Northern Arizona University five-year strategic plan

              N o r t h e r n A r i z o n a U n i v e r s i t y
S T R A T E G I C P L A N • 2 0 0 4 - 2 0 0 9
M E S S A G E F R O M T H E P R E S I D E N T
Dear Colleagues,
It has been a challenging but productive year
at Northern Arizona University. We endured
layoffs, budget cuts, and continued enrollment
shortfalls on the Mountain Campus. Yet in spite
of these challenges, the building blocks have
been put in place for a promising future. The
Arizona Board of Regents’ Changing Directions
initiative has opened the door to new, fruitful,
and academically exciting ways to operate. Let
me mention a few that underlie my optimism.
Our capital planning staff has worked hard to
leverage funding for building renewal. We will
be amazed at the changes in NAU’s physical
presence and the improvements in academic
facilities over the coming decade.
We have increased and diversified revenue
streams. Specific accomplishments include:
1) developing with the Regents a rationale for
tuition and fees that will better maintain the
university in the future
2) moving toward an accounting system that
will increase indirect cost recovery from
grants
3) eliminating geographic boundaries that kept
Distance Learning out of the high-demand
metropolitan areas
4) developing sophisticated public-private
partnerships to support various aspects of
research and residence life
5) revitalizing our fund-raising efforts both
centrally and with help from the colleges and
schools
We continue to improve the undergraduate
academic experience. The Gateway Student
Success Center opened last year to provide
consistent and personalized advisement to new
students. More freshmen have the opportunity to
learn from our best and brightest faculty. And
the new LOUIE degree audit will allow students
to go online to track their progress toward a
degree.
We also are pursuing critical partnerships with
community colleges, the city of Flagstaff,
agencies that provide grant and contract
funding, and the other Arizona universities. We
have better relations with the Board of Regents,
the Governor’s Office, and the Legislature than
we have in many years.
I believe the NAU community embraces our
historic three-part mission:
1) to provide superb undergraduate education on
the Mountain Campus
2) to offer top-flight research and graduate
programs that make superior education
possible
3) to deliver education to place-bound students
statewide
The devil is in the details, of course, in making
the three parts of our mission complement rather
than compete with each other, but we are closer
than we have ever been. If we work together—
students, faculty, staff, alumni, citizens,
community, and state leaders—we will succeed.
All of us, I guarantee, will be proud of the
results.
Sincerely,
John D. Haeger
President
Northern Arizona University
ifwe work together—students, faculty, staff, alumni,
citizens, community, and state leaders—we will succeed.
All of us, I guarantee, will be proud of the results.
John D. Haeger
W H A T ’ S
I N S I D E
2002-2003—
The Year’s
Accomplishments
in Review
Capital
Investment
Projects
Northern Arizona
University Goals
2004-2009
Arizona Board
of Regents
Strategic
Planning
Council
Northern Arizona
University
Administration
2
6
7
16
N A U V A L U E S
EXCELLENCE IN EDUCATION
DIVERSITY IN FACULTY, STAFF, AND STUDENTS
A CIVIL AND ENGAGING CAMPUS CLIMATE
EDUCATIONAL SUCCESS
STUDENT SUCCESS
INTEGRITY
The complete Strategic Plan and university priorities (with objectives and responsible offices)
are on the web at www4.nau.edu/pair/UniversityPlanning/strategic_plans.htm
2002-2003 In Review
T H E Y E A R ’ S A C C O M P L I S H M E N T S
GOAL 1: Be a Premier
Undergraduate
Residential Learning
Community
Accomplishments:
• 96% of graduating
seniors rated their
overall university
experience as excellent
or good; alumni raised
that satisfaction level
to 99%.
• 88% of undergraduate
degree recipients were
involved in a research-related
or capstone
experience.
• NAU opened the new
Pine Ridge Village
apartment-style housing
for upper-division
students.
GOAL 2: Increase and
Manage Enrollment
Accomplishments:
• NAU’s Distance
Learning Program
enrolled a record
number of
undergraduate and
graduate students in
both fall and spring
semesters.
• The six-year freshman
graduation rate
increased 46%.
GOAL 3: Strengthen
Graduate Education,
Economic Development,
and Research to Meet
the Needs of Arizona,
the Southwest, and the
Nation
Accomplishments:
• NAU’s graduate student
population reached a
new high in fall 2002
with more than 6,330
students enrolled.
• NAU’s external award
dollars have grown
150% over six years to
more than $50 million.
• The university provided
a 50% tuition waiver to
graduate teaching and
research assistants.
• The Center for
Sustainable Environ-ments
supported more
than 120 graduate
students from federal,
state, and foundation
grants and contracts.
GOAL 4: Build on Our
National Reputation for
Excellence in
Professional Programs
Accomplishments:
• NAU has exceeded all
the projected goals for
Proposition 301
programs in business,
health care, and
education.
• The College of Social
and Behavioral Sciences
has begun a tri-university
master’s of
social work program
designed to address the
critical shortage of
master’s-level social
work professionals in
rural northern Arizona,
especially on the
reservation. The
collaborative model
allows NAU to offer an
accredited program in
Flagstaff.
• The U.S. Department of
Education awarded
NAU’s College of
Education an $800,000
grant to help remedy a
shortage of special
education teachers.
• Northern Arizona
University was awarded
a three-year, $450,000
federal grant from the
U.S. Department of
Health and Human
Services and Health
Resources and Services
Administration. The
grant will provide
Internet courses for
individuals to earn a
bachelor of science in
health education and
promotion or to earn
certification as speech
pathology assistants.
Before delineating the goals for Northern Arizona University for the next five years, it is essential to review the
accomplishments from President John D. Haeger’s first Strategic Plan issued in 2002-2003.
wecontinue to improve the
undergraduate academic experience.
More freshmen have the opportunity
to learn from our best and brightest
faculty.
NAU Strategic Plan • Page 2 • 2004-2009
2002-2003 In Review
T H E Y E A R ’ S A C C O M P L I S H M E N T S
GOAL 5: Provide
Leadership in the
Development, Use, and
Assessment of
Technologies in
Educational Programs
Accomplishments:
  Access provided via
distance technologies
continued to expand. In
spring 2003, more than
3,100 students enrolled
in courses using the web
or interactive
instructional television.
  Seniors report high
levels of technological
expertise:
• 96% are satisfied with
the availability of
computer labs and
workstations.
• 88% report that the
academic environment
integrates technology
into the learning
process.
• 70% say their
education at NAU
contributed quite a bit
or very much to their
ability to use
computers and
information
technology.
  Wireless local area
networks have been
installed in several key
student and academic
areas, including the
Student Union, du Bois
Center, South Learning
Resource Center, and the
new Gateway Student
Success Center.
GOAL 6: Foster a
Culture of Diversity
Accomplishments:
  NAU showed overall
growth in the fall 2002
enrollment of
underrepresented
students (African-
American, Hispanic,
Asian, and Native
American).
  The number of Hispanic
students enrolled in
Distance Learning
programs increased to
more than 1,100 in fall
2002. Hispanic students
comprise more than
50% of NAU-Yuma
students.
  NAU ranks third in the
nation (533 institutions
reporting) in master’s
degree completions for
Hispanic students; and
34th in all degree
completions for Hispanic
students.
  The College of
Engineering and
Technology was awarded
a $1.13 million grant by
the William and Flora
Hewlett Foundation to
fund a project that will
focus on recruitment and
retention of minorities
and women, which are
underrepresented groups
in the engineering field.
NAU Strategic Plan • Page 3 • 2004-2009
GOAL 7: Be the Nation’s
Leading University
Serving Native
Americans
Accomplishments:
  NAU enrolled more than
1,300 Native American
students.
  In 2002, comparing all
institutions across the
United States for Native
American students,
Northern Arizona
University ranked
• 4th in awarding
bachelor’s degrees
• 1st in master’s
degrees
• 7th in doctoral
degrees
• 4th in total Native
American headcount
enrollment
  NAU employed 180 full-time
Native American
faculty and staff.
  The university formed a
Commission on Native
Americans to provide
recommendations on
Native American
programming.
GOAL 8: Ensure
Financial Stability
and Growth
Accomplishments:
  NAU and the Arizona
Board of Regents set a
tuition rate that better
reflects the cost of
providing a quality
education while
maintaining tuition at a
level that ensures
Arizona’s public
universities are among
the most affordable in
the country. The
university mitigated the
impact of the tuition
increase on Arizona’s
neediest citizens by
dedicating 14% of
tuition revenue for need-based
financial aid.
  Implementation of the
new Peoplesoft Student
Administration System,
called new LOUIE, took
a giant step forward as
registration went live
and existing student
data was converted.
  Priorities budgeted for
fiscal year 2004
included $3 million in
new compensation for:
• the university portion
of the Arizona
Pension System
increase
• increased cost of the
university’s health
plan the building blocks
have been put in place for a
promising future.
2002-2003 In Review
T H E Y E A R ’ S A C C O M P L I S H M E N T S
NAU Strategic Plan • Page 4 • 2004-2009
NAU Strategic Plan • Page 5 • 2004-2009
C A P I T A L I N V E S T M E N T
although
NAU prepares a
capital planning
document that is
separate from
the Strategic
Plan, several
significant projects have
been completed in the past
year, and substantial
construction and
renovation projects are
planned for the next three
years that merit special
attention.
Accomplishments:
• The Gateway Student
Success Center opened
in summer 2003.
• The south campus
infrastructure upgrade
resolved significant
electrical concerns for
the campus.
• Modular buildings were
added to provide flexible
“swing space” for
colleges displaced during
building renovations.
The School of
Communication moved
into the first set of
buildings during summer
2003.
A combination of
legislative appropriations,
revenue bonds, and
donations will fund several
important building projects
over the next several years
that will enhance the living
and learning environment
on the Mountain Campus.
Projects identified for
2004-2005 include:
• completing of the School
of Communication
building in summer
2004
• building a new College
of Business
Administration
• adding more modular
swing space
• building an applied
research facility
• renovating the College of
Engineering and
Technology
• upgrading campus
infrastructure
Projects identified for
2005-2007 include:
• building a $35 million
laboratory for the
physical sciences
• upgrading the north
campus cooling
infrastructure
• building an apartment-style
residence hall
• partnering with Arizona
Western College for a
new science building at
NAU-Yuma
In August 2004, NAU’s
School of Communication
will open the doors of its
renovated building on
north campus to showcase
modern facilities that will
be the backbone of
communication technology
at NAU.
The centerpiece of the
refurbished building will
be its impressive and
multifunctional newsroom,
the World News Center,
which will house The
Lumberjack student
newspaper, NAU Live!
(TV), and KJACK radio.
In addition to
contemporary classrooms
College To Become Centerpiece
of Communication Technology
and lecture halls that will
provide students and
faculty with an enhanced
teaching and learning
environment, the building
will also feature high-tech
labs and studios, including
a commercial photography
studio that will
accommodate objects as
large as an automobile, a
seventy-seat open lab with
three digital editing bays,
and a recording studio.
Future plans include the
construction of a
multimedia, interactive
theater-auditorium for
conferences, seminars, and
workshops.
NAU’s newly renovated School of Communication
opens August 2004.
NAU Strategic Plan • Page 6 • 2004-2009
UNDERGRADUATE
RESIDENTIAL
EDUCATION
GRADUATE
EDUCATION
AND
RESEARCH
DISTANCE
LEARNING
L O O K I N G A H E A D —
2 0 0 4 - 2 0 0 9
strategic planning charts the
university’s future. It articulates priorities for the
university by canvassing the needs of our many
constituencies. It enables us to work together with a
common sense of purpose. In the following pages,
we outline our future strategic goals, and while
some of these goals may change, the larger mission
of Northern Arizona University remains constant: to
provide an outstanding undergraduate residential
education strengthened by important research and
graduate programs and sophisticated methods of
distance delivery.
—John D. Haeger
President, Northern Arizona University
2004-2009
F I V E - Y E A R G O A L S
superior
undergraduate
education on the
Mountain
Campus lies at
the center of all
that NAU stands
for and seeks to
accomplish.
Other aspects of our
mission will ground our
work in the excellent
residential teaching and
learning experiences.
Specifically, we will:
• increase academic
excellence in programs
• enhance the quality of
the residential living and
learning environment
• construct and renovate
academic buildings and
invest in infrastructure
to support instruction
and research
GOAL 1: Strengthen Undergraduate Educational Excellence in a Residential Learning Community
When NAU talks about
academic excellence, it’s
talking about faculty like
Kiisa Nishikawa and Jim
Simmerman, recipients of
2003 Regents Professor
honors from the Arizona
Board of Regents. Both
not only excel in their
fields but excel in teaching
students.
Visit http://jan.ucc.nau.
edu/~kiisa/gallery.html
and you can see photos
and videos of some of the
work by Nishikawa and
her students on the
evolution of motor
learning in vertebrates.
Regents Professors Exemplify Excellence
The professor of biological
sciences and her students
are looking at the feeding
behavior of toads and how
sensory input (the toad
sees a bug) triggers motor
output (the frog snares the
bug with its tongue).
Nishikawa also has
directed NAU’s Minority
Student Development
Program to increase the
number of under-represented
minority
students in the biomedical
professions.
Simmerman is a poet and
a professor in the
Department of English. He
has published in the best
Percentage of NAU undergraduate degree
recipients involved in a research-related or
capstone experience
76% 78% 80% 82% 84% 86% 88% 90%
2002
2001
2000
creative writing journals
and written six books of
poetry.
Asked once by a colleague
why he chose to teach at
NAU over other
institutions, his answer
was simple: the students.
He said students “inspired
him in the classroom; their
enthusiasm fed his hunger
for poetry.”
In addition to teaching,
Simmerman also donates
his time and expertise
helping local and regional
writers, giving readings,
and running poetry
workshops for the public
schools.
Photo at right: Pine Ridge
Village apartment-style
residence hall opened in
fall 2002.
NAU Strategic Plan • Page 8 • 2004-2009
2004-2009
F I V E - Y E A R G O A L S
the Mountain
Campus can
support a student
body that equals
or slightly exceeds
the high points achieved in
the mid 1990s. These
enrollment levels will
enhance the superior
GOAL 2: Increase and Manage Enrollment
The Gateway Student
Success Center is
redesigning the structure
of academic advising at
NAU to provide students
with accurate, consistent,
responsive service. Toward
this end, the center aims
to accomplish four key
objectives:
Gateway Center Restructures NAU’s Academic Advising
• provide academic
advising in concert with
career counseling so
that first-year students
make solid education
and career decisions in
an atmosphere of
informed exploration
• enhance online
resources that allow
students, faculty, and
staff easy access to
information and self-service
opportunities
• develop an evaluation
and assessment process
to determine the
specific strengths and
areas for further
improvement in
campuswide advisement
activities
• design and deliver
training for faculty and
professional advisors to
ensure they have the
tools to integrate
academic advising,
career planning, and job
preparation in their
work with students.
The ultimate goal of the
Gateway Student Success
Center is to nurture a
community that honors
students and supports their
academic and career
development.
learning environment we
are committed to
providing.
Thus, we have a
commitment to:
• increase student
enrollment
• improve student
retention
The professors are very
hands-on and take time
to make sure each
individual student
succeeds. Every one at
NAU—the administration,
faculty, and staff—works
hard to make college life
as enjoyable as possible.
Matt Raivio
Sociology
NAU Strategic Plan • Page 9 • 2004-2009
2004-2009
F I V E - Y E A R G O A L S
GOAL 3: Strengthen Graduate Education, Economic Development, and Research
at NAU
undergraduate
and graduate
students receive
hands-on
opportunities to
participate in the
advancement of
cutting-edge
knowledge.
Last year NAU received
over $50 million in grant
and contract support—
double the amount
expected of a university of
our type (Doctoral I).
To further advance our
education, research, and
service efforts, we will:
• attract and retain the
highest quality graduate
students
As forested landscapes of
the West are in widespread
collapse from increasingly
severe wildfire and insect
epidemics, NAU’s
Ecological Restoration
Institute is dedicated to
reversing the decline of
wildland and community
health.
Through the Office of the
President, the ERI
provides comprehensive
academic support to a
variety of cooperative
efforts led by land
management agencies and
communities.
Restoring the Land, Reconnecting People
Realizing that wildland
and community health
problems are inter-disciplinary
by nature,
the ERI engages the
university community
across disciplinary
boundaries—not just
foresters, ecologists, and
environmental scientists
but also engineers,
economists, social
scientists, and educators.
In addition to the
important university
functions of knowledge
discovery, synthesis and
transfer, the ERI stresses
a learning-by-doing
approach, involving
faculty, staff, and students
in on-the-ground projects
with land management
agencies, nongovernmental
organizations, and policy
makers.
The ERI strives to make a
difference on real-world
ecological and social
problems as Arizona leads
the way in restoring land
health and reconnecting
people with the land.
I chose to pursue a
degree in forestry with
an ecological restoration
emphasis because I
wanted to work outdoors,
and I wanted to make a
difference in the way we
take care of our land.
Nikki Cooley
Forestry
• increase the capability
to support and conduct
research, economic
development, and
faculty, staff, and
student scholarship
• be a center of excellence
focused in areas such as
forest health restoration,
science, technology, and
workforce development
NAU Strategic Plan • Page 10 • 2004-2009
2004-2009
F I V E - Y E A R G O A L S
GOAL 4: Build on Our National Reputation for Excellence in Professional Programs
nauoffers an
increasing
number of degree
and certificate
programs in
areas in which
Arizona and the
nation need a
growing supply
of trained
professionals.
In some of these
programs, employment
rates for graduates
approach 100 percent.
We will maintain this
impressive record by:
• building on an existing
strength by expanding
access and reinforcing
quality in teacher
education programs
• enhancing access and
quality in professional
programs
The College of Education
is the cornerstone of NAU,
whose roots are in teacher
preparation. Today, the
COE is a national leader in
education whose goals are
to support K-12 education,
expand distance education
programs, and foster
excellence in faculty.
The college will expand its
role in preparing education
professionals by improving
access and reinforcing
quality in teacher
education. The COE plans
to institute an electronic
portfolio system for
assessment and program
enhancement, allowing for
continual evaluation of its
programs.
As part of its distance
education mission, the
COE will use Proposition
301 funds to establish
2 + 2 partnerships with
community colleges in
Maricopa and Pima
counties. In addition, the
college will create and
College Provides
Educational Leadership
implement the NAU
portion of Arizona Regents
University science-math
certification program.
The college will serve K-12
schools by addressing
federal mandates (No
Child Left Behind and the
Individuals with
Disabilities Act) and
counseling requirements,
especially in relation to
scientifically based
research. Plans are in
place to establish summer
institutes to assist schools
in these research efforts.
The COE also will support
its faculty by encouraging
more inquiry into
educational issues and
disseminating the
important discoveries of
its researchers.
2002
Enrollment Exceeds Projections in Prop. 301
Professional Programs for 2002-2003
Education Nursing/Health
Professions
Business
600
500
400
300
200
100
0
Projected
460 Actual
542
200
266
50
182
NAU Strategic Plan • Page 11 • 2004-2009
2004-2009
F I V E - Y E A R G O A L S
GOAL 5: Provide Leadership in the Development, Use, and Assessment
of Technologies in Educational Programs
students
come to college
far more
sophisticated in
communications
technologies than
any previous
generation.
The adapting of technology
to educational programs is
a key to unlocking its
dramatic potential to
improve our lives.
We will continue to:
• deliver effective
programs/courses using
technology
• build faculty expertise
• build student
technological expertise
From cell phones to the
Internet, today’s students
expect to be connected.
They want to communicate
with friends and family, to
conduct research, and to
recreate on the web.
Information Technology
Services has been building
the campus information
technology network
infrastructure for several
years. With computer labs
across the campus and the
state, NAU students are
always close to staying
connected.
Nearly 85 percent of
students in the residence
halls are hooked to the
Students are Well Connected
high-speed network
connection in their rooms.
ITS continues to add
wireless networks to
several student locations,
allowing laptop users to
log on without a network
cable.
The future points to almost
all administrative and
academic services being on
the web, providing
students with an easy way
to conduct university
business and to access
course and research
materials. More and more
courses will be presented
over the web, which could
make students’ busy lives a
bit easier.
NAU Distance Learning is
engaged in aggressive
efforts to convert the
existing, unreliable
microwave system to a
completely digital network
providing voice and video
services to all NAU
statewide campuses.
The satellite-based
University House channel
on the Dish Network will
also be used to provide
information on NAU to a
national audience.
Satellite courses will be
delivered and stored in
local-campus servers
around Arizona allowing
students easy access to
instructional programs.
NAU will implement the
New Technology, New Programs
Highlight Distance Learning
enhanced system by the
end of June 2004.
Distance Learning
continues to conduct
ongoing marketing
analysis to determine
trends, student need, and
market opportunities for
distance programs.
Likewise, current student
surveys, focus groups, and
general feedback include
requests for more online
programs. NAU Distance
Learning is implementing
new programs in parks and
recreation management,
the master of arts in
communication, and the
master of arts in general
English, with more to
follow.
NAU Strategic Plan • Page 12 • 2004-2009
Northern Arizona
University has a societal
obligation to:
• increase diversity among
students, faculty, and
staff
• encourage infusion of
diversity in curriculum
development, research
efforts, and campus
culture
2004-2009
F I V E - Y E A R G O A L S
GOAL 6: Foster a Culture of Diversity
the modern
world is
characterized by
diverse people
interacting in a
global context.
Arizona, with its long-standing
Native American
cultures and growing
Hispanic population,
reflects the environment in
which students will live
and work after graduation.
NAU’s College of
Engineering and
Technology is developing
programs to attract
underrepresented
populations into
engineering majors, thanks
to the Engineering Talent
Pipeline established this
year.
The Engineering Talent
Pipeline—funded by a
$1.13 million, five-year
Programs to Attract Students into Engineering Pipeline
grant from the Hewlett
Foundation—has a strong
focus on recruitment and
retention and on the
development of programs
targeting high school
students throughout
Arizona. This year will see
the establishment of a
peer-mentoring program
where NAU’s National
Science Foundation
scholars mentor incoming
freshmen from a variety of
ethnicities. The Hewlett
Foundation funds will also
be used to revitalize
Engineering Week and
Engineering Day at NAU,
which attract high school
students from across the
state.
My own experience here
at NAU has been one of
tremendous growth and
learning. In addition to
the numerous facilities
and resources available,
the professors and staff
have been outstanding in
supporting my personal
career goals.
Tanya Lea Kuns
Communication
NAU Strategic Plan • Page 13 • 2004-2009
2004-2009
F I V E - Y E A R G O A L S
GOAL 7: Be the Nation’s Leading University Serving Native Americans
regional
ties and a host of
shared
environmental
and cultural
concerns link
Northern
Arizona
University to its
Native American
neighbors.
We will work together on
behalf of the indigenous
cultures of the Southwest
and other areas of the
United States.
We are therefore
committed to:
• expand and develop
Native American
educational
opportunities
A $333,000 donation from
the Fort McDowell
Yavapai Apache Nation
will support at least twenty
projects at NAU over the
next two years to recruit
and retain Native
American students. The
projects include
scholarships, internships,
and graduate
assistantships. Their
purpose is to engage
students in research,
academic studies, and
professional conferences so
they gain knowledge and
experience in their major
field of study.
NAU’s Native American
Commission supports
efforts to increase Native
American recruitment,
retention, and graduation
rates, and plans to raise
$10 million to support
Native American programs
on campus and another
$30 million to build a
Native American center
for cultural, social, and
academic activities.
• • •
The Wells Fargo Fund,
which is shared between
Variety Characterizes Native
American Initiatives
NAU’s College of Business
Administration and the
Applied Indigenous Studies
department, continues to
create educational
opportunities for Native
American students.
This year the CBA plans to
implement a speaker
series, a web-based
economic development
journal serving tribal
communities and assisting
tribal businesses with
e-commerce.
The Applied Indigenous
Studies department is
developing extended
majors that focus on
cultural resource
management, traditional
knowledge, and health
policy issues relating to
native peoples. The AIS
department is also
implementing an exchange
program with Northern
Territory University in
Australia. This program
will give students and
faculty the opportunity to
learn about and exchange
ideas with international
indigenous communities.
The key to success is
not only having
knowledge but also the
wisdom to put that
knowledge to use.
Dwight A. Francisco
Morris K. Udall Native
American Congressional
Internship
Cancer mortality in Native
Americans is increasing.
This is a somber statistic
that NAU and the Arizona
Cancer Center want to
change.
NAU and the Arizona
Cancer Center have formed
the Native American
Cancer Research
Partnership to reduce the
unequal burden of cancer
among Native Americans
in the Southwest. The
partnership, or NACRP, is
funded by a five-year, $7.5
million grant from the
National Cancer Institute.
The partnership supports
cancer research that
involves Native American
students at NAU and the
Arizona Cancer Center at
Partnership Targets Unequal
Cancer Burden
the University of Arizona.
Research currently focuses
on environmental causes of
cancer. Students in the
program receive training
designed to increase the
number of Native
American health-care
professionals and
researchers in oncology-related
fields, explained
Julie Baldwin, NACRP
director at NAU.
Another critical component
of the partnership is
outreach to Native
American communities to
address the concerns of
Native people about cancer
education and research. As
Baldwin noted, “Trust and
communication are
fundamental components of
cancer treatment.”
NAU Strategic Plan • Page 14 • 2004-2009
2004-2009
F I V E - Y E A R G O A L S
GOAL 8: Ensure Financial Stability and Growth
patterns of
financing higher
education are
changing
nationwide as
state govern-ments
struggle to
balance their
budgets.
Today, new sources of
funding and careful,
data-driven resource
reallocation are essential
to the success of any
public university.
To ensure fiscal vitality,
the university will:
• engage in activities and
programs leading to
stability and growth
• identify priorities to
guide resource allocation
Similar to all Arizona
state agencies, NAU uses
a five-year rolling time
horizon to structure its
planning process.
However, annually the
Strategic Planning
Council recommends to
the President’s Cabinet
and president an update of
the Strategic Plan.
A much smaller subset of
the Strategic Plan goals
and strategies are
identified as university
priorities. University
priorities are issues that
require immediate
attention.
University Identifies Planning Priorities
The priorities for 2003-
2004 call upon the
university to:
• develop a multi-year
compensation plan to
achieve equity with
peers in faculty and
staff compensation
• create a distinctive
Northern Arizona
University identity
• increase enrollment and
retention
• develop processes that
routinely link strategic
planning and budgeting
• increase and diversify
revenue streams
• revitalize NAU’s
buildings and
infrastructure
• foster a culture of
diversity
The complete Strategic Plan and university priorities (with objectives and responsible offices)
are on the web at www4.nau.edu/pair/UniversityPlanning/strategic_plans.htm
Strategic Planning Council
NAU Strategic Plan • Page 15 • 2004-2009
R E G E N T S , P L A N N I N G C O U N C I L , N A U A D M I N I S T R A T I O N
Arizona Board
of Regents
Chris Herstam
President
Fred T. Boice
Robert B. Bulla
Jack B. Jewett
Danelle Kelling
Student Regent
Wesley McCalley
Non-voting Student Regent
Kay McKay
Christina Palacios
Gary Stuart
President-elect
Donald Ulrich
EX-OFFICIO MEMBERS
The Honorable
Janet Napolitano
Governor of Arizona
The Honorable
Tom Horne
Arizona Superintendent of
Public Instruction
Northern Arizona
University
Executive
Administration
John Denis Haeger
President
David Bousquet
Vice President for
Enrollment Management
and Student Affairs
Liz Grobsmith
Provost
Frederick Hurst
Vice President and Dean
for Extended Programs
(Interim)
David Lorenz
Vice President for
Administrative and
Financial Services
MJ McMahon
Executive Vice President
Susan Schroeder
Vice President for
University Advancement
(Interim)
2002-2003 Strategic Planning Council
John Denis Haeger
Chair
Joshua Allen
Budget Director
David Berg
Graduate Student Association
Sarah Bickel
Associate Vice President for
Student Affairs
David Bousquet
Vice President for Enrollment
Management and Student Affairs
Kathy Cruz-Uribe
Council of Deans Representative
Jack Dustman
Chair Faculty Senate Planning
Budget Committee
Pamela Eibeck
Vice Provost for Undergraduate Studies
Fred Estrella
Chief Information Technology Officer
Marcus Ford
Faculty Senate Representative
Carl Fox
Vice Provost for Research and
Graduate Studies
Liz Grobsmith
Provost
Frederick Hurst
Vice President and Dean for Extended
Programs (Interim)
Melissa Lane
ASNAU Student Representative
Stan Lindstedt
Faculty Representative
MJ McMahon
Executive Vice President
Tom McPoil
Regents Professor Representative
Ramona Mellot
Council of Chairs Representative
Paul Rowland
Director of Assessment
NAU Strategic Plan • Page 16 • 2004-2009
Northern Arizona
University has a history
of service to the state of
Arizona, the
Southwestern United
States, including the
broad expanse of the
Colorado Plateau, and
the nation. We embrace
a century-old
relationship with
neighboring Native
American cultures and
other key aspects of our
unique locale. The
institution grounds its
planning on this strong
tradition. Excellence in
undergraduate
education on the
Mountain Campus lies
at the center of
everything NAU stands
for and seeks to
accomplish. Supporting
this core mission are
nationally recognized
graduate and research
programs and a
commitment to
enhancing student
access through
innovative distance
delivery systems. The
vision of Northern
Arizona University is to
recapture the generous
and confident spirit of
American public higher
education by offering a
variety of superior
learning opportunities
to the diverse citizenry
from which we draw our
students.
Context, Planning, and Vision
NAU is an Equal Opportunity/Affirmative Action Institution
Creative Communications/A51860/3M/11-03