1 A Strategic Plan An Action Plan College of Arts and Sciences, Northern State University Prepared by the Faculty and Staff Three-Year Blueprint of Strategic Priorities May 2026 – May 2029
2 Introduction The College of Arts and Sciences (College) is the largest academic unit at Northern State University, accounting for nearly one-half of all faculty and students. The College is composed of four departments housing some of the largest and fastest growing programs on campus spanning the humanities, sciences, nursing, mathematics, and social sciences, as well as providing the bulk of general education, freshmen seminar, and high school dual credit offerings. The College also houses the NACEP accredited Rising Scholars concurrent enrollment program, and makes major contributions in research, external grants, outreach, and community engagement. In 2018, the College shifted toward a more deliberative and formal process for long-term planning and implementation based on the model of “Strategic Doing,” which is better suited to meet the opportunities and challenges over the coming decade marked by significant demographic change, shifting demands in the workforce, and an evolving financial model for higher education. After soliciting feedback from multiple stakeholders during spring 2019, the College adopted a new mission, vision, and values statement and structure for strategic planning and implementation from September 2019 to September 2021, a process the college has adopted to date. The College’s blueprint for these strategic priorities spans and unites pillars of distinction in teaching, scholarship, and service supported by specific pedagogical, curricular, staffing, professional development, and administrative initiatives. This document outlines the blueprint; including Mission, Vision, and Values; Structure; College-wide Initiatives; and Departmental Action Plans with students as the focus. This document provides a general blueprint that will be assessed on a regular basis to reflect changing opportunities and circumstances. As a College, we reconvened to discuss and adapt the current action items, creating a new list of action items to implement May 2026 to May 2029 and continue to move the College strategically forward into the future. Mission To provide students with challenging educational experiences grounded in the liberal arts and natural sciences that develop the capacity to make an impact as critical thinkers, communicators, collaborators, and creators. Vision To become a community of teacher-scholars dedicated to quality student-centered education, scholarship, and service that fosters professional, personal, and civic success. Values Integrity, Excellence, Community, Leadership
3 Structure Reporting to the Dean, the Task Force Groups serves as a coordinating body for innovative, crosscutting, interdisciplinary initiatives applicable across the College. The Task Force Groups each supervise thematic teams, and the Departments built strategic planning and implementation within their designated disciplines and interdisciplinary initiatives using the College of Arts and Sciences and Northern State University strategic plan as a guide. Task Force Groups Goal: To cultivate a culture of collaboration, improvement, and reflection. General Studies Group Goal: To strategize efforts to attract more students into General Studies (GS) program(s) or from the GS program(s) into other College of Arts and Sciences programs. Members: Justin (Gus) Foote (Chair), Steven Usitalo, and Shelby Boettner High School Dual Credit Group Goal: To coordinate efforts to attract and retain high school dual credit students in degrees/programs in the College of Arts and Sciences. Members: Jodie Ramsay (Chair), Pamela Monaghan-Geernaert, Guangwei Ding, Juan Gonzalez, Elizabeth Haller, and Krystal Stuwe Recruitment-Retention Group Goal: To implement strategies to attract and retain prospective or current students into degrees/programs in the College of Arts and Sciences. Members: Lucas Wiscons (Chair), George Nora, Justin (Gus) Foote, Juan Gonzalez, Jennifer Glynn, and Brad Richardson Dean’s Priorities Goal: To rise to prominence through college-wide activities, excellence in education, and faculty-staff connections and mentorship. Members: Elizabeth Haller (Chair), Lyncee Monson, Kristi Brownfield, Lysbeth Benkert, and John Long College of Arts and Sciences Departments English, Communication, and Global Languages History and Social Sciences Nursing Science and Mathematics
4 College-wide Initiatives General Studies Initiatives • Restructuring the three-emphasis approach that marks the current BGS degree. • Adding a required second-year course (at present only the required capstone, GS 490, holds the degree together). This second-year course will help keep the students on a trajectory to complete the degree and prior to that, to take GS 490. Recruitment-Retention Initiatives • Recruitment – "Teaching Takeover" (Pilot: This semester or next) o Send 3 CAS faculty to "take over" classes at a target high school (e.g., Sioux Falls area) o Faculty deliver a guest lecture, hand out swag, and answer questions about Northern o Stay for lunch with students to build personal connections o Raffle off a "Northern Experience" package: tickets to an upcoming sports game or theater show (up to 4), overnight lodging in Aberdeen, and a meal with a faculty member in the student's area of interest • Retention – Community Building (Two parts) o Welcome Back Event: Host a CAS-wide picnic/BBQ/pizza party near the start of fall semester. Faculty should personally invite students, with extra effort to reach freshmen. Goal is a casual, fun event that builds community within CAS. o End-of-Year Celebrations: Allocate annual funds for each department to host their own year-end event. These should celebrate graduating students and connect with returning students (reminding them we know them, we're thinking about them, and we're looking forward to seeing them in the fall). • Recruitment & Retention – First Year Seminar (FYS) o Get as many CAS faculty as possible teaching FYS courses. This is our best opportunity to recruit "gen pop" (to borrow a CJ term) students into CAS majors and build the relationships that drive retention. o Part of this means addressing the workload issue; a 2-credit course is awkward to fit into a schedule without an overload. We'll need support from the Dean/campus admin to make teaching FYS feel exciting rather than burdensome. High School Dual Credit Initiatives • Establish connection to high schools by implementing a professor “TEDTalk” or semester seminar with concurrent enrollment courses to connect (in person or Zoom) with high school teachers and students. Dean’s Priorities Initiatives • Support recruitment and marketing efforts related to awareness of CAS and its degrees. Committees will report efforts throughout each academic year. Continue Fall 2026: Dean, Associate Dean, Chairs, Departments
5 • Continue to provide informal opportunities for faculty and staff to communicate, e.g., bimonthly coffee chats and semimonthly emails. Continue Fall 2026: Dean • Supervise strategic planning efforts in alignment with the College and university mission, vision, and values, including regular reporting to the College and other constituencies. Continue Fall 2026: Dean, Core Committee • Review staffing across the College to ensure alignment with curricular development. Continue Fall 2026: Dean, Associate Dean, Chairs, Departments • Support College of Arts and Sciences Distinguished Faculty Award. Continue Fall 2026: Dean, Associate Dean, Chairs • Strengthen alumni and donor relationships in partnership with the university Foundation. Continue Fall 2026: Dean, Associate Dean, Chairs • Continue annual, general education, and program-level curricula development and assessment efforts, using/refining College process where necessary. Continue Fall 2026: Dean, Associate Dean, Chairs, Departments English, Communication and Global Languages Action Plan Executive Summary Strategic priorities outlined in this report are designed to enhance course enrollments, aid student retention and support faculty development. I. Vision When our graduates act with purpose and integrity in the world, they strengthen democracy, cultivate compassion, and build a culture that values and expands educational access. We help students imagine worlds where they are active citizens, who not only thrive economically, but also create a more just, connected, and empathetic society. II. Mission The Department of English, Communication Studies, and Global Languages equips students to become interpreters and architects of communication, the essential skills of the information age. More than that, however, by modeling thoughtful and ethical reading, writing, and speaking, we challenge students to explore complex texts, ideas, and situations. Ultimately, our students become engaged and responsible citizens whose ability to evaluate, create, and disseminate information provides them with transferable, career-ready skills that create a more connected world. III. Core Values Several core values form the foundation for what and how we teach: • We share a deep respect for the humanities and the liberal arts tradition. • We value language and its unique power to transform the world. • We strive to awaken intellectual curiosity and inquiry that fosters both creative and cooperative problem solving. • We emphasize respect and empathy in engaging with challenging texts and real-world problems.
6 • We believe in both mastery of content and individual development, embracing a growth mindset that believes all students can become better communicators. IV. Strategic Goals, objectives, and key initiatives A. Teaching and Curriculum Enhancement Strategic Goal 1: Maximize enrollments through engaging with multimodal course delivery and curriculum adjustments to address recent curricular losses. Objectives 1. Pass paperwork through AAC to offer CMST major and minors online. 2. Offer CMST curriculum online and face-to-face and cross-list. 3. Pass paperwork through AAC to offer a second semester of Latin and at least one semester of American Sign Language. 4. Change the language requirement for BA in English from three semesters to two. Strategic Goal 2: Support students through more consistent and frequent curricular messaging to advisors and students. Objectives 1. Make sure course description posters/broadsheets are available to students and advisors every semester before the advising period opens. 2. Use touchstone classes in a more conscious way to advise majors. Strategic goal 3: Enhance teaching and collegiality through formal and informal information and skills sharing. Objectives 1. Utilize MSTeams to create a depository of teaching resources. 2. Schedule monthly or bi-monthly informal brown bag lunches to share teaching ideas and trouble shoot classroom problems. B. Research, Scholarship and Creative Activities Strategic goal 4: Make annual performance evaluations as transparent and smooth as possible. Objective Develop discipline-specific appendix to the Standards Document. C. Service and Community Engagement Strategic goal 5: Encourage community engagement and experiential learning through better documenting and celebrating what we do. Objectives 1. Apply for CETL pedagogy grant to purchase user friendly equipment for collaborative podcasting in cooperation with the library. 2. Identify and build community relationships that result in podcasting content. 3. Celebrate student and faculty achievements through podcasts.
7 4. Send news releases celebrating student and faculty accomplishments to NSU’s Media Relations for distribution. 5. Contribute more content to CAS Instagram/social media feeds. History and Social Sciences Priority Items Center for Public History and Civic Engagement Revitalization: Revive the work of the Center by re-establishing a regular public-facing speaker series and increasing campus and community awareness of civic engagement through partnerships with local and regional community organizations. This includes strengthening the Center’s visibility, clarifying its public mission, and reactivating its role as a hub for dialogue, history, and civic participation. This includes clarifying its mission, leadership structure, programming, and potential funding streams. Criminal Justice Faculty Hire (Fall 2026 Search): Conduct a CJ faculty search beginning in Fall 2026 to directly support the CJ MA launch in Fall 2027, expand graduate-level course coverage, reduce undergraduate instructional overload, and strengthen advising and program administration at both the undergraduate and graduate levels. Criminal Justice/Criminology (CJ) Master’s Program Development and Launch: Advance planning for the development and launch of a CJ MA program in Fall 2027, including curriculum design, faculty capacity, delivery format (online/hyflex/in-person), and alignment with workforce and regional needs. History Faculty Hire (Succession Planning): Prioritize a History faculty hire to ensure the program maintains a minimum of three full-time faculty, in anticipation of Steven Usitalo’s retirement. This hire is directly tied to sustaining program stability, advising capacity, and longterm curricular coverage. History Curriculum Revisions: Implement targeted updates to the history curriculum that are intentionally connected to faculty staffing and expertise, including the specialization of new hires and the need to balance major-level offerings with ongoing general education instructional demand. Revisions will ensure alignment with disciplinary trends, student pathways, and workforce applicability. Political Science Major Reinstatement and Expansion: Restore Political Science as a standalone major through targeted faculty hiring and curriculum development that expands beyond political theory to include data analysis, methodology, and applied political science (e.g., public policy analysis, elections, public administration, and quantitative methods). This effort is intended to strengthen workforce relevance, interdisciplinary connections, and long-term program sustainability. Nursing Action Plan – 2026-2031 Strategic Direction: Increasing Enrollment & Student Success Goal Statement: To increase nursing enrollment by cultivating a supportive environment where students thrive and succeed in their journey to become registered nurses.
8 Objective 1.1 Collaborate with Admissions & Enrollment Management Officer on nursing recruitment strategies; leverage LPN-to-BSN and transfer pathways to attract working adults and career changers. Timeline: Ongoing coordination, LPN pathway launches Spring 2026, evaluate yield annually Objective 1.2 Establish articulation agreements with regional LPN programs to create seamless transfer pathways into the BSN program. Timeline: Initial agreements 2027-2028, expand ongoing Objective 1.3 Partner with NSU Foundation to establish nursing scholarships and explore endowment of faculty positions to ensure program sustainability. Timeline: Scholarship criteria developed, ongoing review each Fall, endowment exploration ongoing through 2028 Objective 1.4 Develop bridge courses supporting student success: (a) LPN-to-BSN transition course, and (b) progression support course for students needing remediation. Timeline: LPN bridge course Spring 2026, progression bridge framework Spring 2026, pilot Fall 2026 Objective 1.5 Implement comprehensive NCLEX preparation program with progressive benchmark testing (ATI/HESI), structured remediation, and outcome tracking to achieve first-time pass rates at or above state/national benchmarks. Timeline: Framework Spring 2026, integrated throughout curriculum, first outcomes Spring 2027 Objective 1.6 Utilize predictive analytics and early alert systems to identify at-risk students; collaborate with Student Success Center and TRIO on intervention protocols. Timeline: Identify key indicators Fall 2026, implement interventions Fall 2027 Objective 1.7 Establish peer mentoring, tutoring, and wellness resources addressing unique stressors in nursing education; guide students in developing individualized success plans with milestones and celebrations. Timeline: Tutoring (Patho) launched Fall 2026, expand resources annually
9 Strategic Direction: Strengthening Organizational Framework Goal Statement: To build efficient, sustainable nursing program operations through stakeholder engagement, continuous improvement, and strategic resource management. Objective 2.1 Achieve and maintain CCNE accreditation through comprehensive self-study development, site visit preparation, and ongoing compliance with accreditation standards. Timeline: Self-study Summer 2026, site visit Fall 2026, decision anticipated Spring 2027 Objective 2.2 Develop and implement Systematic Evaluation Plan (SEP) with defined timelines for curriculum review (annual), policy review (annual), and comprehensive program assessment (ongoing per CCNE standards). Timeline: SEP framework Spring 2026, first full cycle 2026-2027 Objective 2.3 Establish clinical partnership infrastructure: develop and maintain clinical site agreements, implement preceptor recruitment and training programs, and create clinical site evaluation processes. Timeline: Initial agreements ongoing, formal preceptor orientation program Fall 2026, site evaluation tools Spring 2026 Objective 2.4 Define and document faculty/staff roles, responsibilities, and organizational structure; revisit as program grows and new positions are added. Timeline: Initial definitions Spring 2026, annual review, update with each hire Objective 2.5 Build core faculty capacity through mentorship initiatives, support for master/doctoral preparation and specialty certifications, and comprehensive onboarding program for new faculty and staff. Timeline: First cycle of NICE program complete Spring 2026, NurseTim Prof. Development program subscription Fall 2026, ongoing professional development annually per Professional Development Committee; ongoing support for faculty scholarship Objective 2.6 Develop and manage operational budgets supporting program sustainability and growth. Timeline: Annual budget development each spring, completed Fall 2025, ongoing monitoring Objective 2.7 Implement technology systems for clinical placement tracking, simulation scheduling, competency documentation, and student records; optimize workflows as systems mature. Timeline: Core systems beginning Fall 2025: refinement ongoing
10 Clinical Placement tracking (EXXAT) started summer 2025, yearly evaluation of service Core simulation systems/processes operational Spring 2026, refinement ongoing Competency evaluation implemented in d2L with biannual review and refinement Student Records management initiated Fall 2025, full process development Spring 2026 Faculty Records management initiated Fall 2025, biannual review Objective 2.8 Establish graduate outcomes tracking system including employment rates, employer satisfaction, graduate satisfaction, and practice location data to inform continuous improvement and meet accreditation requirements. Timeline: System developed by Spring 2027, first data collection post-graduation, annual tracking Strategic Direction: Advancing Academic Innovation Goal Statement: To empower students to own their education through innovative, experiential learning that prepares them for rewarding healthcare careers and meets regional workforce needs. Objective 3.1 Continue nursing curriculum development focused on critical thinking, clinical judgment, and practice readiness; integrate faculty feedback and evaluation data through SEP review cycles. Timeline: Ongoing through first cohort, curriculum review per SEP cycle Objective 3.2 Optimize simulation lab utilization; integrate high-fidelity simulation, clinical experiences, and interdisciplinary learning throughout the curriculum. Timeline: Simulation scenarios ongoing, full integration by Spring 2027 Objective 3.3 Assess feasibility of expanding health sciences offerings to include respiratory therapy, radiologic technology, laboratory sciences, and other allied health careers. Timeline: Needs assessment completed Fall 2025, intent to plan to administration/BOR by Spring 2026, initial program proposal Fall 2026, program start Fall 2027 Objective 3.4 Strategize with regional healthcare partners through Advisory Council to identify workforce needs, specialty areas, and career pathways that inform curriculum and recruitment. Timeline: Workforce assessment Spring 2026, annual review with Advisory Council Objective 3.5 Connect nursing students early with clinical partners, healthcare employers, and alumni to inspire career exploration and professional identity formation. Timeline: Employer connections integrated Fall 2025, nurse workforce panels/engagement Spring 2026, alumni opportunities ongoing w/ first graduating class Spring 2027
11 Objective 3.6 Explore interprofessional collaboration pathways including healthcare administration (with School of Business) and rural health/public health initiatives (with Science & Social Science Departments). Timeline: Initial conversations Fall 2025, feasibility assessment 2026-2027 Objective 3.7 Explore feasibility of graduate nursing education (MSN) to meet regional advanced practice and nursing leadership needs. Timeline: Feasibility study 2027-2028, recommendations by Spring 2028 Strategic Direction: Championing a Unified Identity Goal Statement: To establish NSU as a regional leader in nursing and health sciences education, contributing to the university's unified identity and mission. Objective 4.1 Establish Nursing Program Advisory Council with healthcare employers, community stakeholders, alumni, and faculty to provide strategic guidance and strengthen community partnerships. Timeline: Inaugural meeting Spring 2025, biannual meetings ongoing Objective 4.2 Collaborate with University Marketing to finalize establishment of recruitment materials and branding Timeline: Messaging framework Spring 2026, ongoing coordination Objective 4.3 Build student engagement through Student Nurses Association chapter, professional organization involvement, campus activities, and healthcare community service. Timeline: SNA chapter Fall 2024, community partnerships ongoing, NCF Fall 2026 Objective 4.4 Position NSU nursing as a regional leader through CCNE accreditation, strong NCLEX pass rates, workforce partnerships, and demonstrated graduate outcomes. Timeline: Accreditation Spring 2027, first outcomes data Spring 2027, reputation building ongoing
12 Future Considerations The following initiatives are on the program's radar for exploration once foundational priorities are established and resources allow. These are not current commitments but represent potential growth opportunities to revisit later in this strategic planning cycle. HyFlex/Online Delivery Options for all Courses Evaluate feasibility of active offering of flexible course delivery (HyFlex, hybrid, or select online courses) to expand access for place-bound students while maintaining clinical and hands-on requirements. Consider technology needs, faculty training, and accreditation implications. Potential timeline: Exploration 2027-2028. International/Study Abroad Opportunities Explore global health learning experiences, international clinical partnerships, or study abroad options for nursing students. Consider faculty-led short-term experiences, exchange programs, or mission trip partnerships. Potential timeline: Exploration 2028-2029. August Bridge Program Partnership Collaborate with university on developing nursing-specific components (healthcare math, medical terminology, study strategies, science bootcamp) for residential bridge program if university moves forward with initiative. Dependent on university timeline. Simulation Center Collaboration As program grows and resources allow, explore expansion of simulation capabilities including interprofessional sims with area RNs and medical professionals. Potential timeline: Planning 2028-2029. Nurse Residency Partnership Partner with regional healthcare employers to develop or connect graduates with nurse residency programs supporting transition to practice. Could strengthen employer partnerships and improve retention outcomes. Potential timeline: Conversations 2027, partnership development 2028. Science and Math Action Plan Executive Summary The Department of Science & Mathematics 2025–2030 Strategic Plan establishes a clear direction for advancing excellence in teaching, service, and research. Guided by the mission and values of NSU, the plan emphasizes collaboration, inclusion, and innovation as essential drivers of student success and faculty engagement. Key goals include: • Realigning the curriculum to improve student outcomes and retention in STEM majors. • Strengthening service and community engagement in alignment with the university’s mission. • Expanding faculty and student research through immersive, real-world experiences.
13 Through intentional planning and assessment, the Department of Science seeks to position itself as a model of academic rigor, inclusivity, and community partnership within NSU and the broader higher education community. I. Vision To foster a dynamic, inclusive, and student-centered learning community that empowers students to succeed in science, mathematics, technology, and health-related fields while contributing meaningfully to the mission of NSU. II. Mission The Department of Science & Mathematics prepares students for success in STEM disciplines by delivering rigorous, accessible, and collaborative educational experiences. Through evidencebased teaching, active research engagement, and community partnerships, the department fosters scientific literacy, critical thinking, and social responsibility. III. Core Values • Student Success – Supporting academic achievement and retention through accessible and well-sequenced programs. • Collaboration – Encouraging interdisciplinary teaching and research. • Equity and Inclusion – Creating an environment where all students and faculty feel valued, respected, and supported. • Innovation – Continuously improving programs through evidence-based teaching and research practices. • Community Engagement – Building strong connections between the university and the community through meaningful outreach. IV. Strategic Goals, Objectives, and Key Initiatives A. Teaching and Curriculum Excellence Strategic Goal 1: Realign four-year study plans to enhance student success and retention in STEM majors. Objectives 1. Curriculum Unification and Sequencing Conduct a comprehensive review of course offerings to ensure appropriate sequencing and rigor at each academic level. Consider placement exams for incoming students to determine optimal course placement in biology, chemistry and mathematics. Offer flexible course-load options for at-risk students to promote retention and academic success. 2. Inclusive and Supportive Learning Environment Promote inclusive teaching practices and accessibility across all science and math courses.
14 Implement two Course-Based Undergraduate Research Experiences (CUREs) within the next five years. Provide ongoing professional development in inclusive pedagogy for faculty and teaching assistants. 3. Team Teaching and Interdisciplinary Collaboration Pilot team taught two courses within the department, with a long-term goal of expanding across disciplines. Recognize and support team teaching as a workload-balancing strategy. 4. Program Expansion and Alignment Develop new Associate of Science (AS) programs, particularly in health-related fields. Evaluate the senior seminar requirement, considering replacement with a research capstone earlier in the curriculum. B. Service and Community Engagement Strategic Goal 2: Promote student-centered engagement opportunities that reflect and advance the mission of NSU. Objectives 1. Optimization of Service Responsibilities Assess and streamline existing departmental service commitments for efficiency and equity. Ensure that clear expectations are communicated to new faculty and that they are not overextended in service roles. 2. Enhanced Student and Community Engagement Strengthen student participation in outreach initiatives (e.g., science fairs, STEM Outreach, and local community events). Develop community-based learning options connecting coursework to real-world challenges. 3. Alignment with Institutional Mission Clearly articulate how departmental service supports NSU’s mission of civic engagement and educational access. C. Research and Scholarly Activity Strategic Goal 3: Develop real-world, immersive research experiences both in and outside of the classroom. Objectives 1. Faculty Research Support Advocate for increased institutional support for faculty research time and resources. Foster cross-disciplinary research collaborations within the department and across colleges.
15 2. Student Research Integration Introduce a required research capstone for Biology majors, with appropriate faculty compensation for mentorship. 3. Integration of Teaching and Research Showcase student and faculty research through symposia, publications, and external presentations. V. Communication and Continuous Improvement Maintain transparent communication with the Dean’s Office regarding curriculum changes and institutional policies affecting STEM programs. Solicit regular feedback from students, faculty, and community partners to guide iterative improvements. VI. Conclusion The Department of Science and Mathematics is committed to continuous growth and innovation in teaching, research, and service. By implementing this strategic plan, the department will strengthen student learning outcomes, increase faculty collaboration, and reinforce NSU’s mission to serve its students and community with excellence and integrity.
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