Tuskegee University 2021-2026 Strategic Plan

"Embracing the Legacy, Transforming the Future"

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Executive Summary

Tuskegee University was founded in 1881 by Booker T. Washington as the Tuskegee Normal School. The school’s name transitioned to Tuskegee Institute, attaining University status and becoming Tuskegee University in 1985. Tuskegee University is an independent, state-related institution – one of two designated land-grant universities in Alabama – and a recognized Historically Black College and University (HBCU).

Tuskegee Normal, Institute, and now University has a proud legacy of innovation and accomplishments through its 140-year history. Tuskegee University is ranked number three in U.S. News World Report’s 2022 annual rankings of the Best HBCUs in the country. The spirit, heritage, and connection to “Mother Tuskegee” is vividly and passionately communicated by alumni, faculty, staff, and students; and the community, the Board of Trustees, school administration, and faculty and staff are proud of the school’s high academic standards, STEM programs, research programs, and Veterinary school.

A shift in higher education is anticipated to occur over the coming years, and the changes impacting all higher education institutions will also impact Tuskegee. HBCUs in general are facing growing competition in the recruitment of high-achieving students, and the daunting challenges associated with recruiting, retaining, and preparing students for leadership roles should be appropriately addressed. Furthermore, academic learning has increasingly shifted to online platforms, which has been particularly evident during the COVID-19 pandemic, expanding access for all students; therefore, offering enhanced, highly efficient technology will be critically important for all higher education institutions. Tuskegee has delayed upgrading its infrastructure technology to enable enriched classroom instruction and state-of-the-art research laboratories. Upgrading and enhancing infrastructure to increase student engagement and retain Tuskegee’s world-class faculty and staff has been identified as a priority in this five-year strategic plan.

At the beginning of the strategic planning process, the Board of Trustees reviewed the current Tuskegee mission and vision statements. Tuskegee University’s mission and vision are the foundation from which the institutional effectiveness framework is established. All planning units align their planning unit goals with those of the mission of the University. The mission and vision statements provide the foundation for the development of strategic priorities to move the organization forward, and the Board decided both the mission and vision needed to be revised. The revised statements are:

Mission: Tuskegee University advances knowledge, leadership and service through teaching, research, and outreach programs. Uniquely positioned as a historically black, private, state-related, land-grant University, Tuskegee faculty, staff and students transfer knowledge and transform our communities, state, nation, and world.
Vision: Tuskegee University is a pre-eminent educational and research institution that develops innovative and transformative leaders who solve the world’s most complex problems.


Letter from the President:

Dr. Charlotte P. Morris
Dr. Charlotte P. Morris

I am pleased to present Tuskegee’s 2021-2026 strategic plan, Embracing the Legacy, Transforming the Future, which will serve as our guide as we advance our institution forward. The priorities identified and the goals, objectives, and initiatives outline a plan for Tuskegee’s growth toward academic excellence. Our success depends on our collective commitment to implement this plan through strategic initiatives that honor our history and mission while striving to achieve our vision for the future.

The strategic plan was developed with input and ideas from various stakeholders, including current Tuskegee students, alumni, faculty, staff, members of our Board of Trustees, and members of the community. Their collective creativity and innovative, forward-thinking ideas were inspiring and give us hope for a brighter future. We extend our gratitude and sincere thanks to all of our stakeholders, work committees, faculty and staff who contributed to the development of this plan.

We will work together to complete the goals outlined in the plan (or amended in the future), to enable Tuskegee to move forward as we explore new opportunities, face challenges and enjoy successes. We will continue to embrace our proud legacy and present the Tuskegee Heart to all in our communities. There is no limit to what we can achieve when we all work passionately together to serve “Mother Tuskegee,” our community, our state, the nation, and the world. We are One Tuskegee.

While the COVID-19 challenges are not behind us yet, we will work through these in a transformative way as we implement our new strategies for becoming a greater university.

I look forward to working with each of you throughout this journey.
  

Charlotte P. Morris, Ph.D.
President
Tuskegee University


Overarching Strategic Pillars  

Strategic pillars are the primary areas of focus that define the organization’s high-level strategy, break down the mission and vision into action, and focus energy on desired results. The following key strategic pillars have been identified through the planning and data collection activities as key organization-wide issues for the University to consider in developing the strategic plan.

Student Experience

Tuskegee has identified key performance metrics for increasing student enrollment, student retention, and graduation rates. Improving student engagement is developed through an emphasis on student “customer service” – ensuring that students have attractive and environmentally safe living accommodations and classrooms for learning – and delivering diversified learning opportunities.

Academic Excellence

Tuskegee’s mission is to advance knowledge, leadership and service through teaching, research, and outreach programs. Continuously evaluating and enhancing the academic programs that are offered will prepare students to compete and be leaders in the global community. This goal will be achieved through the delivery of highly marketable programs, more online and distance education programs, multi-disciplinary teaching, and an expansion of graduate-level programs.

Operational and Organizational Efficiency

Pursuing and achieving operational excellence is the foundation for completing the goals, objectives and initiatives identified in the strategic plan. Operational excellence for Tuskegee is achieved by improving internal processes and operations and upgrading campus facilities and infrastructure.

Strategic Goals

GOAL ONE

ACADEMIC EXCELLENCE
___________________


Enhance academic profile, enterprise, and reputation through continuous assessment and strengthening of academic programs.

Tuskegee’s mission is to advance knowledge, leadership and service through teaching, research, and outreach programs. Continuously evaluating and enhancing the academic programs that are offered will prepare students to compete and be leaders in the global community. This goal will be achieved through the delivery of highly marketable programs, more online and distance education programs, multi-disciplinary teaching, and an expansion of graduate level programs.

GOAL TWO

OPERATIONAL EFFICIENCY
____________________


Develop and implement transparent, efficient, and effective operational practices, policies, and procedures to ensure operational viability and sustainability.

To be a leader in academic excellence, Tuskegee must ensure all internal processes and practices are aligned for operational efficiencies and effectiveness. Establishing a culture that expects operational excellence from all faculty, staff, and students builds transparency, trust, and accountability throughout the University.

 

GOAL THREE

STUDENT EXPERIENCE
____________________ 


Elevate the student experience through ongoing engagement that begins before arrival and continues after graduation.

Tuskegee has identified key performance metrics for increasing student enrollment, student retention, and graduation rates. Improving student engagement is developed through an emphasis on student customer service, ensuring students have attractive and environmentally safe living accommodations and classrooms for learning, and delivering diversified learning opportunities.


 

GOAL FOUR

RESEARCH, INNOVATION AND ENTREPRENEURSHIP
____________________


Establish innovative solutions for real-world challenges through research, entrepreneurship, and scholarly activities.

The Board of Trustees have established that Tuskegee will be a pre-eminent educational and research institution and the University vision is to become a Carnegie R2 research institution. R2 designation will be achieved through an increase in external grants and contracts for research, and expansion of graduate programs and degrees conferred, and an internal drive for creativity and innovation.
 

GOAL FIVE

WORLD-CLASS FACULTY
AND STAFF

____________________


Promote a culture that attracts, recruits, retains, and supports a world-class and diverse faculty and staff.

Tuskegee recognizes that academic excellence, operational excellence, and student engagement are achieved through a world-class faculty and staff. The University must be able to attract and retain world-class faculty. Tuskegee must provide competitive compensation and benefits to attract and retain faculty and must also support faculty with creative professional development and technologically innovative teaching resources.

GOAL SIX

ADVANCES IN INFRASTRUCTURE
AND RESOURCES

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Position the University for sustainable practices and long-term financial stability through improved institutional infrastructure (physical, digital, and fiscal resources).

Infrastructure is the foundation for achieving academic excellence, operational excellence, and student engagement. An upgrading of technology infrastructure is needed to facilitate online and in-person instruction and distance education programs. Operational efficiency and process improvement will also occur through infrastructure upgrades. Facility improvements to dorms, living accommodations, classrooms, and laboratories are needed to create the student experience expected by students and families. Enhancement of infrastructure cannot occur without additional financial resources. Developing a philanthropic culture to support fundraising, grants and gifts will raise the financial resources needed.
 

GOAL SEVEN

ATHLETICS
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Establish a culture that supports the ability for our student athletes to be competitive across  our entire sports portfolio.

Tuskegee has a long history and tradition of fielding successful athletic teams. Athletics is a vital support activity for creating student and alumni engagement. Modernizing the athletic facilities and processes and recruiting and retaining top notch coaches and support personnel will provide additional revenue for the programs and increase national recognition and recruitment of athletes.

GOAL EIGHT

COMMUNITY AND STRATEGIC
PARTNERSHIPS

_____________________


Improve the quality of life for all Alabamians through programs and services committed to economic growth and the promotion of healthy people, environments, and the world.

Tuskegee University historically has been intricately connected to the community. Re-envisioning innovative partnerships with the community will strengthen the communities around Tuskegee and provide valuable practical learning experiences for students and faculty.
  


Strategic Plan

Strategic Plan 2021-2026 cover

Click on image to view or download Strategic Plan booklet.