CHARTING OUR COURSE
MSUB Futureu Retreat
July 10th-11th, 2012
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Remember: Here are some important
ideas about the process used:
Process must be inclusive!
Shared governance leads to shared ownership (R. Groseth)
Process must stimulate creativity!
We need to think in new ways that we have not done before
rather than try to do different things the same old way
Process must encourage teamwork!
The process can start an attitude of team work that can carry
over to the implementation of the actual MSUB plan
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State of MT,
MUS, MSU,
President &
Chancellor
CollegeNow!
Provost’s
Personal Vision
and Experience
MSUB
Vision
Global, National,
& State Issues in
disciplines & service
areas, Academic
Senate, MEA-MFT
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Results of
Listening Tour,
& 5/2011 AA
Draft Plan
Historical Strengths and
Foundational Tenets of
MSU and Billings Campus
Existing Four Themes as submitted in:
September 2011 NWCCU Year-One Report
• Core Theme 1: Providing an Environment for Learning
• Core Theme 2: Cultivating Teaching Excellence
• Core Theme 3: Promoting and Engaging in Civic Responsibility
• Core Theme 4: Enhancing the Community
• Note 1: We may need to add an overarching (catch-all) category
• Note 2: It may also be good to identify 1 or 2 common threads.
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(Previous 2008 Report) Recommendation 2: Although the actions of the Board of Regents
and President Cruzado to more clearly define intra-campus governance may be steps in the
right direction, at this point there is nothing concretely proposed and nothing adopted
(Standards 1.A.1, 6.A.4, 7.A.1).
(2011 Report) Concern 1: Although some of the indicators measure the quantity of service
provided, consideration should be given as to how often the services are used and their
impact in order to gain more meaningful achievement indicators. (Standard 1.B.2)
(2011 Report) Recommendation 1: Although the University has a clear mission statement
that is published on their website and approved by the Board of Regents, there is no
evidence to demonstrate that its mission statement is widely published and generally
understood by its community. The evaluators recommend that the University document and
provide evidence for how the University community is aware of the mission statement and
understands it. (Standard 1.A.1)
(2011 Report) Recommendation 2: The institution has listed numerous (over 50) indicators
to assess core theme, however, they appear as lists of everything that could possibility be
included as opposed to key, strategic indicators. In addition, there is no mention of
establishing targets by which to gauge progress. The evaluators recommend that the
University examine each indicator to determine its value for measuring progress toward
goals and core themes, that it establish baseline data, and that it determine appropriate
targets to measure progress. (Standard 1.B.2)
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University Review
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Campus Level/MSU/MUS Issues – Rolf Groseth
Student Affairs – Stacy Klippenstein
Academic Affairs – Mark Pagano
Athletics – Gary Gray
IT – Michael Barber
Marketing/Government Relations – Dan Carter
Campus Governance – Bruce Brumley
Financial Affairs – Terrie Iverson
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System/Campus Issues
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WHY DO WE PLAN??
Because of Einstein
Because of Kindergarten
Because of Body Surfing
Because of Julie Hrubes
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THE CONTEXT OF OUR
PLANNING
• THE STATE OF MONTANA
• Montana’s population is the fourth oldest in the country,
with huge numbers of baby boomers nearing retirement
and needing to be replaced by younger workers. Unless it
can increase its ranks of college graduates, Montana will
be short 96,000 of them by 2018
• “I understand that we need a certain number of
philosophers, and I understand that it’s important to
have a certain number of people who study history.
But we’re not currently creating a lot of jobs in those
areas. So we have to look at what curriculums we
really need,” said Schweitzer
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THE CONTEXT OF OUR
PLANNING
• MONTANA UNIVERSITY SYSTEM
• Access and Affordability
• Participation/Retention/Completion
• Workforce & Economic
Development
• Increase degrees in high demand areas
• Efficiency and Effectiveness
• controlling educational cost growth must be
a central tenet of an efficient and affordable
educational system.
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THE CONTEXT OF OUR
PLANNING
• MONTANA STATE UNIVERSITY
• “The One MSU is a big house with many doors to
welcome our students and serve our communities.
• As stewards of student and taxpayer dollars, we are
always conscious of our responsibility to wisely
manage our resources. In these challenging economic
times we are ever more vigilant, looking for both
obvious and unobvious ways to increase our
efficiency and keep our resources tightly aligned to
our land-grant mission of excellence in teaching and
learning, research and creativity, and service and
outreach. ”—President Cruzado
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THE CONTEXT OF OUR
PLANNING
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Student Affairs
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Trends in Student Affairs and
Enrollment Management
ENROLLMENT
• Enrollment demands
• State, Federal (2-year)
• MSU and OCHE
• Strategic Enrollment Management
• Newer concepts in enrollment planning
• University Initiative
• Data-Driven Decisions
• Performance-based budgeting and enrollment
implications
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SA&EM Trends (continued)
STUDENTS – HEALTH, SAFETY and NEEDS
• Campus Safety and Student Population Shifts
• Changing student populations
• Vets, mental health, low income, underrepresented, open
access, criminal history, international
• Student Development implications
• Demand on Services
• Retention Concerns
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•
•
•
•
•
•
Student Health and Wellness
Advocacy and Mentoring
Virginia Tech
H1N1
Title IX and OCR
Safety Awareness
Code of Conduct and changing expectations
• The courts and legal challenges
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SA&EM Trends (continued)
AUXILIARIES - FACILITIES
• Aging Auxiliary Infrastructure
• Deferred Maintenance
• Non-state funded – identify financial models that work!
• Student Demands and Needs
• Meeting the expectation of today’s student…and
their parents
• Capacity
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SA&EM Trends (continued)
REGULATIONS and TECHNOLOGY
• Mandates
• State
• Reporting
• Laws
• Board of Regents/OCHE Policies
• Federal
•
•
•
•
HEOA
OCR/DOE
Pell Grants and Student Loans
Reporting – i.e. Financial Aid regulation changes
• Keeping up with requirements
• Technology – need for new resources
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SA&EM Trends (continued)
STUDENT LEARNING
• Growing expectation and need to provide
educational learning experiences that support and
complement in-the-classroom learning
• Clubs and Organizations
• Civic Engagement/Service Learning
• Living Learning Communities
• Learning Outcomes
• Assessment – program evaluations and accreditation
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SA&EM Trends (continued)
BUDGETS
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•
•
•
•
Knowledgeable of…
Growing pressure to perform with less fiscal resources
Prioritization – where do we say NO?
Professional development – training
External funding – finding dollars to support new
programs and initiatives (TRIO)
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How this might affect MSUB
• We need to increase enrollment so future aspirations and vision will
be acknowledged and approved.
• Enrollment increase will have a positive affect on future facilities
expansion and allocating resources for needed faculty, staff and
administrative positions.
• Enrollment increase includes retention and graduation rates.
• We need to enhance the services we provide because of growing
student demand and shifting populations.
• We need to support creative learning environments and expansion
of new online academic programs.
• We will need to align budget allocations to meet demands of
students and strategic goals for the University.
• Continued student involvement in shared governance and decisionmaking will be necessary.
• We must be flexible, agile and adaptive regarding changing
mandates, regulations, expectations and meeting the needs of all
students.
• We must provide a safe learning environment for all students.
• We need to build new athletic and auxiliary spaces to meet the
demands of today’s student and student-athlete.
• External funding sources need to be explored more deliberately and
diligently.
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University Athletics
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1. Purpose/Role/Mission of
Intercollegiate Athletics.
• To make money for the university?
• To add PR and marketing value to the university?
• To provide “professional sports” style entertainment?
• To be a “farm system” for professional sports?
• Academic integrity and its role often questioned.
MSUB:
• To mentor and assist financially young men and women on
their road to receiving a college education.
• To facilitate positive and successful academic, athletic, and
personal development.
• To enhance university enrollment.
• To enhance campus and community environment.
• To facilitate “community engagement” & “community
service.”
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2. NCAA Sport is “Big Business.”
• Multi-million dollars TV deals, stadiums, coaches’
contracts, commercial endorsements/sponsorships.
• Growing interest in paying student-athletes.
• Amateurism versus professionalism.
MSUB:
• NCAA Division II is NOT big business.
• “BALANCE” is the key word in Division II.
• ASR was 87%, now 79% (baseball counted for 1st time).
• Our challenge is to provide adequate salaries to
recruit and retain staff members that buy into our
philosophy.
• Our main “business” is the business of education.
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3. Funding Intercollegiate Sport.
• TV contracts, apparel company deals/sponsorships, gate
receipts, merchandising, booster organizations, donors,
leagues and bowls, student athletic fees.
• 6 programs of 1000+ are self-sustaining.
• Ohio State raises all of its $310 million budget.
MSUB:
• State appropriation and tuition waivers; student athletic
fee; and designated budgets (all raised): e.g., gate receipts,
corporate sponsors, concessions, camps, boosters, etc.
• Increasing costs of operation (e.g., travel).
• Small travel squads, often 3-4/room, small per diem, small
recruiting budgets.
• Many sports below scholarship limits allowed by NCAA.
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4. “Social Justice,” Fairness, and Ethics.
• Gender equity: sports, berths on teams, scholarships,
budgets. Etc.
• Diversity: Gender, race, ethnicity, etc.
• Cheating: Recruiting, grades, assignments, agents, illegal
benefits, gifts and cash, drugs, steroids, etc.
MSUB:
• 9 women’s sports & 8 men’s sports with more scholarships
for women than men.
• Will develop comprehensive gender equity and diversity
plans this fall.
• 5-year Institutional Self-Study identified several areas
where we will develop new policies, procedures, and
plans.
• Expanded drug testing program last year.
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Academic Affairs
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Academic Affairs
• The beginning of the decade continued to be
somewhat mired in regulation. Accountability, State
regulations, and the Department of Education seemed
to be adding new compliance issues too frequently.
• eLearning and how campuses deal with student
demand for access to courses online with all the
supporting services continues to explode.
• A focus on performance measures starts to become
more of a reality. Retention rates, completion rates,
and other measures begin to affect funding models in
some state systems. ( This is evident in Montana)
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Academic Affairs (continued)
• Many institutions begin to focus on course redesign.
Faculty and administrators are working together to
take a look at the traditional way large lecture
format courses are taught. Folks are experimenting
with completely new innovative ways to improve the
learning experience. (technology is prevalent)
• Institutions are looking at new audiences and
formats to offer professional graduate degrees.
These are bringing new learners in contact with the
campus and are generating new revenue streams.
• Institutions continue to expand service learning,
engagement, and undergraduate research.
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Academic Affairs (continued)
• Institutions continue to look for new methods to
internationalize the curriculum and further globalize
the college learning experience.
• A new paradigm shift has occurred in accreditation
from not just the outcomes assessment methods of
the previous decade but now also an added focus to
continuous processes to monitor our progress.
• Institutions continue to need to do more with less.
Innovation and efficiency become a continuous
necessity and part of normal academic life.
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How this might affect MSUB
• We will need to build an academic affairs organization that is agile,
efficient, service oriented, and innovative in its approach.
• We should focus on growing our graduate programs and
anticipating new ones that will be necessary for the future.
• We should enhance e-Learning opportunities, increase the quality of
what we offer, and add relevant completely online programs.
• With everything we do, we should focus on how it contributes to our
established collective priorities, and how it might effect our
accreditation, performance measurements, and thus funding.
• We should pay close attention to our desired student outcomes and
make sure we are focusing on contributing to these at all times.
• We should continue a focus on service learning, undergraduate
research, honors, international and other outreach opportunities.
• We should strive for an open, scholarly, active learning environment.
• We should continue to focus on salary, tenure, and other benefits
necessary to attract and retain world class faculty and staff.
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eLearning
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Future of eLearning
• Open CourseWare
• What it means for us
• What it means to us
• Online Learning becoming Learning
• Classroom and eLearning
• Blended Learning and eLearning
• Online Learning and eLearning
• Flipped classroom phenomena
• Course rethinking and redesign
• NCAT (National Center for Academic Transformation) –
MSU Billings is a member
• Sloan-C
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Technology Changes – ECAR Study
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Technology Changes
•
•
•
•
The Textbook
The Computer
Software
Storage
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Analytics – Using Our Data
• Academic Analytics – using student progress and behavior
data. Traditional analysis has been what did the student or
faculty do, now the emphasis and IT design is beginning to
focus on what is the behavior. This requires finding touch
points that can be recorded or documented.
• Learning Analytics - 2012 Horizon Report, learning analytics
refers to “the interpretation of a wide range of data
produced by and gathered on behalf of students in order to
assess academic progress, predict future performance, and
spot potential issues.”
• Big Data – comprehensive data sets developed by
researchers, student activities, or business activities. Big Data
analysis requires a different approach and software set.
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University Relations
(we put the ‘u’ in fun)
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University & Govt. Relations
• Communications
• 2,162,532 home page views last fiscal year
• 8,510,737 views on all sites
• 125 press releases
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University & Govt. Relations
• Community Relations
• Outreach in the community
• Events and collaboration
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University & Govt. Relations
• Marketing
• Continued awareness of the university’s brand
• New initiatives
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University & Govt. Relations
• Government Relations
• Yes… it is about politics
• Work with students and community
• Policy issues on state and federal levels
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Campus Governance
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Campus Governance Groups
• Administration
• Faculty
• Staff
• Students
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•
•
•
Board of Regents
Office of the Commissioner of Higher Education
Northwest Commission on Colleges and Universities
Montana State University
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Campus Governance - Administration
Chancellor
• Provost & Vice Chancellor for Academic Affairs
• Deans
• Directors
• Vice Chancellor for Student Affairs
• Directors
• Coordinators
• Vice Chancellor for Administrative Services
•
•
•
•
Chief Information Officer
Directors
Chief
Coordinators
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Campus Governance - Faculty
• Academic Senate
• Montana State University Billings Faculty Association
• East campus faculty
• Vocational Technical Educations of Montana
• West campus faculty
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Campus Governance - Staff
• Staff Senate
• Classified
• Montana Public Employees Association
• Montana District Council of Laborers
• College of Technology Operating Engineers
• Craft
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•
•
International Brotherhood of Electrical Workers
Maintenance Painters Union
Pacific Northwest District Council of Carpenters
The United Association of Plumbers and Pipefitters
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Campus Governance - Students
• ASMSUB
• Student Organizations and Activities
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Campus Governance - Chancellor
• Chancellor’s Cabinet
• Executive Budget Committee
• University Budget Committee
• Futureu – strategic planning committee
many other standing and provisional committees
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Administrative Services
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Administrative Services
• Limited State Support: Possible budget cuts, internal
reallocations to meet BOR recommended target of
70% for the instructional, academic support, and
student services programs
• Economic Recovery: Enrollment usually goes down
when economy is good
• Forecasted change in leadership: possible
retirements need succession planning
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Administrative Services
• Campus Security and Safety: With shootings at
Universities, need to be prepared to handle
emergency situations appropriately
• Change in emphasis from four year to two year
education: unknown implication of “separation” of
COT, funding and staffing implications
• Top-down initiatives: One University, MSUB identity,
managing assumptions
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Administrative Services
• Change in academic and University Leadership:
Increased training and need to document internal
policies and procedures
• Compliance and regulatory issues, Northwest
accreditation, Federal (information security, Title IX:
need for additional training, investigations,
assessment and reporting.
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Next Steps
• After 8-10 days, Scott will send the draft of all we have
accomplished during this two-day retreat. Bruce and I will
review it and prepare it to send out to each of you.
• On Tuesday August 14th, the Chancellors Cabinet will meet
with Scott to begin to prepare the funding plan, establish
strategies for measurement, and prepare a draft
implementation schedule for the plan.
• On Thursday August 23rd, we have scheduled a 3-hour
session in McMullen from 1:30-4:30 for the Futureu team to
give feedback on the draft from the retreat, any work the
Cabinet has completed thus far, and prepare a plan to
communicate results to stakeholders and collect their input.
• September 1st, the plan is to launch the draft plan on our
Futureu Web site so that you can direct your constituents to
it and they can submit their input and ideas.
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Next Steps (continued)
• Input collected from the Web site will be considered and a
revised draft will be prepared by Mark and Bruce. All
comments collected will be supplied to the Futureu team.
• In September, the Cabinet will continue its work on funding,
measurement, and the implementation schedule for the plan.
• In early October, the draft of the Cabinet’s work and
stakeholders comments will be sent to the Futureu team.
• Then in Mid October, the Futureu team will be assembled for a
3-hour retreat to give final input to the draft plan.
• A formal draft will be submitted for a first reading by Dr.
Groseth during the November 15-16 BOR meeting in Missoula.
• After Dr. Groseth receives input from the Board and President
Cruzado, a final draft will be prepared by University Relations
for presentation during the January 10-11, 2013 BOR meeting
in Helena with the formal campus launch shortly thereafter.
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