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: Katie Humphreys

Process and Timeline

2017-2018 Measurable Outcomes:

  1. Description of process for noting community engagement to transcripts, by May 1. [CCE P10Q1]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • The Registrar and the Registrar’s data team are working to create a community engagement/service learning indicator in PeopleSoft.

Year-End Update 2017-18

The Office of the Registrar has researched different options of noting community service on UNLV student transcripts. They looked at past recipients and current applicants of the Carnegie Classification to determine what other similar institutions have done in this regard. The results were fairly mixed as it depended on what SIS they were using, the resources available, and the short- and long-term implications of each option. They have currently narrowed down our choices to two viable options to note community service on transcripts.

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 Jose Melendrez.

Process and Timeline

2017-2018 Measurable Outcomes:

  1. Descriptions of examples of diversity-related faculty/staff community engagement activities or projects, by May 1. [CCE P10Q2]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Currently collecting community engagement activities connected to diversity and inclusion work, which includes: the Sociology Department’s SLICES program; the Center for Academic Outreach and Enrichment’s TRIO and Gear Up programs; the School of Community Health Sciences’ work with the Nevada Minority Health and Equity Coalition; and the College of Education’s Abriendo Caminos Program. Also, the Boyd School of Law, the School of Dental Medicine, and the School of Medicine all offer clinics to diverse populations.

Year-End Update 2017-18

UNLV has been designated as a Minority Serving Institution under Title III and Title V as granted by the Department of Education. He has also identified several faculty- and staff-led initiatives that he can use for the Carnegie Classification for Community Engagement, including the following: Abriendo Caminos; #Love2TeachLV; Multicultural Programs in STEM and Health Sciences; the Nevada Minority Health and Equity Coalition; American Indian Research and Education Center; Center for Health Disparities; Service-Learning Initiative for Community Engagement in Sociology (SLICES); Medical School Mobile Health Coalition; NV Consortium on the Teacher Pipeline; DREAM Zone Training; Latino Youth Leadership Conference; CHLI Future Leaders Conference; Latin Chamber of Commerce Scholarship Program; Asian Community Development Council GraduAsian Program; Hispanic Faculty Alliance Latino Graduation Ceremony; Native American Convocation Program; African-American Graduation Program, and the Festival of Communities. Selected programs/projects from this list will be described more thoroughly in the Carnegie Classification for Community Engagement.

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 Gayle Juneau-Butler.

Process and Timeline

2017-2018 Measurable Outcomes:

  1. Descriptions of examples of community engagement activities or projects aimed at student retention and success, by May 1. [CCE P10Q3]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Academic Advising directors are being asked to determine what efforts already exist in this area. Once they have inventoried these efforts, the directors will be asked to brainstorm for additional possibilities for students to engage with the community. The office of Retention, Progression, and Completion will centralize, maintain, and distribute these lists to Advising Centers to share with their students and the Office of Community Engagement.

Year-End Update 2017-18

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. Carl Reiber and Sue DiBella

Process and Timeline

2017-2018 Measurable Outcomes:

  1. Definition of service learning, standard/required components and description of process for identifying service learning courses, by 11-1-17. [CCE P11Q1a]
  2. Number of 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 May 1. [CCE P11-12Q1b-e]
  3. Descriptions of institutional definition of service learning; standard components of service learning; data collection process on above service learning variables, and use of service learning data, 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 May 1. [CCE P14Q2]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • A process for identifying existing service learning (definition established) courses has been initiated. Student Engagement and Diversity is tracking data on the number of for-credit service-learning courses offered in the most recent academic year, the number of departments represented by those courses, the number of faculty and students in those courses, and the percentage of total courses, departments, faculty, and students. Every college/school has designated a point person (or persons) with access to our customized data collection spreadsheet, which will enable us to capture this data by March 30, 2018. The description of institutional definitions of service learning, standard components of service-learning, data collection process on service learning variables, and use of service learning data is mostly complete. The definition, criteria (components), and data collection process was created and initiated. The number of and examples of co-curricular student service hours tracked and described by Student Engagement and Diversity are routinely collected and can be completed at any time.
  • Discussions (through OCE) are underway on how best to promote service learning among the faculty. This may include creation of a faculty advocate at some point, but a first step will be to explore forming a faculty service learning committee with representatives from the colleges.

Year-End Update 2017-18

 

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. Sue DiBella
  2. Laurel Pritchard
  3. Lindsay Couzens
  4. Laurel Pritchard and Lindsay Couzens

Process and Timeline

2017-2018 Measurable Outcomes:

  1. Creation of faculty advocate for Service Learning, by May 1.
  2. Descriptions of examples of and assessment of campuswide learning outcomes for students’ curricular engagement with the community, by May 1. [CCE P12Q2a-b]
  3. Descriptions of examples of and assessment of departmental/disciplinary undergraduate learning outcomes for students’ curricular engagement in the community, by May 1. [CCE P12Q3a-b]
  4. Report on how assessment data (both campuswide and departmental/ disciplinary) relate to learning outcomes for students’ curricular engagement are used, by May 1. [CCE P12-13Q2c&3c]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Academic Affairs Assessment has begun to pull together examples of assessment of the Global/Multicultural Knowledge and Awareness and Citizenship and Ethics UULOs from General Education and program assessment reports from 2016-2017 academic year. A flagging system has been developed for academic assessment reports, which will allow a team to identify examples of engagement within program assessment activities. An exhaustive report on UULOs assessment in the context of the General Education curriculum has been shared with the Faculty Senate General Education Committee, which they have read as part of their fifth-year review of the revised General Education curriculum.

Year-End Update 2017-18

 

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. Kendall Hartley
  2. Rian Satterwhite
  3. Raelynn Frazier
  4. Susan Thompson
  5. Kendall Hartley
  6. Laurel Pritchard
  7. Laurel Pritchard
  8. Laurel Pritchard
  9. Laurel Pritchard
  10. Laurel Pritchard

Process and Timeline

2017-2018 Measurable Outcomes:

  1. Descriptions of examples of community engagement integrated into curricular activities involving student research. [CCE P13Q4a]
  2. Descriptions of examples of community engagement integrated into curricular activities involving student leadership. [CCE P13Q4a]
  3. Descriptions of examples of community engagement integrated into curricular activities involving internships. [CCE P13Q4a]
  4. Descriptions of examples of community engagement integrated into curricular activities involving study abroad. [CCE P13Q4a]
  5. Descriptions of examples of community engagement integrated with curriculum on an institutionwide level in graduate studies. [CCE P13Q4b]
  6. Descriptions of examples of community engagement integrated with curriculum on an institutionwide level in core courses. [CCE P13Q4b]
  7. Descriptions of examples of community engagement integrated with curriculum on an institutionwide level in capstone courses. [CCE P13Q4b]
  8. Descriptions of examples of community engagement integrated with curriculum on an institutionwide level in first-year courses. [CCE P13Q4b]
  9. Descriptions of examples of community engagement integrated with curriculum on an institutionwide level in general education. [CCE P13Q4b]
  10. Descriptions of examples of community engagement integrated with curriculum on an institutionwide level in the majors or minors. [CCE P13Q4b]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Reviewed examples of community engagement integrated into curricular activities involving student research in the successful Carnegie Community Engagement Classification(CCE) applications (2015).
  • Examples of community engagement integrated into curricular activities involving student leadership are ready to be drafted. The Leadership and Civic Engagement minor is a clear opportunity to report here and no additional data gathering is necessary.
  • Past successful CCE applications have been reviewed from other colleges and universities to serve as guides to help determine what information/examples on internships UNLV should provide.
  • A catalog has been created of community engagement programs and experiences available through a variety of study abroad offerings.
  • Reviewed example of community engagement integrated with curriculum on an institution-wide level in graduate studies in successful CCE applications from the most recent application cycle (2015).
  • Identified three first-year seminars that represent the best examples of community engagement embedded within a core course required for all first-year students. All majors require students to complete a culminating experience during the senior year. A determination will be made about whether it’s acceptable to use the same course for both core and first-year examples. As an alternative, there are some sections of ENG 101 that are linked to first-year seminars that may require students to write about community issues.
  • Because of the vertically integrated design of UNLV’s General Education curriculum, students have multiple opportunities to achieve the relevant UULOs as they move through the curriculum. For example, they might complete a service learning project in First-Year Seminar, participate in community forums related to state elections in a NV Constitution course, and complete a capstone project with a local non-profit agency. For the majors, capstones will be referred to as examples. For minors, reference will be made to the Leadership and Civic Engagement minor.

Year-End Update 2017-18

 

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

2017-2018 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 K1, CMP K2

Mid-Year Update 2017-18

  • Searched major databases (Web of Science, Scopus) for UNLV faculty scholarship associated with curricular engagement and saved relevant examples.
  • Searched major databases (Web of Science, Scopus) for UNLV faculty scholarship associated with their outreach and partnerships activity and saved relevant examples.

Year-End Update 2017-18

 

1-8: Provide experiences through research, real-world projects

Goal: Advance student community engagement opportunities.

Action: Provide experiences through research, real-world projects, and/or the curriculum that are valued in the workplace.

Who is Responsible?

Led by

  1. Sharon Young and Kyle Kaalberg
  2. Kendall Hartley and Kyle Kaalberg

Process and Timeline

2017-2018 Measurable Outcomes:

  1. Number of UG students involved in research, tracked by the Office of Undergraduate Research, reported annually July 1.
  2. Number of doctoral dissertations and master’s theses, tracked by the Graduate College, reported annually July 1.

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Design and development are underway for an interactive database that will track undergraduate student researchers.
  • The number of doctoral dissertations and master’s theses is currently being, and will continue to be, tracked.

Year-End Update 2017-18

 

1-9: Guide students on professional etiquette in diverse contexts

Goal: Advance student community engagement opportunities.

Action: Guide students on professional etiquette in diverse contexts.

Who is Responsible?

Led by John Osborn

Process and Timeline

2017-2018 Measurable Outcomes:

  1. Descriptions of professional etiquette workshops and other guidance offered on campus, tracked by colleges, 11-1-17.

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Action has not been taken on this item at this time, but will continue forward for the spring semester.

Year-End Update 2017-18

 

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

2017-2018:

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

Cross-Reference

CMP K4

Mid-Year Update 2017-18

Year-End Update 2017-18

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 OSP Exec Director

Process and Timeline

See report: Economic Development Collaborations 2016-17 CMP 2-2.

2017-2018 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 K2, CMP K5, CMP K9

Mid-Year Update 2017-18

  • This process continues to be maintained and may be adjusted with changes in OSP, resulting in the creation of a sub goal.

Year-End Update 2017-18

To be completed in July 2018.

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

Goal: Engage with the community to support economic development.

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

Who is Responsible?

Led by: OSP Exec Director

Process and Timeline

2017-2018 Measurable Outcomes:
Amount of funding from industry/foundations sponsored projects, reported annually. (OSP)

Cross-Reference

CMP K5, CMP K9

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

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

2017-2018 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 K5, CMP K9

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

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

2016-2017:

  • 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 K5, CMP K9

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

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

2017-2018 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 K5, CMP K9

Mid-Year Update 2017-18

  • Office of Economic Development tracks their events and is working collaboratively with the Office of Community Engagement; however, tracking events across campus has provided numerous challenges.

Year-End Update 2017-18

To be completed in July 2018.

2-7. Gain community feedback on programs needed to bolster economic vitality

Goal: Engage with the community to support economic development.

Action: Gain community feedback on programs needed to bolster economic vitality.

Who is Responsible?

Led by: Zach Miles

Process and Timeline

2017-2018 Measurable Outcomes:
Review results from Southern Nevada community survey and determine next steps.

Cross-Reference

CMP K9

Mid-Year Update 2017-18

  • VPRED and AVPEDTT (Mary Croughan and Zach Miles) are engaging with community members on a regular basis, asking how UNLV can address their needs.
  • Research and Economic Development focused.
  • Identifying what the community needs that UNLV can do.
  • Collaborate with the Office of Community Engagement.

Year-End Update 2017-18

To be completed in July 2018.

2-8. 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 Zach Miles with Kyle Kaalberg
Subcommittee: Nikki Troxclair and Vince Alberta

Process and Timeline

2017-2018 Measurable Outcomes:

  • Number of distributed copies of UNLV 101, reported by Branding, Marketing, and Communication, reported annually. (Nikki Troxclair)
  • Number of UNLV homepage views, by Branding, Marketing, and Communications, reported annually.(Nikki Troxclair)
  • Number of social media followers and total engagement, by Branding, Marketing, and Communications, reported annually. (Nikki Troxclair)
  • Number of News Center page views, by Branding, Marketing, and Communications, reported annually. (Nikki Troxclair)
  • Updates on advertising campaign, launched by Branding, Marketing, and Communication. (Vince Alberta / Nikki Troxclair)

Cross-Reference

CMP K8

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

3-1. Ask the community to network and advocate on UNLV’s behalf for development purposes

Goal: Invite the community to advance development and fundraising.

Action: Ask the community to network and advocate on UNLV’s behalf for development purposes.

Who is Responsible?

Led by: Tiffany Vickers

Process and Timeline

2017-2018 Measurable Outcomes:
Identification of accurate information on UNLV contacts in Raiser’s Edge, tracked by UNLV Foundation, reported annually. (Tiffany Vickers)

Cross-Reference

CMP K10

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

3-2. Involve more donors/supporters in university activities3-3. Invite philanthropy (funds, in-kind services, etc.)

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

2017-2018 Measurable Outcomes:
Number of constituents and type of constituent engagement, tracked using UNLV Connect, reported by Alumni Relations annually. (Chad Warren)

Cross-Reference

CMP K10

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

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: Margo Wolanin, Chad Warren, Caleen Johnson, Carrie Ahlborn, Cindy O’Grady, and Kerry Sallee

Process and Timeline

2017-2018 Measurable Outcomes:

  • Amount of funding raised, tracked by UNLV Foundation, reported annually. (Scott/Margo/Chad)
  • Total number of donors, tracked by the UNLV Foundation, reported annually. (Caleen Johnson / Carrie Ahlborn)
  • Review and revision of strategies for increasing participation of alumni by 10% , reported annually by the UNLV Foundation. (Carrie Ahlborn / Cindy O'Grady)
  • Strategies for retaining donors, reported annually by the UNLV Foundation. (Carrie Ahlborn / Kerry Sallee)
  • Number of face-to-face meetings with constituents by development officers, tracked in Raiser’s Edge, reported annually. (Scott/Margo/Chad)

Cross-Reference

CMP K10

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

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: Raelynn Frazier.
Subcommittee: Amy Bouchard, Russ Kost, Jessica Impallaria, and John Osborn.

Process and Timeline

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

2017-2018 Measurable Outcomes:

  • 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. (Raelynn Frazier / Amy Bouchard / Russ Kost / John Osborn) 

Cross-Reference

CMP K7

Mid-Year Update 2017-18

  • An update will be provided in February 2018.

Year-End Update 2017-18

Due to a transition in the office of Career Services, a new lead is being sought to continue work on this action item.

3-5: Encourage businesses to hire UNLV graduates

Goal: Increase alumni and community support.

Action: Encourage businesses to hire UNLV graduates.

Who is Responsible?

Led by Raelynn Frazier

Process and Timeline

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

2017-2018 Measurable Outcomes:

  • Number of businesses that complete the Hire a Rebel CareerLink, reported annually. (Raelynn Frazier)
  • Results of pilot “first destination survey,” conducted by Career Services, reported annually. (Raelynn Frazier)
  • Develop and implement next steps for the student exit survey process report by Career Services. (Raelynn Frazier)
  • Development of a survey of UNLV employers, conducted by Career Services, by 2-1-18. (Raelynn Frazier)
  • Data from survey of UNLV employers, reported by Career Services. (Raelynn Frazier)

Cross-Reference

CMP K4

Mid-Year Update 2017-18

  • An update will be provided in February 2018.

Year-End Update 2017-18

Due to a transition in the office of Career Services, a new lead is being sought to continue work on this action item.

3-6: Determine constituent engagement

Goal: Increase alumni and community support.

Action: Determine constituent engagement.

Who is Responsible?

Led by Chad Warren

Process and Timeline

2017-2018 Measurable Outcomes:
Investigate options in order to develop a proposal for a constituent engagement classification system that would complement prospect development and provide an analysis and awareness of engagement (return on engagement).

Cross-Reference

CMP K10

Mid-Year Update 2017-18

  • Created an engagement index of those constituents tracked within Raiser’s Edge – snapshot of undergraduate alumni, all alumni, and alumni and friends/donors. The logic comprises of donors, events/meetings, and coded volunteers.
  • Drafted an internal calendar of known engagement planned on campus and across US.
  • Developed survey intended to capture attitude and perception of engagement from alumni, with distribution to 70,000 email addresses, with 800+ respondents in late November. Plans to benchmark current data with our data from ten years ago, and data will also allow us to benchmark against peer and aspirational institutions. Results will be ready in January.

Year-End Update 2017-18

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

  • Creation of Alumni Engagement Index – updated monthly, captures donors, volunteers, event attendees and constituents who took a meeting with a UNLV official
  • Creation of an Alumni Engagement Scorecard
  • Execution of Alumni Attitude Survey
  • Signed contract to upgrade to NXT and Luminate, infinite amount of licenses available to all of campus

In conjunction with the 2017 Alumni Attitude survey, the company we partnered with, Performance Enhancement Group or PEG created their own affinity index to determine engagement. Having partnered with PEG in 2007 and now, in 2017; we have increased from 74% to 76% vs. an industry average of 80%. We will not conduct this survey again until 2022, five years from now.

The affinity index logic is based on four questions:How would you rate your decision to attend the UNLV?

How often do you promote the UNLV to others?

Which of the following best describes your experiences as an alumnus/a?

Which of the following best describes your overall current opinion of the UNLV?

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

Who is Responsible?

Led by Starr Hoffman.
Subcommittee: Jennifer Keene, Michael Tylo, Scott Roberts, Todd Robinson, Larry Henley, Maggie Farrell, and Michelle Light.

Process and Timeline

See report: Intellectual and Cultural Vitality 2016-17 CMP 4.

2017-2018:

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

Cross-Reference

CMP K9

Mid-Year Update 2017-18

  • Subcommittee members have met and discussed issues and goals around encouraging greater community engagement with UNLV intellectual and cultural events.
  • Members have identified UNLV staff with expertise in event coordination and related areas.
  • Committee members are currently exploring a discussion between various events coordinators across UNLV to address barriers to community attendance at campus events, and related issues.
  • Members are also communicating with the Office of Community Engagement to determine existing and future avenues for community feedback on UNLV events.
  • Members are talking to several UNLV staff involved with the UNLV Experts directory to determine how to best use it as a source of information on events in the community, as well as how to use it as a tool to promote UNLV speaker availability for community events.

Year-End Update 2017-18

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

  • Committee members analyzed results of the Community Partners Survey and discussed barriers and issues around encouraging greater community engagement with UNLV events. Community responded generally positively (but not overwhelmingly so) to events at UNLV.
  • Analysis of the Faculty/Staff Survey of Community Engagement showed that 39.5% of respondents were invited to speak at a community event.
  • Members identified UNLV staff with expertise in event coordination and related areas, who can help identify solutions to these barriers and issues.
  • Committee members began outlining round-table discussion across UNLV with events coordinators to discuss barriers and share best practices. Members will progress on planning this event over the summer, to be held next fall.
  • Members discussed options for sourcing a UNLV-wide events calendar to make events more centralized and easily findable (compared to the current solution). Interest centered around using new technology (NXT) from the Foundation to do this.
  • Explored tying donor event attendance to giving, to see if certain events are more successful for fundraising than others. Some difficulty operationalizing this; will continue to explore (Libraries and Foundation).
  • In July 2018, the year’s data for community events will be gathered and reported.

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

Who is Responsible?

Led by Starr Hoffman.
Subcommittee: Jennifer Keene, Michael Tylo, Scott Roberts, Todd Robinson, Larry Henley, Maggie Farrell, and Michelle Light.

Process and Timeline

See report: Intellectual and Cultural Vitality 2016-17 CMP 4.

2017-2018:
Data and open-ended responses gathered through surveys, conducted by venues, reported annually. Will develop and pilot this process in 2017-2018. (Libraries)

Cross-Reference

CMP K9

Mid-Year Update 2017-18

  • Subcommittee members have met and discussed issues and goals around encouraging greater community engagement with UNLV intellectual and cultural events.
  • Members have identified UNLV staff with expertise in event coordination and related areas.
  • Committee members are currently exploring a discussion between various events coordinators across UNLV to address barriers to community attendance at campus events, and related issues.
  • Members are also communicating with the Office of Community Engagement to determine existing and future avenues for community feedback on UNLV events.
  • Members are talking to several UNLV staff involved with the UNLV Experts directory to determine how to best use it as a source of information on events in the community, as well as how to use it as a tool to promote UNLV speaker availability for community events.

Year-End Update 2017-18

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

  • Committee members analyzed results of the Community Partners Survey and discussed barriers and issues around encouraging greater community engagement with UNLV events. Community responded generally positively (but not overwhelmingly so) to events at UNLV.
  • Analysis of the Faculty/Staff Survey of Community Engagement showed that 39.5% of respondents were invited to speak at a community event.
  • Members identified UNLV staff with expertise in event coordination and related areas, who can help identify solutions to these barriers and issues.
  • Committee members began outlining round-table discussion across UNLV with events coordinators to discuss barriers and share best practices. Members will progress on planning this event over the summer, to be held next fall.
  • Members discussed options for sourcing a UNLV-wide events calendar to make events more centralized and easily findable (compared to the current solution). Interest centered around using new technology (NXT) from the Foundation to do this.
  • Explored tying donor event attendance to giving, to see if certain events are more successful for fundraising than others. Some difficulty operationalizing this; will continue to explore (Libraries and Foundation).
  • In July 2018, the year’s data for community events will be gathered and reported.

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

Who is Responsible?

Led by Starr Hoffman.
Subcommittee: Jennifer Keene, Michael Tylo, Scott Roberts, Todd Robinson, Maggie Farrell, and Michelle Light.

Process and Timeline

See report: Intellectual and Cultural Vitality 2016-17 CMP 4.

2017-2018:

  • Amount of funding raised for units/venues identified above, tracked by the UNLV Foundation. (Scott Roberts)
  • 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 K9

Mid-Year Update 2017-18

  • Subcommittee members have met and discussed issues and goals around encouraging greater community engagement with UNLV intellectual and cultural events.
  • Members have identified UNLV staff with expertise in event coordination and related areas.
  • Committee members are currently exploring a discussion between various events coordinators across UNLV to address barriers to community attendance at campus events, and related issues.
  • Members are also communicating with the Office of Community Engagement to determine existing and future avenues for community feedback on UNLV events.
  • Members are talking to several UNLV staff involved with the UNLV Experts directory to determine how to best use it as a source of information on events in the community, as well as how to use it as a tool to promote UNLV speaker availability for community events.

Year-End Update 2017-18

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

  • Committee members analyzed results of the Community Partners Survey and discussed barriers and issues around encouraging greater community engagement with UNLV events. Community responded generally positively (but not overwhelmingly so) to events at UNLV.
  • Analysis of the Faculty/Staff Survey of Community Engagement showed that 39.5% of respondents were invited to speak at a community event.
  • Members identified UNLV staff with expertise in event coordination and related areas, who can help identify solutions to these barriers and issues.
  • Committee members began outlining round-table discussion across UNLV with events coordinators to discuss barriers and share best practices. Members will progress on planning this event over the summer, to be held next fall.
  • Members discussed options for sourcing a UNLV-wide events calendar to make events more centralized and easily findable (compared to the current solution). Interest centered around using new technology (NXT) from the Foundation to do this.
  • Explored tying donor event attendance to giving, to see if certain events are more successful for fundraising than others. Some difficulty operationalizing this; will continue to explore (Libraries and Foundation).
  • In July 2018, the year’s data for community events will be gathered and reported.

4-4. 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, Michael Tylo, Scott Roberts, Todd Robinson, Larry Henley, Maggie Farrell, and Michelle Light.

Process and Timeline

See report: Intellectual and Cultural Vitality 2016-17 CMP 4.

2017-2018:

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

Cross-Reference

CMP K9

Mid-Year Update 2017-18

  • Subcommittee members have met and discussed issues and goals around encouraging greater community engagement with UNLV intellectual and cultural events.
  • Members have identified UNLV staff with expertise in event coordination and related areas.
  • Committee members are currently exploring a discussion between various events coordinators across UNLV to address barriers to community attendance at campus events, and related issues.
  • Members are also communicating with the Office of Community Engagement to determine existing and future avenues for community feedback on UNLV events.
  • Members are talking to several UNLV staff involved with the UNLV Experts directory to determine how to best use it as a source of information on events in the community, as well as how to use it as a tool to promote UNLV speaker availability for community events.

Year-End Update 2017-18

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

  • Committee members analyzed results of the Community Partners Survey and discussed barriers and issues around encouraging greater community engagement with UNLV events. Community responded generally positively (but not overwhelmingly so) to events at UNLV.
  • Analysis of the Faculty/Staff Survey of Community Engagement showed that 39.5% of respondents were invited to speak at a community event.
  • Members identified UNLV staff with expertise in event coordination and related areas, who can help identify solutions to these barriers and issues.
  • Committee members began outlining round-table discussion across UNLV with events coordinators to discuss barriers and share best practices. Members will progress on planning this event over the summer, to be held next fall.
  • Members discussed options for sourcing a UNLV-wide events calendar to make events more centralized and easily findable (compared to the current solution). Interest centered around using new technology (NXT) from the Foundation to do this.
  • Explored tying donor event attendance to giving, to see if certain events are more successful for fundraising than others. Some difficulty operationalizing this; will continue to explore (Libraries and Foundation).
  • In July 2018, the year’s data for community events will be gathered and reported.

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

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, Michael Tylo, Scott Roberts, Todd Robinson, Larry Henley, Maggie Farrell, and Michelle Light.

Process and Timeline

See report: Intellectual and Cultural Vitality 2016-17 CMP 4.

2017-2018:

  • Data and open-ended responses gathered through surveys or interviews, to identify barriers to diverse audiences attending UNLV public events. (Libraries)
  • 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)
  • Exploration of how to ethically track/substantiate a potential increase in event attendance by diverse communities. (Libraries)
  • 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 K9

Mid-Year Update 2017-18

  • Subcommittee members have met and discussed issues and goals around encouraging greater community engagement with UNLV intellectual and cultural events.
  • Members have identified UNLV staff with expertise in event coordination and related areas.
  • Committee members are currently exploring a discussion between various events coordinators across UNLV to address barriers to community attendance at campus events, and related issues.
  • Members are also communicating with the Office of Community Engagement to determine existing and future avenues for community feedback on UNLV events.
  • Members are talking to several UNLV staff involved with the UNLV Experts directory to determine how to best use it as a source of information on events in the community, as well as how to use it as a tool to promote UNLV speaker availability for community events.

Year-End Update 2017-18

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

  • Committee members analyzed results of the Community Partners Survey and discussed barriers and issues around encouraging greater community engagement with UNLV events. Community responded generally positively (but not overwhelmingly so) to events at UNLV.
  • Analysis of the Faculty/Staff Survey of Community Engagement showed that 39.5% of respondents were invited to speak at a community event.
  • Members identified UNLV staff with expertise in event coordination and related areas, who can help identify solutions to these barriers and issues.
  • Committee members began outlining round-table discussion across UNLV with events coordinators to discuss barriers and share best practices. Members will progress on planning this event over the summer, to be held next fall.
  • Members discussed options for sourcing a UNLV-wide events calendar to make events more centralized and easily findable (compared to the current solution). Interest centered around using new technology (NXT) from the Foundation to do this.
  • Explored tying donor event attendance to giving, to see if certain events are more successful for fundraising than others. Some difficulty operationalizing this; will continue to explore (Libraries and Foundation).
  • In July 2018, the year’s data for community events will be gathered and reported.

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: Alan Hott, Andrea Alires, Andy Grossman, Autumn Spicer, Becky Pugh, Kris Giese, and Eric Toliver.

Process and Timeline

See report: Athletic Attendance 2016-17 CMP 5-1.

2017-2018 Measurable Outcomes:
Ticket sales for and attendance at all athletic events, tracked by Athletics Ticketing, reported annually.

Cross-Reference

CMP K6

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

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 Andrea Alires.
Subcommittee: Alan Hott, Andrea Alires, Andy Grossman, Autumn Spicer, Becky Pugh, Kris Giese, and Eric Toliver.

Process and Timeline

2017-2018 Measurable Outcomes:
Amount of funding raised for athletic scholarships, tracked by Rebel Athletics Fund/Development, reported annually.

Cross-Reference

CMP K6, CMP K10

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

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: Alan Hott, Andrea Alires, Andy Grossman, Autumn Spicer, Becky Pugh, Kris Giese, and Eric Toliver.

Process and Timeline

See report: Student-Athlete Academic Performance 2016-17 CMP 5-3.

2017-2018 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 K6

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

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

2017-2018 Measurable Outcomes:
Data gathered from the Young Alumni Survey, reported by the UNLV Foundation, reported annually.

Cross-Reference

CMP K6, CMP K11

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

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
Subcommittee: Alan Hott, Andrea Alires, Andy Grossman, Autumn Spicer, Becky Pugh, Kris Giese, and Eric Toliver. 

Process and Timeline

See report: UNLV Athletics Performance 2016-17 CMP 5-5.

2017-2018 Measurable Outcomes:
Win/loss record of all sports, tracked by Assistant Athletics Director/ Communication, reported annually.

Cross-Reference

CMP K6

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

5-6. Evaluate the financial sustainability of revenue-generating teams

Goal: Build relationships through and invite support of athletics.

Action: Evaluate the financial sustainability of revenue-generating teams.

Who is Responsible?

Led by: Rhett Vertrees
Subcommittee: Alan Hott, Andrea Alires, Andy Grossman, Autumn Spicer, Becky Pugh, Kris Giese, and Eric Toliver.

Process and Timeline

See report: Athletics Financial Sustainability 2016-17 CMP 5-6.

2016-2017: Cost/revenue ratio of all sports, tracked by the Associate VP of TMC/ICA Business Services, reported annually. (Rhett Vertrees)

Cross-Reference

CMP K6

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

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: Autumn Spicer
Subcommittee: Alan Hott, Andrea Alires, Andy Grossman, Autumn Spicer, Becky Pugh, Kris Giese, and Eric Toliver.

Process and Timeline

See report: Student-Athlete Community Outreach 2016-17 CMP 5-7.

2017-2018 Measurable Outcomes:
Community service hours of student-athletes in all sports, tracked by Rebels with a Cause Community Outreach, reported annually.

Cross-Reference

CMP K6

Mid-Year Update 2017-18

  • To be reported at end of year.

Year-End Update 2017-18

To be completed in July 2018.

6-1. 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

2017-2018 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 Digital Measures template, by Dec. 1, 2017. [CCE P5Q3a]
  3. Report on faculty community partners from Digital Measures, by May 1. [CCE P3Q3a]
  4. Expansion of Digital Measures to add administrative faculty and classified staff as users to facilitate documentation of their community engagement activities, by Dec. 1, 2017. [CCE P5Q3a]
  5. Survey of campus community, conducted by Cannon Survey Center, by March 1. [CCE P5Q3a]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Established a Community Engagement Awards Program in 2017, and the awards will be offered annually going forward. Awards are based on: service learning, community based research, outreach, and student community engagement. 2018 awards deadline Jan. 31, 2018.
  • Data from the spring 2017 campus community engagement survey has been entered into faculty accounts on Digital Measures, eliminating the need for duplicate data entry. Efforts are under way for the inclusion of questions from the campus community engagement survey into Digital Measures by the end of the 2017 calendar year as well. Additionally, counts of administrative faculty and classified staff were provided to Digital Measures and to the vendor of the new system under consideration by the university; the two companies have provided pricing for the inclusion of administrative faculty and classified staff as users, separately and both groups together.
  • UNLV employees were surveyed online in January and February of 2017, yielding 340 responses, including information on 787 community engagement projects/activities and 379 community partners. A draft of the final report was provided to the Office of Community Engagement in July 2017.

Year-End Update 2017-18

a) This item was fully implemented in 2017 and reported on in the last reporting period. Note the second annual Office of Community Engagement Awards were successfully administered in April of 2018, and recipient projects were heavily promoted via social media and UNLV News.

b-d) Inclusion of questions from the campus community engagement survey in Digital Measures has been fully implemented, and this makes it possible to run a report on Digital Measures participants’ community partners whenever needed for any period being evaluated. Additionally, pricing for the inclusion of administrative faculty and classified staff as users, separately and both groups together, were obtained from Interfolio, which is the software being considered as a replacement to Digital Measures, and discussions took place with Top Tier staff members about the advisability of including both groups in Interfolio.

e) 2017 survey results were compiled and a re-designed survey for the 2018 period is currently underway.

6-2: 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

2017-2018 Measurable Outcomes:

  1. Annual survey of UNLV community partners, by the Office of Community Engagement and the Cannon Survey Center, by May 1 annually, and reporting of data, by Sept. 1. [CCE P3Q3a]
  2. 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, by May 1. [CCE P3Q3a]
  4. Description of how data on community perceptions is used, by May 1. [CCE P3Q3b]

Cross-Reference

Mid-Year Update 2017-18

  • Community partners were surveyed online May-June of 2017, yielding an 18% response rate. A draft report of results was provided at the end of July, reviewed and discussed in August, and revised and completed in November 2017.
  • Three roundtable discussions with college advisory boards (dental, science, and honors) have occurred, and meetings with additional college advisory boards will take place as the opportunities become available. (A discussion with the Lee Business School Advisory Council is scheduled for January.)
  • The OCE is considering requesting meetings with subcommittees of the college advisory boards, as there is often not enough time at full advisory council meetings to effectively engage with board members. Information regarding Office of Community Engagement meetings with members of the community is being tracked and can be reported through the last full calendar month at any time.
  • The description of how data on community perceptions is being used is in process.

Year-End Update 2017-18

a) Results from the 2017 survey were compiled and a report was generated. The 2018 survey instrument is currently under development with plans for a summer 2018 distribution.

b) Additional meetings have taken place; however, the regularly scheduled meetings do not provide the time needed for in-depth discussions regarding UNLV’s community engagement. Moving forward, a revised approach will be implemented which entails providing a brief overview of UNLV’s OCE at the advisory board meeting, followed by a request for board members to volunteer to participate in an in-depth discussion/listening session regarding their perceptions of UNLV and its community engagement efforts. Scheduling of the first listening session is underway with Lee Business School Advisory Board members.

c) Meetings are held on an ongoing basis. Reports can be generated to show meeting activity of the office up to the last day of the prior month. This item can be removed from future reporting requirements.

d) The final report on the community partner survey was shared with the president and other top-level administrators. Of specific interest was data on barriers to community partnership reported by partners; OCE has shared these finding with various campus groups. Additional qualitative feedback gathered from round-table discussions with community members on college advisory boards has been shared with other appropriate administrators.

6-3: 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. Tamara Marino
  2. Zach Miles
  3. Sue DiBella

Process and Timeline

2017-2018 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, by May 1. [CCE P3Q4]
  2. Analytics on UNLV Research Match, tracked by the Division of Research and Economic Development, reported annually May 1. [CCE P3Q4]
  3. List of and brief description of executive leadership explicitly promoting community engagement, by May 1. [CCE P4Q5]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Gathering information on the colleges’ marketing materials. Community Engagement Council have been requested to forward copies of marketing materials promoting community engagement. The Office of Community Engagement is building a social media presence via Facebook and Twitter, and has also created a brochure that provides an overview of the many ways to engage with UNLV.
  • Research Match has been monitored effectively over the past year and quarterly reviews of Research Match views have been recorded. There has been no significant increase/decrease recorded in the number of views.
  • Tracking instances of executive leadership explicitly promoting community engagement and will explore similar communication at the system level.

Year-End Update 2017-18

a) A new lead, Nikki Troxclair, was recently assigned to this question. She will provide this information by July 1.

b) Research Match is being reexamined in order to determine the best use of this system, which may include merging with another system.

c) Item is underway. Noteworthy examples of this activity include an emphasis on community in the president’s state of the university address, as well as multiple presentations in the community.

6-4: 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

2017-2018 Measurable Outcomes:

  1. 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, by May 1. [CCE P4-5 Q2b&2c]
  3. Description of investment of university financial resources in the community for purposes of community engagement and development, by May 1. [CCE P5Q2d]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Tracking occurs through a budget and account that has been established, and is managed through, the Office of Community Engagement.
  • Discussions have taken place at the UNLV Foundation to determine how to identify past donations and other external funding and track future funding that is directed to community engagement campus-wide. A draft of a description of the sources of external funding specific to UNLV (regardless of the entity securing the funding) is in progress.
  • Exploration of the various ways the university invests revenue in the community. Several examples have been identified, but further exploration is needed before a list can be compiled and dollar amounts can be determined for each initiative.

Year-End Update 2017-18

a) OCE budget is available by the second month of each fiscal year and has remained steady since the office was formed.

b-c) Regarding a description of external funding and fundraising amounts and activities directed to community engagement, Caleen Johnson reports the UNLV Foundation created a comprehensive and lengthy list of fundraising activities at UNLV that have a community engagement component. Her team also looked at the Office of Sponsored Programs’ grant activities for the past fiscal year and determined which grants were community engagement-directed in some way. We have determined how to compile the fundraising amounts for community engagement; however, since we have not previously tracked gifts in this way it involves looking at the descriptions of thousands of funds, is extraordinarily labor intensive, and will still only be an approximation. A firmer number will be provided in mid-June.

6-5: 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. Cynthia Carruthers
  2. Cynthia Carruthers

Process and Timeline

2017-2018 Measurable Outcomes:

  1. Description of campuswide 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, by May 1. [CCE P6-7Q4a-e]
  2. Description of uses of above impact assessment data, by May 1. [CCE P7Q4f]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

See report: Campus-wide Assessment Mechanisms MidYear 2017-18 CMP 6.

  • Draft report of campus-wide assessment mechanisms that measure ongoing, regularly conducted impact assessment occurring on campus has been prepared. These mechanisms reflect impact on students, faculty, the larger community, and the institution as a whole.

Year-End Update 2017-18

a) The impact of community engagement on students is being assessed through surveys for service-learning courses and internships (pilot-tested in 2017), as well as in the 2017 Alumni Survey and through a community engagement module in the National Survey of Student Engagement (NSSE). Impact on faculty is measured from the Faculty/Staff Community Engagement Survey (which also asks about institutional impact), and qualitatively through applications for Community Engagement Awards. The impact on community is being measured through the annual Community Partner Engagement Survey and qualitatively analyzed from the Community Engagement award applications.

b) Data obtained will be used to make improvements, and the effort is still in progress; however, results will be reported back to stakeholders to guide improvement in each area. For instance, aggregate results from the student surveys on service learning will be reported back to faculty to provide guidance on best practices for this pedagogy. Similarly, the results from the Faculty/Staff Community Engagement Survey, the Community Partner Engagement Survey, and analysis of the Community Engagement Award applications will guide the creation of a best practices document for faculty and staff to guide them in their relationships with community members.

6-6: 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

2017-2018 Measurable Outcomes:

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

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

The following professional development services for faculty/staff have taken place this year:

  • May 15-16, 2017: Service learning was one of the break-out options during the Faculty Institute "Creative Research Assignments: Looking Beyond the Research Paper" coordinated by the Lied Library.
  • August 25, 2017: Service learning was one of the topics during the General Education Faculty Development Institute.
  • Service Learning & Leadership staff have been available to meet with faculty for consultations on request.

Year-End Update 2017-18

  • August 25, 2017, service learning was one of the topics during General Education Faculty Development Institute.
  • Service Learning & Leadership staff are available to meet with faculty for consultations by request.
  • The January 19, 2018 Best Teaching Practices Expo contained multiple posters focused on community engagement, identity, and inclusion.
  • A special panel focused on “Community Engagement, Identity, and Inclusion” took place as a new addition to the January 19, 2018 Best Teaching Practices Expo. Panelists presented their posters, which are now published and publicly accessible (as described below.)
  • The posters focused on Community Engagement, Identity and Inclusion are published and catalogued via UNLV Libraries and searchable nationally. They are also available on UNLV’s Instructional Development and Research “Best Practices” webpage, where they are downloadable.
  • An April 19, 2018 special panel session focused on community-based participatory research; panelists shared best practices and resources to encourage further research in this area by UNLV faculty and graduate students.
  • A video recording and additional materials from the April 19, 2018 special panel session focused on community-based participatory research are now publicly shared on UNLV's Directory of Teaching Resource
  • Plans are underway for the Best Teaching Practices Expo session on community engagement on January 2019, and an additional faculty development session on incorporating community engagement into the curriculum. They are also expanding the sharing of resources from such events online.

6-7: 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:

  1. Kyle Kaalberg
  2. Kyle Kaalberg

Process and Timeline

2017-2018 Measurable Outcomes:

  1. Inclusion of community members on all Top Tier community partnership working groups, by Nov. 1, 2017. [CCE P8Q7]
  2. Descriptions of community representation and role in institutional planning that shape the community engagement agenda, May 1. [CCE P8Q7]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Inclusion of community members across Top Tier was not feasible.
  • Data compiled regarding community members' voice/ impact on the overall Top Tier plan. Further input regarding community impact/voice to be gathered from deans.

Year-End Update 2017-18

a-b) Information has been compiled regarding community voice in and involvement with strategic planning at the university and department level. A summary was written for inclusion with the Carnegie Classification for Community Engagement application.

6-8: 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:

  1. Gail Griffin
  2. Gail Griffin
  3. Gail Griffin
  4. Gail Griffin

Process and Timeline

2017-2018 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, by May 1. [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, by May 1. [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, by May 1. [CCE P9Q10a-c]
  4. In progress promotion and tenure guidelines to reward faculty scholarly work that uses community –engaged approaches and methods, by May 1. [CCE P10Q12]

Cross-Reference

CMP K1, CMP K2

Mid-Year Update 2017-18

  • Review of department and college bylaws for mention of hiring faculty with expertise in and commitment to community engagement was requested from the Office of Faculty Affairs.

Year-End Update 2017-18

Preliminary data collection has been accomplished to identify departments and colleges with the following:

  • Policies or practices designed to encourage hiring of faculty with expertise in and commitment to community engagement;
  • P&T policies or practices designed to reward scholarly work or teaching/learning that use community-engaged approaches/methods.
  • Documents demonstrating that community engagement is rewarded as one form of 1) teaching and learning; 2) scholarship; and 3) service.
  • In-progress promotion and tenure guidelines to reward faculty scholarly work that uses community-engaged approaches and methods.

Follow up will be required to determine the nature of these policies, practices, documents, and guidelines, and then a narrative will be written to characterize institutional status on these items.

6-9: 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

2017-2018 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 K1, CMP K2

Mid-Year Update 2017-18

  • Assignments are being made to identify and describe outreach and partnerships in the various areas of the university itemized in this section of the Carnegie Classification application.

Year-End Update 2017-18

a) The lead has been identified and this item can be removed moving forward. Additionally, the UNLV Community Engagement Council has been asked to provide three examples of their most prominent community partnerships for consideration as part of the Carnegie Classification for Community Engagement.

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

2017-2018 Measurable Outcomes:
Framed through the American Academy of Social Work & Social Welfare (AASWSW), this subcommittee works “to champion social progress powered by science. It’s a call to action for social work researchers and practitioners to:

  • Harness social work’s science and knowledge base;
  • Collaborate with individuals, community-based organizations, and professionals from all fields and disciplines; and
  • Work together to tackle some of our toughest social problems.”
    1. a) Identify local issues, needs assessments, and relevant community organizations associated with each of the 12 grand challenges, and b) to identify current UNLV faculty expertise in each area.
    2. Working Group #7 will recommend focus on one of the grand challenges (End homelessness) initially as a pilot and seek support for pursuit of this focus by the UNLV Top Tier leadership.
    3. The group will utilize the findings of the GA on needs assessment, UNLV expertise, and relevant community groups on the issue of homelessness.
    4. Meetings of UNLV personnel (deans and faculty with expertise in the area) and community groups will be schedule for discussion of a project plan(s) within the area of homelessness.
    5. Project teams will emerge from the discussion; each project team will research grant opportunities to pursue in partnership with relevant nonprofits.
    6. Grants proposals will include funding for postdocs in order to build UNLV non-faculty research staff (supporting the Top Tier Research/Scholarship/Creative Activity Goal) and to provide the project (and its faculty leaders) with the personnel to produce deliverables.

Cross-Reference

CMP K2, CMP K9, CMP K11

Mid-Year Update 2017-18

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

The goal of the project that began in the beginning of fall was aimed at reducing homelessness through effective community-university partnership. The novelty of this project required a multidimensional approach. We started by identifying the extent of the problem, as well as local key players and university faculty interested in this population. On the national level we explored homelessness, current interventions used, and different subpopulations within the populations of interest. Several subpopulations were identified: homeless youth, including sexually trafficked children, immigrants and refugees; LGBQT youth; homeless veterans; homeless families; homeless single adults; and chronic homeless people often with mental illness and/or substance dependence.

Next, we explored interventions, examined issues at the state level, and outlined the gaps analyses. These analyses produced several themes, including lack of affordable housing; issues with shelters, including narrow operating hours and limited availability of beds; limited transportation options; lack of animal services for those who have animals; lack of 24/7 food pantries in locations that are easily accessible; lack of a one-stop location where homeless individuals can have their many needs met; challenges with informational guides to services for homelessness; criminal justice issues; and healthcare for homeless populations. Homelessness has been identified as the first of the 12 challenges to be pursued, and members of Working Group #7 were selected for the special expertise they bring to this subject.

Year-End Update 2017-18

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

This subcommittee has developed a conceptual model as to how to engage the community with a transdisciplinary approach that ultimately focuses on developing practice based research networks in the community. Addressing homelessness was the community problem chosen to address this year after adopting the twelve grand challenges of social work. In the past eight months, a social work GA was provided by the Greenspun College of Urban Affairs in order to assist with data collection and community engagement meetings. The following are the tasks accomplished so far: co-chair was nominated and elected to the Continuum of Care board for Southern Nevada as the university representative; meeting with over 15 community agencies/groups; two white papers on homelessness (one presented at a conference); participation in the Nevada partnership for Homeless Youth Summit in partnership with Sands Corporation; meeting with the Hope Scholars Program; development of an UNLV expert list to engage community on homelessness; met with ad hoc homeless committee for UNLV; met with UNLV Food Pantry reps; and made progress on an app to address food insecurity on campus.

8-1. Marketing

Goal: Encourage and facilitate greater community engagement.

Action: Be more creative in communicating the UNLV brand.

Who is Responsible?

Subcommittee: Vince Alberta

Process and Timeline

2017-2018 Measurable Outcomes:
Reports on Advertising and branding campaigns, produced annually. (Vince Alberta)

Cross-Reference

CMP K11

Mid-Year Update 2017-18

  • The overall advertising strategy focuses on visually telling the UNLV story by extending the Different. Daring. Diverse. campaign. Specific messages center on main points that UNLV Admissions uses during the recruitment cycle: value (cost and quality of education), diversity, and location.
  • Audiences: Prospective undergraduate and graduate students (ages 16-23) and parents (with kids at home ages 16-19) in the Southern Nevada region.
  • Marketing campaign was produced in-house. The marketing campaign includes traditional marketing platforms, as well as new marketing platforms.
  • The campaign will run approximately three months and will be applied in mostly digital platforms: YouTube, Instagram, and Snapchat, and key words on search engines.
  • Digital billboards around the Las Vegas valley will reinforce the message.
  • Analytics will be evaluate to determine which ads were most effective.

Year-End Update 2017-18

See report: Communicating the UNLV Brand 2016-17 Year-End CMP 8-1.

  • Developed and implemented an overall brand marketing campaign that focused on visually telling the UNLV story by extending the “Different, Daring, Diverse” campaign. Specific messages center on main points that UNLV Admissions uses during the recruitment cycle: value (cost and quality of education), diversity, and location. Campaign was produced in-house and targeted prospective students 16-23. Campaign ran in the fall of 2017 and late spring of 2018 on mostly digital platforms: YouTube, Instagram, and Snapchat, and key words on search engines. Digital billboards around the Las Vegas valley have been reinforcing the message.
  • 60th Anniversary – used the campus infrastructure from the 2016 Presidential Debate to brand the campus and incorporate messaging that highlighted the evolution and accomplishments of UNLV. While the application was for the entire academic year, particular emphasis was placed on the first 60 days of the fall semester when students returned, and near the dates of the actual anniversary, and homecoming. A special marketing piece was included in the Las Vegas Review Journal the latter part of November that highlighted the evolution and progress of the university over the years. A 60th anniversary digital logo was developed for branding purposes in emails and/or social media platforms.
  • University Marketing & Communications (UMC) worked with Enrollment and Student Services to develop a “View Book” and accompanying collateral marketing materials for students that incorporated the branding and messaging of UNLV. This is the first time in approximately a decade that a new, comprehensive View Book with supporting materials had been developed. UMC also worked with the UNLV Foundation to develop the second annual report that incorporated universal branding and messaging.
  • Further extended our pilot project to wrap elevators at key campus locations. Most recently, we have wrapped elevators in the campus dorms to reinforce key messages such as Rebel Safe program.
  • Working to change out the signage and messaging at McCarran International Airport by the end of Fiscal Year 18 that will be more consistent with the Different, Daring and Diverse brand.

9-1. Campus Signage

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, Craig Granger, Darrell Lutey, Tom Tozier, and Nikki Troxclair.

Process and Timeline

2017-2018 Measurable Outcomes:

  • 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 K11

Mid-Year Update 2017-18

  • An official Campus Signage Request Form has been added to the 60th Anniversary web site. Anyone wishing to hang signs/banners in any public, outfacing area on campus must submit this Form for approval.
  • Pole banners have been identified across all major campus areas of high traffic and now have either the UNLV Banners or 60th Anniversary banners. Additionally, seasonal athletic banners (football/basketball) have been hung on 10 strategically identified poles, per a Campus Signage Request Form request.
  • “UNLV Strong” Signage has been installed in the Alumni Amphitheatre.
  • UNLV signage was placed at various locations around the Shadow Lane Campus prior to the start of the Fall 2017 semester.
  • 2 Plexiglass Podium designs have been developed, one with UNLV logo in red with white background and one with UNLV logo in white with red background. These are being developed to allow for easy installation and removal.

Year-End Update 2017-18

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

In addition to the items mentioned in the Mid-Year Update column:

  • All map monument signs on campus (6) have been updated and replaced. New maps include a location identifier and RebelSAFE and Wayfinding app information.
  • Currently working on signage for 10 campus kiosks which will have Wayfinding/RebelSAFE app information. Each sign 22” by 47” and we will be ordering 44 of which 40 will be installed and 4 will be extra as replacements.
  • 2 RebelSAFE elevator wraps in 2 elevator banks in Dayton Complex (residence halls) and on the 2nd floor of the University Gateway Parking Garage on Maryland Parkway were installed in March.
  • We plan to remove all 60th Anniversary branded signage the first week of June and replace them with new complimentary designs in the following locations:
    • 2 - RLL (Northeast corner and Southwest corner of building) – new design
    • 1 - CBC-C - DDD banner
    • 1 - Lied Library - DDD banner
    • 1 – CEB – new design
    • 1 – SRWC- new design
    • 3 – Alumni Amphitheatre (15’ by 6’) – new design
    • 1 – Stairs by Performing Arts Center (15’ by 6”) – new design
    • Various light poles throughout campus – UNLV logo branded design
  • We are pursuing perimeter metal signage (Tropicana/Maryland/Flamingo/Paradise) and will investigate needed fabrication and permits via Eric Denman at Clark County Public Works.
  • Kevin Dunnegan has plans in the near future to update the Shadow Lane campus’ 20 double bracketed pole banners with double-sided mesh banners that include the Dental School, School of Medicine and Clinical Simulation Center of LV. There are 40 banners in total.
  • The utilization of 42 UNLV sail banners is being investigated to both raise awareness across campus of their existence and to streamline installation processes.