°®½´ÊÓƵ

Build new and leverage existing partnerships for mutual benefit.

Strategy A

Strengthen infrastructure to identify existing and potential partnership opportunities.

• Create and maintain a professional directory of faculty credentials, experience, and research specializations for potential alignment with community-based partners.
• Update and communicate the missions, visions, and values of the university’s specialized program offices/centers (e.g., CILS, IGNITE, Saffrin Center, Kennedy Institute for Mobility Innovation and Technology) to identify resources available to support new and existing collaborative efforts.
• Identify existing partnerships aligned with faculty expertise and interests of the university’s specialized program offices and centers.
• Conduct periodic environmental scans to identify new partnerships (including for profit, not-for-profit, government, and community-based organizations).
• Strengthen the town-gown relationship to promote °®½´ÊÓƵ as a collaborative partner and vital community asset.

Strategy B

Prioritize initiatives aligned with the University’s mission, vision, and strategic goals.

• Develop a process to prioritize new partnerships and initiatives and track internal capacity and available resources to discern feasibility, fit, and fiscal impact.
• Build a shared university-wide repository that tracks external engagements with existing and potential community partners.
• Engage alumni, community, and industry partners to promote community, economic, professional, and academic advancement.

Strategy C

Seek external funding to enhance partnerships.

• Identify funding interests of local, statewide, and national organizations that are aligned with identified areas of expertise and priorities of °®½´ÊÓƵ.
• Develop preliminary project proposals inclusive of expected deliverables, responsible parties, projected outcomes, and proposed budget to aid in grant writing efforts.
• Seek and secure resources to support initiative development, data collection, analysis, and communication of community partnership outcomes for grant writing and storytelling efforts.
• Engage in relationship building efforts with funders to facilitate a comprehensive development process.

Strategy D

Analyze the financial implications and opportunities of offering discounted tuition and/or other enrollment incentives to partners.

• Review existing tuition discounts and other enrollment incentives to determine uptake, financial implications, and return on investment.
• Conduct cost-benefit analysis to determine viability of existing and potential discounted tuition and other enrollment incentives vis-a-vis volume, revenue generation, and reach.
• Develop guidelines for the creation and assessment of discounted tuition and/or other enrollment incentives for community partners.

Advance experiential learning opportunities aligned with the strategic goals of the University.

Strategy A

Align resources to build capacity, develop, and sustain experiential learning opportunities.

• Inventory existing experiential learning activities within °®½´ÊÓƵ.
• Explore strategic opportunities for experiential learning aligned with the interests of °®½´ÊÓƵ students, faculty, administrators, staff, and alumni; academic departments, programs, and/or administrative units.
• Develop new community-based partnerships for experiential learning by building on existing activity.
• Cultivate potential partnerships to address strategic opportunities, to coordinate, and to assign institutional responsibility for building and maintaining those relationships.

Strategy B

Integrate work of various departments, programs, and administrative units to facilitate and amplify co-, extra-, and curricular experiential learning activities.

• Provide opportunities for faculty and staff to develop experiential learning activities.
• Review existing offerings to identify opportunities for, continuance, expansion, diversification, collaboration, or elimination.
• Develop signature and synergistic programming to support experiential learning.
• Explore the feasibility of creating a comprehensive university calendar and communication mechanisms to showcase experiential learning opportunities.

Strategy C

Monetize experiential learning opportunities sponsored by °®½´ÊÓƵ departments, programs, and administrative units.

• Promote °®½´ÊÓƵ resources to the larger community.
• Incentivize faculty and staff to create revenue-generating professional development curricula for distribution to wider audiences.
• Seek external funding for interprofessional- and simulation-based professional development opportunities for students, alumni, and practitioners.

Enhance student access to and opportunities for global learning.

Strategy A

Sustain current programming and relationships with global partners.

• Identify and address existing barriers to participation in study abroad.
• Promote study abroad opportunities including faculty-led, semester abroad, and college exchange programming through internal promotion and outreach.
• Train faculty to design and lead study abroad programs.
• Explore opportunities to engage with global partners, as well as their affiliated colleges and universities, to expand affordable and accessible programming.

Strategy B

Expand external resources to support global experiential learning opportunities.

• Identify diverse funding mechanisms including alumni and donor funds, scholarships, grants, and sponsorships to resource global experiential learning initiatives.
• Explore potential for employment- and internship-based global experiential learning programs.
• Investigate availability of specialized support for global learning opportunities for persons with disabilities.

Strategy C

Identify and develop regional opportunities to promote understanding of diverse cultural perspectives.

• Cultivate new and strengthen existing relationships with regional organizations affiliated with global populations.
• Develop and sustain curricular and co-curricular opportunities for students within regional organizations affiliated with global populations.