EHHD Strategic Plan 2019‐2024

The EHHD Strategic Plan is intended to support the Montana State University Strategic Plan while creating goals and fulfilling initiatives that are specific to the College of Education, Health and Human Development. The Mission, Vision and Values outlined in the university strategic plan, Choosing Promise, are as follows: 

MISSION: As the state’s land‐grant university, Montana State integrates education, creation of knowledge and art and service to communities.

VISION: Montana State University will transform lives and communities in the people’s interest. VALUES: Excellence, Integrity, Inclusion, Collaboration, Curiosity, Stewardship

The following shares how the College of Education, Health and Human Development aligns with Choosing Promise within the EHHD unit:

 

Intentional Focus 1: Drive Transformational Learning Experiences Creating Outstanding Educational Outcomes for All Students

Goal 1.1: EHHD will broaden access to underrepresented groups and support academic success for all students.

  • Launch the LIFE Scholars Certificate program to provide access to college experience for individuals with intellectual and developmental disabilities.
  • Develop EHHD resources for “supporting the whole student” including professional development for EHHD faculty and staff and beyond.
  • Provide professional development opportunities for faculty to support teaching and learning differentiation.
  • Develop more curriculum delivery strategies to improve access and address expressed needs through partnerships with high schools, 2‐year colleges, and tribal colleges (including dual enrollment, and 1+3 or 2+2 programs).
  • In collaboration with the College of Agriculture and Gallatin College, support the development of a Career and Technical Education Consortium and future teaching facility (FCS, Tech Ed, Ag Ed).

Goal 1.2 EHHD will contribute to the expansion of high‐quality graduate education at MSU in a way that maximizes                          efficiency.

  • Increase accessible and inclusive graduate education programming through further development of distance programs and course work.
  • Propose innovative and interdisciplinary doctoral programs (including but not limited to Indigenous and Rural Health Equity; Exercise and Nutrition Sciences).
  • Conduct an EHHD curriculum assessment for the purpose of determining where degree programs intersect, identifying opportunities for creating efficiencies, opportunities for co‐teaching, and cross‐ disciplinary active learning experiences.

Goal 1.3 EHHD will implement high quality and high impact teaching and learning practices.

  • EHHD faculty will participate in and lead Center for Faculty Excellence workshops related to high quality and high impact pedagogy.
  • Develop, where appropriate, industry or clinical advisory boards and other systems for stakeholder or partner feedback to support the growth of high quality and high impact practices (i.e. internships) in EHHD degree programs.
  • Incentivize the development and integration of accessible multicultural experiences into new or existing courses. Provide appropriate faculty training.

 

Intentional Focus 2: Improve Lives and Society through Research, Creativity, and Scholarship

Goal 2.1 Enhance the significance and impact of scholarship conducted in EHHD.

  • Support EHHD student research by encouraging faculty mentorship of undergraduate and graduate scholars (such as USP projects, McNair and INBRE scholars, Presidential Emerging Scholars ).
  • Use EHHD internal grant awards to stimulate projects that address the interdisciplinary Grand Challenges of Montana (community health, early childhood, public policy, education and health equity, food security, sustainable food systems and biomedical sciences).
  • Increase impact and strengthen EHHD's reputation in scholarship by encouraging/incentivizing faculty to deliver public presentations to share their scholarship with the MSU Community and Montana’s communities and beyond (Social Media Channels, EHHD Talks, PK, 10x10, etc.); increase internal and external dissemination and circulation of EHHD scholarly research products.
  • Develop continuous improvement goals for EHHD scholarship and document the significance and impact of their fulfillment in the annual EHHD Scholarship and Academic Impact report. Communicate expectations to faculty and engage faculty in self‐assessment of impact.

Goal 2.2 EHHD will support the expansion of interdisciplinary scholarship.

  • Conduct an EHHD curriculum assessment for the purpose of determining where degree programs intersect, identifying opportunities for creating efficiencies, opportunities for co‐teaching, and cross‐ disciplinary active learning experiences.
  • Support the expansion and enhancement of shared interdisciplinary research labs (i.e. Neuromuscular Biomechanics Laboratory; Interdisciplinary Digital Research Lab) and college‐affiliated centers (Center for Bilingual and Multicultural Education, Center for Research on Rural Education, Science Math Resource Center).
  • Use EHHD internal grant awards to stimulate projects that address the interdisciplinary Grand Challenges of Montana (community health, early childhood, public policy, education and health equity, food security, sustainable food systems and biomedical sciences).

Goal 2.3 EHHD will strengthen its institutional reputation and visibility in scholarship, teaching, and community                                engagement.

  • Increase impact and strengthen EHHD's reputation in scholarship by encouraging/incentivizing faculty to deliver public presentations to share their scholarship with the MSU Community and Montana’s communities and beyond (Social Media Channels, EHHD Talks, PK, 10x10, etc.); increase internal and external dissemination and circulation of EHHD scholarly research products.
  • Host scholarly symposia with university, state, national or international audiences.
  • Develop a college level infrastructure for nominating deserving faculty, staff, and students for national/international awards.
  • Develop continuous improvement goals for EHHD scholarship and document the significance and impact of their fulfillment in the annual EHHD Scholarship and Academic Impact report. Communicate expectations to faculty and engage faculty in self‐assessment of impact.

Goal 2.4 EHHD will elevate expectations for scholarship

  • Develop an EHHD workload policy that supports ‘investment’ in alternative forms of integrated teaching and scholarship— including undergraduate research and intern supervision, graduate student advising, post‐doctoral mentoring.
  • Develop continuous improvement goals for EHHD scholarship and document the significance and impact of their fulfillment in the annual EHHD Scholarship and Academic Impact report. Communicate expectations to faculty and engage faculty in self‐assessment of impact.
  • Increase research expenditures in EHHD, grant success rate, number of funded grants, and the number of PIs involved in grant writing.
  • Provide support and professional development for faculty to better integrate their research, teaching, and service.

 

Intentional Focus 3: Expand Mutually Beneficial and Responsive Engagement for the Advancement of Montana  

Goal 3.1 EHHD will increase mutually beneficial collaborations with tribal nations and partners.

  • Continue to facilitate and expand participation in “Common Threads,” a university‐wide indigenous research methodology working group.
  • Continue to develop and share EHHD expertise in CBPR with internally funded seed grants and graduate level coursework.
  • Support the development of Indian educators and leaders in all EHHD disciplines.
  • Develop curricular partnerships and articulation agreements with Tribal Colleges and other Tribal entities.
  • Continue providing training and professional development related to Montana's Tribal cultures and histories for EHHD faculty, staff & students.

Goal 3.2 EHHD will grow mutually beneficial partnerships that support rural communities and schools.

  • Develop articulation agreements or other curricular partnerships and career pathways with 2‐Year Colleges.
  • Develop effective models for addressing the needs of Montana's rural communities in academic programming, such as but not limited to the MA in Teaching, the MS in Dietetic Systems Leadership, Rural Practicum and Early Field Experiences etc.
  • Develop, where appropriate, industry or clinical advisory boards and other systems for stakeholder or partner feedback to support the growth of high quality and high impact practices (i.e. internships) in EHHD degree programs.
  • Encourage partnerships among faculty who are Extension Specialists and other faculty and programs in EHHD and across MSU.

Goal 3.3 EHHD will contribute to the university’s culture of collaboration, continuous improvement and individual                            growth.

  • Use market comparisons to ensure viable starting salaries for new EHHD faculty hires; update CIP codes for market comparisons to account for the diversity of disciplines in EHHD; regularly provide faculty guidance regarding opportunities for added compensation and salary adjustments.
  • Ensure NTT wages that are equitable across EHHD; relatively equitable across MSU; and more competitive with compensation associated with private sector opportunities.
  • Develop staff progression plans and update job descriptions when appropriate. Seek strategic pay increases when appropriate and nominate deserving staff for service excellence awards.
  • Evaluate and improve EHHD communications, marketing, and outreach plan.
  • Implement goals and strategies in the EHHD Diversity & Inclusion Plan, continuously updating.
  • Develop continuous improvement goals for EHHD scholarship and document the significance and impact of their fulfillment in the annual EHHD Scholarship and Academic Impact report. Communicate expectations to faculty and engage faculty in self‐assessment of impact.
  • Develop support mechanisms for faculty and staff during career transitions.
  • Develop program assessment procedures and professional development for faculty and program leaders that truly enhance and document continuous improvement in our academic programs.
  • Encourage partnerships among faculty who are Extension Specialists and other faculty and programs in EHHD and across MSU.