Transcript Document
Spring 2013 Financial breakpoint raises questions o Education or training? o Commodity or common good? o Reducing per credit costs vs. quality? o Past precedence/practice vs. new? o Future of residential experience? No return to the past Unprecedented time of opportunity and change Emerging from severe budget cuts New leadership at upper levels Long term interim positions Need to redefine sustainable direction HLC assessment challenges No clear plan for academics University strategic plan expiring Historic practices no longer financially viable Trust and morale low Re-establish leadership principles and institutional values Identify and take early actions in critical areas Make master academic planning central to university strategic planning Open communication and information flow o Fall opening forum o Academic Affairs forums o Provost blog o College meetings o Open office hours o Expand dean’s council to academic council and post notes o Communicate regularly with all faculty/staff o Purposefully target university and community press releases Promote collaborative learning o Create and offer course redesign grants o Provide new faculty scholarship grants Promote community engagement and thinking globally o Add staff in career services to coordinate internship opportunities o Add staff in the international program center to recruit students and help with BSU students going aboard Examples included in the upcoming slides Agreement with the president on planning process for the year that included master academic planning and university strategic planning Begin with creating Master Academic Plan in fall Begin strategic planning and do both concurrently in spring Merge the two Work with others to create Master Academic Plan o Ask for self-study from each academic program • Provide info for a SWOT analysis for each department • Develop set of 10 indicators to use to guide analysis • Provide info for regional, state, national review of data o Categorize all programs as: • • • • Sustain Grow Revise Create new o Identify programmatic direction from program self-studies o Create college grids showing future directions by program o Set 4-5 focus areas overall for academic affairs for next 3-5 years Arrived at four focus areas for next 3-5 years o Financial sustainability o International competitiveness o Academic distinctiveness o Organizational structure to support other three areas Set expectations/criteria for every program Develop additional distance delivered programs online and blended with national accreditation o Twin cities o National o International Move distance programs to 80/20 revenue sharing model Pilot new budgeting model with CBTC Form CIBT/KGIC Partnership o Attend international fairs o Enter into student recruitment o o o o contract Up the number of visiting professors Implement summer camps for international students Work to help bring Chinese immersion teachers to the Twin Cities Create programmatic agreements • CEAIE/AASCU 1+2+1 membership • Explore ECE, Nursing, Technology, and Engineering related agreements with Sprott-Shaw College in Vancouver, B.C. • Explore agreement for Teacher Education in Lucerne and Beijing • Explore international partnership for MBA launch Expand Fulbright opportunities for faculty and students Secure slots for students to teach abroad through CIBT http://mjwiller.wordpress.com http://tiaellies.worpress.com Secure slots for faculty to teach abroad through CIBT Secure slots for faculty projects abroad through CIEE Develop ‘Passport program’ for students Provide student exchanges with 12 universities for under $1,000 a semester above cost of attending BSU o Reykjavik, Iceland; Tromse, Norway; Lucerne, Switzerland o U of Comoros, Comoros Islands o HELP University, Kuala Lumpur, Malaysia o Kyung Hee U, Seoul, Korea o Beijing (2), Dalian, Shenyang, Weifang, Guangzhou, China o Northern Argentina; Recife, Brazil still to secure o Vancouver, B.C. Canada still to secure o University of Surabaya (UBAYA), Indonesia still to secure Partnership with University of North Dakota o BSU office to be established through external funding Federal immigrant investor program State of Minnesota jurisdiction Affordable semester abroad opportunities for all BSU students 3+1+1 and 2+2 agreements internationally with multiple programs Recruitment of international students Collaboration with two year colleges o International pathways via PathPro through AASCU o Semester abroad opportunities for their students o Joint recruiting of international students Collaboration with Tribal Colleges o Create shared courses using GLN o Provide their students semester abroad opportunities MBA, MAT approvals International 3/1/1 pathways to graduate degrees with international partners Move to revenue sharing funding models Rethink Graduate Office staffing/responsibilities Expand student-faculty research efforts to include state event Establish research and sponsored programs office Recreate library into learning commons Create manufacturing educational center in Bemidji o Student entrepreneurship/innovation/incubator o FAB lab o Business services Provide course redesign small grants o Collaborative learning principles o Interdisciplinary o Project-based/experiential Create distinctiveness o Writing across the curriculum o Indigenous Studies o Environmental Sustainability o Allied Health Provide multiple credentials for students Expand internships Funds for scholarly pursuit for new faculty Promote pursuit of external funding opportunities Work towards creation of research and sponsored programs center Promote incorporation of service learning into existing courses Move towards all students must have one: o Service learning o Internship o Practicum Provide career services for life Organize task force to recommend BSU/NTC merger Organize Internationalization Task Force Create College of Applied Technology Move interim leadership positions to permanent positions Create Academic Affairs Council Appoint faculty coordinators for: o Fulbright scholarships o Passport program creation o International Relations Director