2021-2026 UM Applied Sciences Strategic Plan

Build your legacy.

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APPLIED SCIENCES ST RATEG IC PLAN 2 0 2 1-2 02 6

You Belong where human sciences and service intersect.

School of Applied Sciences Strategic Vision 2021 – 2026 Table of Contents Our “Why”........................................................................................................................................ 1 Mission, Vision and Tag Line........................................................................................................... 3-6 Overarching Goals...........................................................................................................................

7 Goal 1.

Grow innovative, self-sustaining, interdisciplinary degree program..................... 7

Strategic Activity 1.1 - Enhance and refine course content and delivery................... 8

Strategic Activity 1.2 - Create new degree programs that align with our mission,

capabilities and market demands............................................................................... 9

Strategic Activity 1.3 - Faculty, staff, Advisory Board experts and Alumni work

together to continuously refine instruction, inform degree programs and build career networks.......................................................................................................... 11 Goal 2.

Provide an unmatched educational experience for all learners............................. 12

Strategic Activity 2.1 - Plan, organize and deliver professional development

and interdisciplinary opportunities that enhance a sense of belonging and student success........................................................................................................................ 12

Strategic Activity 2.2 - Improve how we recognize and celebrate achievements..... 13

Strategic Activity 2.3 - Improve facilities and infrastructure..................................... 14 Goal 3.

Attract, retain and graduate students with the knowledge, skills and leadership

abilties to make a positive difference in the world.................................................. 15

Strategic Activity 3.1 - Position ourselves for School-wide growth........................... 16

Strategic Activity 3.2 - Improve recruitment strategies............................................. 17

Strategic Activity 3.3 - Develop a systematic, evidence-based approach to improve persistence and graduation rates ............................................................................... 18 Goal 4.

Strengthen research productivity and community engagement with integrity,

compassion and the highest ethical standards.......................................................... 19

Strategic Activity 4.1 - Build human capital and capabilities..................................... 20

Strategic Activity 4.2 - Build and strengthen infrastructure....................................... 21

Strategic Activity 4.3 - Instill, develop, and adhere to ethical conduct...................... 22 Goal 5.

Enhance and nurture the alliance between School of Applied Science learners

– past, present and future......................................................................................... 23

Strategic Activity 5.1 - Staying connected.................................................................. 24

Strategic Activity 5.2 - Inviting engagement.............................................................. 25 Goal 6.

Enrich everything we do with diversity, equity and inclusion................................ 26

Strategic Activity 6.1 - Develop infrastructure and information systems.................. 29

Strategic Activity 6.2 - Develop education and process............................................. 30

Strategic Activity 6.3 - Develop a systematic approach to inspire, encourage and

recruit faculty and staff from diverse backgrounds.................................................... 31

Strategic Activity 6.4 - Create opportunities to promote personal and professional success and advancement.................................................................................................................. 32 Strategic Activity 6.5 - Develop a systematic approach to inspire, encourage and recruit students from diverse backgrounds...................................................................................... 33 Strategic Activity 6.6 - Strengthen our efforts to facilitate student success and advancement.......................................................................................................................... 34 Strategic Activity 6.7 - Promote an environment of inclusiveness and sense of Belonging.. 37 Strategic Activity 6.8 - Promote inclusive decision making and accountability................... 37 Strategic Management.................................................................................................................... 37 References..........................................................................................................................................38

Read the Strategic Plan Online

Our “Why”

This strategic vision describes who we are, what we do and why we do it. It outlines our direction. It defines our intentional, disciplined approach to addressing challenges we face in our pursuit of excellence in education and scholarship. The overarching goals and action steps provide a platform for School-wide decision making and how we measure success.

Our primary organizational function is to provide a relevant, formal education so that all learners are inspired and equipped to advance their profession, serve others and improve the human condition through discovery, ingenuity, hard work and compassion. We are here to serve our students in the classroom, laboratory, professional settings and communities. This is noble work that begins with the instruction and practice of evidence-based, disciplinespecific information. On this foundation, we explore ways to engage across disciplines to address major challenges facing our communities, region and world. Through it all, we are dedicated to developing, encouraging and inspiring a culture of access, inclusion and respect for all so that all who persevere may achieve their career and life goals.

Peter W. Grandjean Dean, School of Applied Sciences

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Mission

We learn, lead and serve to improve the health and wellbeing of Mississippi, our Nation and world.

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Vision

All are inspired and equipped to advance their profession, serve others and improve the human condition through discovery, ingenuity, hard work and compassion.

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Tagline

You belong where human sciences and service intersect.

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Goal 1

Grow innovative, self-sustaining, interdisciplinary degree programs Our course content is cutting-edge, delivered by recognized experts who continuously refine instructional techniques, using the best available technology. Strong research, community and/or global engagement, critical thinking and experiential learning are infused in curricula so that our graduates are prepared to lead their professions and contribute to the evidence upon which their professions are based.

New degree options may be developed across closely aligned degree programs and academic departments. Courses are designed with increased flexibility to meet the demands of learners at regional campuses, in-place learners and those with heavy work schedules and/or University-sponsored extracurricular activity commitments.

Advisory board experts from the discipline, profession and/or industry inform degree programs and assist in engaging learners in career networks. Faculty, student advisors, Alumni and Advisory Board members will work together to revise existing academic programs and grow new programs that are relevant, flexible and in high demand.

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Strategic Activity 1.1 - Enhance and refine course content and delivery.

A. Develop and refine curriculum maps and course content for all degree programs

1. Prepare and update curriculum maps to help guide curricular changes and to identify where and how degree program objectives are being met.

2. Integrate quality elements in courses to facilitate learning. 1 3. Develop and update course objectives to study, consider, and discuss, diverse perspectives and experiences. 2 4. Integrate value-added aspects into degree program offerings. 3 B. Integrate technology to improve access and delivery, enhance instruction, facilitate learning, and market our degree offerings 1. Build and maintain an Instructional Resource Center (IRC) to promote the use of technology and innovative teaching strategies 2. Incorporate technology to improve access for in-person courses (e.g., develop solutions for students representing the University of Mississippi in extracurricular events during regularly scheduled class sessions; accommodations for those with temporary circumstances that preclude in-class attendance; recorded material for additional study, etc.).

3. Develop and strengthen distance educational experiences for our regional campuses so that degree program instruction and delivery at all our campuses is aligned and similar 4. Transition to a new School of Applied Sciences website directed towards students, prospective students and the public. Update website so that it is clean, navigable, features our programs, highlights achievements and outcomes and includes interactive features.

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Strategic Activity 1.1 - Key Performance Indicators

• number of degree programs with curriculum maps • identification of courses with valueadded elements and a listing of these elements in curriculum maps • identification of courses utilizing specialized technology (and the intended use of the technology) and a listing of specialized technologies within curriculum maps

• utilization of the IRC • feedback from IRC users • list and description of methods used to improve educational experiences on regional campuses • creation and implementation of website • policies and process for systematic update of our web presence

Responsible Parties

Department Chairs, Degree Program Directors, Program Faculty, Academic Advisors Strategic Activity 1.2 - Create new degree programs that align with our mission, capabilities, and market demands.

1. Develop undergraduate minor degree options to: engage freshman, sophomore and transfer students; introduce and compliment core elements for major degree programs, and; are delivered in multiple formats to enable greater access.

2. Construct minors, certificates, and degree programs to connect with graduate program offerings (e.g., 3+3, 3+2, 4+1 and courses in undergraduate programs structured to count towards graduate credit).

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3. Develop graduate certificate programs to enhance professional growth, offer opportunities for adult learners to develop knowledge, skills and abilities for career change, and serve as gateways to our graduate degree options.

4. Adopt courses that constitute graduate certificates as emphasis areas in current masters degree programs. Likewise, consider delivering current emphasis areas as stand-alone graduate certificates.

5. Develop interdisciplinary and dual-degree graduate program options.

6. Align new and existing graduate programs more closely with our centers and institutes to enhance the missions of each entity, strengthen experiential learning, facilitate interdisciplinary initiatives.

7. Strengthen academic, research and community engagement connections between our masters and doctoral degree programs.

Strategic Activity 1.2 - Key Performance Indicators

• number of minor degrees offered • freshman, sophomore and transfer enrollment in minor and major degree program courses • number of graduate certificates offered, and number of certificates adopted as emphasis areas in other

graduate degree programs • number of formal, dual graduate degree offerings • listing and descriptions of academic collaborations with centers and institutes and across masters and doctoral degree programs

Responsible Parties

Department Chairs, Degree Program Directors, Program Faculty, Academic Advisors 10

Strategic Activity 1.3 - Faculty, staff, Advisory Board experts and Alumni work together to continuously refine instruction, inform degree programs and build career networks.

1. Consistently engage in Center for Excellence in Teaching and Learning (CETL) trainings, workshops, webinars, and other professional development activities to improve content delivery and instructional strategies.

2. Develop and implement mentor and peer-review systems for constructive feedback in course materials, content, delivery methods, and classroom instruction so that every instructor is engaged in continuous instructional improvement activities.

3. Faculty within each degree program develop a systematic approach to reviewing, revising, and reporting how course objectives are addressed, quality elements are integrated, content is revised, and content is delivered.

4. Utilize an instructional design specialist (IDS) to assist with the development of curricula, course content and methods of delivery.

5. Improve degree completion efficiencies and reduce barriers to degree completion by including academic advisors in planning, creating, and refining course sequencing, timing and methods of course delivery.

6. Maintain professional relevancy by involving our Alumni, Advisory Board, and industry partners in review of course and degree program content.

7. Include our Alumni and Advisory Board in experiential learning opportunities, Grand Challenge activities,4 career networking, and job opportunities.

Strategic Activity 1.3 - Key Performance Indicators

• frequency, listing, and description in the systems of training activities outside of the • policies and procedures for reviewing department and updating courses and degree • number of formally described intraprograms and inter-departmental systems for • use of IDS in course renovations and teaching assessment and feedback buildout and the number of instructors involved • feedback from IDS users Responsible Parties

Department Chairs, Degree Program Directors, Program Faculty, Academic Advisors, Curriculum Committee

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Goal 2

Provide an unmatched educational experience for all learners

Our faculty, staff and students plan, organize, and deliver co-curricular and extracurricular activities that strengthen professional and personal development; foster inter-disciplinary and cross-disciplinary interactions, and; enhance belonging. In addition, we are intentional about getting to know each other and are consistent in our recognition and celebration of achievement and success.

Strategic Activity 2.1 - Plan, organize and deliver professional development and interdisciplinary opportunities that enhance a sense of belonging and student success.

1. Work collaboratively with faculty and advisors across the School to develop a course, primarily intended for freshmen, sophomore and transfer students. The course introduces our different degree programs, examines their interaction, explores developmental resources available at Ole Miss and assists students with creating a degree plan that fits the student’s career goals (i.e., SAS 101 “Discovering Your Career in Applied Sciences”).

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2. Develop research and community engaged activities that involve as many faculty, staff and students in our Grand Challenges.4 3. The School of Applied Sciences, in partnership with Student Housing, will develop a “Health and Human Sciences” Living and Learning Community. (see Strategic Activity 6.1, Action Statement 4) 4. Create an Alumni mentoring network to assist students with personal and professional development. (see Strategic Activity 6.6, Action Statement 8) 5. Create student mentoring groups at multiple levels (e.g., peer mentoring between students within the same degree program; graduate and undergraduate mentoring between students in similar programs; interdisciplinary student groups to address Grand Challenges.4 (see Strategic Activity 6.6, Action Statement 9) 6. Develop and strengthen professional student organizations. (see Strategic Activity 6.7, Action Statement 7) Strategic Activity 2.1 - Key Performance Indicators

• creation and implementation of SAS 101 course • number of faculty, staff and students involved in our Grand Challenges • creation and implementation of the Health & Human Sciences living and learning community • description of the Alumni mentoring and peer mentoring networks, coordinated activities, and measures of utilization and outcomes (see Key

Performce Indicator 6.6.)

• means of ongoing communication between Alumni and current students and between students/student groups (e.g., social media, program-specific events, co-curricular programming, etc.)

• number, description of student professional organizations, activities and measures of utilization and outcomes (see Key Performace Indicator 6.7)

Responsible Parties

Department Chairs, Degree Program Directors, Program Faculty, Academic Advisors, Student Housing Strategic Activity 2.2 - Improve how we recognize and celebrate achievements.

1. Intentionally celebrate faculty, staff and student achievements, awards and recognitions more often in classes, student organization, departmental and School-wide meetings (see Strategic Activity 6.4, Action Statement 4) 2. Create new ways to celebrate faculty, staff, student and Alumni achievements 3. Expand the use of social media (e.g., new platforms, systematic posts, grass roots messaging, etc.) and harness stronger means of messaging. (e.g., find ways to increase followers and subscribers, maximize broad outlets, etc.)

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Strategic Activity 2.2 - Key Performance Indicators

• develop a plan for communication outlets and messaging framework for celebrating each other • number of celebratory messages and number of people following messages

• number and efficacy of messaging outlets • means to determine favorite messages and messaging strategies

Responsible Parties

Dean’s Office, Department Chairs, Marketing & Communications Manager

Strategic Activity 2.3 - Improve facilities and infrastructure.

1. Develop an IRC with video production capabilities and technological tools to enhance course delivery across the School.

2. Develop departmental and/or program-specific strategic plans to systematically upgrade and improve current facilities and equipment used in student learning and engagement.

3. Develop facilities at the South Oxford Center to house and improve operations of our departments and centers. (e.g., Department of Nutrition and Hospitality Management, Department of Communication Sciences and Disorders, Center for Health and Sports Performance, Athletic Training and Sports Medicine programs, and a Clinical Research Center) 4. Partner with other entities across campus to enhance instructional experiences, improve University operations and community service. (e.g., University-Oxford Airport, Inn at Ole Miss, 1810 Grille, Athletics Department, Insight Park, etc.)

Strategic Activity 2.3 - Key Performance Indicators

• development of and updates to IRC • SWOT and STEPE analyses to determine facility and equipment needs • development of strategic plans to

update facilities and equipment • number and descriptions of formal partnerships to grow academic programs and improve educational experiences

Responsible Parties

Dean’s Office, Department Chairs, Degree Program Directors, Program Faculty, Academic Advisors 14

Goal 3

Attract, retain and graduate students with the knowledge, skills and leadership abilities to make a positive difference in the world Devote greater attention and develop systematic approaches to increasing applicants at all phases of the undergraduate recruitment funnel with the goal of increasing enrollment.

Faculty will work closely with an Assistant Dean of Undergraduate Recruitment and Retention, the Director of Graduate Office of Student Success, the student advising network, and marketing and communications teams to create and refine recruitment and retention efforts.

We aim to increase enrollment in existing undergraduate and graduate degree programs and to increase enrollment and student credit hour production by developing new degree programs, new minors, new certificates and micro-credentials. Enrollment in new graduate programs stems from streamlining and redesigning existing programs and building off strong undergraduate degree programs. Targeting non-traditional students already working in the marketplace through strategic social media, distance learning and online options will help us broaden our reach and strengthen the University of Mississippi brand.

Faculty and staff will work together to help students efficiently navigate from enrollment to graduation. Student success coaches and/or automated academic assistance are available 24/7 to guide degree progression in a prompt, friendly, personalized manner.

Students are made aware of activities, student organizations and distinguished academic programs across campus that accentuate degree program offerings and facilitate personal 15 and professional development.

Strategic Activity 3.1 - Position ourselves for School-wide growth.

1. The School of Applied Sciences aims to incrementally increase enrollment in all undergraduate degree programs each of the next five years so that School-wide enrollment is increased by 10% above enrollment for the 2020-2021 academic year. 5 2. The School of Applied Sciences aims to incrementally increase graduate enrollment each of the next five years so that we achieve a School-wide undergraduate: graduate student enrollment ratio of 5:1 as compared to the 2020-2021 academic year. 6 3. For the purpose of supporting student success, identify, maintain, and track evidence-based entry standards for students accepted into our academic programs.

Strategic Activity 3.1 - Key Performance Indicators

• undergraduate enrollment in each undergraduate degree program • enrollment in undergraduate minors • FTE and SCH metrics by degree program • graduate enrollment in each graduate degree program • enrollment in graduate certificates • For each program - identify and

track metrics used in the review and acceptance of student applications into our degree programs [e.g., ACT, GRE, GPA, sections of standardized exams (verbal, quantitative, writing samples), letters of support, relevant practical experience, interviews, etc.]

Responsible Parties

Dean’s Office, Department Chairs, Marketing & Communications Manager, Recruitment Director, Director of Graduate Office of Student Success

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Strategic Activity 3.2 - Improve recruitment strategies.

1. Improve undergraduate recruiting efforts across the School of Applied Sciences by hiring an Assistant Dean of Undergraduate Recruitment and Retention. The assistant dean will serve in the Dean’s Office to liaise with the UM Vice Chancellor for Enrollment Management and coordinate recruitment strategies with departments and programs to develop and refine strategies to address strategic growth.

2. Develop and expand recruitment communication and services in our Graduate Office of Student Success (GOSS).

3. Include more students, Alumni, faculty and academic advisors in recruiting efforts.

4. Develop marketing strategies and budgets to address recruiting needs in all our degree programs.

5. Consistently update and refine marketing materials and recruiting strategies for relevancy and efficiency. (e.g., current program representatives and characteristics are featured; electronic and digital media can be used as print media; targeted messaging can be incorporated into general messaging, etc.)

6. Develop a dashboard to track and understand efficacies of marketing and recruiting strategies for undergraduate and graduate programs.

Strategic Activity 3.2 - Key Performance Indicators

• portfolio of recruiting and marketing products by department and/or degree program • documented budgets for marketing

and recruiting efforts • creation of dashboard with formalized process for maintaining up-to-date data

Responsible Parties

Dean’s Office, Department Chairs, Marketing & Communications Manager, Assistant Dean for Recruitment and Retention, Director of GOSS 17

Strategic Activity 3.3 - Develop a systematic, evidence-based approach to improve persistence and graduation rates.

1. School of Applied Sciences academic advising network, in concert with the Center for Student Success and First-Year Experience7, will develop stronger communications with students who have already selected an Applied Sciences major or minor degree option and create more opportunities for those students to get involved with their degree programs at an earlier point in their studies.

2. Revise our academic advising model to refine course scheduling and degree completion activities and include a stronger developmental approach. (e.g., focus on personal skill development and autonomy, life goals, career goals and alignment with educational experiences and degree choices) (see Strategic Activity 6.6, Action Statement 1) 3. Develop and enhance a systematic approach to identifying and assisting students in need of greater attention and services to persist and at risk for dropping out. (see Strategic Activity 6.6, Action Statement 3) 4. Develop and expand student support services in our Graduate Office of Student Success (GOSS).

5. Establish a bridge grant program within the School of Applied Sciences to assist students who have exhausted all other forms of financial aid but remain in need. (see Strategic Activity 6.6, Action Statement 4) 6. Establish a data-driven approach to measuring student advising model efficacy regarding student success, persistence, services for at-risk students, student satisfaction, graduation, and other measures relevant to degree completion and educational experience.

Strategic Activity 3.3 - Key Performance Indicators

• description and documentation of system to track co-curricular academic advising model participation, program efficacy, • academic advising policies and enjoyment process documentation • addition of enrollment managers and • co-curricular programming map, student success specialists in the activity objectives, outcomes/expected GOSS outcomes and data management • development of bridge support program Responsible Parties

Dean’s Office, Department Chairs, Assistant Dean for Recruitment and Retention, Academic Advisors, Director of Graduate Office of Student Success

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Goal 4

Strengthen research productivity and community engagement with integrity, compassion and the highest ethical standards

We engage in compelling scholarship to advance knowledge, solve problems, and address challenging contemporary issues. We build capacity in research and community engagement to make our world a better place in which to live.

Serving others and improving the human condition are at the very core of all our research and community engaged efforts. Integrity, honesty, compassion, and the responsible conduct of research guide all our activities.

We instill, develop and maintain a working knowledge of federal, state, local, and institutional guidelines regarding the ethical conduct of research and community engagement. We adhere to ethical codes and guidelines of research, community engagement and professional practice in all we do.

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Strategic Activity 4.1 - Build human capital and capabilities.

1. Attract and retain faculty with strong potential for and/or record of foundation support, competitive external funding, industry partnerships, and capacity for innovative research, development of patents and other intellectual property.

2. Increase the use of flexibility when assigning faculty workload and release time, specifically to allocate resources more efficiently and effectively to support research, community engagement and instruction.8,9 3. Strengthen undergraduate involvement in research and community engagement.10 4. Develop a coordinated plan for enhancing graduate research and community engagement. (e.g., graduate student stipend support; grant writing; system for cross-disciplinary training in research labs and settings and clinics, centers and institutes; student-led interdisciplinary pilot projects, and; involvement of graduate students in all faculty directed research/community engagement endeavors, etc.)

Strategic Activity 4.1 - Key Performance Indicators

• quality of explicit position descriptions in open faculty position announcements • list of new hires with qualitative and quantitative measures used by departments to evaluate scholarship relative to the faculty position announcement • evidence of faculty workload

assignment variability within and across tenured, tenure-track and instructor/lecturer ranks • number of students and depth of student involvement in research and community engaged projects • development of systematic approach to increase frequency and depth of student engaged scholarship

Responsible Parties

Dean’s Office, Department Chairs, Assistant Dean for Recruitment and Retention, Academic Advisors, Director of Graduate Office of Student Success

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Strategic Activity 4.2 - Build and strengthen infrastructure.

1. Increase grant applications for foundation support and competitive, external funding for research and community engagement projects.

2. Develop and strengthen community networks and industry partnerships for increasing the quantity and quality of innovative research projects, published research products, inventions, patents, and other intellectual property.

3. Promote more activities that formally combine instruction, research, community engagement, and service.

4. Reinvesting the School of Applied Sciences and departmental facilities and administrative (F&A) dollars arising from externally-funded projects (i.e., a share of our portion of indirect costs) into facilities, equipment and activities that promote externally-funded research and community engagement projects.

5. Continue to build the School of Applied Sciences Research and Community Engagement Office (RCEO) to strengthen resources that help investigators identify potential funding sources and include more support for grant writing, consulting in research and experimental design, data management and statistics, and post-award administration.

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Strategic Activity 4.2 - Key Performance Indicators

• number of internal grant applications infrastructure and activities • number of publications of original submitted with student involvement; research published in journals number of awards; student outcomes related to awarded project involvement recognized as being in the top 10% of • number of external grant applications the discipline, subdiscipline or area by submitted; number scored; number of JCI or equivalent data base at the time of publication; quality of publications awards; student outcomes related to by impact factor; citescore, eigenfactor, awarded project involvement • dollar amounts of awards, total award acceptance rate or other similar amounts by department, aggregate metrics of quality and scope total research funding, total community • number of publications with students as co-authors engagement funding • dollar amounts reinvested in research and community engagement Responsible Parties

Dean’s Office, RCEO, Department Chairs, Faculty Strategic Activity 4.3 - Instill, develop, and adhere to ethical conduct.

1. Faculty, staff and students engaged in any research and community engaged project will complete requisite institutional training and confirm training with the principle investigator(s) prior to engaging in each project.11 2. Principle investigators will review key ethical standards, the responsible conduct of the project, and how the standards directly apply to the conductance of the project - with all involved in the project - prior to beginning each project and at regular intervals until project activities are concluded.

3. The School of Applied Sciences and departments will implement a common graduate course to focus on the Ethical Dimensions of Research and Community Engagement to be team taught by faculty across the School. All doctoral students and master’s degree students with a research emphasis should be required to take the course.

Strategic Activity 4.3 - Key Performance Indicators

• research training documentation for all personnel collected by RCEO in communication from ORSP • research / community engagement training records of graduate and undergraduate students in RCEO in collaboration with supervising faculty • document the training plan and the

trainings for research / community engagement personnel prior to initiating project and at periodic intervals throughout the project • development and implementation of ethics in human subjects research course

Responsible Parties

RCEO, Faculty

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Goal 5

Enhance and nurture the alliance between School of Applied Science learners – past, present and future.

Faculty, staff, students and the Development and Alumni Offices work collectively to build a framework for networking and interacting with each other. We will work together to revise and update contact information, develop means of connecting alumni with our current students and mechanisms for both groups to attract and engage future students.

We are intentional about reconnecting, getting to know each other, and providing opportunity to communicate and engage one another. We are consistent in our recognition and celebration of achievement and success.

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Strategic Activity 5.1 - Staying connected.

1. Work with our Alumni Association to coordinate events on campus and quarterly town halls that highlight School events, activities and projects.

2. Develop more open means of Alumni messaging and a more robust system of messaging Alumni accomplishments, successes and milestone achievements. (see Strategic Activity 1.3, Action Statements 6 and 7) Strategic Activity 5.1 - Key Performance Indicators

• list and description of Alumni messaging/interaction events within the school • development of Alumni page on our School’s website • include means for Alumni to upload accomplishments directly to our

webmaster • list and description of Alumni networking events • Development of a platform for broadbased, ongoing communication between Alumni and current students

Responsible Parties

Dean’s Office, Department Chairs, Alumni Association Associate, Faculty, Academic Advisors

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Strategic Activity 5.2 - Inviting engagement.

1. Include our Alumni and Advisory Board in recruiting, experiential learning opportunities, Grand Challenge activities,4 career networking, and job opportunities. (see Strategic Activity 1.3, Action Statement 6 and 7) 2. Create an Alumni mentoring network to assist students with personal and professional development. (see Strategic Activity 2.1, Action Statements 4 and Strategic Activity 6.6, Action Statement 8) 3. Engage Advisory Board members to assist UM Development and the Dean’s Office in seeking resources to achieve the School’s key initiatives.

Strategic Activity 5.2 - Key Performance Indicators

• list of Advisory Board members and specific activities, events, projects, and development involvement Responsible Parties

Dean’s Office, Department Chairs, Alumni Association Officer, Faculty, Academic Advisors

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Goal 6

Enrich everything we do with diversity, equity and inclusion

Diversity creates unmatched educational experiences. Inclusion fosters understanding, compassion, innovation and interdisciplinary community engagement. Together we affirm our respect for the dignity of every person. We recognize the diverse cultures, backgrounds, perspectives, talents and skills of our people. We acknowledge that our organization is much stronger because of the aggregate intellectual capital, the energy, performance and productivity that comes from a diverse and inclusive environment. It is for these reasons that the School of Applied Sciences, her departments, institute, degree programs and centers are committed to nurturing a healthy environment where everyone has access and opportunity to flourish. We pledge deliberate organizational improvement in how we respect, honor, and serve each other. Ours is an ongoing commitment and a continuous process. Let us do this for each other. Let us do this together.

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Mission- We are dedicated to developing, encouraging and inspiring a diverse culture of inclusion

and respect for all.

Vision- All will be welcome, will belong and will flourish.

Definitions: Diversity, equity, and inclusion may be defined in a number of ways and it is

important that we are clear about what these terms mean to us. Defining these terms enables us to link our values and actions with those described in our University’s Pathways to Equity12 plan and the IHL’s Diversity Statement13. Our definitions direct how we work together - within the School of Applied Sciences and across our campus - to realize our goals of respecting human dignity and creating an environment that fosters human flourishing.

Diversity- is the range of human differences, dimensions, qualities, characteristics, worldviews,

perspectives, experiences and attributes in others. Navigating differences can be challenging.

Differences sometimes make it harder for people to connect and empathize with each other.

Yet, a commitment to diversity is a pro-social skill that can be developed with intentionality, knowledge and practice.14,15 Different kinds of people are necessary to drive cultural, economic and social vitality.16,17,18,19 In a diverse society, cultivating our ability to forge relationships across differences can enhance our well-being.20,21 Individuals thrive when they are able to tolerate and embrace a diverse world.22 Our commitment to diversity means we will strive to understand and accept that each individual is unique and that we will build upon our human differences and commonalities with respect and good will.

Equity- is a concept based in justice.23 Equity is founded on the recognition and acceptance that

each person has different perspectives, needs and circumstances. Equity is striving to provide access and opportunity where it may not have existed before. Equity is seeking to understand and support each other so that we all may be included, share a sense of belonging and are valued contributors to the success of our organization.24

Inclusion- is our collective commitment to create a welcoming environment that ensures a sense of respect, value, belonging, and support for all individuals in our organization.25

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Overarching Goals and Strategic Activities: Our primary organizational function is to provide relevant, formal education so that all learners are inspired and equipped to advance their profession, serve others and improve the human condition through discovery, ingenuity, hard work and compassion. We are dedicated to developing, encouraging and inspiring a culture of access, inclusion and respect for all so that all of us may achieve our career and life goals.

The strategic activities and action statements for diversity, equity, and inclusion in the School of Applied Sciences are organized according to the overarching goals described in the University’s Pathways to Equity plan.31 Together, we will: I. Advance Institutional Capacity for Equity (Infrastructure, Information, Systems, Education and Process); II. Cultivate a Diverse and Equitable Community (Recruiting, Retaining, Advancing and Succeeding), and; III. Foster an Inclusive Campus Climate (Support, Value and Belonging). Our strategic activities and the more-specific action statements are designed as a framework for units and programs within the School of Applied Sciences to develop specific objective statements. The Dean’s Office will partner with our specific departments, units across the University of Mississippi, the Division of Diversity and Community Engagement, and external organizations to provide resources for facilitating this plan.

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I. Advance Institutional Capacity for Equity (Infrastructure, Information, Systems, Education and Process)

Strategic Activity 6.1 - Develop infrastructure and information systems.

1. The School of Applied Sciences will organize and support a permanent standing committee on diversity, equity, and inclusion. The Diversity, Equity, and Inclusion (DEI) Committee will be composed of faculty, staff, and students from across the School of Applied Sciences. The committee will be charged with establishing our mission, vision and values; consulting and advising the dean; assuring faculty and staff searches comply with our core values, policies and procedures for fair, open and equitable hiring processes; coordinating and marketing annual training opportunities for personal and professional growth; recognizing faculty, staff, student excellence in DEI engagement, and; developing and maintaining a Schoolwide scorecard to annually assess our environment.26, 27, 28 2. The School of Applied Sciences will support and strengthen a standing Administrative Support Network. The Administrative Support Network will meet regularly throughout the year to promote and facilitate ongoing professional development opportunities, job-specific training, skill acquisition, soft-skill enrichment, leadership development, comradery, a sense of community, and teambuilding.

3. The School of Applied Sciences will support and develop a Research and Community Engagement Office (RCEO). The RCEO will message internal and external funding opportunities, provide resources for building research capacity and abilities (e.g., workshops, trainings, grant writing seminars, etc.), offer statistical support and consulting, assist with pre-award proposal development, assist post-award activities, and serve as a liaison to our University Office of Research and Sponsored Programs (ORSP).

4. The School of Applied Sciences, in partnership with Student Housing, will develop a “Health and Human Sciences” Living and Learning Community. Our Learning Community is designed to promote a greater sense of belonging among our students. Students from all undergraduate degree programs within the School of Applied Sciences will undergo our co-curricular programming and, for participation in our recruiting activities, they will be eligible for reduced room and board expenses. (see Strategic Activity 2.1, Action Statement 3, and; Strategic Activity 6.6, Action Statement 5)

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Strategic Activity 6.1 - Key Performance Indicators

• Establishment of the School of Applied Sciences DEI Committee and summary report of DEI activities • Establishment of the School of Applied Sciences Administrative Support Network and summary report of Network activities • Identify and describe continued

development of the RCEO • RCEO web page buildout and maintenance • Development and implementation of School of Applied Sciences Health & Human Sciences Living and Learning Community

Responsible Parties

Dean’s Office, Assistant Dean for Recruitment and Retention ,Department Chairs, DEI Committee Leadership, Academic Advisors, RCEO, Director of GOSS Strategic Activity 6.2 - Develop education and process.

1. Develop and implement a 1-semester credit hour iStudy course, “SAS 101 - Discovering Careers in Applied Sciences” to introduce students to the Applied Sciences and to resources available at the University of Mississippi for personal development, professional development, autonomy, personal agency, citizenship, teambuilding, service and volunteerism. (See Strategic Activity 2.1, Action Statement 1) 2. Promote the development of course objectives to study, consider, and discuss, diverse perspectives and experiences; apparent and real disparities between groups; existing commonalities, and; solutions to mitigate disparities and reduce barriers to access and resources that promote health, tranquility and the pursuit of happiness for all.

3. Promote the development of courses and curriculum that include cross-cultural and/or global engagement, interdisciplinary experiences and problem solving, group discussions and projects that recognize differences and disparities, and emphasize our common values of respect, honor, and service to each other.

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Strategic Activity 6.2 - Key Performance Indicators

• identification of courses with valueadded elements and a listing of these elements in curriculum maps

• development and implementation of SAS 101 course

Responsible Parties

Department Chairs, Program Directors, Faculty, Curriculum Committee

II. Cultivate a Diverse and Equitable Community (Recruiting, Retaining, Advancing and Succeeding)

Strategic Activity 6.3 - Develop a systematic approach to inspire, encourage and recruit faculty and staff from diverse backgrounds.

1. Include K-12 and community college students - with attention to those in underserved communities across our State - in community engagement projects, in part, for inspiring, informing and encouraging careers in the academy.

2. Encourage our faculty and students to present discipline/topic-specific work to students in K-12 settings and community colleges - with attention to those in underserved communities across our State.

3. Develop professional relationships by inviting graduate students from HBCUs and other sister institutions to present scholarly work and engage faculty and students on our campus.

4. Create scholarship focused student exchange opportunities (e.g., research and community-engaged projects) with HBCUs, other domestic and international institutions of higher education.

5. Review and systematically update hiring policies and procedures to ensure we comply with mission and goals of diversity, equity and inclusion plans of the IHL, University and our School.

6. Ensure search committee structure is diverse and that all members have undergone appropriate search committee training prior to initiating faculty and staff searches.

7. Advertise broadly in academic outlets, outlets that target the discipline, and those that are designed for diverse groups.

8. Active recruiting practices should be expected from all search committee members including active online searches for qualified potential applicants, personal e-mails and phone calls.

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9. Require job applicants to describe how and why their values, commitment, dedication, and experiences align with University, School, and Department commitments to diversity, equity and inclusion.

Strategic Activity 6.3 - Key Performance Indicators

• number of projects, community members involved in community engagement work • number of events and presentations to K-12 schools, community colleges, community organizations, etc.

• number of events in collaboration with HBCUs • documentation of changes and updates made to School’s hiring policies and procedures • search committee summary memos to department chairs for candidate oncampus visits • job applicants’ written and oral communication and committee records of interactions indicating applicant commitment to DEI Responsible Parties

Dean, Assistant Dean for Recruitment and Retention, Dean’s Office Liaison with connectU and hiring process, DEI Committee, Department Chairs, Search Committee Chairs, Center Directors, Program Directors, Faculty, Director of GOSS Strategic Activity 6.4 - Create opportunities to promote personal and professional success and advancement.

1. Develop and implement departmental mentoring plans for instructors, tenure-track, and newly hired faculty and administrative staff. Plans should address introduction and familiarization with policies and procedures, training and resources for teaching, pedagogy, research, community engagement, creative work, committee service, job specific training and skill development.

2. Develop and implement mentor-mentee dinners and/or social events to discuss issues regarding tenure and promotion and to promote information exchange and collegiality across the School of Applied Sciences.

3. Promote and facilitate ongoing professional development opportunities, including job-specific training, skill acquisition, soft-skill enrichment, leadership development, and teambuilding (see Strategic Activity 6.1, Action Statement 2) 4. Develop and maintain a consistent organizational approach to celebrating significant life events, professional awards, personal achievements and recognition within departments and across our School.

5. Identify resources and increase awareness of resources within the University and in our community to support health, wellness and well-being.

6. Promote and encourage faculty engagement in our University’s Diversity Awards and Incentives Programs29 and Excellence in Community Engagement Awards.30 7. Promote and encourage faculty from underrepresented groups to participate in the Provost Scholars Program. (Pathways to Equity Plan, pg. 20, IV.)31

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Strategic Activity 6.4 - Key Performance Indicators

• mentoring plans on record • documentation of mentor events for new faculty • documentation of training events for administrative support network • plan for communication outlets that celebrate each other

• list and communication links with health, wellness resources • documentation of promotional materials and evidence from websites that promote faculty engagement with DEI at the University level

Responsible Parties

Dean, Department Chairs, DEI Committee Strategic Activity 6.5 - Develop a systematic approach to inspire, encourage and recruit students from diverse backgrounds.

1. Establish a recruitment coordinator to manage faculty, staff, students and academic advisors in our recruiting strategic plan. The recruitment coordinator will develop and implement strategies to achieve goals for growth and diversity in undergraduate and graduate students in the School of Applied Sciences.

2. Develop recruitment strategies with departments, degree program coordinators, graduate office of student success and other entities across campus to coordinate marketing plans, off-campus site visits, on-campus recruiting events, communications with school districts and community colleges across the region.

3. Develop an annual recruitment events calendar for the School of Applied Sciences.

4. Coordinate schoolwide recruitment strategies with retention and success efforts. (see Strategic Activity 6.6 below) 5. Endeavor to include undergraduate and graduate students in every community engagement activity with opportunities for our students to mentor students in K-12 and community colleges.

6. Include K-12 and community college students in community engagement projects, in part, for inspiring, career paths that align with our degree programs.

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Strategic Activity 6.5 - Key Performance Indicators

• documentation of and updates to annual strategic recruitment plan for the School • development of recruitment calendar for School, plan for regular updates and availability • documentation of and updates to departmental and program-specific annual strategic recruitment plans • list and descriptions of ways we include our current students in recruitment of prospective students, while maintaining focus on academics

• •

• •

(incorporating ways to enhance professional development of students as they help us recruit) evidence of communications and relationships with community leaders number of projects and number of students (UM’s and K-12 and/or community college students) within each project description of how students are involved with our projects description of mentoring activities within each project

Responsible Parties

Dean, Dean’s Office, Assistant Dean for Recruitment and Retention, Department Chairs, Program Directors, Director of GOSS, Marketing & Communications Manager, Project Directors/Principle Investigators, Faculty Strategic Activity 6.6 - Strengthen our efforts to facilitate student success and advancement.

1. Develop an academic advising model that facilitates personal and professional development, assisting students to align their worldviews, lifetime and career goals with their academic experiences.

2. Improve awareness of student resources across campus for tutoring, personal development, social support, health and wellbeing, substance abuse, financial support, etc.

3. Develop and implement an evidence-based approach to identify at-risk students and to connect at-risk students with individually appropriate resources for tutoring, personal development, social support, health and wellbeing, substance abuse, financial support.

4. Establish a bridge grant program within the School of Applied Sciences to assist students in need with room and board, books, Study USA, Study Abroad (Global Engagement), exchange programs.

5. Establish “Health & Human Sciences” co-curricular programming to facilitate inclusiveness, personal development, professional development, autonomy, personal agency, citizenship, teambuilding, service and volunteerism (see Strategic Activity 6.1, Action Statement 4).

6. Expand our Applied Sciences Student Ambassador programming to include more students and more involvement with mentoring, “Health & Human Sciences” co-curricular programming and student recruitment.

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7. Promote and encourage students to participate in the Provost Scholars Program.

8. Create an Alumni mentoring network to assist students with personal and professional development. (See Strategic Activity 2.1, Action Statement 4) 9. Create student mentoring groups at multiple levels (e.g., peer mentoring between students within the same degree program; graduate and undergraduate mentoring between students in similar programs; interdisciplinary student groups to address grand challenges)4. See Strategic Activity 2.1, Action Statement 5) Strategic Activity 6.6 - Key Performance Indicators

• document advising handbook to include mission, vision, values; policies and procedures; trainings and professional development; cocurricular programming; events calendar for co-curricular events; ambassador charge and programming • development of advising metrics to monitor and track advising efficacy and student satisfaction • development and updates in website with student resources • documentation of bridge grant

program, funding determinations and algorithms, policies and process • create and grow bridge grant funding • description of the Alumni mentoring and peer mentoring networks, coordinated activities, and measures of utilization and outcomes • means of ongoing communication between Alumni and current students and between students/student groups (e.g., social media, program-specific events, co-curricular programming, etc.)

Responsible Parties

Dean, Dean’s Office, Assistant Dean for Recruitment and Retention, Department Chairs, Academic Advisors

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III. Foster an Inclusive Campus Climate (Support, Value and Belonging)

Strategic Activity 6.7 - Promote an environment of inclusiveness and sense of belonging31 .

1. Encourage at least one informal get-together for all departmental faculty and staff per year.

2. Develop awareness and encourage faculty, staff and student engagement in cultural, ethnic and interest organizations and networks.

3. All faculty and staff in the School of Applied Sciences will endeavor to participate in at least one Diversity Education Training Workshop – excluding Search Committee training - per year. Faculty and staff are also encouraged to seek opportunities to participate in trainings outside of the University.

4. Encourage students to participate in activities and programming offered by the Division of Diversity and Community Engagement (e.g., Bonner Program, GivePluse Community Engagement Platform) and the Center for Inclusion and Cross-Cultural Engagement (e.g., UM Connect, Allies Training, the iTeam, Multicultural Resource Library).

5. Increase awareness and strengthen incentives for students to participate in student organizations such as the Columns Society, Student Leadership and Engagement Ambassador Program, Orientation Leader, Associated Student Body (ASB) Black Student Union, etc.).

6. Promote and incentivize student participation in “Health & Human Sciences” co-curricular programming (group meetings, discussions, dinners, retreats, etc.) (see Strategic Activity 6.6, Action Statement 5) 7. Develop opportunities for intergroup events and social interactions for students and student groups within the School of Applied Sciences as part of “Health & Human Sciences” co-curricular programming (see Strategic Activity 2.1, Action Statement 6, and; Strategic Activity 6.6, Action Statement 5).

8. Create student organizations and/or enhance student engagement in professional, programmatic and departmental student organizations.

Strategic Activity 6.7 - Key Performance Indicators

• evidence of communications and • listing, membership and activities of relationships within departments, student organizations institutes and the School of Applied • number, description of student Sciences professional organizations, activities • listing of engagement, involvement, by and measures of utilization and outindividual students comes Responsible Parties

Dean, Department Chairs, Program Directors, Academic Advisors 36

Strategic Activity 6.8 - Promote inclusive decision making and accountability.

1. Include an open, transparent, iterative process for decision making on Schoolwide policies and procedures, with input and consideration from the Dean’s Office, Leadership Council, all faculty, all staff, Administrative Support Network, and the DEI Committee.

2. Establish a DEI Scorecard to assess attitudes, behaviors, perceptions about our School’s environment (School-wide climate). The scorecard will survey faculty, staff and students on an annual basis. Relevant findings will inform stakeholders of focus areas, strategies and practices to improve and strengthen our efforts to respect, honor and serve each other.

Strategic Activity 6.8 - Key Performance Indicators

• description and messaging of decision-making processes for policies and procedures in the School of Applied Sciences • establishment of a Strategic Management Committee to measure

strategic progress and develop annual reports • establishment of a DEI Strategic Management Committee to measure progress and develop annual reports

Responsible Parties

Dean, Department Chairs, Strategic Management Committee, DEI Committee

Strategic Management We have great ambitions for the next few years. The overarching goals and action statements map our course. Our action statements are designed to guide your unit and program as you refine specific objectives directed towards achieving our collective vision. Key Performance Indicators (KPIs) will be used to track progress toward our vision. Specific metrics are determined from department and program objective statements.

The School of Applied Sciences Dean’s Office will create a Strategic Management Committee to assess progress towards each action statement outlined above. A separate DEI Committee will, as part of their responsibilities, assess progress towards fulfilling strategic activities related to our Equity-in-Action plan. The committees will collect information from the responsible parties and will create respective reports. Progress and relevant findings from annual reports will inform stakeholders of focus areas, strategies and practices to improve and strengthen our efforts and to respect, honor and serve each other.

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References 1. Quality elements include: activities and formats that develop critical thinking skills [see University of Mississippi Quality Enhancement Plan (QEP): Think Forward] ; opportunities for students to apply knowledge according to current evidence to develop professional competencies and best practices; community engagement and/or research activities; associating courses with iStudy, Study USA, Study Abroad, Honors College, etc.

2. Topics may include apparent and real disparities between groups; existing commonalities, and; solutions to mitigate disparities and reduce barriers to access and resources that promote health, tranquility and the pursuit of happiness for all. (see Strategic Activity 6.2, Action Statement 2) 3. The term value-added in this context refers to efficiencies in a degree program that may reduce the student costs in time and money without sacrificing educational quality. Build flexibility to facilitate degree progress [e.g., pre-requisites are minimized; multiple sections are available for core courses; all courses are offered in fall and spring semesters; distance learning and/or online options are available for some or all courses; courses are taught during intersessions and/or in the summer, or iStudy options are available for some or all courses; offering courses in shorter terms already recognized and available in our academic calendar (e.g., fall 1 and 2, spring 1 and 2, etc.)].

• Include interdisciplinary elements where appropriate. [Aside from general core requirements, is the course cross-listed and/or contain content from different disciplines? What other course(s) | minor(s) | certificate(s) | degree program(s) is/ are planned to connect with this program?]

• Affiliate course(s) within the minor | certificate | degree program with the Honors College.

• Construct the minor | certificate | degree program to connect with freshmen students and/or assists those in associate degree programs to transition to baccalaureate programs (e.g., Path4, 2+2 models, 200- or 300-level courses with no preor co-requisites, etc.)

• Build and/or revise minor | certificate | degree programs to include students on University of Mississippi’s Regional Campuses.

4. Grand Challenges are defined as multidisciplinary approaches to solving key issues facing Mississippi and our nation. The School of Applied Sciences is focusing on four key challenges: 1) Strengthening and expanding services for children and young people with speech and language deficits; 2) Reviving our hospitality and tourism industry; 3) Evidence-based policing, and reform; 4) Improving mental health and wellness in Mississippians. These challenges provide contexts for developing industry partnerships, research, and community engaged projects.

5. Undergraduate enrollment will be benchmarked to data posted on the 10th day of classes during the fall semester 2020.

6. Graduate enrollment will be benchmarked to data posted on the 10th day of classes during the fall semester 2020.

7. University of Mississippi Center for Student Success and First-Year Experience 8. University of Mississippi Faculty Workload Flexibility and Modified Work Assignments 9. University of Mississippi Faculty Release Time Practices 10. Council on Undergraduate Research 11. Univerity of Mississippi Office of Research Integrity & Compliance 12. Pathways to Equity: Diversity, Equity and Inclusion Institutional Strategic Plan 2021-2026 13. Mississippi Public Universities Institutions of Higher Learning Board Policies and Bylaws Diversity Statement 14. Shaw and Champeau. Infusing diversity in the sciences and professional disciplines. Association of American Colleges & Universities, 2009 15. Harvard Business Review. 5 strategies to infuse D&I into your organization 16. Forbes. A Study Finds That Diverse Companies Produce 19% More Revenue 17. McKinsey & Company. Delivering through Diversity 18. Phillips. How diversity makes us smarter. Scientific American, 2014 19. Greater Good Magazine. Diversity defined 20. Include-Empower.com. How does employee well-being link to diversity and inclusion?

21. Fletcher. Diversity and inclusiveness is good for your well-being. Psychology Today, 2016

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22. Builtin.com: 80+ diversity in the workplace statistics you should know 23. Merriam-Webster Dictionary 24. Melbourne Social Equity Institute. What is social equity?

25. BasuMallick. What is an inclusive workplace? Diversity & Inclusion, Toolbox.com, 2020 26. Benchmarking Analysis: Diversity, Equity, and Inclusion (DEI) Committees. Hanover Research Report, October 2020 27. Higher Education Diversity, Equity, and Inclusion (DEI) Toolkit. Hanover Research Report, October 2020 28. Best Practices in Diversity, Inclusion and Employee Engagement. Hanover Research Report, 2019 29. University of Mississippi Diversity Awards and Incentives Programs 30. University of Mississippi Excellence in Community Engagement Award 31. University of Mississippi Pathways to Equity Plan, pg. 20, IV 32. Best Practices Analysis: Creating a Sense of Belonging for All Students. Hanover Research Report, November 2020

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