President Grant’s Remarks

May 23, 2006 Strategic Planning Retreat

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Before we get started, I would like to take just a moment to thank each and every one of you for the indispensable part you play in Commencement.

Without the incredible work that all of you and our colleagues across campus do we would not get to graduation day.

And then, the day itself – or more accurately, all the days that lead up to it, are filled with intense preparation and attention to detail so that the celebration recognizes the accomplishments of our students, the commitment of their families, the inspired work of faculty and staff, and reminds us all, once again why we do what we do.

At commencement I said that our collective energy, intelligence, and wit, our team-oriented work and play, our sweat and our tears, helped us to get to that very special day. How true!

My hope is that for today we have a collective opportunity, without the sweat and the tears to 1) reaffirm our institutional goals; 2) reflect upon the progress that has been made; 3) work together to brainstorm strategies and tactics to help strengthen retention, and 4) set the stage to complete our strategic framework will provide help us advance strategies to meet our goals over the next 3 years.

Beginning on a high note, for the second year in a row, the state budget numbers are continuing to move in the right direction – up! This is good news.

Although the fiscal climate has improved, higher education is going to have to continue to work very hard to ensure that we receive the funding that we need - that we must have in order to advance our institutions, serve our students and address the changing needs of the regions that we call home.

A recent report released by the Mass Tax Payers Foundation cautions that although the state’s fiscal conditions have improved (some of which are driven by one-time receipts) “state leaders now face the challenge of choosing among a long and enticing list of competing priorities that – in combination – far exceed the state’s ongoing fiscal capacity.” (p1) 

In fact, after adjusting for inflation, projected spending this fiscal year remains approximately $2.5 billion below what we were spending in 2002 for several critical areas including “local aid, , human services, public health, economic development, criminal justice, environmental programs and higher education.” (p2)

This same report recommends that the state make an economic investment in its future by gradually restoring funds to public higher education. Not only must we keep the pressure on to restore funds, we have to make sure the that Commonwealth meets its most basic obligation, such as funding collective bargaining agreements for staff and faculty contracts.

Caution on the financial forecast has been voiced by the National Center for Higher Education Management Systems as well – researchers there believe that across the country states will continue to face competing spending priorities and declining revenues with deficits again predicted by 2013.

So what does this fiscal picture mean for us?

As the pendulum swings in one direction, we have to anticipate, as we have been, that it will, once again swing back. 

There is also an expectation that as legislators prioritize funding for higher education, they will also place a greater emphasis on accountability. 

In this climate of increased accountability we are already measured against the following:  

• Cost effective and efficient use of resources
• Collaborations with other, regional public higher education institutions
• Impact on workforce development
• Developing deeper relations with K-12
• Increasing enrollment and retention
• Improving graduation rates
• Increasing access and affordability 

There are discussions that these measures may eventually influence level of funding. As it is, the current BHE funding formula is heavily driven by enrollment. As a small institution we have work to do to ensure that the formula accurately reflects the cost of running the college.

We have state and federal accountability measures, as well as issues to address and progress to make based on our accreditation report, including:   

• Strategic planning
• Enrollment management
• Campus wide assessment and program reviews
• Improvements within technology
• Improvements within the library
• Development of policy and procedure manuals

Efforts are underway on all of these areas, and NEASC responded recently to an update we provided to them that they are pleased to see the progress that we are making.  Issues of funding, accountability, and accreditation aside – most importantly we are taking charge or our future – if we don’t someone else will. Together we are working to ensure that MCLA remains a strong, vibrant institution that holds tight to our core values and mission while responding to changing needs, as well as new opportunities.

• Increasing Enrollment
• Improving Retention
• Enhancing Student Life
• Set and Achieve Learning Outcomes and Implement Program Review
• Achieve Financial Strength

We determined that to reach these goals we must:  

• Examine and expand our program mix and increase opportunities for experiential learning, such as internships, undergraduate research, service learning, and study abroad
• Capitalize on our location in Berkshire County; using county resources creatively and strategically. 
• Develop outcome measures

We have to know how we are doing, so we know what to change and where to improve. It is important that we do this to ourselves. One of the more alarming conversations under the heading of accountability, centers around the prospect of standardized testing for college students.

We agreed that we had to enhance student life. This is a shared responsibility, cutting across all facets of the campus – enhanced student life has a direct connection to gains in student persistence.  And that we had to expand and improve outreach.

We have taken important steps to brand the college while raising the profile. Underwriting on AMC, Chronicle Magazine (TV), Connect Magazine, Boston Sunday Globe, Newsweek, C-Span, New York Times, ABC news – local media, a range of publications, (UCLA vs. MCLA).  We have even made stickers available for all of your cars.  Thank you, David Levine for the idea.

Raising the profile does not just take place in the media – it takes place in our classrooms, in board rooms, conference rooms and yes in back rooms across the county, on Beacon Hill and on Capital Hill.

Every major initiative taking place in the County, MCLA is at the table – for some like the Berkshire Compact, the Berkshire Cultural Strategic Plan, the Stem Initiative, the Wireless Learning Initiative, the Berkshire County Commission on the Status of Women, the Northern Tier projects, North Adams Public School Advisory Group, Mass Campus Compact, the Superintendents Roundtable, Berkshire Economic Development Corporation, the Graduation Rate Task Force, and many, many others, we are not simply in the room we are helping to lead the way.

Last year, when we gathered for the strategic planning retreat, in the midst of a wild thunder storm, I said that next year I hoped to report the following:   

We would be underway with program reviews – and we are.

Our expanded academic program mix would include at least three unique offerings that capitalize on the Berkshires – well we have exceeded that goal: CAGS, Sports and Event Management, Arts Management, Environmental Studies, BHIP, and the ongoing work with Robotics Art, are some examples.

That MCLA, would be, without question, regarded as a highly viable, unique and respected institution and that we would be on the road to long-term sustainability. 

I believe that over this last year we have taken important steps in that regard, firming up our base of support and collectively raising our institutional profile; this will always require attention. 

But let me give you an example, just yesterday, I was at a meeting in Hopkinton, as a member of a new statewide task force on Curriculum for College and Career Readiness, two things – 1) MCLA has been asked to represent the State Colleges and 2) several times the work that we have done on the STEM pipeline was cited as a strong example of regional innovation and partnerships. At this same meeting a state official said she had heard about our IEP and LEAD program as best practice models.

Last year when we met, I also said that we would stabilize and strengthen the leadership in student affairs – I’m pleased to say we have done that with the appointment of Charlotte Degen.  And, we moved athletics into student affairs and there is a new range of dynamic, strong, programming underway.

I also indicated that we would complete a survey of student life – we have done that – and that we would find that our students are realizing improvements in their social, academic, and cultural experience.  This is a goal that continues to be a work in progress.

I had said that by fall 2007, we will have an enrollment of at least 1800 and we will be well on our way to 2000 or more by the year 2010 – this one we still have some time on but our numbers are moving in the right direction.

I talked about the need for us to grow, to improve, to embrace change and respond to a competitive environment.  We have been doing all of this, and the environment is becoming more competitive all the time. 

And as I said last year, we will continue to face challenging decisions, pressures, and choices, but I am convinced we now do so from a stronger, more strategic position.

Working together we have been enterprising, strategic and extremely resourceful; and as a result our students, faculty and staff, as well as the community we serve, have benefited.

I would like to review just a few of the many accomplishments over this last year – you will hear more from each division separately and, at the end of our session you will receive packets containing more detailed information.

All academic departments have been engaged in strategic planning, developing prototypes and action plans.  Most have focused on retention and enrollment goals.

An important way that we raise our profile is through strong academic programs and finding ways to promote the work of our faculty and the success of our students.

For example our participation in theIntegrative Learning Opportunities, a joint project of the AAC&U and the Carnegie foundation for the Advancement of Teaching - a project that started in 2003 and has been spearheaded by Nancy Ovistky, Jim May and Adrienne Wootters. MCLA was one of ten campuses selected from a pool of 139 applicants. The summer/fall 2005 issue of the journal Peer Review, was devoted to Integrative Learning and MCLA is noted as one of the ten campuses.  

For the third year in a row, we have graduated a Commonwealth Scholar - Besides the usual Honors program requirements, the Commonwealth Scholar must do an Honors thesis that is reviewed not only by internal faculty, but an outside faculty evaluator as well.

We have deep roots as a teacher’s college – it is upon this foundation that we are increasingly involved in a range of programs and initiatives with our partners in K-12 including:

• BWLI

• STEM Pipeline
• Science Fairs
• Housatonic Project
• Mass. DOE Title IIB math science partnership grants 

As we develop our own capacity for using technology to advance MCLA, we are supporting efforts to integrate technology, teaching and learning across the county, most recently sponsoring a conference entitled “Leading and Learning with Technology”

Innovative, high profile programs of top quality have an exceedingly important role to play in attracting and retaining students.  Developing and promoting programs with a higher profile, helps the whole institution.

These strategic efforts help to put MCLA on the Map, they improve our student mix and strengthen enrollment across the board.

Speaking of enrollment, almost one year ago we welcomed Steve King, as our new Director of Admissions.  Over the course of the year, Steve and the admission staff have logged countless miles – and their efforts are paying off.

Working with data from Market Street research, while continuing a wide range of outreach efforts, we did some targeted marketing and recruitment in both the North Shore of Massachusetts and New York.  Some immediate results include a 16% increase in applications from the North Shore and a 10% increase from New York State.

Denise Richardello will share with you other ways in which we are branding the college as well as new ways we are using technology to broaden our reach.  We must do better with our web site, and we will with the addition of our new Web Communications Specialist, Amy Stevens.

Multicultural recruitment has also been a focus. We now participate in Venture Scholars – an online service designed to provide information to students of color and guidance counselors about colleges, scholarships, careers, and general admission information. (Generated approximately 350 ALANA prospects). This year we hosted two special multicultural overnight programs – welcoming 61 prospective students to campus.  Our ALANA student leaders served as mentors and partners. Applications are up by 21%. And Deposits have more than doubled –

Recruiting great students, keeping them, and graduating them helps us develop deeper connections to our alumni.

This is important as increasingly we must look to alumni and other friends and supporters to help support campus priorities that are specific and strategic.

An increase in annual fund dollars offset growing financial aid needs. Increasing major gifts and grants that support innovative, enhanced programs will require partnerships between the Foundation, the College and the community, working hand in hand with the Alumni and Development staff. 

Some of the ways in which we are doing this include, increased outreach to Alumni – this weekend we had a rainy but enthusiastic alumni gathering – largest yet; with the class of ’86 setting a very exciting and ambitious goal for their 25th reunion.

We held the first-ever, targeted Athletic Annual Appeal – with student athlete phonathon callers. This year’s golf tournament raised $15,000 raised and we received a $20,000 anonymous donation for women’s athletics.

The first community cultivation gathering was held at the home of a former board member to educate friends and alumni of future plans. A fundraising committee comprised of members of the Board of Trustees and the Foundation along with individuals from the community is being assembled to begin the process of identification, cultivation and solicitation for major gifts to support funding opportunities that have been identified as priorities. 

In addition to supporting access, and endowed chairs – we are also investing in our infrastructure, including Technology and Facilities.  As the space issue escalates on campus, the Foundation will continue to play a key role in helping to solve this challenge through the acquisition of property.

Over the last few years, we have made great strides in improving our access to technology and have worked hard to keep our facilities in good shape.

Within the next year, we will be on par with our sister state colleges in the use of technology. Our computer labs will be current, our access to student information will be better, and our immediate access to laptops and teaching technology will also be improved. 

First, we had to catch-up. Now we have an opportunity to look at how we lead in the use of technology, and we are doing this through the Wireless Leaning Initiative, Davis Grants, Title III, and The Compact.

For the Fall 2005 semester we required first year students to bring laptop computers to campus.  All academic buildings had wireless internet access for the start of the fall semester; and, by October all buildings were wireless.  We see students using this wireless access all over campus.

At last year’s retreat, with a great deal of excitement and a dramatic roll of thunder, we discussed the potential of a new campus email system and portal. We have gone live. This new system has many features to promote campus wide communication, but we have more work to do here and we must take steps next year to really look at how we use and support technology.

We have added staff for technical support including a new help desk manager, a web manager, and a new computer center director, Richard Blevins.

With the completion of Murdock Hall we will have for the first in many years new class rooms and faculty offices.  This renovation will help set the stage for all future renovations and new construction.

In the spring, the campus center marketplace received a mini-face lift – additional work will take place over the summer. A new parking lot on Ashland street was completed by late fall.

And we are working with the MSCBA (Massachusetts State College Building Authority) to develop plans to renovate areas of the resident halls. We are replacing the Tennis Courts and completing a drainage project on the women’s soccer field

Improved facilities and enhanced technology support a learning environment that encourages student persistence and success.

Within student affairs, the LEAD Academy met its enrollment projection last year and expansion of this program is planned for August. The Peer Advising Program supported new students during their first year and will be advanced this year as well. You may recall that these two new programs were highlights presented at the 2005 Retreat. 

Additional action plans in the Student Affairs Division were equally well designed and executed. As a class of action plans, they influenced improvements in the college community especially those areas, which affect student’s day-to-day life, wellbeing, aspirations, and leadership. I have come to expect creative, high impact action plans from all of the Student Affairs programs.

At graduation, Senator Kennedy noted that over the last 4 years – 4,277 MCLA students, faculty and staff volunteered 28,816 hours of service.

Health and Safety, Pandemic Planning and off campus fire safety programs are in the planning process or have already been launched.

I just touched the surface on the many initiatives happening across campus.  Denise Richardello, Steve Green, Jim Stakenas, Marianne Drake, and Charlotte Degen will give you more information during their presentations. Also, on your way out, you will receive information packets which contain a fairly complete – probably not exhaustive list of a range of accomplishments over this last year.

I thank you and the entire MCLA community for making this possible. These accomplishments will serve us well as we continue to position MCLA.

Before I close, for now, I would like to spend a moment or two, maybe three on the Berkshire Compact. You have all heard about it, maybe even some of you have read the report.  I cannot stress how important this process of engagement has been in affirming MCLA’s position as a leader in Berkshire County.

This effort will help us to set a direction and better serve our region.  The Compact asserts that all residents of Berkshire County should aspire to 16 years of education or more.

At Commencement, our Senior Senator endorsed our work and would like to see Congress do so!  Across the Commonwealth, all the gubernatorial candidates have reviewed our work.

As a next step we have been asked to now truly set a course for higher education in the county – raise aspirations, improve access, promote technology, work with employers.

We are exploring new ways of working with K-12.  Ellen Barber will talk a bit more about these efforts.

Our strategic goals have helped us to focus our efforts and strengthen our position.

As we proceed, I believe even more strongly that given our location we must take full advantage of programs that connect the college and our students to the strong and creative community of arts and culture and the environment – the Berkshires!  Continue to attract students for a rigorous, hands-on educational experience – we import talent and creativity to the County.

I believe that we have many more opportunities to expand our programs in the sciences – building upon the great work that is already taking place with K-12, with undergraduate research, and the environment – to name just a few.

Now that we have the technology we have to take aggressive steps to ensure that we are using it effectively and supporting it well.  

We must continuously look for new ways to support and improve the quality of education, strengthen our programs and promote teaching as a profession to be valued and supported.  And we must use the Compact as a vehicle to address and advance the higher education and educational needs of Berkshire County, including access, quality, and affordability.

For the last few years we have talked about budget cuts as only one piece of the puzzle affecting public higher education.  We know that additional drivers of change are market demands, global economies, demographics, information technology, increased competition, and new ways of measuring quality and cost. We also know that institutions that learn to meet these challenges head on will find exciting new opportunities, and those that don’t will fail to be the best they can be, running the risk of becoming marginalized. 

Well, I believe that we are one of those unique institutions that are meeting the challenges head-on, with energy, imagination, and yes sweat and tears -

I am very pleased with the impact of strategic mapping to date. As you will hear and see in the materials provided in a short amount of time we have become more adept at setting targets, using prototyping to test and try new approaches, sharing learning across departments, considering strategies as they align to our goals and most of all making this everyone’s responsibility and opportunity.

I want to thank you again for all that you do every day to advance and strengthen MCLA.  We are blessed with a faculty and staff who are passionate and innovative.  Those of you in this room, and across the campus are our greatest resource.

Thank you again.