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 Ongoing |
HR utilizes diverse demographic publications, advertising streams; HR is posting on DiversityJobs.com and consistently reviewing; DEIB Committee is reviewing faculty/staff re ruitment; This is also included in the DEIB Strategic Plan; Ploeckelman and Mitchell participated in a two-day visit to Rochester Institute of Technology to gather best practices from members of the RIT Community on the Future Faculty Career Exploration Program. The purpose of the visit was to learn about new opportunities to diversify the applicant pool at MSOE. A similar approach at MSOE would create awareness of MSOE, the culture of the work environment and the creation of a pipeline of future faculty through PhD programs focused on areas of STEM. |
| Action: Create procedures, practices and processes that deepen the sense of belonging amongst faculty and staff members and support their personal and professional growth. |
Ploeckelman/Mitchell/Villegas Ongoing |
The Faculty and Staff Diversity Council have researched best practices and developed a framework for Employee Resource Groups (ERGs) for MSOE employees. The target to launch is Fall of 2024. Launched onboarding and Mentorship Program; CREATE Brown Bag Conversations; Developed a Paid Parental Leave Policy; Remote Work Policy established |
| 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 Ongoing |
Benchmarking other institutions and their exit survey strategies. |
| 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 Ongoing |
Launching the Rising Raiders Scholars Program in the summer of 2024. A position will be hired to support the new program. 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: Leverage co-curricular and extra-curricular programs that support all students in their physical, social and emotional well-being. | Mitchell/Villegas/Valley Ongoing | Music was added as a co-curricular; A Black Student Union is forming and additional sports have been added. E-Sports teams; coaches secured and teams are now practicing in newly created spaces. Additional Women's Sports have been added (2023) |
| Action: Establish programs that celebrate diverse cultures and backgrounds and those that encourage inclusion. | Mitchell Ongoing |
Programming being facilitated through Multicultural Affairs; Advancing the DEIB Strategic Plan alongside ET - Speaker Series; In alignment with the DEIB Strategic Plan the Faculty and Staff DEI Council launched the first DEIB Speaker Series this semester. The purpose of these events is to enhance services and practices that support an inclusive organizational culture (Goal 2, Action K). This semester’s speakers include Palo Peredes, EPC Director at Rockwell Automation and Board of directors at Latino Arts, Inc. Bex Streit, Coordinator at the Milwaukee LGBT Community Center and Michael Skenadore, President and CEO of Menominee Tribal Enterprises. |
| Action: Increase awareness around diversity and inclusion efforts across campus. | Mitchell Ongoing |
Launched DEIB Strategic Plan Website (2022); continued training and education for faculty and staff members; Leadership Team training occurred in Spring 2023; |
| 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/Williams/Barsokine/Thomas Ongoing |
A team has been assembled to begin creation of a masters facilities plan (Fall 2022). Conducted Level 1 campus-wide energy systems audit; developing energy conservation implementation plan. Opened new Patricia E. Kern Conservatory of Music. |
| Action: Conduct regular safety and security assessments for the campus; provide recommendations for improvements; schedule and implement as appropriate. | Williams/Fyfe/Oszuscik Ongoing |
Department of Public Safety opened new office increasing visual presence on-campus (Fall 2022); Updated Rave Alert policy (Fall 2022); Lighting Assessment (2023); benchmarking study completed; design for a pilot installation of installed new exterior lighting at MLH (2023); working on next exterior lighting project at Grohmann Tower; designing pedestrian street extensions (i.e., sidewalk bump-outs); reorganized Public Safety Department into the Campus Infrastructure Division; installing interior locks so that all scheduled classrooms and laboratories can be locked from the interior. |
| Action: Develop and deploy flexible teaching spaces and technologies that are current with modern solutions, support and enhance experiential learning, and align with our values of collaboration and innovation. | Williams Ongoing |
Installed A/V equipment in Grohmann Museum and Grohmann Tower conference rooms to create a fully hybrid space for teaching and meetings (2023); Created new User Experience area in CC202. Updated Rooms Scheduling software database. |
| 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 Ongoing |
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 Ongoing |
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. |
| 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. | Mitchell Ongoing |
2022-23 Strategic Priority - 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. Members of the Student Affairs Team have presented to the MSOE Community through the CREATE Institute, to support faculty, staff and students. Topics include: Working with Neurodiverse Students and Supporting First-generation students. |
| Action: Implement digital and virtual tools in ways that promote diversity, equity and inclusion, and reflect MSOE values. | Mitchell/Ploeckelman Ongoing |
Online Training Program; CREATE integrates 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 Ongoing |
2022-23 Strategic Priority - Require DEIB-related training for all involved 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; Spring 2023 Leadership Team training shared with campus (2023); Mitchell and Ploeckelman participated in a two-day visit to Rochester Institute of Technology to gather best practices from members of the RIT Community on the Future Faculty Career Exploration Program. The purpose of the visit was to learn about new opportunities to diversify the applicant pool at MSOE. A similar approach at MSOE would create awareness of MSOE, the culture of the work environment and the creation of a pipeline of future faculty through PhD programs focused on areas of STEM. |
| 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 faculty pay best practices compared to MSOE’s macro/micro-load model and move to a system that is fairer and less complex. |
Baumgartner |
Revisit the committee report following the semester conversion (2023) |
| Action: Leverage revenue opportunities, optimize infrastructure, and streamline processes to generate cost savings and optimize use of time. |
Matson/Scholz/Bergen |
2023-24 Strategic Priority - Implement J1 Advising; Launched an energy audit focused on optimization and generation of electricity (2023); Strategic Investment Fund (2023) |
| 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 |
Ruffalo Noel Levitz Engagement |
| Action: Evaluate key business processes to identify and implement improvements and efficiencies where possible. |
Matson |
Redesigning the budget planning process as it relates to the long-term planning fiscal responsibility of the institution and the delivery of education. |
| 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 |
2022-23 Strategic Priority - 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; Launched Othot to support more efficient distribution of financial aid awards; CashNet Implementation (2023) |
| 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). |