Goals and Objectives 1998-1999
1 June 1998
|TO:||R. A. Crofts, Commissioner of Higher Education
The University of Montana Community
|FROM:||G. M. Dennison, President|
|SUBJECT:||Goals and Objectives for 1998-1999|
In annual memoranda issued during the years I have had the honor to serve as President of The University of Montana, I have outlined my goals and objectives for the coming year. I use the term goal to refer to a long-term aspiration requiring continuous effort over an extended period, while I identify objectives as the short-term, tactical activities undertaken to assist in the attainment of the goals. Predictably, the goals remain fairly constant, while objectives vary as conditions change. Nonetheless, periodic assessment of success in the pursuit of the goals and of the efficacy of the objectives provides the occasion for new thought about the mission of the University and my own performance.
- To guide The University of Montana, with the counsel and advice of all groups on the campuses through appropriate agencies of University governance, so as to maintain campus communities attractive to qualified persons and dedicated to the achievement of the mission of the University.
- Promote an open atmosphere on the campuses characterized by the free interchange of ideas and respect for the rights of all so as to encourage the contributions of all groups and individuals to the fulfillment of the mission of The University of Montana.
- 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 to 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 and to serve the needs of the students attracted to the campuses, and to empower the faculty and staff, through professional development programs and the provision of 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 programs and exchanges.
- Monitor the campus environments to identify areas needing further improvement so as to facilitate the learning, creativity, and development of all students, staff, and faculty.
- Conduct workshops for all groups on all campuses during 1998-99 so as to explicate and encourage involvement in the implementation of the Strategic Directions for the University.
- Continue the refinement of the professional development program for staff on the Missoula campus.
- Review and evaluate the performance of all members of the administration and staff to assure accountability and provide assistance to those evaluated.
- Complete the establishment of a one-stop shopping center for students on the Missoula campus, thus enabling them to transact all their business with the University in one place. Insure that the one-stop shopping center affords electronic access to students located in remote sites or who do not wish to come to the center.
- Initiate discussion to institute similar programs and centers on the other three campuses, based upon experience in Missoula and the needs of the other campuses.
- Continue the effort on all campuses to improve the facilities essential to serving the needs of the students, including the renovation of classrooms and laboratories, the renovation of Adams Field House in Missoula, the completion of the student residence and dining halls in Butte and Dillon, and completion of the Mill Building, Chemistry Building, and Student Union Building on the Butte campus.
- Monitor the market closely and develop a plan to issue bonds, with approval by the Regents, if and when the need arises, as for example with regard to a parking facility in Missoula.
- Meet during the Academic Year with the faculties of the various Departments and Schools as individual groups in their facilities with an open agenda to discuss issues of interest and concern.
- Meet during the summer with the staff of the non-academic entities as individual groups in their facilities to discuss issues of interest and concern.
- Participate actively in the governance councils of faculty, staff, and students.
- To implement the Strategic Directions for The University of Montana to operationalize the concept of "a single University with a presence in several communities" as a continuation of the restructuring of the Montana University System launched four years ago by the Regents.
- Continue to study the possible restructuring of the administration on the Missoula campus so as to bring together Budget, Institutional Research, and Facilities Planning to develop a comprehensive planning function for The University of Montana, providing planning services to all campuses.
- Charge the administration on each campus to establish a process for implementation of the Strategic Directions for The University of Montana.
- Charge the functional Councils to implement the Strategic Directions for The University of Montana while also developing means to integrate administrative functions -- for example, budgeting, information technology, auditing, planning, and the like -- within the multi-campus University while also preserving campus identities.
- Charge the Executive Committee of The University of Montana to monitor the implementation of the Strategic Directions to assure the achievement of the objectives while also preserving campus identities.
- Insure that the implementation of the Strategic Directions allows the University to aggregate its faculty and staff resources and deploy them in ways to assure maximum effectiveness and efficiency in the delivery of services to students and the people of Montana and the provision of those functions essential to the several campuses of the University.
- Assure the continued involvement of all groups in the implementation of the Strategic Directions.
- Work closely with the Chancellors and other Executive Officers, faculty, staff, and students to complete the implementation of the common suite of integrated information systems for The University of Montana.
- Continue the development of a data warehousing function fully compatible with the Montana State University and the State data systems that will serve the needs of the Montana University System and The University of Montana.
- Complete the facility needs assessment and planning process for all campuses of The University of Montana.
- Meet with and charge the various functional Councils to remain attentive to best practices for the implementation of the concept of "one University with a presence in several communities."
- Continue the collaborative approach to governance, but with specific emphasis upon explaining fully the rationale for all decisions and proposals.
- In consultation with the Chancellors, Executive Officers, faculty, staff, and students, study the need for a Planning Office for The University of Montana, including the staffing and funding requirements.
- Arrange for community meetings to discuss the Strategic Directions for The University of Montana and their implications for the several campuses and the communities they serve.
- Provide ample documentation and discussion to persuade the Regents of the merits of the implementation of the Strategic Directions.
- Complete the implementation of the SCT BANNER suite of integrated systems on all campuses of The University of Montana. Decide whether and, if so, how to transform the Student Information and Student Financial Aid Modules to a single environment, single instance installation.
- Continue the development of data warehousing within Institutional Research on the Missoula campus.
- Support aggressively the Long Range Building Request of The University of Montana for funds to complete the renovation of the classrooms and laboratories constructed prior to 1972 as a match to the funds provided by the Academic Facilities Fee assessed to all enrolled students of The University of Montana.
- Identify new facility needs and the most promising funding strategies for those facilities.
- To sustain instructional programs and encourage and promote faculty research and creative activities in fulfillment of the University’s mission in instruction, research, and service to the people and communities of Montana.
- Monitor the ongoing review of the program array to assure the most responsive and appropriate array of programs by campus in accordance with assigned mission.
- Develop and secure approval of at least two new academic programs in the health care fields and at least one new doctoral program.
- Develop and secure approval of at least two collaborative programs involving two or more of the campuses.
- Continue to enhance the availability and attractiveness of two-year education by developing new programs and improving the quality of existing programs, especially on the Butte campus.
- Refine the collaborative approach to student recruitment to all campuses of The University of Montana to assure the most appropriate placement to meet the needs of applicants.
- Begin delivery of at least two more off-campus programs in communities with identified needs and involving the faculty of two or more of the campuses.
- Participate actively in the Western Governors University.
- Retain Doctoral I status for the Missoula campus by maintaining the number of doctoral degrees awarded annually at 40 at the minimum.
- Assure the continued accreditation of all programs subject to accreditation.
- Continue the implementation of the outcomes assessment program, with particular attention to an outcomes-based general education program for The University of Montana campuses.
- Review admission standards by campus to reflect the differences in mission, with the appropriate involvement of faculty committees.
- Encourage the continued enhancement of faculty excellence in research and creative activities so as to attract at minimum an increase of ten percent in external funds above the level achieved in FY 1998 to support the mission of the University.
- Promote and implement responsive outreach programs and technology transfer so as to serve the needs of the people of Montana, working closely with Montana State University, the Montana Department of Commerce, and the Governors Office.
- The specific activities are clearly indicated by the objectives themselves. However, all activities associated with these objectives will occur within the context of approved processes and procedures for University and University System governance.
- To develop the resource base of the University through appropriate participation with the Commissioner and the Board of Regents to plan and implement 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.
- Participate actively in the campaign to secure voter approval of the Six-Mill Levy in November 1998.
- Travel widely throughout the State and talk to various groups explaining the contributions and needs of higher education.
- Participate in a coordinated effort to persuade voters and legislators of the needs to moderate tuition increases and increase the amount of State-funded student financial assistance.
- Collaborate with the Commissioner and others in the Montana University System to revise the funding model.
- Pursue vigorously tuition reduction for the Colleges of Technology, and explore tuition differentials by campus type.
- Develop a strategy to assist the smaller campuses to deal with the effects of enrollment fluctuations, perhaps involving a special University reserve fund.
- Assure strong and viable alumni associations and foundations to serve all four campuses, while providing for appropriate coordination of effort involving all of them.
- Continue to work with various organizations, groups, and individuals in the private sector to develop private support for the campuses of the University, recognizing donor preferences within the context of Regentally approved roles and missions of the campuses.
- Explore the ability of auxiliaries to contribute to the ongoing operational support of the University campuses.
- All specific activities are clearly indicated by the identified objectives. The efforts to generate support from the private sector will occur through the auspices of the foundations associated with the campuses.
- To assure full accountability to the Commissioner of Higher Education, the Board of Regents, and the State of Montana for the use of resources and the implementation of applicable rules, regulations, and policies.
- Continue the development of all campuses of The University of Montana as approved in the restructuring plan, but within the context of Aa single University with a presence in several communities.
- Fully implement a management approach that distributes authority and responsibility to those on the front lines who must help to design the work processes for maximum effectiveness and efficiency characterized by the highest possible quality of service to clients.
- Maintain an efficient and responsive internal audit function to assure compliance with Regents’ policies and State law.
- Implement a University budget for 1998-1999 that conforms to the System priorities and budget as approved by the Board of Regents.
- Work closely with the Commissioner, Regents, and colleagues in the Montana University System to secure approval for an operational budget and long-range building request for the next biennium that meets the needs of public higher education for the State of Montana.
- Continue to assess and revise University policies and procedures so as to assure maximum efficiency and full compliance with all applicable rules, regulations, statutes, and audit findings.
- Maintain appropriate flexibility in programming and budgeting so as to have the capacity to deal with unforeseen contingencies that may arise on any of the campuses of The University of Montana.
- Stand accountable for responsible stewardship of all University resources, including the physical plant and the environment.
- The specific activities are clearly indicated by the identified objectives.
- To 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.
- Work closely with the Commissioner of Higher Education, the Regents, President Michael Malone, and the Chancellors of The University of Montana campuses to explain the role and value of higher education in Montana, the nation, and the world.
- Explain fully to the faculty, staff, students, parents, and external constituencies the meaning and significance of the concept of "a single University with a presence in several communities."
- Articulate fully how the restructured University System functions as a System and meets the needs of the people of Montana.
- Develop and articulate widely a full rationale for the benefits received from foundations that serve the campuses of The University of Montana, and explain fully the use of donated funds.
- Revise the marketing plan of The University of Montana for all four campuses, with special attention to two-year education, on the basis of experience.
- The specific activities are clearly indicated by the identified objectives.
I anticipate that the annual evaluation will focus upon the identified goals and objectives which I have attempted to state in terms that lend themselves to evaluation.