Monday,

J une 1 7, 2 013 1 1:23:15 A M C entral Daylight Time

Subject: Annual Evaluation Date: Thursday, June 13, 2013 7:23:47 PM Central Daylight Time From: To: CC: Shirvani, Hamid Bresciani, Dean Espegard, Duaine

Dr. Dean Bresciani, In accordance with SBHE Policy 604.1, below is my evaluation of your progress for the goals that you submitted for July 1, 2012 June 30, 2013. Goal One - Research Productivity and Contributions: maintain, enhance, and broaden scholarly areas of national and international recognition --beyond traditional strengths of agriculture, science and engineering-- to biomechanical engineering, human performance, pharmacology, vaccinology, food science/safety and genomics, with increasing integration of NDSUs State designated Center for High Performance Computing to support same. Doing so will be measured over the applicable upcoming state, federal and independent organization reporting period(s) by: overall research funding and productivity; new patents, copyrights and licensing; new corporate partnerships; start-up/spin-off technologies and businesses; patent utilization revenues, and; nationally and internationally-based external, objective scholarly ranking/categorization You have managed to position NDSU for increased annual research productivity in spite of what is expected to be a period of decreasing federal funding sources. With the creation of several new centers and institutes as well as the recent equity funding which will be used to true up the number and quality of your research faculty, particularly in STEM related disciplines, NDSU stands a good chance of climbing in its Carnegie research category. In addition, you continue your formal industry partnerships. This is an attribute that I associate not only with the expertise of your research faculty but with those numerous innovation teams consisting of both graduate and undergraduate students. Provided NDSU stays on course and is successful in increasing your funded research activities. I would agree that your NSF rankings will probably increase, but only if your research expenditures increase. There is no mention in your report, however, of strategies for targeting exceptional teacher/scholars and outstanding researchers who will provide the human-resource power to maintain your national ranking among the research institutions. How many endowed chairs do you presently have? Are you proposing to increase this number and by how many? Have you identified potential sponsors? It would be helpful to the Board to know from a longitudinal point of view, how effectively you have stayed on course. My additional caution with regard to your intentions is that you currently lack the ability to set your goals within the context of legitimate peers and aspirational institutions. Simply comparing your institution to those universities that make you look good is lacking in vision and true entrepreneurial spirit.
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spirit. Goal Two - For undergraduate students: (1) maintain the ratio of full-time to part-time and distance students; (2) increase the geographic, ethnic, and cultural diversity of the student body; (3) realize stronger entering student preparation as measured by test scores and high school grade point average; (4) continue to increase adherence to established admission criteria with a reciprocal reduction in students requiring remedial education, and; (5) implement improvements in student success as measured by year-to-year retention, increased course load, and time to degree completion as measured by national norms of 5 and 6 year graduation rates. For graduate students: (1) improve both the number and geographic, ethnic, and cultural diversity of applications for graduate study; (2) realize stronger preparation and relevant test scores for those admitted, and; (3) maintain if not improve graduation rates. Doing so will be measured by: standard recruitment, matriculation and enrollment, retention, and graduation metrics (both undergraduate and graduate) at typical System/State junctures between the baseline of fall 2012 and increasing thereafter; focused recruitment and graduation toward state needs, particularly at graduate levels in STEM/agricultural areas, at the typical System/State junctures between the baseline of fall 2012 and increasing thereafter, and; utilization of not just enhanced state but also external scholarship support through private contributions, strategic research grant application support, and sending institution/country support leading to and initially measured fall 2013, and increasing thereafter. This goal appears to be on track. Facilitated by a new tuition model which you successfully initiated two years ago, the initial results are no doubt welcome news particularly in your first-to-second-year retention uptick. This suggests a much stronger outlook for your full-time student enrollment. Of the two research universities, NDSU seems to be on a much faster course to realizing the intent of the Pathways objectives by attracting students whose college-readiness aligns well with their career objectives. However, simply maintaining your present retention and graduation rates is woefully uninspiring. These statistics must change and change quickly. As for your graduate programs, I would like to see a plan that optimizes your tuition waivers by moving them away from masters level students and the professional schools to focus principally on the Ph.D. (i.e., research) side of the equation. For too long, the two NDUS research institutions have been giving a disproportionate number of waivers to non-Ph.D. students. This is not characteristic of the stronger research institutions. On occasion, admittedly, there are partial tuition waivers given to a few who are exceptionally strong and who are thereby encouraged to stay the course through the Ph.D. Those graduate students who are typically excluded from institutional scholarships/fellowships/waivers include students in business, medical school, law school (a small number are given clerkships), and other programs that are professionally oriented rather than research oriented. Of course, this does not prevent these same professional programs from making awards using gifted, private, or endowed monies. More should be expected of the deans of these schools to fill this need. Is this one of your expectations of them? Increasingly, too, the very high and high research institutions are following the pattern set by the
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strong research universities of which is to include graduate tuition in many of their research grants. In effect, this amounts to a tuition waiver. Such grants apply to only a few agencies; nevertheless, it reduces the amount of institution dollars normally required to support graduate education. Are you following a similar policy where applicable? Goal Three - The development goals include (1) successful completion of the Athletic Departments Competitive Edge Campaign; (2) successful completion of the Barry Hall Commodities Trading Room; (3) support the Development Foundations efforts to successfully execute a national search for a well-qualified new President/CEO; and (4) begin initial planning for the next NDSU major capital campaign. Three factors, one perhaps not obvious, make this a challenging goal: First, and typical to research universities, the various supporting foundations are advantageously designed to be independent of the University and its administration. Doing so allows for a breadth of revenue, gift and accounting flexibilities not possible for a state agency and as importantly, a level of donor security and privacy certainly not possible in most statesand particularly for state affiliated North Dakota agencies. Second, and while the University could be said to set broad parameters for the various foundations goals, the NDSU President by design and per the above does not directly supervise or control their annual goals, achievement thereof, or staff therein. Third, in the case of the Development Foundation, at the direction of its Board the Foundation is in the process of transitioning to new executive leadership. As a result, it is recognized that planned but substantial turnover of senior leadership will on a temporary basis have a detrimental and hard to quantify impact on development activitiesmost obviously for the upcoming year but perhaps for several after. In summary, it would be challenging for the NDSU President to set development goals for the independent foundations under the best of circumstances, and impractical for either to do so during the current state of transition. That said, several substantial internally driven goals remain, and other such goals are emerging and deemed reasonable to pursue. Admittedly, your three clarifying factors must be taken into consideration. However, you and I both know that foundations exist for the sole purpose of supporting and furthering the missions of their respective universities and therefore the relationship, while legally distinct, is still functionally and otherwise intimately connected. What is more relevant in your present situation is the transitioning to new executive leadership which clearly affects your development activities. That the Foundation garnered $17.5 million for 2012 is certainly a sign of its pulse-rate. I would be interested in knowing, however, how this compares to your peer and aspirational institutions, especially considering the new-found economic prosperity of the state and many of its citizens. I suspect there is much more that can be accomplished in this area. I am also interested to know how much of these funds will be spent on academic programs versus athletics and or building construction. I understand that you anticipate a successful closure of the Competitive Edge Campaign in the near future and, with it, closure to the broader athletics complex initiative. Your success with the Barry Hall Commodities Trading Room is also a good sign that the overall development goals are on track and that, with the hire of a new Foundation President, plans also remain on track for a major capital campaign to begin in the next several years.
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With respect to your Athletic Departments Competitive Edge Campaign, I note with some dismay that neither the Board nor the Office of the Chancellor has been actively involved in decisions regarding intercollegiate athletics programs within the NDUS. Admittedly, there is currently nothing in state statute or in Board policy that prohibits or otherwise provides guidance or oversight of campus decisions that utilize state general fund appropriations, tuition revenues, mandatory student fees, or other private funds in support of athletics. Campuses have added and removed athletic programs; unilaterally changed conferences and divisional affiliations that have had direct financial impact on the campus as well as sister institutions; used public and private monies that might otherwise have been directed to academic programs and other essential services; used conference or divisional affiliations to force changes in or additions to capital facilities; and shifted institutional fund sources for the institutions intercollegiate athletic programall done without Board or Chancellor consultation, approval, or oversight. Historically, the responsibility for policy, decision-making, and oversight has resided with the individual colleges and universities, a situation which not only is highly unusual but, from a riskmanagement point of view, sets a potentially dangerous precedent. I understand that in 2010 there had been some discussion regarding the establishment of a policy giving the Board authority and oversight of Intercollegiate Athletic Programs. To date, however, no policy or procedure has been approved. It is worthy of note that the mannergood or badin which an individual campus conducts its intercollegiate athletics program ultimately reflects on both the institution and the community. I would hope that this situation will change in the near future. Specifically, the Board should direct the Chancellor to obtain from each of the NDUS colleges and universities historical information as well as current planning regarding their respective athletic programs and funding thereof. I would also urge the Board to consider an annual reporting mechanism be established that would require all the institutions to report on their plans regarding athletics. Goal Four - Meet the implementation deadlines of the Pathways to Student Success Plan I understand that the campus is on target to meet these deadlines. My thanks to your provost for being so vocal in his support of the Pathways plan. As your provost knows all too well, Pathways will allow NDSU to move quickly to capitalize on the recruitment, retention, and graduation of college-ready students. Goal Five - Increase the annually adjusted level of faculty research grants and contracts. Addressed in goal one. Management: As I meet and talk with members of your senior leadership team, I remain impressed with their quality and dedication to task. You have put together a strong team and one that I am sure will serve the institution well in the years to come. I am particularly impressed with your provost, Dr. Bruce Reyfert. He was an excellent choice and someone whose skill set is superb. I see him on track for a presidency in the near future. Clearly, the number of new centers and new degree programs is impressive, albeit my caution regarding the need for stronger research units. I was especially glad to seek the Boards approval of your Fraud Education and Research Institute, the Center for Professional Selling, and your most recent proposal for a Center for Leadership Practice. These are both timely and speak to the leadership of your management team.
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On the downside, however, I am troubled by the fact that your newly approved centers and institutes do not appear to be engines for increasing your research goals and objectives. From all appearances, they seem to be focusing on service which I do not wish to discount or discourage, but which will not give you the edge you are seeking with your funded research goals. Overall: Based on my observation, you need to articulate a clear vision for the future of NDSU within its current context. As for your suggestion that the award of tenure for presidents and chancellors be done solely by the SBHE and thereby dispensing with the current campus review process is unacceptable to me since it violates the very principle of peer review. I am recommending the Board to require a full 360 review of your presidency. You have been president long enough to warrant such a review. This review should take place in the fall of 2013. Therefore I am recommending a one year renewal pending 360 review by a legitimate national group and a 3% increase for the coming fiscal year. Thank you. H. A. Shirvani, Ph.D. Chancellor North Dakota University System 600 E Boulevard Ave, Dept 215 Bismarck ND 58505-0230 Ph: 701.328.2974 Fax: 701.328.2961 Email: ham.shirvani@ndus.edu Web: ndus.edu

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Monday, J une 1 7, 2 013 1 1:22:50 A M C entral Daylight Time

Subject: Annual Evaluation Date: Thursday, June 13, 2013 7:25:26 PM Central Daylight Time From: To: CC: Shirvani, Hamid Darling, Doug Espegard, Duaine

Dr. Doug Darling, In accordance with SBHE Policy 604.1, below is my evaluation of your progress for the goals that you submitted for July 1, 2012 June 30, 2013. Goal One - Redesign developmental course series to enhance student success and comply with SBHE Policy 402.1.2. I was pleased to learn that you changed your math series of developmental courses from two-credit to three-credit offerings in order that students can complete them in one full semester. I hope that all the community colleges can collectively develop a standardized curriculum for remedial coursework, some of which can operate from a common platform (i.e., Pearson). If embedded in a regular Math and English courses for individuals needing support, I would wager you would be able to provide a much stronger program for yourselves and the four-year campuses you serve. Goal Two - Meet ND needs for trained law enforcement officers in Western ND. As you know from your first identification of this goal, I thought it a most worthy objective and am glad to learn that you have delivered your first POTP program to Minot and in current planning to expand your program offerings in 2013 and 2014. Goal Three - Raise $500,000 for equipment and program enhancement for technical programs at Lake Region State College. This would be a combination of grant funds and contributions to the LRCC Foundation. My congratulations on meeting your goal thorough two large grants from the TAACT and the Workforce Enhancement Grant, and that you are currently working to leverage the matching funds provided in the most recent legislative session. I would hope that during the coming year, you would conduct a systematic assessment of your programmatic needs and develop a more holistic funding plan and objectives. Goal Four - Meet the implementation deadlines of the Pathways to Student Success Plan. I am gratified to know that you have met all current deadlines and are committed to implementing Pathways as scheduled. Goal Five - Ensure that all dual credit courses meet the established criteria. It is good to know that, for many years, you have been using the same criteria as that which had been agreed by me and the Executive Director of the Department of Public Instruction. That all LRSC dual credit courses meet the criteria is gratifying to know. We do intend, however, to launch a longitudinal study of the dual credit courses to assess their overall effectiveness. I remain convinced that these courses can be strengthened even further. In my opinion their quality should be no less than an AP courses which, because of their rigor, seem destined to be replaced by dual credit courses.
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Overall: It is clear that you are well liked by the campus community and have succeeded in drawing strong local support from the region as well. You have shown a great deal of personal growth in your career objectives which is another way of saying you have developed a strong career path that should serve you well in the future. This is an obvious sign of your good leadership and strong work habits. In my opinion, you are a quiet administrator who is tactful, collaborative, and very effective in what you do. We have recently signed a new three-year contract with you; therefore, there is no need for any recommendation regarding salary and/or reappointment. Thank you. H. A. Shirvani, Ph.D. Chancellor North Dakota University System 600 E Boulevard Ave, Dept 215 Bismarck ND 58505-0230 Ph: 701.328.2974 Fax: 701.328.2961 Email: ham.shirvani@ndus.edu Web: ndus.edu

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Monday, J une 1 7, 2 013 1 1:23:03 A M C entral Daylight Time

Subject: Annual Evaluation Date: Thursday, June 13, 2013 7:24:41 PM Central Daylight Time From: To: CC: Shirvani, Hamid Coston, DC Espegard, Duaine

Dr. D.C. Coston, In accordance with SBHE Policy 604.1, below is my evaluation of your progress for the goals that you submitted for July 1, 2012 June 30, 2013. Goal One - Restoring the reputation of Dickinson State University Your efforts, and those of your colleagues, have been nothing short of remarkable. This includes the corrective changes you instituted in personnel, policies, and procedures; the report you submitted to the Higher Learning Commission in anticipation of their on notice visit to the campus; the reassurances you and the faculty have communicated to students, parents, and the public in general; your marketing through the media to reaffirm the quality of DSU to your many stakeholders; and the several presentations at AACRAO meetings of the measures you and your staff have taken to rebuild the institutions reputation. I know from talking with Lisa Johnson on our staff that the work the campus has undertaken to restore its reputation has been monumental. Goal Two - DSU will develop a strategic enrollment plan

I have no doubt that this goal, which follows an in depth examination of the institutions footprint, both regionally and nationally, will produce the objectives you seek. The gathering of demographic data, the assessment of your program strengths, weaknesses, opportunities, and threats ( SWOT analysis), should provide you and your faculty and staff with the information needed to strengthen DSUs reputation among its many supportersboth local and national. By targeting areas of potential growth, enhancing student preparedness, expanding on-line education, emphasizing participation in intercollegiate athletics, and avoiding the pitfalls previously incurred with your international student recruitment, and building on the Theodore Roosevelt Honors Leadership Program, you have come a long way in the realization of your plan. I was pleased to learn that you taught a leadership development class for your TR Scholars. My congratulations for stepping into the classroom. Too few administrators take advantage of that opportunity. Goal Three - Fund Raising

Although we did not have an opportunity to discuss your fundraising goals and strategies for the year, I was please to see that the DSU Foundation doubled its funding from the previous year; that you secured scholarship funding in lieu of what had formerly been part of the tuition-waiver support base; that you are taking advantage of the tax credit laws to expand your list of potential donors; and that both the Foundation and the Alumni Association are well into their plans for a capital campaign associated with DSUs centennial. I note with some dismay that neither the Board nor the Office of the Chancellor has been actively involved in decisions regarding intercollegiate athletics programs within the NDUS. Admittedly, there is currently nothing in state statute or in Board policy that prohibits or otherwise provides guidance or oversight of campus decisions that utilize state general fund appropriations, tuition revenues, mandatory student fees, or other private funds in support of athletics. In the past, campuses have added and removed athletic programs; unilaterally changed conferences and divisional affiliations that have

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and removed athletic programs; unilaterally changed conferences and divisional affiliations that have had direct financial impact on the campus as well as sister institutions; used public and private monies that might otherwise have been directed to academic programs and other essential services; used conference or divisional affiliations to force changes in or additions to capital facilities; and shifted institutional fund sources for the institutions intercollegiate athletic programall done without Board or Chancellor consultation, approval, or oversight.

Historically, the responsibility for policy, decision-making, and oversight of athletics has resided with the individual colleges and universities, a situation which not only is highly unusual but, from a riskmanagement point of view, sets a potentially dangerous precedent. I understand that in 2010 there had been some discussion regarding the establishment of a policy giving the Board authority and oversight of Intercollegiate Athletic Programs. To date, however, no policy or procedure has been approved. It is worthy of note that the mannergood or badin which an individual campus conducts its intercollegiate athletics program ultimately reflects on both the institution and the community.

I would hope that this situation will change in the near future. Specifically, the Board should direct the Chancellor to obtain from each of the NDUS colleges and universities historical information as well as current planning regarding their respective athletic programs and funding thereof. I would also urge the Board to consider an annual reporting mechanism be established that would require all the institutions to report on their plans regarding athletics. Goal Four - Meet the implementation deadlines of the Pathways to Student Success Plan

I am pleased to note that you have made significant progress in implementing sections of the Pathways plan. This includes your admissions index, the reduction in tuition waivers, partnership with BSC for helping students in need of developmental/remedial coursework, taking steps to implement the per credit hour pricing of courses, and realigning your dual credit courses. Goal Five - Work with the high schools to ensure that all dual credit courses meet the established criteria.

I appreciate also the efforts you have taken to implement the guidelines outlined in my agreement with the Department of Public Instruction regarding dual credit course offerings. I understand that all your dual course syllabi have been reviewed; the minimum standards for instructors enforced; that each course now be completed within the timeframe of a semester; and that meetings are taking place with area high schools to keep them abreast of the full implementation of Pathways. Overview: Over the past year I have been impressed with your leadership, the connections you have made to the local community, and your attention to the details of the recent HLC visit. You have been successful in building a positive relationship between the campus and the community, much of which had been lost due to the embarrassing revelations regarding its international students. I am also appreciative of the public support you have given to the Pathways concept and plan.

Most importantly, I am impressed with your efforts to enact standards, your choice of staffing and leadership changes, and the good working relationship you have with your provost. Dr. Pemberton was an excellent choice and one that reflects positively on your leadership. To your credit, you have surrounded yourself with good people. For your leadership and overall strong management of DSU I am recommending a salary increase of 4% and continuing appointment.
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Thank you.

H. A. Shirvani, Ph.D. Chancellor North Dakota University System 600 E Boulevard Ave, Dept 215 Bismarck ND 58505-0230 Ph: 701.328.2974 Fax: 701.328.2961 Email: ham.shirvani@ndus.edu Web: ndus.edu

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Monday, J une 1 7, 2 013 1 1:21:26 A M C entral Daylight Time

Subject: Annual Evaluation Date: Monday, June 17, 2013 11:17:21 AM Central Daylight Time From: To: CC: Shirvani, Hamid David Fuller Espegard, Duaine

Dr. David Fuller, In accordance with SBHE Policy 604.1, below is my evaluation of your progress for the goals that you submitted for July 1, 2012 June 30, 2013. Goal One - Working in concert with the VPAA, implement the first stage of a plan to prioritize academic programs and services following Robert C. Dickesons models to reallocate resources to achieve strategic balance. As this project follows a two- to three-year timeline for review and implementation, I understand that it is your intention to submit MSUs prioritization program to HLC as a factor in overall quality improvement. It is interesting your mentioning that suspicion exists on your campus that the data does not accurately reflect your actual program enrollments. As you clearly admit, departments should not be creating their own data. The same holds true for the institutions within the NDUS. Considering all that has transpired, this seems very ironic. Goal Two - Review and update collaborative agreements and action plans with Ft. Berthold Community College, Turtle Lake Community College, and United Technical Community College to pursue agreed upon academic and cultural collaboration and annual initiative. This goal appears to be on track in that you have identified key issues common to all three colleges and have agreement to complete your objectives this academic year. The exception, from what I can judge, is the United Technical Community College which has yet to join in the endeavor. Is there a reason for this? To what extent does their delay or lack of interest affect your intended outcomes? What, in particular, do you really want to emerge out of these agreements? Have you identified some long-range goals? Goal Three - Assist in the solicitation and confirm the major gift of $2.5 million and identify a list of other potential major donors to make initial contacts. As I understand, you have solicited $4,656,000 in gifts and awards; $379,312 in other donations and campaign gifts; received $6,531,559 in federal and state grants; and built a potential list of current and future donors. How much of the gifts you asked for have you actually received? That is a critical question: how much cash have you brought into the university? You have been president for more than 10 years. You should not only have a list of potential donors but also a well cultivated support group that is willing to contribute! Im sure the Board would be interested in knowing your plans for the use of these monies. What percentage, for example, is intended for student scholarships, faculty development, athletics, etc? What other uses have been identified for these monies? Goal Four - Meet the implementation deadlines of the Pathways to Student Success Plan Under access, you indicate that you have established a range of admission scores and are currently discussing processes for conducting reviews and notifying students regarding status, denials, and exceptions. As Dr. Haller indicated to you in an earlier cabinet meeting, the Office of Academic Affairs has been more than willing to sit down with your admissions personnel to discuss this aspect of the

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has been more than willing to sit down with your admissions personnel to discuss this aspect of the Pathways plan. Basically, it requires no change from your past admission practices. All applicants are still reviewed as in prior years. The difference is that, on the basis of an anticipated performance-based accountability funding model, the admission of students whose profile suggests an inability or difficulty in graduating within four to six years will eventually impact negatively on your budget should you choose to enroll them. Under quality, you note no known action or progress to create a North Dakota High School College Success Report. Actually, this part of Pathways is underway with expected full implementation by this coming Fall. Your provost was informed of this. Under affordability, the intent to expand the present financial aid program to include more need-based aid as well as support for the adult learner population has been underway for some months. Vice Chancellor Glatt reallocated monies out of the last biennium and, for the coming biennium, the Legislature appropriated $21,245,679 or an increase of $2,220,085. As noted at the SBHE meeting on May 9, within this appropriation we will be increasing the annual grant award from $1500 to $1648 per year and also expanding the program to serve part-time students. Under learning, you note that there has been no known progress or discussions on the recommendation that the four-year schools redirect their course costs to improving student retention. I consider this to be a campus-specific issue and not one that necessarily entails discussion among the institutions. It implies a commitment on your part to direct resources to improve your first-year freshman experience in ways that could positively impact retention and graduation. I am referring to enhanced co-curricular activities, better scheduling of courses, block scheduling, night courses, more mentoring, flagging of atrisk students, etc. Many of these options you may already have in place; others might need to be considered. Here again, your provost should have known this. Under accountability, those items which you indicated had no known actions or progress were the ones which were postponed at the presidents request. I find it hard to understand why you are seemingly unaware of this fact. Goal Five - Work with the high schools to ensure that all dual credit courses meet the established criteria. I am pleased to learn that MiSU is meeting the criteria and standards set by the agreement signed between NDSU and DPI. This is a key element in the Pathways plan. The chancellor should launch a longitudinal study of the dual credit courses to assess their overall effectiveness. I remain convinced that these courses can be strengthened even further. In my opinion their quality should be no less than an AP courses which, because of their rigor, seem destined at the moment to be replaced by dual credit courses. Supplementary Goal: I am also pleased to learn that you have reduced your budget by $1.85 million for a total of $3.35 over two years. In that regard, however, I remain troubled by the size of your administrative costs in relation to your enrollment and the inefficiencies that exist on your campus. Overall: My overall sense is that you have exercised a form of myopic leadership that has probably served you well among certain elements in Minot but reinforced among your peers a growing exasperation due to your sense of exceptionalism for MiSU and your clear lack of respect for your sister institutions.
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Moreover, the fact that you were the only one of the presidents to openly question key elements of the Pathways concept that had been carefully explained and agreed upon by the academic and student affairs vice presidents is evidence to me that communication with your senior administrators is sadly lacking. As noted above, your grandstanding comments at the May 9 SBHE meeting noting no known progress or discussion on the elements of Pathways were wrong on numerous counts. As for your assertion that, by taking a position within the system office, Dr. John Girard has thereby relinquished his tenure and retreat rights at MiSU exemplifies both your arrogance as to your presidential entitlements and your ignorance of practices which are common across university systems in the United States. That you would even suggest such an interpretation should be the cause of anger among faculty across the NDUS who might consider applying for future positions in the system office. Given what I perceive is poor leadership on your part, I am recommending a zero (0) percent salary increase. Thank you. H. A. Shirvani, Ph.D. Chancellor North Dakota University System 600 E Boulevard Ave, Dept 215 Bismarck ND 58505-0230 Ph: 701.328.2974 Fax: 701.328.2961 Email: ham.shirvani@ndus.edu Web: ndus.edu

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Monday, J une 1 7, 2 013 1 1:22:25 A M C entral Daylight Time

Subject: Annual Evaluation Date: Thursday, June 13, 2013 7:27:20 PM Central Daylight Time From: To: CC: Shirvani, Hamid Gary Hagen Espegard, Duaine

Dr. Gary Hagen, In accordance with SBHE Policy 604.1, below is my evaluation of your progress for the goals that you submitted for July 1, 2012 June 30, 2013. Goal One - Raise $380,000 this year to complete the Northwest Hall Campaign by March 30, 2013 and begin construction by September 30, 2013. I am pleased to see that you more than doubled your goal and that construction has already begun with completion sometime in September. Clearly this is a notable accomplishment for you and the campus. I am sure employee morale is strong and productivity solid among your faculty and staff. I hope that you are in the process of developing three to five-year plans for fundraising that are linked with your most competitive programs. Goal Two - Complete academic assessment learning outcomes for all academic majors and minors by June 30, 2013. MaSU must prepare for the upcoming NCA and NCATE accreditation visits and ensure that the general education courses meet the new LEAP goals. In that academic assessment of learning outcomes was a concern in your last NCATE visit, I was gratified to learn that the April 2013 return of the NCATE accreditation team concluded that learning outcomes was no longer an issue. This should obviously place you in good preparation for the NCA accreditation visit next year. This is good news and is a positive reflection on the hard work and dedication of the faculty Goal Three - Develop a sophisticated new campus web site and web-based system based primarily on the Google Analytics System. This system would utilize internet-based tools to help students explore educational opportunities at MaSU by optimizing search engines, marketing techniques, and the Internet. Again, I am pleased that your new website, including the automatic collection of information from those visiting your site, is up and running. The NDUS looks forward to learning how you are using these analytics to improve your marketing efforts. Goal Four - Meet the Implementation deadlines of the Pathways to Student Success Plan You seem to be on target for meeting the requirements to provide a successful Pathways experience for students. As you and others have learned, Pathways is an evolving concept that promises significant improvement in college readiness, vertical alignment between K-12 and the college curricula, and ultimately effective preparation for upcoming performance-based accountability and funding. Goal Five - Work with the high schools to ensure that all dual credit courses meet the established criteria. Here again, I am gratified to know that this goal has been accomplished. Actually, I knew well in advance through my academic affairs staff that MaSU had a good history of qualitative dual credit

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advance through my academic affairs staff that MaSU had a good history of qualitative dual credit courses. In that the quality of the courses and their faculty is necessary for students success once they transfer into a college or university, due diligence should keep this issue front and center for years to come. We do intend, however, to launch a longitudinal study of the dual credit courses to assess their overall effectiveness. I remain convinced that these courses can be strengthened even further. In my opinion their quality should be no less than an AP courses which, because of their rigor, seem destined to be replaced by dual credit courses. Overall: In my judgment, Gary, you have had a very successful year fulfilling your responsibilities as president of MaSU. You have focused your energies on campus matters, built a strong faculty supported by a well-managed staff and leadership team, and launched a successful fundraising program with strong alliances within the areas business community. My sense is that you are a highly competent and conscientious administrator whose skill sets are sometimes hidden by your quiet demeanor. I encourage you to be more outgoing in the future and more vocal is representing your institutions academic aspirations. Give what I recognize and appreciate as your many leadership strengths, I am recommending to the Board a 4% salary increase for the coming fiscal year and continuing appointment. Thank you. H. A. Shirvani, Ph.D. Chancellor North Dakota University System 600 E Boulevard Ave, Dept 215 Bismarck ND 58505-0230 Ph: 701.328.2974 Fax: 701.328.2961 Email: ham.shirvani@ndus.edu Web: ndus.edu

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Monday, J une 1 7, 2 013 1 1:23:31 A M C entral Daylight Time

Subject: Annual Evaluation Date: Thursday, June 13, 2013 7:22:31 PM Central Daylight Time From: To: CC: Shirvani, Hamid Richman, John Espegard, Duaine

Dr. John Richman, In accordance with SBHE Policy 604.1, below is my evaluation of your progress for the goals that you submitted for July 1, 2012 June 30, 2013. Goal One - Education Excellence: Graduation rates will outperform national norms. Expected Outcome: Graduation rate will always be at least 10% higher than the 2 year college national norm. This goal, while laudable in principle, shows a willingness to settle for a less than a robust approach to your graduation rate. Granted your rate is considerably higher than the two-year college annual norm, simply define your success as being at least 10% higher than the national norm seems to me to satisfy being good enough but not great. Please consider a more holistic approach to these issues including establishing retention goals and graduation rates based upon aspirational peers. Goal Two - Accessible System: Increase the total adult population (ages 25-49) enrollments. From what I can judge, your strategies have been thoughtfully put together, particularly the willingness to offer weekend, late afternoon and evening courses; the hiring of a new Dean of Extended Learning, the assembling of an Adult Learner Group, and the establishment of an adult concierge position. Here again, the establishment of formal goals for program-based enrollments will contribute to your efficiency and success. Goal Three - Fundraising: New business and industry partnerships will be developed generating an additional $1million in contributions. This goal appears to be on track with the identification of new business and industry partnerships; additions to your Program, Alliance, and Marketing Partners; and the addition of Regional Community and Student Success Partners to your existing support groups I note, too that you have a new software tool under trial to help facilitate your efforts. Please commit to a three to five-year plan linking your most competitive programs with high assays sponsors. Goal Four - Pathways to Student Success Plan: Meet the implementation deadlines of the Pathways to Student Success Plan I am pleased to learn that NDSCS is in full compliance with the Pathways plan. I would hope that where issues may arise, you and your staff members will consult in a timely way with our academic affairs personnel. Goal Five - Pathways to Student Success Plan: Work with the high schools to improve course
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Goal Five - Pathways to Student Success Plan: Work with the high schools to improve course outcomes in remedial/developmental work and ensure that all dual credit courses meet the established criteria. I am likewise pleased that NDSCS is in full compliance with the uniform set of criteria for dual credit offerings as agreed upon by NDUS and DPI. We do intend, however, to launch a longitudinal study of the dual credit courses to assess their overall effectiveness. I remain convinced that these courses can be strengthened even further. In my opinion their quality should be no less than an AP courses which, because of their rigor, seem destined to be replaced by dual credit courses. Overall: In general, I have been impressed with three aspects of your leadership. First, is that you have built a great team of people (including a key member of my staff); second, the leadership taken by your provost in bringing forth a number of new and important programs; and third, your focus on data analysis. I am told she is excellent. On the downside, I was frankly taken back by your comment at the May 9 Board meeting when, after receiving a record high budget, you postured before the Board that if unable to set your tuition at the level you intended, you would consider layoffs of your staff. Such posturing was unnecessary and appeared to many observers as highly insensitive. Furthermore, you have rather a large reserve in your budget that you can utilize at anytime. I am recommending to the Board a 3% salary increase for the coming fiscal year and continuing appointment. Thank you. H. A. Shirvani, Ph.D. Chancellor North Dakota University System 600 E Boulevard Ave, Dept 215 Bismarck ND 58505-0230 Ph: 701.328.2974 Fax: 701.328.2961 Email: ham.shirvani@ndus.edu Web: ndus.edu

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Monday, J une 1 7, 2 013 1 1:22:37 A M C entral Daylight Time

Subject: Annual Evaluation Date: Thursday, June 13, 2013 7:26:29 PM Central Daylight Time From: To: CC: Shirvani, Hamid Skogen, Larry Espegard, Duaine

Dr. Larry Skogen, In accordance with SBHE Policy 604.1, below is my evaluation of your progress for the goals that you submitted for July 1, 2012 June 30, 2013. Goal One - Develop and implement systematic approaches to measuring, assessing, documenting, and communicating student learning outcomes using the HLCs sponsored AQUIP process. I understand that with the Title III grant awarded in October 2011 you were able to expand your IR capacity and make progress on course and program learning outcomes. I was particularly interested in your mapping of the life cycle of students to determine where interventions and processes can be improved and your establishment of an endowment fund to ensure sustainability of your activities at the completion of the grant. At a future date, the NDUS office will invite you to share the process and your findings with colleagues and sister institutions. Goal Two - Using $223,000 in bequests to implement a five-year BSC scholarship program to attract local students, first, with high academic achievement, and second, low enrollment and/or high employer demand technical programs. I applaud your establishment of two scholarship programs to attract local students with high academic achievement as well as for low enrollment and/or high employer demand technical programs. I expect that you will develop a systematic approach to identify your scholarship needs and opportunities for sponsorship. Goal Three - Fundraising As the lead and administering agency for a consortium of North Dakota colleges for the U.S. Department of Labor TAA grant to enhance workforce training to meet the needs of the oil and gas industry in western North Dakota, I understand that training is moving forward. As for your expansion of the Mechanical Maintenance facility in Mandan, I see that you are almost at the amount need to begin the project. See also above. Goal Four - Meet the implementation deadlines of the Pathways to Student Success Plan. I was heartened to know that you and DSU are in talks to deliver developmental math and English coursework with a target date for Fall 2014. I remain interested in the Pearson platform that you and others have been discussing for the delivery of coursework that could be imbedded in baccalaureate level courses. Goal Five - Work with the high schools to improve course outcomes in remedial/development work and ensure that all dual credit courses meet the established criteria.

I am also gratified that BSU is following the understanding reached between me and the Executive

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I am also gratified that BSU is following the understanding reached between me and the Executive Director of the Department of Public Instruction and had taken the lead in developing a trial project to align the math curriculum between K-12 and the other two-year colleges in order to met the Common Core State Standards in college level math. I urge you to stay the course. Overview: You know from a previous email that I have genuinely appreciated your frankness and candor. Both our jobs are demanding and, given the nature of any hierarchical organization and particularly one that is by design and intent becoming more centralized, there is a natural and obvious tension between and among those who carry out their respective duties and responsibilities. In other words, there is a natural tension that derives from our roles and responsibilities and then there are tensions that may or may not exist because of the manner in which we perform our duties. It is in both areas I hope we can find common ground and a level of direct communication that works for both of usone that is cordial, open, and respectful of our differences. Like you, I belief that Pathways is a given. There is no question that I and the members of my staff moved quickly to bring this to fruition. This was intentional on my part given what I saw as a mandate from the Board to move quickly and firmly to demonstrate the systems leadership. While we might agree or disagree on the speed with which it was taken to the Board for approval in concept, I doubt that reasonable people would conclude that it will fail to benefit future students. I am comforted by the willingness of our current student representatives to speak with high school students about its promise and the support given to us by the Department of Public Instruction, superintendents, secondary principals, and counselors regarding the admission index, the criteria for dual credit, the common core, and the behavioral changes anticipated in students choice of coursework in their senior year. I agree with you that we all want the same things for higher education. How we get there is the challenge for both you and the other presidents and for me as well. My hope is that we would have traveled that road as colleagues working together as a team and not, to paraphrase Doris Kearns Goodwin, as a team of rivals. Unfortunately that was not the case as events have shown. In general, you are well liked and known in all corners of the state. That is surely a testament to your leadership skills. Indicative of this, you have been a peace-maker in our Cabinet meetings which is something I deeply appreciate. Finally, I want to express my gratitude to the openness you have shown to the System Office and personnel by making your campus available to our needs, whether it is office space or meeting rooms. This positive attitude clearly has extended to your staff who have always been responsive to our needs. My recommendation to the Board will be for a 4% increase in your salary for the coming fiscal year and continuing appointment. Thank you. H. A. Shirvani, Ph.D. Chancellor North Dakota University System 600 E Boulevard Ave, Dept 215 Bismarck ND 58505-0230 Ph: 701.328.2974 Fax: 701.328.2961 Email: ham.shirvani@ndus.edu
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Web: ndus.edu

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Monday, J une 1 7, 2 013 1 1:23:44 A M C entral Daylight Time

Subject: Annual Evaluation Date: Thursday, June 13, 2013 7:21:12 PM Central Daylight Time From: To: CC: Shirvani, Hamid Kelley, Robert Otis Espegard, Duaine

Dr. Robert Kelley, In accordance with SBHE Policy 604.1, below is my evaluation of your progress for the goals that you submitted for July 1, 2012 June 30, 2013. Goal One - Improvement in student success metrics with the expected outcomes to include time-todegree completion, student retention, graduation numbers (both graduate and undergraduate students), and improved standing on the National Survey of Student Engagement. Your plans for the improvement in student success appear to be off to a good start with the creation of a Retention Committee a First-Year Experience Advisory Cabinet, the expansion of an early alert/intervention program, expansion of the Living/Learning Communities, and the continuation of the Collegiate Learning Assessment. It is critically important to develop and apply tracking metrics throughout this process. I look forward to receiving your plan and a date for implementation as soon as possible. I find it somewhat ironic, however, that you and your colleagues take public exception to my identification of this weakness and yet, by these actions, give legitimacy to my concerns. As for your graduate programs, I would like to see a plan that optimizes your tuition waivers by moving them away from masters level students and the professional schools to focus principally on the Ph.D. (i.e., research) side of the equation. For too long, the two NDUS research institutions have been giving a disproportionate number of waivers to non-Ph.D. students. This is not characteristic of the stronger research institutions. On occasion, admittedly, there are partial tuition waivers given to a few who are exceptionally strong and who are thereby encouraged to stay the course through the Ph.D. Those graduate students who are typically excluded from institutional scholarships/fellowships/waivers include students in business, medical school, law school (a small number are given clerkships), and other programs that are professionally oriented rather than research oriented. Of course, this does not prevent these same professional programs from making awards using gifted, private, or endowed monies. More should be expected of the deans of these schools to fill this need. Is this one of your expectations of them? Increasingly, too, the very high and high research institutions are following the pattern set by the strong research universities of including graduate tuition in many of their research grants. In effect, this amounts to a tuition waiver. Such grants apply to only a few agencies; nevertheless, it reduces the amount of institution dollars normally required to support graduate education. Are you following a similar policy where applicable? What is lacking is a clear vision and a plan to move UND to higher academic elevation. Goal Two - Improvement in access to UND with the expected outcomes to include strategic management of optimal enrollments in all student cohorts while, at the same time, evaluating admission standards and predictions of student success based on those standards. Your plans, which include the creation of an Enrollment Management Planning Committee and your intention to take a holistic approach to enrollment predicated on student readiness is well within the parameters intended by the Pathways plan. This is precisely the outcome we envisioned with the

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parameters intended by the Pathways plan. This is precisely the outcome we envisioned with the introduction of the Calculator model and the silent index score at the bottom which, when used properly with your metrics, will result in a more successful student retention and graduation rate and a set of metrics that mesh well with performance-based budgeting. Goal Three - Continue the public phase of the ND Spirit Campaign whose goal is $300 million of which $265 million has been registered. In addition, targeted gifts are anticipated for the College of Engineering and Mines, the College of Business and Public Administration, the College of Arts and Sciences, and the Department of Athletics. You should be pleased with having succeeded in your goal of raising $300 million in your capital campaign, including a $10 million gift from Harold Hamm and Continental Resources, Inc. for the School of Geology and Geological Engineering and have negotiated for another $10 million gift for the Athletic High Performance Training Center. There is no mention in your report, however, of strategies for targeting exceptional teacher/scholars and outstanding researchers who will provide the human resource power to maintain your national ranking among the research institutions. How many endowed chairs do you presently have? Are you proposing to increase this number and by how many? Have you identified potential sponsors? It would be helpful to the Board to know from a longitudinal point of view, how effectively you have stayed on course. With respect to your Department of Athletics, I note with some dismay that neither the Board nor the Office of the Chancellor have been actively involved in your decisions regarding intercollegiate athletics programs within the NDUS. Admittedly, there is currently nothing in state statute or in Board policy that prohibits or otherwise provides guidance or oversight of campus decisions that utilize state general fund appropriations, tuition revenues, mandatory student fees, or other private funds in support of athletics. Campuses have added and removed athletic programs; unilaterally changed conferences and divisional affiliations that have had direct financial impact on the campus as well as sister institutions; used public and private monies that might otherwise have been directed to academic programs and other essential services; used conference or divisional affiliations to force changes in or additions to capital facilities; and shifted institutional fund sources for the institutions intercollegiate athletic programall done without Board or Chancellor consultation, approval, or oversight. Historically, the responsibility for policy, decision-making, and oversight has resided with the individual colleges and universities, a situation which not only is highly unusual but, from a riskmanagement point of view, sets a potentially dangerous precedent. I understand that in 2010 there had been some discussion regarding the establishment of a policy giving the Board authority and oversight of Intercollegiate Athletic Programs. To date, however, no policy or procedure has been approved. It is worthy of note that the mannergood or badin which an individual campus conducts its intercollegiate athletics program ultimately reflects on both the institution and the community. I would also urge the Board to consider an annual reporting mechanism be established for all the institutions to report on their plans regarding athletics. I would hope that this situation will change in the near future. Specifically, the Board should direct the Chancellor to obtain from each of the NDUS colleges and universities historical information as well as current planning regarding their respective athletic programs and funding thereof. I would also urge the Board to consider an annual reporting mechanism be established that would require all the institutions to report on their plans regarding athletics. Goal Four - Meet the implementation deadlines of the Pathways to Student Success Plan.
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It would appear that your Student Services folks are gearing up for the full implementation of Pathways with a focus on the metrics that will allow the Calculator and your range of admissions to result in a better prepared student. Your partnership with Lake Region State College to assume responsibility for developmental/remedial coursework makes good sense. As your provost knows very well, Pathways will allow UND to move quickly to capitalize on the recruitment, retention, and graduation of collegeready students. Goal Five - Increase the annually adjusted level of faculty research grants and contracts. I understand from your comments in this area that UND, like other Carnegie research institutions, is feeling the effects of Congressional budget tightening of both earmarks and competitive research and training grants. Clearly these belt-tightening measures by the federal government will necessitate more selectivity when recruiting research faculty, better mentoring of faculty to improve their competitiveness, developing new strategies, and looking increasingly at the states revenues to grow its economy. On the downside, I am troubled by the fact that your leadership lacks vision. Where are your plans for new research centers and institutes? These should be critical elements for increasing your research goals and objectives. Similarly, there is no mention in your goals of strategies for targeting exceptional teacher/scholars and outstanding researchers who will provide the human resource power to achieve your research goals. How many endowed chairs do you presently have? Are you proposing to increase this number and by how many? Have you identified real and potential sponsors? A systematic plan connecting your faculty strengths with opportunities in the sector of business and industry is also critically lacking. Overall: Your silence regarding Pathways except for noting that you will make it work is a telltale sign of your lack of support even when your provost and faculty understand well the benefits it will bring to your institution. I dont particularly understand that attitude unless it is simply because the vision and the concept came from the system office and not from the campus. I am recommending to the Board a full 360 review of your presidency in the fall of 2013 by an external group. You have been president for five years and it is appropriate for you to go such an evaluation. I am recommending to the Board a one-year contract and a zero (0) percent salary increase for the coming fiscal year. Thank you. H. A. Shirvani, Ph.D. Chancellor North Dakota University System 600 E Boulevard Ave, Dept 215 Bismarck ND 58505-0230 Ph: 701.328.2974 Fax: 701.328.2961 Email: ham.shirvani@ndus.edu Web: ndus.edu

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Monday, J une 1 7, 2 013 1 1:21:52 A M C entral Daylight Time

Subject: Annual Evaluation Date: Thursday, June 13, 2013 7:28:47 PM Central Daylight Time From: To: CC: Shirvani, Hamid Nadolny, Raymond Espegard, Duaine

Dr. Ray Nadolny, In accordance with SBHE Policy 604.1, below is my evaluation of your progress for the goals that you submitted for July 1, 2012 June 30, 2013. As to goal 4, I accept this as having been accomplished and commend you and the campus accreditation team for everyones hard work and dedication to the effort. I am equally pleased to hear that the recommendation for the reaffirmation comes with presumably no corrective actions or recommendations and that your leadership was deemed critical to the success of the accreditation. Obviously that is something that should make you proud. Perhaps you can add to the two goals already identified with Pathways to Student Success Plan with the goal of cementing a partnership with one or more of our regional or research universities to increase baccalaureate access to the citizens of northwest North Dakota; and, finally, targeting a percentage increase in new grants and contracts.

Goal One - $1.5 million to complete Campus Drive project (previously allocated in the last biennium budget, but due to inflationary factors related to impact, were not enough to complete the project.) Ray, what you identified as goals l, 2, and 3 in your original requests were all laudable efforts and clearly necessitated considerable allocation of time and effort on your part. My concern with them, as I communicated to you at the time, was that the decision regarding their success or failure really lay outside your individual and our collective efforts. Therefore, I believed it would be in your own best interest to continue in these endeavors but to identify other goals in which your leadership skills could be evaluated. Goal Two - Base funding support from the legislature to operationalize counseling, emergency services and faculty/staff compensation awarded as one time impact funding during the legislatures 2011 special session. As you noted, December 1, 2012 Vice Chancellor Laura Glatt, Vice President James Foertsch, and Director for Human Resources Michelle Remus identified the following base costs: 1. Continue Day Time Security (1 full-time officer); 2. Continue Counseling Services (1full-time Counselor); 3. Bring Faculty salaries at least to the level of the Williston School District (Currently, the Williston School District is one of the lowest paid districts in northwest North Dakota); 4. Identify Competitive Staff Salaries and; 5. Restore three Positions that were downsized in order to increase salaries (Budget Manager, Admissions Representative, Vice President for Student Services). A week later, the Chancellor agreed to include this request as part of the $10 million university impact request. Between January 1 and April 15, 2013, both you and University System officers made case to legislature for operationalizing impact dollars to WSC. Ultimately, the North Dakota biennium budget includes base funding to address impact concerns. What I dont as yet understand is the full measure of your plans and expectations. Please submit to this office a plan for operationalizing your impact dollars.
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Goal Three - WSC to achieve 3 million dollars in new resources, i.e., $2 million from new grants and contracts; $1 million from new dollars to the Foundation. I am pleased to learn that WSC was awarded over $4 million in grants. In FY12, the Foundation received well over $1 million in new gifts of which $300,000 was dedicated to the new science building, $600,000 as a gift of real estate; $500,000 in scholarships, and $240,000 for a dedicated student meeting space. Please commit to a systematic assessment of your scholarship needs and align these with the appropriate sponsors. Goal Four - Partner with a regional college or university to increase baccalaureate access to citizens of northwest North Dakota. As we know, in January, you and the I made the case to the Legislature for the renovation of Stevens Hall to accommodate UND on the WSC campus . The North Dakota biennium budget now includes capital funding for the renovation of Stevens Hall. Goal Five - WSC continues to provide student access to a quality, affordable and accountable learning environment through reaffirmation of accreditation. Following a September 17-18 accreditation visit, the HLC reaffirmed accreditation in December in the midst of hyper economic activity.

Goal Six - Meet the implementation deadlines of the Pathways to Student Success Plan. As I understand, WSU obtained a Title III grant to directly address your implementation of a career Pathways plan for your students. The student services infrastructure was redesigned with a major focus on the creation of a comprehensive program for career counseling and advising. A part-time counselor was hired and Enrollment Services and Instruction was able to identify three key objectives and an implementation plan is now in place. Objective 1: By June 2017, graduation rates will have increased a minimum of 10% over the 2011-2012 rates AA 48; AS 11; AAS: 68; Certificates: 32. Objective 2: By September 2017, transfers from WSC to four-year colleges and universities will have increased by 33% (+ 6 students) over documented 2011 transfer rate of 20 students. Objective 3: By September 2017, the fall to fall retention rate of first-time fulltime freshman will be 65% compared to the 2010 and 2011 rate of 60%. Goal Seven - Work with the high schools to improve transparency of course outcomes in remedial/developmental work and ensure that all dual credit courses meet the established criteria. WSC has, as I understand, created a new position to work on student plans related to Pathways from the High School to the College. This included a Pathways education planner and two programs identified to pilot the project. In addition, Student Services was reengineered and one employee works solely on dual credit. A separate department (extended learning) was created and a plan is being developed to set up outreach centers in Tioga and Watford City. The outreach center will strengthen the Williston States ability to work with area high schools on developmental education and dual credit.
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The Outreach Centers will become part of Williston States FY14 goals. Overall: Ray, I know that this past year has been difficult for you and your senior staff. Nonetheless, I want you to know how much I have admired your tenacity and your dedication to the needs of the campus. These are traits which I have come to admire in your leadership skills. I know, too, that you are deeply admired by your students and staff. As someone told me recently, you are the first to turn on the lights in the morning and the last one to turn them off at night. That paints a pretty positive attitude from those who report to you. In many ways you have become somewhat of an icon of the campuss success, showing a positive attitude despite trying times, always moving the campus forward against difficult impediments. I want you to know that you are a valuable member of the North Dakota University System. I will be recommending to the Board a salary increase of 5% and continuing appointment. Thank you. H. A. Shirvani, Ph.D. Chancellor North Dakota University System 600 E Boulevard Ave, Dept 215 Bismarck ND 58505-0230 Ph: 701.328.2974 Fax: 701.328.2961 Email: ham.shirvani@ndus.edu Web: ndus.edu

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Monday, J une 1 7, 2 013 1 1:22:10 A M C entral Daylight Time

Subject: Annual Evaluation Date: Thursday, June 13, 2013 7:27:56 PM Central Daylight Time From: To: CC: Shirvani, Hamid Steve Shirley Espegard, Duaine

Dr. Steve Shirley, In accordance with SBHE Policy 604.1, below is my evaluation of your progress for the goals that you submitted for July 1, 2012 June 30, 2013. Goal One - Implement recommendations/suggestions of the HLC following the Fall 1011 visit of its site team and the granting in 2012 of a ten-year reaccreditation. In response to the issues raised by the HLC during its reaccreditation visit in 2012 concerning assessment--an issue which is common across the countryyou were successful in hiring Dr. Greg Carlson as your new Director of Institutional Research. Let us hope that he, along with your support, will have the skills and the experience to strengthen student learning assessment. Under your leadership, guidance, and the work of the campuss Assessment Committee, you should be able to initiate a robust data collection system capable of launching the eFolio assessment program which you plan to test-pilot in 2012-13 and formally implement Fall 2013. From what I understand, you and your campus leadership are on schedule with department chairs and various other groups and are scheduled for training workshops. Your goals for next year look to be thoughtful and potentially effective. Development of written assessment plans for at least five academic units; Dissemination plan developed for communicating various types of assessments to campus; Revision of the VCSU Academic Assessment plan to incorporate updates and clarify specific assessment purposes as they relate to budget and curricular changes; Implementation of assessment module in the eFolio system; first set of data gathered and pilot assessment process implemented using this system; and Preliminary materials collected and organized for HLC Report on Assessment, due November 1, 2014. Goal Two - Explore all options ensuring that student-athletes have opportunities for meaningful athletic experiences in a cost-effective and realistic manner. This includes the re-establishment of an NAIA regional athletic conference in which the campus can participate.

I am pleased to learn of the formation of the newest National Association of Intercollegiate Athletics (NAIA) conference, the North Star Athletic Association (NSAA) and that it will officially be launched in Summer 2013 with five institutions (VCSU, Mayville State University, Jamestown College in North Dakota, Presentation College, and Dakota State University, both in South Dakota) and that you plan in Summer 2014 to include Dickinson State University as the conferences sixth member. Clearly your leadership in NAIAs Council of Presidents and chairmanship of the NSAA conference has contributed significantly to the success of the conference. Hopefully the efforts of you and your colleagues will result in a more consistent scheduling
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as well as a more competitive experience for your student-athletes and for your supporters. I would hope that, at some future date, you and your NDUS colleagues will make a presentation to the Board on the new conference as this type of information and practices are things that have been sorely missing in discussions among Board members.

Goal Three - Secure new revenue streams geared toward supporting the scholarship programs at Valley City State through the recently created Corporate Donors Task Force. Expect to obtain at least $50,000 during the first year of activity. With the help of your newly-formed Corporate Donors Task Force in the VCSU Foundation it appears that you are on track to identify new revenue sources for the Foundation and an increase in your student scholarships. I am heartened to know that these efforts are bringing positive outcomes as well as new business and industry partnerships. Your efforts to identify niche sectors of academic focus are most certainly on target with some of the best practices around the country today. Your strengths in teacher education and STEM education are already well recognized. The same applies to your Prairie Waters Education and Research Center. That you have strong partnerships with various outside support groups and companies is indicative of the campuss strong potential and of your continued leadership. I encourage your robust efforts to expand your scholarship dollars. That you now have a participation rate of 96% of VCSU employees contributing to the Foundation is outstanding if not record-breaking. Goal Four - Fulfill the implementation deadlines of the Pathways to Student Success Plan.

I applaud your implementation of the Pathways plan. As you have indicated in your report: All developmental Math and English courses at VCSU have been moved to the responsibility of Dakota College at Bottineau (DCB) beginning with August 2013 classes. VCSU has worked with DCB officials on this transition, and they have been hiring faculty in Valley City to support these new course offerings. I am glad to know that this change now provides some new opportunities in the years ahead for both institutions, including a more focused effort on your part to develop your niche programs. My congratulations to you and your colleagues for coming together earlier this year and agreeing to a common rate of $156.13 per credit hour. The fact that you have already merged many of your fees into the tuition structure is yet another sign of your effective leadership. By implementing these changes and eliminating a number of unnecessary fees, you have created much greater transparency for students and parents. With the new Pathways Admissions Calculator appearing on VCSUs webpage along with further information and other admissions materials in Fall 2013, I have no doubt that you will continue to recruit strong prospective student into your programs. I have little doubt that VSCU will be in the forefront of its sister institutions in improving student retention and graduation rates. The sensitivity of the campus to this issue and the several changes you have implemented this past year, including the Starfish Retention software system, will prove to be very positive elements. In addition, your hiring of a Retention and Diversity coordinator, Dr. Nadja Johnson, will no doubt prove beneficial. Goal Five - Work with the high schools to ensure that all dual credit courses meet the established criteria. That you met in November 2012 with your high school partners to discuss the changes required with
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the new criteria for dual credit is admirable. As you know it is important from both your perspectives that the curriculum allow for one-semester courses rather than offering the curriculum over two semesters. These are important internal curricular discussions as they will ensure syllabus alignment. No doubt, too, a big change with the new criteria will be your working relationship with the high school teachers. I respect your honesty in noting that VCSU currently lacks good follow through on aligning and checking assessments, nor are the appropriate professional development opportunities in place for the high school teachers. Improving upon these areas will be important for Fall 2013. I understand that you intend to initiate half-day workshops for the high school teachers to map the courses, curriculum, and assessments appropriately. Doing it right trumps speed. Your delay to ensure that quality dual credit courses are offered to VCHS until Spring 2014 is understood. So, too, is your perceived need to transition teachers from their current pay. This discussion (about pay) is also planned for Fall 2013, so the dual credit teachers are engaged in the conversation and assist in plans moving forward. Possible outcomes regarding dual credit for next year may include: Organize faculty development program for dual credit adjunct faculty Align assessments and map curriculum to assure the courses are providing the same content and the same depth of learning; develop a review process for assessments in the courses to support annual course review Transition to the newly agreed-upon dual credit tuition plan; revise faculty pay in light of new budget for this program. Overall: What I hear consistently from persons I meet across the state is that, in addition to your being one of the youngest presidents in the history of the NDUS, you are well liked, demonstrate good interaction with your numerous constituencies, and keep the institution focused on attracting good students into your programs. What I particularly find heartening is the reputation that your institution carries within the K-12 community. To be specific, your graduates in teacher education are among the finest and are preferred over all other NDUS institutions. The institutions reputation in STEM s recognized nationally and justifiably so. I am recommending for the coming academic year a salary increase of 5% and continuing appointment which represents my admiration for your past work, your leadership abilities, and trust in your future accomplishments. Thank you. H. A. Shirvani, Ph.D. Chancellor North Dakota University System 600 E Boulevard Ave, Dept 215 Bismarck ND 58505-0230 Ph: 701.328.2974 Fax: 701.328.2961 Email: ham.shirvani@ndus.edu Web: ndus.edu

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