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UMD Strategic Planning Campus Action Plan
Goals and Action Steps
Recommended to Chancellor Black by the UMD Strategic Planning Steering Committee
Approved May 24, 2011
(Target dates for action steps are indicated in parentheses)
Goal 1: Promote integrated curricular, co-curricular, and living-learning undergraduate experiences that achieve UMD’s learning goals and prepare students for lifelong learning, globally engaged citizenship, and success in their academic, personal, and professional lives.
- Initiate campus-wide discussions to develop UMD’s philosophy of teaching and learning, which supports student achievement of UMD’s learning goals (October 2011).
- Establish undergraduate enrollment targets based on capacity to deliver quality programs, student and societal demands, academic preparation of incoming students, and tuition revenue needs (December 2011).
- Identify, prioritize and assess activities, using tools such as the Student Success Strategy Map, that support student achievement of UMD’s learning goals, student success, satisfaction, and graduation rates (May 2012).
- Develop and begin to implement a plan, including benchmarks, to create an integrated globally engaged campus (May, 2012).
- Encourage and support course redesign projects to include active learning strategies, best practices and alternate modes of delivery (December 2011).
- Implement the new liberal education program that meets liberal education goals and contributes to UMD’s learning goals (August 2012).
- Establish a comprehensive plan for learning and teaching support that includes such things as a center of teaching and learning, a writing center, tutoring services, and a library commons area (August 2012).
- Refine and begin to implement a plan to provide effective, individualized academic and co-curricular advising for all students (December 2012).
Goal 2: Create a positive and inclusive campus climate for all by advancing equity, diversity, and social justice.
- Create a campus definition of equity, diversity, and social justice and share these understandings with all students, staff, and faculty (December 2011).
- Implement effective, measurable processes to recruit, retain, and support diverse students, faculty and staff (May 2012).
- Update, implement, and rigorously enforce all policies and procedures that advance cultural diversity and social justice (May 2012).
- Develop and begin to implement a plan to serve indigenous people through the recruitment of students, staff and faculty, the enhancement of curriculum, and partnerships with tribal governments (May 2012).
- Evaluate progress toward and support of diversity and climate initiatives as an explicit part of performance reviews of campus leadership. Conduct a longitudinal survey and assessment of campus climate and diversity initiatives every three years, disseminating results and integrating findings into academic and student life (December 2012).
- Integrate cultural diversity, cultural competence, and social justice topics into the curriculum and campus life, using an enhanced liberal education theme on cultural diversity as a core of this effort (May 2013).
- Develop partnerships with the surrounding community around diversity and social justice initiatives (Immediate and Ongoing).
- Enhance orientation programs and special training opportunities for all members of the UMD community that promote equity, diversity and social justice (Immediate and Ongoing).
Goal 3: Establish UMD as a center of excellence for graduate studies in the Upper Midwest.
- Formalize a policy for Directors of Graduate Studies that outlines expectations of the role and provides appropriate release time and/or support to meet those expectations (December 2011).
- Establish a priority fundraising goal of increasing the number of graduate fellowships (December 2011).
- Provide financial support for the development of proposals for new graduate programs (professional, masters, or “all-university” doctoral programs) that focus on the strengths of UMD as guided by the mission and vision statements (December 2012).
- Perform an analysis of the accreditation and budgetary aspects of developing stand-alone doctoral programs at UMD in specific target areas (December 2012).
- Implement a comprehensive plan to attract, retain, and serve high caliber graduate students (December 2012).
- Enhance the Office of Graduate Education to centralize existing graduate-related services and to expand support systems for graduate students (May 2013).
- Support professional development for graduate students, and the establishment of a graduate student association (Immediate and Ongoing).
Goal 4: Advance UMD’s stature as a major campus for research and creative activities, leveraging our region’s unique natural, human, and cultural resources.
- Promote the UMD definition of research that includes traditional research, creative accomplishment, scholarship of teaching and learning, and scholarship of engagement (December 2011).
- Enhance staffing needed to support Sponsored Projects Administration (SPA). Evaluate the administrative reporting structure to support UMD’s research endeavors in a financially sound manner (May 2012).
- Establish a priority fundraising goal of increasing the number of endowed professorships to attract top faculty with the expectation that they will lead a significant research effort in their college aligned with the vision and mission of UMD (May 2012).
- Increase the visibility of UMD’s research programs, faculty, staff, and students at the local, national, and international level. Promote UMD as the first stop for the local media for cutting edge information and solutions (Immediate and Ongoing).
- Facilitate translational work (patents, start-up companies) in areas that show potential to financially support UMD research and educational efforts (Immediate and Ongoing).
- Encourage undergraduate research in all colleges as an integral way to support undergraduate student education and faculty research (Immediate and Ongoing).
Goal 5: Strengthen ties with Duluth and surrounding communities in an intentional, visible, and mutually beneficial partnership.
- Develop a two-way communication mechanism to keep the community informed about the important and exciting developments at UMD while simultaneously listening to and responding to the input that the community provides to UMD (December 2011).
- Enhance the Office of Civic Engagement to build capacity for an engaged campus and to build partnerships with an engaged community, including development of a downtown presence (December 2012).
- Enhance the ability for all constituencies of the campus to coordinate effective tools by which the community can access resources – a help-line, space accessibility, central ticket office, improved signage, etc. (December 2012).
- Establish a mechanism for identifying and supporting lifelong learning goals of our graduates as well as the broader community (May 2013).
- Recognize and promote civic engagement and community-based research as legitimate scholarly activity (Immediate and Ongoing).
- Develop and communicate a strong and consistent brand and visual identity for UMD (Immediate and Ongoing).
- Embed community-based learning into the curriculum (Immediate and Ongoing).
- Participate in city planning efforts that impact UMD, including the Woodland School campus, the UMD area, community facilities for UMD programs, and off-campus housing for UMD students (Immediate and Ongoing).
Goal 6: Enhance UMD’s infrastructure; technologies; and information, financial, and human resources to support the campus in a sustainable manner.
- Expand the campus master plan to incorporate more depth in sustainable planning issues. These should include effective use of green space, community connectivity, alternate transportation (bike and walking paths) and inclusion of outlying properties (May 2012).
- Establish UMD as an anchor tenant for a regional fiber optic hub, and promote expansion of regional networks that serve our students, faculty, and staff who live or work off campus (May 2012).
- Support the professional development of all employees to learn and use new technologies, skills, and information in support of campus goals (May 2013).
- Examine the overall administrative, governance, and program structure and make appropriate changes to ensure alignment with the strategic plan and campus needs (May 2013).
- Promote effective use of technology and information resources in teaching and learning, research and creative endeavors, outreach activities, and support of University business (Immediate and Ongoing).
- Invest in UMD infrastructure and communication upgrades to more actively promote the athletic, recreational, and cultural opportunities available on and off campus (Immediate and Ongoing).
- Renovate and upgrade learning, athletic, social, recreational and living spaces in and around campus, making use of the campus master plan as a guide (Immediate and Ongoing).
- Reduce campus greenhouse gas emissions in line with the UMD Energy Action Plan (Immediate and Ongoing).
- Infuse the concept and application of sustainability into our curriculum and co-curriculum, our research activities, and our use of facilities (Immediate and Ongoing).
- Develop financial and operational models to provide data to inform resource allocation (Immediate and Ongoing).
On April 29, 2011 the UMD Strategic Planning Steering Committee unanimously recommended this campus action plan to Chancellor Black for implementation. After reviewing comments received from the campus community from May 3-May 20 and making minor modifications, Chancellor Black approved this Campus Action Plan on May 24, 2011.