Recommended University Plan A B C D E F Strategy # Action 1 Objective Strategy # Priority Steps Theme Better Improve communication to enhance engagement and support teaching BC1 M 3 I 2 Communication effectiveness among Community Faculty Better Develop coordinated internal communication plan. BC2 M 7 I 3 Communication Better Strategically raise the image and visibility of the university. BC3 H 4 E 4 Communication Data (D) Identify key measures (indicators) with operational definitions for critical DS1 H 3 I 5 university processes. Data (D) Identify and develop standard reports from the data warehouse and DS2 H 8 I other data sources needed by various individuals and groups 6 throughout the university. Data (D) Determine and make available, via the web, an institutional data set, DS3 M 3 I 7 articulating with MnSCU-published data as feasible. Engaged Learning Create and maintain quality community-based partnerships, with special EL1 M 2 C emphasis on continuing to actively engage the East-Side Saint Paul 8 community. Engaged Learning Enhance co-location in Minneapolis through collaborative initiatives with EL2 M 2 C 9 Minneapolis Community and Technical College. Engaged Learning Expand study abroad opportunities for Metropolitan State University EL3 L 2 I 10 students. Engaged Learning Forge community-based partnerships that create fundraising EL4 M 8 C opportunities to support University initiatives and strategically raise the 11 image and visibility of the University. Engaged Learning Increase number of courses that integrate community-based civic EL5 M 4 PD 12 engagement in the academic experience. Enrollment Develop and implement comprehensive recruitment plan EM1 H 9 E Management 13 (Moderate Growth) Enrollment Develop and implement comprehensive retention plan EM2 H 7 R Management 14 (Moderate Growth) Enrollment Develop measures and reports for use in recruitment and retention EM3 H 3 I Management decision making 15 (Moderate Growth) Full-time Faculty Increase annual University commitment to new Resident Faculty FTF1 H 6 E 16 positions. Full-time Faculty Build on successful experience (e.g., online learning) to facilitate FTF2 M 6 E academic capacity-building (e.g., faculty positions) through program- 17 based revenues. 18 Full-time Faculty Continue to increase hiring and retention of faculty of color. FTF3 H 2 R Graduate Study Fully implement a University-level office to coordinate graduate study. GS1 H 5 I 19 Graduate Study Establish effective marketing approach to support enrollment growth in GS2 H 4 E 20 graduate programs. Instructional Space Planning for a dedicated, state-of-the-art science and health professions IS1 H 1 E building at Saint Paul campus, to support academic plans to prepare scientists and science/mathematics teachers for Minnesota’s future. 21 Instructional Space Develop detailed construction plans for: * smart classroom/office IS2 H 1 E building at Saint Paul; * the co-located Law Enforcement Building 22 (Hennepin Technical College). Approved by Planning Budget Council 3/20/08 Recommended University Plan A B C D E F Strategy # Action 1 Objective Strategy # Priority Steps Theme Instructional Space Lease additional classroom space at Midway site and at strategic IS3 M 1 E locations throughout the metropolitan area, to support program needs 23 and enrollment growth. Instructional Space Renovate space to support expansion of instruction in STEM disciplines IS4 H 1 E (e.g., “Green” chemistry lab) to prepare scientists and science and 24 mathematics teachers for Minnesota’s future. Instructional Space Pursue a comprehensive remodeling of the Management Education IS5 H 1 I Center (Minneapolis Campus) to efficiently increase instructional and 25 office space. Instructional Space Support improved scheduling of classrooms and technology for on- IS6 M 6 I 26 campus instruction. Instructional Space Develop a comprehensive strategy (Facilities Master Plan) to meet IS7 H 1 E 27 future classroom and office space needs. Professional Use biannual administration of the Valuing People Survey (and other PD1 M 4 PD Development instruments and data sources) to produce data to inform implementation of continuing professional development programming. 28 Teaching and Develop a comprehensive plan for delivery of online learning and TL1 H 8 R Learning services and support continuing development of online courses (e.g., 29 General Education) and degree programs. Teaching and Embed systematic assessment of student learning outcomes for degree TL2 H 5 I 30 Learning programs and General Education. Teaching and Improve communication to enhance engagement and support teaching TL3 M 7 I 31 Learning effectiveness. Teaching and Support curriculum development in STEM disciplines (including grant- TL4 H 6 E Learning funding) to prepare scientists, health care professionals and science 32 and mathematics teachers for Minnesota’s future. Teaching and Implement systematic support for faculty professional development. TL5 M 5 PD 33 Learning 34 Values Task Force VT 1 I Approved by Planning Budget Council 3/20/08 Metropolitan State University P BC Approved University Plan Strategy Strategy Strategy March 21, 2008 Action Action Objective Strategy Resources Timeline Theme Manager # Prority Step Better Improve Director, Human BC1 M Communication communication to Resources, & CTL Develop effective methods to communicate enhance engagement directly to community faculty regarding BC1-1 09 I and support teaching professional development opportunities. Objective Leader: effectiveness among VP University Community Faculty Increase publication of and publicize Advancement highlighted Community Faculty in Calendar, Catalyst, and on-line. Feature a different Community Faculty each month to highlight BC1-2 1,500 09 I their diversity, experience, and accomplishments in terms of the mission and values of the University. Develop coordinated VP, Advancement BC2 M Develop and ensure understanding of a internal University emergency communication plan. BC2-1 09 I communication plan. Create and administer an on-line Employee Satisfaction survey to be conducted annually with a three year cycle (first year of cycle will be full survey, with second and third year "10 minute Employee satisfaction BC2-2 5,000 08 I surveys" to track trends and changes of satisfaction issues uncovered in the first year of the cycle.) Present survey results and trends to President's Cabinet allowing the Cabinet to strategize initiatives to be implemented in the following Fiscal Year to positively affect BC2-3 08 I the satisfaction issues related in the survey. Plan, coordinate, and conduct an annual "Listening Session," where results of the Employee Satisfaction surveys are presented. Conduct an internal Communication Audit of faculty, staff, and students to determine delivery methods, volume, type, and timeliness of information BC2-4 500 08 I from the University administration to each group. to all staff. Staff is encouraged to discuss their interpretation of the results and comment on proposed initiatives. Conduct an internal Communication Audit of faculty, staff, and students to determine delivery methods, volume, type, and BC2-5 1,500 08 I timeliness of information from the University administration to each group. Conduct an Internal Communication Survey with individual University constituent groups to determine their attitudes towards current BC2-6 3,500 08 I internal communication processes. Evaluate communication delivery methods, volume, type, and timeliness compared to the attitudes expressed as Internal Communication Survey results to develop BC2-7 7,000 08-09 I new, and improve existing, internal communication processes. Strategically raise the VP, Advancement BC3 M Create a Marketing Advisory Team to act as image and visibility of a conduit for the flow of information related the university. to marketing of the University both from University Advancement outward to the entire University community and from the BC3-1 500 08 E rest of the University into University Advancement. /nt 3/21/08 3 427c7b47-6f3f-4897-9bb4-c661ba2924d3.XLS Strategically raise the VP, Advancement BC3 M image and visibility of the university. Metropolitan State University P BC Approved University Plan Strategy Strategy Strategy March 21, 2008 Action Action Objective Strategy Resources Timeline Theme Manager # Prority Step Conduct a marketing audit through the Marketing Advisory Team to determine who is performing, or responsible for, marketing activities across the University and to see BC3-2 1,500 08 E what marketing materials are being produced. Have the Marketing Advisory Team review and present the results of the University Marketing Study in a summary format with BC3-3 08 E implications in an open forum to the University Community. Develop an Integrated Marketing Plan to position the University to all audiences including the creation of key messages, BC3-4 10,000 08 E brand development, and image and positioning statements. Data (D) Identify key measures CICT & Director, DS1 H Develop list of critical university processes. DS1-1 08-09 I (indicators) with Institutional Objective Leader: operational Research Develop list of indicators for each process. Director, definitions for critical Institutional university processes. DS1-2 09 I Research, & CICT Develop steps for measuring each DS1-2 09 I indicator. Identify and develop CIO and Director, DS2 H Obtain usage data from IT on existing standard reports from Institutional reports in Switchboard to develop prioritized DS2-1 08 I the data warehouse Research list. and other data Review minutes from meetings of deans sources needed by about data needs and summarize findings. D22-2 08 I various individuals and groups Compare prioritized Switchboard report throughout the usage list to summary of deans needs and university. DS2-3 08 I develop combined list. Determine resources needed to develop DS2-3 08 I reports. Develop and implement plan to create DS2-4 08 I reports. Develop master list of reports. DS2-5 08-09 I Train users to access reports. (*Train DS2-6 09 I selected staff in Crystal Reports) Increase capacity in IR to support diligent DS2-7 45,000 09 I distribution of data. Determine and make Director, DS3 M Obtain list and examples of MnSCU available, via the Institutional published data about Metropolitan State. DS3-1 08 I web, an institutional Research, and data set, articulating CIO Develop sample data set and obtain with MnSCU- DS3-2 08-09 I feedback from university community. published data as Develop schedule for updating data set on feasible. DS3-3 09 I web site. Engaged Learning Create and maintain Director, Center EL1 M Develop research opportunities and engage quality community- for Community- East Side community members and EL1-1 5,000 09+ C based partnerships, Based Learning university faculty in partnership. with special Objective Leader: emphasis on Design and conduct a university wide forum Director, Center for continuing to actively regarding community-based partnerships Community-Based engage the East-Side to: identify areas of assessment needs; Learning Saint Paul develop a plan to evaluate community community. partnerships and projects; produce factual EL1-2 1,500 09 C ; and create measurable quality indicators for continuous improvement. /nt 3/21/08 4 427c7b47-6f3f-4897-9bb4-c661ba2924d3.XLS Metropolitan State University P BC Approved University Plan Strategy Strategy Strategy March 21, 2008 Action Action Objective Strategy Resources Timeline Theme Manager # Prority Step Enhance co-location Director, Center EL2 M Metropolitan State University and in Minneapolis for Community- Minneapolis Community and Technical through collaborative Based Learning College will jointly provide increased initiatives with community-based and civic engagement Minneapolis opportunities for university and college Community and students while building the capacities of Technical College. community members. Programs will EL2-1 71,000 09 C deepen collaborative work between all partners while providing youth and adults with community defined initiatives. Secure office space on the Minneapolis campus for community-based programs EL2-2 09 C (CCBL) Expand study abroad Provost & EL3 L Assess current University approach, opportunities for Director, Center systems, and policies for meeting student Metropolitan State for Community- interest in study abroad (as identified in University students. Based Learning FY07 AQIP Action Project), compare to approaches used by other universities, and recommend approach to meeting needs at EL3-1 15,000 09 I MSU (Study Abroad Workgroup-- interested faculty, staff, & admin) Assign necessary resources to implement recommendations by creating a full-time position for a study abroad coordinator. Duties to include: - Develop policies and procedures for study abroad, including information on how students receive academic credit, safety and security, etc. - Establish and support exchange opportunities to encourage travel for MSU EL3-2 55,000 09 I faculty, students, and staff to travel abroad and for counterparts in other countries to travel to MSU - Investigate options for and establish financial support for MSU students to study abroad and for foreign students to study at MSU Develop policies and procedures for study abroad, including information on how EL4-6 09 I students receive academic credit, safety and security, etc. Establish and support exchange opportunities to encourage travel for MSU faculty, students, and staff to travel abroad EL4-7 09+ I and for counterparts in other countries to travel to MSU Investigate options for and establish financial support for MSU students to study EL4-8 10 I abroad and for foreign students to study at MSU Forge community- Director, Center EL4 M Convene a "CommUniverCity" based partnerships for Community- work/advisory group made up of university that create Based Learning, & constituents, community partners, and fundraising VP, Advancement municipal leaders (Minneapolis and St. opportunities to Paul) whose charge will be to guide the EL4-1 10,000 10 C support University direction of the university's civic initiatives and engagement initiatives including strategically raise the dialogue/outreach with diverse communities image and visibility of the University. Secure our role as the "host" for EL4-2 45,000 09 C youthdrive's PeaceJam annually Work with facilities master planners to secure a permanent location for the CCBL office space which is accessible to EL4-3 10 C community, faculty, staff and students while providing visibility to potential funders /nt 3/21/08 5 427c7b47-6f3f-4897-9bb4-c661ba2924d3.XLS the University. Metropolitan State University P BC Approved University Plan Strategy Strategy Strategy March 21, 2008 Action Action Objective Strategy Resources Timeline Theme Manager # Prority Step Secure funds to participate in the American Democracy's deliberative polling initiative EL4-4 50,000 08+ C annually Through membership and participation in marketing and advising team, we will increase frequency and methods of EL4-5 2,500 09+ C publicizing and promoting community-based partnerships Increase number of Provost, Deans, & EL5 M Create annual professional development courses that integrate Director, Center workshops for faculty, teaching them how to community-based for Community- incorporate intentional community-based civic engagement in Based Learning learning components, including reflection EL5-1 15,000 09+ PD the academic components, into their new or existing experience. courses Departments or academic units will participate in professional development workshops to assist them in integrating an intentional civic engagement component into a sequence of courses. Allowing EL5-2 5,000 09+ PD students to continue developing a commitment to civic responsibility across multiple semester. Review, redesign and conduct an engaged campus audit every two years; hire a consultant and conduct comprehensive EL5-3 12,000 09 C civic engagement audit every 10 years Annually, provide three (3) faculty members and their community partners a stipend to EL5-4 6,000 09 PD pursue community-based research Enrollment Develop and EM1 H Incorporate Aslanian market research data Management implement into SERM's moderate growth strategy EM1-1 08+ E (Moderate Growth) comprehensive Objective Leader: recruitment plan Transfer Students (UG, Recruitment VP, Student Strategies) * Increase the number of Affairs, & SERM students who transfer from the community colleges with AA degrees rather than AAS or other two-year degrees * Increase the EM1-2 08+ E number of technical college students who transfer into our BAS program * Fully implement DARS/CAS International Students (UG, Recruitment Strategies) * Increase the number of international students * Streamline the EM1-3 08+ E international admission process New Programs (UG, Recruitment Strategies) * Develop and promote new EM1-4 08+ E programs, e.g., Basic BSN, Peace Corps B.A., Online programs New Ventures (Grad Strategies) * Establish an Office of Graduate Admissions EM1-5 08+ E * Develop Applied Doctorate (COM and Nursing) Online Learning * Online MBA * Human Resource Management (COM) * Train EM1-6 08+ E additional faculty to teach online courses Implement DARS as a tool for recruitment EM1-7 08+ R and retention High School Graduates (UG, Recruitment Strategies)* Increase the number of Power of You students * Coordinate elementary and secondary school outreach activities through the Upward Bound Program * EM1-8 08+ E Recruit other underserved students who are not eligible for Power of You /nt 3/21/08 6 427c7b47-6f3f-4897-9bb4-c661ba2924d3.XLS Metropolitan State University P BC Approved University Plan Strategy Strategy Strategy March 21, 2008 Action Action Objective Strategy Resources Timeline Theme Manager # Prority Step Online Learning *. Online MBA *. Human Resource Management (COM *. Train EM1-9 08+ E additional faculty to teach online courses Develop and EM2 H Continue Development of the Engaged EM2-1 08+ R implement Student Pathway comprehensive Foster student learning through increased retention plan support to the Center for Excellence * Expand tutoring services * Provide EM2-2 08+ R developmental assistance * Provide other services to be determined Expand current online orientation to include advising resources, make available to all EM2-3 08+ I students and advisors via portal Integrate early warning system into student EM2-4 08+ R pathway Develop structure/processes to facilitate collaboration between Academic Affairs and EM2-5 08+ Student Affairs to enhance student success Develop process for identifying best practices in facilitating students' EM2-6 08+ progression along pathway from recruitment through graduation. Integrate academic advising into pathway EM2-7 08+ Develop measures EM3 H Metrics - Develop consistent reports for for use in recruitment tracking and measuring progress towards EM3-1 08+ I and retention goals decision making Coordinate and Disseminate Retention Data (UG) * Reconcile university retention data with MnSCU’s Dash Board data * Build retention reports * Build Early Academic Warning Systems * Fully EM3-2 08+ R implement DARS/CAS * Implement use of ISRS edits * Develop and implement assessment edits Build list of reports needed to identify enrollment management issues and EM3-3 08+ E develop those reports to be used in decision making and planning Full-time Faculty Increase annual Provost & Deans FTF1 H Strategically identify programs requiring University new resident faculty positions (with commitment to new reference to marketing research data) in FTF1-1 08+ E Resident Faculty order to achieve the University's moderate positions. growth strategy Objective Leader: Determine optimum mix of resident and Provost community faculty on a program-by- program level and develop comprehensive FTF1-2 09 E strategies to achieve goals for RF/CF ratios Develop a model that ties enrollment growth to growth of resident faculty and FTF1-3 09 E support staff necessary to sustain academic excellence Establish annual target growth rates in resident faculty; work with OOC to build FTF1-4 09 E capacity to meet the targets Identify University Advancement approaches to support hiring of additional FTF1-5 10 I resident faculty Conduct a strategic analysis of anticipated faculty retirements to permit advance FTF1-6 09 I planning for replacement hires /nt 3/21/08 7 427c7b47-6f3f-4897-9bb4-c661ba2924d3.XLS Metropolitan State University P BC Approved University Plan Strategy Strategy Strategy March 21, 2008 Action Action Objective Strategy Resources Timeline Theme Manager # Prority Step Build on successful Provost & Deans FTF2 M Design process, including criteria to assess experience (e.g., market demand, to propose and approve online learning) to program-based/differential revenues to FTF2-1 08 E facilitate academic support ongoing expenditures, budget capacity-building commitments. (e.g., faculty positions) through Strategically identify program areas for program-based development of program-based revenues. FTF2-2 09 E revenues. Build infrastructure (e.g., policies, support staff) to support academic capacity building FTF2-3 09 I through program-based revenues. Develop financial management systems to support and track such resources into the FTF2-4 09 I designated purposes. Provide data needed for decision making FTF2-5 08+ I and program review Reallocate personnel funds at the college level (e.g., retirements; resignations) to FTF2-6 09+ I create new faculty positions. Continue to increase Provost & FTF3 H Identify universities with established record hiring and retention of Director, Human of preparing doctoral students of color and faculty of color. Resources develop strategic partnerships with them FTF3-1 15,000 09+ R (program-by-program?) Determine challenges to hiring and retaining faculty of color and develop FTF3-2 09 I strategies to address them Graduate Study Fully implement a Vice Provost & GS1 H Identify graduate program needs for support GS1-1 08 I University-level office Dean, Graduate and coordination Objective Leader: to coordinate Studies Establish effective working relationships Vice Provost & graduate study. among graduate study office, college Dean, Graduate deans, graduate programs, and Graduate GS1-2 08 I Studies Program Committee Develop and implement growth strategies for existing graduate programs as part of GS1-3 25,000 09+ E University’s moderate growth strategy Investigate potential for creation of new master and doctoral-level programs, GS1-4 08+ E including collaborative and consortial programs Examine role and policies regarding graduate assistantships in continued growth GS1-5 45,000 09 I of graduate programs; expand graduate assistant opportunities Establish effective Vice Provost & GS2 H Using data from the University’s marketing marketing approach Dean, Graduate study and other sources, determine to support enrollment Studies, & VP, priorities and strategies for effective GS2-1 08+ E growth in graduate Advancement marketing of graduate programs programs. Develop and implement marketing GS2-2 20,000 09+ E strategies Create web presence to enable prospective students easy access to information about GS2-3 08 E graduate study at the University Strategically identify opportunities for new on-campus, online, or hybrid, graduate GS2-4 09 E programs based on market data /nt 3/21/08 8 427c7b47-6f3f-4897-9bb4-c661ba2924d3.XLS Metropolitan State University P BC Approved University Plan Strategy Strategy Strategy March 21, 2008 Action Action Objective Strategy Resources Timeline Theme Manager # Prority Step Instructional Space Plan for a dedicated, Associate VP, IS1 H Follow process for a capital project state-of-the-art Administration, & science and health Deans, CAS and professions building CNHS at Saint Paul campus, to support academic plans to prepare scientists IS1-1 08 E and science/mathematics teachers for Minnesota’s future. Objective Leader: Develop detailed Associate VP, IS2 H Follow process for a capital project Associate VP, construction plans Administration Administration for: * smart classroom/office building at Saint Paul: * the co-located Law Enforcement Building IS2-1 08 E (Hennepin Technical College). Lease additional Associate VP, IS3 M Follow process for leasing projects classroom space at Administration Midway site and at strategic locations throughout the metropolitan area, to IS3-1 09 E support program needs and enrollment growth. Renovate space to Associate VP, IS4 H Follow process for a capital project support expansion of Administration, & instruction in STEM Dean, CAS disciplines (e.g., “Green” chemistry lab) to prepare scientists and IS4-1 09 E science and mathematics teachers for Minnesota’s future. Pursue a Associate VP, IS5 H Follow process for a capital project comprehensive Administration remodeling of the Management Education Center (Minneapolis IS5-1 09 I Campus) to efficiently increase instructional and office space. Support improved CIO & Associate IS6 M Implement schedule builder application to scheduling of VP, improve communications and processes IS6-1 08 I classrooms and Administration related to course schedule creation technology for on- campus instruction. Improve audio-visual equipment IS6-2 08 PD instructions and training for faculty Improve sound quality in various IS6-3 08 I classrooms and auditorium Work with faculty go identify additional technology for use in enhancing instruction IS6-4 08 I Add nine additional smart classrooms IS6-5 08 I /nt 3/21/08 9 427c7b47-6f3f-4897-9bb4-c661ba2924d3.XLS Metropolitan State University P BC Approved University Plan Strategy Strategy Strategy March 21, 2008 Action Action Objective Strategy Resources Timeline Theme Manager # Prority Step Develop and implement a process for alternate scheduling of classroom space for IS6-6 08 E web-enhanced (reduced seat time) courses. Develop a Associate VP, IS7 H Determine optimal mix of Metropolitan State- comprehensive Administration, & owned, co-located, leased and online strategy (Facilities Provost facilities/classrooms Master Plan) to meet future classroom and IS7-1 09 E office space needs. Professional Use biannual Director, Human PD1 M Analyze and present results of biannual Development administration of the Resources MnSCU employee development survey to Valuing People the training and development committee PD1-1 08 PD Survey (and other and to president’s cabinet instruments and data Objective Leader: sources) to produce Survey supervisors about training and Director, Human data to inform development needs implementation of PD1-2 08 PD Resources continuing professional Develop online employee development plan development form to automate the process of compiling programming. and analyzing training and development PD1-3 09 PD needs. Cost estimate? Hire a staff member to serve as training PD1-4 45,000 09 PD coordinator Teaching and Develop a Director, Center TL1 H Conduct needs assessment to identify Learning comprehensive plan for Online needed online academic and student for delivery of online Learning services, and integrate Student Affairs into TL1-1 08 R learning and services plans for online services and support Objective Leader: continuing Review organizational structure and online Provost development of capacity of existing personnel to determine online courses (e.g., appropriate assignment of General Education) development/delivery of responsibilities for and degree online academic and student services programs. (e.g., follow-up on orientation redesign recommendations; improve ability to TL1-2 09 I support coordinated delivery of online courses and student/academic services for students in online consortium (e.g., DNP programs). Select and operationalize key measures of quality in online programs and services; collect and analyze data, strategically TL1-3 09 I identify academic program areas for online delivery Increase capacity of COL through new hires and possible restructuring (OAS in FY09) TL1-4 35,000 09 E Support and enhance use of web conferencing and telecommunications TL1-5 08+ PD technology for use in online instruction Gather data and analyze: develop timeline to add GELS, required and elective courses TL1-6 08 I and full degree programs. Analyze, establish and structure role of online coordinators within academic TL1-7 09 I departments. Study feasibility of opening enrollment to international students in home countries TL1-8 09 E and to incarcerated offenders. /nt 3/21/08 10 427c7b47-6f3f-4897-9bb4-c661ba2924d3.XLS Metropolitan State University P BC Approved University Plan Strategy Strategy Strategy March 21, 2008 Action Action Objective Strategy Resources Timeline Theme Manager # Prority Step Embed systematic Assessment and TL2 H Systematically align general education and assessment of General discipline-based assessment processes student learning Education with common student learning objectives TL2-1 08 I outcomes for degree Committees (as identified in AQIP Systems Appraisal programs and Feedback Report). General Education. Develop methods to share best practices in systematic assessment of student learning TL2-2 08 I outcomes and provide feedback to departments Update Assessment Procedure (#250) TL2-3 09 I Incorporate Voluntary Standards of Accountability into University assessment TL2-4 09 I practices, as appropriate Select and operationalize key measures of quality in online programs and services TL2-5 09 I Improve Director, Human TL3 M Analyze content and volume of email communication to Resources, & CTL received by community faculty (e.g., enhance engagement "Dummy" CF account to eliminate "junk" e- TL3-1 08 I and support teaching mails - to highlight important messages) effectiveness. Increase publication of and publicize highlighted Community Faculty in Calendar, Catalyst, and on-line. Feature a different Community Faculty each month to highlight their diversity, experience, and TL3-2 1,500 08+ PD accomplishments in terms of the mission and values of the University. (Note overlap on p 9) Create an interactive web site based on an updated version of the Community Faculty Handbook designed so all Community Faculty can easily find information, links to TL3-3 2,500 08+ PD resources, and contact information at the University. Create an on-line Community Faculty Directory as a resource for all faculty, staff, and students featuring self reported information from each Community Faculty such as other work or teaching experience, TL3-4 1,500 08+ I areas of expertise, community involvement, and other pertinent information. Conduct a mid-term "Lessons Learned" workshop with Community Faculty to allow them to share issues or problems arising in the classroom and University. Use this information to continually improve and TL3-5 800 08 PD update the information available on the Community Faculty interactive web site. Determine user needs related to data and build additional reports for enhancing understanding of programs and TL3-6 R identification of students within those programs Build faculty semester checklist in TL3-7 R employee portal Support curriculum Deans, CAS, TL4 H Expand lab facilities and science TL4-1 50,000-100,000 E development in CNHS, & CPS classrooms in FY09at ETC (Midway) STEM disciplines Increase number of science course TL4-2 16,800 09+ E (including grant- offerings funding) to prepare Continue outreach to middle school girls scientists, health care TL4-3 30,000 09+ E professionals and Seek capital bonding support for a new science and science health building in St. Paul to be TL4-4 E mathematics completed in FY12 teachers for Minnesota’s future. /nt 3/21/08 11 427c7b47-6f3f-4897-9bb4-c661ba2924d3.XLS development in CNHS, & CPS STEM disciplines (including grant- Metropolitan State University funding) to prepare scientists, health care P BC Approved professionals and University Plan science and Strategy Strategy Strategy March 21, 2008 Action Action Objective Strategy mathematics Resources Timeline Theme Manager # Prority Step teachers for Seek new science position for a faculty Minnesota’s future. member to teach human anatomy and physiology and pathophisiology and human TL4-5 75,000 10 E physiology for BSN students New Nursing faculty to support an expanded BSN program and the new DNP TL4-6 09 E Implement systematic Deans, Provost, & TL5 M Develop a coordinated process for support for faculty CTL systematically identifying and meeting the TL5-1 08 PD professional professional development needs of development. community and resident faculty Develop a portfolio of tools and supports for individual faculty members to incorporate TL5-2 09 PD into their professional development activities Develop and communicate shared critical teaching and learning standards TL5-3 09 PD Improve teaching preparation of new faculty as they begin to teach at Metropolitan State TL5-4 09+ R Improve support for faculty research (e.g., reassigned time, seed money for grants) with focus on grant proposals which TL5-5 50,000 09+ PD includes replacement of seed money if successful Values Task Force TF1 TF1-1 /nt 3/21/08 12 427c7b47-6f3f-4897-9bb4-c661ba2924d3.XLS “Where life and learning meet.” Vision Metropolitan State University, a member of the Minnesota State College and University System, will be the premier urban, public, comprehensive System university in the Twin Cities metropolitan area and will focus on providing high-quality, affordable educational programs and services in a student-centered environment. The faculty, staff, and students of Metropolitan State will reflect the area’s rich diversity, build an anti-racist learning community, and demonstrate an unwavering commitment to civic engagement. Mission Metropolitan State University is a comprehensive urban university committed to meeting the higher education needs of the Twin Cities and greater metropolitan population. The university will provide accessible, high quality liberal arts, professional and graduate education to the citizens and communities of the metropolitan area, with continued emphasis on underserved groups, including adults and communities of color. Within the context of lifelong learning, the university will build upon its national reputation for innovative student-centered programs that enable students from diverse backgrounds to achieve their educational goals. The university is committed to academic excellence and community partnerships through curriculum, teaching, scholarship, and services designed to support an urban mission. University Goals Consistent with the mission and to fulfill the University’s fundamental academic purpose, planning at Metropolitan State supports the following GOALS goals. Academic Success ACADEMIC SUCCESS: Expand academic success among a diverse student population through high-quality learning programs, Access co-curricular activities and services ACCESS: Enhance access to academic opportunity for a diverse Communication student population COMMUNICATION: Underwrite service to students by making Engagement communication a core University competency, including intercultural communication People ENGAGEMENT: Demonstrate an unwavering commitment to civic engagement through community-based relationships, Systems University Level Goals communities in which our campuses are concentrating on the urban located PEOPLE: Academic excellence is supported by a strengthened commitment to employee professional growth and satisfaction, including multicultural competence SYSTEMS: Strengthen and integrate University systems and processes, to support student academic achievement and ensure public confidence through enhanced performance OBJECTIVES LEADERS Values Task Force President's Office DATA UIC Team, Director IR Enrollment VPSA & SERM Management Teaching & Provost Learning Instructional Associate VP Administration Space Engaged Learning Director, CC-BL Graduate Study VP & Dean of Graduate Studies Full-time Faculty Provost & Deans Professional Director, Human Resources Development Better UIC Team & VP Advancement Communication University Level Objectives Data: Develop a process to systematically make University data readily availability to the members of the University community, especially data identified as “key indicators” Engaged Learning: Apply the Circle of Engaged Learning framework to continue to institutionalize the unwavering commitment to civic engagement across the University Enrollment Management: Optimize enrollment levels and growth rates in relation to University resources a facilities Full-time Faculty: Progressively increase the proportion of Instruction delivered by full-time, Resident Facu Graduate Study: Strengthen and formalize the University commitment to supporting expanded graduate-leve programming through the doctoral level Better Communication: Underwrite effective service to all University students and constituencies by facilities Full-time Faculty: Progressively increase the proportion of Instruction delivered by full-time, Resident Facu Graduate Study: Strengthen and formalize the University commitment to supporting expanded graduate-leve programming through the doctoral level Better Communication: Underwrite effective service to all University students and constituencies by continuing to improve communication Instructional Space: Continue to expand and improve instructional space Professional Development: Systematically identify post-orientation training and continuing professional development needs among administrative and staff colleagues Teaching and Learning: Strengthen support for continuing improvement of effectiveness in teaching and learning Values Task Force: Common objective supporting all University Goals – Appoint a Presidential Task Forc to examine, reflect on and make recommendations concerning the Values that inform the University Mission. will be the will focus vironment. anti-racist her ide unities of the nities of n for their ps through ’s fundamental orts the following ss among a rning programs, y for a diverse dents by making uding ommitment to nships, our campuses are strengthened satisfaction, stems and nt and ensure S Office rector IR ERM st ministration CC-BL duate Studies Deans n Resources dvancement bility to the members of the ntinue to institutionalize the relation to University resources and ered by full-time, Resident Faculty pporting expanded graduate-level nts and constituencies by ered by full-time, Resident Faculty pporting expanded graduate-level nts and constituencies by and continuing professional of effectiveness in teaching and Appoint a Presidential Task Force t inform the University Mission.