Engagement Academic Strategic Plan
| Engagement Goal: Members of the Montana State University community will be leaders, scholars and engaged citizens of their campus, 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. | MSU Target | Unit Strategy | Unit Objective (optional) | Unit Metric | Person Responsible for Success |
|---|---|---|---|---|---|
| Objective E.1: Strategically increase service, outreach and engagement at MSU. | |||||
| Metric E.1.1: By 2013, MSU will have a campus-wide coordinating infrastructure to support and advance engagement, outreach and service. | Infrastructure will exist | Support the development of the Outreach and Engagement Council. | Develop common definitions of outreach, service and engagement by June 2013. | Outreach Council | |
| Metric E.1.1 | Provide opportunities for NTT to engage with institution and life of students. | Provost | |||
| Metric E.1.1 | Increase the number of stories about the positive effects of engagement efforts published/aired in state media outlets by 20%. | President/Ellig | |||
| Metric E.1.2: By 2019, the number of students, faculty and staff involved in outreach activities will increase, with particular attention to underserved areas and minority populations. | Increased outreach | Identify and lower challenges and provide incentives for involvement in outreach, service and engagement. |
1. Build/embed outreach/service/engagement into CORE curriculum or university requirement. 2. Double the number of courses/degree programs with academic service learning. 3. Establish a mechanism to track student engagement activity. |
1. Larsen 2. Larsen 3. VPSS |
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| Metric E.1.3: By 2019, the number of students, faculty, and staff involved in service activities will increase. | Increased service (baseline not determined) | Identify and lower challenges and provide incentives for involvement. | Same as above | Same as above | |
| Metric E.1.4: By 2019, all MSU students and faculty will have an engagement experience during their time at MSU. | 100% | Formalize, promote and increase existing support services to assist faculty with successful involvement in academic outreach and engagement. | Identify and implement mechanisms for identifying, tracking and coordinating outreach and engagement opportunities. | Fastnow | |
| Metric E.1.4 | Coordinate support services for academic outreach and engagement with support efforts for students and staff involved in outreach and engagement. | Identify and implement mechanisms for identifying, tracking and coordinating outreach and engagement opportunities. | HR? | ||
| Metric E.1.5: By 2019, MSU staff will have increased opportunities for engagement experiences | Increased opportunities (baseline not determined) | ||||
| Metric E.1.6: By 2019, MSU will have increased the percentage of students actively participating in student organizations. | Increased % of students (baseline not determined) | Support the role of Office of Activities and Engagement in achieving participation. | Encourage and promote faculty advising of student clubs | VPSS | |
| Objective E.2: MSU graduates will have global and multi-cultural understanding and experiences. | |||||
| Metric E.2.1: By 2019, the percentage of MSU students participating in crosscultural study, work or service experiences, incorporating both academic preparation and post-experience reflection, will double. | Double (baseline not determined) | Improve the role and impact of the Office of International Programs. | Evaluate and implement ACE Internationalization Lab recommendations. | Create an Undergraduate Scholar Program-like program for study abroad by 2015. | Provost |
| Metric E.2.1 | Achieve 25% of students with a cross-cultural experience. |
1. Subsidize transportation costs for students to gain academic experience in another country or culture. 2. Develop incentives for faculty to incorporate international component in classes. |
1. Provost 2. OIP Dir. |
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| Objective E.3: MSU students, faculty and staff will have increased opportunities for leadership development and experiences. | |||||
| Metric E.3.1: By 2019, the number of opportunities for leadership development and practice will have increased. Awareness of the opportunities will have also increased. | Increased opportunities; increased awareness (baseline not determined) | Support faculty, department head, and dean national leadership training. | Develop a mechanism to quantify and track leadership opportunities and experience. Provide central web location for list of opportunities, including off campus. | Academic Affairs sponsors one DEAL participant for Leadership Montana annually ($2500) starting in 2013. | Provost |
| Metric E.3.1 | Create minor in leadership. | Provost | |||
| Metric E.3.2: By 2019, the percentage of MSU students, faculty, and staff participating in leadership development activities will increase. | Increased participation (baseline not determined) | Establish baseline and metrics to track participation in leadership development activities. | Double the number of students with leadership experiences. | VPSS - non academic Provost - academic | |
| Metric E.3.2 | Modify the Leadership Institute to increase participation. | Provost |