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Hampton University Strategic Plan
Transcript of Hampton University Strategic Plan
During the Spring of 2012, I announced our vision for Hampton—to transition from its classification as a comprehensive university to the advanced classification of a doctoral/ research Institute of higher education. In 1984 to outpace our competitors in meeting the needs of the educational community, we transitioned from Hampton Institute to Hampton University. To realize the next critical transition, I appointed a working group—Hampton University: The Next 20 Years—let by Dr. JoAnn Haysbert, Executive Vice President, to chart the course for Hampton’s future. Nine task forces were charged to participate in this all-important work that will solidify Hampton’s standing over the next 20 years and beyond. Our new Strategic Plan represents 18 months of work by 108 stakeholders.
This group has closely examined our current status and from that, developed clear priorities and goals describing where the University needs to go and how we will get there. To maintain our position at the forefront of higher education our visibility, viability, sustainability, and competitive edge-we must continue to place emphasis on academic excellence engaging a world class community of scholars, globalization, character building, and cultural ethos. The future of Hampton University is bright as we look forward to executing this strategic plan.
I encourage each member of our constituent groups to remain engaged as we chart the course for our beloved Hampton University’s future.
With all good wishes,
William R. Harvey
Over the next twenty years Hampton University will focus significant effort on quality improvements within all academic and nonacademic areas. The University’s growth and development will be geared toward achieving greater results in fundraising, world-class research, recruitment of promising students and persistence to successful graduation as it moves from a comprehensive university to a doctoral/research university.
Hampton University is a historically Black comprehensive institution of higher education committed to the promotion of multiculturalism and dedicated to the promotion of learning through outstanding teaching, research, scholarship, and service. Its curricular emphases are scientific and professional, with a strong liberal arts under girding.
Table of Contents
• Support a research agenda that increases the percentage of fundable researchers, establishes university research centers, and adheres to the guidelines set forth by the Carnegie Classification for the designation of Doctoral/Research University (DRU).
• Develop a globalized higher education curriculum with emphasis on research, writing, foreign language, internship and service learning.
• Ensure that Hampton University remains competitive in the global marketplace.
• Optimize fundraising performance that will help secure long-term success and stability.
• Improve the connectivity of facilities and technology to promote interdisciplinary living/learning environments for a doctoral/research university.
• Develop a global village to enhance the ability of our students to respond to issues that develop on the world stage.
• Enhance and expand the corporate structure to magnify the economic impact of the university.
• Achieve a freshman-to-sophomore retention rate of 90% and a six-year graduation rate of 85%.
• Provide an education for the head, heart, and hand in shaping the campus culture.
Hampton University Strategic Plan
Strategic Plan Overview
Letter from Dr. William R. Harvey,Hampton University President
Letter from Dr. JoAnn W. Haysbert, Chairperson and Dr. Pamela V. Hammond, Co-chair and Dr. Rodney D. Smith, Co-chair
University Vision Statement
University Mission Statement and Core Values
Priority and Task Force Goal #1
Priority and Task Force Goal #2
Priority and Task Force Goal #3
Priority and Task Force Goal #4
Priority and Task Force Goal #5
Priority and Task Force Goal #6
Priority and Task Force Goal #7
Priority and Task Force Goal #8
Priority and Task Force Goal #9
Letter from the President
Joining the Hampton Family is an honor and requires each individual to uphold the policies, regulations, and guidelines established for students, faculty, administration, professional and other employees, and the laws of the Commonwealth of Virginia. Each member is required to adhere to and conform to the instructions and guidance of the leadership of his/her respective area. Therefore, the following are expected of each member of the Hampton Family:
Core Values Cont.
To be fully responsible for upholding the Hampton University Code.
Each member of the Hampton Family will embrace all tenets of the Code and is encouraged to report all code violators.
1. To respect himself or herself.
Each member of the Hampton Family will exhibit a high degree of maturity and self respect and foster an appreciation for other cultures, one’s own cultural background, as well as the cultural matrix from which Hampton University was born. It is only through these appreciations that the future of our University can be sustained indefinitely.
To respect the dignity, feelings, worth, and values of others.
Each member of the Hampton Family will respect one another and visitors as if they were guests in one’s home. Therefore to accost, cajole, or proselytize students, faculty or staff, parents or others, to engage in gender and sexual harassment, use vile, obscene or abusive language or exhibit lewd behavior, to possess weapons such as knives or firearms, or to be involved in the possession, use, distribution of and sale of illegal drugs is strictly prohibited and is in direct violation of the Hampton University Code, on or off campus.
To respect the rights and property of others and to discourage vandalism and theft.
Each member of the Hampton Family will refrain from illegal activity, both on and off campus, and will be subject to all applicable provisions listed in the Faculty Handbook, Personnel Policies Manual for Administrative, Professional and Non-exempt Employees, the Official Student Handbook, and the Hampton University Code.
To prohibit discrimination, while striving to learn from differences in people, ideas, and opinions.
Each member of the Hampton Family will support equal rights and opportunities for all regardless of age, sex, race, religion, disability, ethnic heritage, socio-economic status, political, social, or other affiliation or disaffiliation, or sexual preference.
To practice personal, professional, and academic integrity, and to discourage all forms of dishonesty, plagiarism, deceit, and disloyalty to the Code of Conduct.
Personal, professional, and academic integrity is paramount to the survival and potential of the Hampton Family. Therefore, individuals found in violation of Hampton University’s policies against lying, cheating, plagiarism, or stealing are subject to disciplinary action which could possibly include dismissal from the University.
To foster a personal professional work ethic within the Hampton University Family.
Each employee and student of the Hampton Family must strive for efficiency and job perfection. Each employee must exhibit a commitment to serve and job tasks must be executed in a humane and civil manner.
To foster an open, fair, and caring environment.
Each member of the Hampton Family is assured equal and fair treatment on the adjudication of all matters. In addition, it is understood that intellectual stimulation is nurtured through the sharing of ideas. Therefore, the University will maintain an open and caring environment.
Hampton University has a long and illustrious history. For 146 years we have outpaced our competitors and gallantly responded to the needs of the educational community. Over the years, a key component of our effectiveness is the uncanny ability to transform the institution’s direction without losing sight of her mission. From its beginning in 1868 to the present, charting the course of Hampton’s future has been deliberate and systematic. This is particularly true under the current legendary leadership of Dr. William R. Harvey, the 12th President. In l984, we transitioned from Hampton Institute to Hampton University. This strategic document will guide the movement of the institution from a comprehensive university to a doctoral research institution of higher learning.
As we undertake this new venture, we invite you to support A Commitment to a Culture of Results. This plan builds on the foundation of our greatness –The Standard of Excellence- and will insure that we remain in the forefront of education and maintain viability, sustainability, and international competitiveness, well into the future.
Dr. William R. Harvey truly believes in
“Dreaming No Small Dreams”
A Commitment to a Culture of Results!
Develop a globalized higher education curriculum with emphasis on research,
writing, foreign language, internship and service learning.
Task Force Goal #2
Establish a global reputation for academic excellence through curriculum redesign, international
accreditation, and branding programs of distinction.
(1) Incorporate a global research component into curricula across the disciplines.
(2) Mandate the incorporation of writing into all courses with a minimum of two writing-intensive
courses in each major.
(3) Reassess and identify specific majors to become proficient in a second language.
(4) Mandate internships across major programs.
(5) Develop greater flexibility in evaluating study abroad credits, allowing such experience to
substitute for major requirements where possible.
Recommendations for revision to include:
(6) Reevaluate the total number of required general education program credits.
(7) Allow students to select general education program courses throughout the University for a more
varied knowledge base.
(8) Require a minimum of 20 hours of documented community service learning
by the end of the sophomore year.
(9) Expand information literacy to include the academic value of social media.
Task Force Goal #1
Develop and implement a strategic plan that includes an operational profile of each
school at Hampton University within the new structure of a Doctoral/Research University.
(1) Keep undergraduate teaching as a major focus.
(2) Increase scholarly productivity, research publications, and grant awards.
(3) Require 70% of faculty involvement in effective teaching and active research.
(4) Increase and improve faculty-student mentoring.
(5) Continue undergraduate research while expanding graduate-level research.
(6) Establish multidisciplinary research centers with a focus on the
biomedical, behavioral, educational, and scientific research
(i.e. health disparities: men’s, women’s, rural and global health).
(7) Secure a minimum of $50 million per year in external funding.
(8) Achieve 90% of faculty holding terminal degrees.
(9) Increase graduate enrollment to 1,000 students.
(10) Expand graduate program offerings which will support the
awarding of 20 PhD’s each year.
Support a research agenda that increases
the percentages of fundable researchers, establishes university research centers, and adheres to the guidelines set forth by the Carnegie Classification for the designation of Doctoral/Research University (DRU).
Ensure that Hampton University remains competitive in the global marketplace
Task Force Goal #3
Develop a step-by-step procedure to recruit capable, service-oriented staff, world-class faculty, and academically competent and technologically savvy students.
(1) Demonstrate a proven record of academic excellence demonstrated by academic rigor in high school with at least five academic courses each year.
(2) Evidence of advanced placement, International Baccalaureate, and/or honors courses.
(3) Document good character students’ high school discipline record.
(4) Evidence of participation in community service, extra-curricular activities and/or leadership, exemplary character.
(1) Implement the Boyer Model across campus for the purpose of promoting scholarship-research activity.
(2) Establish faculty salaries, teaching loads, research and publication requirements in conjunction with the new institutional classification.
(1) Conduct a job analysis to establish job classifications and set a minimum salary scale for nonacademic employees.
(2) Assign title change commensurate with required credentials, duties and responsibilities for classification of nonacademic employees.
(3) Add new title of Administrative Assistant or Office Manager.
(4) Rewrite duties and responsibilities for clerical employees.
(5) Require senior level clerical staff to demonstrate excellent writing skills, proficiency in a minimum of three office programs, customer service and sound decisions making with limited supervision.
Optimize fundraising performance
that will help secure long-term
success and stability.
Task Force Goal #4
Develop and implement a fundraising plan incorporating strategies that support a vibrant private Doctoral/Research University, thereby assuring continued growth in academic excellence and quality service within the mission of the University.
(1) Set a fundraising target of $1 billion in order to secure long-term success and sustain the University.
(2) Use all sectors of the University fundraising machinery by greatly increasing:
a. Donations (individual and corporate),
b. Faculty and institutional grants and contracts,
c. Business creations by means of a redesigned faculty intellectual property licensing with built-in incentives
Improve the connectivity of facilities
and technology to promote
interdisciplinary living/learning environments
for a doctoral/research university
Task Force Goal #5
Develop a campus master plan to move the university’s facilities and
technological capacities to support a vibrant 21st Century doctoral research university
with residence halls, classroom space and research buildings to accommodate an enrollment of 5,000.
(1) Renovate residence halls to meet the basic standards of functionality,
federal standards and the expectations of today’s student body.
(2) Support and enhance academic programs and research activities in the construction of new
(3) Update infrastructure of electrical plumbing, heating and cooling to
provide a safe and reliable environment.
(4) Install cooling systems in buildings that have no cooling system.
(5) Phase out the use of the existing steam plant by exploring alternative forms of
low carbon energy technology infrastructure that may includes geothermal or natural gas.
(6) Ensure business continuity in the event of a prolonged power outage emergency by connecting all administrative buildings and data centers to a generator.
(7) Establish and implement a service and maintenance schedule for existing buildings.
(1) Install a resilient campus network infrastructure with 99.999% uptime.
(2) Install a data intensive network with high-bandwidth, low-latency service to meet
high-volume research data transfer and storage needs.
(3) Provide cost-effective desk top services by utilizing cloud technology and virtualization.
(4) Support critical administrative applications, and continued growth in academic, research,
administrative, and departmental computing by constructing a new technology research facility and
High Performance Computing Data Center.
(5) Implement a life cycle management policy for sever/desktop systems.
(6) Provide a wireless infrastructure to support the full range of wireless capable devices.
(7) Provide access to state-of-the-art instructional technology, professional development and technical support to faculty.
(8) Support diverse teaching and learning styles by implementing classroom standards.
(9) Provide technology training to faculty, students, and staff
Develop a global village to enhance
the ability of our students
to respond to issues
that emerge on the world stage.
Task Force Goal #6
Establish a global, international and government public policy relations center.
(1) Create an International focus within the curriculum.
(2) Establish partnerships with globally focused institutions, faculty/student exchange programs and the development of student ambassadors involved in outreach to local schools and community colleges.
(3) Offer a senior capstone where students demonstrate mastery of disciplinary content, core competencies of Knowledge, Skills and Abilities (KSAs), and interdisciplinary real world experiences that foster global consciousness, experiential learning and intercultural understanding.
Enhance and expand the corporate structure to magnify
the economic impact of the University.
Task Force Goal # 7
Develop a plan to create “for-profit” revenue streams into Hampton University.
(1) Develop worldwide entrepreneurial opportunities for our students and the Institution.
(2) Develop a plan of investment strategies to enhance institutional revenue sources.
Achieve a freshman-to-sophomore
retention rate of 90%
and a sixth-year graduation rate of 85%.
Task Force Goal #8
Develop and implement a multi-year enrollment management plan that focuses on admissions, retention and graduation.
(1) Achieve 90% retention rate for first year students and the graduation rate of 85%, it is recommended that the University focus on the quality of entering freshman with emphasis on the New Student Profile.
(2) Utilize the services of Royall and Company, a direct marketing firm, to help Hampton secure a qualified pool of students.
(3) Develop strategies to engage students, undergraduate schools and alumni in the university-wide recruitment, retention and graduation effort.
(4) Track cohort classes through the National Student Clearinghouse, utilizing first-year enrollments graduation rates.
(5) Establish a core enrollment of 5,000 to include undergraduate and graduate college students. (This number does not include the University College Continuing Education & HU Online which has no enrollment boundaries).
Provide an education for the head, heart, and hand in shaping the campus culture.
Task Force Goal #9
Develop a plan to resurrect the spirit of the Hampton cultural ethos and character building by instilling civility and timeless human values such as respect for oneself, respect for others, respect for school property, service, and lifelong learning throughout the campus.
(1) Develop a comprehensive rebranding effort that showcases the value added characteristics that uniquely differentiates Hampton from her peer institutions.
(2) Place Code of Conduct and statements of core principles on the University Website.
(3) Communicate our expectations to students through classroom instruction, special events, cultural events, social media, and leading by example.
(4) Increase student engagement activities related to CORE Values throughout the campus (classrooms, residential halls, student organizations and the like.)
(5) Implement an annual campus-wide student essay and poster competition on University CORE Values.
Enhance and expand the corporate
structure to magnify
the economic impact of the University.
Dear Colleagues and Friends,
We are honored to present the Hampton University Strategic Plan. This plan represents the transformation of an institution that has engaged all her stakeholders—faculty, staff, students, administrators, and alumni—in the work. We acknowledge and are especially appreciative to all members of the working groups who participated in the planning process. We commend their dedication, expertise, and willingness to go beyond the call of duty while working tirelessly to reach our goals.
The vision, mission, and core values of the institution are integrated throughout the priorities, goals and recommendations of this plan. The successful implementation of these recommendations will largely depend on the continued inclusion of all stakeholders. As we continue to focus on A Commitment to a Culture of Results, we encourage you to join us in our effort to reposition Hampton University for the future.
In executing this work, nine task forces were appointed to solidify Hampton’s standing and her future. The plan includes goals for the academic programs, a profile of new student/faculty/staff, fundraising, facilities and technology, global policy center, economic development, enrollment management, and our culture and character – the heart and soul of the institution.
These are exciting times for Hampton University. We invite you to spend some time reviewing the document and we welcome your perspective as we move forward.
JoAnn W. Haysbert
Pamela V. Hammond
Rodney D. Smith