Approved Meeting Minutes Board of Trustees for Adams State University July 9-10, 2015

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1 Approved Meeting Minutes Board of Trustees for Adams State University July 9-10, 2015 The Salida Steam Plant Theatre and Event Center 220 West Sackett Street Salida, Colorado The Board of Trustees for Adams State University convened a meeting on July 9-10, 2015, at the Salida Stem Plant Theatre and Events Center. Call To Order The meeting was called to order by Chairman Arnold Salazar at 3:05 p.m. with the following Board members in attendance: Chairman Arnold Salazar Present Trustee Farley Present Trustee Griffin Present Trustee Rogers Present Trustee LeRoy Salazar Present Trustee Simpson Present Trustee Singletary Present Trustee Vigil Present Trustee Wright Present Faculty Trustee Benson Present Student Trustee Madrigal Excused ASU Staff, Students, and Others Eric Carpio Admissions Bill Mansheim Finance and Govt. Relations Ken Marquez Student Affairs Beverlee J. McClure Office of the President Lillian Montoya Facilitator Larry Mortensen Athletics Frank Novotny Academic Affairs Jessica Salazar Atty. General s Office Tracy Rogers Human Resources James Trujillo Office of the President Approval of Agenda The agenda was approved by consent. New Board Member Orientation Jessica Salazar, from the State Attorney General s Office, presented an orientation for new and existing Adams State University Board of Trustees members, giving a general overview of the role of legal counsel, and the legal duties of each Board of Trustee member. The board engaged Page 1 of 26 APPROVED BOT 7/9/15

2 in discussion on the best methods to manage current and new policies and respective areas of responsibility. Additionally, special statutes were addressed including the Colorado Open Meeting Law, the Colorado Open Records Act, and the Colorado Governmental Immunity Act. Further discussion was had regarding document retention. **Note: The following was added by board consent** Prior to the meeting continuing, President Beverlee McClure introduced Ms. Lillian Montoya, Vice President of Public Policy and Stakeholder Engagement at St. Vincent Hospital in New Mexico, who has been secured to facilitate the board retreat session. The Board welcomed Ms. Montoya and thanked her for agreeing to facilitate tomorrow s portion of the meeting. Agenda Resumes Presentation: Summary of State Revenue Forecasts and TABOR Bill Mansheim, Vice President for Finance and Governmental Relations, presented a report on the financial health of Adams State University, and explained various factors affecting the budget including the Taxpayer Bill of Rights (TABOR), Amendment 23, Referendum C, etc. He then reviewed with the Board the proposed FY15-16 budget that was communicated to the campus, and implemented at the start of this fiscal year. The Board then engaged in general discussion regarding budgetary concerns and the future fiscal viability of the institution. Presentation: ASU by the Numbers Eric Carpio, Assistant Vice President of Enrollment Management, presented a broad overview regarding the 2014 undergraduate on-campus students including data regarding the overall student body, class profile, persistence data, alternate pathways to graduation, and demographic information. Additionally, he provided data on freshman and transfer students. The Board then discussed at length various issues including retention, tuition, Pell, recruitment opportunities, exploring becoming an MSI, branding, scholarship awarding, enrollment/current yield, student athlete, affordability issues, graduation rates, lack of student placement data, and the increased recruitment efforts in Colorado by other institutions from other states. **Note: The following was added by board consent** Lobbyist Discussion Chairman Arnold Salazar, and members of the Board, discussed a recent decision that was made regarding the institution s lobbyists, and the reasons behind the decision. It was then suggested that, as a personnel matter, the discussion continue in executive session. Trustee Singletary did not feel the need for an executive session and suggested that discussions continue in open session. Page 2 of 26 APPROVED BOT 7/9/15

3 Chairman Arnold Salazar then called for a motion to convene in executive session with the Board s attorney pursuant to Section (3) and 3.5 C.R.S. for the purpose of discussing certain employment matters. Trustee LeRoy Salazar moved the motion. Trustee Farley seconded. The motion passed with Trustee Singletary opposing. The motion passed. Open Session Resumes Chairman Arnold Salazar proposed to the members of the Board that Federal lobbyists be considered to reach other sources of funding for the institution at the Federal level. The board then discussed at length strategies, sources of funding, opportunities for grants, etc. The Board further discussed what steps need to be taken to keep a presence at the State level for Adams State, and the importance of said. Chairman Arnold Salazar proposed contacting Tanya Kelly-Bowry to discuss possibly lobbying for Adams State. Trustee Griffin also suggested that the Board consider having an economic development/government relations person for the University based in the Denver area. Trustees Vigil and LeRoy Salazar stressed the need for a constant presence at the Capitol, and were uncertain of the effectiveness of the current proposal. The Board then discussed other options, timelines, budget priorities, accountability, communications, expectations, etc., and agreed to move forward with perusing qualified lobbyists, both at the State and Federal levels, and asked that President McClure present a proposal on how to redeploy lobbying resources at a future meeting. ** The meeting was recessed at 6:15 p.m. until Friday, February 10, 2015** Meeting reconvenes at 8:02 a.m. on Friday, July 10, 2015 with the following Board members present: Chairman Arnold Salazar Trustee Farley Trustee Griffin Trustee Rogers Trustee LeRoy Salazar Trustee Simpson Trustee Singletary Trustee Vigil Trustee Wright Faculty Trustee Benson Board of Trustees Retreat During this time, Board and staff members engaged in lengthy discussion facilitated by Ms. Lillian Montoya, Vice President of Public Policy and Stakeholder Engagement at St. Vincent Hospital in New Mexico, regarding the institution s strengths, weaknesses, opportunities, and threats, and discussed various aspects of each as it related to the current and future stability of University. The following are the executive summaries from the retreat session: Page 3 of 26 APPROVED BOT 7/9/15

4 Adams State University July Retreat Summary Notes and Cumulative Pre-Retreat Responses Prepared by Lillian Montoya, Facilitator July 9, 2015 ASU by the Numbers The President and Executive Team presented ASU by the Numbers the evening before the retreat. The presentation was ed separately to the Trustees. Following are comments following the presentation. 1. Need deeper dive on the data, regularly. Data integrity issues. The Trustees would like data to be presented more regularly so decisions and strategy are based on accurate, timely data. 2. Explore obtaining MSI status, with additional strategy to grow Native American and mixed race enrollment 3. The low ASU average family income actually can be a potential recruitment opportunity, by targeting those students 4. Second semester retention and 1 st /2 nd year retention opportunities 5. Kids that come from disadvantages backgrounds have great academic challenges, larger debt issues to overcome we are failing everybody the first 2 years 6. Would like to see 6 year graduation rates, recognizing that their debt burden will be more substantial 7. Shall we examine Learning Communities in order to improve persistence? 8. Athletic student persistence/graduation rates? 9. Explore/capture job placement data. 10. Questionnaires to our graduates? (for tracking purposes) Page 4 of 26 DRAFT BOT 7/9/15

5 What would you like to get out of the day? 1. Walk out understanding what our value proposition is an elevator speech as applies to new students, legislators, etc. 2. Get a better feel for how we use the data and work with data on how best to target our resources for retention. 3. An action plan so that team can create deliverables to report to the board about our progress. 4. Keener sense of our identity as a community and a better understanding of what the temperature is on campus. 5. Clear vision from the board that we can communicate to campus and campus back. That linkage was missed when 2020 plan was developed. Good and clear communication of expectations with a plan to get there. 6. Measurable goals to support our mission and vision. Clarity of accountability for meeting the goals. What are we going to do to support our mission/vision. 7. Need a plan of how we are going to approach recruitment/retention. Need more data why are students dropping out? We need the answers in order to target the solutions. Without this ASU will not continue to exist. Need more data and action in our regular board meetings. 8. Walking out with a value proposition. How to become a university of choice. We need to walk the talk. How do we get started? 9. Knowing that there is cohesiveness between the faculty/staff/board. This is essential for the HLC accreditation visit. Need broad community support for our direction. We need to believe in it and agree that this is the direction to go. 10. Where do we see education in 10 years? Lay the groundwork to prepare us to be on the cutting edge 10 years from now in higher education. 11. Disappointed in the 2020 goals. They are not measurable. Need to set some goals that are measurable. 12. Excited about the numbers that Eric presented. Need a deeper data dive. Retention rates for demographic areas (urban vs rural). 13. The reason that 2020 did not take hold is because the industry of education is undergoing extreme change so that strategic planning has no value. We need to do scenario planning so that we can be prepared for different changes. As the scenarios change the strategic plan becomes insignificant. 14. What should we be trying to achieve in 12 months, 24 months, etc. 15. We are in the market of higher education whoever implements wins. We need to be the first to implement. Execution, execution, execution. 16. Want to know more about the institution. What is our role as a board? Board needs to contribute knowledge, enthusiasm, etc. to help guide the leadership at ASU. 17. How can we as a board support this mission? Use our specialties as individual board members and our talents and make good use of that will help move the organization forward? 18. Board members have served as external ambassadors. How to help internally as well? 19. Board members have local knowledge of their community, the K 12 system, etc. We need to tap into this more. Help board members get more involved connecting ASU with the community. 20. Also tap into board members connections with the state legislature. 21. Data. Data is something people thrive on. Vision. Having a vision of some kind would be fantastic. Accountability and innovation are also very important and exciting. 22. What is frustrating is that we are a team. We need a better vision for having a better team. This will allow us to adapt to the changing scenarios. We need to be prepared to adapt. 23. The presidential search was a great model for engagement and promotion of the institution. We should leverage this for the future. Expand this to the state level. The local community responded positively. Page 5 of 26 DRAFT BOT 7/9/15

6 Mission Discussion Group discussion centered on Mission as defined by the ASU enabling law and the ASU 2020 Mission. It was agreed to rename the ASU 2020 Mission as a Core Purpose. Two commas were selectively added to the Vision, intentionally broadening the student population to be served by ASU. Board of Trustee Bylaws, Mission and Goals: The University shall be a general baccalaureate institution with moderately selective admission standards, offering undergraduate liberal arts and sciences, teacher preparation, and business degree programs, a limited number of graduate level programs, and two-year transfer programs with a community college role admission. In addition, the University has a significant responsibility to provide access to teacher education in rural Colorado, to serve as a regional education provider, and to offer programs, when feasible, that preserves and promotes the unique history and culture of the region. Revised ASU 2020 Mission to read 2020 Core Purpose: ASU s core purpose is to educate, serve, and inspire our diverse populations in the pursuit of their lifelong dreams and ambitions Vision: To become the university community of choice for diverse, historically underserved groups, and all who value quality education and inclusivity. The Board will, from time to time, establish and revise its goals and objectives for carrying out its mission. Page 6 of 26 DRAFT BOT 7/9/15

7 Strengths, Weaknesses, Opportunities, and Threats Prior to the retreat, the Executive Team met and conducted a SWOT analysis. Following is their presentation. Strengths (internal, positive factors) Strengths describe the positive attributes, tangible and intangible, internal to ASU. They are within your control. Strong, talented and diverse leadership Beautiful campus Community support for our role and mission Committed and loyal employees Diversity and HIS status Safe campus Student/faculty ration = personal touch Small campus Extracurricular activities Co curricular activities Benefits package Potential/capacity for student growth Flexible, nimble, accessible Page 7 of 26 DRAFT BOT 7/9/15

8 Weaknesses (internal, negative factors) Weaknesses are aspects of ASU that detract from the value ASU offers or places ASU at a competitive disadvantage. ASU needs to enhance these areas in order to compete with its best competitor. Low self esteem/morale Alamosa ranked in top 10 worst paces to live Retention/graduation rates Internal/external communication: not telling our story and not defending our reputation Lack of unity Data integrity Location, climate, no mall Culture of accountability Lack of urgency Lack of financial resources (HR challenges) Lack of vision (consistent/shared) No consensus on what being an HSI means Lack of coordination of resources Link to our local communities Fundraising Lack of academic scholarships Need a cultural change Opportunities (external, positive factors) Opportunities are external attractive factors that represent reasons ASU is likely to prosper. Enrollment and retention New leadership Realignment of resources Diversification of revenue HSI to MSI New programming/new markets..p3 (this includes extended studies) Public/private partnerships Location, natural resources Veterans Rep. Millie Hamner, ASU Alum State Pop growth Trinidad and CSU DHE=Future Job Report Shows will Require degree International student/faculty (DHE program) Friend raising = fundraising Concurrent enrollment clean up at state level Community/economic opportunity Elder hostels Endowed chairs Expand student scholar days Revitalization or general ed curriculum Honors program Graduation rates = time to degree BAS (90 SCH) Career and Tech education un manned, bookkeeping, small biz programs Certificates and completions Student leadership BAIS NL Failure of NM Lottery Strong student engagement program, expand and strengthen (i.e. CASA) Improving ASU/k 12 connections. Recruitment etc., talent search grant by reconnecting with superintendent HSI STEM grant, $750k, can stack STEAM ROTC Page 8 of 26 DRAFT BOT 7/9/15

9 Threats (external, negative factors) Threats include external factors beyond ASUs control that could place ASU strategy, or the business itself, at risk. You have no control over these, but ASU may benefit by having contingency plans to address them if they should occur. State funding (new funding formula) Increasing tuition Retention of best and brightest faculty and staff (quality of life, salaries, spouse, dating pool) Reputation of capitol Increasing competition (i.e. community colleges, out of state, CMC) Frequently evolving compliance Federal financial aid Trustee/E Team Pre Retreat Responses (Detailed Feedback Follows the Retreat Notes) There was a surprising congruency of responses from Trustees and Executive Team. Following are the high level themes: Page 9 of 26 DRAFT BOT 7/9/15

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12 Small Group Breakout Following are the small group responses for the following three questions: 1. What are the most important results we want to see from each 2020 priority area? 2. What are the gaps (obstacles) to accomplishing this? 3. Need a goal around operational finance under each priority. Page 12 of 26 DRAFT BOT 7/9/15

13 Academic Excellence Not sure how to define academic excellence? How do you measure? We much be concrete, less vague language Academic Excellence is the transfer of knowledge from prof to student Measure should include: clear expectations of learning outcomes whether the content is relevant feedback from former students Survey of employers examine salary surveys how our students perform on GRE, Med school placement, Pharm placement 5 year program reviews by dept (w independent reviewer) Gaps: Need data about our students, need to track multiple measures (completion, placement) Curricula that evolves and is relevant Providing Academic Excellence as an outcome Faculty tenure measures prof l development for faculty to stay relevant Career advisement Student Success Is defined by the student Is defined by external mandates (CCHE) How do these two align? Tutorial training to improve retention Opportunity to align/centralize student support services BASELINE DATA is critical for all areas Results: Numerous degrees with various delivery methods Retention Learning communities Co curricula and extra curricular (to keep students engaged) Gaps: Affordability Limited funding/unaligned Improve retention rates (1 st yr to 2 nd year) Improved graduation rates Job placement Engagement as alumni Personal & Professional Development (of faculty and staff) Remove students from this goal..should be faculty/staff focused (acad Excellence/Student success to captures student development, don t mention in this goal) Page 13 of 26 DRAFT BOT 7/9/15

14 Gap: funding, individual motivation, time not perceived as an important priority for staff/faculty to grow limited $ to invest, special projects limited research opportunities within their fields More opportunities for development (how many participate?) Can be on campus development Need to invest in our people Take a close look at how dollars are used and make necessary changes. Results: cutting edge, high morale, knowledge transfer to students Conduct satisfaction surveys of each learning event Increase number of employees who earn a certificate or degree Track number of employees taking courses Offering tuition discount for dependents of faculty Examine faculty dependent/spouse scholarship guidelines Access and Affordability If we are accessible and affordable to students with the least resources, we are accessible for all Flexibility in payment plans Net price, tell the story publicly, examine annually Offering tuition discount for dependents of faculty Financial aid advisors for incoming freshman Admissions counselors need to know more about financial aid Results: Recruit more college ready students Improve aid to students from local community Serve our region low income Paid internships Lowest Room & board Greatest tuition window (can move students through) # of 1 st generation retention/grad rates # of low income retention/grad rates Ranking of ASU tuition rates w peers and/or competition Cost of attendance vs. out of pocket (after financial aid) Increase retention and graduation rates of ALL students Gaps: Funding: state, federal, and private aid K12 communication Branding our aid packages Community Relations Be a policy anchor to create jobs and improve quality of life, serve as the cultural center Develop and further community partnerships w K12, businesses Economic anchor, driver for economic development Expand intern opportunities, especially for paid interns Strengthen relationships AND partnerships with community stakeholders (i.e. hospital collaboration), enhance federal and state entities (BLM, Dow, banking, k12 ) Page 14 of 26 DRAFT BOT 7/9/15

15 Redirect the ASU Community Program (..Mary Hoffman) and ensure more strategic Measure: # of event/# of attendees # of partnership & outcomes of these partnerships Community engagement survey # of students provided internships & community service opportunities and track the hours # of and hours of ASU employees engaged in community groups/volunteer service % increase of community sponsorships ASU economic impact study almost ready # of outside boards/groups hosted on campus and legislative committees Gaps: Need for baseline data Communication, consistent Come up with new/different ways to engage Large Group Discussion 1. Are there 2020 goals missing, should be eliminated or combined? Why? 2. Discuss and identify strategic issues, those that represent a major policy choice that affects University mandates, mission, services, finances, structure, processes, or management? 3. Anything missing? Economic development/community development (add this to the last goal) (team needs to tighten goal 5) Page 15 of 26 DRAFT BOT 7/9/15

16 Plus/Deltas The Good Stuff about our retreat: James Trujillo great at logistics etc. Putting our ideas in writing and will have timelines and deliverables We have deliverables. Something to hang our hats on. Having 100% of the board. Having the E team involved. The joint meeting was good. The alignment between the new president and the E team that happened and happened quickly. Very educational for our new board members (and for those longer term). Data mining that has begun that will determine what direction we go. We have more of a value proposition and story to tell. Scenario planning. Use the talents/skills of the Board members. The attitudes of the E team are completely different. It seems that the burnout is less. New energy/synergy. Delta: None noted Trustee (Pre Retreat Questionnaire) Responses Following are the verbatim, unattributed responses from Trustees and E Team. 1. General statements as to the Adams State University s 2020 Strategic Plan: I do not nor have I reviewed the 2020 Strategic Plan. I honestly didn t even know it existed until I got this survey. I looked it up on the website so that I could answer these questions. I guess I was disappointed that three of the five goals focus primarily on diversity and so little on quality education. Not that I don t value diversity, it is part of the value of a Liberal Arts University. It shouldn t be the main focus. Goal C, (or 1 in the 2020 document) Seemed reasonable, but I noticed there was nothing in the form of a mentoring program? Goal E was okay, but like the rest of the strategic plan, it isn t measurable. If you have goals you need to have a way to know you met those goals. The plan is muddled in certain respects, for example: Sub Goals 1 4 and 3 1 what is the difference between "inclusive excellence" and "regular" excellence? Sub Goal 4 1 "underrepresented groups" is not the same as "historically underserved students" (Goal 4). As an HSI, we have a special role vis a vis Hispanic students, who are "historically underserved," but inasmuch as we are an HSI they are not "underrepresented" on campus; statistically, one might say they are "overrepresented". And I don't see how "representation" is part of our mission. We need to serve those who need serving. Sub Goal 5 6 what's the difference between "develop" and "cultivate"? Seems like bits of jargon find their way into the plan without reflection as to what bearing it may or or may have on what we're trying to accomplish. Either that, or someone needs to take the time to explain to the trustees the import of said jargon. Page 16 of 26 DRAFT BOT 7/9/15

17 The 2020 plan as attached to the BoT retreat agenda was approved in April. The previous one expired in 2007, I believe. I think we need more than three months to see how we are doing. That should not preclude discussion of the 2020, but my answers are based on the past and status quo. I have little exposure with the internal operations of the University. 2. As you reflect on the Adams State University s 2020 Strategic Plan, on a scale of 1 5, with 5 being excellent, how would you rate our effort to achieve the goal of Academic Excellence? I believe we have outstanding and dedicated Professors, etc. at ASU and by description from many students and former students those I ve spoken with have felt they ve come out of ASC/ASU with a good education. 3. As you reflect on the Adams State University s 2020 Strategic Plan, on a scale of 1 5, with 5 being excellent, how would you rate our effort to achieve the goal of Student Success? We have many success stories from ASU. Student success can mean many things. Do we produce great candidates for outstanding positions in a variety of occupations? Yes, I believe we can stand with the best of them. Where I have concern is more in the graduation/retention rate. If they complete their degree I believe they come out of ASU well prepared for their workplace/career, in general. We are fortunate or the student is fortunate to have the opportunity to be educated in an institution where they KNOW their Professor, etc. We hear that from many students.we often hear that students think it s great to really know their Professors as well as often the President of the University and other administrators/staff. They also feel personally cared about by the whole team. I ve heard countless stories around this part of ASU life. Page 17 of 26 DRAFT BOT 7/9/15

18 4. As you reflect on the Adams State University s 2020 Strategic Plan, on a scale of 1 5, with 5 being excellent, how would you rate our effort to achieve the goal of Personal and Professional Development? Pretty hard to answer, but as above the anecdotal information I ve gotten over the years indicate that there is a support system among ASU faculty and staff. I think it s sometimes difficult, in a smaller community such as ours to be placed in programs/internships, etc. locally. I see, many areas where Professors/Staff work hard with the community to help create opportunity. This one is difficult as I don t feel that I have enough of an inside track on this. 5. As you reflect on the Adams State University s 2020 Strategic Plan, on a scale of 1 5, with 5 being excellent, how would you rate our effort to achieve the goal of Access and Affordability? In comparison I think we are still as or more affordable than most institutions however, I do worry about the tuition increases and lessening opportunities for grants. I know we must and we must find ways to increase our revenue further, as I am very concerned about increasing salaries of our faculty and staff. We ve been fortunate to attract and retain some very good people.and.for ever changing needs.i am concerned that at our pay scale, we ll find it very difficult to attract those we need to. I d like to see more diversity, especially ethnic diversity in our professors, etc. I am not certain we have what might attract those we need to or that they will stay. 6. As you reflect on the Adams State University s 2020 Strategic Plan, on a scale of 1 5, with 5 being excellent, how would you rate our effort to achieve the goal of Community Relations? For the most part ASU enjoys a great reputation among our community. The staff/faculty play key roles in many aspects of our community life. ASU brings culture and entertainment and without ASU that would be scarce. There have been a few incidents that, as negative press often does stand out to the community. But I believe among those that are most involved in the community ASU is recognized as a very important player in Alamosa s success. The community comes out in support of sports and activities in the Arts area Community members take on personal relationships with athletes, both male and female, welcoming them in their homes and being a contact for them since they are away from their families. I am not sure what other Universities have such programs but I think this speaks highly of our coaching staff and the Grizzly Club to assure our student athletes feel supported. Would love to see this program expand much further than in only athletics. I believe many community members would participate if asked. 7. Is the University better positioned today, as an academic institution of choice, than it was 3 years ago? Why or why not? No. I believe that 3 years ago we were able to ride enhanced enrollment numbers due to the recession. We have not been responding strategically to the need to grow enrollment. Perception is reality and success breed success. I believe our academics have been and remain strong. I also believe the improvements in the look and feel of the University has given ASU more credibility. It now has a small University feel. First impressions make a difference and I believe that has all been very good for the success of ASU. It has definitely put more financial strain and.i am a believer or stepping out there a bit. There s no way to gain any benefit Page 18 of 26 DRAFT BOT 7/9/15

19 without a little risk. The community appreciates that, too. We just need to find creative ways to address revenue and expense. Yes, I feel that we have addressed issues like retention. It is a university, more offerings, a Doctoral program... Both. There are some areas of the university that are moving in very positive directions and others that are not. I have seen things in the Business Department, Teaching, Athletics and the Sciences that are exciting. However, at the same time, enrolment is dropping. I would say marginally better, certainly financially. It also seems that a sense of urgency has begun to dawn on trustees, administrators, and faculty alike that we need to revisit our current business model in light of the dramatic changes taking place in higher education. No. The recent economic downturn (2008) resulted in a windfall of student enrollment that was squandered on non academic programs. Such programs have not produced genuine fiscal data and not are identifiable contributors to the academic mission. As as example, athletics has an unexplained $4M on the budget sheet last provided to the BoT. The explanation will be that outside money erases that. I don't know what it was like 3 years ago. I do think the institution is in a better financial position. The expansion of athletics is well perceived by the community, but I am not sure about the student body or the faculty. It is because of the huge investment in our buildings. However, this investment has out stripped our investment in our faculty and I fear that we could see this eroding the academic excel lance we so strongly depend on. 8. In your opinion, what are the top 3 challenges facing our University today? Budget, Money, Development (not just fundraising) Keeping tuition competitive 1) Recruitment/Retention of students. Once we get them here, we need to be diligent in their orientation and support and find ways to get them involved and fall in love with ASU and the community in their first months of student life. When we ask people to be involved and we support them I think we have a much better chance of keeping them there through graduation. 2) Faculty salaries we really need to work on that. There are many challenges around that and I don t have the answer. But, I believe if it s top of mind and we keep looking at ways to improve we ll slowly continue to make that right. 3) I hear morale is suffering among Faculty and Staff. While I don t think money is everything to people, I know if likely contributes. I think the uncertainty of the changes in leadership has weighed on F/S and I believe Dr. McClure and her team will soon inspire confidence that we will move forward positively. Change is always difficult. I think this challenge will work itself out with a little time. I do know that if Faculty/Staff are unhappy there s no way to create an environment students will feel welcome and want to stay at. I think that s the base of the pyramid of need. Retention, Short fall of State Funding, Adequate pay for our professors. Retention, recruitment, salaries There are very few challenges on the campus that couldn t be taken care of with more and/or better use of finances. On a Statewide basis, our biggest challenge is funding, period. Tabor and other issues that will have a greater effect on the next few years than even in the past when it comes to getting general fund monies. Financial Aid in general is a huge future challenge. We have no summer PELL grants and normal semester funding has dropped significantly. And my third challenge is keeping up with technology and trends. If we don t learn to adapt quickly, we will die. And that goes for Higher education in general. Page 19 of 26 DRAFT BOT 7/9/15

20 a. growing student recruitment and retention b. financial development finding more sources of private investment instead of relying overwhelmingly on government (state and federal) c. cultivating academic excellence without sacrificing the terrific campus culture we have. Retaining faculty, invigorating existing programs, and getting rid of the "backwater university" reputation The continued racial segregation at multiple levels, the affordability of secondary education, producing graduates that fill the needs of the communities across our state. Funding to increase faculty salaries to maintain and recruit top level faculty. Retention and graduation rates. 9. What do we need to stop doing in order to free up resources for our priorities? I wish I knew I m not familiar enough with the day to day operations to answer this adequately. I don t know what we can STOP doing. I am not prepared to answer this question, I feel like I don't know that much about our budget nor are we involved in creating the budget. Review and perhaps eliminate some program that are not mission essential I believe we are heavy on administration. This is a very good question, and one to which I don't have a very good answer. I have wondered if we really need our own campus police force, since we are in the middle of a small town, but I would want to get more information before putting that on the table. Stop hiring administration and funding athletic carte blanche, as perceived on campus at this time. Evaluate the real effectiveness of faculty sabbaticals. There is little we can stop doing that will make a huge difference. The challenge really is go figure out how we do more of what has been so successful in the last few years. Mainly, we need to continue to grow our enrollment, add more doctoral level degrees and continue to distinguish ourselves as a top HSI in the country. 10. As you reflect on the past 2 3 years of your involvement with Adam s State, what are you most proud of? I think we did an excellent job of finding a new president; someone who can take Adams State to the next level. As simplistic as it sounds, I'm extremely proud of every one of our graduates, esp. those first generation students. I m proud of the former trustees and leaderships insight to make the improvements that have been made to go to University status and to improve facilities making it a more desirable place to be and get an education from. I m also proud and this must continue that despite some small setbacks, such as a couple of negative happenings around our Campus Police and another program we were as transparent as possible (given the limitations by law) and held our heads high told our story (as we could) and moved on. When you know you re acting on principal and with character things work out.and we learn through every turn. I think we have some good people in place now to move us forward. I like that we hired a neutral person to meet with staff/faculty to hear their concerns and I m glad we ll hear those..knowing there aren t answers for them all. However, knowing is half the battle. We can t improve what we don t know about. The life the campus has to offer our students, especially those from out of the Valley. The Page 20 of 26 DRAFT BOT 7/9/15

Approved Meeting Minutes Board of Trustees for Adams State University May 15, 2015 Adams State University Richardson Hall Alamosa, Colorado 81101

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