| Strategic Plan Support Areas |
Resource Strategies |
People
(NWCCU Standards 2.A, 2.B, 2.C, 2.D) |
- Policies and practices to strategically increase personnel with growth in enrollment and research (e.g., tenure and non-tenure track appointments, complementary hires, faculty retention [e.g., compensation, career development for minority faculty, recognition programs], progress through rank)
- Comprehensive targeted and general programs for professional development (e.g., grant proposal development and processes, employee mentoring, respectful climate)
- Streamline processes and ongoing training of faculty, staff, and students engaged in grant management, research compliance, and ethical conduct of research
- Expand opportunities for language and culture learning
- Implement on-going assessment of climate
- Manage class size for appropriate pedagogy and balance across faculty roles and responsibilities
- Student success and retention (e.g., success for minority students, time to degree)
|
Facilities
(NWCCU Standard 2.G) |
- Build and remodel targeted space (Moscow Science Building; Boise, Coeur d’Alene, Idaho Falls, Moscow)
- Reduce carbon footprint
- Dedicate space to interdisciplinary programs for student gathering, collaborative research, faculty dialogue
- Increase cooperative lab spaces that can be used across project/program boundaries
- Faculty Club
- Scheduling space to meet all goal areas (e.g., classrooms, labs, meetings
|
Fiscal Resources
(NWCCU Standards 2.A, 2.F) |
- Align resources with strategic initiatives and plan
- Develop a financial model consistent with growth to 16,000 students and $150M in research awards by 2020
- Build strategic educational, research, and technology transfer activities regionally, nationally, and abroad
- All funds budgeting approach (e.g., general education, cash funded activities [e.g., grants and contracts], gifts and donations, corporate grants)
- Financial model to support library acquisitions reflecting growth in enrollment and research
|
Infrastructure and Support Processes
(NWCCU Standards 2.E, 2.G) |
- Clear university and college criteria regarding all forms of scholarship
- Use explicit and transparent decision processes
- Provide infrastructure for statewide delivery (e.g., centers, extension)
- Streamline business practices to improve efficiency and accuracy in support of people, facilities, and fiscal resource strategies (e.g., travel, grant administration, human resources)
- Administrative structures, support, and space to support interdisciplinary work
|
Internal and External Relations and Communications
(NWCCU Standards 2.A, 2.C, 2.F) |
- Policies, practices, and programs to network in state and federal contexts
- Internal and external communication systems, consistent with brand implementation, to inform audiences about current University initiatives (e.g., recognitions and awards, curricular and co-curricular interests, scholarly and creative initiatives, outreach partnerships)
- Develop alumni association activities consistent with university connections regionally, nationally, and internationally
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Assumptions:
- All units will have current strategic plans
- Metrics will be posted for each core theme/goal area. Data sources will be identified and institutionally managed for the core themes/goals, broadly defined, and units will manage data sources when additional definition is included in the unit strategic plan
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