campus open forum warren kent wray march 5, 2014
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TRANSITION FROM “NO DEANS” TO “DEANS” College of Arts, Sciences and Business College of Engineering and Computing. Campus Open Forum Warren Kent Wray March 5, 2014. SIX COMMITTEES. Administrative Planning Committee – Larry Gragg - PowerPoint PPT PresentationTRANSCRIPT
TRANSITION FROM “NO DEANS” TO “DEANS”
College of Arts, Sciences and Business College of Engineering and Computing
Campus Open ForumWarren Kent Wray
March 5, 2014
SIX COMMITTEES• Administrative Planning Committee – Larry Gragg
• Academic Planning Subcommittee – Dave Enke/Larry Gragg, Co-Chairs• Non-Academic Planning Subcommittee – Greg Smith• Resource Planning Committee – Kelvin Erickson• Personnel and Financial Resources Subcommittee - Kelvin Erickson,
Chair• Physical Resources Subcommittee (Campus Space Committee) – Walt
Branson, Chair• External Functions and Activities Planning Committee – Lea-Ann Morton,
Chair• Strategic Planning Responsibility Committee – Rose Horton/Jim Drallmeier,
Co-Chairs• Faculty Bylaws Committee – Mark Fitch, Chair• Steering Committee – Kent Wray, Chair
TIMELINECommittee discussions: February 3 – 28
University-wide forum to hear from committees: March 5 (today)
Steering committee considerspreliminary options for consideration and comments and forward tospecial committees: March 12
Committees submit recommendations: March 21
TIMELINEChancellor and Provost considerrecommendations: April 2
Campus-wide Open Forum IIto hear recommendationsby steering committee: April 9
3-4:30 PM
Opportunity for final commentsfrom faculty, staff, students,and alumni: April 14
Chancellor and Provost make final decisions: April 21
CONSULTANTS, UM SYSTEM
• Deborah Noble-TriplettAssistant Vice President Academic AffairsVP Human Resources/Academic Affairs
• Eric RosenhauerDirector Performance ImprovementUM Health System
ORDER OF SPEAKERSMark Fitch, Faculty Bylaws Revision Committee
Rose Horton, Strategic Planning Responsibility Committee
Kelvin Erickson, Personnel & Financial Resources Subcommittee
Walt Branson, Physical Resources Subcommittee
Lea-Ann Morton, External Functions and Activities Planning Com.
Larry Gragg, Academic and Non-Academic Planning Subcommittee
Deborah Noble-Triplett and Eric Rosenhauer, UM System
RP&A’s Ad-hoc bylaws committee
Campus Open ForumMark Fitch
March 5, 2014
Committee Charge
…to review any necessary changes to the bylaws regarding bringing back deans and that all standing committees are to report back to the ad hoc committee on any implications of bringing back the deans that they see in the purview of their committees
Committee Members
• Mark Fitch• Martin Bohner• Daniel Tauritz
Process
• Compared 2007 changes (to no deans) to current bylaws
Suggested by-laws changesCreate Colleges as a Faculty Organization• Consisting of “all tenured, tenure-track, and non-
tenure track full-time faculty members holding the rank of instructor or above in the departments that belong to the college, its Dean, and any of its Associate or Assistant Deans”
• “The chief executive and administrative officer of each college is its Dean”; search similar to current Dep’t Chair search.
• Meetings at least once per semester.
Suggested by-laws changes• “…shall have delegated directly to it by the General
Faculty jurisdiction over matters primarily of interest only to that college. This includes – appeals of departmental academic actions and – establishment of new certificates, minors, and degree
programs, – with a primary responsibility for maintaining and improving
the academic excellence of all departments within the college
Special programs offered completely in a single college under Dean (now all under Provost)
Suggested by-laws changesDeans• Members of General and Graduate Faculty• Ex-officio members of Faculty Senate (also add
Chancellor as ex-officio)• Not eligible to chair a Standing Committee
Previously passed FS resolutions• Standing Committee previous chair shall
organize election of successor, else Faculty Senate President designate committee member to organize elections unless a committee has its own chair election policy
• Administrative Review Committee from 4 to 3 members
• No Grad Council rep on Campus Curriculum Committee
Previously passed FS resolutions• Intellectual and Tech Transfer Committee• Tenure Policy Committee• Grievance Hearing Panel “…functions in
accordance with CRR 370.010…”• Parking, Security and Traffic Committee from 12
to 7 faculty members, from 2 to 1 undergraduate student, additional 1 (was 2) may be Chancellor-appointed, and Chancellor no longer to appoint chair.
Strategic Planning Responsibility Committee
Campus Open ForumRose Horton
March 5, 2014
Strategic Planning Responsibility Committee
The current Missouri S&T strategic plan was created and adopted with the current organizational structure in effect. It may be appropriate, and even a requirement for some levers and actions, that the new colleges and Vice Provost and Deans be responsible for the successful implementation or application of some of the plans levers and actions. This committee will review the current strategic plan and, working with appropriate lever leaders and action owners, identify which levers and actions will become the responsibility of the new VDPs when the new colleges become operational.
Strategy StatementMissouri S&T will provide by 2020 a top return on investment among public research universities to students, employers, research partners and donors through extraordinary access to renowned expertise, services and experiential learning opportunities.
Strategic Planning Responsibility Committee
• Jim Drallmeier (co-chair)• Joan Nesbitt• Laura Stoll• Debra Robinson• Ralph Flori• Jeff Cawlfield• Rose Horton (co-chair)
Plan of Action• Jim Drallmeier and Rose Horton met to determine
course of action• Levers were assigned to team members• Team members were tasked with analyzing each
action and determine if Academic Deans needed to be added
• Lever Leaders were consulted throughout decision process
• Recommendations for adding Academic Deans to actions were proposed to Chancellor and Cabinet
Strategic Plan Action Realignment• Lever 1.1- Action: 1.1.2 • Lever 1.2- Actions: 1.2.3, 1.2.5 and 1.2.6• Lever 1.3- Action: 1.3.1 • Lever 2.1- Actions: 2.1.2 and 2.1.6• Lever 2.2- Actions: 2.2.3, 2.2.4 and 2.2.5• Lever 2.3- Actions: 2.3.1, 2.3.2, 2.3.5, 2.3.8, 2.3.9, 2.3.10, 2.3.11 and 2.3.12• Lever 2.5- Actions: 2.5.2, 2.5.3, 2.5.6 and 2.5.8• Lever 3.1- Actions: 3.1.1, 3.1.2 and 3.1.3• Lever 3.3- Actions: 3.3.1 and 3.3.5• Lever 3.4- Actions: 3.4.7 and 3.4.10• Lever 3.5- Action: 3.5.3• Lever 4.2- Actions: 4.2.1 and 4.2.2
Summary• Lever 1.1 (experiential learning) - 1 action• Lever 1.2 (foster innovation) - 3 actions• Lever 1.3 (student access to faculty) - 1 action• Lever 2.1 (faculty hiring) - 2 actions• Lever 2.2 (Missouri’s technological research) - 3 actions• Lever 2.3 (culture of excellence) - 8 actions• Lever 2.5 (modify teaching methods) - 4 actions• Lever 3.1 (evaluate programs) - 3 actions• Lever 3.3 (improve facilities) - 2 actions• Lever 3.4 (promote inclusion and diversity) - 2 actions• Lever 3.5 (student engagement) - 1 action• Lever 4.2 (enhance labs) - 2 actions
TOTAL strategic plan actions: 32
Resources Planning Committee
Campus Open ForumKelvin EricksonMarch 5, 2014
Resources Planning Committee
The Resources Planning Committee will coordinate extensively with the other major restructuring planning committees by helping to identify the number of personnel positions required to accomplish those financial, administrative, academic, and outreach responsibilities and activities that the other committees have identified as being essential and continuing in need. There will be a committee chair that oversees the two subcommittees.
Personnel and Financial Resources Subcommittee
Personnel and Financial Resources Subcommittee will be responsible for identifying the type and number of positions that will be required for each Vice Provost/Dean's office. Once these positions have been approved, the availability of these positions will be announced through HRSAADI as open for internal candidates and those individuals being displaced by the reorganization will be given the opportunity to apply for the new position recommendations. In addition, this committee will research the financial structure of similar deans’ offices and estimate the funds needed to support the various deans’ offices non-personnel needs, functions and activities (e.g., office operations, travel, unplanned support for reporting units, proposal matches, etc.). (This committee will not establish the VPDs budgets.)
Personnel and Financial Resources Subcommittee Members
Kelvin Erickson, Chair Lance HaynesDaryl Beetner Shenethia ManuelSteve Clark Deborah Noble-TriplettMitsy Daniels Keng SiauLokesh Dharani Lisa StrauserLucretia Eaton Jay SwitzerBarbara Hale Kerry Magner (GraduateRichard Hall Student Council Rep)
Space Committee Report
Campus Open ForumMarch 5, 2014Walt Branson
Committee Charge
The Space Committee will coordinate with the Personnel and Financial Resources subcommittee once the number and type of personnel needed to staff each of the deans’ offices have been identified. Once the number and type of staff members are known, the Space Committee will locate potential office space for each of the new VDP offices and present one or more recommendations to the Chancellor.
Physical Resources Subcommittee (Campus Space Committee)
• Walt Branson, Chair • Kelvin Erickson • Deanne Jackson • Krishna Krishnamurthy • Jim Murphy • Matt O’Keefe • Ted Ruth • Greg Smith • Kris Swenson
• Dependent on other committee decisions• Space needed for – Vice Provost and Deans– Vice Chancellor Global & Strategic Partnerships– Corporate Relations– Signature Areas– Others
• What space is available?• What principles should be used in determining
office locations?• What are the right locations?• How will decisions fit with campus master plan?• Are there units that should be moved so that
these offices can be located in the “right” places?
External Functions and Activities Planning Committee
Campus Open ForumLea-Ann MortonMarch 5, 2014
Committee ChargeIdentify those activities and functions involving fundraising, outreach, and relations with individuals, organizations, and companies external to the university that are currently beneficial to the university and may continue to provide benefit to the university in the future. After identifying all external activities of benefit to the university, make recommendations regarding which activities should continue where they are currently assigned or be reassigned to the new vice provost and deans’ offices, and make further recommendations regarding which university unit, if not the VPD’s, should assume the responsibility for ensuring that these activities are successfully continued.
Committee MembersLea-Ann Morton, ChairHenry WiebeLaura StollWayne HuebnerGreg GellesMuthanna Al-DahhanSajal DasKamal KhayatSteve Tupper
Process• Two committee meetings have been held.• Committee reviewed the following documents:
– All vice-provosts lists of key duties– 2006 report regarding deans to no-deans transition– S&T strategic plan and six identified customer groups
• Committee selected and reviewed duties assigned to all vice provosts office that are considered external functions.
• Committee elected to include additional external functions that are “of benefit to the university” and have direct impact on no-dean to dean transition.
• Committee completed spreadsheet with tentative recommendations on where the external functions could/should reside.
Options for ConsiderationExternal Function
Interaction Current Unit Recommended Unit Impacted Customer
K-12 Outreach
Summer Programs Enrollment Management & Global Learning
Enrollment Management & Global Learning
Undergraduate Students
Project Lead the Way Enrollment Management
Enrollment Management
Undergraduate Students
Fundraising Relationships with donors (corporate & individual)
Advancement Advancement Donors
Alumni Relations Alumni Affairs Alumni Affairs Donors
Campaigns Advancement Advancement Donors
Grants & Contracts Office of Sponsored Programs
Office of Sponsored Programs
Research Investors
Corporate Outreach
Consortia for research support
Office of Sponsored Programs
Office of Sponsored Programs
Research Investors
Promoting educational products
Global Learning Global Learning Distance Students
External Function
Interaction Current Unit Recommended Unit Impacted Customer
Corporate Outreach
Corporate Relations Team
Vice Provost for Academic Affairs
AVC – Corporate Relations
Employers
Economic Development
Office of Sponsored Programs
Office of Sponsored Programs
Research Investors
Engineering Advisory Board
Provost Office Dean & Vice Provost ENGR
Donors
Employer Outreach Development & Career Opportunities
AVC – Corporate Relations
Employers, all student groups
Key School Status AVC- Corporate Relations
Reputation & Advocacy
National rankings Chancellor Dean & Vice Provost (2)
All Customer Groups
ASEE & similar professional societies
Department Chairs Dean & Vice Provost (2)
Research Investors, Employers
Firm plans at graduation (jobs)
Career Opportunities Career Opportunities
Employers, all student groups
Options for Consideration
External Function
Interaction Current Unit Recommended Unit
Impacted Customer
Geographic & Educational Growth
International campus sites and partnerships
Global Learning, International Affairs, & Enrollment Management
VC for Global & Strategic Partnerships
Undergraduate Students
Domestic off-campus operations
Global Learning VC for Global & Strategic Partnerships
Distance Students
Endowment Fund Management Finance & Administration
Finance & Administration
All customer groups
Endowed chair recruitment
Department Chairs Dean & Vice Provost (2)
Donors
Boards & Councils
Trustees Chancellor Chancellor Donors
Academies Department Chairs Department Chairs Donors & All Student Groups
Advisory Groups Varies Dean & Vice Provost (2)
Research Investors
Options for Consideration
External Function
Interaction Current Unit Recommended Unit
Impacted Customer
Student Recruitment
Financially supported graduate students
Department chairs Department chairs
Research-based students
International graduate students
VP Graduate Studies & Internat’l Affairs
Dean & Vice Provost (2)
Research-based students
Otherwise funded students
Global Learning or Department Chair
Dean & Vice Provost (2)
Distance Students
Freshman Enrollment Management
Enrollment Management
Undergraduate Students
Undergraduate Transfers
Enrollment Management
Enrollment Management
Undergraduate Students
Public Relations
Publications Communications Communications All Customer Groups
Electronic Media Communications Communications All Customer Groups
Media Relations Communications Communications All Customer Groups
Messaging Communications Communications All Customer Groups
Options for Consideration
Administrative Planning Committee
Campus Open ForumLarry Gragg
March 5, 2014
Committee Charge Determine whether each function currently
performed by Provost direct reports should either stay under the listed office of responsibility, be eliminated, or be moved to another office - which could include one of the two new Dean positions, an existing office on campus, or possibly another new office, entity, or direct report.
Committee MembersAcademic CommitteeLarry Gragg, Co-Chair Jeff SchrammDave Enke, Co-Chair Kris SwensonPhil Whitefield Vicki HudginsDedie Wilson Deborah Noble-TriplettKrista Chambers Mark FitchJerry Cohen K. Krishnamurthy, Mariesa Crow resources person
for theEverett McDaniel committee
Committee Members
Non-Academic CommitteeGreg Smith, Chair Keith StrassnerDan Waddill Barb PalmerDave Van Aken Venkat AlladaDiana Ahmad Robert AronstamDick DuBroff Tom Schuman
Sharon Matson
Process
• Committee chair, via email, invited the campus community to submit suggestions.
• The Academic Committee met four times and the Non-Academic Committee met three times. To ensure coordination, Greg Smith and Larry Gragg attended all meetings and Dave Enke attended all the Academic Committee meetings and one of the Non-Academic Committee meetings.
Process The two committees assumed that the Vice
Provost of Academic Affairs position would be eliminated, and that the duties of this office would either be eliminated, moved to another existing office on campus, or possibly require the development of a new office or entity for any remaining functions.
Process• Provost direct reports submitted lists of the
key functions and activities of their offices to the committees.
• The two committees then assessed each function using two key questions: Which office on campus provides the greatest value to the teaching and research challenges of the faculty? How can we best minimize redundancy in functions?
Tentative RecommendationsKey Functions from VPAA to Deans
• Interview and provide input on tenure-track faculty candidates (in collaboration with Department Chairs)
• Curriculum issues • Work with various academic and non-academic
units to build collaborative relations to respond to opportunities related to graduate studies (in collaboration with VPGS, formerly VPGS only)
Tentative RecommendationsKey Functions from VPAA to Deans
• National and regional presence and representation at the Council of Graduate Students and Midwest Association for Graduate Schools (in collaboration with VPGS)
• Allocation of miscellaneous instruction • Salary adjustments and increases for academic units • Review and approve required faculty hiring forms
and/or eRecruit approval
Tentative RecommendationsKey Functions from VPAA to Deans
• Corporate relations • Provide assistance with grievances • Budget monitoring of 19 academic units • Extra faculty compensation • Faculty policy interpretation
Tentative Recommendations Examples of Specific Functions for Dean of Engineering and Computing
• ABET oversight• Freshman Engineering• MSU program management
Options for Consideration 1. Combine the offices of the Vice Provost of
Undergraduate Studies and the Vice Provost of Graduate Studies into a new unit that would report to a “Dean of Students.” Such an arrangement would continue to allow for consistent policies for undergraduate and graduate students across the campus, while sharing similar resources.
Options for Consideration 2. As an alternative to item 1, keep the Vice
Provost of Undergraduate Studies as currently defined (or possibly redefined), but transform the position of Vice Provost of Graduate Studies into a “Dean of Graduate Studies” that would work with and support each new college.
Options for Consideration 3. As an alternative to items 1 and 2, the
current structure of having both a Vice Provost of Undergraduate Students and Vice Provost of Graduate Students can be kept in place and continue to function as currently operating. This alternative would not require new administrators or changes in office, other than determining their proper interaction with the new colleges and Deans.
Options for Consideration 4. Locate the staff (five) and all functions that remain
listed under the VPAA and not currently reassigned to another entity other than the Provost within an “Academic Support Center” that would report to either the Provost, the Budget Office, Human Resources, or some other entity. An alternative option would be to have two separate Academic Support Centers within each new college reporting to the Deans, but this would involve some duplication of effort, potential inconsistencies between colleges, and the possible need for additional staff.
Options for Consideration 5. Create a “Teaching and Learning Center”
that would incorporate CERTI, EdTech, the New Faculty Forum, New Faculty Orientation, UM Faculty Scholars, and, perhaps, LEAD. Such a combination would create one location for many teaching and faculty development activities on campus.
Options for Consideration 6. Combine the two writing centers within
undergraduate studies and graduate studies to encourage efficiencies between the two existing centers, while also ensuring that the new entity is adequately funded to support both undergraduate and graduate students.
Options for Consideration 7. Utilizing existing resources and staff, consider the
option of creating new centers or groups, such as the Academic Support Center (see item 4), that would serve both academic and non-academic departments that are unable to hire or support staff that can help full-time with budget, communication and other relevant department functions that are necessary to serve students, faculty and staff. Examples include a Financial Support Center and a Communication Support Center, among others.
COMMENTS?
Please go to the following website and leave anonymous comments with your thoughts and ideas!
http://provost.mst.edu/transitioncommitteescharges/