategic plan is implemented.

A key aspect of the strategic plan is that its units and subunits develop plans that are consistent

with the institutional plan and reflect the priorities of the institution, as well as the priorities of the

respective units. A second key element in the strategic planning process is the requirement that there is

an assessment of the effectiveness of the institution in achieving its mission and goals and that the results

of the assessment are used in the continuos improvements of programs and services.


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FIVE-YEAR GOALS

During 2003-2004 through 2008-2009 fiscal years, the university will continue to strengthen

existing programs and expand them as appropriate. The university will develop and implement new

programs based on the needs of the clientele, university priorities, and available resources. Many of the

proposed programs and priorities that are included in this strategic plan were included in previous plans;

however, resources were not available to implement them. The university will continue to work toward

the professional accreditation for three programs that are not currently accredited--business; chemistry;

and communications. The university will also ensure reaffirmation of accreditation for programs that are

currently accredited, including maintaining accreditation by the Southern Association of Colleges and

Schools (reaffirmation of accreditation by SACS was obtained in January 2003).

The goals which the university will seek during 2003-2004 through 2008-2009 are subsumed

under the major units of the university are presented in the following section.


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UNITS' FIVE-YEAR GOALS

2003-2004 Through 2008-2009

The institutional goals are carried out primarily through the major units. In many instances,

several units collaborate in achieving given goals. Ultimately, the President is responsible for the

achievement of the goals and provides overall leadership for their attainment.

During the 2003-2004 through 2008-2009 academic years, Alcorn State University will continue

to be guided by its commitment to the principles of quality, access, diversity, institutional effectiveness

and efficiency, assessment, and continuing improvement in all its programs and services with special

emphasis on students’ success. The university will strive to ensure that each student receives a unique and

enriching experience. These principles are consistent with and supportive of the goals and priorities of

the Board of Trustees of State Institutions of Higher Learning as outlined in the IHL Management Report,

January 2003 edition. The university will continue its thrust toward the further development and

institutionalization of a customer-service approach in programs and service delivery as well as emphasis

on effective instruction and student learning. The institution will continue to build upon and implement

the communiversity concept--academically strong and community-oriented institution--with emphasis on

working with public schools and on providing technical assistance in community and economic

development in the region. The university will initiate a marketing program designed to increase diversity

in the student body. It will expand program offerings at the Vicksburg and Natchez sites, based on the

higher education needs of those areas and in an effort to increase student diversity.

The goals are subsumed under five broad areas of the university, namely: 1) Administration and

Finance, 2) Academic Affairs, 3) Student Affairs, 4) Institutional Advancement, Planning, and Research,

and 5) agriculture. The plan for the Agricultural Unit (Separate Budget Unit) is presented as an enclosure

as well as a separate plan. The major units and corresponding goals for the six-year period--current year

(2003-2004) and five projected years (2004-2009) follows. The numbers in brackets following each goal

stated indicate the IHL goal(s) to which the goal statement relates.


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Administration and Finance

A. Administration

1. To provide the leadership necessary to create and maintain an environment at theuniversity which is conducive and facilitative to teaching, learning, research, and

outreach programs.[IHL Goals #1-8]

2. To seek financial resources needed to expand the library holdings in support of

undergraduate and graduate academic programs. [IHL Goal #1]

3. To provide adequate daycare services on-campus for the children of students and

employees of the university.[IHL Goals #3, #4]

4. To construct one male residence hall.[IHL Goal #4]

5. To interpret the university's mission and goals to its many publics in an effort topromote understanding of and support for the institution's basic philosophy of

education and public service.[IHL Goal #10]

6. To disseminate information, on a regular basis, regarding future plans andresource utilization data to members of the university community and

appropriate persons off campus.[IHL Goals #10]

7. To provide opportunities and incentives for professional growth and

improvement in administrative and teaching effectiveness.[IHL Goal #3]

8. To ensure that new facilities constructed by the institution are consistent with theinstitutional priorities and are cost effective in terms of accessibility, energysaving and versatility, and in compliance with the Americans with Disability Act

requirements.[IHL Goal #3]

9. To upgrade the educational technology infrastructure to meet university

needs.[IHL Goals #3, #4, #7]

10. To develop and implement a comprehensive marketing and customer serviceprogram for the university which will improve its image and enhance itscapability for attracting and retaining the highest quality students, faculty, and

staff as well as financial support from private and public sources.[Related to

IHL Goals #8, #10]

11. To seek additional financial resources in order to carry out the mission and goalsof the university, including financial assistance for undergraduate and graduate

students. [IHL Goal #1]

12. To provide housing on the Lorman campus for married students as well as foradult students with special needs.

13. To develop and implement an institutional marketing program geared towardincreasing diversity.

14. Contribute to the achievement of the IHL goals in the areas of 1) quality, 2)


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affordability, 3) accessibility, 4) accountability, 5) economic development, and6) diversity.

15. Assist in implementing the Ayers settlement.

B. Business Affairs

1. To improve and strengthen the budget process so as to fully integrate budgetplanning with educational, physical facilities, and personnel planning in the

allocation of resources to achieve institutional priorities. [IHL Goal #7]

2. To improve the system for systematically comparing planned budgetaryexpenditures with actual expenditures and the achievement of institutionalobjectives (expected outcomes) and for making budgetary adjustments as

appropriate. [IHL Goal #7]

3. To improve the student financial aid management and administrationprocesses/procedures by further refining the computer-assisted financial aidmanagement system and financial aid counseling so as to enable the universityto make 100 percent annual awards to students who submitted completed

applications, in a timely manner.[IHL Goals #4, #7]

4. To implement new technologies to improve efficiencies and customer service sothat the Business Affairs Office will rank at the highest level in customer

satisfaction by 2005. [IHL Goals #4, #7]

5. To obtain an unqualified financial audit opinion annually and a 100 percent

accountability property/asset annually. [IHL Goal #7]

6. Maintain the physical plant in optimum and aesthetic condition, includingbuildings, grounds, streets, external lighting, and rolling equipment.

Institutional Advancement, Planning, and Research

1. To provide leadership in developing and maintaining a comprehensive sponsored program whichwill enable the university to attract and procure appropriate levels of grants, contracts,gifts/donations from alumni; private individuals (non-alumni); private businesses, corporations,

foundations; and government agencies.[IHL Goal #5, #9]

2. To expand the communiversity concept as a means of increasing the university's involvement and

effectiveness in outreach activities.[IHL Goals #5, #6, #9]

3. To maintain an effective strategic planning system at the university and ensure that the short-

range and long-range plans are current, up-to-date, and compatible.[IHL Goals #1-11]

4. To implement and maintain adequate institutional research and assessment capability to supportthe planning, implementation and assessment system and administrative decision making,including the use of assessment results in improving programs and services conducting projection

and impact studies as appropriate.[IHL Goals #1-11]

5. To assist in ensuring that institutional policies affecting all areas of the university are reviewed

on a regular basis, kept up-to-date, and are compatible. [IHL Goals #1-11]


12

6. To strengthen the university's capability to assist students in obtaining pre-graduation experientiallearning and graduating seniors in obtaining admission to graduate and/or professional schoolsand/or employment (commensurate with the students' education interests, experiences) and assistother students in obtaining internships, and summer employment by developing and implementinga fully articulated program of career planning and placement. This will be done in collaboration

with academic units. [IHL Goal #4]

7. To assist in the general promotion of Alcorn State University by continuously assessing publicperception, implementing strategies and by providing its clientele and the general public with

appropriate, accurate information about the university in a timely manner.[IHL Goals #8, #10]

8. To provide effective overall administration of the 1890 (federally funded) programs to ensure that

programs comply with applicable federal requirements. [IHL Goal #9]

9. To assist and facilitate professional development of faculty and staff through the professional

development program. [IHL Goal #3, #5]

10. To assist and encourage the involvement of faculty, staff, and students in sponsored research,

public service, and scholarly activities by improving their involvement in grantsmanship.[IHL

Goal #3, #5, #9]

11. To provide proper administration of the Title III Programs to ensure effective allocation ofresources, monitor implementation of activities, and evaluation of the program in compliance with

Title III regulations.[IHL Goals #3-9]

12. To monitor and assess university’s effectiveness in programs and services, including satisfaction

with customer-service to internal and external customers.[IHL Goals #1-10]

13. To promote the university's involvement in community and economic development, especiallythrough the Cooperative Extension Programs (ACEP) and the communiversity initiatives--Center

of Excellence for Rural Life, Saturday Science Academy, and other outreach efforts. [IHL Goals

#1, #4-6, #8-10]

14. To ensure that data required for administrative decision-making are available in a timely mannerand in a format that is usable to the decision-makers and that all reports for which the unit is

responsible are accurate and submitted in a timely manner. [IHL Goals #2-11]

15. To develop/maintain an effective alumni relations program in order to encourage and facilitatealumni interest in and support of the university and its programs. This includes maintaining up-

to-date alumni database and effective communication between alumni and the institution.[IHL

Goals #10]

16. To ensure that reports are submitted to the governing board and other agencies in a timely manner

and that such reports are accurate.[IHL Goals #1-11]


13

Academic Affairs

A. Instruction

1. To ensure that each student matriculating at the university obtains a unique andenriching experience.

2. To strengthen the academic programs, as appropriate, through curriculumreview; revamping and updating; acquisition of instructional equipment andmaterials; renovation of facilities; and professional development of faculty to

ensure high quality instructional programs.[IHL Goals #2-11]

3. To strengthen the business program so as to achieve curriculum standardsrequired for accreditation by the Association to Advance Collegiate Schools of

Business. [IHL Goal #3-4, #8-9]

4. To development and implement an enrollment management program so as toimprove student recruiting, advising, and retention programs in order to attractand retain high quality academic students. Emphasis will be placed on achieving

greater diversity in the student body.[IHL Goals #3-5, #7-9]

5. To provide supplementary academic support and enrichment programs tostudents who are admitted to the university with academic deficiencies as wellas to students with superior academic potential in order to improve the retentionand graduation rates and to assist students in achieving their academic potential.The supplementary academic support program will be provided throughimprovement in general education and the honors curriculum program and

through improved counseling/advising systems.[IHL Goals #3-4]

6. To develop and implement a comprehensive computerized interactive studentinformation system in order to improve the efficiency and effectiveness ofstoring, retrieving, manipulating, and utilizing data/information in makingdecisions, preparing reports related to students, and improving registration and

advisement processes.[IHL Goals #4, #7]

7. To serve as a model center for the delivery and execution of instruction byincorporating contemporary strategies and technologies alongside traditionalmethods and ensuring that instructional facilities are equipped with appropriate

technologies; and faculty have proper support, training and expectations. [IHL

Goal #3-4, #8]

8. To strengthen the following academic programs in order to achieve professionalaccreditation: business, chemistry, recreation, communications, and social

work.[IHL Goal #3]

9. To maintain a strong General College for Excellence through effective advising

and monitoring.[IHL Goals #3-4]

10. To achieve an increased retention rate of students between the freshman year andgraduation through delivering increasingly effective instruction and student


14

support services.

11. To continue to strengthen and expand the honors curriculum program in termsof the quality and number of courses offered and the number of students served,increase in retention and graduation rates, and increase in the percentages of

graduates attending professional and graduate schools.[IHL Goals #3]

12. To encourage and assist graduates from each discipline to attend graduate and/orprofessional school immediately upon graduation and ensure graduates in eachdiscipline pass the national licensure examinations in their disciplines when

applicable.[IHL Goals #3-4]

13. To encourage and facilitate students’ involvement in meaningful voluntarycommunity activities in order to enhance their citizenship and communityresponsibility. Also, to move toward community service (service learning) as a

requirement for graduation.[IHL Goal #5]

14. To improve the internationalization of the curriculum through course offerings,students, and faculty exchange and international diversity of the student body.

15. To continually improve the programs for assessing the performance of facultyin the areas of teaching, research, publishing, student advising, public servicesand creative activities, and regularly review and improve the merit system for

salary, rank, and tenure.[IHL Goals #3-7, #9]

16. To strengthen the School of Graduate Studies by expanding the graduate faculty,improving administrative support, and increasing the number of graduate degreeprograms offered that build on the university's current program strengths,

increasing resources, fellowships, assistantships, and so forth.[IHL Goals #3-#9]

17. To ensure that all faculty members have access to informational and instructionaltechnology necessary for accessing information and delivering effective

instruction.[IHL Goal #7]

18. To expand the library holdings and staff to move toward meeting the AmericanLibrary Association's standards for collections, staffing, and facilities and for

meeting the needs of patrons.[IHL Goal #3-4, #7]

19. Establish service learning into academic course offerings as one method ofachieving student engagement.

20. To establish a School of Health Professions to meet the national need for welleducated minority health professionals.


15

B. Faculty

1. To achieve and maintain a 1:18 faculty/student ratio.[IHL Goal #3]

2. To achieve at least the SREB average salaries by rank for the faculty and staff

members at Alcorn State University.[IHL Goal #3, #5]

3. To achieve at least 70 percent doctorates among the faculty. [IHL Goal #3, #5]

4. To have each faculty member engage in at least one intellectual renewal project

annually.[IHL Goals #3, #5]

5. To have each faculty member, in partnership with a student, engage annually ina service project that supports the university’s “communiversity” concept thusmaking Alcorn State University the epicenter of Southwest Mississippi and

expanding its stakeholder base.[IHL Goals #3-5]

6. To promote and encourage professional and personal growth among faculty andprofessional staff by providing opportunities for participation in fellowships,study leave, seminars, conferences, workshops, short courses, and so forth inorder to enhance/maintain professional competencies, including the appropriate

use of educational technology.[IHL Goals #3, #5]

7. To encourage faculty members to be involved in scholarly research, publication,grantsmanship, creative activities, community services, mentoring, and student

advisement.[IHL Goals #1, #3, #5]

C. New Programs

During the next five years, the university will seek to develop and implement the following

programs as feasible and resources available: [IHL Goals #3, #5]

B.S. in Manufacturing/Robotics EngineeringB.S. in TelecommunicationsMaster’s in Physical TherapyB.S. in Natural Resources and ConservationB.S. in Biotechnology/BioengineeringMaster’s in Accountancy DegreeMaster’s in FinanceMaster’s in BiotechnologyMaster’s in Commodities Future Trading and Risk ManagementB.S. in Environmental Science B.S. in Compute Networking and Information Technology B.S. in Engineering as a joint program with an appropriate university and corporatepartnersB.S. in Management, Marketing, FinanceB.S. in Electro-Mechanical EngineeringB.S. in ForestryMaster’s in Physician AssistantsMSN-MBA Dual DegreeDoctoral Programs as needed and feasible


16

Student Affairs

1. To assist in ensuring that each student matriculating at the university obtains aunique and enriching experience through an organized student engagement

program. [IHL Goal #4]

2. To improve and expand student services as follows:

Improve health care services.[IHL Goal #4]

Expand and improve student housing to include adequate residence hallsat the Lorman campus and housing for married students and nontraditional

students.[IHL Goal #4]

Improve student activities to reflect the changing needs and expectationsof a diverse student body.

3. To provide programs for all students leading to the further development of their artistic,

social, cultural, leadership, and citizenship awareness and skills.[IHL Goal # 3]

4. To strengthen and improve the student counseling program, including greater emphasis

on healthy lifestyles.[IHL Goal #4]

5. To provide a safe, secure, and wholesome campus environment which is conducive toteaching, learning, relaxation, and physical growth, social growth, spiritual growth, and

leadership and character development.[IHL Goal #4]

6. To provide a comprehensive health program for students, including referral services.[IHL

Goal #4]

7. To improve and expand the intramural sports program.[IHL Goal #4]

8. To expand opportunities for student-athletes to participate in inter-collegiate athleticactivities which are competitive and which emphasize the development of sportsmanship,leadership, cooperation, ethics, and physical fitness, as well as to promote useful andwholesome recreational activities for students, faculty, staff, and patrons of the

university.[IHL Goal #4]

9. To promote the residence halls as Centers of Living Learning to reinforce and enhance

scholarship and wholesome living.[IHL Goal #4]

10. To provide organized leadership training for Student Government and other student

organization officers on an ongoing basis.[IHL Goal #4]

11. To promote and facilitate student involvement in organized voluntary community service. [IHL

Goal #4]

12. To work with General College for Excellence to conduct orientations for all new students and


17

with Academic Affairs to present regular convocations throughout the academic year.[IHL Goal

#4]

13. To provide opportunities for more female students to participate in intercollegiate sports.[IHL

Goal #4]

14. To ensure that students at the Natchez site have access to appropriate student services.[IHL Goal

#4]

15. To ensure that each student annually adds value, humanism and dignity to his/her life as he/shematures in the cycle of life by requiring each student to participate in an extra-curricular activity

supervised by a faculty or staff. [IHL Goal #4]

Agricultural Unit

1. Deliver high quality degree programs to increase the retention and graduation rates and decreasethe time of enrollment while also increasing the percentage of other-race students within IHL’s

academic accountability and productivity program standards and measures. [IHL Goals #3, #, #8]

2. Operate extension programs to serve as a catalyst in advancing Alcorn State University as an“engaged institution” collaborating with communities, organizations, and the private sector in

community and economic development activities. [IHL Goals #2, #4, #6]

3. Implement summer-bridge programs and graduate and professional school preparatory activitiesto significantly increase the percentage of graduates from School of Agriculture and AppliedSciences degree programs that enroll in highly competitive post-baccalaureate degree programs.

[IHL Goals #3, #4]

4. Construct an Ecology Research Facility to provide a facility to conduct environment-relatedresearch and outreach. The facility will house the Mississippi River Research Center and support

academic programs in the environmental sciences and natural resources management. [IHL Goal

#5]

5. Construct an Animal Research facility to provide a laboratory for conducting research andoutreach activities on the main campus and construct and animal care facility to house and tend

animals used in research and teaching programs. [IHL Goal #5]

6. Establish a Center for Alternative Energy. Current programs in fuel cell technologies, alternativevehicle research, agricultural crops as bio-energy sources, energy resources databases, and power

quality and reliability will be enhanced through this proposed center. [IHL Goal #5]

7. Establish a Remote Sensing Laboratory. The laboratory will assist Mississippi incommercializing NASA’s remote sensing capabilities and provide effective transfer of thetechnology to farmers, elementary and secondary schools, rural and urban planners, as well as

economic and community developers. [IHL Goals #5, #6, and #9]

8. Establish a Youth Development Camp. The proposed camp will provide a much needed facilityto conduct youth development activities for all races for the county extension area and youth

programs in science, math, and technology. [IHL Goals #5, #6, #8]

9. Maintain accreditation for academic programs in industrial technology, nutrition and dietetics,and human sciences, and seek accreditation/affiliation for the degree program in child

development. [IHL Goals #3, #8]


18

10. Establish a USDA funded biotechnology research laboratory on the Lorman, MS campus whichcomplements the M.S. degree program in biotechnology and the Ayers funded Biotechnology

Research Facility. [IHL Goals #1, #3, #5, #9]

IMPLEMENTATION STRATEGIES

As shown above, the institutional goals are subsumed under the major administrative, academic,

and student services units of the university. The implementation of the institutional goals is carried out

through these major units of the university, namely 1) Academic Affairs, 2) Student Affairs, 3) Business

Affairs, and 4) Institutional Advancement, Planning, and Research. In addition, agriculture is treated as

a separate unit. Each of these units is managed by a Vice President. The agricultural unit relates to the

Vice President for Academic Affairs and the Vice President for Institutional Advancement, Planning, and

Research. The university President with the assistance of the Executive Council provides the overall

leadership for the implementation of the institutional goals and priorities.

The four major units aforementioned are further divided in subunits. For example, Academic

Affairs is divided into seven schools which are further divided into seventeen(17) academic departments.

The deans and department chairpersons are accountable for the day-to-day implementation of the

academic goals under the general supervision of the Vice President for Academic Affairs.

The supervisors of the subunits are accountable for ensuring that the goals in their respective area

are implemented, assessed, and the results of assessments used in making improvements as appropriate.

The vice presidents are accountable for monitoring the implementation process and for ensuring that

corrective measures are applied when appropriate. The University Executive Council, under the

leadership of the President, monitors the overall implementation of the university’s plan/goals. The

Executive Council conducts regular reviews of the programs and services of the university and receives

written and oral reports from the various units and subunits of the university. The goals listed in this

section of the plan represent institutional priorities for a six-year period of FY 2004 - FY 2009; however,

the actual time-frame for implementation of each priority will be determined by the availability of

resources. The priorities may also be changed based on future environmental factors.

The annual goals for FY 2004 - FY 2009 and estimated funds required to achieve the goals are


19

listed in Section III of the strategic plan.

SECTION III

PERFORMANCE EFFECTIVENESS OBJECTIVES

FOR FY 2004 THROUGH FY 2009

To achieve goals in an orderly manner for the current 2003-2004 fiscal year and FY 2005-2009,

annual goals are listed for the six-year period. For convenience, the goals are subsumed under the four

major units of the university and agriculture, namely: 1) Administration and Finance (including

administration and finance); 2) Institutional Advancement, Planning, and Research; 3) Academic Affairs

and Student Affairs; and 4) the Agricultural Unit. The funds associated with the goals represent

additional funds needed during the designated year to achieve those goals. The 2001-2002 year is

considered the base-year for this plan. On the following pages are the institution's six-year period of

FY 2004 through FY 2009. FY 2004 is considered the current year.

CURRENT YEAR: 2003-2004

Administration and Finance

1. Implement technologies to improve efficiencies and customer-service so the BusinessAffairs Office will rank 90 percent or above in customer satisfaction by the end of FY2004.

2. Further develop and refine the customer-service program in all administrative andeducational support units.

3. Obtain unqualified financial audit and 100 percent accountability for property inventory.

4. Improve the integration of program planning and budget planning, resources allocation,and reallocation to reflect the programmatic priorities of the university.

5. Seek funding from the Legislature in support of increasing salaries for faculty and staff and forlibrary resources and program accreditation.

6. Initiate a comprehensive institutional marketing program geared toward increasing studentdiversity.

7. Assist in implementing the Ayers settlement by expanding services and programs at the Lormancampus and at the Natchez and Vicksburg sites.

8. Complete the implementation of the entire Banner System, including “web for” students andfaculty, read-only access to accounting information to all with budget authority.

9. Conduct a comprehensive in-depth review of the information technology service at the institution,


20

including organizational structure, equipment, and personnel to determine how administrative andacademic informational technology services may be delivered at optimum effectiveness andefficiency.

*FUNDING:

General $1,500,000

Federal 300,000

Other 200,000

TOTAL: $2,000,000

Institutional Advancement, Planning, and Research

1. Provide opportunities and support for the professional growth and development of theprofessional staff so that they will develop and/or enhance their technical, managerial, andleadership skills and competencies.

2. Expand and enhance the university’s capacity to obtain competitive grants and contracts and toconduct scientific research by strengthening sponsored programs administration and providinggrantsmanship assistance to faculty and scientists; and by improving the effectiveness of theResearch Council.

3. Assist to continue to increase the university's endowment through support from alumni and TitleIII.

4. Enhance the strategic planning system by providing opportunity for broad-based, systematicinvolvement in planning, implementation and assessment through web-based, and by utilizing theresults of assessments for improvements of the procedures and plan.

5. Monitor all programs and services to ensure effectiveness and recommend improvements whenappropriate.

6. Ensure that institutional research is effective and that reports are submitted in a timely manner.

__________________*Funds in addition to the 2001-2002 base-year funding.

7. Encourage, support, and reward faculty/staff involvement in basic and applied research, publicservice, and creative and scholarly activities that support the mission and goals of the universityby revising the sponsored activities incentive award program and increasing grantsmanshipdevelopment.

8. Obtain optimum funding from Title III by ensuring that submitted data are inclusive and accurate.

9. Provide technical assistance to communities and individuals in the areas of community andeconomic development.

10. Provide assistance in the implementation of the Ayers settlement as appropriate for the university,particularly related to the land-grant functions.

11. Assist in funding technology infrastructure through federal sources.


21

12. Ensure that students are effectively educated and serviced and that the university is aware of anexcelling beyond the competition.

*FUNDING:

General $200,000

Federal 400,000

Other -0-

TOTAL: $600,000

Academic Affairs and Student Services

1. Initiate the following additional degree programs:

M.S. in Accountancy DegreeM.S. in BiotechnologyM.S. in Physician Assistant

2. Increase upper division enrollment by at least three percent during 2004-2005 compared to 2003-2004.

3. Increase the percentage of faculty holding terminal degrees by at least five percent in 2003-2004,compared to 2002-2003.

4. Increase other race enrollment by at least one percent compared to the 2002-2003 year.

5. Increase the number of faculty members engaged in intellectual renewal projects/activities by atleast five percent compared to 2002-2003.

6. Seek to achieve SREB averages for faculty salaries at all ranks and for staff.


7. Upgrade library volumes/collections in critical need areas.

8. Encourage increased faculty involvement in sponsored programs and broaden the range ofresearch activities to include both applied and basic research, including research in biotechnology,environmental science, and other high-tech areas, and conduct research on new enterprises andproducts to meet the needs of a dynamic economy. Increase number of faculty by at least fivepercent compared to 2002-2003.

9. Expand public service activities to include serving more clients in broader geographical areas aswell as broaden the range of outreach services to more program areas such as health, nutrition,leadership training, and working with additional public schools.

10. Increase the university's involvement in international work, including on-campus education ofinternational students, conducting educational/training programs in foreign countries, andincreased collaborations with international educational institutions.


22

11. Encourage and assist a larger number and percentage of graduating students to attend graduateand professional schools. Increase number of faculty by at least five percent compared to 2002-2003.

12. Implement and improve the Pre-professional Program.

13. Upgrade all classrooms to include interactive electronic technology.

14. Provide nationally competitive curriculum and enriching academic experiences that will preparestudents to compete successfully in dynamic technological society.

15. Build the visibility and credibility of the nursing program by sustaining high percent pass rate onNCLEX-RN.

16. Improve student volunteer/public service component in all curriculums as a requirement forgraduation. Faculty members will partner with students in this endeavor and will support theuniversity’s communiversity concept.

17. Strengthen recruitment and retention strategies in order to attract and retain students includingnon-traditional and other race students with emphasis on mathematics, engineering, technology,education, and agribusiness majors.

18. Offer additional graduate programs and courses and increase the number and value of graduatescholarships, fellowships, and assistantships so as to increase enrollment in the graduate studiesprograms by at least five percent during 2003-2004 compared to 2002-2003.

19. Assist to build the university’s capacity in biotechnology, alternative energy ecosystems researchand robotics by employing needed scientists.

20. Ensure that each student receives a unique and enriching experience and achieve his/her goal(s)at the university.

21. Promote an academic culture and expectations which will ensure that at least 30 percent of thefaculty members are involved in sponsored research and all faculty members are involved insponsored programs, scholarly activities, and/or community activities during FY 2004.

22. Improve all ongoing goals to ensure that students are effectively educated and serviced and thatthe university is aware of and excelling beyond the competition.

FUNDING:

General $1,000,000

Federal 500,000

Other 100,000

TOTAL: $1,600,000


23

YEAR ONE: 2004-2005

Administration and Finance and Institutional Advancement, Planning, and Research

1. Strengthen the financial management program, including financial accounting, efficiency inbudget allocation/reallocation, and expenditures.

2. Strengthen and improve the planning, management, and evaluation processes at the university andensure continuous improvements as appropriate.

3. Improve and promote a posture and practice at the university whereby administrators, faculty,staff, and students are proactive in thinking of the type of future they want and in makingdecisions to create such a future. Emphasis will be placed on teamwork and on decisions andactions that foster the quality of human life and protect and enhance the environment. Creativity and innovation among administrators, faculty, staff, and students will be encouragedand facilitated.

4. Strengthen the university's capacity to identify and effectively manage critical issues on anongoing basis. This includes conducting ongoing and systematic SWOT/PEST [Strengths,Weaknesses, Opportunities, and Threats and Political Economics, Social, Technology] analyses.To conduct ongoing institutional visioning.

5. Seek state funding in support of program accreditation and reaffirmation of programs alreadyaccredited.

6. Improve and expand outreach activities (communiversity).

7. Improve the physical plant, including proper maintenance and upkeep of buildings and grounds.



24

8. Strengthen the institutional effectiveness program and ensure that ongoing assessments areconducted and that results of assessments are routinely used for the improvement of the programs,services, and processes.

9. Improve and extend effective partnerships, cooperatives, and collaborations with othereducational institutions, the private sector, and governmental agencies in order to optimizeresources available for carrying out the goals and mission of the university.

10. Maintain financial stability and adequate fund balance to meet any unforeseen emergencies.

11. Maintain effective budgeting and accounting systems which enable the university to prepare,expend, reallocate, and account for its budgets in an orderly and timely manner. This includesobtaining clean and unqualified audit opinions from the State Department of Audit.

12. Improve customers-service in the Business Office to achieve at least 100 percent customersatisfaction by the end of FY 2004.

13. Seek state, federal, and private funds needed to achieve the goals and mission of the university.

14. Improve of all ongoing goals to ensure that students are effectively educated and serviced and thatthe university is aware of and excelling beyond the competition.

*FUNDING:

General $1,000,000

Federal 300,000

Other 12,000

TOTAL: $1,312,000


1. Maintain high qualified and committed instructional faculty and staff members through effectiverecruitment and appropriate incentives--salaries, benefits, promotion, tenure, and professionaldevelopment to meet the needs of the academic program.

2. Be recognized, based on applicable professional accreditation, legislative support, customer

satisfaction, and impact on our service area, as an institution which provides excellent

educational programs and services meeting the educational needs of our clientele andenhancing the quality of life in our service area. The university will endeavor to provide and be

perceived as providing high quality programs and services at a competitive cost.

3. Promote and assist residence halls to become Centers of Learning where scholarship andacademics are enhanced and reinforced.



25

4. Implement B.S. in Computer Networking and Information Technology Program.

5. Strengthen and expand the university’s capacity and use of educational and informationaltechnology as important tools for instruction learning--including distance learning--management,public service and research.

6. Increase the percentage of other race and non-traditional students through aggressive recruiting,information dissemination, and special financial assistance.

7. Attain a significant role in the international arena, including but not limited to, educatinginternational students, providing in-country training in foreign countries, and providing assistancein the building of emerging democracies, and so forth.

8. Further strengthen and expand the university's capacity to conduct basic and applied research inareas of social significance such as substance abuse, teenage pregnancy, crime and violence,disability education, human nutrition, geriatric/gerontology, human and race relations, and soforth.

9. Expand the library holdings to meet the needs for instruction and research at the undergraduateand graduate levels.

10. Ensure access to educational opportunities for eligible residents of Mississippi, especially theeconomically disadvantaged and underrepresented minorities. This will be done by aggressivelyseeking state, federal, and private financial support for student financial assistance and bymaintaining competitive tuition and fees.

11. Ensure that faculty and staff members are productive, effective, and efficient in the developmentand delivery of programs and services. This will be achieved through recruitment, assessment,feedback, and proper faculty/staff development programs.

12. Achieve a six-year graduation rate for incoming freshman students of at least 47 percent.

13. Strengthen the instructional program by increasing the percentage of teaching faculty holdterminal degrees by at least two percent compared to 2002-2003.

14. Have each faculty member engage in at least an intellectual renewal project during the year.

15. Ensure that the campus environment is safe, secure, and wholesome and is perceived as such byfaculty, students, staff, and visitors.

15. Have each faculty member in partnership with a student engage in a service project that supportsthe university’s “communiversity” concept.

16. Develop capacity for providing study abroad experiences to faculty and students.

17. Improve the counseling services by providing an adequate number of lincensed counselors.

18. Improve student activities by implementing an effective student engagement program.

19. Ensure that each student matriculating at the university obtains a unique and enriching experienceand is being adequately prepared for admission to graduate and/or professional school.


26

*FUNDING:

General $ -0-

Federal 200,000

Other 50,000

TOTAL: $250,000

YEAR TWO: 2005-2006


1. Complete all deferred maintenance and renovation of residential facilities at the university andmake all applicable buildings be in compliance with the American with Disability Actrequirements.

2. Procure additional on-campus living quarters for faculty.

3. Procure adequate funds to support the needs for scholarships, fellowships, and other financialassistance for undergraduate and graduate students.

4. Continue the landscaping and beautification of the campus grounds.

5. Maintain effective and efficient strategic planning, budgeting, and financial management systems,including assessment and use of results for improvements.

6. Update technology infrastructure as needed.

7. Continue to improve all ongoing goals to ensure that students are effectively educated andserviced and that the university is aware of and excelling beyond the competition.

*FUNDING:

General $4,000,000

Federal 1,000,000

Other 100,000

TOTAL: $5,100,000


1. To at least 67 percent of the faculty will hold terminal degrees.

2. Achieve professional accreditation for the Business Program by the Association to AdvanceCollegiate Schools of Business (AACSB) and the Communications Program by the AccreditingCouncil for Education in Journalism and Mass Communications (AC-EJMC).



27

3. Maintain professional accreditation of all current accredited programs.

4. Achieve a six-year graduation rate of at least 50 percent.

5. Achieve FTE enrollment of 3100.

6. Implement a master’s in accountancy degree program and master’s in physician assistantsprogram.

7. Provide health care services on a 24 hour-a-day basis, seven days a week by employing anadequate number of nurses and Emergency Medical Technicians (EMT).

8. Maintain an adequate number of competent faculty to meet the instructional needs.

9. Achieve or exceed SREB averages for faculty salaries based on degrees, qualifications, and ranks.

10. Establish new academic programs based on the results of feasibility studies and the availabilityof resources. (Potential programs have already been identified.)

11. Have at least 50 percent of graduates from each discipline go on to graduate/professional schoolsduring the year of graduation.

12. Continue to provide a campus environment/culture that is conducive to teacher, learning,scholarship, and the holistic development of students.

13. Ensure that each student matriculating at the university has a unique and enriching experience.

*FUNDING:

General $3,500,000

Federal 500,000

Other 250,000

TOTAL: $4,250,000

YEAR THREE: 2006-2007


1. Procure adequate financial resources from state, federal, and private sources to meet the needs ofthe university's clientele and emerging opportunities and challenges--and be perceived as goodstewards of--such resources.

2. Achieve and maintain highly effective and efficient allocation and utilization of the university'sresources and achieve and maintain a high degree of institutional effectiveness and customersatisfaction.



28

3. Achieve and maintain adequate fund balance in order to meet any emergency and to takeadvantage of any opportunity that might arise.

4. Ensure that the university maintains competent administrative staff at all levels and provides forappropriate in-service training and performance-based pay system for the staff.

5. Ensure that the university is and is perceived as the preeminent university of excellence insouthwest Mississippi and it is well led, well managed, cost-effective, and customer-friendly.

6. Ensure that all facilities and grounds owned or operated by Alcorn State University are properlymaintained and in compliance with all applicable federal and state laws and regulations and areaesthetically attractive.

7. Embrace the posture and practice of continuous improvement and total quality management andadministration in order to assure optimum productivity at all times.

8. Ensure that appropriate technologies are in place in order to achieve and maintain high quality,cost-effective services at all times. The Business Office will achieve 100 percent customersatisfaction.

9. Maintain the posture and practice of an equal opportunity institution for students, employees, andexternal customers.

10. Strengthen and improve the internal assessment systems in all areas, such as financial, auditing,property inventory control, programs, personnel, and services.

11. Maintain a comprehensive planning process which ensures that educational planning alwaysprecedes budget planning and that there are systematic procedures for determining universitypriorities and for the allocation and reallocation of resources based on priorities. The planningprocess will be responsive to challenges and opportunities in the environment.

12. Continue to expand fund-raising from alumni, friends, corporations, foundations, and businessesin order to meet university needs and increase the financial resources of the Alcorn StateUniversity Foundation.

13. Continuation and improvement of all ongoing goals to ensure that students are effectivelyeducated and serviced and that the university is aware of and excelling beyond the competition.

*FUNDING:

General $1,000,000

Federal 500,000

Other 200,000

TOTAL: $1,700,000



29


1. At least 70 percent of the teaching faculty will hold "earned" terminal degrees.

2. Achieve/maintain professional accreditation for all applicable programs.

3. Achieve/maintain six-year graduation rates equal to or above those of the peer institutions andnational average for similarly classified institutions.

4. Implement B.S. in environmental science program and a B.S. in management, marketing, andfinance.

5. Achieve enrollment of at least 3,300 and increase the percentage of other race students to at leastten percent.

6. Ensure that students have access to and success in high quality academic programs by providinghighly qualified and dedicated faculty, effective advisement, and necessary financial assistanceto students and by emphasizing/learning and effective teaching.

7. Increase students' involvement in community service as a partial requirement for graduation.

8. Offer academic programs to meet the needs of students and the state and which reflect globalcompetition, including the use of delivery systems that enhance access, diversity, and non-traditional students.

9. Provide student services and activities which encourage responsible attitudes and behaviors instudents with respect to social ethics, values, democratic responsibilities, good citizenship, andacceptable lifestyles.

10. Develop and maintain programs that will attract academically talented students, especially in thesciences, mathematics, and agriculture in line with the university's thrust to develop excellencein those areas.

11. Initiate master’s in commodities future trading and risk management.

12. Maintain an effective faculty development programs so as to facilitate teaching and learningeffectiveness and to provide incentives for effective teaching/learning.

13. Develop or maintain effective methods of measuring student performance and for ensuring thatstudents develop the competencies relative to their level of education and fields of study--utilizingnational norms when appropriate.

14. Ensure that the expected educational outcomes which are stated in the institution's mission arebeing achieved.

15. Maintain or exceed SREB averages for faculty salaries based on degrees, qualifications, andranks.

16. Establish centers of excellence in appropriate areas of opportunities in terms of academicprograms as well as research.

17. Continue to improve on all ongoing goals to ensure that students are effectively educated andserviced and that the university is aware of and excelling beyond the competition.


30

*FUNDING:

General $3,000,000

Federal 500,000

Other 250,000

TOTAL: $3,750,000

YEAR FOUR: 2007-2008


1. Ensure that all administrative, academic, and academic/student support buildings used by theuniversity are equipped for Internet and other appropriate information networks.

2. Ensure that all facilities on the campus are in a systematic preventive maintenance plan which isbeing followed.

3. Continue to maintain an effective and efficient financial management and accounting system tomeet the needs and requirements of the university and external funding agencies (private, state,and federal).

4. Develop/maintain organizational structure and staffing to meet the needs of the university.

5. Maintain effective strategic planning and budgeting systems to guide the orderly development ofthe university.

6. Continue to seek and procure resources needed to support the mission and goals of the university.

7. Continuation and improvement of all ongoing goals to ensure that students are effectivelyeducated and serviced and that the university is aware of and excelling beyond the competition.

*FUNDING:

General $1,000,000

Federal 500,000

Other 200,000

TOTAL: $1,700,000


1. At least 72 percent of the institutional faculty will hold terminal degrees.

2. Maintain professional accreditation for applicable academic programs.


3. Offer appropriate program offerings to meet the needs of students, including traditional anddistance free instructional methodologies. New programs to be considered include a B.S. inmanufacturing/robotics engineering, master’s in physical therapy, and a B.S. in natural resources.


31

4. Ensure that the university continues to prepare students adequately for admission to and successin graduate/professional schools and for employment commensurate with their education andexperience.

5. Ensure that the university continues to provide a wholesome atmosphere where students, faculty,and staff are able to conduct teaching, learning, social, and cultural development in an effectiveand efficient manner.

6. Establish new academic program(s), based on the results of feasibility studies and the availabilityof resources. (Potential programs are already identified.)

7. Ensure that faculty members continue to be engaged in research, public service, and otherscholarly and intellectual renewal activities.

8. Continue to improve all ongoing goals to ensure that students are effectively educated and servedand that the university is aware of and excelling beyond the competition.

9. Propose doctoral program based on needs assessment.

*FUNDING:

General $3,000,000

Federal 1,000,000

Other 500,000

TOTAL: $4,500,000

YEAR FIVE: 2008-2009


1. Maintain a strong financial management and accounting system with annual clean and unqualifiedaudit opinion by the State Department of Audit.

2. Complete the building/upgrading of infrastructure for informational technology and have a systemin place for maintaining and updating such technology. Faculty and students must have accessto necessary information technology.

3. Procure adequate financial resources to carry out the mission, goals, programs/services of theinstitution, including student financial assistance.

4. Procure adequate (well-maintained) facilities, equipment, contractual services, and commoditiesto meet the teaching, research, and public service needs of the institution.



32

5. Provide adequate housing to meet the needs of students attending the university.

6. Build the development and fund-raising capabilities of the university in order to secure asignificant amount of non-state support for restricted and unrestricted purposes.

7. Achieve affective communiversity--university outreach programs whereby all appropriate areasof the university are partnering with communities to engage the communities in community andeconomic development and to receive and utilize input and feedback from the communities.

8. Maintain effective strategic planning and outcomes assessment processes to guide decision-making at the institution, including decisions on planned growth, resource allocation/reallocation,and other major administrative and programmatic decisions and ensure a posture of continuousimprovement.

9. Build the university endowment programs so that there will be adequate dividends to take careof eventualities and exploit opportunities.

10. Ensure a sufficient number of competent staff to carry out the programs and services of theuniversity and to address emergencies that may occur.

11. Continue to nurture an environment and culture where excellence is the norm, where emphasisis placed on student learning and effective teaching, and where research and public servicesupport learning and teaching, professional development, and community and economicdevelopment, and contribute to the application and development of knowledge.

12. Ensure that all faculty, students, and professional staff members have adequate access toinformation technology necessary to carry out their functions and assignments, including accessto information networks, Internet, and others as appropriate.

13. Achieve remote registration--anytime from anywhere--during designated periods as well asprovide other appropriate on-line services for students and other clients/customers.

14. Continue to improve programs and achieve goals established in previous years as appropriate.

*FUNDING:

General $1,500,000

Federal 500,000

Other 200,000

TOTAL: $2,200,000


1. Initiate master’s in nursing/MBA dual degree program.

2. Strengthen partnerships and collaborations with public schools, business, industry, government,communities, and other educational institutions in order to expand the institution’s capacities forresearch, teaching, community and economic development activities, and student development.


3. Maintain professional accreditation for all existing programs for which there are professional


33

accreditations.

4. Maintain at least 75 percent of full-time teaching faculty with terminal degrees.

5. Achieve or exceed SREB averages for faculty salaries based on ranks, length of service, andqualifications.

6. Achieve at least 50 percent of full-time faculty members’ involvement in sponsored activities--research, public service, and/or scholarly activities.

7. Achieve a six-year graduation rate of at least 55 percent.

8. Achieve at least 55 percent of graduating students attending graduate and/or professional schoolswithin one year of graduating.

9. Achieve a publication rate, in refereed journals, of at least 20 percent of FTE faculty.

10. Continue effective recruitment program in order to facilitate access and achieve enrollment goalsincluding ethnic diversity and non-traditional students.

11. Be recognized as a university of excellence, accessible, diverse, and affordable.

12. Continue to build a strong undergraduate program that maintains relatively small classes andrelatively small student/teacher ratio.

13. Maintain strong graduate programs and offer new programs based on needs and the availabilityof resources. One new program may be the master’s in physical therapy.

14. Continue to strengthen students’ voluntary community service as a requirement for graduationand engage students and faculty in voluntary community/public service activities.

15. Continue to strengthen research exposure and research skills of undergraduate and graduatestudents through on-campus and off-campus research opportunities, including national researchlaboratories and major research universities.

16. Continue to improve access to and use of information technology by faculty and students as ameans of strengthening teaching and learning.

17. Continue to ensure a safe campus environment conducive to scholarly pursuit and cultural, social,leadership, and teamwork development.

18. Continue to meet the health care, housing, cultural, and recreational needs of students as arefitting for “a self-contained” university environment.

19. Continue to promote, facilitate, and provide opportunities for leadership development of students.

20. Continue to improve all ongoing goals to ensure that students are effectively educated andserviced and that the university is aware of and excelling beyond the competition.

*FUNDING:

General $1,500,000

Federal 500,000

Other 200,000

TOTAL: $2,200,000


34

SECTION IV

SIGNIFICANT EXTERNAL FACTORS

WHICH MAY AFFECT PERFORMANCE

Demographic Trends in Enrollment

1. Not being able to offer programs that will attract students. This includes other race students andnon-traditional students.

2. Increase demand for high school graduates for the work force or the military which coulddecrease the pool of qualified students seeking higher educational opportunities.

3. Inadequate preparation of incoming students for college work even though they meet theadmission requirements.

4. Significant increase in the number of traditional first-time African-American students attendingcommunity colleges. These students do not tend to matriculate, in any number, to the HBCUsafter completing community college.

5. Inadequate financial support to implement instructional programs and management informationtechnology and educational technology.

6. Competition for resources and students from non-traditional approaches to education, includingdistance learning degree programs which may be offered by other institutions and for profitentities.

Financial, Economic, State, and Federal Policies

1. Any down-turn in the Mississippi economy which results in reduction of state funding to theuniversity as well as adversely affecting employment opportunities for residents of the state.

2. Changes in federal policies that adversely affect efforts in the area of equity and equalopportunity for historically black institutions, such as funding under Title III of the HigherEducation Act of 1965, as amended, 1890 land-grant support, and other HBCUs targetedgrants/contracts.

3. Any changes in the federal student financial aid program that would adversely affecteconomically disadvantaged students, such as reducing grant aid and increasing loans or overalldecrease in student financial aid or undue restrictions on financial aid eligibility.



35

4. Lack of financial support from the private sector for the thrusts of the university, such as supportfor the endowment programs, scholarships/fellowships, endowed chairs, research, and otherspecial programs. Lack of support may result from dissatisfaction with higher education ingeneral or because of escalating competing interests.

5. Lack of funding to procure state-of-the-art technology and to maintain effectiveness andefficiency in programs, services, and delivery systems.

6. Lack of adequate funding or change in the commitment of graduate and professional schoolsto provide financial assistance to Alcorn State University's graduates who want to attendgraduate and professional schools.

7. Delay in the implementation of the Ayers settlement.

Personnel

1. Inadequate pool of competent individuals from which to employ faculty and staff particularlyin the scientific and technical areas. This would result in intense competition among highereducation institutions as well as with business and government for available human resources.This is compounded by the demand for high salaries beyond the salary scale of the university.

2. The trend of early retirement of existing faculty and staff could create a replacement problem.If this trend is extended to Alcorn State University, the university would have difficultyreplacing faculty and staff at the salaries that are available.

SECTION V

INTERNAL MANAGEMENT SYSTEM UTILIZED

TO EVALUATE PERFORMANCE

Alcorn State University has a well developed strategic planning process as well as a strategic

plan. The planning process is coordinated by the Vice President of Institutional Advancement, Planning,

and Research. The University Executive Council serves as the policy making body. The University

President serves as chairman of the Executive Council.

The Vice President for Institutional Advancement, Planning, and Research is responsible for

coordinating the updating and revision of the institutional mission and goals. The standing Planning,

Management, and Evaluation Committee assists in the planning process, including recommending

institutional priorities. The Executive Council approves the Institutional Five-Year Strategic Plan and

the annual priorities. The Vice President for Institutional Advancement, Planning, and Research

provides technical assistance to the Planning, Management, and Evaluation Committee and Executive


36

Council, as well as to units, subunits, and individuals involved in the planning process.

The formal PME system model is composed of three major components: (1) planning--strategic,

long-range, and short-range, (2) management, and (3) evaluation/assessment. These components or

subsystems are integrated to form the PME system.

Basically, there are seven steps in the PME process. They are as follows:

1. Assessing the current status of the university in the broad areas of instruction,research, public service, academic support, institutional support, and studentsupport.

2. Updating the institutional mission and assumptions "in light" of prevailing andprojected environmental situations (environmental scanning).

3. Developing long-range goals, five-year goals, and annual objectives.

4. Delineating organizational responsibilities--division of labor.

5. Identifying implementation strategies.

6. Allocating resources and monitoring the utilization of resources.

7. Developing and implementing evaluative systems/outcomes assessment.

All budgetary units develop strategic plans which complement the Institutional Strategic Plan.

It is through the implementation of the units and subunits’ plans that the Institutional Strategic Plan is

implemented.

The detailed budgetary units and subunits’ plans include 1) goals, 2) annual objectives, 3)

expected outcomes, and 4) assessment methods/procedures. They also include the outcome assessment

report--results achieved, use of results [of assessment for improvements], and future plans.

Management Subsystem

The management component or subsystem of the PME system ensures optimum implementation

of the plans developed during the planning phase. The PME Committee manages the institutional

management process. Responsibilities are assigned to appropriate units of the institution--academic

affairs, student affairs, fiscal affairs, and institutional advancement, planning, and research. Positions

descriptions are prepared for faculty and staff.


37

Unit Heads. Vice President for Academic Affairs; Vice President for Student Affairs; Vice

President for Business Affairs; Vice President for Institutional Advancement, Planning, and Research--

are responsible for ensuring that the individuals under their supervision execute necessary managerial

procedures in order to achieve the objectives of the units. Individual faculty and staff members are

accountable for the achievement of the objectives contained in their plans. The university president is

ultimately responsible for ensuring that the management process operates at an optimal level to facilitate

the achievement of the institutional objectives and goals.

Through the management process, available resources (financial resources, material resources,

personnel, facilities, etc.) are allocated to the department on the basis of the availability of the resources

and institutional and departmental priorities.

Programs and activities are monitored, at the departmental level, to ensure consistency with

plans and to provide feedback so that corrective measures may be taken when appropriate. Departments

prepare progress reports which are reviewed by the unit heads. The outcomes assessment report is an

important component of the management process.

Evaluation/Assessment Subsystem

The evaluation subsystem is the third component in the PME system. This subsystem performs

comprehensive assessment of institutional and departmental programs, and personnel performance. The

system compares actual attainment with planned expected outcomes and resources utilized. An

Institutional Effectiveness Committee is responsible for conducting in-depth assessment of all areas of

the university to determine the extent to which the university is effective in carrying out its purpose.

However, the units and subunits (budgetary units) are accountable for monitoring and evaluating the

implementation of programs and services in their areas.

Evaluation is done on a continuous basis to determine the effectiveness of the planning and

implementation processes and to determine methods of improving these processes. The evaluation

component is integrated into the planning and management components. Evaluation methods and


38

procedures are used in all functional areas of the institution. A key and increasing significant element

of the evaluation and assessment process is for the university and the various units and subunits to

demonstrate and document that the results of assessments are for continuous improvement of programs

and services. The outcomes assessment report, which is completed on an annual basis by all budgetary

units, is designed to document the university’s commitment and achievement in continuous

improvement.

The Office of Institutional Research and Assessment collects and maintains data on the

performance of various areas of the university. This unit administers the students’ assessment of the

faculty instruction instrument and prepares reports for departments. It also conducts satisfaction surveys

of students, alumni, and employers. The Office of Placement Services conducts annual surveys of the

students’ employment and students attending graduate and professional schools. Figure 1, which

follows, illustrates Alcorn State University’s Planning and Budgeting Process which is critical to the

internal management of the institution.


39

APPENDIX A

AGRICULTURAL UNIT


EXECUTIVE SUMMARY

AGRICULTURAL UNIT


2004-2005 THROUGH 2008-2009

Program Description

The Agriculture unit at Alcorn State University is the primary area responsible for implementing

the land-grant functions of agricultural research, extension, and learning. Discovering knowledge

through research, transferring discoveries through extension, and importing knowledge through teaching

and experiential learning are the methodologies used. The unit delivers programs and services to meet

the needs of farmers, homemakers, rural and urban dwellers, and students pursuing career aspirations

and entrepreneurial ambitions.

Alcorn State University’s agricultural programs seek to assist individuals, especially those with

limited resources, in improving their economic conditions and the quality of their lives. Programs in

leadership and community/economic development and others which protect and improve the

environment and improve the quality of life of rural residents are the hallmark of the institution’s land-

grant offerings.

This strategic plan for agriculture outlines the goals the University intends to achieve over the

next five years to better serve Mississippi citizens. Key elements are as follows: 1) expanding the use

of technology to reach clientele throughout Mississippi; 2) training additional volunteers and increasing

their involvement in conducting outreach programs; 3) creating a clearer identity and becoming more

widely known and supported as a source of solutions to pressing individual and community challenges;

4) organizational restructuring that will enhance programs, staffing, and management in the university’s

primary service counties; 5) seeking increased private support through grants, contracts and other

external funding to help achieve program goals; and 6) identifying priority education, research and

outreach programs and allocating resources to these priorities.

The plan will help Mississippi’s small farm producers continuously shift away from low profit

field crops to more intensively cultivated and high-value fruits, nuts and vegetables to avoid intense

market fluctuations and better manage risks. Mississippi growers will be assisted in aggressively


2

adopting new practices and technologies to remain competitive in niche markets. Consumer and market

demands have created an expanding niche market for organically grown and natural produce, which

under current regulations, may not be derived from transgenic crops. Through the implementation of this

five-year strategic plan, the Agriculture unit will help Mississippi producers integrate the greatly

expanding knowledge base of biological processes such as pest dynamics and soil microbe-plant

interactions with modern crop biotechnology.

The plan envisions helping reverse the shrinking number of active full and part-time producers--

especially minority small farmers. The University will conduct research, outreach and formal learning

in priority areas to include the following: ecology and energy, small farm market feasibility, sweet

potatoes, hot peppers, natural products (especially medicinals), swine and poultry genetic improvements.

An increase in collaborative relationships between universities and industries will be central to achieving

goals of commercializing research discoveries.

The plan will implement a strategic marketing program for extension programs and services,

academic offerings, and research findings. The strategy will also include reaching a broader Mississippi

audience by focusing on a limited number of priority issues and using the most effective delivery

methods and technologies. Selected priority goals from the plan are as follows:

Priority Goals

1. Deliver high quality degree programs to increase the retention and graduation rate and decreasethe time of enrollment while also increasing the percentage of other-race students within IHL’sacademic accountability and productivity program standards and measures.

2. Operate Extension programs to serve as a catalyst in advancing Alcorn State University as an“engaged institution” collaborating with communities, organizations, and the private sector incommunity and economic development activities.

3. Implement summer-bridge programs and graduate and professional school preparatory activitiesto significantly increase the percentage of graduates from School of Agriculture and AppliedSciences degree programs that enroll in highly competitive post-baccalaureate degree programs.

4. Construct an Ecology Research facility to provide a facility to conduct environment-relatedresearch and outreach. The facility will house the Mississippi River Research Center, TheCenter for Alternative Energy and the Remote Sensing Laboratory.


3

5. Construct an Animal Research facility to provide a laboratory for conducting research andoutreach activities on the main campus and a Dairy Processing unit.

6. Establish a Center for Alternative Energy. Current programs in fuel cell technologies,alternative vehicle research, agricultural crops as bio-energy sources, energy resourcesdatabases, and power quality and reliability will be enhanced through this proposed center.

7. Establish a Remote Sensing Laboratory. The laboratory will assist Mississippi incommercializing NASA’s remote sensing capabilities and provide effective transfer of thetechnology to farmers, elementary and secondary schools, rural and urban planners, as well aseconomic and community developers.

8. Establish a Youth Development Camp. The proposed camp will provide a much needed facilityto conduct youth development activities for all races for the county extension area and youthprograms in science, math and technology.

9. Maintain accreditation for academic programs in industrial technology, nutrition and dietetics,and human sciences, and seek accreditation/affiliation for the degree program in childdevelopment.

10. Establish a USDA funded Biotechnology research laboratory on the Lorman, MS campus whichcomplements the M.S. Degree Program in Biotechnology and the Ayers funded BiotechnologyResearch Facility.


AGRICULTURAL UNIT


2004-2005 THROUGH 2008-2009

Program Description

The Agriculture Unit at Alcorn State University is the primary area responsible for

implementing the land-grant functions of agricultural research, extension, and teaching. The major

function enables the university to create knowledge through research, disseminate it and application of

such knowledge through extension, and import knowledge through teaching and experiential learning.

The primary purpose of the Agriculture Unit is to carry out a comprehensive program of

agricultural and agriculturally-related basic and applied research, extension/public service, and teaching

to meet the needs of farmers, homemakers, rural and urban dwellers, and students who are being

prepared for professions in agriculture and agriculturally-related fields in government and the private

sector, including entrepreneurial pursuits.

The programs seek to assist individuals, especially those with limited resources, in improving

their economic conditions and the quality of their lives. A central thrust of the programs is leadership

and community/economic development through informal educational programs and community

involvement. The unit also seeks to promote broad-based programs which protect and improve the

environment and improve the quality of life of rural residents.

This strategic plan for agriculture outlines the goals the University intends to achieve over the

next five years to better serve Mississippi citizens. The plan shows additional resources needed to

achieve the performance objectives for FY 2004 through FY 2009. Alcorn State University is expanding

the use of technology to reach clientele throughout the state. We envision our staff training additional

volunteers and increasing their involvement in conducting outreach programs to reach a broader

clientele. The Agriculture Unit will also create a clearer identity and become more widely known and

supported as a source of university-based formal and informal education, and information dissemination.

This plan includes some organizational restructuring that will enhance programs, staffing, and

management in the University’s primary service counties. We will seek increased private support


2

through grants, contracts and other external funding to help achieve some of these goals.

The Agriculture Unit’s broad recurring goals as identified through needs assessments and

partnerships with other organizations, agencies and academic departments are as follows:

1. Research solutions to the pressing issues facing rural and urban families andcommunities.

2. Research improvements in crop and animal food varieties that give Mississippi farmersa comparative advantage in the production agriculture marketplace.

3. Foster development of competent citizens and strong Mississippi families.

4. Strengthen Mississippi communities and civic involvement.

5. Conserve and sustain Mississippi’s natural resources.

6. Strengthen the economic impact of agricultural, aquatic, and forest industries.

7. Increase the number of university educated individuals from Mississippi households.

The central purpose of agricultural programs at Alcorn State University is to carry out targeted

programs of agricultural-related basic and applied research, extension/public service, and deliver

instruction that meet the needs of farmers and farm families, rural and urban dwellers, as well as students

pursuing professions in agricultural-related fields in the private sector, government, and as entrepreneurs.

The Agriculture Unit is committed to promoting access, diversity, serving non-traditional clients, and

achieving success in all programs and services. Scientists conduct research related to the specific

challenges facing the Institution’s clientele. Undergraduate and graduate degree programs and

certification programs are offered by the unit to increase basic literacy, educational attainment, and

occupational competence of area citizens.

Strategic Issues Facing the Agriculture Division

The plan addresses priority issues that must be confronted and resolved for the agricultural unit

to achieve its mission, adhere to its values and progress towards it vision. Priority issues are based on

1) a thorough review of the IHL system’s goals and priorities and the Institution’s Strategic Plan; 2)

development of a SWOT (Strengths, Weaknesses, Opportunities, and Threats) profile; 3) input from


3

stakeholders: staff, faculty and advisory groups and constituents; and 4) a comprehensive analysis of the

organization. The eight strategic issues which drive the plan are as follows:

Issue 1:

How can the Agriculture Unit increase the income of limited resource farmers through knowledge gainedfrom research?

Issue 2:

How can the Agriculture Unit help improve and protect the environment through knowledge gained fromresearch?

Issue 3:

How can the Agriculture Unit improve the lives of rural and urban residents through knowledge gainedfrom research?

Issue 4:

How can the Agriculture Unit increase the number of other-race clients and students taking part in itsformal and informal education programs?

Issue 5:

How can the Agriculture Unit deploy information technology in delivery of programs and services?

Issue 6:

How can extension programs rapidly respond to critical challenges facing its clientele with effectivesolutions that are used by stakeholders?

Issue 7:

How can extension programs increase the participation in its outreach programs of Alcorn StateUniversity faculty, staff, and students and community volunteers to help achieve the institutional visionof a “Communiversity?”

Issue 8:

How can the Agriculture Unit be proactive in anticipating challenges and opportunities–and in exploitingthe opportunities?

Trends

# A transition from a commodity-based agricultural industry to one with differentiated, value-added products.

# A competitive advantage for farmers who become more proficient in the use of emerginginformation technologies in farm enterprise management.

# Decline in small farm ownership and family farms, especially among current African-Americanfarmers with a concomitant increase in conglomerate farms.

# Increase incidences of obesity and food and health related diseases among Mississippi’spopulation.

# An increase in the use of the components of biologically integrated and organic farming systems


4

that protect the environment and respond to consumer interests.

# An increase in consumer demand for natural products and medicinals as well as an increasingconsumer interest in alternative health remedies and related products.

# The growing adoption of precision agriculture, a confluence of technologies that reducesagricultural inputs by matching them more closely to actual crop requirements.

# The synthesis and application of novel chemicals with enhanced specificity toward target pests,that can be applied at very low rates and degrade quickly in the environment.

# The rapid increase in environmental monitoring by local and global interest groups andgovernmental agencies with particular focus on the environmental impact of agriculturalproduction to land, marine, and atmospheric resources.

# The application of the new agricultural biotechnologies, including tools of advanced molecularbiology and the construction of transgenic plants and animals possessing valued production andquality traits.

# Growing concerns about food safety with particular emphasis on bio-terrorism’s effect onmaintaining a safe food supply.

# Increasing competition from foreign agricultural imports, (i.e. catfish and vegetables).

Special Note: It should be noted that many of the priorities listed in this plan have been proposed for

a number of years; however, resources have not been available to implement them. The university

considers them as important priorities which it wants to pursue.

FIVE YEAR GOALS FOR AGRICULTURE

2004-2009

Agriculture

1. Establish a Natural Products Laboratory. The natural products program already established atAlcorn will be further developed through this proposed laboratory. The program assistsMississippi farmers in growing high quality medicinal plants and identifies markets forMississippi grown natural products.

2. Offer a terminal degree program (Ph.D.) in a least one agricultural discipline (for approval byIHL).

3. Utilize new and emerging technologies in the development and delivery of agriculturalprograms.

4. Help reverse the decline in the number of small farm enterprises through deployment ofeffective farm management methodologies.

5. Implement systems to commercialize the University’s research using methods which will fostereconomic development in rural Mississippi communities.


5

6. Increase the number of Mississippi residents who recognize and use Alcorn CooperativeExtension resources.

7. Enhance the Extension program’s public funding and other external support by providingelected officials and the general public with information about the impact and value of Alcorn’sExtension program to Mississippi residents.

8. Operate the Extension program under a more effective, cohesive organization, based on clarityof direction and shared priorities and goals and provide an internal infrastructure for operatingExtension programs that facilitates staff success, staff development and retention.

9. Deliver high quality degree programs to increase the retention and graduation rate and decreasethe time of enrollment while also increasing the percentage of other-race students within IHL’sacademic accountability and productivity program standards and measures.

10. Operate Extension programs to serve as a catalyst in advancing Alcorn State University as an“engaged institution” collaborating with communities, organizations, and the private sector incommunity and economic development activities.

11. Implement summer-bridge programs and graduate and professional school preparatory activitiesto significantly increase the percentage of graduates from the School of Agriculture and AppliedSciences degree programs that enroll in highly competitive post-baccalaureate degree programs.


13. Construct an Animal Research facility to provide a laboratory for conducting research andoutreach activities on the Lorman, MS campus and a Dairy Processing unit.

14. Establish a Meat Technology and Research Laboratory. Meat production is a major industryin southwest Mississippi and most of the producers are other-race. Therefore, a quality researchand demonstration facility will help attract producers to academic and other programs at theUniversity. Meat processing, packaging, and preserving will be the central focus of theLaboratory.


16. Establish a Remote Sensing Laboratory. The laboratory will assist Mississippi incommercializing NASA’s remote sensing capabilities and provide effective transfer of thetechnology to farmers, elementary and secondary schools, rural and urban planners, as well aseconomic and community developers.

17. Establish a Youth Development Camp. The proposed camp will provide a much needed facility


6

to conduct youth development activities for all races for the county extension area and youthprograms in science, math and technology.

18. Establish an Animal Show Arena. Providing an appropriate facility where adults and youth canshow various farm animals, such as goats, swine, chickens, cows, and horses is a priority needfor the extension program.



CURRENT YEAR: 2003-2004

Agriculture

1. Utilize new and emerging technologies in the development and delivery of agricultural

programs. For Mississippi small farm producers, the continuous shift away from field crops tomore intensively cultivated and high-value fruits, nuts an d vegetables will result in greatermarket fluctuations and risks. To remain competitive, growers must aggressively adopt newpractices and technologies to improve productivity within a sustainable agricultural system.Consumer and market demands have created an expanding niche market for organically grownand natural produce, which under current regulations, may not be derived from transgenic crops.This demand for products of non-conventional farming is likely to continue in the future.However, evidence supports the view that the distinctions between “conventional” and “non-conventional” agriculture are likely to blur in the future, and production will become moresustainable, as Mississippi producers integrate the greatly expanding knowledge base ofbiological processes such as pest dynamics and soil microbe-plant interactions with modern cropbiotechnology. Key activities will include but not be limited to the following:

# Managing crops at a spatial scale smaller than the individual field, called “precisionagriculture” will help small farmers apply new information-gathering technologies tomonitor mineral-nutrient levels, soil texture and chemistry, and moisture; with inputlevels adjusted according to what is appropriate for different portions of the field.These techniques, when adopted, save farmers money, improve yields and reduceunwanted environmental effects.

# The Institution will continue to develop the newly established Center for Biotechnologythrough additional staffing and biotechnology instrumentation at critical levels,conducting relevant interdisciplinary research in the areas of biotechnology andbiogenetics, and secure funding to construct a biotechnology facility.

# Extension offices will be connected via the Internet with an Information TechnologySpecialist deployed to maintain a system of virtual connections and distance learningutilization.


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2. Help reverse the decline in the number of small family farm enterprises (especially African-

American owned) through deployment of effective farm management methodologies.Mississippi small farm agriculture is one of the most productive and efficient in the world. Yetit is slowly shrinking in the number of active full and part-time producers–especially minoritysmall farmers. Agricultural economists report that profits to small farm enterprises are beingsqueezed. For an increasing number of commodities, market prices are global, but productioncosts are local. With a single “world price” ceiling affecting producers of global commodities–virtually all commodities– local costs determine the profit per unit for producers dispersedacross the world. Therefore, costs determine which producers can survive, but profit marginsdetermine who will survive in the long run. The University will further develop and/or expandresearch capabilities and extension activities and conduct research in the following priorityareas: Sweet potatoes, hot peppers, natural products (especially medicinals), swine and poultrygenetic improvements. Specific strategies to be deployed are as follows:

# Expand and strengthen existing outreach programs in order to provide additional smallfamily and minority farmers with improved opportunity to participate in governmentalas well as university programs.

# Continue to assist farmers with increasing land use and resource efficiency through theproduction of forestry and non-traditional agricultural enterprises.

# Continue efforts to establish more value-added processing facilities for non-traditionalagricultural enterprises. The effort will be executed to obtain necessary equipment tobring the Vegetable Processing facility in Marks, MS online.

# Continue programs to assist small farm cooperatives in establishing facilities for value-added storage and processing and expand relations and programs with producercooperative groups.

# Continue to work closely with small farmers, community leaders and the produceindustry in establishing infrastructure for value-added processing and marketing of fruitand vegetable crops.

# Establish a rural cooperative for growing, handling and marketing medicinal crops.# Continue to provide leadership in the development of a growth-oriented vegetable

industry in Mississippi. The sweet potato crop is selected for aggressive growth,especially in the Mississippi Delta.

# Continue the further development of the shiitake (mushroom) program and establish aviable producer--marketing cooperative.

# Provide comprehensive information and guidance on markets, marketing, internationaltrade and strategies to small-scale farmers who need assistance.

# Review the effectiveness of the Small Farm Loan Program and implement strategies ofremedy any findings in consultation with the Mississippi Legislature and borrowers.

# Open an extension and research office in Biloxi, MS with Mississippi State University,


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housed in a new jointly used facility.

3. Implement systems to commercialize the University’s research outcomes using methods which

will foster economic development in rural Mississippi communities. New commercialopportunities, patent laws and federal policies, as well as relative decline in public-sectorfunding for agricultural research, have contributed to an increase in collaborative relationshipsbetween universities and industries. While these types of partnerships have existed for years,potential new relationships for Alcorn State University exists which show promise in bringinguseful products to market, promoting Mississippi’s technological leadership in the worldeconomy and providing hands-on opportunities for students. Historically, land-grantuniversities developed relationships with the private sector, including working closely withproducers and commodity groups, the seed, fertilizer and agricultural chemical industries,machinery manufacturers and food-processing companies to allow for mutual unfetteredcommunication between faculty and industry scientist and modest financial research investmentsfrom participating industries. Biotechnology companies seem more likely to invest in researchand pursue university linkages, as the average biotech firm expends about 10 times more peremployee on research than the average, with industrial leaders spending substantially more(Murashige, K.H., AAAS Science and Technology Yearbook, 1997. Washington, D.C.: AAAS.p 283-90.) Alcorn State University’s Agriculture Unit will actively engage its scientists andpotential industries to work toward commercializing the Institution’s research. Ongoingresearch activities will include critical need areas as follows:

# Research to determine the market feasibility of certain vegetable crops and meats whichcan be grown by small family farmers in Mississippi as alternative agriculturalenterprises.

# Research to determine the nutritional value of vegetables and fruit crops and meatswhich can be grown by Mississippi small farm producers. The research will focus ondiscovering genetic and similar improvement to agricultural crops and meats that reducecholesterol, increase protein, and reduce fat content.

# Research to determine the effects of agricultural contaminants on Mississippi’senvironmental resources.

# Research to determine the feasibility of deploying alternative energy technologies inpublic and private enterprises and agencies in Mississippi. Fuel cell technology andpower quality and reliability systems will be the focus of the research.

4. Increase the number of Mississippi residents will recognize and use Alcorn Cooperative

Extension resources. Developing a revised marketing program that outlines clearly definedobjectives, audiences, methods and responsibilities, policies and procedures, communicationstaffs, and allocating support resources will be achieved during the current year of the plan. Thestrategy will also include reaching a broader Mississippi audience by focusing on a limitednumber of priority issues and using the most effective delivery methods and technologies. Thiseffort will involve key actions as follows:

# Implementing marketing strategies by working closely with the university community.

# Including a marketing role for all staff and volunteers, and providing training andsupport needed to fulfill these responsibilities.


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# Expanding news outlet recognition of Alcorn Extension as a reliable source ofunbiased, research-based information.

# Ensuring that Alcorn Extension program volunteers clearly and consistently identifythemselves as such when serving in their volunteer role(s).

# Publishing an on-line small farm research/intervention type journal.

# Increasing the involvement of under-represented audiences through targeted marketingefforts and earned media.

# Investigating the feasibility and potential benefit of a shortened, more descriptive nameto brand the Alcorn Cooperative Extension Program.

# Implementing marketing campaigns promoting Extensions’ priority issues.

# Developing and implementing priority issue delivery systems that specially reach racialminorities, new residents, those who are disabled, illiterate, and other under-representedgroups. Extension will work toward improving and expanding existing programs toaddress the problems and challenges of youth, families-at-risk, and the elderly withspecial emphasis on the rural and inner-city individuals focusing on:

a. 4-H Program– Developing 4-H Clubs in the Mississippi counties served byAlcorn. Youth agents working in the program will administer programs thatwill attract other-race clients (students, parents, and guardians) to the 4-HProgram and eventually to the academic programs at the university.

b. Education and Training1. Transportationd. Substance Abuse Prevention and Rehabilitation5. Crime Prevention and Rehabilitation6. Affordable Housing7. Nutrition8. Affordable Health Care1. Safetyj. Race Relations and Conflict Resolutionk. After-School Child Care and Educationl. Establishment of a 4-H Youth Leadership Academy on Campus

5. Enhance the Extension program’s public funding and other external support by providing

elected officials and the general public with information about the impact and value of Alcorn’s

Extension program to Mississippi residents. Key actions steps are as follows:

# Expand the role of county advisory groups and representatives to include buildingrelationships with elected officials to keep them inform about extension opportunitiesand impacts.

# Include information on program priorities, staff expertise and impacts in informationdistributed to elected officials.


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# Clarify expectations for staff to seek competitive public funding, private sector grantfunding, and other new sources of funding, and provide the support necessary to fulfillthis responsibility.

# Provide staff with training in grant writing and management.

# Work with the Alcorn State University Foundation, Inc. to establish and secure anextension endowment.

6. Operate the Extension program under a more effective, cohesive organization, based on clarity

of direction and shared priorities and goals and operate Extension programs with an internal

infrastructure that facilitates staff success, staff development and retention. The AlcornCooperative Extension Program will adopt an organizational structure and processes that makethe best use of staff specialization. Key strategies are as follows:

# Provide appropriate program support when staff are reassigned to address critical oremerging needs.

# Consult with county advisory councils when developing a process for implementingmulti-county positions.

# Implement a volunteer management and training program.

# Reward volunteers with special recognition programs.

# Reorganize extension administration to include regional administrators, or otheradministrative structures which re-directs the role of specialists, and reassignment ofcurrent Area Coordinators as senior extensionists to achieve multi-disciplinary andregional programming, expanded stakeholder involvement, and increased impact.

The extension program will provide opportunities for staff to move into new and emerging specialtiesas critical needs arise. Key actions are as follows:

# Increase opportunities and expectations for staff to engage in professional development.

# Identify new staff training needs and opportunities, and ensure participation.

# Hold staff accountable for delivering programs and services at the level of expertiseestablished for each extension position.

# Increase extension staff participation in peer recognition for outstanding performance.

7. Operate Extension programs to serve as a catalyst in advancing Alcorn State University as an

“engaged institution” collaborating with communities, organizations, and the private sector

in community and economic development activities. Extension will increase faculty and studentinvolvement in outreach to demonstrate its value and impact. Key institutional units empoweredto deliver this on-going initiative are as follows: the Alcorn Cooperative Extension Program(ACEP), the Mississippi Small Farm Development Center, Swine Development Center and itsCenter of Excellence in Swine Research, Extension Research Farm and Technology TransferCenters in Mound Bayou and Preston, Small Business Development Center, Traceway CDC,


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and the Center for Rural Life. Critical actions to be taken are as follows:

# Include faculty as partners in extension outreach efforts, including development ofextension publications.

# Work with faculty to develop proposals for external funding, requesting sufficientfunds for the project to include an outreach component.

# Facilitate statewide dissemination of campus-based seminars through local-access cableTV, interactive TV, wireless cable outlet, and video tapes.

# Co-host with academic departments and student organizations youth and adultextension events to expose participants to institutional programs, opportunities, andresources.

# Consult with institutional administrators to develop systems that ensure faculty and staffare recognized for outreach accomplishments through the reward system and thepromotion and tenure system.

# Access current collaborations and partnership with Mississippi public television andradio, the continuing education unit, J. D. Boyd Library, and academic departments toidentify ways to improve the efficiency and impact of extension program delivery toMississippi residents.

8. Deliver high quality degree programs to increase the retention and graduation rate and

decrease the time of enrollment while also increasing the percentage of other-race students

within IHL’s academic accountability and productivity program standards and measures. TheAgriculture Unit will work towards effectively educating all enrolled students. New academicand research programs resulting from the Ayers Court settlement will be implemented asauthorized. The Agriculture Unit will take actions as follow to reach this stated goal:

# Begin offering courses in Vicksburg, MS in computer networking, nutrition anddietetics and health systems management during the 2003-2004 academic year.

# Implement a system of a designated mentor-advisor for all undergraduate studentsenrolled in degree seeking programs.

# Require the completion, defense and publication of a thesis by all 2003 enteringfreshmen and entering graduate students enrolled in the School of Agriculture andApplied Sciences’ degree programs.

# Require all entering undergraduate students enrolled in the School of Agriculture andApplied Sciences’ degree programs to complete a seminar of the history, purpose andscope of land grant institutions.

# Enroll additional other-race students in the joint vocational teacher licensing programwith Mississippi State University offered through distance learning.

# Begin enrolling other-race students in the joint M. S. Degree in Workforce EducationLeadership with Mississippi State University focusing on web-based delivery of the


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curriculum.

# Expand existing partnerships for international development activities which provide tofaculty and students experiences in a global setting as they grabble with issues ofinternational significance.

# Seek approval during the 2003-2004 academic year of a joint B.S. degree in Forestrywith Mississippi State University.

# Begin feasibility assessment of a joint B.S. degree in electromechanical engineeringwith Mississippi State University and cooperating with the Grand Gulf Nuclear PowerStation, and the U.S. Corp of Engineers.

9. Implement summer-bridge programs and graduate and professional school preparatory

activities to significantly increase the percentage of graduates of School from Agriculture and

Applied Sciences degree programs that enroll in highly competitive post-baccalaureate degree

programs . The Summer Academy which has operated in the Agriculture Division will add asummer bridge research-based internship for rising freshmen using external funding. Inaddition, the Agriculture Unit will actively assist the Institution in establishing a U.S.Department of Education McNair Scholars program to help increase the readiness of enrolledstudents for success in post-baccalaureate study.


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*FUNDING:

General $620,000

Federal 825,000

Other 500,000

TOTAL: $1,945,000

YEAR ONE: 2004-2005

Agriculture

1. Establish a Natural Products Laboratory and designated Experiment Station field site. Thenatural products program already established at Alcorn will be further developed through thisproposed laboratory. The program assists Mississippi farmers in growing high quality medicinalplants and identifies markets for Mississippi grown natural products.

2. Propose to the IHL Board to offer a terminal degree program (Ph.D.) in one agriculturaldiscipline.

3. Propose to the IHL Board to offer a joint B.S. degree in electromechanical engineering withMississippi State University and cooperating with the Grand Gulf Nuclear Power Station andthe U.S. Corp of Engineers.


5. Construct a Biotechnology Research Facility on the Lorman, MS campus and implement theM.S. Degree in Biotechnology as an interdisciplinary degree program with the School of Artsand Science.


7. Continue to maintain and strengthen all programs developed during previous years.

*FUNDING:

General $5,027,777

Federal 2,000,000

Other 250,000

TOTAL $7,277,777



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YEAR TWO: 2005-2006

Agriculture


2. Establish a Remote Sensing Laboratory. The laboratory will assist Mississippi incommercializing NASA’s remote sensing capabilities and provide effective transfer of thetechnology to farmers, rural and urban planners, as well as economic and communitydevelopers.

3. Open a branch office in North Mississippi for the Mississippi Small Farm Development Centerand other programs.

4. Obtain at least one patent of an agricultural biotechnology product.


*FUNDING:

General $1,000,000

Federal 825,000

Other 500,000

TOTAL $2,325,000

YEAR THREE: 2006-2007

Agriculture

1. Establish a Meat Technology and Research Laboratory. Meat production is a major industry insouthwest Mississippi and most of the producers are other-race. Therefore, a quality researchand demonstration facility will help attract producers to academic and other programs at theUniversity. Meat processing, packaging, and preserving will be the central focus of theLaboratory.

2. Construct an Animal Research facility to provide a laboratory for conducting research andoutreach activities on the main campus and a Dairy processing unit.

3. Continue to develop, implement, and strengthen all programs and explore opportunities for otherprograms so as to carry out the land-grant functions of the university.



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*FUNDING:

General $1,000,000

Federal 1,825,000

Other 500,000

TOTAL $3,325,000

YEAR FOUR: 2007-2008

Agriculture

1. Establish a Youth Development Camp. The proposed camp will provide a much needed facilityto conduct youth development activities for all races for the 14 county extension area and youthprograms in science, math and technology.

2. Establish an Animal Show Arena - providing an appropriate facility where adults and youth canshow various farm animals, such as goats, swine, chickens, cows, and horses is a priority needfor the extension program and a recommendation of the study.

3. Continue to develop, implement and strengthen all programs and explore opportunities for otherprograms so as to carry out the land-grant functions of the university.

*FUNDING:

General $1,000,000

Federal 825,000

Other 500,000

TOTAL $2,325,000

YEAR FIVE: 2008-2009

Agriculture:



*FUNDING:

General $1,000,000

Federal 825,000

Other 500,000

TOTAL $2,325,000



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SIGNIFICANT EXTERNAL FACTORS

WHICH MAY AFFECT PERFORMANCE

Un-availability of Ayers Programs Funding

Several key programs are proposed whereby the implementation will depend on access to funding fromthe Mississippi Legislature’s appropriation to the Ayers Court settlement. The programs and activitiesare as follows:

1. M. S. Degree in Biotechnology

2. B. S. Degree in Computer Networking

3. Biotechnology Research Center

4. Marketing Program for the Institution

5. Other-Race Scholarships

Not Restoring 42 % of State Funding for Small Farm and Other Agricultural Activities

Over the past three fiscal years, approximately 42 percent of the funds to operate the Institution’sagricultural programs was cut from the Agriculture Unit’s operating budget. These cuts have a criticalimpact on key factors in program delivery as follows:

1. The ability for extension personnel to travel to clientele locations and provide outreach servicesto those in need.

2. The funds needed to maintain and feed animals and cultivate farm crops used in research andextension activities.

3. Maintenance of existing laboratory, instruction and office equipment, and procurement of newresearch and farm equipment on the schedule needed to carry out the five-year plan.

4. Providing competitive salaries and wages to the faculty and staff in the Agriculture Unit toretain existing personnel and attract critical new personnel.

Changes in Federal Policies on Funding 1890 Land-Grant Institutions

As a 1890 Land-Grant Institution, Alcorn State University participates along with 17 other institutionsof its type in formula federal funding for agricultural programs. This funding is provided to supportresearch, extension and learning activities. Any changes in the funding priorities of the federalgovernment may reduce federal support in key areas as follows:

1. Any reallocation of the federal support for the 1890 Extension Program which results in areduction of funding to the Alcorn Cooperative Extension Program.

2. Any reallocation of the federal support for the 1890 Evans-Allen Research Program whichresults in a reduction of funding to the Alcorn Agricultural Experiment Station and its related


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agricultural research activities.

3. Lack of continuing funding from USDA for the Center for Biotechnology.

4. Lack of continuing funding from USDA for the Swine Center for Excellence.

5. Lack of success of institution’s scientists and personnel in securing grant funds through USDA’sCapacity Building Grant Program for 1890 Institutions.

Documents

ALCORN STATE UNIVERSITY FIVE-YEAR STRATEGIC PLAN … · • Maintain accurate institutional research data base and submit reports to the administration, governing board (IHL) and