Achieving our mission and delivering on the bold commitments in this plan requires us to be extraordinary. For us, being extraordinary means delivering a customer-focused university experience built on our dedication to our community and the campus where we live, learn and work.
Strategies
Strategy 1: Recruit, develop and retain outstanding faculty and staff who share our core values and who are committed to personal and professional growth.
| Actions |
| a. Develop and implement strategies for improving diversity in applicant pools for faculty and staff searches. |
| b. Create procedures, practices and processes that deepen the sense of belonging amongst faculty and staff members and support their personal and professional growth. |
| c. Develop a more robust exit interview process to gather data on reasons for departure including reasons related to culture, equity and inclusion. |
| d. Designate an ombudsperson to serve as a neutral, confidential resource for everyone in the MSOE community. |
Strategy 2: Recruit and retain a diverse and inclusive student population that is committed to personal and professional growth.
| Actions |
| a. Develop, fund and support programs that align with local K-12 schools and community organizations for recruiting and retaining underrepresented populations. |
| b. Leverage co-curricular and extra-curricular programs that support all students in their physical, social and emotional well-being. |
| c. Share professional development resources with faculty and staff in order to ensure course structures and academic programs meet the needs of a multitude of students. |
| d. Establish programs that celebrate diverse cultures and backgrounds and those that encourage inclusion. |
| e. Increase awareness around diversity and inclusion efforts across campus. |
| f. Develop programs for providing technology resources to economically disadvantaged students. |
Strategy 3: Implement visionary and comprehensive plans for campus buildings, instructional technologies, and information systems.
| Actions |
| a. Perform annual review of the master facilities plan and IT plan, provide priority recommendations, and implement as appropriate. |
| b. Conduct regular safety and security assessments for the campus; provide recommendations for improvements; schedule and implement as appropriate. |
| c. 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. |
| d. Provide effective technology, tools and training for everyone in our community to meet the needs of an evolving learning and working environment. |
Strategy 4: Expand fundraising to ensure our sustainability and advance our strategic mission.
| Actions |
| a. Engage development personnel, president and Board of Regents to create fundraising strategies that engage multiple stakeholder groups and advance strategic initiatives. |
| b. Build a campus culture of philanthropy. |
| c. Develop a comprehensive fundraising campaign aligned with the priorities in this plan. |
Strategy 5: Align our institutional structure and governance with our mission, vision and values to support our culture.
| Actions |
| a. 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. |
| b. Implement digital and virtual tools in ways that promote diversity, equity and inclusion, and reflect MSOE values. |
| c. 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. |
Strategy 6: 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.
| Actions |
| a. Evaluate faculty pay best practices compared to our macro/micro-load model and move to a system that is more fair and less complex. |
| b. Leverage revenue opportunities, optimize infrastructure, and streamline processes to generate cost savings and optimize use of time. |
| c. Perform an annual review of the target enrollment levels and create a financial aid plan that supports the university’s strategies and priorities. |
| d. Evaluate key business processes to identify and implement improvements and efficiencies where possible. |
| e. 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. |
| f. Create up-to-date process documents and provide training to applicable faculty and staff as processes are streamlined. |
| g. Develop an enterprise risk management program. |
| h. 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. |
The KPIs to Measure Our Commitment:
