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Minutes - October 18, 2011
President Royce Engstrom was attending a Big Sky meeting and unable to be present at this meeting. Provost Perry Brown was in attendance to present the topic “University 101” – Planning Updates and Input for 2013, 2014, 2015. Provost Brown stated that this meeting would be focused on planning/planning revision and getting ideas for the next biennium. At the end of the meeting open time would be provided for committee and audience comments/discussion. Provost Brown commented that this is the first time in his memory that UM has thought about the next biennium this early. We want to be substantially ahead of the game by approaching this early. There are three version of the plan available:
Full version on the web page
Booklet on the web page
Pocket card version with summary of the assessment on the back
Provost Perry Brown proceeded with a Power Point presentation - We are constantly in the cycle which corresponds with the legislative and accreditation cycle. Within the plan there are four underlying core values:
and five strategic issues:
Partnering for Student Success
Preparing K-12 students
Transitioning to college
Integrating the early college curriculum
Strengthening student support
Emphasizing faculty & staff development
Education for the Global Century
Strength in foundational academic programs
Two-year programming responsive to local, regional, state, and national needs
Global engagement and leadership at the baccalaureate level
Discovery and innovation through graduate education
Discovery and Creativity to Serve Montana and the World
Enhance contributions by faculty and students through research
Expand knowledge and cultural richness through creative scholarship
Advance today's technology to tomorrow's product through technology transfer, contributing to the creation of innovations, jobs, and business opportunities
Dynamic Learning Environment
People - Lead in recruiting, retaining, and developing the highest quality students, faculty, and staff
Programs - Provide programs of distinction, engaging local to world-wide partnerships, connecting programs to our unique location
Infrastructure - Utilize technologies and practices that optimize the learning experience while modeling sustainability
Culture - Inspire an atmosphere where engagement and passion for learning thrive
Place - Integrate the character of the campus environment into discovery and instruction
The Planning-Assessment Continuum
Linkage of plans and resources
Transparent and participative processes throughout the cycle
Data-driven decisions and goal setting
Objective and timely assessment of outcomes
A handout was provided “Priorities for 2012/2013” which included the following.
Partnering for Student Success (1)
Implement the recently approved admission standards;
Expand dual credit offerings, the Montana Digital Academy, and align K-12 preparation programs with new admissions standards;
Increase financial aid, scholarships, and grant opportunities for entering students;
Partnering for Student Success (2)
Establish an Office of Academic Enhancement to coordinate and expand opportunities for internships, study abroad, civic engagement, and undergraduate research;
Establish two new Living/Learning communities; and
Increase and enhance student employment opportunities.
Education for the Global Century (1)
Develop additional partnerships with Montana businesses;
Develop a full community college mission for the COT;
Establish a COT advising office and enhance academic advising to allow a seamless transition to a baccalaureate degree and also serve certificate and two-year degree-oriented students;
Education for the Global Century (2)
Expand courses, credit and non-credit programming, and student services at the Bitterroot College Program in accordance with the BCP strategic plan;
Launch a Global Leadership initiative for implementation of a baccalaureate big questions curriculum to be pursued simultaneously with a student’s major, and implement capstone experiences for students, where appropriate;
Education for the Global Century (3)
Implement new programs in Systems Ecology (M.S./Ph.D.), Materials Science (Ph.D. joint with Montana Tech), Middle School Mathematics (M.S.), and Special Education (M.Ed.);
Increase funding for graduate stipends toward national levels, and review allocation of institutionally supported TAs/RAs; and
Facilitate the formation of faculty groups interested in developing proposals for federal training grants for graduate education and assist in the development of the proposals.
Discovery and Creativity to Serve Montana and the World (1)
Designate programs of distinction for research and creative scholarship and begin to provide resources to move such programs to clear national prominence;
Increase funding toward underfunded areas such as the Humanities and Fine Arts as addressed in the Research Strategic Plan;
Discovery and Creativity to Serve Montana and the World (2)
Develop systems to fund core facilities, studying the possibilities of cooperative arrangements on equipment and use with researchers at MSU and a blend of fees for service and state-base dollar;
Carry out a National Council of University Research Administrators (NCURA) peer reviewed audit of Office of Research and Sponsored Programs (ORSP), and implement process changes as necessary to ensure that ORSP is focused on customer service; and
Discovery and Creativity to Serve Montana and the World (3)
Develop programs, such as intramural grants, and an institutional database of abstracts and grant activity by investigator and discipline to promote interdisciplinary dialogue and conversation to share research ideas and interests.
Dynamic Learning Environment (1)
Implement a teaching excellence award for each college;
Develop and implement a leadership training program for supervisors of faculty and staff;
Construct a new facility for the COT;
Develop new North and South Student Academic Centers (e.g. student athlete and library learning centers);
Establish the Veterans Center to support veteran student needs;
Dynamic Learning Environment (2)
Develop a new strategic plan and a revised business model for online education;
Implement a new women’s sport within Intercollegiate Athletics;
Hire a Diversity Coordinator to implement, monitor and assess diversity initiatives; and
Implement a UM Communication Plan that identifies and reinforces the UM brand through web and organizational communication management.
Planning-Assessment Continuum (1)
Implement the planning priorities outlined within the Strategic Plan using the planning, budgeting, implementation and assessment committees to ensure transparent and focused decision making;
Allocate at least 1.5% of the General Funds budget to new initiatives;
Transparently mobilize contingency funds to respond to enrollment changes and operational priorities;
Planning-Assessment Continuum (2)
Annually report on the linkage of institutional budget allocation by strategic goals and funding of new initiatives;
Work with the UM Foundation to develop feasible fundraising priorities, reviewing and renewing these priorities annually;
Planning-Assessment Continuum (3)
Assess the IT infrastructure implications of the strategic issues, inventory available Central and distributed IT resources, evolve central and unit-based IT plans to align them to support the strategic issues, and allocate resources for central and/or distributed IT infrastructure accordingly;
Develop an IT plan that defines desired service levels and technological capacity for each sector of the University and revise the funding model for IT;
Planning-Assessment Continuum (4)
Annually produce operating plans in all sectors to indicate how resources will be deployed to achieve strategic priorities and produce measurable outcomes;
Annually produce assessment reports for each sector to document the extent and array of assessment activity within the sector and highlight critical outcomes against benchmarks or performance targets; and
Planning-Assessment Continuum (5)
Enhance the content of the annual institutional Assessment Report and UM Report Card to align with the strategic issues and indicators of success identified within the Strategic Plan.
The Provost concluded his presentation and asked for comments & ideas that fit into the 5 big strategic issues. He stated that we will need to resource some things that we haven’t resourced well to date. There are a couple of things we have done that we will have to resource more significantly and will be prominent discussion items.
Working on a Veterans Center but it will take significantly more resources to get fully functional to serve a growing population of the UM student body and some of our faculty/staff veterans better.
Need to resource recruitment activities in the state of Montana more heavily than we have to date. Will probably have to provide greater tuition discounts so we capture the very best students from the state of Montana at UM and deal with the major problem in Montana of providing resources to students with financial need.
Comments from others:
Great thing has happened in the past 10 years with COT growing its enrollment –
Must get a Campus for COT
As discussed - continue to enhance counseling and advising
Enrich Academic Offerings to make more viable path to articulation of baccalaureate program
Complete two year mission actually provides a greater variety of options
We have really neglected 2 year education in Montana. Calling it the College of technology limits perspective of what a 2 year college can mean; talk about community colleges in Montana as a bridge to Baccalaureate degree
Real opportunity and all kinds of positives can be built around COT:
More of a teaching faculty creates a different relationship with students
Cheaper for students
53% of students in higher education in US are in 2 year colleges – skewed by California at 75-80% but Montana is at 27%
Implicit in the dynamic learning environment and explicit in recent EPSCor proposal is notion of interdisciplinary. UM at potentially no cost whatsoever could better recognize and foster interdisciplinary and make a major step in very little time. Could add this to FY13 agenda due to low related costs
Learning outcomes for student employees - we can be a little more intentional about hiring student employees and fostering them through their education while getting them some work experience .
In the learning environment whatever we do is a learning component
In providing student support shouldn’t lose sight of students who struggle
Global Leadership Initiative is there for the entire University population – every entering student has that opportunity
Address the returning adult student population particularly with the economy right now
Two-year education has a lot of emphasis on adult students
Evening and weekend courses that can lead to a degree are necessary to provide opportunities for the working population. Online courses address some of that but some courses require face to face involvement.
Degree to which we are utilizing work study is terrible - small amount of money getting to student - need to make this program work better-.
Students doing well in class could help struggling students who are not doing as well and get paid for work study.
Objective of Education for a Global Century addresses Diversity and Global Education at the higher level however need to encourage K-12 to come along that path. This should be started at an early level. Need more people engaged in this discussion.
Digital Academy – offers on-line coursework to people all over the state and students are attracted to many of the international kinds of things – 4th or 5th is Chinese
Open to discussion/comments on any topic:
(Question addressed to the Provost) If a K-12 education teacher were here listening to the presentation emphasizing K-12 education and the teacher commented that they are already burdened and they thought we were passing the buck; how would you respond?
Provost: We understand that K-12 teachers have a lot of constraints; they are busy and working hard in the field. How do we reform teacher education and preparation? How do we help them as they deal with all the things they have to deal with? There are a lot of ways such as providing college age students to help with the education process for K-12. We are not saying that they are always failing; they have to deal with the product that walks in the door. We can extend the idea of learning throughout the community. He would need to think more to provide a more complete answer.
(Question to Provost) If we send students out to local K-12 schools they can’t get credit. How do we solve that?
(Provost) Clear learning objectives, Student internships - part of service learning, More streamlined