On Wednesday, April 7, at 4:10 p.m. in the SUB Ballroom, President Gamble delivered a State of the Campus address to the campus and public communities. Below is the text of the president's comments.

I'd like to focus my attention today on our vision for Montana State University. You'll recall that last September we began the process of drafting a vision statement. A lot of work has gone into developing that document, and I want to thank everyone, members of UPBAC and others from across the campus and our community, who have worked so hard on making it a living document that has a tremendous value to us as we step into our future.

I've spent a lot of time visiting all the corners of this campus as well as the state. I often hear people ask how I can be so positive and optimistic in a time when things, at least to some, look quite bleak. I know some people think our current vision document represents an ideal picture of what we would like to become -- but have no reasonable chance of achieving.

So today, I'd like to focus on why I am so optimistic about the future of this fabulous university -- and to do that, I'd like to look back on what has been accomplished in the not-so-distant past. It is the appreciation for what we already have accomplished, combined with the talent and commitment that I know exists within our faculty, staff and students, which gives me the confidence I have about our future and how reachable our vision really is.

Academic Profile

First, let's look at the increase we've already seen in the academic profile of our student body. We're certainly recognized for getting bigger; our enrollment has grown from 11,745 in fall 2001 to 12,135 this fall. At the same time, we're also getting better, which is a notable accomplishment, because these two trends often don't occur at the same time. Our incoming freshman GPA was 3.31 this year, vs. 3.28 in 2001; average ACT score increased to 23.1 this year from 22.9 in 2001.

Fundraising

As you well know, I'm extremely proud of the success we've had with our fundraising efforts. When I first came to MSU, I set a goal of $10 million for scholarship funds. That goal has already been reached and surpassed. We are currently over $16.75 million. This is a strong indication of the support we have from our friends, both within and outside the state. They believe, as do we, in the value of what this university is doing for its students and Montana as a whole.

CORE 2.0

Look at the work that has gone into developing the new core curriculum, Core 2.0. This is a remarkable innovation in our academic programming, which truly revolutionizes our definition of general education requirements and what constitutes a quality academic experience. It is a primary demonstration of how committed this university is to the integration of teaching and research, as a critical part of the core is that all students will have a research or creative experience during their undergraduate program. Our implementation this coming fall is a wonderful reward for the faculty and staff who have invested so much of their time and energy in this project.

Look at the improvements we've made in systems that support our students. We have completely automated processes for registration and fee payment -- those of you here before my time remember the exhaustive lines that wound through the fieldhouse during registration and fee payment. Successfully implementing a system of this nature takes a toll on both staff and faculty, but the outcomes are a tremendous improvement in the level of support that we offer students.

Look at Move-In Day. It has become a most successful way to welcome students and their families as they first arrive on campus. The cooperative efforts of students, faculty, staff and community members clearly indicates the strong commitment we all share to supporting our students.

Research

Our research has grown substantially in the past three and a half years from $61 million in 2001 to a total expenditure of over $82 million last fiscal year. This is certainly a testament to the quality of the faculty that are a part of Montana State University. We continue to attract national and international recognition for the work that is being performed on this campus. And most importantly, this research growth has proven to be a solid complement to our instructional mission. Because of our strong research programs, our students, both graduate and undergraduate, greatly benefit in their career preparation from the opportunities to work with world-class faculty and state-of-the-art equipment.

Facilities

This level of success has actually created a challenge for us in terms of available space to accommodate our growing research programs. Our work over the past few years with a local developer on the VMB building is a great example of a creative approach to a most challenging facilities limitation. With the ability to move into the new space in the Tech Park, the departmental research programs that are a part of Veterinary Molecular Biology have grown to such an extent that the indirect costs on new grants in the last year have been enough to cover the annual cost of leasing the space.

We've looked carefully at our classroom space as well, as our enrollment growth poses a problem that also needs attention. We will be purchasing software to enable us to track and analyze the specific use of classroom space across the campus on a 24/7 basis. This new software positions us to better address the facility needs of this growing campus, and identify new opportunities for course and program offerings.

Partnerships

Much of what we have accomplished in the past 3 1/2 years has been the product of our collaborative efforts with partners throughout the state. Our joint efforts with the Ag community are a prime example of what can be accomplished when we pool our expertise and resources. The Undaunted Stewardship Program and the Beef Network are two examples of cooperative programs of significant benefit for the state.

Our relationships with local businesses like LigoCyte have become a model for university/private partnerships and demonstrate the tremendous gain for both sides as technology transfer is optimized and expanded research opportunities are developed.

Within the University System, we have developed collaborations on academic programs: with the University of Montana we now offer PhD programs in Wildlife Biology and Neuroscience, and with MSU-Billings we offer a Masters of Public Administration.

Business Assistance

Within the last few years, we have initiated several new business assistance programs: TechLink, MMEC, TechRanch and the Center for Entrepreneurship of the New West. The "reach" of these programs has increased substantially since they opened their doors. As an example, MMEC started its first year serving 80 companies and today their client list totals more than 500 companies. TechLink has established over 250 partnerships between federal labs and private businesses, and has helped more than 60 Montana companies obtain $1.1 million in grants.

Financial Planning

A key to much of what has been accomplished in the past 3 1/2 years has been our University Budget, Planning and Analysis Committee, which represents a cross section of the university community. That group has done an outstanding job of leading our decision making and institutionalizing several very important principles I have championed since I first arrived: 1) our decision-making needs to be campus-wide with ample opportunity for input, 2) based on careful assessment of solid data, and 3) using a process that is very open to our public. Our plan is working and UPBAC has become a most successful model of the nature of planning and decision making at MSU.

Aspects of our financial planning and controls have been recognized by Moody's with an upgrading of our bond rating. They have made this upgrade because we have a plan that's working, which is an open process, and which eases our dependency on state funding -- not that we're stepping away from state support, but we are positioned to do more on our own and strengthen our financial self-sufficiency.

LOOKING TO THE FUTURE

This brings us back full circle to our vision document. The work that has been done on our strategic planning provides important momentum for realizing our vision. The planning process is now at a point where many others outside the UPBAC committee membership have been involved in developing tactics to enable us to reach our goals. I look at the work that has been throughout this process, and I know our future is bright.

Our vision plan has painted a picture of what our campus will be in five years and that speaks volumes about what our future will be beyond that. Let me elaborate on this picture we're painting.

CORE 2.0

Here we are in 2010. Our core has been extremely successful. It has been embraced by all of the campus -- so successfully that we have become nationally recognized for providing the kind of courses that excite and motivate students to come here, to stay here, and to succeed here. Our academic programs are recognized for the innovative nature of our teaching, the opportunity for applying theories and skills in research and creative activities, and the richness of interdisciplinary opportunities in both instruction and research. It has had a measurable impact on our retention of students and graduation rates.

Our students are known regionally and nationally for the quality and richness of their collegiate preparation and are aggressively sought by employers from across the country.

Recruitment and Retention

In 2010, incoming freshmen find valuable support mechanisms in every program, in their resident halls, on the athletic fields and in every administrative office. Advisors are readily available, and serve to guide and mentor students throughout their years at MSU. Parents are praising us for the support we provide their students, and telling their neighbors; our students are talking about the quality of MSU programs and services when they return home for Christmas and summer breaks -- whether those homes are in Glasgow, Montana or upstate New York. As a result, more and more students are considering MSU their First Choice.

Our ability to attract high quality students both from within Montana and out of state is proven. They come here because we are recognized for our innovations in instructional programs, our success in integrating teaching and research, and our supportive environment. More and more companies are locating here because of the quality of our students, as well as our faculty and research programs. The internships they offer have led to exciting career paths within these companies for our students after graduation.

Our fundraising efforts have definitely paid off. We now have a scholarship endowment that ensures any qualified Montanan can afford MSU, and we are in the midst of a major capital campaign to support these efforts.

Campus Diversity

The complexion of our campus is very different in 2010. There is an increased international presence on the campus, and Native American students embrace the quality of this learning environment as the best in the region. Native Americans and women have a much more prominent place, in our faculty and administrative ranks, and see this workplace as one that promotes and treasures the individual backgrounds and unique qualities they bring to our community.

Research

In 2010, our research programs have grown past the $130million mark, and we are nationally recognized as being a premier institution with centers of excellence in a variety of areas. Our students derive great value from their experiences working on research projects, and employers tell us that experience provides our students a significant competitive edge in the marketplace.

Our new Chemistry/Biochemistry Building has been completed, and is a wonderful new addition to the campus. Our researchers and students alike are reaping the benefits of the new lab/research space, and the grant activity has increased substantially as a result of the new space. It is already having a measurable impact on graduate education, undergraduate research, technology transfer, and partnerships we've developed with businesses in our community.

Campus environment

In 2010, we continue to attract and retain exceptional faculty, who feel supported and valued because of the expanded opportunities they have for development, achievement, recognition and reward; our staff, likewise, feel increasingly appreciated and rewarded for the good work they do and they know are very much a part of what's been accomplished at this university over the last 5 years.

We have been successful in working with our Board of Regents to develop mechanisms to attract some of the best faculty in the country and have been able to regain our status as the employer of choice in the Gallatin Valley. Though our salaries are competitive in the marketplace for attracting high caliber faculty and staff -- new employees are seeking us out because of our reputation for being a community that is energized and with a continuing momentum for greatness.

We are known for being a "visitor friendly" campus. Students and employees go out of their way to welcome parents and other visitors, and assist them in finding places or information they are seeking.

Partnerships

In 2010, our partnerships with the Ag community, with state government, and with businesses across the state are applauded by legislators and community leaders. We have proven that "shared leadership" works and our model of partnerships has a recognized track record of results. We have established relationships that ensure we are pooling resources and expertise, as we continue to help the state address its problems.

We are a proven engine for economic development in Montana and it is recognized by elected officials and the general public. Technology transfers from MSU labs have led to more startups of new Montana companies, as well as the expansion of existing firms. There is an increased presence of the College of Technology in the Gallatin Valley. Our cooperative programs with the CoT have increased the skilled workforce available to Montana companies, and helped communities in other parts of the state attract new businesses.

Decision Making

We are a model of decision making and our public recognizes and values our openness, honesty and directness. We still have problems that occur, situations and events that disappoint us, but we are well known for dealing with them honestly and openly.

Closing

As you all know, I travel all over campus, and it is clear to me that we have tremendous talent, and that talent is coupled with an amazing energy and commitment to this university. When I talk to faculty, students, lab technicians, custodians, craftsmen, food service workers and administrative assistants -- it's clear that this is quite a powerhouse. I am proud -- extremely proud -- of what is going on here and what it says about our future.

When people ask, how can you be so positive and optimistic? It's because of you and what you have done and what you will do. That is what makes me so optimistic about our future. You inspire me.

It is a great time to be at Montana State University. I thank you for your ongoing efforts to make this university what it is and what it will be.

Geoff Gamble,
President, Montana State University