Beth Teigen

The document describes "The Future State project" for MSU, an initiative aiming to influence graduates to remain in the community. This project involves developing a health and wellness center utilizing 200 acres and is intended to attract and retain talent, thereby making the community more attractive. The strategic objective is to build upon MSU's current successes and elevate its overall standing, emphasizing the need for continued progress and broad community support.

This document outlines the "Future State Project," a strategic vision focused on retaining university graduates within the community. The initiative aims to influence graduates' decisions to remain in the area by enhancing the campus and fostering community engagement. Key priorities include increasing student enrollment, creating a dynamic campus environment with state-of-the-art facilities such as a new arena, medical center, and student housing, and strengthening the university's role as a regional activity center. The project seeks to generate significant economic impact, provide a pipeline of future talent, and build a lasting legacy for future generations in the Mano community and southern Minnesota.

The strategic plan for the Center for Excellence in Teaching and Learning (CETL) outlines a roadmap from 2021 to 2026, focusing on supporting faculty growth to advance social justice and racial equity through effective teaching practices and professional development. Key goals include elevating teacher learning, establishing CETL as a leading site for faculty development, fostering equitable and anti-racist curricula, enhancing writing instruction across disciplines, facilitating research on teaching, and building strong campus partnerships.

This document outlines an ongoing General Fund Strategic Budget Planning Process designed to align resources with institutional priorities through data-informed investments and reductions. The process operates on a four-year cycle, comprising data collection, initial categorization, final categorization with an appeal process, and a review/evaluation phase. It includes principles of transparency, shared governance, and evidence-based decision-making, aiming to strategically advance the University's Vision, Mission, and Values by categorizing programs based on viability for growth, continuation, or reallocation of resources.

This document outlines criteria and indicators for evaluating academic award-granting programs to support general fund strategic budget planning. It defines three program types—Undergraduate Award Completion, Undergraduate Award Foundation, and Graduate Award—and details five common evaluation criteria including Program Award Productivity, Impact, Demand, Quality, and Net Income. The evaluated programs are then categorized for investment, maintenance, or reduction based on weighted indicator scores.