A Vision for 100 Years of Academic Success 2014 to 2022 1922-2022
High-quality undergraduate and graduate programs that cultivate student learning and academic excellence are the core and most critical function of Murray State University.
MSU:100 Visionary Task Force Caroline Atkins Kimberly Bellah Kevin Binfield, Ex-Officio Dina Byers Steve Cobb Amelia Dodd Dwayne Driskill Renae Duncan, Ex-Officio Marty Dunham Renee Fister, Ex-Officio Weihong Gao Katy Garth Rory Goggins Ashley Ireland Jeremiah Johnson, Ex-Officio David Kraemer Neal Messer Sandy Miles Jay Morgan, Chair Peter Murphy Lisa O Neal Bob Pervine, Ex-Officio Sheri Riddle Phil Schooley, Ex-Officio Lou Tillson Tim Todd, Vice Chair and Facilitator Alesa Walker John Young, Ex-Officio Robin Zhang
MSU Mission Statement Murray State University serves as a nationally recognized residential comprehensive university, with a strong extended campus and online presence, offering high-quality associate, baccalaureate, master s, specialist and doctorate degrees. Academic programs are offered in the core areas of arts and sciences, agriculture, business, health and human services, teacher education, communications, engineering and applied technologies, and nursing. Teaching, research, and service excellence are core values and guiding principles that promote economic development and the well-being of the citizens of the Commonwealth of Kentucky and the region. Murray State University places a high premium on academic outreach, collaborative relationships with alumni, the public schools, business and industry, governmental agencies, and other colleges and universities at home and abroad. Murray State University prepares graduates to function in a culturally diverse, technologically oriented society and increasingly interdependent world. The University is committed to international education as an integral dimension of the university experience. Murray State University emphasizes student-centered learning and educational experiences that include first-year experience, the honors program, internships, study-abroad programs, service learning, research and creative projects, residential colleges, and student organizations. In sum, Murray State University fosters an exciting and challenging learning environment.
1 Recognized Comprehensive University 2014-2022 1. Elevate MSU from a Level V to a Level VI University with regional accreditor (SACSCOC) by expanding our academic programs 2. Pursue full reaccreditation for all 21 current disciplinespecific program accreditations 3. Pursue 4 more discipline-specific program accreditations, bringing the total to 25 4. Explore the development of 4-6 Signature Academic Programs for extended regional appeal and to meet regional needs 5. Promote MSU as a study abroad and experiential learning university consistent with the University s mission and Quality Enhancement Plan
1 Recognized Comprehensive University 2014 2022 6. Promote MSU as providing the premier academic programs in the Commonwealth 7. Promote MSU s residential college structure to enhance our appeal as a residential academic campus 8. Promote the unique thematic approach to general education courses through our University Studies Program
2 Strong Extended Campus/Online Presence 2014 2022 1. Maximize the use of each regional campus location to achieve student access and availability 2. Fulfill the memorandum of understanding for the Paducah Crisp Regional Campus by 2018/2019 3. Enhance MSU s online course availability from 16-17% of curriculum to 20-22% of curriculum, with emphasis on underserved areas and growing out-of-state enrollment areas 4. Develop and enhance academic articulation agreements with all service region community colleges, as well as out-of-state community colleges 5. Complete the MSU Breathitt Veterinary Center, the MSU Engineering and Physics Building, and foster collaboration on the Madisonville Postsecondary Education Building 6. Develop Reverse Transfer and Dual Admission Agreements with all four community colleges in the service region, as well as out-of-state community colleges
3 High-Quality Baccalaureate Education 2014-2022 1. Maintain high-quality undergraduate education as our fundamental academic mission 2. Develop 8-9 new academic programs with interdisciplinary content 3. Develop 5-6 new certification programs to align with business/industry and the needs of the region 4. Expand MSU s Thoroughbred Academy to the main campus and explore building capacity for a full-time residential high school academy 5. Transition undergraduate programs to 128 credit hours or fewer to reduce credit hours to degree
3 High-Quality Baccalaureate Education 2014-2022 6. Increase the number of STEM + Health graduates to complement the new science complex and expand the School of Nursing and Health Professions to capitalize on growing market trends 7. Maintain a strong and vibrant University Studies curriculum centered around the Characteristics of the MSU Graduate 8. Maintain strong support for the Arts and Humanities to foster the core of our liberal arts program 9. Explore meeting the criteria for becoming a member of the Council of Liberal Arts Colleges 10. Build upon our founding success of teacher education students scoring in the top 15% on national examinations
4 High-Quality Graduate Educa on 2014 2022 1. Develop 4-6 new master s programs to meet the needs of the region 2. Develop 2 new doctoral programs, bringing MSU s total to 4 to meet the needs of the region 3. Develop 4-5 new graduate certificate programs to meet the needs of the region 4. Restructure graduate level tuition to be more competitive with online and regional providers 5. Increase funding for graduate assistantships to foster graduate research opportunities 6. Promote MSU s MBA program as the largest in Kentucky and expand its reach outside the region and the state
5 Teaching and The Faculty Body 2014 2022 1. Increase course development opportunities for faculty teaching online courses and programs 2. Update University policies related to faculty compensation (summer compensation and overload policies) 3. Provide strategic investments for equipment and technology within classrooms and laboratories to maintain and advance instructional quality that benefits students 4. Maintain effective instruction as a priority in faculty hires and rank advancement 5. Increase faculty strength by attracting and retaining high-quality faculty members, particularly at the associate level and above
5 Teaching and The Faculty Body 2014 2022 6. Continue to transition staff who hold appropriate credentials to teach appropriate courses 7. Explore differentiated faculty roles 8. Develop a formal mentoring program for new faculty to foster faculty retention and professional success 9. Promote faculty creative activity through minisabbaticals and other summer development opportunities to enhance instructional delivery
5 Teaching and The Faculty Body 2014 2022 10. Continue to address faculty salary compression 11. Increase average faculty salaries to IPEDS benchmarks in each academic rank/category 12. Develop and maintain a quality Faculty Leadership Academy to develop future academic leaders 13. Increase the number of tenure-track faculty to assist with educational foundations and rankings 14. Develop and implement a structured Faculty Transitional Retirement Program
6 Academic Research/Scholarship 2014 2022 1. Increase external grant productivity from $7.5 million to $10 million per year 2. Increase the University s commitment toward student and faculty research, in both undergraduate and graduate programs 3. Increase funding for graduate assistantships and establish doctoral assistantships 4. Create an institutional repository to document faculty research 5. Increase the use of Associated Research Centers such as Breathitt Veterinary Center and Hancock Biological Station, particularly within graduate programs 6. Expand the use of post-doctoral faculty for teaching and research 7. Enhance and recognize the importance of faculty research and production of peer-reviewed publications, books, and other scholarly and creative works
7 Service and Academic Outreach 2014 2022 1. Establish relationships with business and industry as University service for faculty 2. Clarify policies and guidelines related to service across academic units 3. Increase MSU s faculty and staff service, particularly in leadership positions, to state and national organizations 4. Continue to promote and demonstrate MSU s commitment to regional service by funding academic research and service projects that benefit the service region and the Commonwealth 5. Promote entrepreneurial activities among students, the service region, and the Commonwealth 6. Serve as an economic development and cultural link to the many rural communities in the service region 7. Promote faculty and staff partnerships with school districts, municipalities, community agencies, and other business and industry to promote the service region and Commonwealth, including using national and global contacts
8 A Culturally Diverse University 2014-2022 1. Continue to support and implement the comprehensive MSU Diversity Plan as approved by the MSU Board of Regents 2. Increase the six-year graduation rate of undergraduate underrepresented minorities from 46% to 52% or higher 3. Continue to build a climate of respect and support for diversity of faculty, staff, and students by hosting a notable speaker series each year and other events 4. Continue to diversify MSU s academic curricula through the use of courses offered at home or abroad to promote cultural competence 5. Promote the recruitment of students, faculty, and staff from diverse countries and backgrounds
9 International Education 2014-2022 1. Create a School of International Studies and target an enrollment of 1,400 international students or more (English as a Second Language and regular students combined) 2. Expand MSU s student Study Abroad from 314 to 425 annual participants 3. Establish a foundational program in Central or South America equivalent to that of Regensburg (Europe) and Qingdao (Asia) 4. Continue to promote Discover International Programs and short- and long-term study abroad experiences for students, faculty, and staff
10 Student-Centered Learning Experiences 2014-2022 1. Maintain a 1:16-1:18 faculty-to-student ratio to continue MSU s success as a student -centered university 2. Enhance MSU s First Year Experience to increase freshman-to-sophomore retention rates 3. Increase the completion rate of the Honors Program by 20% and move toward an Honors Institute or College by 2016 4. Maximize curriculum and resources to provide high-quality experiential education 5. Enhance both support and scholarships to students engaged in MSU s Study Abroad 6. Build upon service learning as an academic strength 7. Expand student participation and funding for undergraduate research and scholarly activity 8. Foster residential college participation to increase graduation, retention, and student satisfaction rates 9. Continue to promote and recognize student organizations and faculty service to those organizations
11 Challenging Learning Environment and Student Success 2014-2022 1. Increase the six-year student graduation rate from 54% to 58% 2. Increase the freshman-to-sophomore retention rate from 73-74% to 77-78% 3. Decrease time to degree completion by expanding articulation agreements with community colleges and promoting the 15 to Finish Campaign 4. Implement MSU s QEP on Experiential Learning and promote MSU as an experiential learning campus
11 Challenging Learning Environment and Student Success 2014-2022 5. Increase dual credit opportunities for high-achieving high school students through Commonwealth Honors Academy, Racer Academy, and Thoroughbred Academy 6. Create dual enrollment in remedial/100-level courses to decrease time to degree 7. Decrease average student credit hours to degree from 139 to 134 through expanded community college articulation agreements, quality advising, and by limiting academic programs to 128 credit hours or fewer
www.murraystate.edu Submitted to President Davies