President Stephen Jordan is rounding the corner on his third year at
the helm of Metro State and just signed on for at least another three
years (see http://www.mscd.edu/~collcom/artman/publish/jordan_twv5050808.shtml).
In announcing his contract renewal, the Board of Trustees praised
Jordan’s progress toward achieving several goals for the College.
BOT Chair Adele Phelan said that Jordan embraces Metro State’s
unique niche within Colorado’s higher education institutions and its
mission as a four-year urban institution. “Dr. Jordan continues to make
Metro State's importance understood in terms ofstate funding for higher
education,” she said. “At the same time, he has built a strong internal
administrative team that is working with him to move the College toward
our goal of preeminence.”
“Metro State’s accomplishments of the last three years are
impressive, it’s true,” said Jordan, “but the credit is due to the
passion, commitment and perseverance of our tremendous faculty and
staff. They have embraced the vision of preeminence, and worked
diligently and creatively to achieve it. It is a very collective
success that we enjoy.”
Jordan’s three-phase plan
In one of his earliest public
addresses to the campus community in September 2005, Jordan laid out
his vision for Metro State to become “the preeminent public urban
baccalaureate college.” (See http://www.mscd.edu/~collcom/artman/publish/welcome_twv3090705.shtml.)
Jordan proposed a three-phase plan for achieving preeminence:
stabilization, growth and investment, and assessment. He said at the
time: “In phase 1, which I believe will last two years, we will
stabilize the institution both academically and financially while we
prepare ourselves for the future.” He laid out key goals of the
stabilization phase: the addition of new tenure-track faculty, with an
emphasis on achieving ethnic diversity; improving conditions for
part-time faculty; and improving capital investment in the College.
Jordan also called for 2+2 programs, the development of an academic
strategic plan and for Metro State to assume the role of an urban
“land-grant” college, becoming more involved than ever in meeting the
needs of businesses, nonprofits and the Denver community.
In a September 2007 address to the campus community, Jordan reported
that the College had finished with the stabilization phase and was
moving into the growth and investment stage.
Here is an update on the progress the College has made in the past three years.
Between September 2005 and September 2007, the
College hired 88 new full-time tenured and tenure-track faculty, a 28
percent increase from 2004. Since 2004, tenured and tenure-track
faculty of color have grown by 58 percent, with African American
faculty increasing by 92 percent and Latino faculty by 64 percent.
Since 2005, the College has instituted pay raises for both
tenure-track, tenured and adjunct faculty (see http://www.mscd.edu/~collcom/artman/publish/salary_twv3062106.shtml and http://www.mscd.edu/~collcom/artman/publish/parttime_twv3041806.shtml).
Working with the legislature
Jordan has made informing
legislators about Metro State and its funding issues a key priority,
meeting one-on-one with key legislators. Since 2006, Jordan has been
holding monthly meetings with legislators and key College personnel
through the Metro State caucus. Jordan also testified at the
legislature in support of several bills including SB 79 (instate
tuition for U.S. citizens), contributing to their successful passage.
The 2008 legislative session ended with increased funding for Metro
State and many measures favorable to higher education (see http://www.mscd.edu/~collcom/artman/publish/legislature_twv5050808.shtml), including funding for the Science Building.
Since 2005, and with the passage of
Referendum C, Metro State has been able to make some capital
investment, infusing $6.2 million into classroom equipment, technology
and classroom renovation.
In addition to the hiring of faculty of color,
the College established an Office of Institutional Diversity in 2006
and hired its first-ever associate to the president for diversity, a
cabinet-level position. (Go to http://www.mscd.edu/~collcom/artman/publish/diversity_twv5022008.shtml to read about initiatives of the office.) Jordan also has had numerous guest columns and op-ed articles published in the Rocky Mountain News, The Denver Post
and other publications on Colorado’s changing demographics and serving
the needs of low-income and students of color in urban secondary
schools and colleges.
In April 2008, the 60 plus-member Hispanic Serving
Institution (HSI) Task Force presented 55 recommendations to Jordan on
how the College should go about increasing its Latina/o student
enrollment from the current 13 percent to 25 percent. Jordan is
currently reviewing the recommendations. For more information about the
HSI initiative, go to http://www.mscd.edu/president/hsi/index.shtml.
Metro State has made significant progress since July
2005 toward offering its degree programs off-site. The 2+2 Program with
the Colorado Community College system allowscommunity college students
to earn an associate’s degree and then complete a Metro State
bachelor’s degree in selected programs, while physically remaining at
their community college. Metro State now offers marketing and
management degree programs at Front Range Community College and will
begin degree programs in psychology and biology at the Community
College of Aurora in fall 2008 (see http://www.mscd.edu/~collcom/artman/publish/2plus2_twv5040308.shtml).
A pay for performance (P4P) program for faculty
salaries was originally proposed by Jordan in fall 2006. More than 50
faculty members engaged in the process of designing the program over
the subsequent year, through work on various committees. The services
of consulting firm UM Global HR were retained to help design the system
and assist the process. In December 2007, the Board of Trustees
approved the P4P plan. Since then, the Faculty Evaluation Steering
Committee (P4P) drafted pay for performance evaluation guidelines and
presented them to the Faculty Senate in April. The steering committee
will work over the summer to finalize details of the guidelines.
From 2005-07, Metro State developed a
strategic plan, under the leadership of Associate Provost Joan M.
Foster and Faculty Senate President Hal Nees. Every department, unit
and program across the College developed plans in keeping with four
strategic planning goals. The final plan is seen as a blueprint for
college priorities for the next ten years.
For more information go to http://www.mscd.edu/institutionalplanning/.
Other initiatives undertaken--and
completed--under Jordan’s leadership include the Integrated Marketing
and Communications (IMC) Plan and the establishment of two offices
related to international opportunities.
The IMC was a three-year effort to set a clear vision for Metro
State’s image and reputation among the College’s key constituencies and
to unify Metro State’s messaging through an institution-wide program of
branding and marketing (see http://www.mscd.edu/~collcom/artman/publish/imc_twv4022107.shtml).
The Office of Global Initiatives works to develop international
partnerships and exchanges with other universities around the world.
Through it, Metro State administrators and faculty members have
traveled to China, India and elsewhere to establish partnerships. The
Office of International Studies was reestablished last year to provide
a full spectrum of assistance with international exchange opportunities
for students and faculty.
To read more about these and other presidential initiatives, go to the Office of the President Web site at http://www.mscd.edu/president/.
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