Goal: Increase land-grant impact

Objective: Leverage assets and partnerships to build resilient and sustainable communities

Objective: Amplify our academic enterprise through external partnerships

Note: Given the mission of our college, our academic programs all impact community well-being, which, in turn, supports both community resilience and sustainability. Consequently, our strategy here supports both of the above objectives.

Strategy 8: Increase external partnerships to expand applied learning opportunities in our degree programs, expand accessible professional development offerings aligned with the priorities of community-serving organizations, and more actively engage with public sector partners around knowledge translation that informs public policy

Example Action Steps

Multiple local academic units will increase the number of public and private sector partners that host engaged learning experiences that support the clinical service, social service, and leisure/recreation needs of communities
One local academic unit will grow remotely accessible continuing education and professional development programing for the helping professions that can be offered via synchronous and asynchronous formats (with an initial focus here placed on workplace-wellness).
Over the next five years, in what will be a complex dynamic environment for population health policy, multiple local academic units will seek opportunities to collaborate with public sector partners to bring expertise to bear (through the generation of new evidence or the synthesis and translation of existing evidence) on pressing questions.

Targets related to priority University metrics

University metrics	Target*
Research and collaborative projects with business, industry, and non-profit groups	• Increase research proposals submitted, and awards sponsored by corporations or non-profit entities by at least 10% each. • Increase research proposals submitted with public sector or community based partners, by at least 20%.
Total number of learners engaged in alternative credential programs	• Increase number of learners engaged in alternative credential programs by at least 100 learners per year

* Unless an alternate time-period is specified, target refers to change from the start to the end of the five-year plan implementation period.
Note that percent increases applied to metrics that are themselves percentages are multiplicative not additive (e.g., a 5% increase to a four year graduation rate of 72.1% is 1.05*72.1% or 75.7% not 77.1% (72.1% plus 5 percentage points).