Strategic Planning Process

Auburn's Process

During the 2023-24 academic year, the Strategic Planning Steering Committee intentionally assessed our institution based on thematic priorities, identifying key elements and foundational aspects. As we look toward 2035, these insights both build upon our achievements and guide our efforts as we address new challenges and pursue new opportunities. While Auburn’s strategic plan requires adaptability, responsiveness to real-time information, and the ability to navigate developments effectively, we are confident it will also enable our institution to evolve and flourish.

Auburn University’s strategic planning efforts began in Fall 2023 with the following objectives:

  • Commit to a comprehensive and inclusive process

  • Engage internal and external stakeholders

  • Assess areas of strategic opportunity

  • Identify institutional priorities that align with strategic growth areas

  • Develop data-informed goals and objectives

  • Provide necessary time to achieve progress and goal attainment

President Roberts selected Provost Vini Nathan, Dr. Kerry Inger, and Dr. Hari Narayanan to co-lead the strategic planning process, which commenced with establishing the Strategic Planning Steering Committee. This group, comprising 26 members from the campus community, represented a broad range of Auburn constituents, including members of the Auburn University Board of Trustees, senior administration, and college leadership, as well as faculty, staff, alumni, and shared governance leaders.

Listening Sessions

Initially, 20 listening sessions were conducted on campus, addressing both specific and general topics. These were supplemented by additional sessions targeting specific groups to gather more detailed information and follow up on particular themes. In total, 36 on-campus sessions were held, engaging more than 500 participants.

To reach those stakeholders beyond campus, listening sessions were organized within each Alabama congressional district. Each session included representation from the Board of Trustees and attracted a diverse range of participants, including alumni, industry leaders, Cooperative Extension System employees, parents, and other members of the Auburn Family. A total of 18 statewide sessions were held, involving nearly 300 participants. Recognizing Auburn’s influence beyond Alabama, additional nationwide sessions were held in four selected cities: Nashville, TN; Houston, TX; Atlanta, GA; and Washington, DC. In total, eight nationwide sessions were conducted, with over 100 participants.

Listening session participants were provided with materials, including the status of goals from the prior strategic plan and other pertinent information, to review before the session to encourage deep reflection on Auburn’s current status and future direction. Each listening session was structured with participants asked to respond to the following questions:

  1. What, in your opinion, are Auburn’s core strengths and competencies?

  2. Where, in your opinion, does Auburn have the capacity to improve?

  3. What is your vision for Auburn a decade from now?

  4. What, in your opinion, are the barriers that may prevent us from achieving our goals?

Participants provided meaningful, thoughtful, and critical opinions and ideas that have been incorporated into the current strategic plan.

White Papers

Stakeholders were invited to submit a white paper describing a strategic initiative they believe warrants consideration as part of the strategic planning process. Nearly 40 white papers were submitted and evaluated, many of which are reflected in the plan’s goals and action items.

Survey

To gain additional insight and ideas from stakeholders and further engagement in the strategic planning process, a survey was developed and Auburn stakeholders were invited to provide input. More than 1,800 respondents completed the survey, reflecting a broad sample of the Auburn Family. The results were analyzed and incorporated into committee deliberations, confirming key themes from the listening sessions and identifying additional areas of emphasis.

Strengths, Weaknesses, Opportunities, and Threats

The Strategic Planning Steering Committee identified nine key areas of emphasis and established work groups for each:

  • Student Experience and Academic Success

  • Research, Scholarship, and Creative Works

  • Faculty Excellence

  • Administrative and Professional Employees and Staff

  • Extension and Outreach

  • Facilities

  • Big Ideas (based on white papers)

  • Strategic Enrollment

  • Institutional Excellence

Each work group conducted a comprehensive SWOT analysis, incorporating themes from listening sessions, survey results, and a wealth of data, information, and insights gathered from various sources. This data-driven approach provided a structured framework to identify opportunities, set priorities, and recognize factors that may challenge the institution over the next decade. The committee consistently kept the university community informed through updates from the co-chairs and updates on the strategic planning website. Additionally, university leadership actively participated in strategy sessions, and the Board of Trustees received regular updates during workshops.

Key Performance Indicators (KPIs)

Through a range of Key Performance Indicators, or KPIs, we will track our progress and calibrate our efforts to meet our strategic goals. The KPIs were carefully selected to provide important quantitative and qualitative metrics to document, assess, and report our progress on the outcomes, expectations, and advancements described in the Strategic Plan. Certain metrics are reported annually, and others are reported at recurring intervals. In addition to annual progress updates, the university will complete a comprehensive assessment of our progress and KPIs every three years during the 10-year plan.

Auburn’s KPIs are organized into four broad categories that are not mutually exclusive:

  • Internal Metrics: Internal data that provide comparative benchmarks through trend analyses.

  • External Metrics: University data shared with various external stakeholders, yielding peer comparisons where available.

  • National Metrics: Data that yield national and international comparisons, such as rankings, research awards, financial expenditures, and other performance indicators. Includes university data submitted to the National Center for Education Statistics.

  • New Metrics: Newly identified or existing measures aimed at tracking and assessing progress towards specific goals.