CHARTING OUR COURSE MSUB Futureu Retreat July 10 th -11 th , 2012

1. CHARTING OUR COURSE MSUBFutureu Retreat July 10th-11th, 2012 msubillings.edu/futureu

2. 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

3. State of MT, MUS, MSU, President & Chancellor CollegeNow! Provost’s Personal Vision and Experience MSUBVision Global, National, & State Issues in disciplines & service areas, Academic Senate, MEA-MFT Results of Listening Tour, & 5/2011 AA Draft Plan Historical Strengths and Foundational Tenets of MSU and Billings Campus

4. 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.

5. (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)

6. University Review • 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

7. System/Campus Issues

8. WHY DO WE PLAN?? Because of Einstein Because of Kindergarten Because of Body Surfing Because of Julie Hrubes

9. 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

10. 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.

11. 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

12. THE CONTEXT OF OUR PLANNING

13. Student Affairs

14. 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

15. 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 • 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

16. 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

17. 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

18. 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

19. SA&EM Trends (continued) BUDGETS • 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)

20. 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 decision-making 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.

21. University Athletics

22. 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.”

23. 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.

24. 3. Funding Intercollegiate Sport. • TV contracts, apparel company deals/sponsorships, gate receipts, merchandising, booster organizations, donors, leagues and bowls, student athletic fees. • 6programs 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.

25. 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.

26. Academic Affairs

27. 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)

28. 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.

29. 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 alsoan 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.

30. 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.

31. eLearning

32. 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

33. Technology Changes – ECAR Study

34. Technology Changes • The Textbook • The Computer • Software • Storage

35. 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.

36. University Relations(we put the ‘u’ in fun) msubillings.edu/futureu

37. University & Govt. Relations • Communications • 2,162,532 home page views last fiscal year • 8,510,737 views on all sites • 125 press releases

38. University & Govt. Relations • Community Relations • Outreach in the community • Events and collaboration

39. University & Govt. Relations • Marketing • Continued awareness of the university’s brand • New initiatives

40. University & Govt. Relations • Government Relations • Yes… it is about politics • Work with students and community • Policy issues on state and federal levels

41. Campus Governance

42. Campus Governance Groups • Administration • Faculty • Staff • Students • Board of Regents • Office of the Commissioner of Higher Education • Northwest Commission on Colleges and Universities • Montana State University

43. 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

44. Campus Governance - Faculty • Academic Senate • Montana State University Billings Faculty Association • East campus faculty • Vocational Technical Educations of Montana • West campus faculty

45. Campus Governance - Staff • Staff Senate • Classified • Montana Public Employees Association • Montana District Council of Laborers • College of Technology Operating Engineers • Craft • International Brotherhood of Electrical Workers • Maintenance Painters Union • Pacific Northwest District Council of Carpenters • The United Association of Plumbers and Pipefitters

46. Campus Governance - Students • ASMSUB • Student Organizations and Activities

47. Campus Governance - Chancellor • Chancellor’s Cabinet • Executive Budget Committee • University Budget Committee • Futureu – strategic planning committee many other standing and provisional committees

48. Administrative Services

49. 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

50. 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