The President's Annual Report 2018-2019

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THE PRESIDENT’S REPORT SPOTLIGHT ON EXCELLENCE

TABLE OF CONTENTS INTRODUCTION

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PRINCETON REVIEW

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RAIDER RELIEF

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ATTRACT

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ENGAGE 22 RETAIN 26 TRAIN 30 CULTIVATE 34 GRADUATE 42 CONCLUSION 46 FINANCIAL DATA

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DR. SIDNEY A. MCPHEE University President

MS. KIMBERLY S. EDGAR Executive Assistant to the President and Chief of Staff to the Board of Trustees

DR. MARK BYRNES University Provost

MR. WILLIAM J. BALES Vice President for University Advancement

MR. ANDREW OPPMANN Vice President for Marketing and Communications

MR. BRUCE PETRYSHAK Vice President for Information Technology and Chief Information Officer

DR. DEBRA SELLS Vice President for Student Affairs and Vice Provost for Enrollment and Academic Services

MR. ALAN THOMAS Vice President for Business and Finance

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TRUE LEADERSHIP Board of Trustees MR. J.B. BAKER Owner and CEO, Sprint Logistics

(Reappointed Dec. 10, 2019, six-year term)

MR. TOM BOYD Investment Advisor Representative, Decker Wealth Management (Dec. 10, 2019, six-year term)

MR. PETE DELAY Executive, Forterra Building Products (Jan. 16, 2017, four-year term)

MR. DARRELL FREEMAN SR., VICE CHAIR Founder, Zycron Inc. Co-Founder, Pinnacle Construction Partners (Jan. 16, 2017, six-year term)

DR. MARY MARTIN, FACULTY TRUSTEE Professor, Mathematical Sciences (June 18, 2019, two-year term)

MS. SAMANTHA EISENBERG STUDENT TRUSTEE Master’s Candidate, Clinical Psychology (Sept. 18, 2019, one-year term)

MR. JOEY A. JACOBS Past Chair and CEO, Acadia Healthcare (Jan. 16, 2017, four-year term)

MS. CHRISTINE KARBOWIAK Executive Vice President, Chief Administrative Officer, and Chief Risk Officer, Bridgestone Americas (Jan. 16, 2017, four-year term)

MR. STEPHEN B. SMITH, CHAIR Chair, Haury and Smith Contractors (Jan. 16, 2017, six-year term)

MS. PAMELA J. WRIGHT Founder, Wright Travel President and Managing Partner, Wright Development

(Reappointed Dec. 10, 2019, six-year term)

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Good Governance: Tennessee’s FOCUS Act established an independent Board of Trustees to govern MTSU—a major milestone for the University. The Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) reviewed all aspects of governance, from board duties and responsibilities to policy processes and revisions, in making its decision to approve compliance with SACSCOC governance standards.

TRUE VIEW MTSU at a Glance Founded Sept. 11, 1911, at the geographic center of Tennessee, Middle Tennessee State University is proud of its more than 100-year com­ mitment to academic excellence and student success. Starting out as a teacher training institution, MTSU today is a major comprehensive university accredited by the Southern Association of Colleges and Schools Commission on Colleges. The University is composed of eight undergraduate colleges offering almost 40 departments/schools and more than 180 majors/degree programs. MTSU houses a wide variety of nationally recognized academic degree programs at the baccalaureate, master’s, and doctoral levels. The College of Graduate Studies offers more than 90 master’s and specialist’s programs and nine doctoral degrees.

A comprehensive, Carnegie Doctoral-Research Intensive institution, MTSU boasts the largest student enrollment among the six locally governed institutions (LGIs). We currently enroll nearly 22,000 students, with 90% being from the state. We serve students from almost every county in Tennessee, as well as students from 48 states and 71 foreign countries. MTSU is also the state's No. 1 choice of transfer students, military veterans, adult learners (ages 25 and up), and college students attending summer school.

MTSU boasts almost 1,000 full-time faculty members and nearly 3,000 full- and part-time employees. Located on a 550-acre campus, MTSU is really the equivalent of a mid-size city. The University is among the largest employers in the Nashville metropolitan statistical area and has an estimated regional economic impact in excess of $1.1 billion annually. MTSU is the largest supplier of college-degreed workers in the mid-state, providing the vibrant Music City economy and workforce with more graduates than all other local universities combined (approximately 5,000-plus each year). According to the Business and Economic Research Center at MTSU, one in every five collegeeducated individuals in the Nashville area is an MTSU graduate.

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Introduction As a valued MTSU stakeholder, thank you for joining me in taking stock of the accomplishments of the past and the promise of the future at MTSU. As I approach my second decade as MTSU’s president, I have never been more proud of the work being accomplished by the University and the achievements of our student body.

Innovative and life-changing work emanates from MTSU on a daily basis. MTSU has indeed carved out a unique position among public universities. We can, and should, take great pride in the faculty accomplishments and institutional progress achieved throughout the past year, our student success stories, and the steps we’ve taken to make it possible for students to stay enrolled and complete their degrees, as well as the overall enhancements we’ve made to the academic experience. At the same time, we must plan for the challenging and unpredictable road ahead and MTSU’s future. In our rapidly changing global society, the demographics and the needs of our students are also changing.

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This calls for our University leaders, faculty, and staff to develop strategies addressing the challenges that our students face and to use data-informed processes to make higher education an achievable reality for our diverse student population.

MTSU WAS RECENTLY NAMED A TOP COLLEGE ACCORDING TO THE PRINCETON REVIEW IN THE NEWEST EDITION OF ITS COLLEGE GUIDE, THE BEST 385 COLLEGES Employers expect newly hired graduates to be productive from day one on the job. That means we must ensure that students graduate with a high level of knowledge and the advanced competencies that employers require. We’ve set a standard for student success that other universities seek to

emulate in their own programs.

Yet, the field of higher education is not static. The target is continually moving. Therefore, to remain relevant, the strategic plans that we create to accomplish our goals and the metrics we use to measure our achievements must change correspondingly.

Through our unwaivering commitment, we have earned a reputation as a top university in America. As you will read more about in this report, MTSU was recently named a top college in the U.S. according to The Princeton Review in the newest edition of its college guide, The Best 385 Colleges, a designation only 13% of America’s fouryear colleges have earned.

Nine years ago, I introduced the phrase “I am True Blue” in an effort to recognize that MTSU is a community committed to learning, growth, and service. I still hold these values dear. They underscore our core values of honesty and integrity; respect for diversity; engagement in the community; and commitment to reason, not

violence. Each time these words are repeated, they express not only the ideals the University wishes to share with our students but also our devotion to student success.

True Blue stands for our commitment to students succeeding.

It also stands for the very best of what Blue Raiders expect from one another. That’s why I have launched this annual president’s report with a story about a top University humanitarian mission— Raider Relief—and specifically the contributions of MTSU Board of Trustees’ Vice Chair Darrell Freeman Sr.

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In the end, our collective goal is to attract,

engage, retain, train, cultivate, and graduate students who are ready to work

for Tennessee but also contribute to the world through their education and True Blue spirit of caring.

This annual presidential report is intended to celebrate the truly exciting advances and achievements that the University’s collective efforts in these areas have produced over the past year.

Sincerely,

Dr. Sidney A. McPhee, President 7

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THIS SCHOOL IS AMAZING, AND IT IS SUCH A HIDDEN GEM.

HIDDEN GEM MTSU named one of top U.S. colleges

by The Princeton Review, ranking among only 13% of four-year institutions

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This is significant, as there are more than 5,300 colleges and universities in the United States. We are now recognized as one of the best in the nation.

The survey that serves as the basis for the list asks students about their school’s academics/administration, campus life, student body, and themselves.

Regarding the Student Body, one response stated, “the campus is big” but feels like a “comfortable and home-like school” environment.”

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MTSU is the only Tennessee locally governed institution on the list and the only public institution other than the University of Tennessee– Knoxville noted in the state.

As far as professors go, they “like to be on a first-name basis” with students and often “make it a point to get to know you.” Students call faculty “very helpful and fair” and “thorough in every aspect of the subject matter.” One student shares, “A professor of mine teaches by walking around to every individual student and making sure they understand the subject matter.” They’re also “willing to circle back around if anyone in the class gets off track.”

Students who do find themselves needing extra assistance with coursework or concepts can rest easy: “There are a lot of programs in place to help you, such as free tutoring,” and students also have “plenty of opportunities to gain a mentor” for more focused guidance during their college careers. Many say this “advising is top notch,” and that MTSU takes the time to “foster an environment of care for each and every student.” Overall, students agree: “This school is amazing, and it is such a hidden gem.”

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The Princeton Review does not rank schools overall 1–385 on the list. This list appears in alphabetical order.

One student said, “You can literally major in fermentation and learn about the process of brewing beer.” And that students find these “highly specialized programs are closely tied to their industry, which means really good job placement.”

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This is the best showing by MTSU in the annual review.

We are among only six new institutions making the national Best 385 College list.

In previous years, we have appeared on the Best of the Southeast Region list.

The list described MTSU as a “go-to choice” for those wishing to receive a quality and affordable education close to home. It stressed that the school offers more than 180 degree programs for undergraduates—some that are not seen in other universities, such as Animation.

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MTSU was recently named a top college in the U.S. according to The Princeton Review in the newest edition of its college guide, The Best 385 Colleges, a designation only 13% of America’s fouryear colleges have earned.

MTSU also received honors as a top college in the Southeast Region.

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RAIDER RELIEF MTSU Board of Trustees Vice Chair Darrell Freeman Sr. lives out his purpose through the University’s ongoing humanitarian efforts 10

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aider Relief, a humanitarian drive I revived when Hurricane Dorian devastated the Bahamas in 2019, flew—in multiple separate trips piloted by MTSU Board of Trustees Vice Chair Darrell Freeman Sr. (’87, ’90) in his private plane—tens of thousands of pounds of emergency supplies, medicines, and necessities to help people who were affected.

Families of seven MTSU students were among those enduring the aftermath of the storm. Freeman, myself, and Terry Dorris, an associate professor and pilot in the Department of Aerospace, flew to the Bahamas on various days last fall.

Freeman donated use of his personal aircraft and fuel for the trips, while Dorris’ flight expenses aboard MTSU’s aircraft came from the tens of thousands of dollars in donations from community members. Those cash contributions also covered costs of the goods for the families and were further distributed to affected Bahamian students on campus to assist them as their families tried to recover.

I simply cannot put into words the tremendous feeling of gratitude I feel for our close-knit Raider community, which once again banded together in a True Blue Spirit of giving to provide for those less fortunate than we are.

When Sidelines, MTSU’s student-run news source, asked what one thing I wished to explain to students, I responded that this situation could happen to anyone.

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Dorian, a Category 5 hurricane, hit and lingered over the island commonwealth of the Bahamas, killing many and leaving 70,000 homeless from the storm.

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I have never been more proud of this University community than in its repeated generous responses to the devastation occurring around the world, which in the case of Dorian was my own birthplace of the Bahamas.

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I personally lost a grand-niece after the hurricane made landfall on Grand Bahama Island. Our entire family was devastated. Once again, let me emphasize my deepest thanks to the Blue Raider community for the thoughts and prayers and actions resulting from this terrible event.

I was and continue to be truly touched.

The hurricane hit home for numerous MTSU students as well. In all, MTSU has 51 students enrolled from the Bahamas, seven of whom have families in the most affected areas of Grand Bahama and Abaco islands. Tiara Ashley Brown, president of MTSU’s Bahamian Student Organization, accompanied myself, Freeman, and Chip Crunk, CEO of R.J. Young Co. in Nashville, on the third mission to the Bahamas. The Raider Relief trip also delivered donations gathered by Brown’s student group.

I would be remiss if I did not single out Trustee Freeman for his exceptional level of humanitarianism in this instance.

Freeman also piloted his plane for the first Raider Relief mission to Puerto Rico in 2017, which came to the aid of 12

the family of former MTSU basketball player Raymond Cintron after landfall there by Category 4 Hurricane Maria.

Freeman said he was honored and humbled by the opportunity to donate his services as a pilot—and the use of his aircraft—to the various relief missions. “If you own a plane,” he said, “I can’t think of a better way as to how you should use it.”

As commencement speaker at a recent graduation ceremony, Freeman urged his audience of newly minted degree-holders to “take over the world.”

“But when you do go take over the world, do it with compassion,” Freeman added. “Because the world needs more compassion . . . and do it with the sole purpose of helping people who are less fortunate than you are.

“If you do these things, you will have represented MTSU very well.”

Freeman has proven that those are words he lives by.

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Community members can still give to the effort by texting RAIDERRELIEF—all one word—to 41444 from your mobile device. You can also go to the University’s website, mtsu. edu/supportraiderrelief, for information on how to give.

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TRUE OPPORTUNITY We recognize that our mission isn’t just about attracting and serving traditional students. It is about providing an education to all Tennesseans.

We are extremely proud that we continue to serve many of the state’s first-generation students, as roughly 40% of our undergraduates are the first in their families to attend college. We also continue to serve the state’s most at-risk students, with more than 40% of our students qualifying for Pell grants or other need-based loans.

Here is a brief look at some of the very special populations MTSU purposefully seeks out to serve and which the University excels at educating in a manner no other Tennessee institution can boast.

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TRUE VALUE

Our key annual recruiting event, the True Blue Tour, gets bigger and better each year. Joining me on these recruitment tours to various locations throughout Tennessee—and even beyond the state’s borders to Alabama, Georgia, and Kentucky—are top University administrators, deans from all the University’s academic colleges, and counselors from Financial Aid and Admissions. The end result is a wonderful opportunity for prospective students and their parents to hear firsthand from MTSU representatives in their own backyards, as well as get important information about admission and financial aid.

We feel strongly that MTSU, as a major comprehensive university with a broad array of top-notch majors, is the best choice for high-ability students. Enhancing this scholarship will make it even more practical and affordable for them to pursue their higher education goals on our beautiful campus. The University reallocated existing funds in our budget to pay for the scholarship enhancements.

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MTSU’s full-time undergraduate tuition and fees remain the lowest of the state’s three largest universities. Our affordability makes MTSU more accessible to students from all income levels seeking a top-tier educational experience.

MTSU also substantially increased the value and broadened eligibility of its Presidential Scholarship, a move that will more than double the amount awarded to some highability freshmen who enroll. The Presidential Scholarship increased to $18,000 in total value, paid out to eligible incoming freshmen at $4,500 a year for four years.

Students must have a 3.5 high school GPA and score between 25 and 29 on the ACT to qualify for the expanded award. With these enhancements, the Presidential Scholarship becomes the largest guaranteed academic award given by any public university in Tennessee to students with these credentials.

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Our Admissions and Financial Aid teams are among the best at helping our low-income students qualify for the full range of federal and state scholarships and assistance.

That’s why we’re a destination of choice for first-generation college students. And we’ve done all of this while raising our admissions standards and setting records on average ACT scores of our incoming freshmen.

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For many years, students eligible for Pell Grant aid (family income of $50,000 or less) and who qualify for the HOPE Lottery Scholarship have attended our institution without paying tuition or mandatory fees.

During the reporting period, MTSU’s independent governing board voted to expand our regional scholarship plan that offers qualifying out-of-state scholars with a discounted tuition rate. Previously under the “radius 250” or “R250” plan, qualifying applicants graduating from a high school in a county within 250 miles of MTSU in any direction were eligible to receive almost half off of their out-of-state tuition costs. This geography, which still applies, includes portions of Illinois, Indiana, South Carolina, and Ohio (Cincinnati). The board’s vote expanded the out-of-state discount program to ALSO include qualifying students from anywhere in each of the eight states that touch Tennessee (even sharing a small border like Missouri).

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MTSU’s standing as a destination of choice for firstgeneration students and its long success in helping low-income students who meet admission standards overcome obstacles often posed by tuition and fees are well established.

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TRUE DEMAND The University’s wildly successful Adult Degree Completion Program (ADCP) applies the seasoned student’s knowledge and skills to degree requirements, making getting a bachelor’s degree as time- and costefficient as possible.

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If getting a degree is important to Mr. Smith, and he’s nearly 60— to them I was an old man—maybe I’d better get mine.

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Fewer than half of MTSU students are between 18 and 21, so accommodating adult students is part of the University’s mission. In the decade since the ADCP launched at MTSU, word has gotten out about its value. Now at any given time, there are 1,000–1,200 adults enrolled in the program, making a comeback.

Arguably MTSU’s most prominent adult degree graduate is a member of its governing body, Stephen Smith, who serves as chair of the MTSU Board of Trustees.

As a student-athlete at MTSU in the 1970s, Smith helped pitch the Blue Raider baseball squad to the 1976 Ohio Valley Conference championship.

With Smith on the mound, MTSU also beat Murray State to grab the 1977 division championship. But with his eligibility finished and a career at his dad’s construction company lined up, Smith dropped out of school.

Over the next three decades, as his star rose in local business, civic, and political circles, Smith held various leadership positions at MTSU. And following in the footsteps of his late father, Reese Smith Jr., for whom the baseball field is named, he donated and raised money to improve Blue Raider athletics.

Yet Smith knew his own story didn’t support his message. So, he enrolled in MTSU’s Adult Degree Completion Program to finish what he’d started more than 30 years earlier. His primary motivation was to set an example for MTSU’s student-athletes.

“The only place my face was recognizable at school was at the athletic department, and we had hundreds of young people there,” Smith said.

“My thought was that they would say, ‘If getting a degree is important to Mr. Smith, and he’s nearly 60—to them I was an old man—maybe I’d better get mine.’”

TRUE JOURNEY Stone starred as a leading role in Kiss Me, Kate as Fred Graham. Stone humbly admits that he wanted any part in the play he could get his hands on. As a first-year transfer student, he did not expect the department to cast him with this role.

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The student body of MTSU’s Department of Theatre and Dance is made up of 30% transfer students, and many alumni have made names for themselves in productions across the country.

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After the play aired, Stone and his co-lead, Kamryn Boyd, were nominated by MTSU faculty and the KCACTF program’s sponsor, the Kennedy Center for the Arts, to compete for the Irene Ryan award.

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Transfer student Kaleb Stone was told that if he came to MTSU’s Theatre program, he would never be cast as a leading role. That is not what Kristi Shamburger, professor and director of MTSU’s production Kiss

Me, Kate had in mind—for his very first MTSU Arts production.

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Tennessee’s Reverse Transfer program provides students with a unique opportunity to complete degrees that were started, but not completed, at one of our state community colleges. More than 47,000 students started their studies at a Tennessee community college but transferred to a four-year institution without finishing their associate’s degrees. Under the state’s reverse transfer program, credits earned at a four-year institution can be counted toward the community college associate’s degree. Based on data released during the reporting period, MTSU is the best in Tennessee for the number of transfer students taking advantage of this program.

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TRUE SERVICE MTSU’s veterans-support program made another appearance in the Military Times Best Colleges 2018 ranking by the Vienna, Virginia-based publication.

It represents the sixth consecutive time MTSU has received the honor, formerly known as Best for Vets, and the first year the University cracked the top 50.

MTSU rose to 49th out of 140 four-year schools on the 2018 list after being 75th out of 130 four-year schools selected in 2017. The University ranked 65th out of 125 schools in 2016 and 94th out of 100 in 2015.

The only other Tennessee school making the 2018 list was the University of Tennessee– Chattanooga at 114th.

At the heart of our service to vets is one of the finest military centers on any college campus in America.

The 3,200-square-foot Charlie and Hazel Daniels Veterans and Military Family Center (named after the country music superstar and his wife, who have donated generously to the center) is the largest and most comprehensive veterans’ center in Tennessee and among the largest in the nation. It serves MTSU’s nearly 1,000 student veteran and military family members, giving them a one-stop shop to meet many academic, Veterans Affairs, and career needs.

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AT THE HEART OF OUR SERVICE TO VETS IS ONE OF THE FINEST MILITARY CENTERS ON ANY COLLEGE CAMPUS IN AMERICA.

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TRUE CHAMPIONS Blue Raider sports teams experienced another exciting and productive year in 2018–19. Since our University accepted an invitation to join Conference USA in November 2012, Blue Raider squads have consistently reached postseason play, won championships, and earned C-USA All-Academic team status.

The statistics I get the most excited about, though, are the ones our student-athletes—a special student population by any measurement, given the level of commitment required to both maintain academics and excel in Division I sports—are generating in the classroom.

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The Blue Raiders also ranked second out of the 14 teams in Conference USA, trailing only Rice (94). MTSU and Rice were the only schools to top the 90% mark.

The Blue Raiders’ score of 95% in football ranked tied for third nationally (Northwestern, Duke, MTSU, Vanderbilt) and was the best in the U.S. for public institutions. It also easily led the way in Conference USA as Rice was second (87). Among all FBS schools in the state of Tennessee, the Blue Raiders matched Vanderbilt for the best mark as Memphis recorded an 82 and Tennessee had a 74.

I can’t say enough about the dedication, hard work, and commitment shown by our student-athletes in everything they do on and off the playing field.

graduation success rate

CONSECUTIVE YEARS

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to equal or set a new GSR school record

EIGHT PROGRAMS WITH

100% perfect GSR score

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The Graduation Success Rate (GSR) is a four-year measure of freshmen and athletic transfers who entered Middle Tennessee between the fall semester of 2009 and the spring semester of 2012. This marks the seventh year in a row that the University has scored above 80%. The last seven GSR scores for Middle Tennessee have been 92, 89, 88, 87, 87, 87 and 82.

92%

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MTSU’s NCAA Graduation Success Rate set a new school record at 92%, as announced by the NCAA national office.

It’s the sixth straight year MTSU has either equaled or set a new school record.

MTSU had eight programs score a perfect 100% GSR score. Men’s basketball, men’s tennis, men’s golf, women’s basketball, women’s tennis, women’s golf, soccer, and volleyball all registered a 100 score. Baseball and football were next in line with scores of 97% and 95%, respectively.

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Here is an incredible example.

NCAA ANNOUNCED

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Student-athletes by the numbers

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TRUE ENGAGEMENT

engage: “to occupy, attract, or involve (someone’s interest or attention) . . .

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“to

participate or become involved in . . .”

The formula for student success involves more than just ensuring students enroll, make it to class, fulfill course obligations, and get consistent and proper academic advising on their journey toward a degree. After all, college life is more than just books and classrooms.

TRUE PREPARATION

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MTSU’s most recent TISL delegation, led by junior Emily Oppmann, was named Best Overall Delegation. Senior Kobe Hermann served as TISL’s treasurer.

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For instance, each year MTSU co-sponsors the four-day session of the Tennessee Intercollegiate State Legislature (TISL), which attracts student delegations from almost every public and private college and university across the state.

Former Tennessee Speaker of the House Beth Harwell (r), now a Distinguished Visiting Professor at MTSU, recently served as mentor to this past year’s MTSU’s delegation. She met with students to critique and mentor their strategies in drafting bills for the mock legislative session.

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MTSU’s most unique service-learning efforts enhance students’ education through applied learning and thoughtful reflection, while also meeting key community needs.

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TRUE INNOVATION MTSU is continuing to ramp up research efforts at a rapid pace.

Scholarly research not only provides the foundation for MTSU’s strong academic programs but also drives innovation and economic progress across the region, state, nation, and globe.

Creating a culture of research and inquiry is at the heart of the University’s mission among faculty and students and in vital industry partnerships. This work often involves undergraduate research opportunities that simply are unique for non-master’s and non-doctoral students at MTSU. On top of that, MTSU has aggressively transitioned from a primarily undergraduate institution to a doctoral research university with significant research activity. Increasing graduate student enrollment helps strengthen MTSU’s position as a publicly funded research university; enhances MTSU’s reputation as a research institution from both faculty and students’ points of view; meets market need for a more educated workforce in Tennessee, within the region, and across the nation; and increases revenue from both tuition and fees and the state funding formula.

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TRUE ENDEAVOR

Wagnon’s Recapture Project, part of her Copyright Law curriculum, takes students back into the pop-culture past (in the case of the project’s inaugural year, back to 1978 and their parents’ vinyl). Once they’ve chosen a work they consider particularly marketable, they create a plan to recapture and exploit it. Projects are later presented to the artist through his or her representatives.

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Wagnon was lured to that highflying position from the Department of Recording Industry, where she taught in the mid-1990s. When she returned to MTSU in 2011, a timely change in copyright law gave her a unique opportunity. Her challenge became the Recapture Project, which empowers students and creative artists through academic research.

But now these artists can apply to “recapture” a copyright after a 35-year moratorium. With restored creative control of a work, they can give it a fresh shot at profitability, Wagnon said. An old song might be rerecorded by a younger artist, or even reinvented as a Broadway play, as Carole King did with her song, “Beautiful.”

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Her challenge became the Recapture Project, which empowers students and creative artists through academic research.

Power has been a major theme of Wagnon’s professional life. As an attorney in the notoriously male-dominated entertainment industry, she became general counsel of Landmark Entertainment Group.

Later, she was a partner with an international law firm representing a stable of powerhouse recording artists, including Gloria Estefan, Olivia Newton-John, and Reba McEntire.

Until 2011, songwriters or authors who sold their work relinquished creative control over it in exchange for a percentage of the profits later.

That left the financial fate of their work in the hands of whoever held the copyright.

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Ask Assistant Professor Deborah Wagnon about intellectual property (IP) rights, and she answers like a woman who just got religion. When songwriters have creative control over their work, she says, “it’s magnificent. You can go crazy with a catalog that you own. All those clichés are really true: Ownership is king. Content is power.”

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TRUE QUEST

retain: “to continue to have (something); keep possession of . . . “to not abolish, discard, or alter . . .

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“to keep in one’s memory . . .”

Launched in 2013, the Quest for Student Success radically rethought the University’s approach to student attrition. While MTSU has always supported at-risk populations, the Office of Student Success we created in 2013 continues to work to boost every student’s chance to succeed. mtsu.edu/quest2025

TRUE SUPPORT

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To launch this process, I convened several members of our faculty and staff, under the leadership of Provost Mark Byrnes, to glean our best and

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At the same time, we understand the dynamic nature of higher education. To be relevant, our strategic plans and our goals must change with the times. To remain on the cutting edge, we must do even more. We must project ahead. We must think boldly and act boldly. We must be our own architects for the future.

Our original Quest for Student Success, implemented in 2013, set ambitious goals that led to significant improvements in student retention and graduation rates over the past five years. These achievements have set the stage for us to bolster our Quest for years to come and further define our Academic Master Plan.

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By any measure, together we’ve achieved a tremendous level of success in the last year. We can, and should, take great pride in our achievements.

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boldest ideas of how we can continue to strengthen our efforts toward helping students become academically successful. Byrnes, members of the Quest 2025 committee, and recently retired administrator Faye Johnson, took these ideas to create a roadmap to move us forward. Their work culminated in our vision statement expressed in the Quest for Student Success 2025.

Quest 2025 focuses on student success marked by a deeper, broader, and more equitable academic and student life experience that extends learning beyond graduation.

Students will learn: • how to learn • how to ask the right questions •h ow to take risks and learn from their mistakes •h ow to succeed personally and professionally Here are a few key components of our updated Quest plan.

The ultimate goal is to graduate students who are: • prepared to thrive professionally • committed to lifelong learning •e ngaged as civically, globally responsible citizens of the world

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The committee has developed three areas of focus: •E nhance the quality of the academic experience.

•E nhance the quality of the student life experience.

•E stablish MTSU as an educational, cultural, and economic hub to support student success and lifelong learning.

The plan will include specific measurable metrics to be accomplished.

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Quest 2025 focuses on student success marked by a deeper and broader academic and student life experience…

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In summary, Quest 2025 underscores the University’s core mission: to produce graduates who are prepared to thrive professionally, are committed to critical inquiry and lifelong learning, and are engaged as civically, globally responsible citizens.

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TRUE TRAINING train: “to teach a particular skill or type of behavior through practice and instruction over a 30

period of time . . .”

Whether it’s state-of-the-art facilities, world-class teachers and leaders, or new and innovative academic endeavors, MTSU’s focus is exposure to and training in the jobs of tomorrow.

TRUE GROWTH

Changing to meet a need, MTSU is the first university to integrate a technical education in concrete with business and communication skills needed to advance in the industry.

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Importantly, now in the works is a new building to house MTSU’s School of Concrete and Construction Management. Gov. Bill Lee provided $31.6 million in this year’s budget for the project, which will be located on the east side of campus. To make room for the

A joint initiative between MTSU and leaders from the concrete industry, the Concrete Industry Management program provides students opportunities to enter a broad field that has an urgent need for skilled professionals.

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During the reporting period, construction continued on time and on budget on the desperately needed College of Behavioral and Health Sciences building, a 91,000-square-foot, $38 million facility to house classrooms, lab space, and faculty offices for Criminal Justice Administration, Psychology, and Social Work.

54,000-square-foot building, Abernathy and Ezell halls—which served as dormitories more than 20 years ago—will be torn down. The new classroom building is expected to be finished in late 2021. The total project cost is $40.1 million.

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Facility planning at MTSU is always done with an emphasis on students and with modern training techniques and methodologies top of mind.

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TRUE REPRESENTATIVE MTSU Professor Charles Baum was among legislators sworn in as a member of the 111th Tennessee General Assembly.

Baum, an Economics and Finance professor in the Jennings A. Jones College of Business, was sworn in as a Republican state representative for Murfreesboro’s 37th District in the state House of Representatives.

TRUE MASTERY MTSU provides students the opportunity to interact with and be guided and trained by some of the nation’s leading educators and practitioners. At the administrative and staff level, MTSU has become a true talent magnet, attracting the best and the brightest professionals to top posts in the academic, administrative, and athletic spaces.

Here is an example of a faculty member at MTSU who achieved deserved recognition during the reporting period and whose work and profile are key to retaining students who wish to learn from the best.

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Baum took the seat previously held by Dawn White, an MTSU alumna who gave up the seat for a successful run for state Senate. Baum’s district covers parts of north central Rutherford County, stretching from Murfreesboro north to the county line.

Baum previously served during 2010–18 on the Rutherford County Commission, where he chaired the commission’s Audit Committee and was a member of the commission’s Budget, Finance, and Investment Committee.

Baum’s research interests include the costs and economics related to obesity in America. About 30% of adult Americans are currently obese, which is roughly a 100% increase from 25 years ago. Baum’s studies have drawn conclusions related to the impacts of everything from smoking cigarettes to possessing food stamps as they relate to the obesity epidemic.

TRUE EXPLORATION

Partners in supporting the new program include the Nashville Area Chamber of Commerce, Tennessee Recreation and Parks Association, Rutherford County Hospitality Association, Embassy Suites, Nashville Convention and Visitors Corp., Tennessee Hospitality and Tourism Association, and Rutherford County Convention and Visitors Bureau.

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The MTSU degree offers three specializations—travel and tourism, hospitality and hotel, and event planning.

Students can choose one or combine all three. The program also plans an accelerated bachelor’s-to-master’s track that will enable students to graduate with both degrees in five years, allowing graduates to enter the workforce more quickly.

“How would it be to know that when you go to school, as soon as I graduate, I have a great job waiting for me?” he said. “Because you do, trust me you do.”

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The multitrillion-dollar industry supports one in 10 jobs worldwide and is growing by about 5% each year, according to the World Travel and Tourism Council.

That organization projects that the tourism and hospitality field will support more than 413 million jobs by 2028.

Omni Hotel General Manager Eric Opron applauded MTSU’s development of a program that he feels will serve as a pipeline of talented graduates attractive to his company and others.

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MTSU is now poised to become one of the premier institutions for furnishing personnel to a burgeoning industry that is critical to the mid-state economy and in need of skilled professionals. The University announced the creation of a Tourism and Hospitality Management major that becomes the first such degree in middle Tennessee.

33

TRUE COMMUNITY

cultivate: “to prepare and use . . . “to try to acquire or develop 34

(a quality, sentiment, or skill) . . .”

People who are engaged in the world around them, who are intellectually curious and understand nuance, add a great deal to our Tennessee citizenry and have a much better chance of achieving innovation and solutions than people who lack those abilities.

In a day and age where our society seems to constantly transform and shift, the ability to cultivate students and graduates who can keep their eyes open and to see the big picture—the picture that serves the community, the state, and the nation best—may be the most valuable skill we impart at MTSU,

TRUE EXPERIENCE MTSU’s annual Lifelong Learning program provides interested members of the Murfreesboro community the opportunity to come on our beautiful campus and attend a series of informative educational sessions about a wide variety of topics.

It’s just another way MTSU is woven into the fabric of the local community and serves as a welcome partner in enriching the lives of all around us.

The College of Liberal Arts holds the community outreach program on consecutive Mondays in May. Lifelong Learning offers curious adults 50 years and older an opportunity to expand their knowledge about a variety of topics, but without homework and quizzes.

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It’s just another way MTSU is woven into the fabric of the local community.

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This year’s sessions included: “The Lost Art of Listening” by Janet McCormick (pictured), a professor in the Department of Communication Studies.

35

INVENTION CONVENTION PRESENTATIONS

800+ young inventors

AG EDUCATION SPRING FLING

900+ students attended

36

TRUE LEARNING Tens of thousands of young Tennesseans journey to MTSU each year for reasons other than college attendance.

For instance, each summer the campus of MTSU becomes a hotbed for various educational camps benefitting youth from across Tennessee.

The result is that MTSU’s campus is a place where memories are made and where young minds perhaps for the first time experience a college campus environment and hatch a dream to one day earn a degree.

Just one example that casts a long shadow over the lives of schoolchildren from across Tennessee is the

annual MTSU Department of Aerospace Introduction to Aviation Camp.

The three dozen 12- to 18-year-olds came to soak in all they could from Aerospace’s diverse offerings— professional pilot, air traffic control, maintenance, unmanned aircraft and more—during the weeklong session both on campus in the Business and Aerospace Building and at the University’s Flight Operations Center at Murfreesboro Airport.

We anticipate many of the camp attendees to consider MTSU as their college choice.

TRUE INVESTMENT Private support continues to provide valuable resources for our campus.

For example: •O ur School of Concrete and Construction Management received $5.2 million in commitments for our new Concrete and Construction Management Building, which is funded as part of the state budget.

•T he University secured $2.2 million in new geo-mapping technologies and software for our Geosciences Department.

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•T he MTSU Foundation’s endowment performance ranks in the top quartile in the National Association of College and University Business Officers annual report.

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•T he annual True Blue Give campaign exceeded response rate and participation benchmarks, raising over $400,000.

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Country music artist Chris Young, a former MTSU student, joined me in announcing his decision to support a new live performance venue created at MTSU in the former Cyber Café.

Young provided a $50,000 gift to create an educational and experiential performance lab now called the Chris Young Café. The gift provides a permanent fund to support future upgrades to equipment, facilities, and special projects for the space.

In 2018, the College of Media and Entertainment assumed management of the space as an extension of the classroom to provide professional training in all aspects of live performance, including event sound, the fastest-growing portion of audio production. In addition to providing a much-needed advisory role to

38

help students manage performances, scheduling, event logistics, technical support, and promotion, the venue also provides opportunities to work with alumni and professionals in the entertainment industry, enhancing curriculum, internship and job placement, and outreach opportunities for the college.

MTSU has been referred to as a “Grammy Factory” given that alumni, former or current students, and faculty from across the University have been a part of more than 75 Grammy Award nominations in the last decade. Kate Snow, anchor of NBC Nightly News Sunday and senior national correspondent, visited the MTSU campus in January 2019 for a profile of the University’s Department of Recording Industry, its successful alumni, and annual Grammy Awards outreach, which aired before the Grammys telecast on CBS.

TRUE ENTERPRISE A new program within MTSU’s Jennings A. Jones College of Business is filling an increasing need for sales professionals in the mid-state economy with the support of partnerships and a team of industry advisors.

The new Professional Selling concentration within the B.B.A. in Marketing was made possible through a $100,000 donation from Nashville-based Insurance Group of America that will fund the IGA Office of Professional Sales with $20,000 annually for the next five years.

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Noe said he hopes the office’s enhanced student outreach “attracts top scholars and builds the sales concentration into a nationally recognized program.”

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About half of Noe’s 20 employees are MTSU alumni.

Noe is also a member of the department’s advisory board, which is made up primarily of sponsoring sales professionals as well as alumni and community members who meet twice a year to provide feedback about the program.

The mission of the new office is to increase student outreach and internship opportunities and attract top scholars to the program.

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IGA owner and founder Jamie Noe (r) was formally recognized with a special award for his company’s contribution.

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A Tennessee Higher Education Commission report indicates that thousands of entry-level sales positions will be opening up in Tennessee over the next few years because of ongoing economic growth.

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The mission of the new office is to increase student outreach and internship opportunities and attract top scholars to the program.

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TRUE EXCHANGE MTSU has strengthened our international initiatives both on campus and around the world. Those efforts boost student success through creating opportunities for travel, exposure to culture, and research.

Here are some of the highlights in our international activities:

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•

The first cohort students from the collaborative program with Guangxi University successfully completed their program at MTSU. Among the 40 students who enrolled in the program in 2017, 29 received their master’s degrees in Finance, Business Management, and Actuarial Science. The students’ GPAs at MTSU range from 3.46 to 3.82.

•

Ten students from Guangxi University of Technology spent two weeks at MTSU learning about American education and culture and studying topics in their computer science major. Two groups of 70 middle school children from Hangzhou Dongcheng Education Group in China also took part in educational exchange and an immersive language and culture program at MTSU.

•

We had another successful year for MTSU students studying abroad. A total of 333 students participated in a wide range of study-abroad programs in 37 countries. The 27 MTSU Signature Programs highlight the dedication of our faculty in curriculum internationalization.

•

For the third year in a row, Animation students participated in the Wonderful World International Student Media Art Exhibition in China and Malaysia.

TRUE HEALTH Officials with MTSU and China’s Guangxi University of Chinese Medicine signed an agreement solidifying their ties regarding cooperative research into agricultural residues and traditional medicine.

In the agreement, MTSU will join the team from the Guangxi Collaborative Innovation Center for Research on Functional Ingredients of Agricultural Residues, a research institute based in China at Guangxi University.

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Separately, MTSU continues helping stakeholders statewide navigate the exciting possibilities regarding ginseng that grows in the wild—and with a growth period shortened in a university laboratory—across Tennessee.

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The two entities will share ownership rights to intellectual property that is jointly developed.

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Both universities will make joint efforts to develop and promote health products derived from traditional botanical medicine in the U.S. market.

Iris Gao, director of the MTSU-based International Ginseng Institute and associate professor in the School of Agriculture, leads the University’s ginseng research efforts. The institute is nothing short of a crown jewel and a model of success in our efforts to create collaborations that bring benefits not only to the University but also to our surrounding community. The study and trade of the ginseng plant holds great humanitarian benefits, both in revitalizing international trade and in the quest for finding cures and treatments for the diseases and conditions that afflict humankind.

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Both universities will promote the study of the biochemical and physiologic effects of traditional medicine and the mechanisms of action and toxicity of botanical materials.

A group of ginseng experts and enthusiasts met at MTSU to exchange ideas, evaluate current trends, and plan for the future during a two-day symposium focused on research surrounding the wild root and its medicinal and supplemental value.

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Together, MTSU and the Chinese institutes will participate in joint programs of medicinal research and product development on agricultural botanical residues, including American ginseng extract and persimmon, mango, and sugar cane leaves.

41

TRUE FUTURE graduate: “to successfully complete a course of study 42

or training . . .�

The end result of this commitment to student success is the completion of a degree and the preparation of a wave of graduates who are ready to work.

READY TO WORK One in five college graduates in greater Nashville holds an MTSU degree, making us the No. 1 provider to the region’s workforce.

In all, MTSU has more than 64,000 alumni working across greater Nashville.

Our alumni run companies. They win Grammys. They teach our children. They cure diseases. They create, innovate, and succeed.

They also give our current students the largest area alumni network to help locate jobs.

The University plays a crucial role in helping community college students, technology center graduates, and adults alike finish their degrees and join Tennessee’s workforce more quickly and prepared to lead.

MTSU is the No. 1 choice of transfer students, adult learners, and firstgeneration college students in the state.

As such, MTSU serves as the capstone of Tennessee’s higher educational program built on the Tennessee Promise and the Drive to 55.

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our grads are ready to work.

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From aerospace to agriculture, and finance to health care and concrete management,

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TRUE IMPACT

ANNUAL EXTENDED REVENUE IN TENNESSEE

After graduation, MTSU alumni have a tremendous impact on middle Tennessee, the state, and indeed, the world!

$9 billion generated by MTSU alumni

ECONOMIC IMPACT OF MTSU ALUMNI Alumni from Middle Tennessee State University generate more than $9 billion in extended total revenue annually for Tennessee businesses.

This contributes significantly to state, regional, and local economies, according to the 2018 MTSU Alumni Impact study by the Business and Economic Research Center (BERC) at MTSU.

1.4% of Tennessee’s total business revenue of $655 billion

23% of Rutherford County’s total business revenue of $41 billion

4% of the Nashville MSA’s total business revenue of $223 billion 44 © Robert Benson Photography

TRENDS AND KEY FINDINGS •T he report shows the necessity of a college education for the increasingly competitive Tennessee job market, with 36% of U.S. workers who recently relocated to the state holding a bachelor’s degree or higher—compared to 25% of resident Tennesseans.

•M TSU alumni are concentrated in counties surrounding major cities in the state (and likewise in the nation). Alumni account for 71% of the recent degreed population increase in Rutherford County; 16% in the Nashville MSA, which is experiencing rapid economic growth; and 13% in Tennessee.

•T he total MTSU alumni impact is shown in the following data by analyzing: the value of a degree from MTSU (Core Impact); spending by alumni (Economic Contributions); and spending of alumni, plus that of their employees (Extended Economic Contributions).

MTSU ALUMNI IMPACT IN TENNESSEE Core Impact $3 billion

Economic Contributions $8.3 billion

Extended Contributions $9 billion

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The earning potential of MTSU alumni is substantially higher than in-state workers with only a high school diploma.

MTSU’s importance as a vital learning environment for people across Tennessee will increase further as competition for educated, skilled workers continues to intensify. With calculations based on differences in purchasing power, Davidson ($613.7 million) and Rutherford ($603.5 million) top individual counties with the biggest additional business revenue from MTSU graduates’ earning power. Next were Williamson, Wilson, Sumner, Maury, Shelby, Hamilton, Knox, and Coffee, ranging in descending order from $564 million to $65 million.

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THE VALUE OF AN MTSU DEGREE

45

Board of Trustees (l–r): front, J.B. Baker, Pam Wright, Samantha Eisenberg, Mary B. Martin, and Pete DeLay; back, Tom Boyd, Darrell Freeman, Stephen Smith, Christine Karbowiak, and Joey A. Jacobs

46

TRUE BLUE BOARD Conclusion Samantha Eisenberg, student trustee, who graduated from MTSU in May, 2019 with a B.S. in Psychology and is currently pursuing a master’s in Clinical Psychology, specializing in neuropsychology.

It was another historic year under our independent Board of Trustees. This governance allows the University to be more nimble and strategic. The board’s input and support is helping move us to the next level. This new level of independence for the former TBR universities is truly bold and potentially transformational for MTSU.

•

During this reporting period, Tennessee Gov. Bill Lee appointed MTSU alumnus Tom Boyd of Lebanon to a six-year term on the University’s Board of Trustees.

Boyd (’73), an investment adviser representative with Decker Wealth Management in Nashville, replaced Andy Adams, who decided to not seek a second term on the 10-member board. Boyd previously served as a senior vice president at Bank of America, where he handled areas ranging from treasury management to commercial banking to loan administration.

The governor also reappointed business owners J.B. Baker and Pam Wright to new six-year terms.

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“

It was a historic first year under our independent Board of Trustees.

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Mary B. Martin, faculty trustee, a professor of Mathematics in the College of Basic and Applied Sciences.

18

•

20

Other recent additions to the board include:

MTSU alum Stephen B. Smith (’11) was unanimously reelected to a second two-year term in September as chair of the institution’s Board of Trustees. Smith, who has held the top trustee role since the board was created in 2017, is chair of the board of Haury and Smith Contractors. The board also reelected fellow MTSU alum Darrell Freeman, Sr. (’87, ’90), former executive chair of Zycron Inc., who is also co-founder and chair of Pinnacle Construction Partners, to a second two-year term as vice chair.

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TRUE SUCCESS NEW FRESHMEN FALL ENROLLMENT

48

20

18 49

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NEW UNDERGRADUATE TRANSFER FALL ENROLLMENT

50

20

18 51

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9

Student Age Information- Fall 2017 - 2019

Student Age Information- Fal

STUDENT AGE INFORMATION: FALL 2017–2019

Average Age by Student Level- Fall 2

Average Age by Student Level- Fall 2017-2019 Fall 2017 Headcount Age 3,016 1,373 3,689 4,489 6,033 923 19,523 161 1,826 106 297 2,390 21,913

Level First-time Freshman Continuing Freshman Sophomore Junior Senior Undergrad Special Total Undergraduate Graduate Special Master's Specialist in Education Doctoral Total Graduate Total

19 21 21 23 26 18 23 35 30 39 37 32 24

Fall 2017 Level Headcount Age Fall 2018 Fall 2019 First-time Freshman 3,016 Age Headcount Age Headcount Continuing Freshman 2,897 19 3,312 19 1,373 Sophomore 1,219 21 1,077 21 3,689 Junior 3,551 21 3,505 21 4,489 Senior 4,500 23 4,548 23 6,033 Undergrad Special 26 923 5,834 5,651 26 Total Undergraduate 1,250 18 1,368 18 19,523 Graduate 161 19,251 Special 22 19,461 22 Master's 158 36 121 37 1,826 Specialist 106 1,818 in Education 31 1,753 30 Doctoral 297 89 36 83 37 Total Graduate 37 314 303 37 2,390 Total 2,379 32 2,260 32 21,913 21,630 23 21,721 23

Student Headcount by Age Group- Fall 2019 Age 17 or less

Undergraduate 971 5.0%

Graduate 0 0.0%

18-20

8,114

41.7%

2

0.1%

21-24

7,266

37.3%

505

22.3%

25-34

2,236

11.5%

1,076

47.6%

35-64

860

4.4%

665

29.4%

14

0.1%

12

0.5%

Over 64

Total

19,461

2,260

Headcount

Source: MTSU Office of Institutional Effectiveness, Planning and Research

First-time freshmen codes updated Fall 2017.

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Student Headcount by Age GroupAge 17Total or less 971 4.5% 18-20

8,116 21-24 7,771 25-34

Undergraduate 971 5.0%

37.4% 35.8%

3,312 35-64 15.2% 1,525 Over 64 7.0% 26

Total 21,721

0.1%

Graduate 0

8,114

41.7%

7,266

37.3%

505

2

2,236

11.5%

1,076

4

860

4.4%

665

2

14

0.1%

12

19,461

2

2,260

Student Headcount Age 25 and

Student Headcount Age 25 and Over Fall 2017 Fall 2018 Fall 2019 5,598 5,306 4,863

19 21 21 23 26 18 23 35 30 39 37 32 24

Headcount

Fall 2017 Fall 2018 Fall 5,598 5,306

Source: MTSU Office of Institutional Effectiveness, Planning and Research

First-time freshmen codes updated Fall 2017.

Headcount by College, Classification HEADCOUNT AND Gender GENDER Gender- Academic Year 2016-17 to 2018-19 HeadcountBY byCOLLEGE, College,CLASSIFICATION, Classification and Term

Gender

Summer

Female

4,280

55%

4,087

Male

3,544

45%

3,367

7,824

100%

7,454

12,121

55%

11,966

55%

55% Fall

45% 100%

Male

9,929

45%

9,947

Total

22,050

100%

21,913

45% Spring 100%

Female

11,114

55%

10,988

55%

Male

9,122

45%

9,074

Total

20,236

100%

20,062

Unduplicated Total

26,134

2017

% of Total

2018

4,838

22%

4,789

Behavioral and Health Sciences

4,293

20%

4,179

Business

2,667

12%

2,577

633

3%

590

Liberal Arts

2,227

10%

2,159

Media and Entertainment

2,450

11%

2,361

923

4%

1,244

Non-Degree Seeking University College Total Undergraduates Graduate Studies

Total

1,492

7%

1,352

19,523

89%

19,251

2,390

11%

2,379

21,913

100%

21,630

Classification- Fall 2017 to 2019 Classification

2017

% of Total

2018

Freshman

4,389

20%

4,116

Sophomore

3,689

17%

3,551

Junior

4,489

20%

4,500

Senior

6,033

28%

5,834

923

4%

1,250

Undergraduate Special Graduate Special

161

1%

158

1,826

8%

1,818

Specialist in Education

106

0%

Doctoral

297

1%

21,913

100%

Master's

Total

Source: MTSU Office of Institutional Effectiveness, Planning and Research First-time freshmen codes updated Fall 2017.

19,700

100%

25,239

89

Basic and Applied Sciences % Behavioral of Total and Health 2019 Sciences % of Total

Total

23% 19% 12% 3% 10% 11% 6% 6% 90%

11%

2,260

10%

100%

21,721

100%

Classification Freshman % Sophomore of Total

2019

Total

% of

4,087

3,544

45%

3,367

7,824

100%

7,454

12,121

55%

11,966

9,929

45%

9,947

22,050

100%

21,913

11,114

55%

10,988

9,122

45%

9,074

20,236

100%

20,062

26,134

25,602

% of Total

% of Total 20% 16% 21% 26% 6% 1% 8% 0%

2018

22%

4,789

4,293

20%

4,179

2,667

12%

2,577

633

3%

590

2,227

10%

2,159

2,450

11%

2,361

923

4%

1,244

1,492

7%

1,352

19,523

89%

19,251

2,390

11%

2,379

21,913

100%

21,630

Classification- Fall 2017 to 2019 % of Total

2018

% of

4,389

20%

4,116

3,689

17%

3,551

4,489

20%

4,500

6,033

28%

5,834

923

4%

1,250

161

1%

158

1,826

8%

1,818

106

0%

89

297

1%

314

21,913

100%

314 1% 303 1% MTSU Office of21,721 Institutional Effectiveness, Planning and Research 21,630Source: 100% 100% First-time freshmen codes updated Fall 2017.

% of

4,838

2017

19% 4,389 Junior 16% 3,505 Senior 21% 4,548 Undergraduate Special 27% 5,651 Graduate Special 6% 1,368 Master's 1% 121 Specialist in Education 8% 1,753 Doctoral 0% 83

2017-18

55%

2017

22% 4,959 Business 19% 4,201 Education 12% 2,656 Liberal Arts 3% 569 Media and Entertainment 10% 2,114 Non-Degree Seeking 11% 2,375 University College 6% 1,368 Total Undergraduates 6% 1,219 Graduate Studies 89% 19,461

% of Total

College- Fall 2017 to 2019

College

Basic and Applied Sciences

Education

100%

25,602

College- Fall 2017 to 2019 College

45%

Unduplicated Total

4,280

21,630

–1

Spring

Female

2017-18

2016-17

Female 2018-19 % of Total Male 4,041 55% Total 3,328 45% Female 7,369 100% Male 11,860 55% Total 9,770 45% Female 21,630 100% Male 10,783 55% Total 8,917 45%

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Total Fall

% of Total

Gender

20

2016-17

Summer % of Total

9

Term Gender- Academic Year 2016-17 to 2018-19

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Headcount, Student Credit Hours, & Full-Time HEADCOUNT, STUDENT CREDIT HOURS, & FULL-TIME Equivalents Summary - Fall 2019 EQUIVALENTS SUMMARY: FALL 2019

Undergraduate Graduate

Total

Full-Time Part-Time Total Full-Time Part-Time Total

Headcount 15,721 3,740 19,461 681 1,579 2,260

21,721

Student Credit Full-Time Hours (SCH) Equivalents (FTE) 226,163 15,078 21,661 1,444 247,824 16,522 6,914 576 7,887 657 14,801 1,233

262,625

17,755

Note: Totals may vary fom the summed parts due to rounding. One Undergraduate FTE=15 credit hours and one Graduate FTE=12 credit hours.

Source: MTSU Office of Instutitional Effectiveness Planning and Research Power BI Dashboard

UNDERGRADUATE MAJORS BY by COLLEGE: Undergraduate Majors College FALL 2019 Total 19,461 Fall =2019 Total = 19,461 Non-Degree Seeking 1,368 3%

University College 1,219 6%

Basic and Applied Sciences 4,959 25%

Mass Communications 2,375 12%

Liberal Arts 2,114 11% Education 569 3%

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Business 2,656 14%

Behavioral and Health Sciences 4,201 22%

Headcount by Student Type HEADCOUNT

BY Headcount STUDENT TYPE­ : FALL 2017–2019

by Student Type Fall 2017 - 2019 Fall 2017 - 2019

% Change % Change Fall 2018 Fall 2019 Fall 2017 2017-2019 Fall 2018 Fall 2019 Fall 2017 2017-2019 New First Time Freshmen 3,016 2,897 3,312 9.8% New Students New First Time Freshmen 3,016 1,967 2,897 2,048 3,312 4.6% 9.8% New Students New Transfer 1,958 New Transfer 1,958 1,967 2,048 4.6% New Undergraduate Special 15 11 35 133.3% New Undergraduate Special 15 11 35 133.3% New Graduate Special 86 78 60 -30.2% NewCandidate Graduate Special 86 514 78 503 60 -4.7% -30.2% New Masters 528 528 514 503-25.0% -4.7% New EdSNew Masters Candidate 12 19 9 New EdS 12 19 9 -25.0% New Doctoral Student 22 38 41 86.4% New Doctoral Student 22 5,524 38 6,008 41 6.6% 86.4% Total New Students 5,637

Overall Growth Overall Growth

798

21,913

14,494 121 182 187 379 7 15 65 15 13

117 177 194 302 6 13 69 25 15

918 984 1,105 798

5,524 808 2,828 3,420 5,291 128 67 1,235

746 2,786 3,331 5,123 111 53 1,186 70 45 249 26113,655

14,083 117 177 194 302 6 13 69 25 15

90 158 185 314 1 8 64 4 13

837 918 1,221 1,105

6,008-19.7% 6.6% 746 -5.8% -19.7% 2,786 -2.8% -5.8% 3,331 -5.9% -2.8% 5,123 7.8% -5.9% 111-11.7% 7.8% 53 -3.8% -11.7% 1,186-11.4% -3.8% 70 -5.0% -11.4% 249 -5.8% -5.0%

13,655-25.6% 90-13.2% 158 -1.1% 185-17.2% 314-85.7% 1-46.7% 8 -1.5% 64-73.3% 4 0.0% 13-14.9% 83753.0% 1,221

21,630 21,721 -0.9% 21,913 21,630 21,721

Source: MTSU Office of Institutional Effectiveness, Planning and Research Source: MTSU Office of Institutional Effectiveness, Planning and Research First-time freshmen codes updated Fall 2017.

First-time freshmen codes updated Fall 2017.

-5.8% -25.6% -13.2% -1.1% -17.2% -85.7% -46.7% -1.5% -73.3% 0.0% -14.9% 53.0%

-0.9%

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Total Concurrent HighRe-Enrollees School High School Concurrent High School High School

808 2,828 3,420 5,291 128 67 1,235 45 79 261 26214,083

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14,494 Returning Students FreshmanTotal Readmitted 121 Re-Enrollees Freshman Readmitted Re-Enrollees Sophomore Readmitted 182 Sophomore Readmitted Junior Readmitted 187 Junior Readmitted Senior Readmitted 379 SeniorSpecial Readmitted Undergraduate 7 Special GraduateUndergraduate Special Readmitted 15 Graduate Special Readmitted Masters Candidates 65 Masters Candidates EdS Readmitted 15 EdS Readmitted Doctoral Readmitted 13 Doctoral Readmitted Total Re-Enrollees 984

5,637 929 2,957 3,426 5,445 103 60 1,233

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EdS Continuing Doctoral Continuing DoctoralStudents Continuing Total Returning

929 2,957 3,426 5,445 103 60 1,233 79 262

20

New Students FreshmanTotal Continuing Returning Freshman Continuing StudentsReturning Sophomore Students Junior Sophomore Senior Junior SeniorSpecial Undergraduate Special GraduateUndergraduate Special Continuing Graduate Special Continuing Masters Candidate Masters Candidate EdS Continuing

55

SNAPSHOT 2019 STUDENT SnapshotOF of FALL Fall 2019 Student BodyBODY TotalHeadcount Headcount: 21,721 Total = 21,721

Gender

Status 20,000

14,000

18,000

11,801

12,000 9,920

10,000

16,402

16,000 14,000 12,000

8,000

10,000 6,000

8,000 5,319

6,000

4,000

4,000

2,000

2,000

0

Male

0

Female

Full-Time 76%

Part-Time 24%

College 6,000

5,336 4,668

5,000 4,000

3,069

3,000

2,428

2,354

2,000

1,039

1,000 0

Basic and Applied Sciences 24.6%

Beh. and Health Sciences 21.5%

Business 14.1%

Education 4.8%

Liberal Arts 10.8%

Media & Entertainment 11.2%

1,346

1,481

University College 6.2%

Non Degree Seeking 6.8%

Classification 5,651

6,000 5,000

4,548

4,389

4,000

3,505

3,000

2,260

2,000

1,368

1,000 0

56

Freshman 20%

Sophomore 16%

Junior 21%

Senior 26%

Undergrad. Special 6%

Graduate 10%

Source: MTSU Office of Institutional Effectuveness, Planning and Research

ADMISSION APPLICATION STATISTICS: THREE-YEAR ENROLLMENT TRENDS Fall 2017 Men Number of Applicants

(%)

4,393

44.2%

Admission Application Statistics: Three-year Enrollment Trends Fall 2019–2019 Fall 2017-Fall 2019

Women 5,545

Fall 2018

(%) 55.8%

Total 9,938

Men

(%)

3,499

43.4%

Women 4,566

(%)

Total

56.6%

Fall 2019

Men

8,065

4,160

(%)

Women

46.4%

4,813

(%) 53.6%

Total 8,973

Number of Admissions

2,612

44.3%

3,286

55.7%

5,898

3,225

42.8%

4,309

57.2%

7,534

3,861

45.9%

4,548

54.1%

8,409

Number Enrolled (full-time)

1,398

47.0%

1,578

53.0%

2,976

1,330

46.5%

1,532

53.5%

2,862

1,640

50.0%

1,642

50.0%

3,282

15

37.5%

25

62.5%

40

14

40.0%

21

60.0%

35

16

53.3%

14

46.7%

30

1,413

46.9%

1,603

53.1%

3,016

1,344

46.4%

1,553

53.6%

2,897

1,656

50.0%

1,656

50.0%

3,312

48.8%

51.1%

Number Enrolled (part-time) Total Enrolled (full-time/part-time) % of Admission (full-time/part-time)

54.1%

41.7%

36.0%

38.5%

42.9%

36.4%

39.4%

Source: Common Data Set

Admission Application Statistics: Three-year Enrollment Rate Fall 2017- Fall 2019

Fall 2016 Fall 2017Fall 2018 Number 9,938 8,065 8,973 12,000 Number 5,898 7,534 8,409 10,000 Total Enr 3,016 2,897 3,312 8,000 6,000 4,000 2,000 -

Fall 2016

Fall 2017

Fall 2018

Number of Applicants

9,938

8,065

8,973

Number of Admissions

5,898

7,534

8,409

Total Enrolled (full-time/part-time)

3,016

2,897

3,312

Full-Time and Part-Time Headcount Full-Time and Headcount Fall Terms 2010 - 2019 Full-Time and Part-Time Part-Time Headcount Fall Terms 2010 2019 Fall Terms 2010 - 2019 FULL-TIME AND PART-TIME HEADCOUNT: FALL TERMS 2009–2019

Note: There was a small calculation error in the 2007-2017 table that has been corrected in this form Note: There was a small calculation error in the 2007-2017 table that has been corrected in this form

Source: IEPR Power BI Source: IEPR Power BI Source: IEPR Power BI

–1 18

TOTAL No. TOTAL Change Percent Change 91 0.4% No. Change Percent Change -283 Percent-1.3% No. Change Change 91 0.4% -13791 -0.6% 0.4% -283 -1.3% -461 -2.0% -283 -1.3% -137 -0.6% -218 -1.0% -137 -0.6% -461 -2.0% -612 -2.6% -461 -2.0% -218 -1.0% -2,053 -8.1% -218 -1.0% -612 -2.6% -1,048 -4.0% -612 -2.6% -2,053 -8.1% 12 0.0% -2,053 -8.1% -1,048 -4.0% 1,242 4.9% -1,048 -4.0% 12 0.0% 12 0.0% 1,242 4.9% 1,242 4.9%

9

TOTAL

Percent Number of Students Change Percent Number of -1.5% Percent 21,721 Number of Students Change 21,630 1.1% Students Change 21,721 -1.5% 1.8% 21,721 -1.5% 21,913 21,630 1.1% -5.5% 21,630 1.1% 22,050 21,913 1.8% 22,511 5.9% 21,913 1.8% 22,050 -5.5% 3.6% 22,050 -5.5% 22,729 22,511 5.9% -15.8% 22,511 5.9% 23,341 22,729 3.6% 25,394 -0.2% 22,729 3.6% 23,341 -15.8% 5.4% 23,341 -15.8% 26,442 25,394 -0.2% -4.4% 25,394 -0.2% 26,430 , 26,442 5.4% 26,442 5.4% 26,430 -4.4% , 26,430 -4.4% ,

20

Full-Time Part-Time Number of No. Percent Number of No. Full-Time Part-Time Part-Time Year Students Full-TimeChange Change Students Change Number of No. Percent Number of No. 2019 16,402 1.1% 5,319 of Number of No.171 Percent Number No.-80 Year Students Change Change Students Change 2018 16,231 -344 -2.1% 5,399 61 Year Students Change Change Students Change 2019 16,402 171 1.1% 5,319 -80 2017 16,575 -232 -1.4% 5,338 95-80 2019 16,402 171 1.1% 5,319 2018 16,231 -344 -2.1% 5,399 61 2016 16,807 -154 -0.9% 5,243 -30761 2018 16,231 -344 -2.1% 5,399 2017 16,575 -232 -1.4% 5,338 95 2015 16,961 -526 -3.0% 5,550 308 2017 16,575 -232 -1.4% 5,338 95 2016 16,807 -154 -0.9% 5,243 -307 2014 17,487 -793 -4.3% 5,242 181 2016 16,807 -154 -0.9% 5,243 -307 2015 16,961 -526 -3.0% 5,550 308 2013 18,280 -1,101 -5.7% 5,061 -952 2015 16,961 -526 -3.0% 5,550 308 2014 17,487 -793 -4.3% 5,242 181 2012 19,381 -1,035 -5.1% 6,013 -13 2014 17,487 -793 -4.3% 5,242 181 2013 18,280 -1,101 -5.7% 5,061 -952 2011 20,416 -295 -1.4% 6,026 307 2013 18,280 -1,101 -5.7% 5,061 -952 2012 19,381 -1,035 -5.1% 6,013 -13 2010 20,711 1,506 7.8% 5,719 -264-13 2012 19,381 -1,035 -5.1% , , 6,013 2011 20,416 -295 -1.4% 6,026 307 2011 20,416 -295 -1.4% 6,026 307 2010 20,711 1,506 7.8% 5,719 -264 , , Note: There was a small calculation error in the1,506 2007-2017 table that has been corrected in this form 2010 20,711 7.8% 5,719 -264 , ,

57

THE DOLLARS AND CENTS Unaudited Statement of Revenues, Expenses, and Changes in Net Assets For the Year Ended June 30, 2018 with Comparative Figures for the Year Ended June 30, 2018

Revenues Operating Revenues Net Tuition and Fees Operating Grants and Contracts Sales and Services of Educational/Other Activities Net Auxiliary Enterprises Other Operating Revenues

Total Operating Revenues

Other Revenues State Appropriations Capital Appropriations Nonoperating Grants and Contracts Gifts and Capital Gifts Investment income-Net of Expense Other Nonoperating Revenues

Total Revenues

Expenses Operating Expenses Salaries and Wages Benefits Utilities, Supplies, and Other Services Scholarships and Fellowships Depreciation Expense

Total Operating Expenses

2019 2018 2017 2016 $132,291,573.74 $12,254,975.61 $22,105,796.52 $27,339,647.67 $294,569.20

$131,627,943.38 $11,528,522.81 $20,370,284.64 $26,737,690.69 $187,146.38

$129,970,164.02 $11,413,418.10 $20,032,596.43 $26,048,389.13 $188,543.02

$129,129,037.42 $11,833,267.36 $20,117,013.77 $25,753,240.82 $358,320.91

$194,286,562.74

$190,451,587.90

$187,653,110.70

$187,190,880.28

$106,160,034.31 $20,024,115.95 $71,405,800.00 $6,738,511.43 $3,972,302.35 509,855.70

$97,834,560.44 $6,050,949.42 $73,580,430.00 $7,261,307.71 $2,690,515.47 96,028.55

$91,620,650.00 $11,653,575.99 $69,814,104.00 $7,525,128.66 $1,680,833.04 -

$86,841,312.50 $18,678,650.17 $71,227,199.00 $5,098,814.60 $953,870.77 1,982.40

$403,097,182.48

$377,965,379.49 $369,947,402.39 $369,992,709.72

2019 2018 2017 2016 $175,842,715.38 $65,124,983.08 $85,033,881.97 $29,231,530.00 $20,628,995.74

$168,128,603.17 $60,630,109.11 $82,206,415.29 $30,840,252.01 $20,584,848.16

$375,862,106.17

$362,390,227.74

$6,488,936.63 $0.00

$6,587,795.95 $0.00

$161,200,829.16 $56,811,675.61 $80,345,307.39 $30,211,807.71 $20,614,210.46

$159,301,040.63 $52,263,505.62 $73,687,911.70 $31,719,982.04 $19,416,010.33

$349,183,830.33 $336,388,450.32

Other Expenses

Interest on Capital Asset-Related Debt Other Nonoperating Expenses

Total Expenses

58

$7,839,005.07 $41,799.54

$8,185,298.34 $133,775.54

$382,351,042.80 $368,978,023.69 $357,064,634.94 $344,707,524.20

Net Assets

Net Assets-Beginning of Year Increase (Decrease) in Net Assets Cumulative Effect of Change in Accounting Principal Prior Period Adjustment

Net Assets-End of Year

TOTAL OPERATING REVENUES

$391,530,704.43 $20,746,139.68 - -

$396,047,797.56 $8,987,355.80 - (13,504,448.93)

$383,165,030.11 $12,882,767.45 - -

$361,120,919.44 $25,285,185.52 (3,241,074.85)

$412,276,844.11

$391,530,704.43

$396,047,797.56

$383,165,030.11

2019

2018

2017

2016

$190.5 MM

$187.7 MM

$187.2 MM

$194.3 MM

TOTAL REVENUES

TOTAL OPERATING EXPENSES

TOTAL EXPENSES

2018

2017

2016

$403.1 MM

2019

$378.0 MM

$369.9 MM

$370.0 MM

2019

2018

2017

2016

$375.9 MM

$362.4 MM

$349.2 MM

$336.3 MM

2019 $382.4 MM

2018

2017

2016

$369.0 MM

$357.1 MM

$344.7 MM

NET ASSETS-END OF YEAR

2019

2018

2017

2016

$412.3 MM

$391.5 MM

$396.0 MM

$383.1 MM

University Editor Drew Ruble Contributing Editor Carol Stuart Director of Creative Marketing Solutions Kara Hooper University Photographers Andy Heidt, J. Intintoli, James Cessna, Cat Curtis-Murphy Design by Sherry Wiser George 700 Copies Printed at CMS-Printing

0220-8697 / Middle Tennessee State University does not discriminate against students, employees, or applicants for admission or employment on the basis of race, color, religion, creed, national origin, sex, sexual orientation, gender identity/expression, disability, age, status as a protected veteran, genetic information, or any other legally protected class with respect to all employment, programs, and activities sponsored by MTSU. The Assistant to the President for Institutional Equity and Compliance has been designated to handle inquiries regarding the non-discrimination policies and can be reached at Cope Administration Building 116, 1301 East Main Street, Murfreesboro, TN 37132; Marian.Wilson@mtsu.edu; or 615-898-2185. The MTSU policy on non-discrimination can be found at mtsu.edu/iec.

59

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