A Summary of Accomplishments and Ongoing Aspirations
Table of Contents Goal 1: Achieve Student Success Through Quality Academic Programs ............................................................................................. 3 Objective 1.1 – Provide Undergraduate Programs to Meet the Needs of Our Stakeholders ............................................................ 3 Objective 1.2 – Provide Graduate Programs to Meet the Needs of Our Stakeholders ..................................................................... 3 Objective 1.3 – Expand Learning Opportunities Through Distance Education ................................................................................. 4 Objective 1.4 – Provide High Impact Learning Experiences ............................................................................................................. 5 Objective 1.5 – Maintain and Increase Program Accreditation ......................................................................................................... 6 Goal 2: Provide a Total University Experience Through Quality Programs and Services ..................................................................... 7 Objective 2.1 – Commit to Excellence in Academic Advising ........................................................................................................... 7 Objective 2.2 – Provide Programs and Services That Promote Student Success and Academic Progression ................................ 8 Objective 2.3 – Increase Student Engagement............................................................................................................................... 10 Goal 3: Promote an International Perspective to Foster Understanding and Success in a Culturally Diverse World.......................... 12 Objective 3.1 – Promote a Global Perspective for Our Students .................................................................................................... 12 Objective 3.2 – Promote a Global Perspective for Our Campus Community.................................................................................. 13 Objective 3.3 – Promote a Global Perspective for Our External Community .................................................................................. 13 Goal 4: Promote Effective Stewardship of Resources to Support the University’s Mission ................................................................. 13 Objective 4.1 – Ensure that Programs are Both Cost and Mission Justified ................................................................................... 13 Objective 4.2 – Allocate Resources to Meet the Future Needs of Technology, Facility Infrastructure, and Maintenance .............. 14 Objective 4.3 – Develop Strategic Fundraising and Alumni Plans to Increase Levels of Philanthropic Support and Engagement 15 Goal 5: Promote a Culture That Values All Members of Our Campus Community ............................................................................. 15 Objective 5.1 – Recruit, Hire, Support, and Retain a Diverse Group of Qualified Employees to Serve the Campus Community .. 15 Objective 5.2 – Engage in Fair, Respectful, and Meaningful Deliberation in a Framework of Shared Governance ....................... 16 Objective 5.3 – Promote a Positive Campus Environment Through Excellent Customer Service .................................................. 16 Goal 6: Promote the Development of Our Communities ..................................................................................................................... 16 Objective 6.1 – Promote Science, Technology, Engineering, and Math (STEM) Programs and Professional Development Opportunities to Satisfy Regional Workforce Demand .................................................................................................................... 17 Objective 6.2 – Provide Professional Development Opportunities for Our Community Partners .................................................... 17 Objective 6.3 – Promote the Economic Development of Our Communities.................................................................................... 18 Objective 6.4 – Promote the Cultural and Creative Development of Our Communities .................................................................. 18 Conclusion ........................................................................................................................................................................................... 19 Introduction
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MSSU Strategic Plan 2011-2016 Final Report
The MSSU Strategic Plan 2011-16 Final Report was prepared by the Strategic Planning Committee. Deep appreciation is expressed to each of the members listed below for their invaluable contributions.
2016-17 MSSU Strategic Planning Committee Alan Marble, Chair Brad Hodson Paula Carson Rob Yust Darren Fullerton Jarred Bruggeman Wendy McGrane Deb Brown Chris Moos Richard Miller Rick Schooler Brad Creamer Chris Owens Amanda Gardner Crystal Lemmons Claudia Wilson Holly Hackett Sherry Whiteman Amanda Curtis Darren Helms Judy Stiles
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MSSU Strategic Plan 2011-2016 Final Report
In 2010, Missouri Southern State University began work to develop a strategic plan with six longterm goals. These goals, as outlined in the following document, are diverse and encompass broad areas of interest to serve both the campus and surrounding communities. The “Roadmap for Success” Strategic Plan was adopted in the Fall of 2011, after seventy-four campus members came together to develop tactics for achieving each of the six goals. Through much deliberation and solicitation of feedback campus-wide, tactics were prioritized for each goal to create a thorough, usable document for future growth. Since that time, Missouri Southern has worked diligently toward each of the goals set forth in 2011. The following document outlines our progress as we review our overall accomplishments and make preparations for the next five years.
Goal 1: Achieve Student Success Through Quality Academic Programs Student success is the very heart of our academic institution, and can only be achieved through committed faculty and staff and quality academic programs. Missouri Southern continually strives to promote student success through each of the following objectives.
Objective 1.1 – Provide Undergraduate Programs to Meet the Needs of Our Stakeholders
Missouri Southern promotes the development of new degree offerings, as well as the continuing high standards of current offerings. The most recent additions to our undergraduate degree portfolio includes Geography (BA or BS) and Social Work (BSW). The Social Work program began in the Fall of 2015 and is currently proceeding through candidate status to receive accreditation from the Council on Social Work Education. A number of new Modern Language certificates have been made available in French, Spanish, Chinese, and Japanese. The Health Science Degree (BHS) offers healthcare practitioners the ability to further their education while continuing to work in the field. This degree offering allows healthcare workers to advance into management positions and has consistently yielded approximately fifty graduates annually since 2011. Further evidence of educational offerings created to support our stakeholders can be seen under objective 1.3.
Objective 1.2 – Provide Graduate Programs to Meet the Needs of Our Stakeholders Missouri Southern’s graduate programs have increased to include the following degrees: 1. 2. 3. 4. 5.
Master of Accountancy Master of Science in Education: Curriculum and Instruction Master of Science in Education: Administration Master of Science in Education: TESOL Master of Science in Management
All of the listed graduate programs are offered solely by Missouri Southern, rather than in collaboration with other institutions. This trend demonstrates the institution’s capacity for growth at the graduate level. Each program meets a recognized need to provide accessible and relevant programs to better serve our constituents. While not a degree program, we have begun offering graduate courses in Math to serve the needs of secondary teachers wishing to qualify to teach concurrent (dual-credit) enrollment students.
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Objective 1.3 – Expand Learning Opportunities Through Distance Education
Many changes have occurred to Distance Learning since the initiation of the strategic plan. In 2010, the Division of Lifelong Learning housed Blackboard Administration, Dual-Credit, Continuing Education, Multimedia Production, Online Concierge Office, and Distance Testing. The Division was then restructured as the Department of Distance Learning and houses the offices of Distance Testing, Multimedia Production, Online Academic Advising, Instructional Design & Marketing, and Blackboard Administration. Currently, the department is home to the offices of Instructional Design and Educational Multimedia Production. The Department of Distance Learning has worked with the Distance Learning Advisory Committee to provide policies that ensure quality and predictability within distance education offerings at Missouri Southern. These policies include: 1. 2. 3. 4. 5. 6.
Common Navigation Button Structure Last Date of Attendance Determination Student Expectation Policy Faculty Expectations Policy Instructional Practice Guidelines for Online Instructors Holiday class schedules for Online Classes
In addition to these policies, the Distance Learning department has implemented several processes to improve the delivery of online learning. The New Online Student Orientation is for students who are new to taking an online class or new online students. The course is made up of modules that improve a student’s ability to function in an online learning environment. Smarthinking was integrated with Blackboard in 2011 to provide students with eight hours or prepaid online tutoring per semester. Respondus monitoring allows for proctoring of online tests through Blackboard. This software provides significant cost savings to the University while allowing students more flexibility in their course exams. For new instructors or anyone who would like to improve their instructional delivery online, the Basic Blackboard Training Course is available. This course teaches instructors how to best utilize Blackboard and the various tools offered there. Distance Learning also provides a Quality Assurance Checklist to assist instructors in creating a properly functioning, well-structured online course. Since 2016, 103 online courses have been evaluated using this checklist to determine their functionality. Class and degree offerings online have also increased significantly since 2010, including minors, degree completion, and certificate options. Some of the new offerings are as follows: Courses 1. Chem 120 (new offerings) 2. Bio 305 (new offerings) Bachelor’s Programs 1. Bachelor of Applied Science 2. Bachelor or General Studies 3. Bachelor of Science in Business Administration (5 tracks) 4. Bachelor of Science in Criminal Justice Administration 5. Bachelor of Science in Environmental Health & Safety 6. Bachelor of Science in Health Science (4 tracks)
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Minors 1. Accounting 2. Criminal Justice Administration 3. Entrepreneurship 4. Environmental Health & Safety (4 tracks) 5. General Business 6. Human Resource Management 7. International Business 8. Juvenile Justice 9. Management 10. Paralegal Studies 11. Quality Management Certificates 1. Entrepreneurship (5 tracks) 2. Environmental Health & Safety (4 tracks) 3. Paralegal Certificate The Department of Distance Learning is constantly striving to improve the experiences of students and instructors alike. Future development plans include the addition of a Blackboard Community, Blackboard Cloud Migration, Blackboard Collaborate, Frameworks, Grades Journey Integration, and Advanced Technology Planning. These programs, plans, and expansions are evidence that Missouri Southern has prioritized distance education opportunities.
Objective 1.4 – Provide High Impact Learning Experiences
Given their influence on student progress and success, as well as on learning, efficacy and attitudes, research suggests that high-impact practices should ideally be deployed throughout students’ programs of study and diffused across all areas of campus. The strategic plan articulates the provision of high-impact learning experiences as an objective, and while the campus recognizes the potential benefit of these practices, and even excels in areas such as study abroad, National Survey of Student Engagement (NSSE) evidence suggest that Missouri Southern has significant opportunities to expand both the breadth and depth of high-impact practices across the academic environment. NSSE 2016 results on high-impact practices suggest that Missouri Southern scored below its peers regarding freshman participation in learning communities, service learning, and faculty-supported research. Results from graduating seniors indicate greater parity with our peer institutions regarding learning community involvement, service learning, faculty research project participation, internships, and study abroad. However, we still lagged our peers on culminating experiences such as capstones. The gap between Missouri Southern and benchmarks schools of 12% for our first-year students narrowed to only 3% when our seniors are compared to others. This finding suggests that, if possible, high-impact experiences might be offered earlier in students’ program of study. Going forward, Missouri Southern will deliberate further enhancing student exposure to quality experiences such as meaningful internships, community project opportunities, and integrative senior experiences. The campus’ emphasis on undergraduate research has demonstrated benefit to those who have participated, and the initiative could be expanded to include many more students.
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High-impact practices also include first-year seminars and experiences. In 2017, Missouri Southern affirmed its need to reconsider the university experience structure. As a result of that same study, the campus demonstrated ongoing commitment to supporting the global common reader. Writing intensive courses are being continued and processes for determining appropriate maximum enrollments and comparable essential experiences are being deliberated by shared governance committees. While the campus values and understands the positive impact of such enriching practices, it would likely prove beneficial to continue attention on deploying these and newly identified impactful practices.
Objective 1.5 – Maintain and Increase Program Accreditation
The pursuit and maintenance of accreditations is perceived at Missouri Southern to be an opportunity to engage in continuous improvement, a mechanism to learn from and benchmark innovative peer institutions, and an objective tool for demonstrating to external stakeholders the quality of our institutional programs. The benefits of external accreditations have energized the campus to value and pursue forms of professional validation wherever it beneficially exists. MSSU is accredited by the Higher Learning Commission (HLC). In February of 2019, the Higher Learning Commission will visit MSSU for our next Open Pathway Evaluation Review. Continuous efforts have been engaged in to ensure our readiness for this process. Other accreditations currently, and proudly, held by MSSU, include: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.
Accreditation Board for Engineering and Technology (ABET) in Engineering Technology Accreditation Commission for Education in Nursing (ACEN) Accreditation Council for Business Schools and Programs (ACBSP) Commission on Accreditation for Respiratory Care (CoARC) Commission on Accreditation of Allied Health Education Programs (CAAHEP) Commission on Dental Accreditation, American Dental Association (CODA) Committee on Accreditation of Educational Programs for the Emergency Medical Services Professions (CoAEMSP) Council for the Accreditation of Educator Preparation (CAEP) Institute for Safety and Health Management (ISHM) “Approval Status” Joint Review Committee on Education in Radiologic Technology (JRCERT) Missouri Department of Elementary and Secondary Education (MO DESE) Missouri Department of Health and Senior Services Bureau Missouri Peace Officer Standards and Training (POST) Missouri State Board of Nursing National Environmental Health Science and Protection Accreditation Council (EHAC)
Missouri Southern also finds benefit in maintaining memberships in various academic programmatic organizations. These memberships provide the advantage of offering developmental insights and resources, avenues for maintaining currency, and networking and collaboration opportunities. Current academic memberships include: 1. 2. 3. 4. 5.
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AACSB International (Association to Advance Collegiate Schools of Business) American Association of Colleges for Teacher Education (AACTE) American Association of State Colleges and Universities (AASCU) American Dental Educators Association (ADEA) Association of American Colleges & Universities (AAC&U)
MSSU Strategic Plan 2011-2016 Final Report
6. 7. 8. 9. 10. 11. 12.
Council for the Advancement and Support of Education (CASE) Missouri Association of Colleges for Teacher Education (MACTE) National League for Nursing (NLN) Southwest Center for Educational Excellence (SWC) Southwest Missouri Nursing Education Consortium Teacher Education Council of State Colleges and Universities (TECSCU) Association of Governing Boards (AGB)
Consistent with the objectives of the Strategic Plan to identify additional opportunities for external programmatic recognitions, we are currently and actively pursuing accreditations from the National Alliance of Concurrent Enrollment Partnerships (NACEP; for our rapidly expanding concurrent enrollment program) and The Council on Social Work Education (CSWE; for our newly created undergraduate social work degree program.) Further, ongoing deliberation is taking place to assess the feasibility and efficacy of pursuing accreditation from AACSB International (Association to Advance Collegiate Schools of Business), the Commission on Collegiate Nursing Education (CCNE), and the National Association of Schools of Music (NASM).
Goal 2: Provide a Total University Experience Through Quality Programs and Services The University Experience encompasses those aspects of college life that are not directly related to coursework, yet impact the educational experience and academic progression of every student. The following objectives detail our commitment to the “University Experience” here at Missouri Southern.
Objective 2.1 – Commit to Excellence in Academic Advising
Missouri Southern recognizes that academic advising is an essential element of a student’s collegiate experience and has developed an Academic Advising Mission. This mission clearly aligns with the University mission, which calls for the University to “prepare individuals for success in careers and lifelong learning.” The Academic Advising Mission states, “academic advising is an educational process that, by intention and design, facilitates students’ understanding of the meaning and purpose of higher education and fosters their intellectual and personal development toward academic success and lifelong learning. Academic advising provides students with the opportunity to build a relationship with their advisor for the purpose of gaining assistance in planning their educational career, in learning the skills needed for academic success, and in learning how to access the variety of resources and services available to them on the Missouri Southern campus.” To further demonstrate our commitment to excellence in academic advising, Missouri Southern has established an Academic Advising Council and has adopted the Statement of Core Values of Academic Advising by the National Academic Advising Association (2005). These core values have been included in the faculty handbook. Faculty are expected to serve as academic advisors for declared-majors in their department. As a supplement to this faculty advising model, the advisors working in the Advising, Counseling and Testing (ACTS) Office serve as the official academic advisors to students that are listed as undeclared majors. The ACTS Office also coordinates and conducts the Master Advisor training program for all campus advisors. In addition, as recommended
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by the Continuous Quality Improvement Committee of 2013, the Advising (ACTS) program was restructured so that the advising and counseling functions are now separated. Missouri Southern’s commitment to excellent academic advising is also evidenced through various campuswide initiatives, policy/procedure enhancements, and educational offerings across campus. Campus-wide initiatives include recognition of an Outstanding Academic Advisor annually, purchase of the Degree Works and Acalog software, NSSE data analysis, communication initiatives focused on important campus dates, and the initiation of Enroll-a-Thons at the end of each semester to simplify the enrollment process. Policy & Procedure Enhancements include: 1. Established the Academic Advising Council 2. Created the Advising Syllabus 3. Faculty Handbook additions a. Core values of academic advising b. Academic advisement mission 4. Graduate advising relocated to the academic major, enabling faculty ownership and oversight 5. Advising, Counseling, and Testing has been designated as the contact for advising of declared majors during holiday and intersession breaks, if faculty are not available 6. Cross-advising initiatives a. Athletics and main advisor b. Disability Services and main advisor c. Project Stay and main advisor d. ACTS and main advisor Lastly, Academic Affairs, through the Distance Learning Office, has offered a multitude of training/learning events campus-wide that include the annual Majors Fair, specialized presentations to UE 100 and each department, offerings of the Master Advisor training, and CAPP training by the Registrar’s office.
Objective 2.2 – Provide Programs and Services That Promote Student Success and Academic Progression Missouri Southern has deployed a variety of initiatives to conduct a comprehensive review of its academic and support programs. These initiatives include: Noel-Levitz enrollment and retention assessment; Continuous Quality Improvement; and the Student Affairs Council for the Assessment in Higher Education (CAS) review. The effects of these initiatives are still being seen today as we continue to implement findings from these reviews. In 2012, Missouri Southern sought to find ways to strengthen recruitment efforts, develop an efficient marketing strategy, and identify opportunities for addressing student support and retention issues. The consulting firm of Noel-Levitz conducted various analyses of campus processes, market demands, financial aid operations, retention planning, report generation, student satisfaction, and recruitment processes to determine ways to promote student success and positive academic progression on campus. This in-depth look at campus functions yielded many opportunities for improvement and change. Some of the advancements that have occurred since the Noel-Levitz review are as follows:
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1. Policy & Procedural Enhancements a. Implemented process to ensure interest areas and majors are requested and captured from prospective students’ application materials, thus declaring a major if known b. Established campus-wide terminology to describe students who have not declared a major c. Utilization of declared major codes in the application process d. Admit students under declared major codes and effectively identify students who are truly undecided in their major e. Assigned dual credit advisor at the point of initial dual credit enrollment; placeholder until academic advisor assigned f. Financial Aid i. Student loan default rate decrease ii. Student Financial planning sessions iii. Make timely disbursements of aid to all eligible students iv. Lion Pride In-State tuition adjustments (service area and criteria) v. Improved the coordination and use of financial aid, institutional and foundation scholarships to optimize student support and assist in retention efforts g. Registrar i. Implementation of reverse transfer processes and policies with two-year institutions ii. Required use of mid-term grades in LioNet h. Streamlined graduate student application processes by clarifying requirements on the MSSU webpage i. Created strategic enrollment/retention plan with short-term and long-term goals and strategies j. Course changes i. ENG 080 moved from Student Success Center to English Department ii. Removal of speed reading course iii. UE 100 transferred from Academic Affairs to Student Affairs k. Merged distance learning advisors with ACTS advisors l. Merged testing divisions m. Altered university policies such as the last day to withdraw date to allow time for decisions after midterm grades n. Implementation of the Pathway to Academic Success (PASS) academic support system for at-risk freshman o. Streamlined graduate student application processes clarifying requirements on the MSSU webpage 2. Training and Events a. Established online delivery standards in Distance Learning b. Blackboard Training events for faculty by instructional designers c. Lion Alert implementation and training by ACTS d. Student Success Center i. Training and oversight for Tutors and Supplemental Instruction leaders ii. Use of TutorTrac e. TRIO Program now offering academic skills and other workshops – open to all students
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3. Ongoing Data Analysis a. Comprehensive review of FYE program with recommended changes b. Use of Academic Effect for program reviews and assessment plans c. CAS reporting for Student Affairs d. Continuous Quality Improvement campus-wide review and outcomes 4. University Supported Resources a. Lion Alert system b. Increased the number of graduate degrees and graduate options within degrees c. Dual Credit i. Reviewed, enhanced, and expanded dual credit partnerships and course offerings ii. Dedicated staff position to direct the program d. Bursar i. Developed and implemented in-house MSSU student payment plan system designed to provide flexible payment options ii. Added a Payment Plan Specialist position to work with an average of 500-700 students per semester, helping them create the plan that is affordable for their budget e. Addition of Dean of Student Success & Support position f. Titanium software in ACTS office g. ACTS office transition from counselor/advisor to separating counseling and advising – dedicated fulltime advisors h. School of Business employed a full-time academic advisor i. Student Management System implementation and utilization, which provides a collaboration tool amongst departments (fin aid, athletics – academic coordinator position)
Objective 2.3 – Increase Student Engagement The University offers additional opportunities for student engagement through the Student Activities Office. The office established protocols for tracking student participation and engagement by scanning student IDs at events in the fall of 2013. This tracking allows the Student Activities Office to better understand the needs and desires of the campus body. Since that time, student engagement via the Student Activities Office has grown by 158%. In addition, student engagement has been enhanced due to the availability of social media and a targeted marketing strategy. This strategy addresses marketing tactics ranging from direct marketing in the form of weekly email newsletters via Constant Contact and University Experience class presentations, to Niche/Target Marketing endeavors like “The Residence Cup” and “The Greek Laurel”. It also includes signage and promotional marketing techniques, which includes items such as posters, magnet schedules, giveaways, digital signage, sandwich boards, etc. Many departments at Missouri Southern have established a strong social media presence to remain in contact with their students. The Student Activities Twitter account now caters to nearly 2,000 followers and made over 441,800 impressions to their constituents via Twitter alone in Fall 2016. The use of these tools to foster engagement has led to many changes across campus, including: 1. Policy & Procedural Enhancements a. Inter-campus partnerships and collaborations 10 | P a g e
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i. Departmental collaboration with University Marketing for polished promotions materials and communications ii. Student Success Center (SSC) collaboration with academic departments for the training of tutors and Supplemental Instruction leaders athletics, Greek Life, business, foreign language) b. Strengthened wellness initiatives – Partners in Prevention state initiatives 2. Training and Events a. Strategic student leadership opportunities i. Established Super Leaders program in collaboration with the Young Professionals Network ii. Tutoring iii. Peer mentors iv. Supplemental instruction leaders v. Lion Ambassadors b. Student Success Center Hosts Tutor Day for High Schools in Southwest Missouri c. Addition of Undergraduate Research Fair d. TRIO college campus visits, cultural event trips, and referrals for summer program e. Additional career fair opportunities, including graduate study options f. Community service opportunities i. Tornado relief efforts ii. MLK Day of Service options iii. Student-athlete hours iv. Departmental Service/Charity Events 3. Ongoing Data Analysis a. National Survey of Student Engagement data analysis b. College Student Inventory (CSI) c. Student Satisfaction Inventory (SSI) d. ID Card Reader tracking of student touchpoints (ACTS, Recreation Center, Housing, Student Activities, Athletics, etc.) e. Ruffalo Noel-Levitz data on lost admits information 4. University Supported Resources a. Added social media coordinator position to support strong social media plan and presence b. Campus facility renovations/additions i. Reynolds Hall remodel and expansion plansCreation of a Geography Studio ii. Enhancement of Distance Learning recording facilities iii. Upgrade of large capacity auditoriums iv. Ummel renovation and addition/expansion of cadaver lab v. Residence halls apartment complex addition vi. Built North End Zone facility at football stadium vii. Built Baseball facility on-campus viii. New residence life furniture 11 | P a g e
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ix. Honors and Yours to Lose Housing x. Show Me Gold Military Scholarships for housing Missouri Southern is committed to increasing student engagement through extensive campus activities and continuous communication.
Goal 3: Promote an International Perspective to Foster Understanding and Success in a Culturally Diverse World On May 26, 1995, Missouri Governor Mel Carnahan signed into law House Bill No. 442, which directed that Missouri Southern “shall develop such academic support programs and public service activities it deems necessary and appropriate to establish international or global education as a distinctive theme of its mission.” That legislation was enacted as part of Missouri’s “Blueprint for Higher Education,” adopted by the Coordinating Board for Higher Education. The faculty and administration of Missouri Southern developed over the next year the outline of a comprehensive plan of international education. Included was the establishment of the Institute of International Studies, charged with overseeing the globalization of the campus. Senate Bill 55, which changed Missouri Southern State College’s name to Missouri Southern State University-Joplin, also designated Missouri Southern as a statewide institution of international or global education. The bill was signed by Governor Bob Holden on July 12, 2003. Since that time, Missouri Southern has worked diligently to ensure the students and community have access to culturally diverse activities year round. Objectives 3.1, 3.2, and 3.3 detail our dedication to providing an international perspective.
Objective 3.1 – Promote a Global Perspective for Our Students
The most distinctive aspect of Missouri Southern’s effort to internationalize the curriculum, and the one with the most tangible effect throughout the campus community, has been the designation of “themed semesters.” Each fall, a particular country or region of the world is selected to become the focus of intensive study. For the Fall 2017 semester, we will be highlighting Korea. Missouri Southern was one of 13 U.S. colleges and universities included in Internationalizing the Campus 2004: Profiles of Success at Colleges and Universities, a major report published by NAFSA: Association of International Educators, for its themed semesters. The report showcases U.S. colleges and universities that are making innovative, wide-ranging efforts to integrate global approaches to teaching into campus learning. Study abroad programs also provide Missouri Southern students with additional opportunities to gain an understanding of other cultures and international issues. Missouri Southern elected in 1995 to place a significant emphasis on affording students the opportunity to travel abroad either for a short-term, faculty led trip, or a semester or longer trip to study at another institution of higher learning. Between 2011 and 2015, 619 students and 142 faculty members traveled under University sponsorship for an average of almost 124 students per year. In 2016, students traveled to Belize, France, Great Britain, Ghana, and Sweden under faculty supervision. Individually, students can 12 | P a g e
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spend an entire semester in such countries as Austria, China, England, France, Germany, Japan, the Netherlands, or Morocco through the International Student Exchange Program or Missouri Southern’s bilateral agreements with universities around the world.
Objective 3.2 – Promote a Global Perspective for Our Campus Community
From 2011 to 2015, the University has sponsored an average of 42 educational and/or cultural events each year associated with the theme semester. These have covered Egypt, Thailand, Italy, Turkey and Spain. The average attendance per year has been 6,382 people or 152 people per event.
Objective 3.3 – Promote a Global Perspective for Our External Community
All themed semester international events held on campus at Missouri Southern are open to the public and advertised through the local media and print media on campus. Three years ago, Missouri Southern established the inaugural World Music and Cuisine Festival. This event encourages international students, university faculty and staff, and community members to prepare authentic international dishes to share with the community. This event draws over 700 community members to the campus and includes local and regional groups who perform music indigenous to various countries from around the globe. Missouri Southern has also created Southern Safari as a mechanism for community members to travel abroad with faculty with expertise in a specific country. The first such trip took place in May 2016 with 17 community members traveling to Cuba for 8 days.
Goal 4: Promote Effective Stewardship of Resources to Support the University’s Mission Good stewardship is key to the success of any organization. As a public institution, Missouri Southern takes this charge very seriously. We make every effort to ensure that our offerings are valuable, align with our mission, efficient, and cost-effective.
Objective 4.1 – Ensure that Programs are Both Cost and Mission Justified We at Missouri Southern are dedicated to providing high quality international education, professional and pre-professional programs, and liberal arts education, while maintaining low student/professor ratios at affordable prices. Missouri Southern was named one of the top 10 least expensive public colleges for out-of-state tuition. In addition to our commitment to undergraduate education, Missouri Southern has developed 7 new master's degree programs and we are continually looking for more opportunities to provide advanced learning. Beginning in 2013, the University evaluated all programs through a continuous quality improvement program known as Program Prioritization. The purpose of this evaluation was to provide a plan for resource allocation to existing and/or future programs. This endeavor called for the critical analysis of each program based upon the mission/vision values, demand, program quality, costs, revenues, efficiencies, and potential growth. Each program conducted a self-study that was submitted to committee for review. After careful examination, programs were placed into one of three categories:
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1. (Category A) Programs that should receive additional resources: these programs are expected to be areas of growth beyond normal campus growth; they are “high demand� programs with high potential. 2. (Category B) Programs that should remain the same: these are strong programs that are operating efficiently and should be maintained; growth of these programs would be expected with overall campus growth. 3. (Category C) Programs that should be reduced, restructured, or eliminated: these programs are not expected to have overall growth unless restructuring of the program could take place or in some cases, the criteria evaluation would not support the continued existence of the program. This analysis, while difficult, provided the campus with an in-depth view of our strengths and weaknesses for future development opportunities. Many new degree programs and specialty tracks have arisen from this in-depth review. As new programs are proposed, those at the executive level continue to perform an in-depth review of the opportunity to ensure that the program is financially viable, likely to support enrollment growth, in alignment with our overall mission, and in demand for both the local and national economy.
Objective 4.2 – Allocate Resources to Meet the Future Needs of Technology, Facility Infrastructure, and Maintenance In order to determine future maintenance and infrastructure needs on campus, Missouri Southern created and implemented several new plans to assist campus executives in resource allocation. These include: 1. 2. 3. 4. 5. 6.
Completion and adoption of the Master Facility Plan in 2012 Master deferred maintenance listing Submission of Capital needs to the State Legislature IT Master Plan Annual budget adjustments for facility upgrades A review of ways to save energy on campus
Since implementation of the Master Plan in 2012, we have been able to complete numerous projects around campus that include: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.
Addition of a new residence hall (201 beds) in August 2015 Addition of a FEMA shelter for the residence hall in April 2015 Addition of bike racks, benches, and trash cans on the Oval Addition of the North End Zone Fieldhouse in August 2015 Removal of the chain link fence on Duquesne Road and Newman Road Design of campus "gateway" signage Removal of white vinyl fencing on Duquesne Road Installation of a campus icon in Lion Pride Plaza Development and partial implementation of a landscape plan Standardization of campus signage and additional directional signage placed on campus Improved lighting in the tunnel under Newman Road Environmental improvements (light, improved air quality) in various buildings on campus Installation of electronic faucets and auto-flush toilets to reduce water usage and waste Replacement of all furniture and appliances in the residence halls in 2014 and 2015
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15. Beginning work on the "Trail and Bridge" connection for student pedestrian access to Northpark Mall 16. Work on the Renovation of Reynolds Hall
Objective 4.3 – Develop Strategic Fundraising and Alumni Plans to Increase Levels of Philanthropic Support and Engagement Three tactics to accomplish objective 4.3 were developed in March 2012. Those tactics were: 1. Complete an Advancement SWOT analysis to develop an informed strategic plan 2. Solicit input from local, regional, and national stakeholders to develop an informed strategic plan 3. Develop an Advancement strategic plan to increase levels of philanthropic support and engagement. Efforts to identify evidence supporting completing of these three tactics was unsuccessful. It is unknown, therefore, whether or not the tactics listed above were acted upon. As of February 2015 when new leadership arrived in University Advancement, there was no strategic plan in use. However, one is currently under development.
Goal 5: Promote a Culture That Values All Members of Our Campus Community Culture pervades every aspect of campus life. Our goal is to promote an inclusive culture that values expertise, diversity, teamwork, and development of all faculty, staff, and students. The following objectives delineate our work toward this goal.
Objective 5.1 – Recruit, Hire, Support, and Retain a Diverse Group of Qualified Employees to Serve the Campus Community Faculty and staff at Missouri Southern are hired following a very thorough process to identify the optimal candidate(s) for each position. Search committees are balanced and carefully selected to reflect campus diversity. Recruitment of faculty/staff occurs strategically with the assistance of Human Resources. Departments identify optimal placement for advertisements in order to draw in highly-qualified applicants. The Faculty Handbook procedures are followed for hiring employees, with support from Academic Affairs and Human Resources to provide a competitive salary. New faculty are supported through assigned mentors, supervision with feedback, and workshops to ensure that transition to the campus is successful. Current employees are also supported through: 1. 2. 3. 4.
Development of a department chair handbook Multiple training sessions offered for new policies/software such as Banner, Lionet, etc. The Great Game of Education provides department-specific trainings Continued revision of the Faculty Handbook
Implementation of the “phased retirement” program in 2016 provides Missouri Southern a unique opportunity to cultivate new employees while still utilizing the expertise of veteran professors.
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Objective 5.2 – Engage in Fair, Respectful, and Meaningful Deliberation in a Framework of Shared Governance Shared governance has created a sense of ownership among Staff Senate members through means of inclusion and empowerment in the decision-making process. Participation in governing bodies, such as University Council, Senates, Strategic Planning and Board Meetings, allows staff the opportunity to engage in meaningful deliberations regarding the decisions being made in support of the greater good of the University. Faculty and Staff Senate representatives keep their constituents informed and solicit their views through institutional committees and other bodies. This effective, open communication facilitates governance processes and activities. The implementation of shared governance has led to: 1. Creation of the shared governance committee 2. Faculty and administration, in cooperation, revised the faculty handbook resulting in a "major overhaul" 3. Faculty and administration appoint and/or elect university committees, including policy, academics, welfare, tenure/promotion, grievance, etc. 4. Open book management via Great Game of Education 5. Creation of the University Council which includes administrators, faculty, and staff to discuss policy 6. Multiple changes to the policy/handbook all of which are established/revised by committees consisting of faculty and administration
Objective 5.3 – Promote a Positive Campus Environment Through Excellent Customer Service Customer service is an integral part of the identity at Missouri Southern. We believe that service is seen at all levels, including the custodial staff. Many students’, visitors’, and staffs’ first encounter on campus is with a custodian. As part of this ongoing effort to create a positive campus environment, the custodial department receives at least six in-services annually. These training sessions promote quality customer service initiatives such as meet and greet within ten feet. Our customer base is large and includes current faculty, staff, and students, as well as the surrounding communities. Because each group is distinct, service needs for each is highly varied. Examples of excellent customer service provisions can be seen in all of the objectives listed in this document. Objective 5.2 discusses the provision for shared governance to promote a positive campus environment. Objective 4.1 outlines facility improvements that have been made or will be made to better serve the needs of our students. Further evidence may be found throughout the entirety of this document.
Goal 6: Promote the Development of Our Communities Community support is vital to the success of Missouri Southern. Success in this area also means that we must work to promote development in our local communities. Southwest Missouri is a highly industrial area; therefore,
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Missouri Southern has focused on improving and promoting STEM programs and opportunities in the area. Through Perkins funding and donations, Missouri Southern secured $529,000 to purchase new STEM equipment for Engineering Technology, $10,000 to fund new scholarships, and spent $15,000 to promote Engineering Technology and STEM programs on campus. Another $19 million was received from the state legislature to upgrade Reynolds Hall into a state-of-the-art facility for STEM education.
Objective 6.1 – Promote Science, Technology, Engineering, and Math (STEM) Programs and Professional Development Opportunities to Satisfy Regional Workforce Demand Missouri Southern provided multiple opportunities for professional development to organizations in the surrounding communities between 2011 and 2016. In addition, a strong focus has been placed on promoting STEM programs that support local workforce demand. For example, engineering technology certified 75 Six Sigma Green Belts and 11 Black Belts through industrial Six Sigma Training. This training was offered to many local companies including Malone’s CNC, T-Mobil, Mars Petcare USA, Able Manufacturing, Midwest Tool, Bemis, Empire Electric, Ceradyne, Umicore, Cardinal Scale, Lafayette House, RockTenn, Modine, Ducommun, American National Insurance, Joplin Schools, 3M, The Independent Living Center, LaZBoy, Reyco Granning, and Dyno Nobel. Various workshops regarding Root Cause Analysis were offered by Engineering Technology to more than 14 different local organizations. Additionally, through advisory board meetings and market needs analysis, healthcare programs at Missouri Southern are changing to support the community. To address the nursing shortage in the area, the nursing program will begin accepting 90 students per year and will split into two cohorts of 45 each (fall start and spring start). A partnership between Missouri Southern and KCU has brought a medical school to the area that will address the physician shortage, and yet another partnership with University of Missouri-Kansas City (UMKC), will bring dental students to the area to help fill the dentist shortage.
Objective 6.2 – Provide Professional Development Opportunities for Our Community Partners
Professional development opportunities available to our community partners can be separated into 3 categories: Direct counseling/consulting, Training and Development, and Continuing Education. 1. Direct Counseling/Consulting: a. The Small Business and Technology Development Center (SBTDC) has served over 1,360 clients in the past 5 years with services that range from private counseling to software specific training. b. Individual faculty provide direct consultation, accreditation review, and many serve as program reviewers for varying accrediting bodies. 2. Training and Development: a. SBTDC has provided over 269 training sessions serving 2,671 attendees over the past 5 years. b. Criminal Justice offers multiple continuing education opportunities each month to law enforcement agencies in the surrounding community. 17 | P a g e
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c. The Art Department offers ceramics classes to the surrounding community. d. Athletics Department provides multiple training camps on campus for students in the area. 3. Continuing Education (CE) a. Respiratory Therapy has offered several opportunities for local therapists to obtain CE credits, as well as supporting the Missouri Society for Respiratory Care in providing opportunities on campus. b. Child Development offered the Child Development Credential training from 2012-2015. c. Social Work offers education regarding the NASW Code of Ethics (2016).
Objective 6.3 – Promote the Economic Development of Our Communities
In addition to the work provided by SBTDC, Missouri Southern has provided multiple avenues of support for local economic development: 1. MSSU and KCU have partnered to provide the “Yours to Lose” program offering special opportunities and scholarships to MSSU students entering the KCU medical school in Joplin, MO. 2. Locating the UMKC Dental program on the campus of MSSU. 3. Championing regional technology meetings among local technology companies. 4. Hire-a-Lion supports current and students and alumni to share resumes and applications for local job opportunities. 5. MSSU commissioned an Economic Impact Study for both athletics and the entire university indicating an annual contribution of over $198 million in economic output. 6. Faculty and staff from Missouri Southern sit on numerous local boards including Joplin School Board, Carthage School Board, Joplin Area Chamber of Commerce, Wildcat Glades/Audubon Center, ProMusica, Parks and Recreation Board, Joplin Sports Authority, and Joplin Convention and Visitors Bureau.
Objective 6.4 – Promote the Cultural and Creative Development of Our Communities
MSSU continues to offer activities promoting cultural and creative development for the surrounding communities. Numerous activities are provided annually from the theatre, music, art, athletics, and communications departments on campus. The following is summary of the events offered in the past 5 years. 1. The Theatre Department has produced 6 plays each academic year, all of which are available to the public. These include: a. Performances associated with the international theme each semester b. Children’s plays c. Student one-act plays d. Musicals e. Hosting Missouri Shakespeare Festival 2. Taylor Auditorium and Bud Walton Theatre are used heavily by various regional and travelling performing arts organizations. An average of 102 performances/events are hosted each year with an average attendance of 43,394 per year. 3. The Music Department presents concerts, faculty/student recitals, and performance/presentations by offcampus groups, camps, and festivals that are available to the public. These include:
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a. Student/faculty recitals average 9 per year b. Concerts average 11 per semester, many of which are associated with the themed semesters c. Outside group performances/presentations average 9 per year d. Jazz Camp has been offered for the past 2 years e. Hosting the Missouri State High School Activities Association Music Festival each Spring f. Partnering with ProMusica, an organization which fosters interest in, appreciation for, and enjoyment of world-class, live classical music in Joplin and the four-state area 4. The Art Department has programs open for viewing in the Spiva Art Gallery year round. These include: a. Faculty artwork b. Student artwork c. Featured guest artists d. The annual K-12 Art Show featuring local students’ artwork e. Yoga in the art gallery f. Annual pottery sale g. Online viewing availability of the African Art Collection 5. The Athletics Department offers 9 intercollegiate sports for the campus and community. Opportunities include: a. Games are accessible to both the campus and local community b. Events are promoted both on campus and to the external community c. Various sports camp offerings for local youth d. Hosting the Harlem Globetrotters on campus for the local community e. Various opportunities hosting sports events for local high schools (cross country and track) 6. The Communication Department utilizes television (KGCS) and radio (KXMS) to promote community development, including; a. Televising plays, music concerts, sporting events, and campus lectures for the community. b. KGCS provides access to Classic Arts Showcase and interview programs featuring music and cooking. c. KXMS provides Fine Arts Radio International d. Media Showcase Day is offered each year to local students
Conclusion Missouri Southern’s Strategic Plan 2011-2016 laid the foundation for adjustments and advancements at the University by establishing six vital, well-defined, and assessable goals and objectives. Based on the evidence presented above, these goals have been addressed in a variety of ways by the entirety of the University community. Below is an overview of these goals and a summary of how the goals have been addressed over the past five years.
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Goal 1 focuses on providing quality academic programs and was addressed by developing and growing undergraduate and graduate programs offered in both on-ground and distant learning formats, as well as efficiently organizing and funding departments to facilitate those programs. We continue to work toward enhancing high-impact learning experiences while maintaining current program accreditations and adding to the list of accredited programs. Goal 2 involves providing a comprehensive University experience for students. This goal is addressed by emphasizing the importance of academic advising (e.g., establishing a Council, creating advising events, offering advising training) and ramping up media usage to significantly increase student involvement in campus events and extracurricular opportunities (e.g., practicums, club membership, research fair). Additionally, the University systematically investigated a variety of processes (e.g., financial aid) using student data (e.g., assurance of learning, satisfaction, retention) to predict and improve student success and academic progression. Goal 3 is centered on the promotion of an international perspective and is addressed by yearly international themed semesters and offering study abroad opportunities for students, faculty, and community members. Goal 4 focuses on effective and responsible planning and management of resources to meet the University’s mission. The Continuous Quality Improvement Program was developed and is an ongoing program that involves evaluating the current and future needs of the University as a means to enable growth and improvement. Further, considerable facility improvements and additions (e.g., New Resident Hall, Reynolds Hall remodel) have been completed or are on-going to accommodate University growth. Goal 5 involves creating an inclusive culture at the University. This was addressed by taking a number of steps to facilitate and encourage involvement of the entire University community in decision-making processes and University progression. A couple of significant steps taken include implementing The Great Game of Education and creating specific University committees that are diverse and inclusive. Rigorous, extensive hiring practices and continuous customer service training at all levels promotes a dynamic University culture. Lastly, Goal 6 centers on the University’s role in developing our communities. This goal was addressed in a number of ways that involved assessing regional demands, collaborating with community organizations, seeking and securing funding, and developing programs and trainings to both provide professional development and economic development to our communities. One specific example would be the establishment of the Medical School (KCU) – “Yours to Lose” program. Additionally, the University offered a variety of events (e.g., plays, concerts, trainings, games) that were open to the community as a means to promote cultural and creative development of our communities. Missouri Southern’s commitment to faculty, staff, students, and the surrounding communities is deep, diverse, and wide-ranging. As evidenced here, this University works diligently to meet the needs of all stakeholders in everything we do, and we will continue to do so for the next five years and beyond.
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