Update on new visiting professor program

Dear colleagues,

As you may already know, this year marks the establishment of Bemidji State University’s NorthStar Visiting Scholar Academy. While we have hosted visiting scholars at our university for many years, the revenue based structure of the NorthStar Academy represents a fairly major shift and expansion in this area.

I am pleased to be able to tell you that in this first semester of operation, the Academy had set a target of four scholars as its maximum capacity, and that we have achieved that target. As of yesterday, all four of our visiting scholars are resident on campus and seem to be well settled in. The scholars currently with us are:

Ms. WANG Hongxia (Fall 2014)
Mr. LI Wei (Fall 2014)
Ms. XIANG Fei (2014 – 2015)
Mr. TAO Jun (2014 – 2015)

I have listed their names in the traditional Chinese manner, with their family names listed first and in upper case.

I hope that all of you will have some time this semester to meet and interact with them while they are on our campus and I know that I can count on everyone in our university community to extend to them our traditional and well known warm BSU welcome!

I would also like to take this opportunity to thank the many people on our campus whose help and encouragement were instrumental in making this endeavor a success. As I started compiling this list I realized very clearly what a large number of people in our campus community had given unstintingly of their time, resources, effort, and hospitality in helping to make this happen. I am truly grateful and humbled by the level of support that we received for this project from so many people across campus. Please join me in my appreciation of all these wonderful folks!

Angela Gora Michelle Ladig
Aya Leonhardt Anna Riedel
Randy Ludeman Jodi Monerson
James Parker Chris Brown
Young Seob Son Marsha Driscoll
Marty Wolf Colleen Greer
George McConnell Jim Barta
Teresa LaFriniere Mike Smith
Melissa Arneson Bev Hodgson
Michelle Frenzel Barb Butler
Cherish HagenSwanson Del Lyren
Joan Miller Tom Beech
Richard Hanson Jackie Carroll
Martin Tadlock Diane Backer
Patrick Guilfoile Diane Illies
Lisa Jones Julie Adams
Deb Peterson Tess Reed
Lynn Johnson Loralyn Kuechle
Holly Shi Dawn Dahl
Morgan Hess Kiersten Hoven

If I have inadvertently missed someone in the list above (and I probably have) I do sincerely apologize; the fault is entirely mine.

We hope to build on our initial success and increase the number of scholars on our campus to at least twice the current number next year. Given the level of interest I see so far, I am optimistic that we will be able to achieve that goal.

Thank you again, and best regards.

Sanjeev Phukan, PhD
Director, International Relations
Director, MBA Program
Professor of Business Administration
Bemidji State University
1500 Birchmont Drive #30
Bemidji, MN 56601, USA
sphukan@bemidjistate.edu
Phone: +1 218 755 2907
Fax: +1 218 755 4100

Deans council notes 9.16.14

Deans’ Meeting Agenda
September 16, 2014
1:00 – 3:00 p.m.

1. Carry Forward Information Attachment 1 Martin / Patrick

Reviewed proposal for plan to address shortfall through academic affairs carry forwards. Discussed how we can change the trajectory to avoid a repeat for the following year. Patrick requested specific accounts from the deans to forward for processing.

2. Adjunct staffing / Positions Martin

Need to review current adjunct faculty to ensure we are hiring them based on contractual allowances. Reviewed new positions to be filled this year.

3. Mass Communication Technician Shawn Strong / Patrick

Confirmed plan to hire .5 position funded by CBTC.

4. Faculty credit ratios Attachment 2 Patrick / Martin

Reviewed information provided by Doug.

5. Draft of NTC Master Academic Plan Goals & Strategies Bob

Reviewed draft and plan for presenting this to the campus and community.

6. Pay for Proctoring Services Attachment 3 Lynn / Jeanine

Need more information about how broadly this will be used. Language is OK for pilot to continue, but questions about BSU nursing students – ability to use other testing centers beyond BSU, NTC, and RemoteProctor Now.

7. Arranged Course Requests. Attachment 4 & 5 Patrick

Reviewed revised version of the Arranged course forms, including payment method and dean’s signature. Form will be presented to Meet and Confer for information.

8. Reorganization update Martin

Recommend that the conversation be put on hold, until after the Hagg Sauer and NTC outcomes are known.

9. Other

Patrick requested load reports back by next week.
TOEFL scores – WSU uses higher scores than BSU. May affect students in the ELC.

SCHEDULED DEAN COUNCIL MEETINGS FOR 10-7-14 – 8-5-15

1ST AND 3RD TUESDAYS, 1-3 PM – DEPUTY 301A

October 7, 2014 – Doug Olney attending on IR October 21, 2014
November 4, 2014 – Doug Olney attending on IR November 18, 2014
December 2, 2014 – Doug Olney attending on IR December 16 2014
January 6, 2015 – Doug Olney attending on IR January 20, 2015
February 3, 2015 – Doug Olney attending on IR February 17, 2015
March 3, 2015 – Doug Olney attending on IR March 17, 2015
April 7, 2015 – Doug Olney attending on IR April 21, 2015
May 5, 2015 – Doug Olney attending on IR May 19, 2015
June 2, 2015 – Doug Olney attending on IR June 16, 2015
July 7, 2015 – Doug Olney attending on IR July 21, 2015
August 4, 2015 – Doug Olney attending on IR

DRAFT of NTC Master Academic Plan Goals

DRAFT FOR DISCUSSION ONLY

Sept. 12th, 2014 Revisions

MASTER ACADEMIC PLAN GOALS:

Northwest Technical College remains committed to helping students successfully attain their academic and career goals. An overriding theme of the Master Academic Plan is the recognition of the need to work more collaboratively not only with BSU, but also with local and regional business and industry, area school districts, government agencies, non-profits and other higher education institutions to help ensure that our students are not only successful academically, but in their chosen career field as well. In this regard, the Master Academic Plan provides a flexible overall framework for responding to the needs of our students, employers, and the communities we serve.

The Master Academic Plan has resulted in the development of the following goals that will help ensure the development of a culture that supports student success and will guide the College for the future:

Transformative Goals
Goal 1: Enhance assessment of current academic programming to assure that courses, programs, and learning opportunities align with changing student, community and employer needs.

a) Review current academic programming and make program recommendations based on institutional data and forecasted high demand employment opportunities in our region.
i) Implement a three year academic program review process to help ensure continuous quality improvement and to keep programs current.
ii) Work with the Academic Affairs Standards Council to outline the requirements of the review process and establish a reporting cycle timeline for each division and certificate, diploma and degree program.
iii) Actively partner with professional organizations to ensure that programming remains leading edge in the field. (Workforce Innovation and Opportunity Act, 2014)

b) Create stackable credentials in technical program areas including automotive, business, construction/trades, engineering technology and allied health.
i) Work with academic departments to develop certificate programs comprised of existing and new curriculum that can be combined into diploma, A.S. and A.A.S. degree offerings.
ii) Establish and promote stackable credential options to current and prospective students to increase enrollment and persistence/retention of students.

c) Articulate NTC programs into BSU and other four-year universities.
i) Create opportunities for two and four-year faculty to meet to discuss program articulation and alignment. (ex. Northwest Minnesota Alliance)
ii) Provide representation for NTC on BSU Deans’ Council to engage in comprehensive academic planning process that directly aligns course and program offerings between institutions.
iii) Where BSU academic articulations are not available, seek opportunities to partner and collaborate with other MnSCU, University of Minnesota and other regional universities.

d) Enhance program assessment of student learning.
i) Implement Taskstream training to facilitate tracking and recording of on-going student learning assessment activities.
ii) Identify faculty member to serve as Taskstream expert to work with faculty across academic disciplines on implementation of Taskstream reporting.
iii) Establish Taskstream workgroup to help departments identify patterns and trends in student learning data to better inform decision making.

e) Establish active and engaged advisory committees.
i) Advisory committee members shall have a leadership role to help identify skills, define competencies, design programs, and develop curriculum. (Workforce Innovation and Opportunity Act, 2014)
ii) Expand partnerships with advisory member organizations to establish apprenticeships, internships, or clinical experience opportunities.
iii) Establish expectation that advisory committees will meet at least once each semester and will record and post minutes of advisory board meetings on college web site.
iv) Establish regional “education workforce committee” in collaboration with Bemidji Chamber of Commerce to foster greater communication between higher education and local & regional employers, community leaders, and K-12 representatives.
v) Explore opportunities to more fully engage and work more closely with NTC Foundation Board.

Goal 2: Create and implement a strategic enrollment management plan to help increase enrollment and improve retention.

a) Establish strategic enrollment planning committee to develop enrollment & retention plan.
i) Identify faculty, staff, students and administrators to serve on NTC enrollment and retention committee.
ii) Work to identify new NTC name, identity, and image, stressing uniqueness of academic alignment with BSU relative to our peers and competitors.
iii) Align college resources with identified strategic enrollment initiatives to achieve FY2016 enrollment goals.
iv) Establish key performance indicators for recruitment, retention, graduation, and student and employer satisfaction.

b) Develop “career focused” PSEO, concurrent enrollment and technical education articulation agreements with area high schools to build career pathways to NTC.
i) Foster development of partnerships with area high schools to pilot “career focused” concurrent enrollment offerings that will allow students the opportunity to complete NTC courses and certificate programs while in high school, making higher education more affordable.
ii) Focus initially on four primary areas of instruction to foster high school concurrent enrollment opportunities: construction/trades, health care, business and manufacturing.
iii) Connect NTC faculty in each program area with high school faculty teaching in the same discipline to promote program quality and seamless transfer to NTC.
iv) Partner with area high schools to create early and sustained career information and advising systems.

c) Establish a process to expand prior learning assessment opportunities to encourage adult learners to complete a certificate, diploma or degree.
i) Work with Council for Adult and Experiential Learning (CAEL) to examine best practice strategies and policy development to expand prior learning assessment opportunities for students.
ii) Build collaborative partnership with area Veteran Service organizations to become the seamless resource for returning veteran’s to receive credit for prior learning and earn a degree.
iii) Explore partnership with Distance Minnesota to promote prior learning assessment at NTC to improve recruitment and advising of Veterans.

d) Enhance marketing of programs and expanded academic pathways stressing NTC as the “affordable option.”
i) Establish and promote stackable credential options to current and prospective students to increase enrollment and persistence/retention of students.
ii) Promote affordability of NTC education compared with other colleges.
iii) Expand marketing of all NTC programs, including Health Sciences, Broad Field degree as the program helps students meet requirements of Minnesota Transfer Curriculum (MnTC).

e) Redesign NTC web site to improve communication with current and prospective students and life-long learners.
i) Immediately begin “request for proposal” process to facilitate outsourcing of NTC web site redesign project.
ii) Task NTC strategic enrollment and retention committee with responsibility to work with third party vendor to develop new NTC web site targeting Fall 2015 launch date.
iii) Expand NTC web development capabilities to improve marketing and communication with NTC current and prospective students.
iv) Adopt “WordPress” web content authoring system to allow department representatives to post content directly to the new web site to help keep content current.

f) Develop international recruiting strategy targeting development of articulation & transfer agreements with select international partners.
i) Collaborate with BSU on recruiting international students seeking trades education.
ii) Secure F-1 visa status for international students seeking to study at NTC to facilitate transfer to NTC.

g) Expand customized training and continuing education training opportunities in response to labor market and industry needs.
i) Develop a financial model of revenue sharing with departments associated with non-credit learning.
ii) Align credit and non-credit program offerings to better leverage regional, state, and federal grant opportunities.
iii) Enhance collaborative partnerships with regional entities to efficiently offer a full-service experience for the learners from start to finish. (Workforce Innovation and Opportunity Act, 2014)
iv) Expand local collaborations with Northwest Indian Opportunity Industrialization Center (OIC) and Rural Minnesota Concentrated Employment Program (CEP).

h) Accelerate degree options for adult learners through expansion of evening and weekend course offerings.
i) Explore expansion of block scheduling of courses utilizing evening and weekends to better serve adult learners.
ii) Explore potential of offering courses at off-campus delivery sites
iii) Expand blended learning opportunities combing online and on-site course instruction.
i) Develop retention strategies that provide incentives for students to complete their educational program(s).
i) Explore development of tuition reductions for students completing consecutive semesters.
ii) Work more closely with NTC Foundation Board to increase collaboration and identify new innovative ways to partner and increase student scholarship opportunities. (Trade Up Scholarship)

j) Create a two-year academic schedule of proposed offerings for all certificate, diploma and degree programs for both full and part-time students.
i) Work with each academic division to create an advanced schedule of offerings for each semester (fall, spring, summer) to improve academic advising and allow students to more accurately anticipate their potential time-to-degree.
ii) Provide an academic schedule for NTC part-time learners to encourage program completion. (Approximately 40% of NTC credit generation is from part-time students)

Goal 3: Promote a culture of innovation that supports new program development and high quality teaching.

a) Implement competency-based programs in select technical areas.
i) Provided professional development opportunities for faculty to learn more about competency-based education.
ii) Work with Council for Adult Experiential Learning (CAEL) to help facilitate the development of competency-based learning activities.
iii) Encourage faculty to break curriculum into course modules—discrete, self-contained learning experiences that outline specific statements, including the actions and performance criteria of what students will be able to do upon completing the module.

b) Implement 7-1-7 academic scheduling to improve time-to-degree.
i) Identify academic programs to pilot 7-1-7 scheduling option.
ii) Develop a comprehensive course schedule outlining when required certificate, diploma and degree courses will be offered.
iii) Closely monitor and assess student learning outcomes with programs piloting the 7-1-7 scheduling option.
iv) Work with Deans and academic departments to establish new semester by

c) Develop new academic program offerings that will meet student demand and regional and state workforce needs.
i) Explore adoption of two to three new certificate, diploma or degree programs annually to be more responsive to student demand and promote stronger connection to local and regional employer needs. (Pathways to Prosperity Network)
ii) Explore opportunities for new academic program offerings in health care (Health Information Tech, Medical Coding, Rad Tech, Cardiovascular Tech, Diagnostic Sonographer, Respiratory Therapy, Physical Therapy Assistant), graphic design, hospitality management, manufacturing (production management/engineering technology), commercial industrial construction (welding), automotive restoration, power sports, dental hygiene.
iii) Reduce implementation time for new programs through use of custom training non-credit offerings as a pilot to accelerate development and delivery of new credit-based offerings.
iv) Provide administrative assistance to academic departments completing new curriculum packets to accelerate completion of college, MnSCU and HLC filing requirements.
v) Establish six month goal of launching new certificate, diploma and degree offerings.

d) Expand summer offerings and include summer as a third semester for academic planning.
i) Identify programs that will expand their academic scheduling to include summer offerings.
ii) Ensure that student support services (advising, tutoring, etc.) are also available during summer to fully support students.

e) Continue regional and professional accreditation to ensure quality.
i) Encourage departments to seek regional and national professional accreditation of program offerings.
ii) Where possible, align curriculum with industry-defined and federally-endorsed national standards national certifications and standards. Ex. Manufacturing Skills Standards Council (MSSC) System

f) Promote faculty excellence through continued professional development.
i) Support BSU initiative to create a Teaching & Learning Center to better support faculty, staff, and students engaged in technology enhanced teaching and learning.
ii) Develop mentoring opportunities for faculty to encourage sharing of expertise and teaching experience.
iii) Create brown bag lunch series to promote communication among faculty regarding new teaching modalities.

g) Expand academic financial resources through expansion of grant-writing capabilities.
i) Work collaboratively with Optivation and BSU Center for Extended Learning to hire full-time grant writer to help facilitate application for competitive grants.
ii) Seek state and federal funding to improve both equipment and facilities at NTC to increase enrollment.

Goal 4: Develop new online programming and student support opportunities in collaboration with Distance Minnesota.

a) Expand D2L, multi-media and instructional design support for faculty teaching online.
i)
ii)

b) Implement a Quality Matters initiative to encourage adoption of QM standards by academic departments and faculty.
i)
ii)

c) Strategically develop new online credit and non-credit programs to attract new student populations to NTC.
i) Work with Distance Minnesota staff to identify new credit and non-credit online certificate, diploma and degree offerings to increase student enrollment.
ii) Utilize existing programs to build and deliver non-credit certificate programs across the region and beyond through InterCECT, a consortium of Minnesota colleges and universities established to deliver non-credit online education.

d) Explore opportunities with Distance Minnesota to develop innovate ways to support online and blended learning students.
i)
ii)

Goal 5: Increase community outreach and engagement.

a) Develop and support partnership and collaboration with work force development center.
i) Align initiatives with Greater Bemidji “Minnesota Innovation Institute” (MI2) to enhance learning opportunities for the manufacturing sector.
ii) Expand “industry led, industry driven” philosophy to construction/trades and other academic disciplines at NTC.
iii) Explore opportunity of moving workforce development center on-site to increase utilization of space and service to prospective students.

b) Partner with the community organizations to incorporate service learning opportunities into the curriculum.
i) Provide all NTC students with the opportunity to participate in service learning/community engagement experiences within and/or outside of the classroom.
ii) Collaborate with BSU on development of Center for Community Partnership to be located in the new Greater Bemidji (Mayflower) office building.

c) Expand opportunities for apprenticeships and internships with local and regional business and industry.
i) Every NTC student will be provided an opportunity to participate in internships, practicum experiences, or related activities in every program area. major (BSU)
ii) Look to employers to provide a continuum of workplace learning opportunities through apprenticeships, internships and service learning opportunities.

d) Expand custom training/continuing education opportunities to meet business and industry workforce needs.
i) Provide expanded office space at NTC for custom training/continuing education staff.
ii) Develop and implement custom training organizational structure that will facilitate growth expectations. (LERN Best Practices Model)
iii) Explore sharing custom sharing office space with Minnesota Innovation Institute (MI2) staff to facilitate collaboration and partnering to better serve local and regional employers.
iv) Facilitate efforts to bring international students to NTC through enrollment in non-credit training.
i) Explore the development of customized training to include allied health and health care, positioning the college as a regional leader in health care-related customized training and continuing education.
ii) Assist Greater Bemidji in establishing a Research and Development Entrepreneur Accelerator program in Bemidji.

Goal 6: Become recognized as a premiere developmental education institution within MnSCU.

a) Develop a comprehensive plan to integrate developmental education initiatives at both NTC and BSU.
i) Explore development of Bridge programs between BSU and NTC.
ii) Collaborate with BSU Professional Teacher Education Program to develop new developmental study programs serving students at both campuses.
iii) Participate in the Lumina Foundation “Achieve the Dream” initiative specifically focuses its efforts on students at two-year colleges, giving them a better chance of student success in higher education and realizing greater economic opportunity.
iv) Begin working toward recognition of NTC as a National Association for Developmental Education (NADE) certified institution seeking certification for its tutoring services, course-based learning assistance, programs and for its foundational education coursework.
v) Collaborate with regional tribal colleges for offering college preparedness courses and extend use of NTC’s Regional Tutoring Center to the region’s native nations.
vi) Extend delivery of the MnSCU Center for College Readiness “Am I Ready?” assessment to regional high schools.

b) Work with BSU and Distance Minnesota to offer developmental education opportunities online.
i) Expand online delivery of developmental education courses to Distance Minnesota partnering institutions.
ii) Pursue external funding to support development of online support resources for students including

c) Expand partnership with Adult Basic Education to provide underrepresented groups with additional support to succeed academically.
i) Integrate the assessment of student learning into academic life with a focus on collecting, analyzing, and using information to guide classroom and program changes to enhance student learning.(BSU MAP)
ii) Explore partnering directly with Beltrami County to provide workforce development training on-site at NTC.

Goal 7: Create a culture of continuous improvement to enhance student success.

a) Build stronger interdisciplinary relationships between academic areas and encourage collaboration and cross-training between student service areas.
i) Create cohesive administrative infrastructure through clear academic and student service reporting lines.
ii) Create a working environment for staff and faculty that values inclusion, trust, respect and accountability for work completion.
iii) Improve communication of college policies and processes to faculty, staff and students.

b) Develop initiatives to better serve and retain diverse student population and make the NTC learning environment more welcoming.
i) Provide more frequent faculty & staff in-service opportunities regarding working with diverse student populations.
ii) Expand working relationship with Beltrami County to provide workforce development services to better support low income students.
iii) Develop NTC student-led mentoring program for students.
iv) Seek grant opportunities to provide funding for expanded support services for students.

c) Recruitment and retention is everyone’s job.
i) Develop processes that enhance cross-training to better serve students leading to improved student satisfaction and retention.
ii) Collaboration among faculty and staff to help recruit…

d) Develop opportunities for staff and faculty advisors to work together in advising students.
i) Provide training
ii) One stop shop
iii)

e) Partner with BSU to expand student support services in Admissions, Career Services, and grant writing.
i)
ii)

f) Implement facility changes to improve service and support of students.
i) Explore moving Admission’s office to more prominent location in main entry area.
ii) Look for opportunities to partner with BSU sustainability office to reduce energy consumption and promote environmental stewardship.
iii) Continue to seek funding to locate a Haas Technology and Education Center (HTEC) on the NTC campus.

System timeline for Hagg-Sauer

Here are the official MnSCU timelines for submitting FY2016 capital projects:

2014 June – September Campus provides preliminary project request

Campus hires predesign architect

Create / update predesigns

August 1 50% predesign submittal due to system

September 12 95% predesign submittal due to system

October 10 Final narrative and spreadsheets due to system

October 13-24 Predesign presentations

November Scoring teams appointed

Final predesigns/preparation for scoring

BSU has not submitted the 95% predesign yet and will be submitting the final narrative and spreadsheets to MnSCU on October 17, 2014. This is the key milestone date. I think we have gotten as much extra time as we can get with this condensed timeline.

Questions about reorganization draft and HS and etc.

There are lots of questions about the college reorganization draft and the Haag-Sauer planning options that are absolutely understandable, and expected. Anytime there is potential for what can be called ‘significant disruption’ at a university where things are going well and have stabilized since the last major disruption, valid concerns immediately rise to the top of conversations in the hallways and offices around campus. That is not unusual at all, and I believe it can be viewed as a sign of how healthy we are as a university.

For example, if no one cared about the university, this community, our students or each other and only cared that they have a job, there would be few concerns raised when confronting significant changes. We may just shrug it off (unless we felt it directly impacted our job or bank account).

If we felt that there was no chance for a voice in anything regarding our future as a university or if we felt completely disempowered because of an oppressive administration or oppressive colleagues, we would do what has been done at some other places I know in higher education…we would be telling others to ‘hunker in your bunker’ and ‘keep your head low’ in order to just get through each day. I have heard that said, but not here.

We don’t live like that at Bemidji State University. We care, and disempowering others is unacceptable.

If you have paid attention to this blog and other sources of information over the past couple of years, you know that information is shared and that ideas and input are solicited constantly. Sometimes, I feel as if we spend so much time sharing information and providing opportunities for discussion and analysis and dialogue that we end up being a bit slow in responding to those things we need to address more quickly. However, transparency and dialogue about anything and everything possible that affects this university (and NTC) matters most and must be the priority. We balance that against moving quickly the best we can.

While we will make mistakes at times in how we go about daily life here, including how we try to include and value everyone in decision making, efforts to democratize the university (and now NTC as well) is the ONLY acceptable route for me and others at BSU. That was made clear when I came back to BSU, and it continues to be made clear by me and others who are charged with the responsibility to insure that we are sustainable well into the future. We struggle with putting that into practice at times, as democracy is sloppy and lived at various levels by everyone as they try to understand what it means and how it should look. Still, the commitment to keep democratic principles of inclusion in front of us as the rule, not the exception, has not wavered.

A DRAFT is a DRAFT.

Inviting dialogue at a forum is sincere; we need creative ideas to build the best possible direction to take.

In this global society we now live in, change is constant; partnerships essential; collaboration vital…and community voice critical to making good decisions. We all have responsibility in those arenas.

If you don’t know by now that myself and others are trying to live by the democratic values that underlie those beliefs, then we are not living it visibly enough. For that, I apologize and assume full responsibility for making the changes needed so that you can trust that we are doing our best to live as democratically as possible. If you feel that your voice is not heard because you can’t trust ‘the administration’ or ‘the system,’ so you refuse to show up and speak up, then we are not where we need to be.

We need everyone to participate in the life of BSU and NTC. At the end of the day, decisions have to be made and we need to make those together as much as possible. If there is not consensus, we hope that we can live with whatever is considered the ‘best possible,’ join hands, and move ahead.

I sincerely believe that we all came here because we value education, love learning, and enjoy working with students, directly or indirectly. We all play a role in student success; and in the success of each other. Those are the common values we can build from to address everything else.

I hope to see you and hear from you as we address the issues we face in higher education today.