Action Plan: Community Partnerships

Action Items

1-1. Explore processes to have community engagement noted on student transcripts

Goal: Advance student community engagement opportunities.

Action: Explore processes to have community engagement noted on student transcripts.

Who is Responsible?

Led by: Mike Sauer.

Process and Timeline

2018-19 Measurable Outcomes
  1. Follow-up to the process for noting community engagement on transcripts, working to identify the most efficient and sustainable method for the future, by August 30. [CCE P10Q1]
  2. Additional follow-up throughout the year as needed to complete the Carnegie Community Engagement Classification application.

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

The Office of Community Engagement, the Office of the Registrar, and the Office of Institutional Support met to explore how this could be accomplished. A plan was developed and will be implemented once the Registrar’s office has completed a software upgrade, scheduled for fall 2018. The Office of the Registrar will be creating a nested system of course tags (community-engaged course is the umbrella, with service-learning under this heading) in our catalog system to identify and track service-learning courses. The service-learning data generated from the earlier curriculum review process will serve as the roadmap by which the new tags will be applied to existing courses. Finally, the Office of the Registrar and the Office of the Provost integrated service-learning into the new course creation process in 2018, enabling us to continue to update the data and provide targeted support for faculty members developing service-learning courses. A meeting is scheduled for mid-December to finalize the process for including community engagement on transcripts, beginning with the fall 2019 semester. The Carnegie Community Engagement Classification application draft currently reflects this accomplishment.

Year-End Update 2018-19

 

1-2. Identify examples of how community engagement is connected with diversity and inclusion work for students and faculty

Goal: Advance student community engagement opportunities.

Action: Identify examples of how community engagement is connected with diversity and inclusion work for students and faculty.

Who is Responsible?

Led by Barbee Oakes and Jose Melendrez.

Process and Timeline

2018-19 Measurable Outcomes
  1. Descriptions of examples of diversity-related faculty/staff community engagement activities or projects, by August 30.
  2. Creation of detailed profiles for programs and other programs yet to be identified. [CCE P10Q2]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

The Office of Community Engagement has compiled examples of diversity-related community engagement activities and projects from the colleges, faculty, and staff and is working with the Office of Diversity Initiatives to create more complete profiles for the Carnegie Community Engagement Classification application and to promote more widely.

Year-End Update 2018-19

 

1-3. Identify community engagement efforts aimed at student retention and success

Goal: Advance student community engagement opportunities.

Action: Identify community engagement efforts aimed at student retention and success.

Who is Responsible?

Led by Pete Rinto.

Process and Timeline

2018-19 Measurable Outcomes
  1. Descriptions of examples of community engagement activities or projects aimed at student retention and success, by Aug 30. [CCE P10Q3]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

The Office of Community Engagement is working with the advising centers, the Academic Success Center, and Student Affairs to compile examples of community engagement activities or projects aimed at student retention and success.

Year-End Update 2018-19

 

1-4. Track and increase service and service-learning opportunities for students

Goal: Advance student community engagement opportunities.

Action: Track and increase service and service-learning opportunities for students.

Who is Responsible?

Led by:

  1. Sunny Gittens and Rian Satterwhite
  2. Sunny Gittens and Rian Satterwhite
  3. Sunny Gittens and Rian Satterwhite
  4. Sunny Gittens and Rian Satterwhite
  5. Rian Satterwhite

Process and Timeline

2018-19 Measurable Outcomes
  1. Implement a sustainable, on-going electronic process for identifying and tracking of service-learning courses, by May 1. [CCE P11Q1a]
  2. Prepare an annual report detailing for-credit service learning courses offered in the most recent academic year; number of departments represented by those courses; number of faculty and students in those courses; and their percentage of total courses, departments, faculty, and students at the institution, respectively, tracked by Student Engagement and Diversity, reported annually in July. [CCE P11-12Q1b-e]
  3. Descriptions of use of service learning data, reported by May 1. [CCE P12Q1f]
  4. Number of and examples of co-curricular student service hours tracked and described by Student Engagement and Diversity, reported annually in July. [CCE P14Q2]
  5. Creation of a Service Learning Advisory Committee.

Cross-Reference

CMP M1C, CMP M1D

Mid-Year Update 2018-19

UNLV established in 2017 a set of six criteria to define and shape service-learning courses. After these criteria were established, all courses in the AY2017-18 were then reviewed against these criteria over a period of six months to establish comprehensive accounting of service-learning courses campus-wide. This review process also served to identify which academic areas had interest in developing new service-learning courses, which is supported by the Office of Service Learning and Leadership. The Office of the Registrar will soon create a nested system of course tags (community-engaged course is the umbrella, with service-learning under this heading) in our catalog system to identify and track service-learning courses. The service-learning data generated from the earlier curriculum review process will serve as the roadmap by which the new tags will be applied to existing courses. Finally, the Office of the Registrar and the Office of the Provost integrated service-learning into the new course creation process in 2018, enabling us to continue to update the data and provide targeted support for faculty members developing service-learning courses.

Year-End Update 2018-19

 

1-5. Identify, assess, and utilize data on learning outcomes for students’ curricular engagement with the community

Goal: Advance student community engagement opportunities.

Action: Identify, assess, and utilize data on learning outcomes for students’ curricular engagement with the community.

Who is Responsible?

Led by:

  1. Laurel Pritchard.
  2. Lindsay Couzens.
  3. Laurel Pritchard and Lindsay Couzens.

Process and Timeline

Action will be based on follow-up as needed to complete the Carnegie Community Engagement Classification application. Past Measurable Outcomes:

  1. Descriptions of examples of and assessment of campus-wide learning outcomes for students’ curricular engagement with the community. [CCE P12Q2a-b]
  2. Descriptions of examples of and assessment of departmental/disciplinary undergraduate learning outcomes for students’ curricular engagement in the community. [CCE P12Q3a-b]
  3. Report on how assessment data (both campus-wide and departmental/ disciplinary) relate to learning outcomes for students’ curricular engagement are used. [CCE P12-13Q2c&3c]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

The two university learning outcomes that address community engagement are Global and Multicultural Knowledge and Awareness (“Graduates will have developed knowledge of global and multicultural societies, and an awareness of their place in and effect on them.”) and Citizenship and Ethics (“Graduates are able to participate knowledgeably and actively in the public life of our communities and make informed, responsible, and ethical decisions in their personal and professional lives.”) Additionally, the Office of Service Learning and Leadership developed additional recommended learning outcomes this year, including the following:

  • Students will critically reflect on their skills and abilities.
  • Students will recognize how diverse groups can generate creative solutions.
  • Students will apply course content to determine action needed in their communities.
  • Students will describe how their personal actions can either promote or hinder inclusiveness.
  • Students will describe their roles in making their communities more equitable and successful.
  • Students will attend to others’ thoughts, feelings, and values.
  • Students will discuss how their service-learning experience enhanced their learning.

Assessment and utilization of data is underway, and examples of these are included in the Carnegie Classification for Community Engagement application.

Year-End Update 2018-19

 

1-6. Integrate community engagement into curricular activities

Goal: Advance student community engagement opportunities.

Action: Integrate community engagement into curricular activities.

Who is Responsible?

Led by:

  1. Emily Lin.
  2. Rian Satterwhite.
  3. Alejandro Chacon.
  4. Susan Thompson.
  5. Emily Lin.
  6. Laurel Pritchard.

Process and Timeline

2018-2019 Measurable Outcomes
  1. Descriptions of examples of community engagement integrated into curricular activities involving student research, reported in July. [CCE P13Q4a]
  2. Descriptions of examples of community engagement integrated into curricular activities involving student leadership, reported in July. [CCE P13Q4a]
  3. Descriptions of examples of community engagement integrated into curricular activities involving internships, reported in July. [CCE P13Q4a]
  4. Descriptions of examples of community engagement integrated into curricular activities involving study abroad, reported in July. [CCE P13Q4a]
  5. Descriptions of examples of community engagement integrated with curriculum on an institution-wide level in graduate studies, reported in July. [CCE P13Q4b]
  6. Descriptions of examples of :community engagement integrated with curriculum on an institution-wide level in core courses, community engagement integrated with curriculum on an institution-wide level in capstone courses, community engagement integrated with curriculum on an institution-wide level in first-year courses, community engagement integrated with curriculum on an institution-wide level in general education, community engagement integrated with curriculum on an institution-wide level in the majors or minors, reported in July. [CCE P13Q4b]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

Community Engagement is integrated into curricular activities in a variety of ways, such as through student research, student leadership, internships, graduate studies, capstone programs, study abroad programs, graduate studies, and first-year courses. A few examples are included below.

Student Research – Community engagement is a common component of many of the university’s curricular activities. For example, students earning a master’s degree in “Anthropology – Heritage Management” work with local and federal agencies on fieldwork supporting local heritage site restoration. Students in the Higher Education doctoral program complete three-six credits of coursework in a community post-secondary institution; these experiences are individually designed research experiences intended to support the needs of the host institution. The master’s degree in Public Administration requires the completion of a three-credit capstone project; students identify a public organization with a specific policy need, and in consultation with the community partner, they analyze the context of that need and develop a potential solution. Masters of Public Health students complete a three-credit project with a community public health entity in the final year of the program.

Student Leadership – The Office of Service Learning and Leadership manages and teaches an 18-credit Leadership & Civic Engagement minor, hosted by the Greenspun College of Urban Affairs. This academic program explores socially responsible leadership theory and practice, and fundamentally incorporates community engagement both as a pedagogical practice as well as a subject of study. One course, Leadership & Social Change, examines local civil rights movements such as the creation of the Nevada Welfare Rights Organization and subsequent activism that shut down the Las Vegas Strip. Students read about these types of events and learn directly from the event organizers -- the local community members. The program has 40 students currently enrolled.

Internships – A wide array of internships benefit the community in locations ranging from the National Atomic Testing Museum to the Public Education Foundation. The UNLV School of Social Work partners with approximately 80 agencies in the community to provide learning opportunities for approximately 225 students (both BSW and MSW) for an average of 128,800 hours of service per academic year. Opportunities include placements in the areas of mental health, public and private child welfare, welfare and supportive services, hospice, non-profit agencies, veteran services, school social work, homelessness, forensic social work, domestic violence, sexual assault, sex trafficking, substance abuse, geriatric, and inpatient psychiatric care. The Honors College also has an internship program with Southern Nevada Adult Mental Health Services (SNAMHS), a state-funded facility that serves patients from underserved populations who have schizophrenia, bipolar disorder, substance use disorders and other psychological and psychiatric conditions. Interns can be placed in the forensic department or the civil department.

Year-End Update 2018-19

1-7. Identify and promote faculty scholarship associated with curricular engagement and outreach/partnerships

Goal: Advance student community engagement opportunities.

Action: Identify and promote faculty scholarship associated with curricular engagement and outreach/partnerships.

Who is Responsible?

Led by Starr Hoffman.

Process and Timeline

2018-2019 Measurable Outcomes
  1. Descriptions of examples of faculty scholarship associated with their curricular engagement achievements, by May 1. [CCE P13Q5]
  2. Descriptions of examples of faculty scholarship associated with their outreach and partnerships activity, by May 1. [CCE P15Q5]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

Year-End Update 2018-19

 

2-1. Prepare a well-educated workforce

Goal: Engage with the community to support economic development.

Action: Prepare a well-educated workforce.

Who is Responsible?

Led by: Brent Drake.

Process and Timeline

2018-2019 Measurable Outcomes
  1. Carnegie Foundation for the Advancement of Teaching and U.S. News & World Report rankings, reported annually. (Decision Support)
  2. Degree productivity, tracked by Office of Decision Support, reported annually. (Decision Support)

Cross-Reference

CMP SIC

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

2-2. Establish collaborations to advance research

Goal: Engage with the community to support economic development.

Action: Establish collaborations to advance research.

Who is Responsible?

Led by: Zach Miles and Lori Ciccone.

Process and Timeline

2018-2019 Measurable Outcomes
  • Identification of the types of documents (MOUs, agreements, contracts, etc.) that establish collaborations across campus, as well as additional coordination and education on document tracking and how to request documents. (Zach Miles & OSP)
  • Amount of funding from research grants/contracts, reported annually. (OSP)

Cross-Reference

CMP M2, CMP M4

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

2-3. Contract with partners to conduct industry-sponsored projects

Goal: Engage with the community to support economic development.

Action: Contract with partners to conduct industry-sponsored projects.

Who is Responsible?

Led by Lori Ciccone.

Process and Timeline

2018-2019 Measurable Outcomes

Amount of funding from industry/foundations sponsored projects, reported annually. (OSP)

Cross-Reference

CMP M2, CMP M4

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

2-4. Establish startups

Goal: Engage with the community to support economic development.

Action: Establish startups.

Who is Responsible?

Led by: Zach Miles.

Process and Timeline

2018-2019 Measurable Outcomes
  • Number of startups, tracked by the Office of Economic Development, reported annually. (Zach Miles)
  • Jobs created by startups, tracked by the Office of Economic Development, reported annually. (Zach Miles)
  • Amount of capital infusion in startups, tracked by the Office of Economic Development, reported annually. (Zach Miles)

Cross-Reference

CMP M2, CMP M4

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July (Q4 Tech Transfer Report).

2-5. License UNLV intellectual property

Goal: Engage with the community to support economic development.

Action: License UNLV intellectual property.

Who is Responsible?

Led by: Zach Miles.

Process and Timeline

2018-2019 Measurable Outcomes
  • Amount of funding generated by licensing intellectual property, reported annually. (Zach Miles)
  • Number of patents and patent applications filed, tracked by the Office of Economic Development, reported annually. (Zach Miles)

Cross-Reference

CMP M2, CMP M4

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July (Q4 Tech Transfer Report).

2-6. Ask partners to facilitate collaborations with other businesses

Goal: Engage with the community to support economic development.

Action: Ask partners to facilitate collaborations with other businesses.

Who is Responsible?

Led by: Zach Miles.

Process and Timeline

2018-2019 Measurable Outcomes

Further investigation into a process to track networking events, report by the Office of Economic Development, reported annually. (Zach Miles)

Cross-Reference

CMP M2, CMP M4

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

2-7. Advance understanding about what UNLV has to offer.

Goal: Engage with the community to support economic development.

Action: Advance understanding about what UNLV has to offer.

Who is Responsible?

Led by Tony Allen.

Process and Timeline

2018-2019 Measurable Outcomes
  • Number of UNLV homepage views, by Branding, Marketing, and Communications, reported annually. (Tony Allen)
  • Number of social media followers and total engagement, by Branding, Marketing, and Communications, reported annually. (Tony Allen)
  • Number of News Center page views, by Branding, Marketing, and Communications, reported annually. (Tony Allen)
  • Updates on advertising campaign, launched by Branding, Marketing, and Communication. (Tony Allen)
  • Other metrics that support communications and advance understanding about what UNLV has to offer. (Tony Allen)

Cross-Reference

CMP M2, CMP M4

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

3-1. Encourage businesses to hire UNLV graduates

Goal: Increase alumni and community support.

Action: Encourage businesses to hire UNLV graduates.

Who is Responsible?

Led by Career Services.

Process and Timeline

See report: Hiring UNLV Alumni 2016-17 CMP 1- 3.

2018-2019 Measurable Outcomes
  • Number of businesses that complete the Hire a Rebel Careerlink, reported annually.
  • Data/results pertaining to “first destination survey,” conducted by Career Services, reported annually.
  • Develop and implement next steps for the student exit survey process report by Career Services.
  • Development of a survey of UNLV employers, conducted by Career Services.
  • Data from survey of UNLV employers, reported by Career Services.

Cross-Reference

CMP M3B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

3-2. Involve more donors/supporters in university activities

Goal: Invite the community to advance development and fundraising.

Action: Involve more donors/supporters in university activities.

Who is Responsible?

Led by Chad Warren.

Process and Timeline

2018-2019 Measurable Outcomes

Number of constituents and type of constituent engagement, tracked using UNLV Connect, reported by Alumni Relations annually.

Cross-Reference

CMP M3B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

3-3. Invite philanthropy (funds, in-kind services, etc.)

Goal: Invite the community to advance development and fundraising.

Action: Invite philanthropy (funds, in-kind services, etc.)

Who is Responsible?

Led by Scott Roberts.
Subcommittee: Chad Warren, Caleen Johnson, SAVP, and Carrie Ahlborn.

Process and Timeline

2018-2019 Measurable Outcomes
  • Amount of funding raised, tracked by UNLV Foundation, reported annually. (Scott/AVP/Chad)
  • Total number of donors, tracked by the UNLV Foundation, reported annually. (Caleen Johnson / Carrie Ahlborn)
  • Number of face-to-face meetings with constituents by development officers, tracked in Raiser’s Edge, reported annually. (Scott/AVP/Chad)

Cross-Reference

CMP M3B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

3-4: Involve the community in mentoring students

Goal: Increase alumni and community support.

Action: Involve the community in mentoring students.

Who is Responsible?

Led by: Chad Warren.
Subcommittee: Amy Bouchard and others to be named.

Process and Timeline

*See report: Mentoring 2016-17 CMP 1-4.

  • Number of community members completing UNLV Connect, tracked by the Alumni Relations Office, reported annually. (Amy Bouchard)
  • Follow-up of the 2016-17 Mentoring report. (Chad Warren)

Cross-Reference

CMP M3B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

3-5: Determine constituent engagement

Goal: Increase alumni and community support.

Action: Determine constituent engagement.

Who is Responsible?

Led by Chad Warren.
Subcommittee: Blake Douglas, Carrie Ahlborn, and George Musovski.

Process and Timeline

*See report: Alumni Constituent Engagement 2017-18 Year-End Report CMP 3-6.

2018-19 Measurable Outcomes

Since work has involved developing a constituent engagement classification system that would complement prospect development, it is apparent that more constituents are engaged than are being tracked. Further work will continue to build-out the system in order to provide an analysis and awareness of engagement (return on engagement).

Cross-Reference

CMP M3B

Mid-Year Update 2018-19

We continue to use both the alumni engagement index and monthly scorecard to track metrics, comparing results YTD in FY18 and YTD in FY19. We are seeing increases in donors, in-large part due to the success of RebelsGive. We held a new, larger version of Homecoming with a festival that engaged nearly 4,000 students, alumni, and community members.

Year-End Update 2018-19

To be reported at Year-End.

4-1. Increase community attendance at intellectual/cultural events and venues

Goal: Engage with partners to help build intellectual and cultural vitality in the community

Action: Increase community attendance at intellectual/cultural events and venues.

Who is Responsible?

Led by Starr Hoffman.
Subcommittee: Jennifer Keene, Todd Robinson, Larry Henley, Maggie Farrell, Michelle Light, and Chad Warren.

Process and Timeline

*See report: Intellectual and Cultural Vitality 2017-18 Year-End CMP4.

2018-19
  1. Attendance at events and in gallery venues as identified through ticket sales and other local data collection, tracked by various venues, reported annually. (Libraries)
  2. Explore collaborating with Athletics on their tracking of community attendance. (Libraries)

Cross-Reference

CMP M1E

Mid-Year Update 2018-19

To be reported Mid-Year.

Year-End Update 2018-19

To be reported at Year-End.

4-2. Increase community appreciation of UNLV intellectual and cultural programs

Goal: Engage with partners to help build intellectual and cultural vitality in the community

Action: Increase community appreciation of UNLV intellectual and cultural programs.

Who is Responsible?

Led by Starr Hoffman.
Subcommittee: Jennifer Keene, Todd Robinson, Larry Henley, Maggie Farrell, Michelle Light, and Chad Warren.

Process and Timeline

See report: Intellectual and Cultural Vitality 2017-18 Year-End CMP4.

2018-19
  1. Data and open-ended responses gathered through surveys, conducted by venues, reported annually. Will develop and pilot this process in 2018-19. (Libraries)

Cross-Reference

CMP M1E

Mid-Year Update 2018-19

To be reported Mid-Year.

Year-End Update 2018-19

To be reported at Year-End.

4-3. Increase financial support for intellectual and cultural programs

Goal: Engage with partners to help build intellectual and cultural vitality in the community

Action: Increase financial support for intellectual and cultural programs.

Who is Responsible?

Led by Starr Hoffman.
Subcommittee: Jennifer Keene, Todd Robinson, Larry Henley, Maggie Farrell, Michelle Light, and Chad Warren.

Process and Timeline

See report: Intellectual and Cultural Vitality 2017-18 Year-End CMP4.

2018-19
  1. Amount of funding raised for units/venues identified above, tracked by the UNLV Foundation. (Scott Roberts)
  2. Exploration of the UNLV Libraries’ data on first-time attendees at UNLV events as an indication later propensity to donate to UNLV. (Libraries / Scott Roberts)

Cross-Reference

CMP M1E

Mid-Year Update 2018-19

To be reported Mid-Year.

Year-End Update 2018-19

To be reported at Year-End.

4-4. Increase number of UNLV experts that speak/contribute to intellectual events hosted throughout the community

Goal: Engage with partners to help build intellectual and cultural vitality in the community

Action: Increase number of UNLV experts that speak/contribute to intellectual events hosted throughout the community.

Who is Responsible?

Led by Starr Hoffman.
Subcommittee: Jennifer Keene, Todd Robinson, Larry Henley, Maggie Farrell, Michelle Light, and Chad Warren.

Process and Timeline

See report: Intellectual and Cultural Vitality 2017-18 Year-End CMP4.

2018-2019
  1. Exploration of ways to track the number of experts who present at non-UNLV public events, reported annually by University Libraries. (Libraries)
  2. Exploration of research expertise of interest to diverse communities in the region. (Libraries)

Cross-Reference

CMP M1E

Mid-Year Update 2018-19

To be reported Mid-Year.

Year-End Update 2018-19

To be reported at Year-End.

4-5. Bring more diverse community members to university events

Goal: Engage with partners to help build intellectual and cultural vitality in the community

Action: Bring more diverse community members to university events by removing barriers, involving diverse communities in events planning, and scheduling programming that reflects diverse communities.

Who is Responsible?

Led by Starr Hoffman.
Subcommittee: Jennifer Keene, Todd Robinson, Larry Henley, Maggie Farrell, Michelle Light, and Chad Warren.

Process and Timeline

See report: Intellectual and Cultural Vitality 2017-18 Year-End CMP4.

2018-2019
  1. Data and open-ended responses gathered through surveys or interviews, to identify barriers to diverse audiences attending UNLV public events. (Libraries)
  2. Exploration of ways to 1) involve diverse communities in event planning and 2) encourage campus event planners to reflect diverse communities in their programming. (Libraries)
  3. Exploration of how to ethically track/substantiate a potential increase in event attendance by diverse communities. (Libraries)
  4. Exploration of tracking number of partnerships with diverse segments of Southern Nevada community. Collaborate with Facilitating Community Engagement on information gathered on community partnerships through Community Engagement Survey. (Libraries)

Cross-Reference

CMP M1E

Mid-Year Update 2018-19

To be reported Mid-Year.

Year-End Update 2018-19

To be reported at Year-End.

5-1. Encourage increased attendance at all athletic events

Goal: Build relationships through and invite support of athletics.

Action: Encourage increased attendance at all athletic events.

Who is Responsible?

Led by: Kris Giese
Subcommittee: Becky Pugh and Andy Grossman.

Process and Timeline

*See report: Athletic Attendance 2017-18 CMP 5-1.

2018-2019 Measurable Outcomes

Ticket sales for and attendance at all athletic events, tracked by Athletics Ticketing, reported annually.

Cross-Reference

CMP S1B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

5-2. Invite philanthropic giving and increase fundraising for student-athlete scholarships

Goal: Build relationships through and invite support of athletics.

Action: Invite philanthropic giving and increase fundraising for student-athlete scholarships.

Who is Responsible?

Led by Erick Harper.
Subcommittee: Becky Pugh and Carrie Ahlborn.

Process and Timeline

2018-19 Measurable Outcomes

Amount of funding raised for athletic scholarships, tracked by Rebel Athletics Fund/Development, reported annually.

Cross-Reference

CMP S1B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

5-3. Encourage and demonstrate strong academic performance of athletes

Goal: Build relationships through and invite support of athletics.

Action: Encourage and demonstrate strong academic performance of athletes.

Who is Responsible?

Led by: Alan Hott
Subcommittee: Becky Pugh and Andy Grossman.

Process and Timeline

*See report: Student-Athlete Academic Performance 2017-18 CMP 5-3.

2018-19 Measurable Outcomes
  • Multi-year academic progress rate (APR), tracked by Student Athlete Academic Services, reported annually.
  • Percentage of student-athletes who attained a cumulative GPA of greater than 3.5 in at least 12 credits, tracked by Athletics, reported annually.
  • Number of student-athletes named to the Dean’s Honor List, tracked by Athletics, reported annually.
  • Number of sports attaining a team cumulative GPA of 2.75 or higher, tracked by Athletics, reported annually.

Cross-Reference

CMP S1B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

5-4. Assess pride in the UNLV brand

Goal: Build relationships through and invite support of athletics.

Action: Assess pride in the UNLV brand. 

Who is Responsible?

Led by: Carrie Ahlborn.

Process and Timeline

2018-19 Measurable Outcomes

Data gathered from the Young Alumni Survey, reported by the UNLV Foundation, reported annually.

Cross-Reference

CMP S1B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

5-5. Produce strong-performing athletic teams

Goal: Build relationships through and invite support of athletics.

Action: Produce strong-performing athletic teams.

Who is Responsible?

Led by: Andy Grossman. 

Process and Timeline

*See report: UNLV Athletics Performance 2017-18 CMP 5-5.

2018-19 Measurable Outcomes

Win/loss record of all sports, tracked by Assistant Athletics Director/ Communication, reported annually.

Cross-Reference

CMP S1B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

5-6. Build the best business operation that is fiscally and operationally transparent

Goal: Build relationships through and invite support of athletics.

Action: Build the best business operation that is fiscally and operationally transparent and is responsible and creatively and actively generating resources.

Who is Responsible?

Led by Michelle Edwards.
Subcommittee: Becky Pugh.

Process and Timeline

*See report: Athletics Financial Sustainability 2017-18 CMP 5-6.

2018-19 Measurable Outcomes

Cost/revenue ratio of all sports, tracked by the Associate VP of TMC/ICA Business Services, reported annually. 

Cross-Reference

CMP S1B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

5-7. Develop student-athlete character through community outreach

Goal: Build relationships through and invite support of athletics.

Action: Develop student-athlete character through community outreach.

Who is Responsible?

Led by Mallory Poole.
Subcommittee: Becky Pugh and Andy Grossman.

Process and Timeline

*See report: Student-Athlete Community Outreach 2017-18 CMP 5-7.

2018-19 Measurable Outcomes

Community service hours of student-athletes in all sports, tracked by Rebels with a Cause Community Outreach, reported annually.

Cross-Reference

CMP S1B

Mid-Year Update 2018-19

To be reported at end of year.

Year-End Update 2018-19

To be completed in July.

5-8. Develop, implement, and continue contribution towards a 1st class holistic student-athlete experience

Goal: Build relationships through, and invite support of, athletics.

Action: Develop, implement, and continue contribution towards a 1st class holistic student-athlete experience.

Who is Responsible?

Led by Megan Caligiuri.
Subcommittee: Athletics Marketing and Communications Team

Process and Timeline

2018-19 Measurable Outcomes
  • Facilitate the “Rebel Fan Council” and community surveys to solicit feedback on the fan experience.
  • Use the results of the “Rebel Fan Council” and surveys to launch initiatives to build a larger fan base and increase support of athletics.

Cross-Reference

CMP K6

Mid-Year Update 2018-19

To be reported at end of year — July 2019.

Year-End Update 2018-19

To be reported at end of year — July 2019.

6-1. Deepen and expand reciprocal connections with our partners to collaborate

Goal: Encourage and facilitate greater community engagement.

Action: Deepen and expand reciprocal connections with our partners to collaborate.

Who is Responsible?

Led by Sue DiBella.

Process and Timeline

2018-2019 Measurable Outcomes
  1. Number of community partnerships, reported annually in July.
  2. Number of community projects, reported annually in July.
  3. Community partners' perceived satisfaction of UNLV, reported annually in July.

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

The UNLV Community Engagement Council and the Office of Community Engagement are developing a statement that offers the campus guidance on forming partnerships that are reciprocal in nature, serving both the campus and the partner organization. Additionally, a tabling/outreach program has been established to extend our connections with the community; more than 1,600 substantial contacts have been made with community organizations and members of the public.

Year-End Update 2018-19

 

6-2. Identify and recognize UNLV’s current engagement, collaborations, and partnerships

Goal: Encourage and facilitate greater community engagement.

Action: Identify and recognize UNLV’s current engagement, collaborations, and partnerships on an ongoing basis.

Who is Responsible?

Led by:

  1. Sue DiBella and Tamara Marino.
  2. Tondra De and Sue DiBella.
  3. Tondra De and Sue DiBella.
  4. Sue DiBella and Tondra De.
  5. Bridget Kelly and Sue DiBella.

Process and Timeline

2018-2019 Measurable Outcomes
  1. Annual campus award(s) program to formally recognize community engagement, by Office of Community Engagement, by May 1 annually. [CCE P3Q2]
  2. Inclusion of questions from campus community engagement survey in Interfolio template, by Dec. 1, 2018. [CCE P5Q3a]
  3. Report on faculty community partners from Interfolio, by May 1. [CCE P3Q3a]
  4. Proposal for expansion of Interfolio to add administrative faculty and classified staff as users to facilitate documentation of their community engagement activities, by Dec. 1, 2019. [CCE P5Q3a]
  5.  Survey of campus community, conducted by Cannon Survey Center, by March 1. [CCE P5Q3a]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

Community engagement activity across campus is identified via a survey administered by the Office of Community Engagement in partnership with the Cannon Survey Center. Also, academic faculty can indicate their CE activity through the faculty activity database as well. Additionally, UNLV formally recognizes community engagement through several award programs and ceremonies throughout the year. Examples of this include the Office of Community Engagement Awards, the UNLV Top Tier Awards, and the UNLV Impact Awards. In addition to the campus-wide awards above, dozens of college- or unit-specific awards are presented at ceremonies and receptions each year honoring faculty, staff, and student for service and community engagement.

Year-End Update 2018-19

6-3. Develop ongoing systematic assessment of community perceptions

Goal: Encourage and facilitate greater community engagement.

Action: Develop ongoing systematic assessment of community perceptions.

Who is Responsible?

Led by:

  1. Sue DiBella and Bridget Kelly.
  2. Sue DiBella and Tamara Marino.
  3. Tamara Marino.
  4. Sue DiBella.

Process and Timeline

2018-2019 Measurable Outcomes
  1. Annual survey of UNLV community partners, by the Office of Community Engagement and the Cannon Survey Center, by Sept. 1. [CCE P3Q3a]
  2. Follow-up as needed: focus groups/roundtables with college advisory boards, conducted by Office of Community Engagement, report by May 1. [CCE P3Q3a]
  3. Number of Office of Community Engagement meetings with community partners, tracked by the Office of Community Engagement, reported annually, in July. [CCE P3Q3a]
  4. Follow-up as needed: description of how data on community perceptions is used. [CCE P3Q3b]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

UNLV’s Office of Community Engagement is in the second year of working with the university’s Cannon Survey Center to conduct an annual survey of the university’s community engagement partners to assess their perceptions of the institution’s engagement with the community. Community partners are identified through an annual online survey of UNLV faculty and staff, who are asked to describe their community engagement projects and activities and to identify partnering organizations (including contact names and email addresses of partners). This effort yields hundreds of contacts from various organizations in many fields. The Office of Community Engagement, in turn, reaches out to these contacts with an online survey designed specifically for UNLV’s community partners.

Year-End Update 2018-19

 

6-4. Emphasize community engagement in marketing materials

Goal: Encourage and facilitate greater community engagement.

Action: Emphasize community engagement in marketing materials.

Who is Responsible?

Led by:

  1. Nikki Troxclair.
  2. Zach Miles.
  3. Kyle Kaalberg.

Process and Timeline

2018-2019 Measurable Outcomes
  1. List of and brief descriptions of marketing materials emphasizing community engagement, websites, brochures, UNLV News Center articles, social media posts, and other collateral materials, reported annually in July. [CCE P3Q4]
  2. Analytics on UNLV Research Match, tracked by the Division of Research and Economic Development, reported annually in July. [CCE P3Q4]
  3. List of and brief description of executive leadership explicitly promoting community engagement, reported annually in July. [CCE P4Q5]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

UNLV’s strategic integrated marketing communications plan, which includes brand messaging and identity, seeks to advance the university’s strategic plan, including its five pathway goals, one of which is community partnerships and engagement. The strategic plan’s projection is that by 2025, UNLV will be recognized as a top tier public university in research, education, and community impact. The strategic marketing plan focuses on UNLV’s promotion of community engagement and well-being through education, research, scholarship, creative activities, and clinical services. The plan also supports UNLV’s mission to stimulate economic development and diversification, foster a climate of innovation, promote health, and enrich the cultural vitality of the communities we serve. Additionally, a variety of tactics are employed to convey community engagement messaging. The university has a strategic planning website that includes sections on community engagement, and the Office of Community Engagement also has an active online presence with its own website and social media. The office also produces a variety of printed and online materials that are shared widely in the community as well, including internal and external quarterly e-newsletters; an eight-page brochure; fliers and handouts on clinics and other UNLV resources/services for dissemination at outreach events; and branded giveaways and signage for tabling at resource fairs and events. Feature articles about each recipient of the UNLV Community Engagement Awards are heavily promoted by the university as well as the recipient’s department/colleges; they are included in the university’s e-communications as well. The UNLV News Center regularly promotes community engagement articles online, as well as local, regional, and national media stories on UNLV community engagement (“Community Engagement in the News”).

Year-End Update 2018-19

6-5. Track and describe funding for community engagement

Goal: Encourage and facilitate greater community engagement.

Action: Track and describe funding for community engagement.

Who is Responsible?

Led by:

  1. Sue DiBella and Tamara Marino.
  2. Caleen Johnson.
  3. John Osborn.

Process and Timeline

2018-2019 Measurable Outcomes
  1. Follow-up as needed: description of internal budgetary allocations dedicated to institutional engagement with the community, by May 1. [CCE P4Q2a]
  2. Description of external funding and fundraising amounts and activities directed to community engagement, reported annually in July. [CCE P4-5 Q2b&2c]
  3. Description of investment of university financial resources in the community for purposes of community engagement and development, by August 30. [CCE P5Q2d]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2018-19

To address a question in the application for the Carnegie Classification for Community Engagement, the Office of Community Engagement requested a report from the Controller’s Office on AY17-18 state funding of community-oriented programs and activities. The office also worked with the UNLV Foundation to obtain examples of non-charitable external funding as well as donations that were utilized for community engagement-oriented programs and activities. The total of all types of funding allocated for AY17-18 was $26.6 million. Examples of each will be included in the university’s Carnegie application.

Year-End Update 2018-19

6-6. Develop systematic, campus-wide assessment mechanisms

Goal: Encourage and facilitate greater community engagement.

Action: Develop systematic, campus-wide assessment mechanisms to measure the impact of community engagement.

Who is Responsible?

Led by:

  1. Starr Hoffman.
  2. Starr Hoffman.

Process and Timeline

Action will be based on follow-up as needed to complete the Carnegie Community Engagement Classification application.

Past Measurable Outcomes
  1. Description of campus-wide assessment mechanisms that measure
    1. ongoing, regularly conducted impact assessment on an institution-wide level;
    2. impact on students;
    3. impact on faculty;
    4. impact on community;
    5. impact on the institution. [CCE P6-7Q4a-e]
  2. Description of uses of above impact assessment data. [CCE P7Q4f]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2018-19

Extensive discussion and analysis of UNLV learning outcomes relative to community engagement occurred this year in an effort to complete questions in the application for the Carnegie Classification for Community Engagement. The Assessment Office is conducting further analysis of learning outcomes assessment to determine if colleges and departments are closing the loop as a part of their assessment efforts. Service learning course outcomes have also been identified and being assessed now as well.

Year-End Update 2018-19

6-7. Provide professional development for faculty/staff engaged in the community

Goal: Encourage and facilitate greater community engagement.

Action: Provide professional development for faculty/staff engaged in the community.

Who is Responsible?

Led by Mary-Ann Winkelmes and Sunny Gittens.

Process and Timeline

2018-2019 Measurable Outcomes

Description of professional development provided to faculty/staff engaged in the community, reported annually by July 1. [CCE P8Q6]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

Community engagement and service learning have been the focus of several campus-wide events. Last year, the “Teaching and Learning Best Practices Expo” featured a panel discussion on service learning and various community engaged learning programs. More than 100 participants from the above groups, as well as administrative faculty and students, attended. Additionally, New Faculty Orientation included discussion of support for service and community-engaged learning opportunities. In addition, targeted professional development programming that includes a community engagement focus occurs in the form of instructor development for all General Education instructors. The Office of Service Learning and Leadership offers workshops each year, as well as consultations by appointment on community-engaged course development. Event materials, including handouts, slide presentations, video-recordings, and guides, are archived online by the UNLV Libraries to broaden the reach of events.

Year-End Update 2018-19

6-8. Gain community input into institutional or departmental planning for community engagement

Goal: Encourage and facilitate greater community engagement.

Action: Gain community input into institutional or departmental planning for community engagement.

Who is Responsible?

Led by Kyle Kaalberg.

Process and Timeline

Action will be based on follow-up as needed to complete the Carnegie Community Engagement Classification application.

Past Measurable Outcomes

Follow-up as needed: descriptions of community representation and role in institutional planning that shape community engagement. [CCE P8Q7]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

Discussions with community members as well as input from the community partner survey has provided feedback to the campus on both the performance and impact of UNLV community engagement activities. The Cannon Survey Center is preparing a presentation on the survey report for key groups on campus to share this input.

Year-End Update 2018-19

6-9. Identify existing or develop new personnel policies that support or reward community engagement

Goal: Encourage and facilitate greater community engagement.

Action: Identify existing or develop new personnel policies that support or reward community engagement.

Who is Responsible?

Led by Ngai Pindell.

Process and Timeline

2018-2019 Measurable Outcomes
  1. Review/analysis/description of hiring/search policies or practices designed to specifically encourage hiring of faculty with expertise in and commitment to community engagement, reported in July. [CCE P8Q8]
  2. Review/analysis/description of P&T policies both at the institutional level and college/school/department level to determine those that reward scholarly work or teaching/learning that use community engaged approaches/methods, reported in July. [CCE P9Q9&11]
  3. Text from the faculty handbook or other documents that demonstrates that community engagement is rewarded as one form of 1) teaching and learning; 2) scholarship; and 3) service, reported in July. [CCE P9Q10a-c]
  4. In progress promotion and tenure guidelines to reward faculty scholarly work that uses community-engaged approaches and methods, reported in July. [CCE P10Q12]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

Vacancy announcements templates for both academic and administrative faculty and classified staff often include language that specifically indicates the importance of community engagement. Additionally, specific units with a strong community engagement orientation, such as the Office of Service Learning and Leadership and the Office of Community Engagement, as well as several very community-engaged colleges/schools, require commitment to and expertise in community engagement in recruitment announcements. Likewise, several schools with strong clinical programs require strong engagement skills. This is often included in the college/school profile portion of the job announcement. Additionally, the Nevada System of Higher Education Board of Regents Handbook, which contains all institutional-level policy regarding faculty tenure, includes language supporting community engagement in all three standards/ratings used in consideration of appointment with tenure. The UNLV administration and Faculty Senate provided input and consultation on the revisions, and the new bylaws were officially approved in June 2018.

Year-End Update 2018-19

6-10. Identify and describe outreach and partnerships across campus

Goal: Encourage and facilitate greater community engagement.

Action: Identify and describe outreach and partnerships across campus.

Who is Responsible?

Led by: Sue DiBella.

Process and Timeline

Action will be based on follow-up as needed to complete the Carnegie Community Engagement Classification application.

Past Measurable Outcomes
  1. Assignment of leads to identify and describe outreach and partnerships in various areas of the university, by May 1. [CCE P14-15Q1-5]

Cross-Reference

CMP M3A

Mid-Year Update 2018-19

Partnerships across campus have been identified via a survey administered by the Office of Community Engagement in partnership with the Cannon Survey Center. Descriptions of this activity are provided by the survey respondents. Additionally, several of these partnerships have been selected to serve as examples in the Carnegie Classification for Community Engagement and will be described in the application in the coming months.

Year-End Update 2018-19

7-1. Help solve community problems

Goal: Help solve community problems.

Action: Identify UNLV resources and expertise that may be employed to assist in capacity building designed to help address the most pressing community needs.

Who is Responsible?

Led by Carlton Craig and Sue DiBella.
Subcommittee: Helen Neill, Patty Cook-Craig, Vivek Sah, Shawn Gerstenberger, Natalia Samoylova, Garth Winckler, Rae Lathrop, and Gillian Barclay.

Process and Timeline

* See report: Local Community Needs - Addressing Homelessness 2017-18 Year-End CMP 7.

2018-2019 Actions and Measurable Outcomes
  • Framed through the American Academy of Social Work & Social Welfare (AASWSW), this subcommittee works “to champion social progress powered by science."
  • Procure another GA and finish UNLV expert list as well as socialization of the academic community to the problem-based network model.
  • Continue to work on food insecurity app and consult legal regarding its development.
  • Dr. Craig will continue on the Continuum of Care board as the university representative for southern Nevada.
  • Continue to develop community partnerships and possibly develop white papers for publication.

Cross-Reference

CMP S1B

Mid-Year Update 2018-19

  1. A New GA Student from Social Work started September 2018.
  2. We have completed an excel file mapping university faculty/experts to the AASWSW Grand Challenges.
  3. We have two different working white papers on different issues pertaining to homelessness. One done, edits being done on the other. This was a four-way collaboration between the community and UNLV. Citation for first one below.
    1. Cook-Craig, P. G., Craig, C. D., Lim. K., Ghafoori, A., & Jacobowitz, M. (2018). Uncovering challenges and opportunity in addressing youth homelessness in Southern Nevada: Community comparisons. Las Vegas: University of Nevada, Las Vegas.
  4. The conceptual model and examples were presented at the Council for Social Work Educations' Annual National Conference in Orlando.
    1. Craig, C. D. Engaging the Twelve Social Work Grand Challenges through University Community Engagement Offices. Council for Social Work Education Annual Program Meeting (presented November 2018). Orlando, FL.
  5. Attended and participated in the second annual Homeless Youth Summit here in Las Vegas where the plenary speaker (first author) presented the first white paper cited above.
  6. Continued to make progress on app for food insecurity. Making sure legal issues are addressed but fully anticipate this project coming to Fruition at the end of Spring. Had a meeting with Service Learning and faculty members in Community Health in terms of partnering on aspects of this project.
  7. Dr. Craig has continued being a board member for the Southern Nevada Continuum of Care. As part of this work he sits on two sub-committees a workgroup for the HMIS measurement system and a working groups for the Census count. He reviewed all homeless proposal and rated them for recommendation for HUD funding in August 2018. He was also asked to sits on the Homeless Policy Council for Southern Nevada and is an ex officio member. Several partners from UNLV and the community are part of this committee.
  8. Two grant evaluation projects are in process for finalization amounting to approximately $135,000 in grant funding due to collaborations in the community.
  9. Meeting held with the Engineering College to investigate grant writing collaboration on Medical Disparities.
  10. Dr. Craig helped Clark County School District plan their annual conference with a trauma-informed theme. Dr. Craig also did a training on compassion fatigue and burnout for Clark County School Social Workers in response to the October 1, shooting.
  11. This year over 300 hours have been applied to engaging the community on problem issues.(Dr. Craig, GA and other partners)

Year-End Update 2018-19

 

8-1. Be more creative in communicating the UNLV brand

Goal: Encourage and facilitate greater community engagement.

Action: Be more creative in communicating the UNLV brand.

Who is Responsible?

Led by Vince Alberta.

Process and Timeline

*See report: Communicating the UNLV Brand 2017-18 Year-End CMP 8-1.

2018-2019 Measureable Outcomes

Reports on Advertising and branding campaigns, produced annually. (Vince Alberta)

Cross-Reference

CMP S1C

Mid-Year Update 2018-19

Recently met with the Las Vegas Lights about any co-branding opportunities since some of their players were previously on the UNLV Soccer team. Discussions are on-going.

Formalizing an MOU with Las Vegas Billboards for a 13-month in-kind agreement for a digital billboard located at W. Lake Mead Boulevard and N. Tenaya Road.

Changed out the signage in McCarran International Airport with new branding elements that is consistent with the current design displayed on digital billboards around town.

Developing a holiday video from President Marta Meana that will be sent to community leaders and local, state and federally elected officials. The theme of the video is "Magic of the Season" and will distributed around the middle of December. The project is a partnership with Philanthropy and Alumni Engagement.

Gobo light on during December on north side of Greenspun College of Urban Affairs' building to signify Dec. 18 Winter Commencement. Residents and neighbors can view the light from the street.

Developing an overview of quick facts -- "On Point" -- for the 2019 Legislative Session.

Year-End Update 2018-19

8-2. Be more creative in communicating the UNLV brand.

Goal: Encourage and facilitate greater community engagement.

Action: Be more creative in communicating the UNLV brand.

Who is Responsible?

Led by: Kris Shay and Isabelle Johnson.
Subcommittee: Vince Alberta, Allan Breese, Ryan Doyle, Kevin Dunegan, David Frommer, and Craig Granger.
Ex-officio: Kyle Kaalberg.

Process and Timeline

*See report: Campus Signage 2017-18 Year-End CMP 9-1

2018-2019 Measureable Outcomes
  • Encourage and facilitate a greater sense of community, and foster a sense of “place” and pride in UNLV.
  • Maintain consistency across campus of all "UNLV" signage.
    • Review and determine approval of signage requests.
    • Support major campus initiatives.
  • Determine next steps for increasing signage and signage external to campus.

Cross-Reference

CMP S1C

Mid-Year Update 2018-19

  • Monument Sign Maps updated with UNLV Mobile App information included:
    • Installed in 6 locations across campus in January, 2018
  • Wayfinding/RebelSAFE app kiosk signs:
    • Installed in 10 locations across campus in May, 2018
  • RebelSAFE Elevator Wraps:
    • 2 RebelSAFE Elevator wraps have been installed; 1 in Dayton Hall first floor and another in University Gateway Parkway Garage, 2nd floor. Installation was complete June, 2018
  • Foundation/Alumni Day of Giving Signage:
    • 19, 13’ sail banners installed at various locations from September 21-October 13:
      • 4 in grassy median by Foundation Building
      • 2 on either side of theatres at beginning of east mall
      • 2 in front of CEB
      • 2 between HAM Hall and Tam Hall
      • 2 between WRI and Boyd Law School
      • 1 at the corner of WRI
      • 1 at the corner of FDH
      • 3 by CBC
      • 2 around SSCB
      • 1, 72”X48” Fence Banner installed on SU Balcony from September 21-October 13
  • Kiosk Installation:
    • 1, 8’X4’X4’ multi-media kiosk installed at Thomas & Mack in November, 2018
    • 11, 30”X60” pole banners installed in various locations:
      • 6 by Foundation/Cottage Grove Driveway
      • 1 by Hospitality Hall
      • 3 on Alumni Walk by CBC-B&C
      • 1 by Police Pole by SSC-B
  • Alumni Homecoming Signage:
    • 20 Sail Banners installed along East Mall from October 14-22
    • 2 Building Banners on East and West sides of Tam Alumni Center
  • Alumni Amphitheatre Signage & Judy Bayley Theatre:
    Every summer the signage committee along with IM&B determine if new banner designs are needed
    • 1, 15’X6’ – Judy Bayley Theatre Banners (refreshed July, 2018)
    • 2, 15’X6’ – Alumni Amphitheatre Banners (refreshed July, 2018)
  • Integrated Marketing & Branding building banner refresh installation:
    Every summer the signage committee along with IM&B determine if new banner designs are needed
    • 1, 20’X22’ building banner installed on CBC-C, July, 2018
    • 1, 20’X45’ building banner installed on Lied Library, July, 2018
    • 1, 27’X7’ building banner installed on CEB, July, 2018
    • 2, 27’X7’ building banner installed on RLL, July, 2018
    • 1, 27’X7’ building banner installed on SRWC, July, 2018

Year-End Update 2018-19