2020 Vision – Long Range Institutional Priorities


  • Expand appropriate programs and classes for our service area based on need. (H)
  • Continue to improve learning outcomes, program completion, and student retention rates. (H)
  • Expand and improve student advising in every division. (M)
  • Create a program/cluster leadership structure in the divisions while maintaining a “shared leadership” environment and enhancing communication throughout the College. (M)
  • Enhance training facilities for specialized areas in Community Services. (M)
  • Expand and enhance Adult Learning Center operations, especially English as a second language, creating a seamless transition into post-secondary education. (H)
  • Revise developmental education curriculum and procedures to align with national goals and statewide best practices working with K-12 to improve developmental education outcomes. (M)

Student Activities, Services and Technology

  • Move to a seamless, “one-stop” enrollment, admissions, counseling/advising, and financial aid packaging process in order to better serve students. (C)
  • Keep current in technology in both instructional and supportive services. (H)
  • Attract additional students from both within and out of service area by adding appropriate sports (softball) and other student activities. (M)


  • Have full-service teaching-centers in Livingston (C) and Nacogdoches. (M)
  • Add a new Health Careers Center, a University Teaching Center or articulation with Bachelors programs, and a Language and Learning Institute (Adult Education). (M)
  • Renovate the Health Careers I building for Liberal Arts and Science and have minor renovations to the Student Center, Administration Building and Library in order to accommodate expanded services. (C)
  • Add support auxiliary facilities (updated student housing, parking, and a baseball/softball complex) as needed to attract and serve new groups of students. (C)


  • Increased fund balances in Education and General and Plant Fund. (M)
  • Develop a comprehensive energy use and conservation plan. (H)
  • Have in place a facility financing plan that extends through 2030. (M)
  • Increase scholarship and endowment distributions by 50%. (H)
  • Have faculty salaries in the top range of the state for comparable schools. (M)
  • Examine auxiliary enterprises to make them as self-sustaining as possible. (M)


  • Implement and sustain the Quality Enhancement Plan (SACSCOC). (H)
  • Develop and implement marketing and development plans that will support the long-range goals and contribute to the growth of college enrollment and financial resources. (H)
  • Develop a succession plan in case the office of the President suddenly becomes vacant. (C)
  • Work toward bringing greater portion of the service area into contributing to the tax base in some way, either through support of statewide legislation, consideration of maintenance assessments, or annexation. (L)
  • Make renewed and continuing efforts to partner with Stephen F. Austin State University in efforts to help both institutions grow and prosper. (M)
  • Continue to explore opportunities to acquire more land adjoining or near campus. (M)
  • Commit to continuing to raise tuition and tax rate to keep pace with inflation. (L)
  • Adapt to changing leadership personnel, organizational revisions, and agreed upon revisions to the long-range plan while maintaining our institutional mission, vision, and core values. (H)

(H) – High Priority

(M) – Medium Priority

(C) – Substantially Complete

(L) – Long-Term or Ongoing