Commitment to Being Extraordinary: Progress to Date
This page will be periodically updated with our progress on the strategic plan priorities.
Commitment to Being Extraordinary
| Strategies & 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 and implement strategies for improving diversity in applicant pools for faculty and staff searches. | Ploeckelman/Mitchell In progress |
HR utilizes diverse demographic publications, advertising streams; HR is posting on DiversityJobs.com and consistently reviewing; DEIB Committee is reviewing faculty/staff recruitment; This is also included in the DEIB Strategic Plan. |
| Action: Develop a more robust exit interview process to gather data on reasons for departure including reasons related to culture, equity and inclusion. | Ploeckelman/Mitchell In progress |
Benchmarking other institutions and their exit survey strategies. |
| Action: Develop robust faculty and staff onboarding and mentorship programs. | Baumgartner 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: Develop, fund and support programs that align with local K-12 schools and community organizations for recruiting and retaining underrepresented populations. | Mitchell/Snow/Ross/Sabel/Meyer In Progress |
Launch of All-in MKE partnership; Exploring academic partnerships with K12 high schools and local organizations to drive student retention and success; Established a relationship with Marquette University EOP and Boys and Girls Clubs of Greater Milwaukee |
| Action: Establish programs that celebrate diverse cultures and backgrounds and those that encourage inclusion. | Mitchell In Progress |
Programming being facilitated through Multicultural Affairs. |
| Action: Increase awareness around diversity and inclusion efforts across campus. | Mitchell Completed |
Launching the DEIB Strategic Plan website in Fall 2022; Programming being facilitated through Multicultural Affairs. |
| Action: Continue to leverage co-curricular and extra-curricular programs that support students in their physical, social and emotional well-being | Baumgartner/Valley Ongoing |
E-sports 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 IT plan, provide priority recommendations, and implement as appropriate. | Walz In Progress |
A team has been assembled to begin creation of a masters facilities plan. (Fall 2022) |
| Action: Conduct regular safety and security assessments for the campus; provide recommendations for improvements; schedule and implement as appropriate. | Valley/Fyfe In Progress |
Department of Public Safety opened new office increasing visual presence on-campus (Fall 2022); Updated Rave Alert policy (Fall 2022). |
| Strategy: Expand fundraising to ensure our sustainability and advance our strategic mission. | ||
| Action: Build a campus culture of philanthropy. | Snow In progress |
Engaging faculty/staff, and building grassroots programming for students. Partnering with Admissions to create a parents platform. Implemented crowd-funding. Call program housed internally and use student callers. First faculty/staff giving program. Consider a more specific strategic plan in this area. Annual Giving Campaign - 10% of 2021 graduates gave to the campaign. Giving Day. |
| 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. |
| Strategy: Align our institutional structure and governance with our mission, vision and values to support our culture. | ||
| Action: Support and recognize effective teaching and service to diverse student populations by ensuring faculty and staff have the knowledge and tools they need to meet students’ needs in multiple modalities. | Leitzke/Mitchell/Ross/Windorski In progress |
Financial completion award and summer stipends need funding; PEAS integration works through Fac Council/Senate; Coordinating with DEIB strategic planning; Engaged Dr. Underwood on Winter Faculty Development in Winter Quarter |
| Action: Implement digital and virtual tools in ways that promote diversity, equity and inclusion, and reflect MSOE values. | Mitchell/Ploeckelman/Leitzke In progress |
Online Training Program; CREATE integrates DEIB tools into their programming. |
| Action: Strategically recruit diverse candidates at all levels of the organization, from the leadership and the Board of Regents throughout the university, to align with MSOE’s values and Diversity and Inclusion strategies. | Mitchell/Ploeckelman/Snow In progress |
Require DEIB-related training for all invloved in the hiring process; specifically those impacting final hiring decision; Identify and foster recruiting partnerships with doctoral granting institutions serving underrepresented communities to develop faculty hiring pipelines; Expand where and how we post job openings through professional conferences, organizations, to reflect our academic and non-academic units on campus; Review new position requests and postings for inclusive language |
| 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, sustainable and customer-focused operations business model to fulfill our commitments and provide exceptional service to others consistent with our mission, values and culture. |
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| Action: Evaluate and identify options that provide employees with schedule flexibility, where possible, that supports a meaningful balance between on-campus and a virtual work life. |
Ploeckelman |
Implemented Remote Work Policy (2022). |
| Action: Perform an annual review of the target enrollment levels and create a financial aid plan that supports the university’s strategies and priorities. |
Matson/Valley |
Ralph Noel Levitz engagement. |
| Action: Identify and implement the systems necessary to support electronic document management and paperless records retention to support efficient work processes and meet the needs of students, faculty and staff engaging with the university remotely. |
Matson/Thomas/Reuter |
Identify and implement a better software tool for recording time keeping and PTO; Review, revise, and communicate policies for credit cards, travel, and alcohol; review allowed uses for credit cards; review card limits and uses; research reporting efficiencies and potential new card providers; Review and improve process and software used to pay MSOE; Launching Othot to support more efficient distribution of financial aid awards |
| 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. |
Baumgartner |
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. | Matson 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. |