Fall 2009 TODAY Column

In 2002, I challenged the University to implement several strategic priorities: promote
diversity; review and enhance graduate education; enhance academic excellence in
undergraduate studies; develop and implement campus-wide plans; establish a distance
learning plan; enhance our international programs; and improve our wellness efforts.
Published recently is the detailed 2003-2008 Strategic Plan Report Card (online at
mnsu.edu/planning/priorities/reportcard). Overall, we either achieved or are in the
process of achieving 94 percent of the strategic plan’s objectives. Some highlights:

• Student diversity on campus has grown by 153 percent.
• In graduate education, enrollment grew by nine percent, and we’ve added three
  doctoral programs with a fourth beginning this fall. We’ve also recorded an
  astonishing 1,000 percent increase in outside scholars citing our own faculty’s work.
• In undergraduate excellence, we’re seeing record participation in the Undergraduate
  Research Conference and hundreds of instructors taking part in programs aimed at
  enhancing research and teaching.
• Campus-wide plans, distance-learning and wellness all hit high marks of
  accomplishment as well, evidenced in the construction of new Julia A. Sears
  Residence Hall and the opening of our 7700 France facility in Edina.
• In international programs, the report also notes that the University is now partnered
  with 27 prestigious institutions in Europe, Asia, Africa, Latin America and Australia.
  What’s striking to me about the report card is its affirmation that Minnesota State Mankato
  is a university of real-world impact. While earning international attention through research
  in biofuels or law enforcement studies, for example, we’re improving the lives of people
  closer to home through a celebrated teacher mentoring program or the hunger relief
  project Campus Kitchens.

This talent for providing solutions to problems will be the backdrop of the next strategic
plan. As our 2002-2008 plan sunsets, the next approach will have a solutions-first focus in
which we will be identifying the challenges and problems that face our world and how this
university can work to address them.

Our University has a unique and vibrant tradition of joining big ideas to real-world
thinking. With that tradition in mind, you’ll hear me refer to our future direction as “global
solutions.” It’s a bold term, but an apt one. It defines a university that has achieved global
prestige, worldwide connections and a reputation for exceeding expectations — all while
never losing sight of the real problems facing the real world.

We’re reminded daily that we live in challenging times. We’re accepting the challenge —
again.