Commitment to Learning and Discovery: Progress to Date
This page will be periodically updated with our progress on the strategic plan priorities.
Commitment to Learning and Discovery
| Strategies & Actions | Owner / Status | Update |
|---|---|---|
| Strategy: Enhance learning throughout our community for students, faculty and staff. | ||
| Action: Identify, pursue and implement strategies to improve the success of all MSOE students including the elimination of equity gaps for underrepresented students. | Meyer/Bergen/Mitchell/Sabel/Ross/Meyer Ongoing |
2023-24 Strategic Priority - Develop an “explorer” pathway, with an emphasis on math discrepancies--full committee formed, goals identified, goal teams forming, goal team chairs to picked, goal team deliverables the middle two weeks of February (2024). Strengthen cross-campus understanding of financial aid and student accounts processes. Leverage data analytics to create actionable student success outreach initiatives. Explore and support pre-college initiatives for students earlier in their pathway to MSOE (i.e., junior year in high school). Increase Sophomore persistence numbers. Increase number of stop-out students who receive degrees from MSOE. Establish Achieve Team Communication Strategy. 2022-23 Strategic Priority - Form a Faculty Development Committee to direct efforts for sharing, learning, and implementing faculty best practices. Identify common spaces (physical and virtual) for easy access to student support services and remove stigma of access (includes graduate and undergraduate). Assess existing space around high-impact review on campus/Co-requisite Committee and Task Force - Online forum/Library continues to evolve. Identify and Implement initiatives to increase enrollment of non-dominant gender by major. Launched the Achieve Team, Math Intervention Team, and Anatomy and Physiology JumpStart Team (2022). Co-Requisite Recommendations, Nursing Living Learning Community, aligned with DEIB plan/survey, JumpStart 2.0. Introduced comprehensive use of predictive and real-time data analytics (2023). |
| Action: Facilitate, recognize and reward engagement by our faculty, staff and administrators in professional development that supports instructional innovation. | Baumgartner/Villegas Ongoing |
CREATE facilitates instructional innovation - recognize and reward continues to evolve; rewards and incentive for faculty for the development of online courses in partnership with Everspring; KEEN Grant (2023) |
| Action: Put systems in place to continuously evaluate and improve the learning and teaching experience across all modalities. | Domack/Villegas Ongoing |
Identified as a 2023-24 Strategic Priority - Expand faculty evaluations beyond course evaluations, ensure alignment of evaluations, promotions, and awards. Establish standards and quality assurance program for online component of all courses. |
| Action: Engage the K-12 community to inspire children about STEM, foster excitement about what they can accomplish, and strengthen our mutually beneficial relationships with schools. |
Taylor/Villegas/Mitchell/Bergen Ongoing
|
STEM Center; CREATE; Carter Academy; Nursing Living Learning Community; MSOE Explore Summit for PLTW Students from Midwest Region (Summer 2023) |
| Strategy: Enhance our educational programs to deepen experiential learning and focus on the development of the professional. | ||
| Action: Ensure a robust framework is in place to periodically review all existing and proposed new undergraduate and graduate degree programs for health, institutional alignment, instructional approaches, and ability to meet the needs of our constituencies. | Baumgartner/Matson/Sebastanovic Ongoing |
2022-23 Strategic Priority - Metrics have been drafted to evaluate the health of an academic program in terms of its academic health, financial health and market health. 2023-24 Strategic Priority - Retained the services of Kaufman Hall, one of the nation’s most respected consulting firms. The scope of their engagement is to evaluate our tuition pricing strategy and to conduct a program-by-program financial analysis. |
| Action: Evaluate the ways in which we grant academic credit to our students. | Baumgartner Ongoing |
Occurring as a part of the work around transfer evaluation |
| Strategy: Ensure that all students use real-world projects and initiatives in their field of study or extracurricular interest to benefit society and the communities where we live and work. | ||
| Action: Expand the work of the CREATE Institute in coordinating, tracking and assessing project-based experiential learning opportunities across campus and connecting these opportunities to the MSOE Mindset and Common Learning Outcome development. | Villegas Ongoing |
Utilize EduSource to coordinate project-based experiential learning opportunities. Keen Grant (2023) |
| Action: Provide professional development and support for faculty to integrate project-based learning and other high-impact practices into the curriculum in ways that promote student development, strengthen industry connections, and meet the needs of community partners. | Villegas Ongoing |
2022-23 Strategic Priority - Exploring dedicated time for faculty to engage in internal Professional Development (PD): including designating a required weekly free hour in semester calendar; integration into PEAS; summer PD with stipends; monetarily rewarded completion badges; President's Learning Series (2023); |
| Strategy: Develop a funded, nationally-recognized, application-oriented undergraduate research program | ||
| Action: Align faculty hiring, retention and promotion practices to recognize undergraduate research emphasis. | Meyer/Broecker Ongoing |
2023-24 Strategic Priority - Review current practices within the faculty evaluation system as it relates to scholarly efforts; Student survey to establish baseline data and knowledge of UR at MSOE ("nationally recognized"). |
| Action: Assign workload for faculty advising undergraduate research projects. | Meyer/Broecker Ongoing |
2023-24 Strategic Priority - Courses have been developed and placed in the semester transition. It has been identified as a part of a future comprehensive campaign. Creating a vision of UR model at MSOE and seeking feedback and level of interest from faculty. |
| Action: Specify undergraduate research curricular applicability for every undergraduate program at MSOE and institute a curricular colloquia series for undergraduate researchers. | Baumgartner Completed |
Committee on curricular component of undergraduate research made recommendations and they were adopted (2023). |
| Strategy: Enable all full-time faculty to engage in ongoing, meaningful and productive scholarly activities | ||
| Action: Facilitate widespread faculty scholarly activities and professional development with mentorship beyond the first year, teaching assignments, space allocation, equipment and recognition. | Baumgartner Ongoing |
Task force created (2019). Co-chairs: Steve Williams and Patrick Jung. A series of recommendations for broadening facilitation of faculty scholarly activities and professional development have been developed. |
| Strategy: Raise awareness and understanding of scholarship throughout MSOE. | ||
| Action: Ensure all faculty understand and embrace the definition of scholarship at MSOE, building on work already accomplished in this area. | Baumgartner Completed |
Task force launched in 2019 to formalize definition of scholarship that is now included in the faculty handbook. |
| Action: Investigate ways to share and celebrate scholarship activity of faculty and staff, within MSOE and beyond, promoting scholarly achievements and “milestone” status reports from faculty and students on projects. | Thachenkary/Baumgartner Ongoing |
Faculty and staff achievements highlighted across marketing and communications channels including MSOE newsroom success stories, media and public relations annual plan, Dimensions, Expertfile, Raider Roundup, quarterly mailings and e-newsletters, social media, etc. |
| Strategy: Advance our mission and build on our distinctive strengths and values by leveraging online, blended and technology-enhanced classroom instruction in ways that improve learning, increase revenue, and enhance MSOE’s reach and reputation. | ||
| Action: Reimagine our post-graduate and non-degree programs to enhance the MSOE experience and better meet the life-long learning needs of our constituents. | Barratt/Burdue/Valley/Bergen Ongoing |
2022-23 Strategic Priority - Steering committee has been formed to launch an internal review of existing non-credit bearing opportunities at MSOE; an external review of existing professional schools and centers has been completed; MSOE participated in a forum for local corporate partners to discuss opportunities to support their workforce in April 2023; a business plan, budget, and pro forma was developed for the program; announced an Executive Director for Professional Education and launching a Center for Professional Education (2023). |
| Action: Ensure that blended and online offerings robustly engage students with real-world projects in ways equivalent to the opportunities students have on campus. | Baumgartner/Leitzke Ongoing |
Launched partnership with Everspring (2022) |
| Action: Ensure that all necessary infrastructures and systems are in place for long-term success including systems that stimulate innovation in online and technology-enhanced learning and instruction. |
Baumgartner/Leitzke/Thomas Valley/Thachenkary/Blessing Ongoing |
2022-23 Strategic Priority - Implement Everspring market research study recommendations to develop initial set of high quality online graduate programs (MBA and MSML) and certificates (AI for Emerging Applications, Applied ML, and ML Engineering). Launched certificate and graduate programs (2023). Continue work with Everspring to develop select high-quality online programs driven by market needs. Identify, create, and pilot the right number of high impact UG courses for multi-modal delivery using the Everspring model. Develop systems/procedures to maximize use of existing innovative and collaborative classrooms while a long-term solution is developed. Prioritize the creation of innovative and collaborative classroom learning environments throught the Campus Master Plan. The bookstore has initiated an internal campaign and series of presentations to faculty members about increasing use of digital books with the goal of reaching 16% of course materials being delivered digitally by end of AY 2023. Made a website for Center for Teaching and Learning offered by the CREATE Institute (2023) |