Anchor our interdisciplinary identity in research.
Enhance research to complement our interdisciplinary identity and to build collective strength in core areas.
Strengthen our scholarly reputation.
Learning and Persistence (Undergraduate)
Improve undergraduate learning and persistence.
Promote high impact educational practices, including undergraduate research, clubs, internships, and study abroad/study away, that foster commitment to higher learning and student success.
Expand the number of offerings and support for student engagement with these experiences.
Track student engagement through experiential learning.
Identify and dismantle barriers to success, reasons for disparate persistence and graduation rates, and opportunity gaps for students.
Increase the utilization of EASE reports to identify at-risk students and develop ways to support them.
Develop best practices for student engagement with Artificial Intelligence.
Track student career placements by field.
Identify curriculum changes that can improve student learning, including the integration of our shared values into our curriculum through new and existing coursework.
Promote the use of evidence-based study-skills in lower-level classes that can set our students up for success throughout their time at MSU and beyond.
Learning and Persistence (Graduate)
Provide an exceptional graduate educational experience across our programs for all students that prepares them for postgraduate success.
Promote student success through high quality mentorship.
Promote professional development in the master’s and doctoral programs by seeking student and faculty feedback to guide our professional development seminar series.
Promote professional development seminars connected to professional careers related to our online master’s programs.
Bring high-impact scholars from peer PhD programs to campus to enhance social networking among our PhD students.
Increase recruitment into our graduate programs.
Reduce identified opportunity gaps and maintain high graduation rates.
Improve faculty engagement with EASE and non-attendance reports to assist with student persistence.
Ensure course offerings meet the demands of the student body seeking a range of career opportunities.
Continue efforts to decrease time-to-degree across our graduate programs.
Increase prestige/ranking of graduate programs.
Promote doctoral students entering the academy at “high-quality placements”.
Expand the tracking of graduate student placements.
Provide contemporary professional content and evidence-based policy applications in online graduate programs.
Community Building
Maintain our commitment to build community in all SCJ activities.
Regularly assess and identify student outcomes (grades, learning outcomes, retention, and time to graduation).
Enhance our faculty and staff through the recruitment of people from a variety of backgrounds and perspectives to improve our standing in the field as thought leaders and educators.
Work through College and University recruitment resources, such as the Dean’s Research Associates Program, Dean’s Senior Scholar Program, and the University’s Global Impact Initiative.
Work to improve and maintain faculty and staff retention and experiences through the co-creation of a culture of trust and free expression and enforce the College Code of Conduct.
Host workshops and trainings to prepare our community for challenging conversations.
Engage in mentorship training.
Use ongoing data driven assessments to create strategies, outcomes, and metrics to address community engagement.
Work to ensure SCJ educational activities are accessible to all members of the School.
Increase enrollment and success in all degree programs for all student groups.
Create a targeted recruitment plan to increase all graduate student prospects, applicants, admits, and enrollees.
Strengthen the School’s ability to attract and meet the needs, goals, and aspirations of dynamic undergraduate students from all backgrounds.
Expand scholarships and funding opportunities to meet the needs of our student body.
Across degree programs, co-create a culture of trust and free expression and enforce the College Code of Conduct and encouragement of inclusive behaviors.
Enhance quality of the student experience by strengthening their relationship with the School.
Expand the undergraduate “Welcome to the Major” (Colloquium) event by hosting an Open House in Baker Hall to introduce new students to their academic home (students, staff, and faculty).
Monthly promotions of CJ faculty and student research – highlighted throughout Baker Hall along with a hosted coffee hour to build relationships and promote community.
Promote student engagement in School clubs and organizations.
Increase student participation in regular feedback on the School.
Leverage our investment in the student success team of dedicated undergraduate, graduate, and career advisors to facilitate success.
Increase access to experiential learning opportunities through internships, research, and study abroad/study away programs.
Improve communications with our student body through a targeted social media plan to better communicate important School activities and highlight the School’s efforts to build community.
Community Engagement
Establish and manage an official SCJ presence in social networking platforms to support engagement and relationship management.
Utilize social media to promote our research and education to engage stakeholders.
Engagement with external constituents (alumni and policy makers).
Expand opportunities for professional development and continuing education for practitioners.
Mine LinkedIn for CJ Alumni with emphasis on breadth of experience and variety in professional background and life experience, request connection, and add to internal Client Relationship Management system (CRM).
Connect alumni to engagement opportunities including mentoring, job shadow, hiring, hosting site visits, faculty/industry research partnerships, grant collaborations, and class presentations.
Increase student engagement with alumni from all backgrounds.
Expand relationships with employers and internship providers.
Inventory existing employer contacts and transfer to CRM to create a central data location accessible to CJ faculty and staff for relationship development.
Develop a top-tier employer list and enhance relationships to increase engagement and placements.
Utilize employer evaluations to support student learning and skill development assessments.
Increase the number and variety of community-engaged learning experiences for undergraduate students.
Spotlight our students who receive scholarships to increase the awareness of available funding.
Develop more award opportunities for students and alumni.
