Strategic Plan Beginning 2018
College of Arts & Letters
STRATEGIC PLAN 2018-19
Note: References to ISU Core Themes have been placed in parentheses following each Objective.
*Indicates data will be collected only at the college level.
GOAL ONE: TEACHING
The College faculty provides opportunities for students to engage in learning through quality and innovative pedagogies in diverse settings, including traditional classroom settings, individual instruction, online courses, and relevant career training.
Objective 1.1: Promote high quality faculty instruction (Learning and Discovery)
Indicator 1: *Amount of funds available for faculty development, including sabbaticals
Indicator 2: *Amount of funds available for recruitment of new faculty, including startup packages
Indicator 3: Percentage of faculty receiving satisfactory teaching evaluations
Action Strategy: Work to enhance resources for faculty development, faculty recruitment, and technology; increase teaching evaluation responses and improve quality of teaching evaluations, sponsor and promote pedagogical training workshops and pedagogical peer mentoring.
Objective 1.2: Nurture graduate study in the College (Learning and Discovery; Access and Opportunity)
Indicator 1: Number of graduate students enrolled
Indicator 2: Number of graduate assistantships awarded
Indicator 3: GPA scores for applicant pool of incoming graduate students
Action Strategy: Work to enhance resources for more GTAs, RAs and fellowships; continue expanding 3+2 options and seek similar opportunities with other institutions, track graduate student placements, increase quality of applicant pool as measured by incoming GPA scores.
Objective 1.3: Enhance student opportunities to be involved in research and creative activities, including internships and externships (Learning and Discovery; Access and Opportunity)
Indicator 1: Number of undergraduate and graduate students partnering with faculty for research and creative activities (measured in student authored articles, co-authored articles, presentations, posters, performances, etc.)
Indicator 2: Number of students with internships and externships
Action Strategy: Encourage utilization of CPI funds and develop other funds to support student travel, research and creativity activities. Build alumni and community connections to improve learning opportunities for students.
GOAL TWO: RESEARCH AND CREATIVE ACTIVITIES
The College faculty engages in research and creative activities.
Objective 2.1: Support continuing faculty development in research and creative activities (Learning and Discovery)
Indicator 1: Number of quality faculty publications and creative activities
Indicator 2: Amount of grants funds generated from grant submissions
Indicator 3: Number of faculty course releases for scholarly projects and creative activities
Indicator 4: *Amount of funds available for faculty travel
Indicator 5: Faculty recognition and awards
Action Strategy: Work to enhance resources for faculty research development, course releases, and faculty travel
Objective 2.2: Promote faculty collaboration in research and creative activity.
Indicator: Number of activities that involve faculty in multiple disciplines (e.g., Humanities Café, Science Café, research symposiums, joint funded research like EPSCOR)
Action Strategy: Promote interdisciplinary events and products
GOAL THREE: PROFESSIONAL SERVICE
The College faculty utilize knowledge and skills to serve the University, community, region, nation, global community, and their discipline.
Objective 3.1: Develop faculty leadership
Indicator 1: Number of faculty who serve as chair of a committee, council, program, or department
Indicator 2: Number of faculty serving in a college-wide elected position (e.g., Faculty Senate, Executive Committee)
Action Strategy: Encourage and support faculty to participate in leadership training
Objective 3.2: Continue to deliver faculty professional services to the community and beyond (Community Engagement and Impact)
Indicator: Number of faculty engaged in community presentations and similar events
Action Strategy: Encourage, recognize, and reward faculty engaging in community service
Objective 3.3: Continue to deliver faculty service and leadership within their academic disciplines (Community Engagement and Impact)
Indicator 1: Number of faculty in significant leadership positions within a professional association in their discipline
Indicator 2: Number of faculty serving on editorial boards, or as a peer reviewer or adjudicator
Action Strategy: Encourage and reward faculty to serve in leadership roles in their discipline
GOAL FOUR: IDENTITY AND PUBLIC RELATIONS
Consistent with the core theme of Idaho State University, the College promotes community engagement with its activities to increase visibility and viability.
Objective 4.1: Engage in effective fundraising at the College level (Community Engagement and Impact)
Indicator: Amount of funds raised
Action Strategy: Pursue opportunities for fundraising events, such as the New Year’s Eve Gala
Objective 4.2: Continue and further develop effective student recruitment and retention efforts (Access and Opportunity)
Indicator 1: Percentage increase in student credit hours
Indicator 2: *Number of faculty visits to high schools and their communities as part of Liberal Arts High.
Action Strategy: Pursue hiring a permanent director for marketing and recruitment; continue to enhance student advising
Objective 4.3: Continue the commitment to the cultural, social, and economic health of the community, region, and state (Community Engagement and Impact)
Indicator: Number of public events sponsored by the College and its departments
Action Strategy: Encourage and support public events within the College; Pursue hiring a permanent director for marketing and recruitment