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Important Sections of the LSU Planning Document
3.3  To implement an electronic, automated workplace.

3.6  To investigate all outsourcing opportunities.

5.1  To invest in the technological and physical infrastructure required for a Research University I.

6     To be a national leader in the application of information technology and the development of library collections and services.

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Subject: LSU Planning Document
Date: Mon, 30 Mar 1998 09:41:17 -0600
From: Daniel Fogel <grdfoge@lsu.edu>
To: "Broadcast_LSU_Faculty_Staff"<Broadcast_LSU_Faculty_Staff@lsu.edu>

LSU Planning Document, Release 1.2

Chancellor Jenkins has approved distribution of the attached version of the University Planning Document, which will guide the planning process between now and the publication of Release 2.0 in the spring of 1999. Many of the Strategic Directions and Objectives in Release 1.2 have been significantly revised. Our principal aims remain: to create a culture of academic excellence and to chart the course by which LSU will move into the top rank of public research universities.

The University Planning Council will continue to meet intensively throughout the spring and summer, first reviewing the preliminary responses submitted by deans and vice chancellors this month and then seeking to integrate into the framework of Release 1.2 the departmental, college, and divisional plans to be submitted on July 15.

On the institutional level, the next major phase of the process will begin next fall. It will entail establishing leadership for, and broadly-based participation in, the implementation of the plan. The focus will be on identifying specific activities that need to be undertaken to achieve each strategic direction and objective, on setting time lines, and on establishing performance indicators.

We are grateful to the numerous individuals and groups that have offered suggestions for revision of the planning document (among others, the Staff Senate, the Faculty Senate, college and school senates and policy committees, the Council of Policy Committees, the Council of Department Chairs, Heads, and Directors, and the Council of Academic Deans and Directors). The UPC continues to invite dialogue and encourages communication by email to upc@lsu.edu.

cc: Chancellor Jenkins
Vice Chancellors

Preamble to the University Planning Document, Release 1.2

Louisiana State University and Agricultural & Mechanical College is committed to a continuous linkage of planning/budgeting, implementation, and assessment. The planning-implementation-assessment process is never-ending. It is neither top down nor bottom up. Rather, it requires continuous multi-level dialogue in order to assess strengths, weaknesses, and opportunities.

We believe that LSU can become one of the leading public universities in the South and one of the top twenty public universities in the nation; that it can model the highest aspirations of higher education as a learner-centered, faculty and staff supportive, research intensive, diverse university, with a continuous
commitment to public service; and that it must continue to lead public higher education in Louisiana, with
special emphasis on its partnership with Southern University.

We affirm the following principles:

Planning and assessment are continuous and essential processes: we must know where we are heading and how to gauge our progress.

Shared governance is a fundamental principle: we must work as a team, with full respect for dialogue and due process.

LSU is a distinctive institution with special opportunities and must make the most of these attributes: for example, the unique culture and history of our state and region, our strategic relation to the Caribbean and to Central and South America, and the variegated ecology of our wetlands and waterways.

Because LSU is a public institution, it must be fully accountable: we must always show that LSU has used its resources wisely and efficiently and has delivered very high returns on investments.

The University is not the momentary mix of its students, faculty, and staff, nor is it a particular place. Rather, it is a complex, fluid network of changing relations that extend far beyond our immediate community and the borders of our campus. To stay abreast of a rapidly changing world, LSU must be flexible, bold, and imaginative. At the same time, the University must hold steadfastly to a vision: to be a leading research university, to take students to the highest levels of intellectual and personal development, and to be of use to society.

LSU and A&M Planning Document, Release 1.2 March 30, 1998

Vision: To be a leading research university, taking undergraduate and graduate students to the highest levels of intellectual and personal development.

Mission: The mission of Louisiana State University and A&M College is the generation, preservation, dissemination, and application of knowledge and cultivation of the arts for the benefit of the people of the state,
the nation, and the global community.

Strategic Goals:

Strategic Directions and Objectives:

Strategic Direction 1: To create a challenging learning environment that enriches students' intellectual lives, develops their professional and personal abilities, and fosters civic engagement.

Objective 1.1: To offer degree programs that prepare students to succeed in their lives and work.

Objective 1.2: To provide opportunities for students to develop interdisciplinary connections and approaches to learning.

Objective 1.3: To enroll students who are prepared to excel in LSU's undergraduate, graduate, and professional programs.

Objective 1.4: To provide competitive financial aid and scholarship programs for undergraduates and competitive stipends for graduate and professional students.

Objective 1.5: To help students achieve personal and academic goals through outstanding academic and professional advising, counseling, and career services.

Objective 1.6: To develop a wide variety of service learning and internship opportunities.

Objective 1.7: To provide mentoring programs that prepare students to be skilled classroom teachers, practitioners, and researchers.

Objective 1.8: To support lifelong learning for non-traditional students and working professionals through self-sustaining continuing education programs that are timely, capitalize on University expertise, and address special credit and non-credit needs.

Objective 1.9: To assess and continuously improve curricula.

Strategic Direction 2: To foster ethical conduct and multiculturalism.
Objective 2.1: To instill in all members of the University community an informed commitment to ethical conduct in their professional and personal lives.
Objective 2.2: To foster mutual respect and tolerance.

Objective 2.3: To recruit and retain students, faculty, and staff from underrepresented groups.

Objective 2.4: To promote ethical, international and multicultural aspects of curricula whenever appropriate.

Objective 2.5: To support the international exchange of faculty and students.

Objective 2.6: To foster relationships with foreign universities and institutions.

Strategic Direction 3: To invest resources wisely
Objective 3.1: To evaluate the needs of the University, determine priorities, and reallocate accordingly, with emphasis on investment in departments and interdisciplinary areas that will enhance the quality of the entire institution.

Objective 3.2: To review and re-engineer administrative processes and functions for quality and efficiency.

Objective 3.3: To implement an electronic, automated workplace.

Objective 3.4: To assign decision-making authority to the lowest appropriate level.

Objective 3.5: To cross-train personnel for increased responsibility and authority.

Objective 3.6: To investigate all outsourcing opportunities.

Objective 3.7: To use campus facilities efficiently.

Strategic Direction 4: To reward faculty and staff systematically for excellence in all areas.
Objective 4.1: To recruit and retain scholars of the highest distinction.

Objective 4.2: To provide mentoring and encourage professional development.

Objective 4.3: To implement participatory management techniques that involve all faculty and staff.

Objective 4.4: To administer a regular, predictable, equitable compensation program with annual merit raises based upon clear criteria and rigorous performance evaluations for faculty, staff, and administrators.

Objective 4.5: To support participation in professional and service organizations.

Objective 4.6: To develop, for all academic and administrative units, long-term faculty and staff plans that consider mission; changing needs in critical areas (e.g., teaching, research, service); and faculty/staff balance (rank, specialization, diversity, full vs. part-time, vacancies/retirements, etc.).

Objective 4.7: To provide promotional opportunities and multi-year contracts to outstanding faculty with non- tenurable appointments.

Objective 4.8: To strengthen post-tenure review processes that will reward excellence.

Objective 4.9: To encourage and support health, well-being, and physical fitness for all members of the
University community.

Strategic Direction 5: To increase the quality and quantity of University scholarly and creative activity.
Objective 5.1: To invest in the technological and physical infrastructure required for a Research University I.

Objective 5.2: To invest more indirect cost recovery in research, including matching funds, start-up funds, and maintenance of equipment.

Objective 5.3: To support technology development and transfer, to foster partnerships with external entities, and to develop spin-off companies led by University personnel.

Objective 5.4: To establish a Research Foundation for the University.

Strategic Direction 6: To be a national leader in the application of information technology and the development of library collections and services.
Objective 6.1: To develop and implement under academic leadership a Master Plan for information technology and libraries.

Objective 6.2: To provide access to multi-media resources and training in their use to all members of the University community.

Objective 6.3: To extend the campus computer network to all classrooms, laboratories, offices, and residence halls.

Objective 6.4: To deliver distance learning programs in areas in which LSU has distinctive competencies.

Objective 6.5: To return the Libraries to the top third in the ranking of the Association of Research Libraries.

Objective 6.6: To achieve an appropriate balance of printed and electronic information resources.

Objective 6.7: To be a leader in developing and publishing learned journals in electronic formats.

Strategic Direction 7: To enhance the physical infrastructure of the University.
Objective 7.1: To pursue a campus facilities planning process driven by the University's overall plan, by needs assessment, and by an architectural, aesthetic vision.

Objective 7.2: To invest regularly in the upkeep of University facilities to ensure the preservation and appreciation of LSU's physical assets.

Objective 7.3: To ensure that routine facilities services provide a campus that is well maintained, environmentally safe, and physically attractive.

Strategic Direction 8: To project an optimal public image of the University and its faculty, staff, students, and alumni.
Objective 8.1: To coordinate public relations, governmental and corporate relations, and fund-raising.

Objective 8.2: To encourage, recognize, reward, and publicize individual achievement by faculty, staff, students, and alumni.

Objective 8.3: To develop a unified message and to enlist the University community in its promotion.

Objective 8.4: To ensure effective communication with the internal and external stakeholders of the University.

Strategic Direction 9: To secure adequate private and public funds to support the mission of the University.
Objective 9.1: To enhance academic programs and faculty and student rewards and stipends through giving from individuals, foundations, and corporations.

Objective 9.2: To secure state allocations commensurate with peer, flagship institutions.


This page last updated Friday, 30 October, 1998