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 (2023); HR is posting on DiversityJobs.com and consistently reviewing (2023); Gather best practices from RIT Community on the Future Faculty Career Exploration Program (Ploeckelman/Mitchell - 2023) |
| 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 Ongoing |
DEIB Faculty/Staff Ambassador Training Series (lunch and learns) (2024); The Faculty and Staff Diversity Council have researched best practices and developed a framework for Employee Resource Groups (ERGs) for MSOE employees (2024); Launched onboarding and Mentorship Program (2023); CREATE Brown Bag Conversations (2023); Developed a Paid Parental Leave Policy (2022); In addition to the exit interviews, a Qualtrics survey goes out to all employees (faculty and staff) who resign (2022) |
| 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 (2023) |
| Action: Designate an ombudsperson to serve as a neutral, confidential resource for everyone in the MSOE community. | Matson/Mitchell Ongoing |
Introduced new whisteblower process (2024); Launched Bias Incident Reporting process (2024) |
| 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 |
A framework was developed for the Rising Raiders Scholars Program (2024); The program was shared with donors (2024); A position to support the program was developed and approved to hire (2024); Student Affairs engages corporate and community partners and schools through student organizations including NSBE, SWE, etc., as well as cohort programs such as the NACME Summer Bridge Program; Johnson Controls Scholars, the American Family Scholars Program, All-in Milwaukee, and the Rising Raiders Scholars |
| Action: Leverage co-curricular and extra-curricular programs that support all students in their physical, social and emotional well-being. | Villegas/Mitchell/Valley Ongoing | Two new residence hall directors have been hired (2024); Music added as a co-curricular and now researching how to add an academic component (2024); Opened the new Patricia E. Kern Music Conservatory (2024); NSBE, SHPE, SWE, Kappa Sigma MU (sorority), AASU, Veterans Organization; additional women's sports have been added (2024); Opened the new Campus Center Game Room (3rd Floor) (2023); Developed a creative space outlet in the basement of the Grohmann Museum (2023); E-Sports teams are formed, coaches secured and teams are now practicing in newly created space (2022) |
| Action: 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. | Villegas/Baumgartner Ongoing |
Annual Kick-Off Celebration emphasizes culture and values; Annual Holiday Gathering celebrates community and culture; Faculty on-boarding provides overview of values and culture; End-of-Year Gathering celebrates teaching excellence and service; Staff performance evaluations focus on the integration of values in defined objectives and goals; President's Learning Series has placed a significant focus on strengthening community and culture; CREATE (Brown Bag Sessions, Faculty Development Sessions, etc.); Core Learning Outcomes approved (2024); Faculty and staff on-boarding focused on the six values hosted for every new employee (2022); |
| Action: Establish programs that celebrate diverse cultures and backgrounds and those that encourage inclusion. | Mitchell Ongoing |
Programming being facilitated through Multicultural Affairs (2024); In alignment with the DEIB Strategic Plan the Faculty and Staff DEI Council launched the first DEIB Speaker Series this semester (2024) -- the purpose of these events is to enhance services and practices that support an inclusive organizational culture (Goal 2, Action K). Speakers include Palo Peredes, EPC Director at Rockwell Automation and Bord 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 (2024); Tuesday Tea, Culture Uncovered; Kente Ceremony, EXITO Ceremony, Multicultural Student Graduation; The "W. Wallace Cannon Jr. Alumni Society” was developed to bring together Black alumni through opportunities to engage with the university socially and professionally and provide a connection between alumni and current students (2024) |
| Action: Increase awareness around diversity and inclusion efforts across campus. | Mitchell Ongoing |
Presentation at HLC open pathway project focused on DEIB (2024); Food for Thought Event (2024); Launch of new DEIB Strategic Plan Website (2023); continued training and education for faculty and staff members (2023) |
| Action: Develop programs for providing technology resources to economically disadvantaged students. | Williams Ongoing |
All students receive a laptop through MSOE (2022) |
| 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 |
Locker Room Buildouts (2024); Mellowes Hall (2024); Planning for Innovation Center (2024); acquired the Knapp Street Building and pivoted to leasing (2024); Expansion of Women's Hockey Locker Room (2024); Campus Center Energy Efficient Lighting Installation (2024); Conducted Level 1 campus-wide energy systems audit (2024); developing energy conservation implementation plan (2024); IT Phone Conversion; J1 Web; Budget module; TCP Conversion; Advising module (2024); Opened new Patricia E. Kern Conservatory of Music (2023); Created a masters facilities plan (2022) |
| Action: Conduct regular safety and security assessments for the campus; provide recommendations for improvements; schedule and implement as appropriate. | Williams/Fyfe/Oszuscik Ongoing |
Substantial completion of all physical changes to campus security as recommended by Cosecure (2024); installing interior locks so that all scheduled classrooms and laboratories can be locked from the interior (2024); Lighting Assessment (2023); benchmarking study completed (2023); design for a pilot installation of installed new exterior lighting at MLH (2023); working on next exterior lighting project at Grohmann Tower (2023); designing pedestrian street extensions (i.e., sidewalk bumpouts) (2023); reorganized Public Safety Department into the Campus Infrastructure Division (2023); Department of Public Safety opened new office increasing visual presence on-campus (2022); Updated Rave Alert policy (2022) |
| 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 |
User Experience Program Area in CC202 (2024); RCAS Buildout in Library (2024); Opening of the Kern Conservatory (2023); Installed A/V equipment in Grohmann Museum and Grohmann Tower conference rooms to create a fully hybrid space for teaching and meetings (2023); Updated Rooms Scheduling software database |
| Action: Provide effective technology, tools and training for everyone in our community to meet the needs of an evolving learning and working environment. | Williams/Baumgartner Ongoing |
Maintaining current standards in classroom network and teaching technologies |
| 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 |
Professionalized office, process, policy, hiring, and procedures (2024); Added the 10th anniversary reunion for Summer in the City (2024); Moved phone-a-thon in house (2023); Hired new donor relations/stewardship person (2023); Established alumni affinity groups, including the W. Wallace Cannon Jr. Alumni Society (2024); Relaunched MSOE Homecoming (2023); Continued fundraising targeting campus priorities (2022); developing alumni leader opportunities (e.g. CREATE engages opportunities for Alumni mentors in student-based projects); Instituted a corporate board structure, including bi-laws and an emphasis on drawing from diverse professional backgrounds |
| Action: Build a campus culture of philanthropy. | Snow Ongoing |
Engaging faculty/staff, and building grassroots programming for students (2022); Partnering with Admissions to create a parents platform (2022); Implemented crowd-funding (2023); First faculty/staff giving program (2022); Annual Giving Campaign - 10% of 2021 graduates gave to the campaign |
| Action: Develop a comprehensive fundraising campaign aligned with the priorities in this plan. | Snow Ongoing |
Pre-campaign research; Strategic priorities defined at the Regent-level |
| 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 |
Faculty (1) and Staff (2) Advocacy Award (2024); Faculty receive professional development funds for their engagement as faculty advisor in Senior Design Scholars program (2024); CREATE facilitated a DEIB reception for faculty ambassadors, including how to better support senior design teams (2024); Twice Annual DEIB training for faculty and staff (2024); 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 (2023) |
| 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; Faculty and staff DEI Council articulate their goals annually on the MSOE DEIB website and continues to publicize the efforts of the university that support and promote the DEIB Strategic Plan, and Extraordinary Together. |
| 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 |
Recommendations include: (1) Require DEIB-related training for all involved in the hiring process and, specifically those impacting final hiring decision; (2) Identify and foster recruiting partnerships with doctoral granting institutions serving underrepresented communities to develop faculty hiring pipelines (see RIT Future Faculty Career Exploration); (3) Expand where and how we post job openings through professional conferences, organizations, to reflect our academic and non-academic units on campus; (4) Review new position requests and postings for inclusive language. Faculty and staff DEI Council articulate their goals annually on the MSOE DEIB website and continues to publicize the efforts of the university that support and promote the DEIB Strategic Plan, and Extraordinary Together. |
| 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 |
Workload policies and practices to be addressed by faculty senate (2025) |
| Action: Leverage revenue opportunities, optimize infrastructure, and streamline processes to generate cost savings and optimize use of time. |
Matson/Bergen |
Launched an energy audit and optimization and generation of electricity (2023); Launched the 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 |
Graduate Enrollment Steering Committee (2024); Undergraduate Enrollment Steering Committee (2022); Ruffalo Noel Levitz (2021) |
| Action: Evaluate key business processes to identify and implement improvements and efficiencies where possible. |
Matson |
Redesigning the budget planning and tracking process as it relates to the long-term planning fiscal responsibility of the institution and the delivery of education (2024); Launched Roscoe Raider ChatBot (2024); All payment systems are being inventoried; some payment systems will need to be PCI compliant (2024); University Advancement is utilizing PowerAutomate to develop donor profiles more efficiently (2023); |
| 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 |
Review allowed uses for credit cards (2024); review card limits and uses (2024); research reporting efficiencies and potential new card providers (2024); Identify and implement a better software tool for recording time keeping and PTO (2023); Review, revise, and communicate policies for credit cards, travel, and alcohol (2023); Review and improve process and software used to pay MSOE - TransAct (2023); Launching Othot to support more efficient distribution of financial aid awards (2023); Implement record retention policy (2022) |
| Action: Create up-to-date process documents and provide training to applicable faculty and staff as processes are streamlined. |
Ploeckelman/Baumgartner |
Processes are consistently evaluated and updated; As procedures and policies are updated, information is disseminated to the appropriate audiences (2024) |
| Action: Develop an enterprise risk management program. |
Matson |
We are pursuing enhanced cyber insurance coverage from more carriers than in previous years. We will have enhanced coverage in place on December 1st (2024) |
| 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 |
Established a work from home policy to support flexible scheduling (2023) |