| Objective S.1: Human Resources. Attract, develop and retain the best faculty and staff
to achieve our MSU mission. |
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| Metric S.1.1: By 2019, increase the average MSU staff salary to the representative
peer market average. |
100% |
Create list of peer institutions for benchmark data. |
Create list of peer institutions for benchmark data. |
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Fastnow |
| Metric S.1.2: By 2019, increase the average MSU faculty and administrative salary
to 80% of the representative peer market average. |
80% |
Create list of peer institutions for benchmark data. |
Create list of peer institutions for benchmark data. |
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Fastnow |
| Metric S.1.3: By 2019, faculty and staff participation in professional development
opportunities will increase 20%. |
Increase 20% (baseline not determined) |
Fund Center for Faculty Excellence at 0.5% of faculty salaries. |
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Fund Center for Faculty Excellence at 0.5% of faculty salaries. |
Provost |
| Metric S.1.3 |
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Double the number of faculty who are supported for professional development and leadership
opportunities. |
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Double the number of faculty who are supported for professional development and leadership
opportunities. |
Provost/HR |
| Objective S.2: Physical Resources. Enhance aesthetic appeal and functional quality
of our MSU physical resources to support high quality learning, research and work
environments. |
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| Metric S.2.1: By 2019, all university classrooms and scheduled learning spaces will
utilize current educational technologies and environments to meet the needs of a variety
of educational experiences, to enhance student learning outcomes. |
tier 3 or higher-10 percent; tier 2- 70 percent; tier 1-10 percent; and tier 0–10
percent. |
Use OTO funds to augment classrooms upgrades, including furniture. |
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Provost |
| Metric S.2.2: By 2019, MSU will increase accessibility to campus facilities, in accordance
with the Campus ADA Transition. |
Increased per ADA plan |
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| Metric S.2.3: By 2015, MSU will develop and implement a comprehensive master plan. |
Plan developed |
Participate in University process to ensure appropriate instructional space is allocated. |
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Provost |
| Objective S.3: Economic Resources. Increase and effectively allocate resources in
support of the MSU Strategic Plan. |
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| Metric S.3.1: By 2019, budgeting processes will reflect alignment with the MSU strategic
plan. |
Aligned budgets at all levels |
Realign budgets with strategic plan (operations, track hires against enrollment). |
Implement a process for faculty position planning by 2015. Acquire better data for
tracking strategic budget alignment. |
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Provost |
| Metric S.3.1 |
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Review faculty activity/productivity reporting for strategic plan alignment. |
Purchase a faculty productivity database for data comparison to inform the strategic
alignment of research metrics. |
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Singel |
| Metric S.3.2: Efficiency and effectiveness of mission support processes will show
improvement by 2019. |
Baseline and measures to coincide with Open MSU |
Automate grade entry from D2L to Banner. |
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Registrar |
| Metric S.3.2 |
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Develop centralized funding for group licensing of expensive software packages/licenses. |
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CIO |
| Metric S.3.3: By 2019, fiscal resources will increase in support of the MSU Strategic
Plan. |
Explicit targets not established |
Achieve goal of 50% of instructional expenditures to AA. |
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Provost |
| Objective S.4: Environmental Resources. Promote sustainable stewardship and a culture
of resource conservation at MSU. |
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| Metric S.4.1: MSU will achieve a 20% reduction in Greenhouse Gas Emissions (GHG) from
2009 levels by 2025. |
From 77375 MT CO2e to 61900 MT CO2e |
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| Metric S.4.2: MSU will achieve a 25% increase in waste diverted from landfill from
2010 levels by 2020, in addition to implementing a campus wide source reduction and
responsible purchasing policies. |
From 1866 tons to 1400 tons delivered to landfill |
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