Strategic Directions and Goals
Strategic Direction 1: Creating department identity that promotes core and emerging strengths
Goal 1.1: To create an environment of geoscience enquiry and collegiality that transcends disciplinary boundaries
Action 1.1.a: Invest in faculty growth that complements and extends our ability to study the Earth system with interdisciplinary perspectives
Action 1.1.b: Incentivize students to reach outside their specialization into other fields and with diverse mentors
Action 1.1.c: Facilitate diverse graduate supervisory committees through a more inclusive definition of Geoscience faculty membership
Action 1.1.d: Promote dialog and communication within and outside the Department that highlights the global reach of Geosciences research and training
Action 1.1.e: Create and sustain department-wide scientific-social traditions that promote peer interaction.
Action 1.1.f: Promote disciplinary diversity in department-wide seminar series.
Goal 1.2: To promote a shared responsibility among faculty for the curriculum and educational opportunities of our students
Action 1.2.a: Ensure that all faculty members have a balanced portfolio of teaching and student advising that includes investments in both undergraduate and graduate education.
Action 1.2.b: Develop, document, and share course curricula that can encourage co-teaching and fluidity in faculty teaching assignments.
Action 1.2.c: Encourage disciplinary diversity in graduate supervisory committee membership.
Goal 1.3: To maintain and Enrich our core strength areas
Action 1.3.a: Ensure that strength of curriculum in geophysics, geology, and hydrology academic programs is a high priority when recruiting new faculty.
Action 1.3.b: Develop strategies to ensure degree programs in geology, geophysics, and hydrologic science are the highest ranked in the state, and become highly ranked nationally.
Action 1.3.c: Maintain and reinvest in the physical and human infrastructures that support our geoscience research and teaching capabilities.
Action 1.3.d: Pursue opportunities that expand and strengthen Geosciences through current faculty professional development.
Action 1.3.e: Prioritize strong curricula in our degree programs and tracks when recruiting new faculty.
Action 1.3.f: Prepare strategies for strengthening research and education in core areas that include future collaborative research opportunities, infrastructure needs, and curriculum improvements
Goal 1.4: To develop emerging strengths that integrate our coupled research and education mission
Action 1.4.a: Develop a strategy for building a Climate, Land, Water, and Society initiative centered in the Department of Geosciences
Action 1.4.b: Develop a strategy for building a Human Dimensions in Geoscience initiative that includes leveraging existing initiates in Human-Environment Systems, and Hazards
Action 1.4.c: Develop a strategy for building a Computational Geosciences initiative that includes leveraging existing initiates in Human-Environment Systems, and Hazards
Action 1.4.d: Develop a strategy for building a Magmatic Processes initiative centered in the Department of Geosciences
Action 1.4.e: Develop a strategy for building a Geospatial Analysis initiative centered in the Department of Geosciences
Action 1.4.f: Initiate a dialogue among faculty to identify future areas of strength and collaboration
Goal 1.5: To increase our impact on foundational education at BSU
Action 1.5.a: Develop a model the combines research revenues and credit hour generation that will allow us to become a revenue generating department.
Action 1.5.b: Obtain permanent resources for special lecturers to expand our teaching in Geography, Geographic Information Systems, and other high impact subjects
Strategic Direction 2: Empowering innovative and globally significant geoscience research
Goal 2.1: To develop research centers of excellence that elevate the capacity of our scientists
Action 2.1.a: Strengthen collaborations with existing centers, such as the Human-Environment Systems (HES) Center within the College of Innovation and Design
Action 2.1.b: Identify emerging collaborative strengths that can seed new centers of excellence, unite faculty researchers toward common goals.
Goal 2.2: To increase the population of research professors, research scientists, and postdoctoral researchers in the department
Action 2.2.a: Acquire funding for a visiting scholar program
Action 2.2.b: Promote inclusion of funding for postdoctoral scientists in grant proposals
Action 2.2.c: Develop baseline funding sources for Research Professors
Goal 2.3: To foster a culture of student centered research
Action 2.3.a: Develop incentives in workload, salary, and recognition for faculty to involve students in research
Action 2.3.b: Provide matching funds for grants that support student research
Goal 2.4: To sustain and grow an infrastructure platform that enables our scientists to contribute at high levels to internationally significant research problems in Geosciences
Action 2.4.a: Assess the current use of laboratory space, the need for onsite and offsite equipment storage, the potential to house current and future graduate students, and other space needs related to the research enterprise
Action 2.4.b: Assess the level of grants accounting support provided by Geosciences, COAS, and OSP. Working with COAS and OSP, the current grants accounting support should be assessed in light of services offered by the college and university. A plan should be developed to structure the Geoscience office to best serve the research and academic activities of the department.
Action 2.4.c: Identify and fill gaps is technical support positions, and funding for those positions, throughout all department core and emerging strength areas
Action 2.4.d: Provide sufficient computing support for academic and research faculty, staff and students that effectively integrates university resources with unique departmental needs
Strategic Direction 3: Creating modern and globally relevant geoscience education programs
Goal 3.1: To offer high impact programs at all levels of education at boise state university
Action 3.1.a: Develop certificate programs that give students opportunities “Beyond the Major”
Action 3.1.b: Establish a suite of minors that allow Geoscience to participate in the COAS 3D degree
Action 3.1.c: Set enrollment and completion goals for each degree program
Action 3.1.d: Strengthen non-degree programs that serve important roles in the department, college and university including Geography and Geospatial Analysis.
Goal 3.2: To define clear learning outcomes, supported by curriculum designed to help students achieve those learning outcomes, and composed of content the reflects modern applications of geoscience education for every academic program
Action 3.2.a: Conduct a Program Assessment Review (PAR) for each degree program to redefine degree learning outcomes
Action 3.2.b: Conduct a curriculum mapping exercise to ensure that each degree/program is structured so that degree-learning outcomes are met
Action 3.2.c: Based on outcomes of the Program Assessment Review and Curriculum Mapping Exercise, identify curriculum gaps and define strategies to fill them
Action 3.2.d: Develop strategies such as standardized syllabi to ensure that our learning objectives and curriculum map are effectively communicated to students
GOAL 3.3: To promote critical thinking and critical evaluation of information in all programs
Action 3.3.a: Create a set of guiding principles related to critical thinking to incorporate into in all geoscience classes
Goal 3.4: to increase geoscience courses in the university foundational studies program and other programs related to geosciences
Action 3.4.a: Develop a strategy to ensure that Geography instruction is supported by the university
Action 3.4.b: Ensure that Geoscience disciples are well-represented in Environmental Studies, and that required courses incorporate appropriate geoscience concepts
Action 3.4.c: Revise our program in Geographic Information Analysis (GIS) into a campus-wide program that enables students to work as GIS professionals
Action 3.4.d: Identify potential high-enrollment courses that can contribute to the university Foundational Studies program
Action 3.4.e: Increase the number of faculty who participate in large-enrollment general education courses
Goal 3.5: To create a teaching environment that encourages instructors to integrate research expertise with course content to enhance student learning
Action 3.5.a: Encourage instructors to use data-driven activities in courses
Action 3.5.b: Encourage participation in programs such as Vertically Integrated Projects (VIPs) that involve students in research
Goal 3.6: To create an environment that promotes active learning by incorporating evidence-based instructional practices
Action 3.6.a: Foster a community of practice in which faculty regularly engage in dialog around teaching and learning
Action 3.6.b: Improve faculty adoption of Evidenced-Based Instructional Practices (EBIPs)
Strategic Direction 4: building a diverse, sustainable population of students, and providing services that promote student success
Goal 4.1: To develop a recruitment strategy for all degrees that leads to fulfilling enrollment growth objectives
Action 4.1.a: Devise a strategy to diversify graduate student funding portfolio
Action 4.1.b: Develop a marketing strategy that attracts high-quality applicants from Idaho, the nation, and the world
Action 4.1.c: Create a website that effectively communicates our department strengths to potential students
Goal 4.2: To provide incentives for graduate student mentoring
Action 4.2.a: Develop a strategy for providing matching funds for supporting graduate students
Action 4.2.b: Develop a workload policy that incentivizes graduate student mentoring
Goal 4.3: To diversify funding sources for graduate students
Action 4.3.a: Seek opportunities to fund graduate students with traineeships, fellowships, or scholarships
Action 4.3.b: Identify potential funding sources to supplement departmental student funding. Examples programs include NSF IGERT, NRS NRT, and NSF GK12
Goal 4.4: to provide services to students that promotes scholarship and facilitates efficient completion of academic programs
Action 4.4.a: Dedicate a portion of one faculty position workload to undergraduate advising
Action 4.4.b: Develop and distribute clear curriculum maps for each academic program
Action 4.4.c: Develop and sustain increased scholarships for undergraduate students
Action 4.4.d: Ensure that academic, curricular, and administrative materials are easily available to students through modern information-sharing platforms
Strategic Direction 5; Developing a Faculty, staff, and administrative structure that can serve a top tier phd granting department
Goal 5.1: To Grow the number of tenure line faculty to a population that can support the enrollment goals described above while sustaining research programs that necessary for a Doctoral Research University
Action 5.1.a: Revive the objective set in 2003 to increase tenure line faculty population to 18
Action 5.1.b: Create a workload policy that empowers faculty to become excellent teacher scholars, help the department fulfill its mission, and advance their professional goals
Goal 5.2: To employ an administrative staff that has the skill sets and workload bandwidth to provide high quality support in research and academic affairs for faculty, staff, and students
Action 5.2.a: Evaluate workload distribution and org chart of administrative staff to ensure that all academic and research support functions can be accomplished efficiently. Identify potential changes that may need to occur within the administrative structure as the department grows
Goal 5.3: To provide sufficient technical support for research programs that effectively integrates university resources with unique departmental needs
Action 5.3.a: Identify and fill gaps in technical personnel, and seek support for those personnel.
Goal 5.4: To have an departmental information sharing system that promotes faculty, staff, and student success
Action 5.4.a: Create policy documents for essential departmental functions including voting, workload, standing committee charters
Action 5.4.b: Create a central archival and retrieval system for department policies promotes institutional memory