Committees (as of Spring 2019)

*Note: the objectives and themes described below are still in a draft state, and have not been finalized.*

Theme I: Build educational programs to support student needs

Objective 1 - Educate: Establish educational opportunities that address student needs and meet occupational demand.

Committee Co-Chairs: Joy Honea & Becky Lyons

Meeting Time and Location: Every other Friday from 10:30 to 11:30am (SUB Bridger Room)

»» Standing Committee Members

»» Committee Minutes

Theme II: Progressively grow the university

Objective 2 - Recruit: Recruit and develop a vibrant academic community focused on students, faculty, and staff.

Committee Co-Chairs: Tammi Watson & Sam Boerboom

Meeting Time and Location: Every other Friday at 10:30am (Chancellor’s Conference Room)

»» Standing Committee Members

»» Committee Minutes

Theme III: Strengthen relationships with the community to enhance partnership opportunities

Objective 3 - Partnership: Reciprocal partnerships with public and private entities that promote innovation as well as foster dynamic educational and occupational opportunities.

Committee Co-Chairs: Bill Kennedy & Laura Gittings-Carlson

Meeting Time and Location: Every other Wednesday at 7:30am (MSUB Foundation)

»» Standing Committee Members

»» Committee Minutes

Theme IV: Unify, invigorate, and engage MSUB’s structure and culture

Objective 4 - Infrastructure: Modernize MSUB facilities into an attractive hub that supports the community and student success.

Committee Co-Chairs: Kristin Peterman & Darlene Hert

Meeting Time and Location: Every Thursday at 1:00pm Library 312

»» Standing Committee Members

»» Committee Minutes

Objective 5 - Stewardship: Create a culture of collaboration and responsible stewardship of resources.

Committee Co-Chairs: Paul Foster & Barb Shafer

Meeting Time and Location: Every Friday, 10:00 – 11:00 (McDonald Hall 351)

»» Standing Committee Members

»» Committee Minutes

Process Outline

Each subcommittee will be responsible for developing its core objective by creating/determining sub-objectives, action plans, and metrics to measure progress. The subcommittees should track the following steps to begin work on their objective:

  1. Review the core theme and major objective related to the subcommittee, as well as the revised mission and vision statements.
  2. Examine the pre-decisional sub-objectives that were developed from a synthesis of strategic planning sessions, the MSU and MUS strategic plans, the Chancellor’s first year goals, and related documents.
  3. Review, edit, remove, and add to this list of sub-objectives. The existing sub-objectives are not meant to limit or restrain the scope of the committee- but any additions or subtractions should be well justified and clearly contribute to the governing objective and theme.
  4. Establish action plans and timelines for each sub-objective using the templates provided. Sub-objectives should be designated as either one-year, three-year, or seven-year goals.
  5. Distinguish guiding metrics and measurements for assessing the progress of each action plan and sub-objective.
  6. Using the sub-objectives and metrics, establish criteria for evaluating the success of an overall objective and theme.

Guiding Tenets

Each committee was given the following guidance at the start of the process.

In order to ensure a successful and unified final plan, the Strategic Planning Committee must be unified in its approach. The following values or principles should act as criteria for evaluating the merit of individual ideas and objectives that may be proposed throughout the process:

  • The Strategic Plan must put the needs of its students above all other considerations.
  • The Strategic Plan must prioritize non-transferable or institution-specific ideas and objectives. (Non-transferable refers to an idea that is exclusively applicable at MSUB).
  • The Strategic Plan is not meant to be all-encompassing, or mean everything to everyone. Instead, it will focus on doing fewer things, but doing them well.
  • The Strategic Plan cannot capture every important idea, program, or department in its analysis; these areas still have value, they just will not be areas for immediate action.
  • The Strategic Plan must remain focused on what benefits the institution over what benefits individuals or groups.
  • The Strategic Plan must “give the past a vote, but not a veto.”
  • The Strategic Plan must confront the difficult realities that higher education and MSUB face. To address these and other risks, all sub-objectives and action steps should include a risk mitigation strategy.
  • The Strategic Plan must be crafted in a transparent, clear, and comprehensive environment.