Implementation Plan

Goal

Middle Tennessee State University will graduate students who are prepared to thrive professionally, committed to critical inquiry and lifelong learning, and engaged as civically, globally responsible citizens. 

Enhance the quality of the academic experience.

Objective

Invest in a diverse faculty to develop creative curricula embedded with high-impact learning practices to heighten active, collaborative learning and achieve equity in student achievement.

  • Incorporate a required high-impact learning experience into every major. [Provost; Vice Provost, Academic Programs; Deans -- Fall 2022]
  • Grow graduate college enrollments by 3% to 5%, with a long-term goal of reaching 20% of MTSU’s student body as graduate students paralleling our peers.  [Vice Provost for Research, Deans -- 2025]
  • Launch new undergraduate and graduate degrees that meet a market demand for Tennessee; modify graduate degrees to meet market demand, including content and delivery of the degree programs that will
    ensure access, equity, and quality.  [Vice Provost, Academic Programs; Deans -- Annual]
  • Expand civic engagement opportunities and establish a Free Speech Center as a national leader in First Amendment advocacy and civic engagement.  [Provost -- Fall 2019]
  • Expand experiential learning and implement MT Engage, in partnership with MTSU’s neighboring communities, to further facilitate and support student learning, scholarship, and career development.  [Provost; Vice President, University Advancement; Vice Provost, Academic Programs; Deans -- Annual]
  • Eliminate achievement gaps by utilizing analytics, refining and expanding student support programs, and increasing the diversity of faculty. [Vice Provost, Student Success; Vice Provost, Faculty Affairs; Deans -- Ongoing]
  • Increase online, hybrid, and off-site cohort offerings, adaptive scheduling, and curricular flexibility responsive to a dynamic higher education environment.  [Vice Provost, Student Success/Dean, University College; Deans -- Annual]
  • Build program-based academic communities for on-campus, online, and dual-enrolled students that connect them to the faculty, other students, alumni, and professionals in their major such as peer mentoring within a major, virtual learning networks within majors, and curricular professional events.  [Provost; Vice Provost, Academic Programs; Deans; Chairs -- Ongoing]
  • Review and revise academic policies and practices to ensure greater equity, effectiveness, and efficiency, e.g., CPOS pressure points and catalog inconsistencies, discussions of required minors in degree programs, multi-term registration, probation criteria, and course repeat policy.  [Provost; Vice Provost, Academic Programs; Vice President, Student Affairs -- CPOS, Fall 2020; all policies and practices by Fall 2021]
  • Establish a President’s or Provost’s Colloquium to strategically connect students and community members with leading thinkers and innovators across a broad spectrum of intellectual and educational arenas.  [President, Provost, Deans -- Fall 2021]
  • Complete a cohesive, integrated general education program that connects student learning to major fields of study and to professional and civic engagement.  [Vice Provost, Academic Programs; Director, General Education -- Fall 2022]
  • Develop and redesign courses in the major to link learning activities to students’ professional development and civic engagement.  [Provost, Deans -- Annual]
  • Enhance financial and academic support for faculty and student scholarship to increase scholarly production and extramural financial support for scholarship (grants and contracts).  [Vice Provost, Research; Deans -- Annual]
  • Create and sustain a comprehensive Faculty Development Program.  [Vice Provost, Faculty Affairs; LT&ITC; Faculty Senate -- Fall 2021]

Enhance the quality of the student life experience.

Objective

Address the wellness, financial health, and safety needs of students.

  • Implement an Open Education Resources Program to ensure all students have timely access to academic program and professional development materials.  [Vice Provost, Faculty Affairs; Vice President, Business and
    Finance -- Fall 2020]
  • Double available funding over the next 10 years to support the University’s scholarship/financial
    resources portfolio.  [Vice President, University Advancement -- 2025]
  • Revise the summer schedule to make financial aid more accessible to students pursuing coursework in summer.  [Provost; Vice President, Student Affairs; Vice Provost, Student Success/Dean, University College -- Fall 2021]
  • Biennially rebalance the University’s scholarship and financial resources portfolio for need, merit, and emergency funding to support student success.  [Vice President, University Advancement -- Biennial Report]
  • Create a student-centered website that provides one-point access to comprehensive, integrated wellness, financial health, and safety programs and services.  [Provost, Vice Presidents -- Fall 2021]

Objective

Invest in an inclusive campus-wide environment, including a virtual environment, that fosters informal living-learning opportunities for on-campus, off-campus, and online students.

  • Implement the Facilities Master Plan to expand both academic buildings and residential living-learning spaces.  [Vice President, Business and Finance; Campus Planning; Vice President, Student Affairs -- 2025]
  • Create student-friendly and accessible academic and gathering spaces throughout campus, e.g., social, recreational, technological, and maker spaces.  [Vice President, Business and Finance; Campus Planning -- Annual]
  • Create student-friendly and accessible virtual academic and gathering spaces for off-campus and online students, e.g., information sources and livestreamed campus events.  [Vice Provost, Student Success; Deans -- Annual]
  • Establish user-friendly designated visitor parking on campus to facilitate student/faculty/community collaboration.  [Vice President, Business and Finance -- Fall 2020]

Objective

Expand MTSU academic and student support to eliminate achievement gaps and address critical student success points (informed by data analytics) for students as they move through their college careers into their professional lives.

  • Implement an integrated program of careerdevelopment services that coordinates services to students and to employers and uses institutional research to track career outcomes.  [Vice President, Student Affairs; Deans; Assistant Vice Provost, Institutional Effectiveness -- Fall 2021]
  • Develop a comprehensive system to track graduates/alumni professionally through designated touchpoints in their careers, including their professional successes.  [Vice President, University Advancement; Provost; Deans; Assistant Vice Provost, Institutional Effectiveness -- Fall 2021]
  • Create and support a culture of student-centered service through all divisions of the University.  [Vice President, Business and Finance, Assistant Vice President, Human Resources Services -- Annual]
  • Leverage technology to enhance communication and services systems related to recruitment, enrollment, instruction and delivery, and student and academic support services, e.g., establish a student-specific MTSU portal with each student at their initial touchpoint with the University for continuity in communication.  [Vice Presidents; Deans; Vice Provost, Student Success -- Annual]
  • Use data analytics to determine course scheduling to meet student demand and needs.  [Provost -- Fall 2020]
  • Launch a Quest 2025 communications plan that will continuously inform students, faculty, staff, and community audiences.  [Vice President, Marketing and Communications -- 2019]
  • Implement a Student Evaluation of Advisor process.  [Vice Provost, Student Success -- Fall 2020

Establish MTSU as an educational, cultural, and economic hub to support student success and lifelong learning.

Objective

Create enhanced learning networks, in strong partnership with the University’s neighboring communities, as well as business and industry, to support student academic and professional success.

  • Develop, in partnership with the City of Murfreesboro and Rutherford County, an educational, cultural, and commercial district for learning, performance, entertainment, and commerce.  [President, Vice Presidents, Community Constituencies -- 2025]
  • Establish an educational hub for business and corporate partnerships in the Nashville/Davidson County SMSA to support student learning and increase access to career development and career advancement.  [President; Provost; Vice Presidents; Vice Provost, Academic Programs; Deans -- Fall 2020]
  • Construct a performing arts center, in partnership with neighboring communities, to serve as a regional educational and cultural hub for learning and performance.  [President, Vice Presidents, Community Constituencies -- 2025]
  • Leverage completion of Middle Tennessee Boulevard and new entrances to campus; complete the MTSU Athletic Plaza project; and implement a destination activities program to enhance community access to and engagement with the student life of the University.  [President, Vice Presidents, Deans, Athletic Director -- Ongoing; Athletic Plaza 2025]

 

 

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