By the year 2030, ETSU President Brian Noland wants ETSU to be on the tip of everyone’s tongue.
To achieve this, he said he thinks “it’s time we refresh the plan.” During the President’s Report of the ETSU Board of Trustees meeting Friday, Noland proposed the creation of a Committee for 125 Chapter II to continue the visioning and planning initiative for ETSU.
When Noland became president of ETSU in 2012, the original committee for 125 convened in 2012 and 2013 to realize a vision for ETSU’s 125th anniversary in 2036. The committee consisted of more than 1,200 people across the region, including business and industry leaders, elected officials and faculty and staff. They explored opportunities and issues to expand possibilities for the institution’s future, and they visioned a dream for both ETSU and the region.
Noland said a Chapter II would refine and build on that vision, so that by 2030, they have clear consensus on where they want ETSU to be, as well as measurable outcomes to hold themselves accountable 10 years from now.
“So, the arts center, football, marching band, academic programs, internal things related to budgets – all of those elements trace their roots to that vision process,” Noland said. “And from my perspective – we’re now almost 10 years in – we’ve just started a new decade, so what I wanted to take to the board was this idea of writing chapter two.”
According to the ETSU 125 Visioning Report, the Committee for 125’s executive summary stated the following goal: “In 2036, when a visitor approaches Johnson City, the presence of East Tennessee State University looms large. It is seen in the far outskirts of the city on “Welcome to ETSU” signs; in the high-tech, manufacturing and health care corridor that embraces the region; and in the vibrant college town of Johnson City, where campus and community are synonymous. The message is clear – ETSU is the preeminent player in the region, contributing to the overall high quality of life, innovation, industry and business, health, well-being, vitality and diversity through education, arts and culture and athletics.”
Themes the committee was dedicated to working on included structure, investments in faculty and staff, enhanced student success experience, first-year experience, financial support and integrated advising. These ideas, one of which included the push for sustained enrollment of 18,000 students, were designed in 2012 and are being implemented now.
The committee’s goals were split into five-year and 10-year horizons. The five-year horizon involved evaluating infrastructure, reviewing facilities and campus master plans and expanding outreach and partnerships with local businesses and organizations. The 10-year horizon involved new investments in signature programs, a fully developed performing arts complex, a fundraising campaign built on the foundation of a strong alumni program and continued efforts to enhance physical infrastructure.
Another goal of the committee, and still a goal for Noland, is for ETSU not only to have an impact in Johnson City, but in the entire region. Noland noted the university’s current presence in the region, mentioning ETSU’s centers in Kingsport, Abingdon, Asheville and a full comprehensive campus in Sevierville.
“I want to be an institution – I want to be part of an institution – that’s part of the region where we’re front and center,” Noland said. “Where when you come into this region, all you see is blue and gold. You hear about the university, you see the university, you feel the university; and the university and the region are one in the same.”
Board of Trustees member Dorothy Grisham, who served on the original Committee for 125, was quick to share her thoughts on the idea.
“I would like to see us move forward and revisit [the Committee for] 125 Chapter II because it’s going to give us insight of where we started and where we want to end up,” Grisham said. “So, I think it’s a good move.”
Board of Trustees member David Golden was more hesitant. He said he does not want ideas created by the new committee to slow down projects in progress now that “qualifies as vision,” advising the president to not let it get in the way of progress already being made.
“I think you’re selling yourself just a little short as far as vision as it stands today,” Golden said.
Noland said he wanted to see if the board was interested in pursuing the idea, and although the board did not take an official vote of approval for the proposal, the consensus among most board members was a “yes” for work on the committee to begin.
Noland said the first step would involve a focused retreat for senior staff to brainstorm organization for the committee. Then they will find about five or so leaders to serve on the committee, bring them in conjunction with the board and have a strategic visioning campaign. Meanwhile, focus groups of employers, superintendents, faculty and students would be conducted to present feedback to the board. This work would continue over the course of the summer with the goal of a shared vision from the campus and the board by the September 2020 Board of Trustees meeting.
“The more and more I think about where we are at this point in time, I think we’re at a milestone moment,” Noland said. “A milestone of starting a new decade, a milestone now of having a mature, fully-functioning board. A milestone of having operations in which we clearly understand the new dynamics around enrollment, and also, a moment in time in which I think some aggressive new vision and new goals are required for the university.”
