Embed Size (px)
Citation preview
Page 1 of 18
Department of Earth and Atmospheric Sciences
Strategic Plan
March 2013 – June 2017
Executive Summary
The purpose of the strategic plan of the Department of Earth and Atmospheric Sciences is two-fold.
First, the plan documents the department’s role in support of the institutional 2012-17 Strategic Plan “A
Time of Transformation” developed by the university and approved by the board of trustees. Second,
the plan guides the department in identifying the highest priority goals and strategies in support of the
core mission of academic excellence and rigor in geosciences education for both majors and non-majors.
University Themes and Goals
Student and Academic Success
MSU Denver is a teaching university where academic excellence in teaching and learning and student
success – supported in a collegial atmosphere of academic freedom – are accorded the highest priority.
We assess our success by utilizing measures focused on the knowledge, skills and understanding
students gain during their educational experience with us. MSU Denver students, faculty and staff strive
for excellence in all that they do.
University Theme One: Student and Academic Success
Goal A: MSU Denver facilitates and enhances student success through the implementation of
research based, best-practices degree-completion strategies.
Goal B: MSU Denver students are prepared to meet business/employer/graduate school
requirements and expectations.
Goal C: MSU Denver hires and retains quality faculty who are excellent teachers and productive
scholars who contribute to our communities.
Goal D: MSU Denver continues to seek and sustain innovative resources for student and
academic success.
Page 2 of 18
Departmental Mission and Vision
Mission Statement
The Department of Earth and Atmospheric Science houses three majors: Land Use,
Environmental Science, and Meteorology. The department educates the students of MSU
Denver in a way that promotes science literacy and inspires lifelong learning and
appreciation of the Earth system. Students who graduate with a major in meteorology, land
use, or environmental science are highly skilled and knowledgeable in their field. They gain
employment in the field after graduation due to the quality and diversity of their skills, or go
on to successfully continue their educational journey at a graduate school. As learning
facilitators, the faculty are teachers who promote active learning in the classroom, advise
students towards their career goals, and participate in scholarly activities that keep them
abreast of the most recent scholarship in their field.
Earth and Atmospheric Sciences Department in 2017
A Four-Year Strategic Vision
First and foremost, the classrooms and offices of 2nd Floor Science Building are filled with the excited and curious department faculty and majors occupied in inquiry-based learning and teaching both in and out of the formal classroom. Faculty are using the latest technologies and teaching techniques, drawing on the range of learning styles among our students. The department is committed to supporting high-impact academic practices such as writing-intensive courses, collaborative assignments, fieldwork, undergraduate research, study abroad courses, service learning, learning communities, internships, and capstone courses.
The strong reputation of our academic programs in the state is transitioning to a greater national reputation as pre-eminent urban baccalaureate programs. Our hard-working majors are successfully transitioning into employment and/or graduate programs consistent with their career goals. These graduates are succeeding, opening more opportunities for our current and future students. We are proud of our graduates and are confident that they carry with them the mindset and capacity for life-long learning.
The curriculum continues to adapt to rapidly changing fields. Curriculum development is driven by comprehensive assessment results and trends in workforce and societal needs, with an awareness of more lasting foundational skills and knowledge. For example, we would be in the forefront of preparing students for expanding needs in the workforce to address adaptation strategies associated with climate change. We have thoroughly researched the feasibility of a strategically focused M.S. program in Applied GIS, without compromising the quality of our undergraduate programs.
We are beginning to attract and retain a more diverse group of students, using our unique position as an urban minority-serving institution to meaningfully contribute to addressing the extremely low participation in the geosciences by minority students, especially in the growing
Page 3 of 18
Hispanic population. Nationally, the percentage of minority students in the geosciences is substantially lower than in other STEM fields. The work of committed faculty advisors are being rewarded with higher retention and graduation rates, and students who are better prepared to succeed in classes.
The program will have expanded from thirteen to sixteen Tenured/Tenure-Track faculty members. New faculty members are supported with effective mentoring and clear performance expectations. Successful tenure-track searches have provided the department with excellent scholars who are a good fit for the institution and department. The department has recruited excellent affiliate professors who are research scientists to teach in their specialization. This has allowed the tenure-track faculty to teach more lower-division courses in addition to upper-division courses in their specialties. Our general studies courses are exemplars for introducing non-science majors to scientific thinking and problem-solving. The department is playing an important role in MSU Denver’s First Year Program, with more full-time faculty teaching in this challenging environment.
Faculty members are supported in their goals to continuously improve their teaching and enhance their scholarship. Faculty members collaborate frequently and are eager to discuss their successes and failures with colleagues. Faculty and students have ample opportunities to share their research highlights and breakthroughs at departmental colloquia.
Faculty members are engaging in disciplinary research resulting in presentations at national and international conferences and publication in peer-review journals. Much of this research translates faculty expertise and student energy into solving real-world problems, particularly in the Denver area, supporting MSU Denver’s position as a Colorado’s urban land grant university. Faculty researchers engage students in their research projects, resulting in more students presenting or publishing their undergraduate research.
Our laboratory technician and half-time UNIX computer lab administrator are playing significant roles in supporting both laboratory classes and faculty/student research. New equipment has expanded our capability to support field data sampling, laboratory analysis, and computer modeling. Department programs are facilitated by the necessary computer hardware, software, and support.
The alumni of our programs are making significant contributions to our programs, both in terms
of monetary support and as mentors and internship supervisors. The department continues to
develop various innovative methods for increasing the financial means of the department to
support our excellent programs. These include providing professional services to external
groups, support from local foundations, and grant funding.
Page 4 of 18
Departmental Objectives and Strategies
Objective 1: Develop an environment that supports pedagogical excellence
Strategy 1A: Strengthen departmental resources that promote innovative approaches to teaching
and new technologies. Increase the use of high impact academic practices such as writing-
intensive courses, collaborative assignments, fieldwork, undergraduate research, study abroad
courses, and service learning.
Strategy 1B: Develop a system that recognizes, celebrates and rewards rigorous and effective
teaching and mentoring.
Objective 2: Ensure that all EAS programs have a comprehensive system of assessment based on
Student Learning Outcomes providing both clear expectations for students and feedback to teachers to
improve their practice.
Strategy 2A: Enhance program assessment for the three programs. Improve the ratings of
program assessment from the Peer Review to at least the Established category (LUS and ENV).
Add formative assessments to supplement the summative assessments (MTR).
Strategy 2B: Support the institutional assessment program for the General Studies Program with
appropriate assignments in all sections and coordinated collection of assessment artifacts. Select
course coordinators for multi-section courses to ensure assessment occurs (not necessarily
common assignments).
Objective 3: Reinforce efforts (through a strategic enrollment plan) to attract and retain an excellent and
diverse student body.
Strategy 3A: Develop a strategic enrollment plan. Set benchmarks, strategies, timelines, and
indicators of success.
Strategy 3B: Develop partnerships with community colleges and high schools to attract additional
students into our majors.
Strategy 3C: Develop a support system to increase the academic success of all students and
retention of underrepresented students. Consider increased tutoring, use of teaching assistants,
and targeted advising.
Objective 4: Develop policies to offer students improved access to high quality faculty advising.
Strategy 4A: Encourage faculty advisors to use “best practices” in their advising and mentorship.
See “Academic Advising Guide for Faculty.”
Strategy 4B: Develop more effective ways to ensure advisors and students are making better use
of advising resources such as BRM.
Page 5 of 18
Strategy 4C: Move towards pro-active advising by identifying majors and tracking enrollment and
success in key courses.
Strategy 4D: Provide academic and career advising for all students within their first year at Metro
State
Objective 5: Continually reassess the Department’s core programs and make appropriate revisions to
their curriculum and explore the need for the development of new programs and courses.
Strategy 5A: Develop the necessary curriculum changes to realize core competencies that are
suitable for both students in pursuit of their educational goals and larger societal needs
Strategy 5B: Adjust curriculum in response to comprehensive assessment results and trends in
workforce and societal needs, with an awareness of more lasting foundational skills and
knowledge. Include assessment results in all substantive curriculum proposals.
Strategy 5C: Explore possible new courses and degree plans based on workforce and societal
needs. Explore an applied master’s in GIS, a master’s in science education, minor in climate
change, B.S. in geology and/or geography.
Objective 6: Support a faculty (and staff) which maintains disciplinary currency and contributes to their
profession.
Strategy 6A: Provide support for faculty and staff to attend conferences and workshops, review
and discuss current literature, and remain current in their disciplines.
Strategy 6B: Provide support for faculty to collaborate with colleagues at Metro State and other
institutions. Encourage faculty to participate in faculty learning communities.
Strategy 6C: Establish a biweekly colloquium series for faculty (and students) to share teaching
and research interests
Strategy 6D: increase transparency about departmental/institutional resources and ensure
equitable access to departmental resources. Encourage the Dean and Provost to adopt similar
transparency measures.
Objective 7: Recruit and retain excellent faculty and staff.
Strategy 7A: Maintain a prioritized list of departmental requests for additional or replacement full-
time faculty positions.
Strategy 7B: Ensure successful search procedures designed recruiting excellent scholars and
support personnel who are a good fit for the institution and department.
Strategy 7C: Provide and sustain competitive salaries and benefits.
Page 6 of 18
Strategy 7D: Establish clear and enduring performance standards for faculty and staff and help
administrators understand departmental guidelines. Establish a process that evaluates faculty
performance in a holistic manner including service, teaching, and scholarship, and supports varied
mixes of the three areas.
Objective 8: Provide structure and resources to expand a culture of scholarship among departmental
faculty.
Strategy 8A: Increase scholarly activities and peer-reviewed publications by increasing
reassigned time to tenured and tenure-track faculty.
Strategy 8B: Provide incentives and support for grant writing.
Strategy 8C: Increase opportunities for undergraduate research including developing R.A.
positions.
Strategy 8D: Seek community partners interested in utilizing departmental expertise to solve
local applied problems.
Objective 9: Ensure student and faculty access to the best possible laboratory facilities, equipment, and
logistical support .
Strategy 9A: Maintain a prioritized list of equipment and software needs.
Strategy 9B: Develop and continuously review a plan to best utilize departmental facilities and
equipment (involve new lab coordinator)
Objective 10: Seek innovative and varied ways to enhance departmental resources.
Strategy 10A: Enhance communication with program alumni, including developing a
departmental newsletter. Once established, include solicitations for support of student
scholarships and academic support.
Strategy 10B: Expand professional services which provide additional funds to the department.
Page 7 of 18
Integration with LAS and ASA Strategic Plans
ASA Strategic Plan
Student and Academic Success Metro State is a teaching university where academic excellence in teaching and learning and student success – supported in a collegial atmosphere of academic freedom – are accorded the highest priority. We evaluate our success by utilizing measures focused on the knowledge, skills and understanding students gain during their educational experience with us. Metro State students, faculty and staff strive for excellence in all that they do. Goal A: Metro State facilitates and enhances student success through the implementation of
research-based, best-practices degree-completion strategies.
Objective A.1: Develop and implement a strategic enrollment plan that includes intentional outreach and adapts research-based retention and graduation best practices1 to Metro State’s diverse student body.
Objective A.2: Improve curriculum delivery.
Strategy Departmental or Program Strategy
Partners in Success Time Frame
Expand collaborations with regional schools and community partners
Strategy 3B: Develop
partnerships with
community colleges and
high schools to attract
additional students into our
majors.
Denver Public Schools Community Colleges Office of Admissions
Ongoing
RECRUITMENT Attract a diverse pool of applicants, admits and enrolled students from the seven-county metro area
Strategy 3A: Develop a
strategic enrollment plan.
Set benchmarks, strategies,
timelines, and indicators of
success.
Denver Public Schools, First Year Success CAMP Honors Program
Develop plan in 2013-14
ADVISING Improve or develop and implement (depending on item): appropriate early
academic progress reports
absence-tracking efforts
Strategy 4A: Encourage
faculty advisors to use “best
practices” in their advising
and mentorship. See
“Academic Advising Guide
for Faculty.”
Educational Technology Center Advising Center CHE and BIO faculty for ENV advising
4A: Ongoing
1 See University Leadership Council, Hardwiring Student Success: Building Disciplines for Retention and Timely Graduation, Washington,
DC: Educational Advisory Board, 2009.
Page 8 of 18
Strategy Departmental or Program Strategy
Partners in Success Time Frame
course-management software tracking
intervention tracking prescriptive degree
roadmaps degree-map
milestones
Strategy 4B: Develop more
effective ways to ensure
advisors and students are
making better use of
advising resources such as
BRM.
Strategy 4C: Move towards
pro-active advising by
identifying majors and
tracking enrollment and
success in key courses.
4B: ongoing 4C: Meteorology advisors in Spring 2013
Identify engagement opportunities that support persistence and increase student participation in those activities
Identify students engaged in student clubs Compare success of participating students and share results to encourage more students to participate
Student Activities Plan in 2013-14 Begin tracking in 2104-15
Ensure predictable course-offerings rotation
Include three-year plans of anticipated scheduling of courses (including day, evening, etc.) in advising materials.
Ongoing
Clearly and intentionally define and enforce course pre-requisites
By Fall 2013, ensure that all prerequisites are BANNER-enforced. Track prerequisite waivers.
Fall 2013
Engage in state-of-the-art teaching, instructional delivery methods and student support.
Strategy 1A: Strengthen
departmental resources
that promote innovative
approaches to teaching and
new technologies. Increase
the use of high impact
academic practices such as
writing-intensive courses,
collaborative assignments,
fieldwork, undergraduate
research, study abroad
courses, and service
learning.
Strategy 1B: Develop a
system that recognizes,
Center for Faculty Development, Educational Technology Center
1A: Ongoing 1B:
Begin work in 2013-14 Implement plan by 2014-15
Page 9 of 18
Strategy Departmental or Program Strategy
Partners in Success Time Frame
celebrates and rewards
rigorous and effective
teaching and mentoring.
Develop curriculum designed to support the academic needs of enrolled students, especially during the first year
Strategy 2B: Support the
institutional assessment
program for the General
Studies Program with
appropriate assignments in
all sections and
coordinated collection of
assessment artifacts.
Select course coordinators
for multi-section courses to
ensure assessment occurs
(not necessarily common
assignments).
First Year Success Category 2 and 3 faculty
Meteorology – 2013 Other programs by 2014-15 to plan for General Studies assessment in Fall 2015
Develop and implement activities in and beyond the classroom that promote critical thinking and analytical reasoning
Strategy 6C: Establish a
biweekly colloquium series
for faculty (and students) to
share teaching and research
interests
Strategy 1A: Strengthen
departmental resources
that promote innovative
approaches to teaching and
new technologies. Increase
the use of high impact
academic practices such as
writing-intensive courses,
collaborative assignments,
fieldwork, undergraduate
research, study abroad
courses, and service
learning.
LAS Dean’s Office Other Academic Departments to “trade” class sections
Strategy 6C 2014-15 Strategy 1A: Ongoing
Continue and refine efforts to assess and improve First Year
Promote departmental G.S. courses as exemplary choices for first year
First Year Success Program
Ongoing
Page 10 of 18
Strategy Departmental or Program Strategy
Partners in Success Time Frame
Success program success. Strategy 2B: Support the
institutional assessment
program for the General
Studies Program with
appropriate assignments in
all sections and coordinated
collection of assessment
artifacts. Select course
coordinators for multi-
section courses to ensure
assessment occurs (not
necessarily common
assignments).
First Year Success Category 2 and 3 faculty
Meteorology – 2013 Other programs by 2014-15 to plan for General Studies assessment in Fall 2015
Identify, develop and implement strategies to overcome “sophomore slump,” e.g., intrusive advising interventions triggered by low GPA
Strategy 4C: Move towards
pro-active advising by
identifying majors and
tracking enrollment and
success in key courses.
Advising Center Meteorology 2013-14
Expand use of Supplemental Instruction to support o Students’ successful
move through difficult gateway courses.
o Student transition to University by enhancing their basic skills, per HB 1155
Strategy 3C: Develop a
support system to increase
the academic success of all
students and retention of
underrepresented students.
Consider increased tutoring,
use of teaching assistants,
and targeted advising.
First Year Success Dependent upon resources
Identify, develop and implement strategies aimed at upper-division students to facilitate graduation.
Work with Dean’s Office to ensure enrollment flexibility for required senior level courses
EAS, LAS Dean’s Office Ongoing
Expand opportunities for students to engage in global education.
# of students participating in study-abroad courses. (See Strategy 1A)
International Education Office
Ongoing
Use program assessment findings to improve curriculum
Strategy 2A: Enhance
program assessment for the
three programs. Improve
Academic and Student Affairs Assessment Office Assessment Peer
2013-14
Page 11 of 18
Strategy Departmental or Program Strategy
Partners in Success Time Frame
development and delivery.
the ratings of program
assessment from the Peer
Review to at least the
Established category (LUS
and ENV).
Add formative assessments
to supplement the
summative assessments
(MTR).
Strategy 5B: Adjust
curriculum in response to
comprehensive assessment
results and trends in
workforce and societal
needs, with an awareness of
more lasting foundational
skills and knowledge.
Include assessment results
in all substantive curriculum
proposals.
Reviewers Strategy 5B: Ongoing
Goal B: Metro State students are prepared to meet business/employer/graduate school
expectations.
Objective B.1: Create a data base of business/employer/graduate school expectations that is readily available online for student perusal/advising purposes.
Objective B.2: Embed those expectations in student learning outcomes across Academic and
Student Affairs. Objective B.3: Establish clear performance expectations for students. Objective B.4: Hire and retain quality staff and administrators who are experts in student
support and committed to Metro State’s diverse urban mission. Strategy Department’s Role Partners in Success Time Frame
Expand partnerships w/ various Chambers of Commerce, professional organizations, and
Strategy 5C: Explore
possible new courses and
degree plans based on
workforce and societal
2013-14
Page 12 of 18
Strategy Department’s Role Partners in Success Time Frame local regional businesses to identify business and employer expectations
needs. Explore an applied
master’s in GIS, a master’s
in science education,
minor in climate change,
B.S. in geology and/or
geography.
Strategy 8D: Seek
community partners
interested in utilizing
departmental expertise
to solve local applied
problems.
Strategy 8B: Ongoing
Work w/ faculty to establish easily understood graduate school expectations by discipline.
In advising materials, include additional expectations beyond the basic degree requirements
Provide academic and career advising for all students within their first semester at Metro State.
Strategy 4D: Provide
academic and career
advising for all students
within their first year at
Metro State
Advising Center Meteorology -2013 Other programs By 2014-15
Expand opportunities for students to participate in internships, service learning courses, undergraduate research projects, and community volunteerism.
Strategy 1A: Strengthen
departmental resources
that promote innovative
approaches to teaching
and new technologies.
Increase the use of high
impact academic practices
such as writing-intensive
courses, collaborative
assignments, fieldwork,
undergraduate research,
study abroad courses, and
service learning.
Strategy 8C: Increase
opportunities for
undergraduate research
Applied Learning Center, local employers LAS Dean’s Office
Strategy 1A: Ongoing Strategy 8C: Depends on research and success of grants written
Page 13 of 18
Strategy Department’s Role Partners in Success Time Frame
including developing R.A.
positions.
Continue efforts to identify and assess meaningful student learning outcomes w/in academic departments, Academic Affairs entities (e.g., centers and programs) and Student Affairs units.
Strategy 2A: Enhance
program assessment for
the three programs.
Improve the ratings of
program assessment
from the Peer Review to
at least the Established
category (LUS and ENV).
Strategy 2B: Support the
institutional assessment
program for the General
Studies Program with
appropriate assignments
in all sections and
coordinated collection of
assessment artifacts.
Select course
coordinators for multi-
section courses to ensure
assessment occurs (not
necessarily common
assignments).
Strategy 5A: Develop the
necessary curriculum
changes to realize core
competencies that are
suitable for both
students in pursuit of
their educational goals
and larger societal needs.
Strategy 5B: Adjust
curriculum in response to
comprehensive
Academic and Student Affairs Assessment Office Assessment Peer Reviewers First Year Success Category 2 and 3 faculty
Strategy 2A: 2013-14 Strategy 2B: Meteorology – 2013 Other programs by 2014-15 to plan for General Studies assessment in Fall 2015 Strategy 5A: Ongoing
Strategy 5B:
Ongoing
Page 14 of 18
Strategy Department’s Role Partners in Success Time Frame
assessment results and
trends in workforce and
societal needs, with an
awareness of more
lasting foundational skills
and knowledge. Include
assessment results in all
substantive curriculum
proposals.
Goal C: Metro State hires and retains quality faculty who are excellent teachers and productive
scholars who contribute to our communities.
Objective C.1: Sustain and enhance “telling Metro State’s story” to draw significant pools of highly qualified applicants.
Objective C.2: Ensure that faculty hires reflect the demographics of the region. Objective C.3: Sustain and expand programs to support faculty in adopting state-of-the-art
pedagogy, engaging in scholarly activities and contributing service to our multiple communities, including the global community.
Objective C.4: Continue to work on providing competitive salary and benefits packages. Objective C.5: Establish clear performance expectations for faculty.
Strategy Department’s role Partners in Success Time Frame
Strategy 7A: Maintain a
prioritized list of
departmental requests for
additional or replacement
full-time faculty positions.
Ongoing
Partner w/ AER to increase support to the Office of Sponsored Research and Programs to provide support to faculty seeking to write grants and engage in public/private contracts
Strategy 8A: Increase
scholarly activities and
peer-reviewed
publications by increasing
reassigned time to
tenured and tenure-track
faculty.
OSP Ongoing
Page 15 of 18
Strategy Department’s role Partners in Success Time Frame
Continue to develop and implement mentoring/ coaching programs to support faculty in successfully negotiating the tenure and promotion processes
Strategy 6B: Provide
support for faculty to
collaborate with
colleagues at Metro State
and other institutions.
Encourage faculty to
participate in faculty
learning communities.
Center for Faculty Development
Ongoing
Continue to revisit appropriate College and University Professionals Association (CUPA) comparators for salaries.
Strategy 7C: Provide and
sustain competitive
salaries and benefits.
Faculty Senate Human Resources
Ongoing
Finalize and implement the work of the Faculty Evaluation Task Force to improve the faculty evaluation process
Strategy 7D: Establish
clear and enduring
performance standards for
faculty and staff and help
administrators understand
departmental guidelines.
Establish a process that
evaluates faculty
performance in a holistic
manner including service,
teaching, and scholarship,
and supports varied mixes
of the three areas.
Faculty Senate, School of LAS, Office of ASA
Ongoing
Ensure meaningful and equitable departmental guidelines for critical faculty milestones, e.g., earning tenure, promotion to associate and professor ranks, and post-tenure review.
Review current departmental guidelines. Meet with the LAS Dean to reconcile departmental guidelines with the application of those guidelines by the Dean.
Dean, Associate Deans 2013-14 and ongoing
Strategy 7B: Ensure
successful search
procedures designed
recruiting excellent
scholars and support
Ongoing
Page 16 of 18
Strategy Department’s role Partners in Success Time Frame
personnel who are a good
fit for the institution and
department.
During the recruitment process, highlight resources available to faculty through the Center for Faculty Development
Search committees and department chair will include information to candidates and new hires.
Consider providing one course of reassigned time to tenure-track (probationary) faculty in each of the first two years of their appointment.
Support this recommendation. Consider using departmental reassigned time.
LAS Deans Office
Strategy 6A: Provide
support for faculty and
staff to attend
conferences and
workshops, review and
discuss current literature,
and remain current in
their disciplines.
LAS Deans Office Ongoing
Strategy 6C: Establish a
biweekly colloquium
series for faculty (and
students) to share
teaching and research
interests
LAS Deans Office Strategy 6C 2014-15
Goal D: Metro State continues to seek and sustain innovative resources for student and academic success.
Objective D.1: Partner with Divisions of Advancement and External Relations and
Administration, Finance and Facilities to expand public/private partnership opportunities. (See Community Engagement and Regional Stewardship, page 18.)
Objective D.2: Utilize alumni more effectively as connections for fundraising, donations of
critical equipment and similar opportunities.
Page 17 of 18
Strategy Department Roles Partners in Success Time Frame
Establish departmental/ programmatic liaisons to work w/ AER and Alumni Relations
Strategy 10A: Enhance
communication with
program alumni, including
developing a departmental
newsletter. Once
established include
solicitations for support of
student scholarships and
academic support.
Alumni Office 2013-14
Provide access to development and alumni software
Utilize alumni lists to enhance contact with alumni
Alumni Office
Expand efforts to develop financial support for space, equipment, and software necessary to provide quality education.
Strategy 10B: Expand
professional services
which provide additional
funds to the department.
Strategy 8B: Provide
incentives and support for
grant writing.
OWOW Center
Ongoing
Develop external funding for student research and participation in academic conferences.
Strategy 10B: Expand
professional services
which provide additional
funds to the department.
Strategy 8B: Provide
incentives and support for
grant writing.
Alumni Office University Foundation
Ongoing
Strategy 9A: Maintain a
prioritized list of
equipment and software
needs.
Strategy 9B: Develop and
continuously review a
plan to best utilize
departmental facilities
and equipment (involve
new lab coordinator)
EAS Lab Coordinator Strategy 9A: Ongoing Strategy 9B:
2013 and ongoing
Page 18 of 18
Strategy Department Roles Partners in Success Time Frame Strategy 6D: increase
transparency about
departmental/institutional
resources and ensure
equitable access to
departmental resources.
Encourage the Dean and
Provost to adopt similar
transparency measures.
LAS Deans Office 2013-14
