51³Ô¹ÏÍøÍòÄÜ¿Æ´ó

Strategic Objectives, Tasks, and Metrics

Build reciprocal relationships as we create and strengthen partnerships, collaborations, and pipeline programs with K-12.

• Build and sustain a diverse educator workforce.
• Collaborate with partners to develop students who are ready to succeed in college.
• Advance the conversation for educational practice and policy.

Metrics: field placement schools, student hours in school-related settings; professional development forum attendees; pipeline program participants and diversity of participants; community youth summer opportunities at 51³Ô¹ÏÍøÍòÄÜ¿Æ´ó

Leverage 51³Ô¹ÏÍøÍòÄÜ¿Æ´ó’s strength to develop collaborative networks and address community needs and challenges.

• Further creation of partnerships that address community needs, problems, and initiatives, especially homelessness and food insecurity.
• Develop practice research networks that grow to a national level.
• Help revitalize the neighborhood surrounding 51³Ô¹ÏÍøÍòÄÜ¿Æ´ó by providing services, economic development, and community-based research and creating a model for other communities to revitalize.

Metrics: number of projects addressing homelessness, poverty, and food insecurity; clients served through 51³Ô¹ÏÍøÍòÄÜ¿Æ´ó Food Pantry; collaborative networks; number of programs and services focusing on the neighborhood; amount of funding acquired for issues around homelessness, poverty, and food insecurity; community projects and partners

Provide cultural, educational, and service programs that are valued, advance learning, and benefit our communities.

• Enhance community engagement and collaboration through the effort and successes of 51³Ô¹ÏÍøÍòÄÜ¿Æ´ó's student-athletes and athletics programs.
• Further implement service-learning and other engaged pedagogies in order to apply and advance student learning while addressing community needs.
• Strengthen civic learning, engagement, and leadership.
• Build reciprocal community partnerships to better meet diverse 51³Ô¹ÏÍøÍòÄÜ¿Æ´ó student needs and fulfill our community needs.
• Host activities and events that are relevant and appreciated by the community.
• Support all families with special emphasis on first-generation and underserved populations across Southern Nevada by fostering a college-going culture and communication of the value of a college degree.

Metrics: cultural activities attendance; TMC/Allegiant/Cox attendance; educational outreach high-demand programs, enrollees, CEU types and enrollment; student-athlete GPA and service hours, service hours and service-learning courses

Targeted, intentional engagement efforts to identify, establish, and steward mutually beneficial partnerships with aligned stakeholders centered on distinct and strategic intersections.

• Expand commitment to the university and student success through deepened engagement with:
  • elected/government officials
  • nonprofits/community organizations
  • the private sector

Metrics: number of nonprofit partners collaborating with 51³Ô¹ÏÍøÍòÄÜ¿Æ´ó faculty and staff on community engagement projects; government and private sector contacts; presentations at municipalities

Communicate 51³Ô¹ÏÍøÍòÄÜ¿Æ´ó’s strengths to promote the link between the university and the associated benefit to the community, region, state, Legislature, and other stakeholders.

• Create and foster a sense of place and pride as well as overarching brand awareness across campus and Southern Nevada.
• Ensure the campus is — and is viewed as — a capable, responsive, and reliable community partner and thought leader.
• Communicate the value of a research university within the region.
• Maintain designation as Community Engaged through Carnegie’s elective designation and investigate possibilities with the new Carnegie elective designation on leadership.
• Demonstrate our brand strength through consistent and appropriately placed signage.

Metrics: 51³Ô¹ÏÍøÍòÄÜ¿Æ´ó News Center pageviews, reach on social media, media value of publicity, media requests, promotional clips, Rebel Impact open rates, CCE status