Goals and Objectives 2005-2006
19 July 2005
|TO:||S. M. Stearns, Commissioner of Higher Education|
|FROM:||G. M. Dennison, President|
|SUBJECT:||Goals and Objectives for 2005-2006|
As in prior years, I herewith submit my goals and objectives for FY 2005. As you know, I use "goal" in reference to a long-term aspiration requiring continuous effort over extended periods and "objective" to the short-term, tactical activity undertaken in pursuit of a goal. Goals persist over time, while objectives vary as conditions change. Assessment of performance in pursuit of goals and objectives offers insights concerning attentiveness to assigned responsibilities and the mission of the University.
With the counsel and advice of all groups on the campuses through appropriate agencies of University governance, guide The University of Montana to maintain campus communities attractive to qualified persons and appropriate to campus missions.
- Promote an open atmosphere on the campuses characterized by the free interchange of ideas and respect for the rights of all, thereby encouraging participation in governance.
- Maintain consultative planning, programming, and budgeting processes for all four campuses.
- Maintain contact with the campuses by visiting each of them at least once per semester.
- Recruit and retain an administrative team dedicated to responsible and participatory governance respectful of the diverse perspectives and interests of the University community, established governance processes, and administrative responsibilities, and empower the members of the administrative team to fulfill their roles and responsibilities.
- Recruit and retain a diverse group of outstanding faculty and staff members as role models who serve the needs of the students attracted to the campuses, and empower the faculty and staff, through professional development programs and essential infrastructure, facilities, and equipment, to fulfill their roles and responsibilities.
- Implement the University's diversity plan to assure the inclusion of female, minority, and international faculty, staff, and students, with particular attention to the historic role and presence of Native Americans in Montana.
- Pursue aggressively the availability of opportunities for faculty, staff, and students to participate in international development projects, programs, and exchanges.
- Continue the successful implementation of the modified Montana Achievement Project and assure annual evaluations of all Executive Officers, Deans, Chairs, Directors, and supervisors.
- Monitor the campus environments to identify areas needing further improvement to facilitate the learning, creativity, and development of students, staff, and faculty.
- Review and revise as necessary University and campus policies, procedures, and facilities for the maintenance of safe and supportive environments on the several campuses.
Implement and revise as necessary the Strategic Directions for The University of Montana to operationalize the concept of "a single University with a presence in several communities. "
- In conjunction with the Executive Committee of The University of Montana, monitor the necessary revision and implementation of the Strategic Directions for The University of Montana with advice of the functional councils.
- Assure annual review of campus mission and vision statements for continued relevance and responsiveness.
- Assure annual review and any needed revision of campus strategic plans aligned with the strategic plan of the Montana University System, Strategic Directions for The University of Montana, and approved mission statements.
- Complete the facilities master plans - including information technology infrastructure - for all campuses of The University of Montana.
Sustain responsive instructional programs of high quality and encourage and promote faculty research and creative activities in pursuit of the University’s mission in instruction, research, and service to the people and communities of Montana.
- Monitor ongoing program review to assure the most responsive and appropriate offering of programs by campus in accordance with mission while allowing the programmatic autonomy essential to campus vitality.
- Monitor ongoing review for continuance or disestablishment of all centers, institutes, and bureaus based on continued functionality, responsiveness, and support.
- Enhance the diversity, availability, attractiveness, and responsiveness of two-year education in Western Montana.
- Support the ongoing survey of State needs and develop academic programs in response to identified needs - especially but not exclusively for workforce development training programs - including programs such as the 2+2 Engineering Program (Missoula and Butte campuses), Nursing (Missoula and Helena campuses), and doctoral programs in Audiology and Speech Pathology, Limnology, and Resource Engineering (Missoula and Butte campuses).
- Implement collaborative student recruitment for all campuses.
- Assure the continued accreditation of all programs subject to accreditation.
- Continue the implementation of the outcomes assessment programs on all campuses.
- Review admission standards by campus and continue the implementation of enhanced standards for the Missoula campus.
- Encourage the continued competitiveness of faculty in research and creative activities to attract at minimum an increase of ten percent in external funds above the level achieved in FY 2005.
- Collaborate actively in the ongoing Shared Leadership initiative.
- Continue the discussions with representatives of the natural resource industries and key legislators to identify ways The University of Montana can assist them and the State of Montana in economic development.
Develop the resource base of the University through a strategy to enhance public awareness of and support for higher education, to influence the legislative process, and to attract private support for the University.
- Assist in the identification of a responsive and workable funding strategy keyed to performance indicators for public higher education in Montana.
- Contribute to the dialogue about the desired structure and role of higher education for the social and economic development of the State.
- Participate actively in a public discussion about the critical importance of State-funded student financial assistance, especially but not exclusively for students with demonstrated need.
- Collaborate to revise the funding model for the Montana University System, with the integration of differential tuition by FY 2006.
- Monitor closely the results of approved tuition discounting.
- Work with The University of Montana Foundation and the other campus Foundations, as appropriate, to secure private support.
- Implement a comprehensive marketing program for the multi-campus University.
Assure full accountability for the use of resources and the implementation of applicable rules, regulations, and policies.
- Monitor the effectiveness of the management approach that distributes authority and responsibility to those who provide direct service to clients, with particular attention to the concept that functions are central, services local.
- Maintain an efficient and responsive internal audit function to assure compliance with Regents’ policies and State law.
- Implement the University budget for 2005-2006 approved by the Board of Regents and develop responsive reporting mechanisms, especially concerning the one percent tuition increase for quality.
- Continue to assess and revise University policies and procedures to assure maximum efficiency and full compliance with all applicable rules, regulations, statutes, and audit findings.
- Assure adequate contingency funds to deal with unforeseen contingencies that may arise on any of the campuses of The University of Montana.
- Implement approved plans to eliminate and prevent budget deficits on any of the campuses of The University of Montana.
- Continue to monitor the Deficit Reduction and Prevention Plan for Athletics on the Missoula campus.
- Stand accountable for the stewardship of all University resources.
Communicate the goals, objectives, accomplishments, and contributions of the Montana University System and The University of Montana to the people of Montana and the nation and serve as a spokesperson and representative for higher education and for the University.
- Participate actively in the public dialogue about the structure, role, and potential of higher education in Montana and the nation.
- Contribute actively in the ongoing effort to assure that public higher education focuses on the development of Montana's human resources.
- Explain to faculty, staff, students, parents, and external constituencies the meaning and significance of the concepts of "a single University with a presence in several communities," and "functions are central, services local."
- Articulate how the restructured University System functions as a System and meets the needs of the people of Montana.
- Develop and articulate widely the benefits received from Foundations that serve the campuses of The University of Montana and explain the use of donated funds.
I anticipate that the annual evaluation will focus upon these goals and objectives. Please let me know if you or any of the Regents have questions or comments.
Thank you for your assistance.
c: Chancellors and Dean
Executive Officers and Deans