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University Strategic Plan Supporting Addenda 2010-14

The following is a list of supporting documents that further define how "Aspire to Greatness" aligns with the Kentucky Postsecondary Education Public Agenda and also provide specific detail on specific actions being implemented within key functional areas and within individual units to support the broader goals of the University Strategic Plan. A brief overview of each supporting document is listed below.

Council on Postsecondary Education Public Agenda 2005-2010 & Morehead State University Campus Action Plan 2006-2008
Kentucky's public agenda, Five Question - One Mission: Better Lives for Kentucky's People, guides the work of the entire postsecondary and adult education system over the period 2005-2010. It identifies the major opportunities and challenges facing the Commonwealth and presents a set of policy directions for addressing them. Each institution in the system has an action plan for advancing this agenda in keeping with the goals of House Bill 1. This action plan for Morehead State University describes the University's purpose and role in the system, promulgates a set of priorities for action that responds to the five questions, and identifies the key indicators for monitoring progress over the planning period.

Strategic Enrollment Management Plan
The University's Strategic Enrollment Management Plan integrates short-term administrative efforts with long-term planning processes. These administrative efforts include a focus on management of those functional areas responsible for achieving enrollment goals. The plan is divided into seven primary focus areas with measurable objectives and outcome measures for each area.
The seven focus areas include:
  • Advising and Program Delivery
  • Enrollment Mix and Marketing
  • Student Services
  • Admissions Standards
  • Financial Aid
  • University Processes
  • Internal Communication

Diversity Plan 

Developed in 2004 by a work group of more than 100 faculty, staff, students and local citizens, the Diversity Plan outlines 45 specific strategies to increase diversity in eight areas - student recruitment, employment and retention, teacher preparation, curriculum content, campus environment and student retention, community environment, issues of governance, and communication and education. The Plan is monitored by the President's Diversity Council and is supported by budget appropriations totaling nearly $895,000 over the three-year period. As of May 1, 2006, work had been started or finished on 34 of the original strategies. The Plan is updated annually. 

University Marketing Plan
The University Marketing Plan was developed to assist the University in meeting enrollment goals. The plan outlines recruitment and promotional strategies related to achieving optimal recruitment and retention of students. Updated annually, the Marketing Plan supports the Strategic Enrollment Management Plan objective of fielding marketing strategies specific to target populations and programs. These strategies are implemented by faculty and staff across campus and outcomes are measured each academic year.

Campus Master Plan
The Campus Master Plan also serves as a primary supporting document for the University's strategic planning process by detailing a design strategy for land and facilities use that will support the University's short and long range goals. The Campus Master Plan was initially adopted by the Board of Regents in 1990, and has been updated by the Board in 1997 and 2002. The Campus Master Plan is currently under review for needed updates and revisions, and will incorporate the provisions of the Comprehensive Housing Master Plan and the Athletic Facilities Master Plan.

Comprehensive Housing Master Plan
The Comprehensive Housing Master Plan was issued in April 2006 with the assistance of the external consulting firm of Brailsford & Dunlavey. It will be incorporated as a supporting document into the University's Campus Master Plan. The plan provides a ten-year action strategy that will enable the University to provide desirable housing options for all students at competitive rates that will support new debt needed for renovations and replacements.

Athletic Facilities Master Plan
The University is currently engaged with the firm of Heery, International to assist with developing an Athletic Facilities Master Plan. The final plan scheduled to be issued in May 2006 will be incorporated as a supporting document to the Campus Master Plan. It is expected to provide a multiple-year phasing strategy for implementation of renovation and construction activities that will enable the University to provide and maintain effective athletic facilities that will compliment the athletic programs at the University.

Six-Year Capital Plan 2006-2012
Morehead State University is required by the Kentucky General Assembly and the Council on Postsecondary Education (CPE) to maintain an approved Six-Year Capital Plan for use in the University's and the Commonwealth's capital planning process. The Six-Year Capital Plan is used in formulating the institution's Biennial Capital Budget Request. The plan is updated biennially, approved by the MSU Board of Regents and submitted to the Capital Planning and Advisory Board. It includes detailed requests for all capital projects (projects in excess of $400,000 in scope or equipment with a cost of $100,000 or greater) that are under possible consideration for the next three biennia. Projects are prioritized within each biennium by fund source including requests for state general funds, agency bonds funds and agency funds.

University Technology Plan
The University Technology Plan was developed as a supporting document to the University Strategic Plan recognizing that information technology is a strategic tool capable of transforming access to and delivery of education at all levels. The University Technology Plan includes six primary goals that align with the six goals of ASPIRE. Each goal is designed to guide the University in maximizing the benefits made possible through effective use of information technology tools and to minimize risk associated with ineffective investment or inadequate management of technology resources.

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