David Fuller, president of Minot State University, welcomed the Minot City Council to the university campus for the Monday, December 7th monthly meeting of the City Council.

City Council pays Campus a Unique Visit

In what Curt Zimbelman, the mayor of Minot, called a "first time in recent memory" event, the Minot City Council held their monthly City Council meeting off city property and on the campus of Minot State on Monday, December 7. City staff and alderman recognized the presence of students, faculty and staff from MSU, as a packed house witnessed government in action. The President of MSU David Fuller gave an overview of the university, a brief explanation of the university’s strategic planning process and Minot State University’s specific response to critical needs identified in the planning process. Fuller expressed the university’s appreciation for the support the city gives to Minot State and the students. The following information was made available to aldermen during the meeting.

Minot State University Strategic Planning
In 2005-2006, the university undertook a comprehensive strategic planning review, including study of internal and external data and environment, available research information, and extensive focus-group meetings and evaluations, and open forums. The process revealed:

Identified Strengths

Supportive community
Safe, caring, flexible
Interested in individuals, not numbers
One-on-one work with professors
Small class sizes
Competitive tuition rates
Campus positive ambience—its cleanliness, beauty, and utility
Selected programs, faculty, and facilities
Dedicated faculty and commitment to students
Faculty and staff knowledgeable, approachable, and willing to participate in the community

Identified Weaknesses

Mission not well understood or easily articulated by constituents
Lack of a distinctive mission and vision
Closed campus with limited customer service
Serious lack of marketing
Lack of engaged campus life
Restricted campus operation
Insufficient opportunities for students to interact in campus life
Students disconnected on campus
Limited internships and job opportunities
Disconnect with the community and the surrounding area

Critical Needs Identified through Review and Study (2005-2006)

University identity and status and mixed view of statewide image
Lack of clear sense of mission or purpose
Effective strategic planning
Recruitment and retention
Marketing and communications
Campus housing; student services and student support
Support for faculty and staff; critical need to address salary inequities
Quality of campus life
Process and system to evaluate and assess programmatic and service needs; new and distinctive programs and improved current programs to enhance the university’s identity, status, and reputation
Funding and legislative support
Institutional pride and reputation
Willingness to change
Campus infrastructure, accessibility

Institutional Responses

New Mission
Minot State University is first and foremost dedicated to the success of all students: their growth and development as educated citizens, their confidence, and their life-long devotion to the common good and the welfare of others. (This statement is a primary excerpt from the mission approved by the State Board of Higher Education in 2007).

New Vision: Philosophy of Place and Engagement
This vision will be realized and understood nationally through stimulating engagement and learning of cutting-edge theory in chosen subjects and through hands-on experiences in the local place, community, the Great Plains, and beyond.

New Goal
Minot State University will achieve national distinction as one of the premier public, regional universities in the "great" Great Plains.

Selected Specific Responses to Identified Critical Needs.

1.University Identity and Sense of Purpose

New mission, vision, and goal to become premier university in the Great Plains; well publicized and posted in all buildings
Extensive study of ten premier universities in the Great Plains with specific objectives to exceed average score for major performance indicators and to meet 2013 goal
Selected achievements to raise MSU national and state-wide reputation and image, such as a national magazine article featuring the planning process: American Executive Magazine; and a Fox Business News Channel production and distribution of a special segment on Minot State University to a national audience

2.Effective planning and intensive focus on quality improvements

Successful re-accreditation review by Higher Learning Commission
Comprehensive strategic planning (Vision 2013); aligned with departmental plans and State Board of Higher Education plans.
Foundations of Excellence First-year student study and planning
Campus Master Plan developed by Clark Enerson and Associates
Pre-campaign review and plan conducted of MSU Foundation and advancement by Bentz Whaley and Associates
Campus Landscaping Plan and review completed
Consultant review of Campus Housing and Living
Budgeted $1.5 million in one-time support of Vision 2013 initiatives

3.New and distinctive academic programs and services

New Energy, Economics and Finance Major
New Athletic Training major
$500,000 to support classroom enhancements
Start up of the Collaborative for Applied Study of Cognition and Learning Sciences (CASCLS)
New International Education Program and activities
Dakota College at Bottineau sister relationship; and articulation arrangements
Energy consortium partnership with Dickinson State, Bismarck State, and Williston State
Established formal agreements with international universities: Telemark University College in Norway, Ostfold University in Norway, Kristianstad University in Sweden, Aalborg University in Denmark, Sias International University in China, Kadir Has University in Istanbul, Turkey, and Pai Chai University in South Korea
Signed formal partnership agreements with Ft. Berthold Community College, Turtle Mountain Community College, and United Tribes Technical College

4.Quality of campus life; campus engagement; institutional pride and reputation

Sustained focus on cultural programming and activities (music, art, theater, lectures, open forums, visiting scholars)
Enhanced athletic programs, recognized as Champions of Character Institution, addition of wrestling and women’s soccer, national tournament participation and individual athlete and coach awards; approved for membership candidacy in NCAA Division II
Architectural study of the new Sports Complex, including the football field, stadium, refurbished Dome

5.Campus Housing, Student Services, and Student Support

Restructured Student Services and redirected leadership with exclusive focus on student support
Restructured Career Services and increased focus on student success activities, internships, and preparations after graduation
Relocated campus housing office to a renovated and accessible office in Dakota Hall
Relocated post office near entrance of Student Center and established a "Welcome" center to greet and guide visitors
$5 million renovation of Crane Hall into 4-person suites
$1 million renovation of Dakota Hall; upgrades to Cook and Lura Manor
Renovated and newly outsourced book store to Barnes and Noble
New Starbucks coffee and concession in Student Center service

6.Marketing and Communications

First ever full-time marketing director hired
Funded and initiated a comprehensive integrated marketing campaign locally and nationally
Public information director and new communications internally and externally
Marketing analysis and new brand: "Be Seen, Be Heard."
Social networking
New marketing and publication guide for consistency and professionalism

7.Student Recruitment

Reorganized and restructured recruitment office with new admission dean and four new recruiters
Relocated enrollment services into newly renovated and accessible location near the student center entrance
Initiated new Grow North Dakota Plan
New publications and contacts with prospective students
New scholarship and award programs
Hired recruiters to cover Canada and western U.S.
Enrollment increases of 6.3% overall and increases in strategic areas

8.Student Retention

Initiated new mentoring program to provide support and engage students more directly in the life of the community
Established mandatory first-year and transfer orientation
Initiated new mandatory housing policy for first-year students to enhance on-campus atmosphere and engagement
Retention rates (first-year to second-year) have improved from a low of 58% a few years ago to 71%
Acquired $2 million Title III federal grant to develop first-rate program in support of students and their engagement
Participated in Foundations of Excellence program to identify new initiatives to support first-year students

9.Finances and Legislative Support

One of the strongest rated institutions in the state-wide financial ratio analysis
Initiated a budget streamlining process two years ago that realized a savings of $1.5 million dollars
Developed five-year budget projection model to monitor finances and expenses
Created an enrollment projection model to predict enrollments months in advance of the start of school
Established a reserve over the past four years in the event of a financial exigency
Auxiliary fund sources showing significant positive growth: food services, student center, residence halls, and outsourced bookstore
Strong and ongoing support from our local legislators, ND legislature; and Washington delegation; providing federal support for RCJC, NDCPD, our Business College, and the university in general
Appointment of full-time vice president for advancement position (previously the vice president for student services also served as the advancement officer) to focus on fundraising, scholarships, and university advancement
Capital campaign planning underway

10.Support for faculty and staff; salaries

Compensation Task Force five-year goals; now have exceeded 90% comp-ratio average for staff and faculty; full professor salaries have now exceeded the average of the premier aspiration universities
Sabbatical program started this year—the first in MSU history
Frequent programs to show support and appreciation for the work of our faculty and staff
Supported program to provide tuition waivers for faculty and staff family members
Orientation program developed for new faculty (one for staff is now being planned by Staff Senate)

11.Campus Upgrades, Facilities, and Accessibility

$13 million ongoing renovation of Swain Hall
New student activity center (Beaver Dam) completed
Student Center atrium renovation
New International Student Center
New Multicultural Center
New and accessible Student Government Association Offices
Renovated dining hall: Beaver Creek Café
Renovated student food court: Buckshot’s
Honor’s Center renovation and upgrade
Nursing "Simulation" Lab
New in-door track in the Dome
Renovated Dome to accommodate new sports complex

12.Campus Appearance and Visibility

All trees examined, diseased ones removed, and others trimmed and relocated for better visibility and safety
New decorative lights installed on University Avenue
Welcome banners installed across campus and along Broadway for greater visibility
Professional building signs with internal programs noted installed for each campus building
Original university sign on Broadway moved near Summer Theater to advertise campus events
Black wrought iron fence and entrance installed around cemetery
Phase one of landscaping plan completed
New Monument sign and landscaping installed on Broadway

Summary

Past
Higher Learning Commission Reviews and Directives

1987: the Higher Learning Commission accreditation evaluation of MSU cited planning as a major institutional weakness. The team called our planning "irregular, projective, additive, and facilities centered." That team advised that the university develop a planning process that is "ongoing, strategic, prioritizing and program centered."
1997: Higher Learning Commission reaccreditation review team visited the campus and again advised strongly that the university identify a "collective vision of the University for the 21st Century," which should "drive strategic planning process at all levels." There was virtually no strategic plan started until 2004.
2007: The HLC ten-year review occurred again. The Team concluded:

Future

Achieve comparable ratings on each indicator of the aspiration peers
Continue to pursue action steps identified for each of the strategies
Monitor and assess campus performance indicators noted in the Roundtable measures
Pursue campus enhancements: completing wellness center, opening 11th Avenue, consideration of new art complex, geothermal energy options, renovated football field
Ongoing review and consideration of revision for new admission criteria and academic enhancement support for students needing additional academic and social assistance
Transition into NCAA Division II; gain membership in the Northern Sun Intercollegiate Conference (Northern Sun)
Pursue new academic programs on the undergraduate and graduate levels
Implement Dakota Northwestern Community Research and Service Center utilizing federal funds
Meet SBHE goals and Vision 2013 goals
Achieve the Vision 2013 goal to achieve national distinction as one of the premier, regional universities in the "great" Great Plains

Minot State University: Basic Information

History: Founded in 1913
Community population : 37,000 (50,000 with MAFB)
Governance: David Fuller, President of Minot State University and Dakota College at Bottineau
Programs: 62 undergraduate; 10 graduate
Budget: $48.2 million ($8.8 million grants, $27.9 million tuition and state; $11.5 auxiliaries/other; tuition $10.7 million annually)
Financial Ratio analysis: Positive
Endowment: $10.8 million
Living alumni: 22,452
Economic Impact on Region: $135 million (FY 2008)
Employees: Approximately 500; 174 full-time faculty; 55% tenured
Campus size: 22 buildings; 102 acres
Utility costs: circa $1.1 million annually

Enrollment—Fall 2009 (percentage increases from Fall 2008)

Total Headcount: 3649 (6.32% increase over this time last year)
Full-Time Equivalent: 2832 (4.08% increase)
North Dakota enrollment: 2913
Outside North Dakota: 736 (other states and international)
Graduate enrollments: 304 (17% increase)
Native American: 147 (10%)
E-Learning: 1318 (9%)
Ward County: 1916 (5.77%)
New Transfer: 308 (25%)
Minot Air Force Base: 368 (15%)
Face to Face Off Campus: 479 (18.56%)

Enrollment Trends: Fall 2004 to 2009

Headcount: 3851-3649 (-5%)
Full-Time Equivalent: 2844-2832 (-1%)
International: 245-351 (+31%)
Graduate: 275-304 (+9%)
Native Americans: 117-147 (+20%)
E-learning: 1059-1318 (+20%)