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MAP Support

About CSC's Master Academic Plan (MAP)

CSC’s Master Academic Plan (MAP) is a four-year plan that was developed in Fall 2013 and rolled out in Spring 2014. The MAP serves the purpose of molding and sustaining a high quality and cost-effective learning experience that differentiates Chadron State College from other institutions of higher learning. The MAP also

  • Continue to implement and improve the Essential Studies Program (ESP)
  • Define, develop, and promote co-curricular experiences that foster undergraduate and graduate student engagement
  • Create and implement a strategic vision(s) for teaching and learning technologies, teaching and learning center (TLC) and the library learning commons (LLC)
  • Evaluate campus-wide processes for student recruitment, advising, and retention; recommend a plan for continuous improvement
  • Study, create, and implement a strategic vision for the graduate studies program
  • Evaluate campus-wide processes for faculty and staff recruitment and retention; recommend a plan for continuous improvement.

An overview of the Master Academic Plan, 2014-2018 is available for download.

MAP Priorities

There are six MAP Priorities, which are currently managed by three Academic Deans and the AVP for Teaching & Learning Technologies. Project leads for each priority may be found in the MAP site within SharePoint:

  MAP Priority Priority Managers
1 Continue to implement and improve the Essential Studies Program (ESP). Jim Margetts, Matt Evertson, Sherry Douglas
2 Define, develop, and promote co-curricular experiences that foster undergraduate and graduate student engagement. Jim Margetts, Pat Beu, Christine Fullerton
3 Create and implement a strategic vision(s) for teaching and learning technologies, the library learning commons (LLC), and the teaching and learning center (TLC).
View the most recent Priority 3 Summary Update.
Kristol Cummings, Pam Newberg
4 Evaluate campus-wide processes for student recruitment, advising and retention; recommend a plan for continuous improvement. Joel Hyer, James Powell, Tamera Toomey, Jamie Hamaker
5 Study, create, and implement a strategic vision for the graduate studies program (GSP). Joel Hyer, Melissa Mitchell, Kathleen Kirsch
6 Evaluate campus-wide processes for faculty and staff recruitment and retention; recommend a plan for continuous improvement. Jim Powell, Anne DeMerresman, Ann Burk, Terri Haynes

MAP Sub-Priorities

To assist with project alignment and reporting in SharePoint, the MAP priorities have been broken down into sub-priorities. It is helpful to know these, if you are keen to demonstrate how your project has met a specific purpose within the MAP.

Priority 1 (Managed by Jim Margetts, Matt Evertson, Sherry Douglas)

Continue to implement and improve the Essential Studies Program (ESP).

SP # Sub-Priorities
1.1 Develop a sufficient number of ESP courses in the appropriate formats to accommodate student need.
1.1.1 Develop sufficient number of Capstone (CAP) courses to accommodate approximately 650 students.
1.1.2 Develop and maintain an ESP pathway to meet the needs of fully online students.
1.1.3 Develop a low cost/no cost text ESP pathway utilizing the Instructional Design process of the Teaching and Learning Center (item referenced in Academic Priority 3.6).
1.2 Develop faculty to teach, assess, and market ESP courses more effectively.
1.2.1 Establish an Essential Studies Faculty Senate standing committee to monitor assessment, recommend courses, and develop policies to assure that overall outcomes are addressed.
1.2.2 Hire three new full-time tenure-track faculty to assist with the teaching of Essential Studies courses or majors’ courses so that existing faculty may develop and teach ESP courses.
1.2.3 Provide faculty development for high impact practices, interdisciplinary courses, and team-taught courses.
1.3 Develop and refine ESP assessment organizations, mechanisms, and instruments.
1.3.1 Conduct a longitudinal research study to determine the impact of the Essential Studies Program on student learning.
1.4 Develop and refine an effective Study Abroad support infrastructure.
1.4.1 Encourage Study Abroad and Study Away experiences for Essential Studies students.
Priority 2 (Managed by Jim Margetts, Pat Beu, Christine Fullerton)

Define, develop, and promote co-curricular experiences that foster undergraduate and graduate engagement.

SP # Sub-Priorities
2.1 Determine what co-curricular means for CSC.
2.1.1 Define co-curricular experiences.
2.2 Cultivate research strategies and instruments to assess the student co-curricular experience.
2.3 Develop operational policies and procedures for co-curricular activities, including a proposal process for new co-curricular activities.
2.3.1 Develop a plan, provide examples of best practices, and present to faculty and staff.
2.4 Develop and refine co-curricular assessment organizations, mechanisms, and instruments.
2.4.1 Review and collect information from National Survey of Student Engagement (NSSE) and Faculty Survey of Student Engagement (FSSE) about student engagement with co-curricular experiences as well as survey the CSC campus for existing activities and the need for such activities.
2.5 Identify funding sources for co-curricular activities.
2.5.1 Establish a Foundation funding source for co-curricular programming at Chadron State College.
Priority 3 (Managed by Kristol Cummings, Pam Newberg)

Create and implement a strategic vision for teaching and learning technologies at CSC, the Library Learning Commons (LLC), and the Teaching and Learning Center (TLC).

For summary updates on Priority 3, visit the LLC Blog Reports page

SP # Sub-Priorities
3.1 The LLC will increase student, faculty, staff, and community utilization of the Library Learning Commons.
3.1.1 LLC interior renovations.
3.1.2 Rotating art gallery.
3.1.3 LLC signage.
3.1.4 Benchmark holdings and statistics.
3.1.5 Juvenile & curriculum collection relocation.
3.1.6 Project Strive-TRIO move.
3.1.7 Book delivery service.
3.1.8 LLC student lounge.
3.2 The LLC will revitalize its academic holdings (print and electronic).
3.2.1 LLC student training.
3.2.2 Choral music database.
3.2.3 Music collection refresh.
3.2.4 Education weeding and refresh.
3.2.5 Fullerton liaison process.
3.2.6 Hartman liaison process.
3.2.7 Newberg liaison process.
3.2.8 Perrie liaison process.
3.2.9 Law Library process.
3.2.10 Database assessment plan.
3.3 The LLC will create synergies between the Library and other campus and community units.
3.3.1 eScribes and OER support.
3.3.2 Assessment and HLC archives.
3.3.3 LLC quarterly meeting.
3.3.4 Personal librarian and virtual information literacy.
3.3.5 Shipping room remodel.
3.3.6 Re-purposing 107.5.
3.3.7 Faculty Senate SP rollout.
3.3.8 Liberal Arts SP rollout.
3.3.9 LLC benchmarking.
3.3.10 Richards Media Lab.
3.3.11 Sandoz-LLC foyer installation.
3.4 The TLC will develop a cohesive and properly resourced instructional technology support unit and will provide instructional technology support to college academic units.
3.4.1 Turnitin integration.
3.4.2 CSC Academic web.
3.4.3 Sakai upgrades and add-ons.
3.4.4 LMS learner support additions.
3.4.5 TLC multiuse room (in LLC).
3.4.6 MAP tracking & reporting with SharePoint.
3.4.7 TLC ticketing system.
3.4.8 Vidyo vendor change.
3.4.9 CSC Online-Sakai host Migration.
3.4.10 Student tutorial revision.
3.4.11 ITV circuit upgrades.
3.4.12 NPAC teamboard.
3.4.13 Old Admin prototype.
3.4.14 Social Work mediated classroom.
3.4.15 Project usage report.
3.4.16 Mobile workstations.
3.4.17 TLC multiuse technologies.
3.4.18 Rangeland mediated classrooms.
3.4.19 L-Drive to SharePoint.
3.4.20 Sakai gateway.
3.4.21 Sakai meeting tool.
3.4.22 Vidyo platform renewal.
3.4.23 MS 227 touch installation.
3.5 The TLC will provide regular outreach and training for college faculty and will develop and manage exceptional faculty development programs.
3.5.1 TLC re-vision.
3.5.2 TLC Director Exit Report.
3.5.3 TLC outreach.
3.5.4 ILM workshop.
3.5.5 Student Ratings transition.
3.5.6 Aligning high-tech with High-Impact workshop.
3.5.7 Using Turnitin workshop.
3.5.8 Sakai Lesson Builder workshop.
3.5.9 TLC Summer Institute.
3.6 The TLC will deliver instructional design support for approved college programs and will build a systematic revisions process and repository for online courses.
3.6.1 EDUC 321 course development
3.6.2 EDUC 322 course development
3.6.3 EDUC 323 course development
3.6.4 EDUC 413e course development
3.6.5 EDUC 414e course development
3.6.6 EDUC 415e course development
3.6.7 EDUC 416 course development
3.6.8 EDUC 417 course development
3.8.9 EDUC 422 course development
3.8.10 EDUC 423 course development
3.8.11 OER reporting
Priority 4 (Managed by Joel Hyer, James Powell, Tamera Toomey, Jamie Hamaker)

Evaluate campus-wide processes for student recruitment, advising and retention; recommend a plan for continuous improvement.

SP # Sub-Priorities
4.1 Improve student retention rates.
4.1.1 Improving graduate retention.
4.1.2 Network infrastructure upgrade.
4.1.3 Improving transfer retention.
4.1.4 Physical and Life Sciences Department increased number and variety of retention-related activities.
4.1.5 Investigate alumni data collection.
4.1.6 Evaluate Career Services.
4.1.7 Sophomore success.
4.1.8 Alumni data investigation.
4.1.9 Transitional Studies peer mentor pilot.
4.2 Improve academic advising.
4.2.1 Graduate and Undergraduate Catalog Revision -- and included publishing guidelines for these documents.
4.2.2 Communicate advising expectations.
4.2.3 Define Academic advising.
4.3 Grow institutional enrollment.
4.3.1 Face-to-face undergraduate Business Programs in Finance, Management, and Marketing.
4.3.2 Completion Rangeland center room IT.
4.3.3 College Relations New Marketing Campaign via a variety of mediums.
Priority 5 (Managed by Joel Hyer, Melissa Mitchell, Kathleen Kirsch)

Study, create, and implement a strategic vision for the graduate studies program (GSP).

SP # Sub-Priorities
5.1 Find ways to create efficiencies in the administration of graduate programs.
5.1.1 Creating and implementing recruitment plans for EDAD and SPED graduate degrees.
5.2 Internationalize MBA in order to grow its enrollment.
5.2.1 Initiated Master of Business Administration (MBA) hybrid (99) course offerings in response to international student body growth.
5.3 Develop and refine strategies for improving retention and completion rates.
5.3.1 Graduate Completion Rates.
5.3.2 Graduate Completion Phase 2.
5.4 Develop and refine graduate-level assessment organizations, mechanisms, and instruments.
5.4.1 Math Involvement in Graduate Studies Program.
Priority 6 (Managed by Jim Powell, Anne DeMerresman, Ann Burk, Terri Haynes)

Evaluate campus-wide processes for faculty and staff recruitment and retentions; recommend a plan for continuous improvement.

SP # Sub-Priorities
6.1 Provide college and community information and resources for potential and new faculty and staff.
6.2 Identify community housing issues and work with college and community leaders to address negative issues.
6.2.1 Identify resources for new housing construction.
6.2.2 Research to identify reasons for students moving off campus.
6.3 Develop a new testing center for campus.
6.4 Research to identify reasons for faculty/staff persistence and non-persistence at Chadron State College and work with college and community leaders to create a plan for improvement.
6.5 Provide up-to-date Academic Affairs computing technology for teaching including mediated classrooms, special use labs, and faculty and staff computers.
6.6 Develop and implement Mentor Faculty Proposal which addresses the need to mentor adjunct faculty more effectively throughout the College's academic programs.

MAP Roles and Responsibilities


Roles and responsibilities for MAP priority managers

  1. Review for timeliness, milestones, resources (cost centers), doable, and Project leader(s).
  2. Align to MAP priority and sub-priority.
  3. Align to assurance argument, federal compliance, quality initiative, assumed Practices, and State Authorization Reciprocity Agreement (SARA).
  4. Encourage suggestions to align to MAP, if task currently transpiring.
  5. Encourage cross-unit projects.
  6. Meet with Executive Council, unit heads, and department chairs to align individual goals (and specific project).
  7. Update cabinet, Executive Council, department chairs and Faculty Senate.
  8. Assist PPM to communicate progress of MAP to campus.

Roles and responsibilities of primary priority manager (PPM)

  1. Communicate progress of MAP to campus.
  2. Communicate and assist other priority managers.
  3. Designate project manager(s.)

Role and responsibilities of project manager(s) (selected OA or professional staff) track to ensure progress

  1. Discover obstacles and where help is needed.
  2. Provide assistance to project lead(s).
  3. Ensure documentation is submitted and/or recorded.
  4. Communicate with PPM on a regular basis.
  5. Ensure PPM has review proposed project.
  6. Upload PPM approved project to Sharepoint.

Role and responsibilities of project lead(s)

  1. Develops written plans (with timelines, milestones, resources, doability, and participants).
  2. Ensures day-to-day implementation.
  3. Works with priority managers and projects managers.
  4. Submits necessary materials to Project Manager.
  5. Check-off tasks and milestones at the beginning of the month and mid-month.

MAP Planning

A project that aligns with a specific MAP Priority should be formally approved by the Priority Manager. Typically projects are proposed, but in some cases, projects may be assigned or re-assigned by Priority Managers. To facilitate project planning and review, faculty and staff should use the MAP Project Plan Template, an MS Word document that is designed to guide planners and to streamline data entry and tracking. Please do not make any changes to the template, other than adding text and table rows, as necessary.

To be clear, a project is something that can be distinguished from a faculty and/or staff member’s regular day-to-day responsibilities. It is best to plan a project when the work involved

  • represents a new implementation
  • is complex; it features a number of dependencies or technologies or events
  • is outside the scope of normal day-to-day duties
  • is risk-laden; when extra care is required to satisfy constituents
  • is lengthy; a timeline of more than two weeks is considered lengthy
  • is expensive; when unusually large sums of money are involved.

While some projects may align with multiple MAP Priorities, it is important to determine which of the six is the most significant relative to the project. The Priority Managers will be able to help you make this determination as well as help to determine any sub-priorities.

The MAP Project Plan Template is available for download.

Also available for download is an example of an actual project plan.

MAP Tracking

The MAP uses SharePoint to track and report on projects that are relevant to the MAP. The SharePoint MAP Site makes it relatively easy for the CSC community and CSC accreditors to see how faculty and staff have worked--and continue to work--to achieve the MAP Priorities. In addition to reporting on the time and financial investments in the MAP Priorities, the SharePoint MAP Site provides academic units with a living memory of the many projects that have been and will be undertaken between January 2014 and December 2018.

After formally approving a project plan that is aligned with a MAP Priority, the MAP Priority Manager will hand off the project plan to be entered into SharePoint. Projects are then tracked until they are completed. Project tracking provides Priority Managers with ways to stay up-to-date on project progress and to assist with projects that fail to advance.

For more information, download a copy of the MAP Project Workflow document.

MAP Inquiries

If you have questions about MAP project planning, you should contact your immediate supervisor or the appropriate MAP Priority Manager. Questions about the MAP SharePoint Site should be directed to Kristol Cummings (kcummings@csc.edu).

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