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K-State 2025 Strategic Action and Alignment Plan for School of Family Studies and Human Services June 2013

K-State 2025 Strategic Action and Alignment Plan College or Major Unit: Human Ecology

Department: School of Family Studies and Human Services

1. What are your Department’s mission and vision and how does your organization contribute to achieving the University’s and your College’s/Major Unit’s vision for K-State 2025?

FSHS provides high quality educational programs, training, and services; increases knowledge and skills through multi-disciplinary research, teaching, and scholarship; and contributes professional leadership to enhance the quality of life for individuals and families in Kansas, the nation, and the world. FSHS is composed of six distinct program area units that cooperate within the School and College and across the University for multidisciplinary research and engagement initiatives that support the University’s overall vision. FSHS faculty provided leadership in developing the College’s strategic plan; consequently many College activities and outcomes are replicated in the FSHS Plan. In section 2 FSHS outcomes that align with the College plan are [bracketed in green], and [brackets] after retained College outcomes indicate both the College and School linkages to the University strategic plan. The FSHS activities, outcomes, and metrics that are not in the plan are shown in red, with University metrics in [brackets ].

2. What are your Department’s key strategic activities and outcomes?

3. Identify [in brackets] which of your Department’s strategic outcomes are directly linked to your College’s/Major Unit’s outcomes. (If your Department or similar unit is not in a College or Major Unit, skip this question.) This plan includes links to both College outcomes (e.g., R-1) and University metrics ([e.g., B1, T1-2, etc.]).

Key Activities Short Term (2013 - 2015)

Key Outcomes Intermediate (2016 - 2020)

Key Outcomes Long Term (2021 - 2025)

Key Outcomes

What we plan to do… What we expect to happen… What we expect to happen… What we expect to happen…

1

THEME I: RESEARCH, SCHOLARLY AND

CREATIVE ACTIVITIES, AND DISCOVERY

(RSCAD)

Provide funding for faculty travel and

professional development (both national and International)

FSHS provides two faculty members per year release time for external grant writing FSHS funds four quarter-time hourly graduate students per semester for grant-writing projects

Systematic mentor/protégé program to support untenured faculty members and associate professors to be more engaged in RSCAD

Focus more on industry for research support

There will be an increase in external funding submissions across CHE to support faculty research using FY2012 baseline data [R-1] [B-1, T1-2]

There will be an increase in the # of faculty who have externally funded grants from FY12 baseline [R-2]

There will be an increase in the # of peer

reviewed faculty publications using a FY

2012 baseline [ R - 3 ] [T1-4]

There will be an increase in external funding expenditures by 10% [ R-1 ] [B-1, T1-2]

There will be an increase of 10% in the # of faculty who have externally funded grants using FY12 baseline data [ R-2]

R-3 There will be a 10% increase in the #

of peer reviewed faculty publications [ R -

3 ] [T1-4]

There will be an increase in external funding expenditures by 20% [ R-1] [B-1, T1-2]

There will be an increase of 20% in the number of faculty who have externally funded grants using FY12 baseline data [ R-2]

There will be a 20% increase in the # peer

reviewed faculty publications [ R - 3 ] [T1-

4]


Develop industry partnerships; nurture

foundation partnerships

THEME II: UNDERGRADUATE EDUCATIONAL EXPERIENCE

Retention Improve Advising to Improve Retention

Explore advantages and disadvantages of centralized advising and faculty advising

Establish clear expectations for advisors and students

o Reinstate adviser’s handbook o Improve adviser training; train for working with

freshmen, provide o continuing education for advisers o Identify a lead adviser/advising

administrator/retention coordinator for every program

o Educate students about their role in advising, including better training to effectively use ISIS

o Increase student and faculty awareness of support available

o Explore feasibility of faculty mentors

Explore alternative forms of advising evaluation to provide more helpful information and act on what is learned o Develop a more in-depth survey for

students to comment on advisors and advising sessions

o Evaluate group advising and utilize faculty who want to advice

o Analyze annual advising evaluations to identify areas for improvement

o and address those areas Recognize the role of advising in student

success and reward accordingly

Direct Actions to Improve Retention FSHS Advising is supported and evaluated and carries value in evaluation/merit decisions.

FSHS Students receive consistent and correct information from well-trained advisor Recruit students with realistic information

that helps them match interests and

There will be an increase of Freshman to

Sophomore Retention rate from 82.5% to

83% [U-1] [B-6]

There will be an increase in the six year

graduation rate from 61% to 62%


Sophomore retention rate to 84% [ U-1]

[B-6]

There will be an increase in the six year

graduation rate to 64% [U-2] [B-7]


Sophomore retention rate to 85% [U-1]

[B-6]

There will be an increase in the six year graduation rate to 65% [U-2] [B-7]


abilities with appropriate major

Determine why students leave the University and what can be done to address circumstances that cause students to leave

Create support systems and relationships that induce retention

o Better establish expectations for

college success

Communicate more effectively to close the gap between student and faculty expectations and performance

o Follow-up with students who are not graduating but do not enroll for subsequent term to determine what would enable them to continue enrollment (advisers)

o Formalize faculty/ advisor/ student/ advisee relationships

o Engage students, faculty and advisors in meaningful activities (e.g., welcome event, clubs, community service)

o Increase student and faculty participation in “First Year Programs” and other programs that support student success

o Use programs such as “MAP-Works” and StrengthQuest” to engage faculty and advisors with students’ advisees

Address the need for financial support to help students continue progress toward graduation

Develop mentoring relationships with alumni in industry and other fields of employment

Undergraduate Research Exposure to Research

FSHS will offer a basic research course for appreciation of research ideas, topics, and to prepare students with basic skills to assist with faculty-sponsored research

Exposure to the formal research process (basic, applied, quantitative, qualitative) typically gained through classroom experience and leading to an appreciation for research ideas, topics, and purpose

Evaluate each curriculum to identify

appropriate research course or other course where research introduction is covered in depth

Survey students to establish a

Graduates will be well prepared for

professional employment, will be sought

by employers, and will be compensated

appropriately as documented by post-

graduation surveys [T-2-B], [ T-2-7.]

50% of FSHS students will have had exposure to the process of formal research in a dedicated course in their curriculum [B-8]

Increase in rates of employment and

admission to graduate and professional

schools from FY 12 baseline of 90%, to

93% [T-2-J], [T-2-7]

70% of FSHS students will have had exposure to the process of formal

research/scholarship[B-8]

Continue increases in placement to 95%

[T-2-O], [T-2-7]

100% of FSHS students will have had exposure to the process of formal research/scholarship [B-8]


baseline of their knowledge regarding the research process and possible opportunities for involvement

Increase student awareness of research early in their academic preparation (orientation & enrollment, in other courses, or advising sessions)

Create a database or tracking system to highlight and showcase existing examples of research occurring in CHE

Inclusion in Research

Inclusion into the steps of conducting research, such as laboratory work, data collection, or student assistance with research projects

Identify opportunities that exist for

students to work with researchers by surveying faculty and research associates

Increase opportunities for student to work with faculty and research associates through additional financial support

Increase student awareness of research opportunities with special emphasis on those who are new to our college

Better promote the existing involvement among those in the University research programs for students (examples: Developing Scholars Program, Bridges, Honors Program)

Develop a monitoring or tracking system to recognize both students and faculty for their involvement in research

Immersion in Research FSHS will develop a variable-credit research practica course to connect faculty and students with shared research interests and conduct research projects

Immersion into the comprehensive research process leading to a professional publication or presentation with faculty mentors

Increase support (financial and

academic) for students publishing and presenting research work

Increase support (financial and academic) for faculty to mentor and employ student researchers

Develop an earlier match between students and faculty who share areas

A minimum of one undergraduate will

participate in the K-State Research Forum

each year [U-4]

Double the number of students participating in informal research/scholarship projects (2012 baseline) [T-2-2]

A minimum of three undergraduates will


each year [U-4]

The number of opportunities available for students to assist with faculty sponsored laboratory projects or with research /scholarship projects will increase 25% (2017 data, from 2012 baseline) [T-2-2]

A minimum of five undergraduates will


each year [U-4]

35% of FSHS students will have had the opportunity to assist with faculty-sponsored laboratory projects or with research/scholarship projects (from 2012 baseline) [T-2-2]


of interest

Create a presentation forum for the college that encourages students to present their finished work

Create a student display area within the new lounge area for recognition and acknowledgement

Cross-cultural Exposure

Survey faculty about current cross-

cultural exposure opportunities they make available to their students

Survey students to establish a baseline of their cross-cultural exposure and experiences

Increase faculty use of cross-cultural exposure in the classroom

Increase faculty’s inclusion of cross-cultural exposure in the classroom

Cross-cultural Immersion

Increase support (financial and otherwise)

for faculty to create/lead study abroad courses

Increase support for students wanting to travel/study abroad (both financial and academic)

Increase students’ awareness of study abroad opportunities (with special emphasis on those who are new to the major)

Create “study abroad” scheduling guidelines for each curriculum to facilitate student planning for international study

THEME III: GRADUATE SCHOLARLY EXPERIENCE

1. Grant Competitive Compensation and Support for

Grad. Assistants Grant GRA tuition waivers in order to

recruit and retain the best and brightest graduate students

Develop a plan to increase graduate

student total compensation packages that are competitive with top graduate

50% of FSHS students will have had exposure to a culture not their own [T2-2]

Double the number of FSHS students experiencing cultural immersion in the next five years (from 2012 baseline data) [T-2-1]

Graduate assistant total compensation packages (i.e., stipend, tuition assistance, and benefits) will be competitive with each unit’s peer institutions [G-1] [T3-3]

75% of students will have had exposure to a culture not their own. Faculty will provide increased opportunities for cross-cultural exposure/experience in the classroom (Fall 2017 data) [T2-2]

50% of FSHS graduating seniors will have had the opportunity for a significant cross-cultural immersion experience (from 2012 baseline) [T-2-1]

Graduate assistant total compensation packages in each unit of CHE (i.e., stipend, tuition assistance, and benefits) will be at the 80% level of our peer institutions who are among the top 50 public research universities [G-1] [T3-3]

Definition will have been modified to become “Exposure to a cultural experience different from one’s own (i.e. music. Language learning, religious expression, etc) outside the classroom, and 100% of FSHS students will have had exposure to a culture not their own (from 2012 baseline [T2-2]

80% of FSHS graduating seniors will have had the opportunity for a significant cross cultural immersion experience (from 2012 baseline) [T-2-1]

Graduate assistant total compensation packages in each unit will be at the average of our peer programs among the top 50 public research universities [G-1] [T3-3]


programs in our respective disciplines

Increase the number of grad.

assistantships available for graduate students in the college

Develop alumni and industry

relations to secure endowed graduate student scholarships and fellowship

2. Number of Doctoral Degrees Awarded Will Increase

Reallocate faculty tenths (e.g., increase

tenure-track faculty lines, increase faculty research tenths, add administrative tenths)

Develop funding streams for targeted

doctoral student recruitment

Increase the physical space for

graduate student offices and lab space

Change KBOR requirements that

programs graduate 5 master’s and 2 doctoral students a year in order to reflect a greater focus on the number of doctorates Awarded

3. Doctoral Student Research Productivity

Develop criteria for funding “Outstanding

MS and Ph.D. student awards to recognize graduate student research productivity and quality

Develop “CHE Doctoral Student Research

Excellence Funds to be given to each department/school to promote doctoral student research productivity. These will competitive department based awards that students could use for research projects, additional training, or conference travel.

Develop “industry and government”

internships where graduate students spend a semester gaining experience and understanding of industry research needs; formulate and conduct research projects benefiting internship organizations

There will be an increased number of graduate assistantships available for graduate students in CHE [G-2] [T3-3]

There will be an increased number of endowed graduate student scholarships and fellowships in the CHE that are sponsored by alumni, friends of the college and industry partners based on FY12 baseline data [G-3] [T3-5]

The number of doctorates degrees

awarded from CHE will increase based on

FY12 baseline data [G-4] [B-5, T3-6]

The # of graduate students who have an assistantship will increase by 20% [G-2] [T3-3]

Increase the number of number of endowed graduate student scholarships and fellowships in CHE that are sponsored by alumni, friends of the college, and industry partners by 10% based on F 12 baseline data [G-3] [T3-5]

The number of doctoral degrees awarded

will increase by 10% based on FY12 data

[G-4] [B-5, T3-6]

All full-time, on-campus graduate students will have an assistantship if desired [G-2] [T3-3]

Increase by 20% the number of endowed graduate student scholarships and fellowships in CHE that are sponsored by alumni, friends of the college, and industry partners based on FY12 baseline data [G-3] [T3-5]

The number of doctoral degrees awarded

will increase by 20% based on FY12 data

[G-4] [B-5, T3-6]


FSHS will develop specific strategies to move

doctoral student scholarship toward

publication (e.g., multiple manuscript

dissertations, article length dissertations,

publication focused portfolios, research

teams) Units will regularly evaluate and

compare the efficacy of strategies for

increasing publication rates among graduate

students.

THEME IV: ENGAGMENT, EXTENSION, OUTREACH, AND SERVICE Ratify the Engagement definition

developed by the Center for Engagement and Community Development.

Using a modified CECD benchmarking survey compile Engagement reporting from annual faculty performance reviews, for annual School reporting and disseminate report nationally.

All FSHS faculty will have access to financial support to prepare, submit, and disseminate engagement activities for recognition

Track number of FSHS faculty and

staff who have completed Engagement training and who apply for financial support.

Develop FSHS course content and

syllabi to include engagement and professional service learning experiences explicitly.

Develop strategies to cooperate with

professional student organizations to add field placements and internship requirements that integrate Engagement with academic courses.

There will be an increase in graduate

student journal publications, peer

reviewed creative activities, and peer

reviewed conference presentations [G-5]

Exposure on a national level as a leader

in significant economic, social and/or

health engagement and Extension

programs. {T-4-H], [T-4-2], [T-4-3]

There will be an increased number of students participating in engagement/service learning based on FY12 baseline data [E-1] [T4-1] [T-4-5] [T-4-6]

There will be an increase by 10% in

graduate student journal publications,

peer reviewed creative activities, and peer

reviewed conference presentations [G-5]

Economic, social and/or health impacts

on rural and urban communities in

Kansas

[T-4-H] , [T-4-2], [T-4-6]

There will be a 10% increase in the # of students participating in engagement/ service learning based on FY12 baseline data [E-1] [T4-1] [T-4-5] [T-4-6]

There will be an increase by 20% in graduate

student journal publications, peer reviewed

creative activities, and peer reviewed

conference presentations [G-5]

Nationally recognized as a leader in and

model for a re-invented and transformed

School integrating research, education and

engagement [T-4-N], [T-4-2], [T-4-3]

There will be a 10% increase in the # of students participating in engagement/ service learning based on FY12 baseline data [E-1] [T4-1] ] [T-4-5] [T-4-6]


Infuse value for Engagement by including

it as part of faculty and administrator evaluations (annual, tenure, & promotion); adding a statement to each section of evaluation materials that directs discussion of how work includes Engagement elements and support goal of becoming an Engaged University. Include “Engagement” among the categories listed on university transmittal sheets

Formally articulate the qualities of and expectations regarding Engagement in a document developed under the guidance of the CHE Engagement Advocate.

Provide Engagement training and support

for faculty and staff to encourage increased participation in and infuse value for Engaged activities by instituting an Engagement professional development program related to teaching, scholarship, Extension and service; and development of methods to assess effectiveness and impact of training.

Establish an annual Engaged Educator Award honoring faculty members infusing Engagement into educational activities in unique or impactful ways; present award at a well-attended event.

THEME V: FACULTY AND STAFF

Add a third staff person for FSHS main office functions for distance education, engagement, and grants support.

1. Faculty Recruitment and Retention

Faculty Recruitment

Provide start-up packages that include well-funded GRA support

Recruit faculty with strategic, designated

Total extramural funding for Engagement

initiatives at the local, state, national, and

international level will increase based on

FY12 baseline data [ E - 2 ] [T4-2]

The # of participants involved in community- based research and outreach projects will increase based on FY 12 baseline data [E-3] [T4-5]

Total compensation and start- up packages in order to recruit outstanding faculty who support the mission of the College will increase based on FY baseline data [ F-1] [T5-3]

Total extramural funding for Engagement

initiatives at the local, state, national, and

international level will increase by 10%

based on FY12 baseline data [ E - 2 ] [T4-

2]

There will be a 10% increase in the # of participants involved in community- based research and outreach projects [E-3] [T4-5]

Total compensation and start-up packages will be at the average of our peer institutions [ F-1] [T5-3]

Total extramural funding for Engagement initiatives at the local, state, national, and international level will increase by 10% based on FY12 baseline data [ E - 2 ] [ [ T4-2]

There will be a 10% increase in the # of participants involved in community-based research and outreach projects [E-3] [T4-5]

Total compensation and start- up packages will be at the average of our peers who are among the Top 50 public research institutions [ F-1] [T5-3]


2

areas of expertise

Encourage flexible recruiting strategies

Provide flexible benefit options (e.g. child care, elder care, family medical leave, retirement

Increase number of faculty fellows

Offer full tuition assistance for faculty, spouses/partners, and their dependents

Facilitate joint appointments when appropriate

Negotiate qualified spousal hires when possible

Employ optimal number of faculty, staff and graduate assistants with secure funding

Faculty Retention

Provide compensation and benefits in the highest quartile of the top 50 research universities

Assure competitive graduate assistant and staff support comparable to the top quartile of the top 50 research universities

Enhance the support of post-doctoral fellows

Sustained funding streams for professional development activities

Increased funding of scholars, faculty exchanges and sabbatical experiences

Build support of faculty with diversified funding sources

Maintain funding streams for endowed or supplemented professorships to promote retention of excellent faculty

Support professional development experiences in a consistent manner across units

More fully fund visiting scholars to K-State and support faculty exchanges and sabbatical experiences

Assure that annual evaluation procedures recognize and support retention of faculty excellence

Provide tuition for faculty and staff and families

Increase FSHS staff salaries and job

Satisfaction

Recognition

Identify prominent FSHS faculty and

staff awards and provide support for

1 additional faculty fellowship, endowed chairs and professorships will be established using FY 2012 baseline data [ F-2] [T5-2]

Graduate students and staff support for faculty will increase based on FY 12 baseline data [ F-3]

3 additional faculty fellowships, endowed chairs and professorships will be established [ F-2] [T5-2]

Graduate student and staff support for faculty will be in the top half of our peer group [ F-3]

5 new faculty fellowships, endowed chairs, and professorships will be established [ F-2] [T5-2]

Graduate student and staff support for

faculty will be at the average of our peers

who are among the top 50 public research

colleges [ F-3]

5

Increase the # of faculty participating in international experiences based on FY12 baseline data [F-4] [T5-4]

Increase by 10% the # of faculty participating international experiences based on FY12 baseline data [F-4] [T5-4]

Increase by 20% the # of faculty participating in international experiences based on FY12baseline data [F-4] [T5-4]

7

Conduct study to determine comparable

pay for comparable responsibilities in

Manhattan community, supported by a

graduate assistant or staff member.

Increase staff salaries and total

compensation to be competitive locally.

Hire third FSHS office staff member.

[T-5-4]

Total compensation packages for staff

will be comparable with peer institutions.

[T-5-4]

Staff survey indicates increased

satisfaction. [T-5-7]

15

Appoint FSHS faculty awards committee

to establish baseline metric and review

fields to determine potential award

aspirations. Actively nominate faculty

and staff members for awards, supported

by a graduate assistant for task

management and communications with

references and professional associations

[T=5-1]

National association awards received by

FSHS faculty and staff increase by 20%

[T-5-1]

Total salary and compensation packages

for faculty and staff will be representative

of a Top 50 Public University [T-5-3]


award nominations and

applications. Maintain program to

publicize awards and recognize

achievements.

4a. What resources and/or opportunities exist for your Department to achieve its vision and outcomes?

FSHS obtains substantial revenue from GPIDEA and other distance education courses and programs, which will be used to support faculty teaching and research initiative seed funding, graduate assistantships for research and engagement, professional development opportunities for doctoral students (e.g. travel support for conference presentations), equipment to advance technology for distance education, and to support formal and informal gatherings and conferences to enhance partnerships regionally and for international engagement. FSHS obtains substantial SRO funding from indirect costs of large grants and contracts for engagement and research; SRO will be used to provide occasional course release and graduate assistant support for new faculty pilot projects and grant-writing; to maintain and enhance highly competitive start-up and retention packages for tenure-track faculty; and to support pilot and development costs of faculty engagement activities and dissemination of evidenced-based Extension and engagement programs. FSHS has Centers and Institutes led by nationally prominent faculty and unclassified staff for engagement with communities throughout Kansas, and in State, and Federal partnerships (e.g. in support of military families, health and aging, and financial literacy). FSHS includes Extension Family and Consumer Sciences specialists who lead Program Focus Teams of Extension field agents to improve the for programs that are high priority for the State and local communities. FCS field agents connect FSHS to every Kansas county and region, which supports dissemination and cooperation for public education and engaged research and demonstration projects at the community level. FSHS has led the expansion of the undergraduate majors offered at the Salina campus, which will continue to have an impact on access to higher education in the region. FSHS provides leadership and faculty for four Great Plains Interactive Distance Education Alliance M.S. programs, which is creating a cadre of professional alumni while binding inter-institutional faculty teams more closely to create regional partnerships in research and outreach as well as distance education. FSHS productivity and national faculty visibility meets or exceeds the achievements of comparable units at top-tier public research universities, such that better web-sites and coordination with University marketing can enhance recruitment and retention of faculty and graduate students and attract non-resident undergraduates.


4b. What resources and/or opportunities are needed for your Department to achieve its vision and outcomes?

A predictable, formulaic University funding allocation process whereby student credit hours generated by FSHS through distance or on-campus supports the full cost of our multi-faceted teaching mission.

Increased funding to enhance faculty salaries to reward their entrepreneurial success and to retain faculty who are being recruited by our peer departments regionally and nationally.

Full tuition waivers for all Ph.D. students on graduate assistantships.

Enhanced, modern space for graduate assistants and project staff plus additional specialized classrooms and clinical research labs.

Four new endowed Professorships to be obtained with Foundation and College Dean support would enhance national reputation and assist for recruiting senior faculty replacements as retirements occur over the next ten years.

Cooperative, integrated leadership from CHE Dean and KSRE Dean and Extension Director to reward and enhance synergies between Extension and other faculty for engagement activities.

Funding sufficient to assign a tenured faculty member as coordinator for multidisciplinary activities with KSRE and CECD, and to enhance cultural exposure and immersion of students with partnerships at major Universities and non-profit agencies internationally.

An additional classified staff, administrative assistant to support distance education program coordination and marketing, engagement project management and assessment, and grants and contract proposal development and expenditure accounts management,

A new faculty line to hire a Teaching Assistant Professor for undergraduate research methods and research and engagement practicum instruction for both undergraduates and graduate students.

Unclassified staff resources sufficient to conduct a study of comparable salaries for staff positions annually.

Leadership from FSHS unit coordinators and designated faculty to activate an awards committee to select and manage nominations of outstanding faculty, staff, and students to obtain national awards commensurate with top 50 Public Research status.

Collaboration among graduate faculty to develop a research culture for doctoral students that emphasizes publications and recruitment of the highest quality doctoral candidates.

5. How do you propose to acquire the resources needed for your Department to accomplish its vision and outcomes?

Continue entrepreneurial activities to obtain distance education revenue in high-quality programs and grants and contracts for research and engagement.

Develop an enhanced research culture to attract new tenure-track faculty who have experience and demonstrated success in grant-supported research and engagement.

Enhance grants and contract writing skills to increase funding received and yield more SRO funds to reinvest.

Involve graduate students in distance education instruction, research, and engagement projects to obtain funding to attract more high-quality doctoral students and support M.S. programs.

Advocate for increased College and School support infrastructure (FSHS office staff, and increased GTA lines.)

Continue to partner with K-State Salina and potentially the Olathe campus to obtain faculty lines that can contribute in research and graduate education.

Develop an enhanced research culture to attract new tenure-track faculty who have experience and demonstrated success in grant-supported research and engagement.

6. How does your plan link to the K-State 2025 University Benchmark Metrics, Common Elements, and Thematic Goals, Outcomes, and Metrics? (See below)


6. Departmental Links to K-State 2025 University Benchmark Metrics, Common Elements, and Thematic Goals, Outcomes, and Metrics

Links to Benchmark Metrics Links to Common Elements

B-1 - Total research and development expenditures B-2 - Endowment pool B-4 - Number of faculty awards B-5 - Number of doctorates granted annually B-6 - Freshman-to-sophomore retention rate B-7 - Six-year graduation rate B-8 - Percent of undergraduate students involved in research

CE-1 - Communications and Marketing CE-2 - Culture CE-3 - Diversity CE-4 - External Constituents CE-5 - Funding CE-6 - International

Links to University Thematic Goals, Outcomes, and Metrics

Links to 2025 Thematic Goals and Metrics

Links to Short Term Outcomes (2011 – 2015)

Links to Intermediate Outcomes (2016 – 2020)

Links to Long Term Outcomes (2021 – 2025)

T1 - Research, Scholarly and Creative Activities, and Discovery (RSCAD)

Theme 1 Metrics:

T1-2 - Total sponsored extramural funding expenditures

T1-4 - # of refereed scholarly publications per academic year and allocated faculty member

T1-A - Increased intellectual and financial capital to support RSCAD T1-C - Increased funding for investigator-based research, research centers, and graduate training grants T1-E - Competitive compensation and support available to GRAs, GTAs, and GAs T1-F - Enhanced and systematic approach for UG research T1-G - Successful recruitment, retention, evaluation, compensation, and rewards strategies in place to support RSCAD needs T1-H - Enhanced visibility and appreciation for research, discovery, and scholarly and creative activities

T1-I - Intellectual and financial capital in place for expanded RSCAD efforts T1-L - Recognized for prominent and productive placement of our graduates T1-M - Increased participation by undergraduates in expanded opportunities in research

T1-N - Fifty nationally recognized K-State researchers, a high proportion of which are members of their national academies T1-O - Extramural funding competitive with our benchmark institutions T1-P - Research and development expenditures competitive with benchmark institutions T1-Q - Competitive amongst our peers in the percentage of undergraduates involved in research

T2 - Undergraduate Educational Experience (UEE)

Theme 2 Metrics:

T2-A - Excellent, customized academic advising and services available to all students to support their success and degree completion

T2-I - Integrated learning communities experienced by students, faculty, and staff that promote student success within a culture of excellence

T2-O - An undergraduate educational experience recognized as one of the best among the nation's Top 50 Public Research Universities







T2-1 - # and % of undergraduate students participating in a meaningful international experience

T2-2 - # and % of undergraduate students completing an experiential learning experience

T2-7 - Student satisfaction and utilization rates

T2-B - Engaged students benefitting from high impact educational practices used by excellent faculty and staff across the university T2-C - Increased participation by undergraduates in expanded opportunities for meaningful research T2-D - Successful integration of undergraduate education and meaningful research is standard practice T2-E - Effective evaluation practices that recognize and reward teaching, advising, and life-long learning/professional development T2-G - Successful recruitment and retention strategies that address our entire student population T2-H - Improved six-year graduation rates and retention ratios

T2-J - Excellent reputation for high quality teaching and advising that prepares students for their professional, community, social, and personal lives T2-M - Increased undergraduate contributions in the creation of scholarship through research T2-N - Ongoing improvement of six-year graduation rates and retention ratios

T2-P - Faculty teaching and advising awards comparable to our benchmark institutions T2-Q - Freshman to Sophomore retention ratios comparable to benchmark institutions T2-R - Six-Year graduation rates comparable to benchmark institutions

T3 - Graduate Scholarly Experience

Theme 3 Metrics:

T3-1 - # and % of graduate students with assistantships, endowed scholarships, and fellowships

T3-2 - Total funds awarded for graduate assistantships, endowed scholarships, and fellowships

T3-3 - # and % of graduate programs offering competitive compensation and support packages

T3-4 - # of private/public sector partnerships supporting graduate

T3-B - Tuition waivers for all GRAs T3-E - Expectation of excellence for the graduate scholarly experience T3-F - Increased capacity to secure funding for graduate research and teaching

T3-K - Increased funding for graduate research and teaching T3-L - Increased number of nationally and internationally recognized award-winning graduate faculty T3-M - Increased number of Doctorates Awarded

T3-N - National and international reputation for outstanding graduates with demonstrable career success T3-P - Stable funding for graduate research and teaching competitive with benchmark institutions T3-Q - Doctorates Awarded comparable with benchmark institutions







experiential training opportunities

T3-5 - # of graduate students participating in a unique high level learning and experiential training

T3-6 - # of graduate terminal degrees awarded

T3-7 - Total graduate students enrolled by demographic group and degree type

T4 - Engagement, Extension, Outreach and Service

Theme 4 Metrics:

T4-1 - # and % of undergraduate students participating in engagement/service learning

T4-2 - Total extramural-funded expenditures for Engagement initiatives at the local, state, national, and international level

T4-3 - # of partnerships by sector and geographic boundary supporting collaborative research, education, and engagement

T4-4 - # of engagement activities and programs disaggregated by geographic boundaries

T4-5 - # of participants involved in community-based research and outreach projects

T4-6 - Economic impacts on rural and urban communities in Kansas

T4-A - Enhanced integration between academics and student service learning T4-B - Increased participation by undergraduates in expanded opportunities for meaningful Engagement experiences T4-C - Increased recognition of our services as a source of expertise, information, and tools for disciplines worldwide T4-D - Increased numbers and diversity of faculty and staff participating in Engagement T4-E - Increased extramural funding for Engagement initiatives at the local, state, national, and international level T4-F - Recognition as leaders in Engagement within our state and nation T4-G - Enhanced visibility and appreciation for Engagement and its interconnectedness with research and education within our university community

T4-H - Exposure on a national level as a leader/partner engaged in significant social, political, health, economic and, environmental issues T4-I - All undergraduate students engaged in at least one engagement /service learning project T4-J - Increased number of graduate students involved in Engagement T4-M - Preferred destination for faculty, staff, and students who value Engagement as integral to their academic and personal lives

T4-N - Nationally recognized as a leader in and model for a re-invented and transformed land -grant university integrating research, education, and engagement T4-P - Recognized as a leader in Engagement reaching both rural and urban communities







T5 - Faculty and Staff

Theme 5 Metrics:

T5-1 - # of national and international faculty awards

T5-2 - # and % of faculty with endowed chairs, professorships, and fellowships

T5-3 - Competitive compensation packages for faculty and staff

T5-4 - # and % of faculty and staff participating in international experiences

T5-7 - % of faculty and staff reporting satisfaction in the work environment

T5-D - Effective evaluation processes that result in accountable faculty and staff with a clear understanding of their job expectations and how they contribute to the University's mission

T5-E - Total compensation competitive with aspirant university and regional employers for all employees T5-F - Faculty and staff current with developments in their fields and the skills needed to achieve excellence in performing their jobs

T5-I - Stable funding available for recruitment and retention of top level faculty and staff T5-J - Optimal number of faculty and staff comparable with our benchmark institutions

Documents

K-State 2025 Strategic Action and Alignment Plan College ... … · K-State 2025 Strategic Action and Alignment Plan for School of Family Studies and Human Services ... appropriately