Commitment to Being Extraordinary

strategies and actions Owner / status update
Strategy: Recruit, develop and retain outstanding faculty and staff who share our core values and who are committed to personal and professional growth.
Action: Develop robust faculty and staff onboarding and mentorship programs. Baumgartner/Morin
In progress

It has been discussed and determined that the on-boarding and mentoring for staff and faculty need to address many different and unique topics for each area and therefore the programs for each should be separated to accommodate these differences.   

Faculty on-boarding and mentoring is being developed and will be facilitated by the CREATE Institute.  This work has already started by the Associate Director of Faculty Development, David Howell.   Human Resources has developed an on-boarding and mentoring program for the Staff.  The on-boarding program will have one session per month for a six-month cycle with each session primarily focused around one of our six Core Values. 

During each session a different Vice President will be introduced and provide a brief overview of their area, a guest department that impacts all employees will present information and predetermined orientation topics will be discussed. Each Staff member will be assigned a mentor who meets the established criteria.  HR will assign mentors to the new Staff employees.   

Strategy: Recruit and retain a diverse and inclusive student population who are committed to personal and professional growth.
Action: Continue to leverage co-curricular and extra-curricular programs that support students in their physical, social and emotional well-being Baumgartner/Valley
ESports teams are formed, coaches secured and teams are now practicing in newly created space.  Music courses for credit have been created and will start in Fall.   James Kieselburg is working on a creative space outlet in the Grohmann Museum.
Strategy: Implement visionary and comprehensive plans for campus buildings, instructional technologies, and information systems.
Action: Perform annual review of the master facilities plan and provide priority recommendations. Schedule and implement as appropriate. Morin/Snow

VP of Operations and Director of Facilities have developed deferred maintenance schedules for all campus buildings and properties.  Priorities have been determined as well as the estimated cost for each project.  

Facilities management committee was formed to look at requests for old space, new space and updates to space, etc.

Action: Perform annual review of the IT strategic plan and provide priority recommendations. Schedule and implement as appropriate. Thibedeau
In progress
Looking at current plan to see what projects are currently being completed.
Action: Conduct regular safety and security assessments for the campus, provide recommendations for improvements. Schedule and implement as appropriate. Morin
Created a plan with current and ongoing initiatives. Items that need to be addressed will be added to plan. 45 ongoing items were added to the list ranging from daily to yearly, including some future items.
Strategy: Expand fundraising to ensure our sustainability and advance our strategic mission.
Action: Engage development personnel, President and Board of Regents to create fundraising strategies that engage multiple stakeholder groups and advance strategic initiatives. Snow
In progress
  • Development Committee meeting will be held Quarterly ·
  • Working to increase Parents Engagement  
  • Moved phone-a-thon in house   
  • Hired new donor relations/stewardship person
  • Continued fundraising targeting campus priorities
Action: Build a campus culture of philanthropy. Snow
On going
  • Parent Weekend event, parent phone-a-thon and direct mail appeal completed in 1st qtr. ·   
  • In planning stage for launch of an annual Faculty/Staff Campaign.  
  • Developing challenge grants to generate increased donor numbers during Giving Day.
Strategy: Align our institutional structure and governance to support our mission.
Action: Research and recommend an organizational structure that supports MSOE’s mission and vision. Baumgartner
In progress

Task force conducted interviews with select students, faculty, chairs, and staff both within and outside the Academics department to gather their opinions on the strengths and challenges of our current academic structure.  We also investigated the organization of academic programs and structure of the VPA/Provost’s office at institutions similar to MSOE.  In the spring quarter, we will be making recommendations for our academic structure based upon this information.

Action: Evaluate the current academic calendar model, as well as additional models, to ensure that the chosen model helps our stakeholders be successful in meeting their academic and professional goals. Baumgartner
In progress
Committee have identified a set of evaluation objectives to use to make recommendations on academic calendar models. This includes objectives for term and day-offering models. Task force members have researched the quarter, trimester, semester, 4-1-4, 4-4-1 and other more esoteric systems and identified multiple universities using each system. We have examined the term calendar for each of these systems. Task force will proceed forward after quarter break by creating a list of advantages and disadvantages for each system.
Strategy: Apply an efficient and sustainable operations business model to fulfill our commitments.
Action: Evaluate faculty pay best practices compared to MSOE’s macro/micro-load model and move to a system that is fairer and less complex.

In progress

To date, the committee has gained an understanding regarding the ways in which faculty currently spend their time, gained a better understanding how faculty load is assigned on a per department basis, and benchmarked our peer and aspiration schools regarding their faculty workload practices. The committee will now start to turn its attention to crafting a faculty loading system that is fairer and less complex.

Action: Assess and develop funding resources for initiatives and to strengthen financial sustainability. Walz
In progress

The results from the year one action items, coupled with the year two actions, will be used to set fundraising priorities.

Action: Expand to a multi-year financial plan that links mission to resources. Thibedeau
In Progress
Each strategic initiative will have budget requirements. A financial analysis has been hired to help with planning. When plan is created, VP of Finance work with committee to adjust as needed.