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.
|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.
2. OIP Dir.
|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|