DRAFT – Strategic Plan

Goal:

We prepare students to graduate equipped for careers or further education.

Objective L.1: Increase graduation rates at MSU

Metric L.1.1: 6-year bachelor’s graduation rate will increase from 51% to 62%.

The graduation rate at Western Land-Grant institutions ranges between 67% and 32%. The average is 54%. For the most recent year, the graduation rate at MSU is 51%. Increasing this to 62% would put MSU in the top three western land-grants for graduation rates.

Technical note: The most-used measure of graduation rates at four-year universities is the proportion of the first-time, full-time freshmen cohort that completes a bachelors degree within 150% of the traditional completion time. Comparison figures are taken from each institution's Common Data Set (CDS), available on each school's web site.

Metric L.1.2: Graduate degrees awarded will increase from 548 to 650 per year. The number of doctoral degrees awarded will increase from 56 to 80 per year.

The number of graduate degrees awarded at MSU in recent years has been increasing. Continuing that increase will help solidify MSU's place as a top tier research institution, meet critical workforce needs, and be consistent with the goals of the MUS Strategic Plan. Growing to 650 represents a 19% increase.

Technical note: These figures are available online at http://www.montana.edu/opa/facts/quick.html#Degrees. The 2010-11 figure includes 491 Masters, 1 Specialist, and 56 Doctoral degrees. One challenge with increasing the number of doctoral degrees awarded is that the six-year time line in this plan might be too short for many to graduate. Growing to 650 represents a 19% increase.

Metric L.1.3: Associate degrees conferred will increase from 38 to 70 per year. Workforce certificates conferred will increase from 35 to 65 per year.

In their second full year of operation as a college of MSU, the Gallatin College Programs will award 38 Associates degrees. As the current programs mature and new programs are added, that number of degrees awarded should nearly double. The number of workforce certificates (e.g. welding and bookkeeping) awarded will grow from 35 to 65. An increase to 70 degrees awarded represents approximately a 10% per year increase over the next six years.

Technical note: These figures are available online at http://www.montana.edu/opa/facts/quick.html#Degrees.

Metric L.1.4: First time, full time freshmen fall-to-fall retention will increase from 74% to 82%.

The average retention rate at Western Land-Grant institutions ranges between 84% and 71%. The average is 77%. For the most recent year, the retention rate at MSU is 74%. Increasing this to 82% will move MSU into the top four western land-grants for freshmen retention.

Technical note: The most-used measure of retention at four-year universities is the proportion of the first-time, full-time freshmen cohort that enrolls in the second fall. Comparison figures are taken from each institution's Common Data Set (CDS), available on each school's web site. The MUS calculates a different retention rate that includes students who transfer between MUS institutions but we will not have national benchmarks for that number.

Objective L.2: Increase job placement and further education rates.

Metric L.2.1: Percent of graduates entering the Montana workforce will increase from 38% to 45%.

This represents an 18% increase over 2010 graduates. The vast majority (84%) of our graduates is employed within a year of graduating, and most of the rest are in graduate school or otherwise not seeking employment.

Technical note: Graduates are surveyed one year out. This figure represents the percent of all responding degree recipients who report full-time employment in major field or field of their choosing and an address in Montana. These figures come from data in the Career Destinations Survey. The Career Destinations annual report shows all employed graduates, not just those employed in their field or in a position of their choosing.

Metric L.2.2: Percent of graduates pursuing an advanced degree will increase from 22% to 25%.

This represents a 14% increase over the last four years, this number has moved between 17% and 25%.

Technical note: Grad year surveyed one year out. This figure represents the percent of all responding bachelor degree recipients reporting current enrollment in graduate school. These figures come from data in the Career Destinations Survey. Some in graduate school also report full-time employment and are counted in Metric 2.1.

Metric L.2.3: Use departmental assessment plans to measure graduate achievement, preparation, and disciplinary depth.

Technical note: These data currently reside at the departmental level and will need to be collected and reported centrally. Departments are currently required to file a report on how their assessment plans were reviewed and changed each year, and that report could become a vehicle for measuring this metric. Because of the overall variety, the metric might be some form of the number of departments meeting departmental goals.

Goal:

Raise the national and international prominence of MSU in research, creativity, innovation, and scholarly achievement; fortify the university's standing as one of the nation's leading public research universities.

Objective D.1: Elevate the research excellence and recognition of our faculty.

Metric D.1.1: MSU will improve its rank among RU/VH institutions on four measures: STEM R&D expenditures (rank 94); Non-STEM R&D expenditures (rank 92); Number of S&E research staff (rank 96); and Doctoral conferrals (rank 106).

Improving these metrics will fortify MSU's status in the highest tier of universities as assessed by the Carnegie Foundation for the Advancement of Teaching. The Carnegie classification is determined by four aggregate measures and three per-capita measures of research activity. MSU ranks in the top 50 in each of the three per-capita measures but in the lowest 20 on the four aggregate measures (largely due to our small size).

Technical note: These figures are compiled annually by the Carnegie Foundation and available at http://classifications.carnegiefoundation.org/resources/

Metric D.1.2: MSU will attract faculty of national and international recognition, including society fellows, artists with museum-level exhibitions, acclaimed writers and critics, and performers and composers whose work engages audiences at leading venues.

Technical note: These data will need to be collected annually either by a departmental survey or in a faculty activity reporting system.

Metric D.1.3: MSU’s impact will grow as judged by national awards, peer-reviewed publications, scholarly citations, use by policy makers, technology transfer activities, invited conference presentations, and the number and quality of visiting scholars attracted to MSU.

Technical note: These data will need to be collected annually either by a departmental survey or in a faculty activity reporting system. When combined with Metric 1.2, there might be a need for an annual "faculty excellence report".

Objective D.2: Enhance infrastructure in support of research, discovery and creative activities.

Metric D.2.1: Funding for capital projects from private sources will increase in order to provide state-of-the-art laboratory, studio, and other space-related resources to a growing community of scholars and artists.

Technical note: Annual capital expenditures by source are available in the accounting system. We have not routinely tracked those in a specific report but that is possible.

Metric D.2.2: MSU will increase grant-sponsored investment in centers and core facilities with missions aligned to strategic priorities.

Technical note: Annual capital expenditures by source are available in the accounting system. We have not routinely tracked those in a specific report but that is possible.

Metric D.2.3: MSU will increase interdisciplinary research projects on campus

Technical note: These data will need to be collected from a faculty activity reporting system.

Objective D.3: Expand the scale and breadth of doctoral education.

Metric D.3.1: The percentage of tenure-track faculty who participate in doctoral education will increase in areas that are, or are poised to become, nationally prominent.

Technical note: These data may be culled from dissertation committee rosters collected by the Graduate School or gathered in a faculty activity reporting system. If specific subject areas are targeted they will need to be identified by Academic Affairs.

Metric D.3.2: Increase the graduate population by 20% to approximately 2,350 by 2018, with an emphasis on increasing doctoral student enrollment.

Technical note: Fall 2011 headcount Grad enrollment was 1965. A 20% increase will move that figure to 2358. This same metric appears in the Access section of this plan. This metric represents headcount enrollment and is consistent with Objective 2.3.1 in the MUS Strategic plan, which uses FTE enrollment. See http://mus.edu/data/StratPlan/13_Goal_2_Graduate_Education_2012.pdf.

Metric D.3.3: Graduate degrees awarded will increase to 625 and STEM degrees awarded will increase to 325.

Technical note: This metric is consistent with the overall and broad STEM definition in Metric 2.3.2 in the MUS Strategic Plan. See http://mus.edu/data/StratPlan/13_Goal_2_Graduate_Education_2012.pdf. This target represents a 10% increase in overall graduate degrees awarded and in STEM degrees awarded in AY 2011.

Metric D.3.4: Increase the number of graduate students presenting at national and international meetings, publishing in high-profile journals, earning high-profile fellowships, and garnering prestigious first job placements.

Technical note: These data are currently available only at the departmental level so this metric will require a new collection effort.

Goal:

Montana State University students, faculty and staff will be leaders, scholars and engaged citizens of their local, state, national and global communities, working along-side community partners through the mutually beneficial exchange and application of knowledge and resources to improve the human prospect.

Objective E.1: Strategically increase meaningful engagement at MSU.

Metric E.1.1: By 2013, MSU will have a campus-wide coordinating infrastructure to support and advance engagement.

Technical note: Development of this infrastructure is currently underway. This is one metric with a short timeline.

Metric E.1.2: By 2018, all MSU students, faculty and staff will have a meaningful engagement/outreach experience during their time at MSU.

Technical note: These data are not currently collected. It would be easiest to track this if the experiences were transcripted. At least one committee is currently considering whether or not an "E" course designation should be added to the current curriculum. There are also very preliminary discussions of a Core 3.0.

Metric E.1.3: By 2018, MSU will have increased the percentage of students actively participating in student organizations while also actively increasing the number of student organizations with a focus in engagement activities.

Technical note: The number of groups registered with ASMSU is reportable, but the number of students involved may not be. These data are available from ASMSU and Student Success but are not currently reported in a standardized format. Groups with a focus on engagement activities will need to be identified by Student Success.

Objective E.2: Fulfill the land-grant mission by increasing participation in outreach.

Metric E.2.1: By 2018, the number of students, faculty and staff involved in outreach activities will increase, with particular attention to underserved areas and minority populations.

Technical note: This will require a definition of what an outreach activity is. Perhaps the new council can be tasked with creating that definition.

Objective E.3: Create graduates with global and multi-cultural understanding.

Metric E.3.1: By 2018, the percentage of MSU students participating in meaningful cross-cultural study, work or service experiences, incorporating both academic preparation and post-trip reflection, will double.

Technical note: We will need a clear definition of what counts as "meaningful cross-cultural study". Diversity courses are required in the Core 2.0 curriculum. Additional service- and experiential-learning credit-bearing activities are also measurable, however non-credit-bearing activity is not currently collected centrally.

Goal:

By integrating learning, discovery and engagement, and by working across disciplines, MSU will help students, faculty, staff, and communities improve the world.

Objective I.1: Increase the integration of learning, discovery and engagement.

Metric I.1.1: By 2018, all students will have a substantial curricular experience that integrates learning, discovery and engagement.

MSU undergraduates already integrate learning and discovery through hands-on research and creative activity required in the Core 2.0 curriculum. In addition, the number of students enrolling in and the number of service learning courses offered have increased. Graduate students in professional programs already integrate learning, discovery, and engagement with their professions through internships and practica. Graduate students in academic programs do the same through engaging their discipline-based communities and through discovery that has a demonstrated broader impact on society.

Technical note: There are a variety of current programs that seem to fulfill this objective but we don't currently collect (and transcript) them. This will be a new reporting requirement. If included in Core 3.0, this objective will be met for all bachelor degree recipients. We will need to develop a metric that demonstrates the integration of the three for graduate students.

Objective I.2: Increase work across disciplines.

Metric I.2.1: By 2018, the number of students completing majors that transcend departmental boundaries, self-directed majors, interdisciplinary projects, minors, or certificates will increase 30%.

In 2010-11, 83 students graduated with double majors or double degrees, and 336 students graduated with minors. MSU has developed certificates that give students the opportunity to cross disciplinary boundaries and integrate the content and tools of many disciplines into a holistic education.

Technical note: Most of this can be gleaned from transcripts but items like projects are not currently transcripted.

Objective I.3: Increase faculty/student broader impacts, to improve the world.

Metric I.3.1: By 2018, faculty scholarly products with undergraduate and graduate students will increase 50%.

MSU has a long record of faculty/student collaboration and mentorship in every lab and studio on campus. Each year, MSU pays over $5 million to graduate and undergraduate students working with faculty on externally funded research grants.

Technical note: Information on payments made to students are available through the Office of Sponsored Programs. For student/faculty collaboration outside of externally supported paid work, we will need to rely on broader participation in a faculty activity reporting system.

Metric I.3.2: By 2018, community-based research projects will increase by 50%.

Technical note: This is not currently collected. Faculty will need to identify and report these. The information might come from a faculty activity reporting system.

Goal:

Montana State University is committed to widening access to higher education and seeks to ensure equality of opportunity for all.

Objective A.1: Serve more students while maintaining the quality of our programs.

Metric A.1.1: Increase the undergraduate population by 15% to approximately 14,000 by 2018.

Technical note: Fall 2011 headcount UG enrollment was 12,188. A 15% increase will move that figure to 14,016.

Metric A.1.2: Increase the graduate population by 20% to approximately 2,350 by 2018.

Technical note: Fall 2011 headcount Grad enrollment was 1965. A 20% increase will move that figure to 2358. This same metric is in the Discovery section of this plan. This Metric is consistent with Objective 2.3.1 in the MUS Strategic plan http://mus.edu/data/StratPlan/13_Goal_2_Graduate_Education_2012.pdf.

Metric A.1.3: Increase the number of credits delivered on-line by 40% by 2018.

In FY2010, there were 11,861 credits delivered on-line by MSU Bozeman. A 40% increase would take that number to just over 16,600. That increase would represent over 4,700 new enrollments in 3-credit courses.

Technical note: This figure is reported annually to OCHE and is calculated in the OPA.

Metric A.1.4: Double the number of students enrolled in Gallatin College Programs from 199 in Fall 2011 to 400 in 2018.

Technical note: Registrar's Report

Metric A.1.5: Increase the percentage of need met for students who were awarded any need-based aid from 74% to 80%.

Technical note: Common Data Set, Student Financial Aid, Bookmark H, Line I.

Objective A.2: Diversify the student body

Metric A.2.1: Increase the number of Native American students enrolled.

MSU's American Indian/Alaska Native students have a long history and a strong presence on campus. Between 2010 and 2011, enrollments by Indian students increased 9%. This target represents a further increase of 30% over the next six years.

Technical note: US students identifying as American Indian/Alaska Native with or without any other racial or ethnic identifications. This metric is consistent with OCHE race and ethnicity definitions but differs from federal race and ethnicity reporting.

Metric A.2.2: Increase the number of other minority students enrolled from 687 to 825.

MSU other ethnic and racial minorities make up about 5% of the student population. This target represents an increase of nearly 20% over Fall 2011 enrollments

Technical note: US students identifying as Hispanic, Asian, Black, or Native Hawaiian with or without any other racial or ethnic identifications. This metric is consistent with OCHE race and ethnicity definitions but differs from federal race and ethnicity reporting. Non-responses and international students are excluded.

Metric A.2.3: Increase the number of undergraduate international students enrolled from 363 to 420. Increase the number of graduate international students enrolled from 101 to 120 (a 20% increase).

In Fall 2011 MSU enrolled 464 international students or 3% of the student body. These targets represent a 15% increase in international undergraduate students and a 20% increase in international graduate students.

Technical note: Non-US citizens regularly enrolled in MSU credit-bearing courses. ACE Language Institute students or other short-term non-credit program participants are not included. This definition is consistent with OCHE and federal definitions.

Metric A.2.4: Increase the number of nontraditional students enrolled from 2,200 to 2,500.

Students over age 25 make up about 18% of our undergraduate population and 4% of the incoming freshman class.

Technical note: This figure is reported as part of the Common Data Set in the Student Life section.

Metric A.2.5: Increase the number of nonresident students enrolled.

In Fall 2011 MSU enrolled 4,877 nonresident students or 35% of the student body. These targets represent a 15% increase in non-resident undergraduates and a 20% increase in non-resident graduate students. Both targets would keep the mix of non-resident students even with Fall 2011 enrollments.

Technical note: These figures are available on the OPA website at: http://www.montana.edu/opa/facts/quick.html#Demo.

Goal:

As stewards of our land grant institution, we will responsibly manage our human, physical, economic and environmental resources in an open and sustainable manner.

Objective S.1: Human Resources. Enable faculty and staff to achieve our MSU mission.

Metric S.1.1: Increase the average ratio of MSU salary to peer average to 80% by 2018.

Different employee types require different comparison groups and measure up to those comparison groups differently. Faculty, administrators and mid-level managers, professionals, and technical staff tend to be drawn from national pools and are compared to national peer sets. Other positions are recruited locally or statewide and may be compared to state wages. The average tenure-track faculty member's salary is currently 76% of the national average for the appropriate discipline and rank. The average administrator's salary is 69% of the national average for similar positions, and the average mid-level employee is 77% of the national average for positions with similar duties and responsibilities. The last time classified positions were compared to state averages, MSU employees were nearly at the state average for similar roles and responsibilities.

Technical note: Tenurable faculty and full-time adjuncts are compared to Oklahoma State University Faculty Salary Survey averages for public and land-grant RU/VH institutions within discipline and rank. Typically current year salaries are compared to last year's national average. Administrator and mid-level employees are compared to CUPA-HR Compensation Survey averages for all doctoral-granting participating institutions within similar job title/role definitions. Typically these comparisons are for the last fiscal year for both MSU and the CUPA average. Classified positions, which may also be represented in the CUPA Mid-Level survey, are compared to state OES wage averages. This comparison has not been completed for several years but is possible to do again.

Metric S.1.2: MSU will increase the number of professional development opportunities for faculty and staff by 20% by 2018.

Technical note: These opportunities are not currently reported anywhere so this will require some additional reporting. We can easily get figures for our most well-developed campus based programs like sabbaticals, BEST awards, DEAL and Leadership MSU.

Objective S.2: Physical Resources. Enhance aesthetic appeal and functional quality of our MSU physical environment to achieve higher quality learning and research opportunities.

Metric S.2.1: 100% of all classrooms and learning spaces will reflect current educational technologies and environments to meet the needs of a variety of educational experiences, to enhance student learning outcomes, by 2018.

Metric S.2.2: The amount of research space (owned or leased) will increase from 556,000 to 584,000 gross square feet by 2018.

This represents a 5% increase over 2012 and equivalent to one of several academic buildings leased or owned by MSU that are dedicated to research and creative activity.

Technical note: Space classified as lab or research space and offices in academic buildings, the majority of which house faculty, are included in this figure.

Metric S.2.3: Campus facilities will become more ADA compliant as the Campus ADA Transition Plan is implemented. Progress will be tracked in a series of follow up surveys.

Objective S.3: Economic Resources. Align the institutional budget with the MSU Strategic Plan.

Metric S.3.1: The proportion of General Operating Funds (State Appropriations and tuition fees) expended on instruction, student services, and academic support will increase from 68% to 70% by 2018.

The Board of Regents has set a target of 70% for the system, and MSU is on track to meet this target.

Technical note: The Budget Office tracks and reports these expenditures.

Metric S.3.2: To improve operational efficiency, we will continue to implement multi-campus integration projects.

Metric S.3.3: Extramural fundraising will increase.

Technical note: Explicit goals will not be announced until a campaign is ready to begin.

Objective S.4: Environmental Resources. Promote sustainable stewardship and a culture of resource conservation at MSU.

Metric S.4.1: MSU will achieve a 20% reduction in Greenhouse Gas Emissions (GHG) from 2009 levels by 2025.

Technical note: Goal taken from MSU's Climate Action Plan.

Metric S.4.2: MSU will achieve a 25% increase in waste diverted from landfill from 2010 levels by 2020, in addition to implementing a campus wide source reduction and responsible purchasing policies.

Technical note: Goal taken from MSU's Climate Action Plan.