The office of the provost recently rolled out the third Continuous Agility Process (CAP) — that’s the systematic, ongoing framework that helps keep academic affairs fresh, relevant and market-savvy. Each CAP plan lists specific priorities that are chosen because they have particular resonance for our institution during the lifespan of that CAP. For example, the previous CAP, which covered the 2023–24 academic year, included outputs related to the academic realignment and the implementation of the Brightspace learning management system.
The Current CAP
Because this framework is now well established, the current CAP is able to track longer-term goals. It includes items that will develop through 2027. Last spring, Provost Dr. John Jasinski consulted sources throughout academic affairs teams nationwide to compile a list of priorities that might be included. He then reviewed this list with the deans of Missouri State’s colleges, who provided feedback about the priorities that are most relevant to our institution.
From there, they workshopped the list with academic unit leaders (AULs) during a series of meetings called “advances” — because, as Jasinski says: “We always advance, not retreat.” During these advances, AULs discussed and ranked the items until some clearly emerged as priorities that had broad, deep support. The team also held discussions with Faculty Senate’s executive committee, who offered additional perspective and insight.
Thanks to this extensive discussion and analysis, Jasinski says it was fairly straightforward to identify nine items for CAP inclusion. “The ranking exercises helped us build a clear consensus over time,” he says. He then added a tenth item, which allows for maximum responsiveness and flexibility as new challenges arise.
Ten CAP Items
Academic Opportunities
This priority is designed to ensure that academic opportunities are explored and pursued with a strategic, shared vision. “The most important thing about this CAP item is that it’s about the big picture,” says Dr. Ken Brown, chief academic strategy officer. “We’re not interested in micromanaging programs. We’re thinking about how we deliver those programs and making sure we’re reaching the students who want to be part of them.”
Brown anticipates that online education will play a big role in this discussion. So will new course modalities, like HyFlex, which combines in-person, synchronous online and asynchronous online learning for maximum flexibility.
This item helps ensure that programs are accessible for non-traditional students and others who might be juggling complex personal or professional obligations while they’re pursuing educational goals.
Taking a strategic approach also keeps academic affairs connected to current needs and opportunities within a range of professions. A program like Pathways for Paraprofessionals, which is designed for paraprofessionals who want to earn degrees while they’re working in K–12 schools, provides a good model, Brown says.
“We want to make sure we’re being responsive to real-world conditions, with the understanding that students’ needs are leading the conversation,” Brown says.
Artificial Intelligence (AI)
As we continue to address the ethical use of AI within curriculum and other academic pursuits and operations, this item is included to ensure we’re well positioned regarding professional applications of AI. It also speaks to ongoing conversations about policies that relate to AI.
Related Reading
Dr. Lisa Blue recently delivered a keynote address and workshop at the Faculty Center for Teaching and Learning’s Showcase on Teaching and Learning. She addressed some of the biggest questions about AI in the classroom, including how to develop AI course policies and how to evaluate assignments through the lens of AI’s impact.
Data Analytics
As we shared this summer, there’s a new office of institutional effectiveness, headed by Dr. Egon Heidendal, associate provost for institutional effectiveness.
“Including data analytics as a CAP priority underscores our commitment to fostering a data-informed culture,” Heidendal says. “By leveraging data analytics, we can make more informed decisions, enhance our academic programs and ultimately improve student outcomes. Our goal is to empower faculty and staff with the tools and insights they need to drive improvement and innovation across the university.”
Related Reading
Get to know Heidendal with this Q&A we conducted when he joined Missouri State last spring.
Higher Learning Commission (HLC) Preparation
If you were at the All Faculty Welcome Luncheon, you participated in a discussion about HLC accreditation, which was led by Jasinski and Dr. Tamera Jahnke, dean of the College of Natural and Applied Sciences. These efforts are ongoing as we prepare for a comprehensive HLC site visit, scheduled for March 30–31, 2026.
Related Reading
In March, we caught up with Jahnke to learn more about how we’re preparing for HLC’s comprehensive evaluation.
Learning Environment Upgrades
The goal of this item is to codify and execute an approach for upgrading classrooms and other learning environments across all colleges. It relates to discussions of HyFlex, immersive/active learning classrooms and related technology. A team led by Dr. Subhasree Basu Roy, associate professor of finance, economics and risk management, conducted research on this topic last year and laid the groundwork for future developments.
Mental Health and Well-being
Jasinski says that this CAP item was organically elevated through the process of ranking and discussing potential priorities. “Mental health and well-being consistently emerged as something our academic leaders wanted to put front and center,” he says.
Dr. Marjorie Shavers, associate dean in the College of Education, is leading this effort. “Mental health is the foundation for everything,” she says. “When we prioritize it, we empower our entire campus community to thrive — fueling academic success, improving culture, and creating a culture where staff, faculty, administrators and students can rise together.”
This CAP item is designed to promote a culture that focuses on wellness and mental health for all — faculty, staff and students. Shavers says it’s crucial to facilitate thoughtful conversation about this topic.
“While CAP was being developed, I discovered mental health and wellness initiatives on campus that I was previously unaware of,” she says. “Our first step will be to listen to our campus community, gain a better understanding of the needs and learn about what already exists. We want to prioritize mental health and strengthen our academic mission, and it’s essential that we shape this based on needs that are voiced by our community.”
As this conversation evolves, we look forward to reporting and sharing it here.
“When we prioritize [mental health and well-being], we empower our entire campus community to thrive…”
—Dr. Marjorie Shavers
Research Strategy
This item is designed to help articulate research strategy and goals that align with Missouri State’s mission and Carnegie classification. It’s also intended to reinforce the value of student experiences and guide the coordination of interdisciplinary collaboration and resource allocation.
Related Reading
Brad Bodenhausen, vice president for community and global partnerships, and Marina Loveland, director of research administration, sat down with us to talk about recent research accomplishments.
Shared Governance
Jasinski says that this CAP item was elevated through discussions with representatives of Faculty Senate. “Shared governance is a major priority for this CAP,” he says. “We’re committed to nurturing and enhancing our relationships and ensuring that our lines of communication are open and active.”
Student Success
This item relates to key areas, including enrollment, persistence, retention and graduation rate. The latest news for the division of student success is that it has rejoined academic affairs. Dr. Kelly Wood continues to lead the division as associate provost for student success.
Related Reading
As part of the previous CAP, a task force investigated the gap between the number of students who enrolled in the Honors College and the number who completed honors programs and graduated with honors. This task force recently provided recommendations, and Honors College developments are ongoing.
Study Teams
CAP’s tenth item allows for responsiveness and flexibility. “As needs and challenges arise, study teams will be organized to address them in a systematic and proactive manner,” Jasinski says.