Presidential Inauguration

About the President

MSUM Mission Statement

MSUM Identity

Points of Pride

A Special Place

Legislative Activity

Dille Fund for Excellence

Strategic Planning and Budgeting

President's Remarks & Updates

Institutional Key Performance Indicators

Vision Task Force

University Reaccreditation 2007


Office Staff

President's Cabinet

Contact the President


MSU Moorhead
Office of the President
203 Owens Hall
1104 Seventh Ave. S.
Moorhead, MN 56563
(218) 477-2243


Minnesota State University Moorhead
Strategic Plan Quarterly Update Report
April 1, 2010

In previous updates, I have reported according to the goals I set out in August in my address to the university. Now that we have a new strategic plan, I will begin reporting according to the initiatives of that plan. To that end, I have changed the title of the report.

In quarterly updates, we will provide brief highlights. More detail will be provided in the annual strategic plan report, which will be presented to the University Planning and Budget Committee and posted on the web in late summer or early fall. Please note that the accomplishments and highlights reflected in this update reflect the hard work of a committed group of faculty, staff, students, and alumni.

Initiative 1
Offer competitive, high quality, rigorous academic programs and services that provide students the versatility to shape a changing world and support the state and regional economies.

  • The School of Business has achieved national accreditation by AACSB.

  • Mass Communication students won their third regional Emmy in as many years for, their online magazine.

  • Our focus on engaged learning is evident in our 2009 scores on the National Survey of Student Engagement. We had the highest composite engagement score of any of the system state universities. Further, we are higher than state and regional comparison groups on both the active and collaborative learning and supportive campus environment indicators.

  • The number of online course sections has increased steadily along with the number of students served by those courses. In Fall semester 08, we served 2,078 students through 71 course sections, and in Fall semester 09, we served 2,603 students through 91 sections. In Spring semester 09, we served 1,062 students through 59 sections, and in Spring semester 10, we served 1,760 students through 93 sections. We are on track for similar gains in the summer sessions. Summer session 08 served 423 students through 35 online sections; summer session 09 served 940 students through 64 sections; and summer session 10 is offering 114 online sections with 49 already full and closed at the early date of this report.

  • Existing courses have been grouped into sustainability major with several emphases. The proposed major will be reviewed through academic approval channels this Spring.

Initiative 2
Increase enrollment and student success, including underrepresented students. The number of enrolled students should reach 8,000 within the next five years with continued improvements in student success indicators.

  • We have continued a major push on the enrollment front through changes in the admissions office and work on increasing applications with Royall, a national firm that helps locate prospective students and move them through the application phase. At present, applications are up 5% over 2008, which is our base year. Given that we are recruiting three classes at the same time, it will take some time to see the full results of our initiatives.

  • To improve recruitment and retention of underrepresented students, we have opened our American Indian Resource Center, initiated a summer multicultural bridge program, started an Urban Dance group, planned a new living learning community for American Indian students, and hosted various schools and community groups on campus.

  • The number of living and learning communities planned for next year is 10 along with one learning community for undeclared majors. Currently, we are offering 4 living learning communities.

  • Work has begun on implementation of the new Residential Life Master plan. Currently, our major focus is needed renovations.

  • Market and brand research is in full swing with STAMATS, a national higher education brand research firm, and will be presented to the campus in May.

Initiative 3
Strengthen our relationships with key stakeholders, including alumni, other donors, neighborhood groups, and the business community.

  • We have increased the number of meetings of our Regional Advisory Board from 2 to 3 and are involving more neighborhood leaders in the group. In addition, neighborhood leaders have been involved in the campus master planning process.

  • We have established a Millennial Alumni Group to better engage recent graduates. They are already communicating regularly and having events both in the local area and in the Twin Cities.

  • We are continuing to increase our new donors and are now up by 1% in new donors with more efforts underway.

  • The Alumni Foundation has expanded its number of local events with special invitations to the performing arts series accompanied by a reception and is planning a Twin Cities event this summer. In addition, they have held reunions in Chicago, Denver, Green Valley, and Tucson in the past six months and will host events in many other locations this year.

Initiative 4
Continue to develop infrastructures that are sustainable through difficult economic times as well as consistent with the caring community that is MSUM.

  • The transition team continues to review the organizational structure and make recommendations on improvements as needed. As a result, the academic affairs and student affairs offices have been combined under a new Provost and Senior VP for Academic Affairs.; that search is underway. Another resultant search that is underway is for the Dean of the University College. That college will include the Corrick Center, the Honors Program, Dragon Core, Writing Intensive Programs, Living Learning Communities, and programs for undecided students. It is important to note that these searches do not add senior administrators but rather replace existing positions with reshaped portfolios.

  • On the fiscal sustainability front, we have decreased base expenses by $800,000 so far through board early separation incentives and energy savings.

  • Summer session continues to improve with a significant increase in offerings. From 2008 to 2009, student credit hours generated in the summer increased by 14.7%, and we are on track for significant increases this summer.

  • The campus master planning process has progressed with open forums earlier in the Spring semester and early results presented on campus in late March.

  • Phase One of the Lommen Hall renovation project has been completed, providing renovation to classrooms and the early education center. Phase Two is on schedule for completion in January 2011.

  • The Academic Affairs Budget Advisory Committee met in March to review cost recovery ratio formulas and to plan the annual review of departments or programs with relatively low ratios, which can impede fiscal sustainability.

  • Dennis Jacobsen is assisting the campus part time in developing environmental sustainability initiatives. In addition, the students are assisting, through their Sustainable Campus Committee, with funding a competition for energy efficient shutter design.

  • The Student Technology Fee Committee voted to pay for a digital sign/monitor system to support communication, including marketing campus events and emergency messages, across campus.