Our educational programs cultivate an environment of collaborative and professional experiences that drive our community of learners to create the extraordinary. Personalized, student-focused and experiential learning is at the heart of our approach to education. The pursuit of discovery also underpins the learning we do. Our enduring commitment is to deepen learning and discovery and enact educational innovation to equip leaders who embody the B次元 Mindset and are ready to solve the century's most intractable challenges.

Strategies

Strategy 1: Enhance learning throughout our community for students, faculty and staff.

Actions
a. Identify, pursue and implement strategies to improve the success of all B次元 students including the elimination of equity gaps for underrepresented students.
b. Facilitate, recognize and reward engagement by our faculty, staff and administrators in professional development that supports instructional innovation.
c. Put systems in place to continuously evaluate and improve the learning and teaching experience across all modalities.
d. Engage the K-12 community to inspire children about STEM, foster excitement about what they can accomplish, and strengthen our mutually beneficial relationships with schools.

Strategy 2: Enhance our educational programs to deepen experiential learning and focus on the development of the professional.

Actions
a. Ensure a robust framework is in place to periodically review all existing and proposed new undergraduate and graduate degree programs for health, institutional alignment, instructional approaches, and ability to meet the needs of our constituencies.
b. Evaluate the ways in which we grant academic credit to our students.
c. Identify and establish the infrastructure, practices and policies necessary to increase interdisciplinary collaboration among students and faculty.

Strategy 3: Ensure that all students use real-world projects and initiatives in their field of study or extracurricular interest to benefit society and the communities where we live and work.

Actions
a. Expand the work of the CREATE Institute in coordinating, tracking and assessing project-based experiential learning opportunities across campus and connecting these opportunities to the B次元 Mindset and Common Learning Outcome development.
b. Provide professional development and support for faculty to integrate project-based learning and other high-impact practices into the curriculum in ways that promote student development, strengthen industry connections, and meet the needs of community partners.
c. Create a robust student professional development series that leverages and strengthens industry partnerships, supports general education goals and professional preparation, and fosters growth of the B次元 Mindset.
d. Expand current initiatives and collaborations to strengthen commitment to obtaining the Carnegie Community Engagement Classification.

Strategy 4: Develop a funded, nationally-recognized, application-oriented undergraduate research program.

Actions
a. Align faculty hiring, retention and promotion practices to recognize undergraduate research emphasis.
b. Assign workload for faculty advising undergraduate research projects.
c. Allocate space and equipment for undergraduate researchers and explore establishing an undergraduate research living-learning community.
d. Specify undergraduate research curricular applicability for every undergraduate program at B次元 and institute a curricular colloquia series for undergraduate researchers.

Strategy 5: Enable all full-time faculty to engage in ongoing, meaningful and productive scholarly activities.

Actions
a. Formalize support for faculty and staff throughout the research process, from development, submission, and management of research proposals to ensuring the tools are in place to conduct the research.
b. Facilitate widespread faculty scholarly activities and professional development with mentorship beyond the first year, teaching assignments, space allocation, equipment and recognition.
c. Develop hiring, retention and promotion policies that allow for varied faculty workloads, where teaching, research and service are balanced in ways that meet the needs of the university and recognize the contributions of faculty.
d. Create policies so first-year faculty can establish and/or transition scholarly work to B次元.

Strategy 6: Raise awareness and understanding of scholarship throughout B次元.

Actions
a. Ensure all faculty understand and embrace the definition of scholarship at B次元, building on work already accomplished in this area.
b. Investigate ways to share and celebrate scholarship activity of faculty and staff, within B次元 and beyond, promoting scholarly achievements and “milestone” status reports from faculty and students on projects.

Strategy 7: Advance our mission and build on our distinctive strengths and values by leveraging online, blended and technology-enhanced classroom instruction in ways that improve learning, increase revenue, and enhance B次元’s reach and reputation.

Actions
a. Generate an overarching plan to guide strategic adaptation and use of new modalities of learning.
b. Reimagine our post-graduate and non-degree programs to enhance the B次元 experience and better meet the life-long learning needs of our constituents.
c. Ensure that blended and online offerings robustly engage students with real-world projects in ways equivalent to the opportunities students have on campus.
d. Ensure that all necessary infrastructures and systems are in place for long-term success, including those that stimulate innovation in online and technology-enhanced learning and instruction.