six committees
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TRANSITION FROM “NO DEANS” TO “DEANS” College of Arts, Sciences and Business College of Engineering and Computing Campus Open Forum II Warren Kent Wray April 9, 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 Forum IIWarren Kent Wray
April 9, 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
TIMELINECommittees submit initialrecommendations: March 21
Chancellor and Provost considerrecommendations: April 2
Campus-wide Open Forum IIto hear recommendationsby steering committee: April 9
3-4:30 PM
TIMELINE
Opportunity for commentsfrom faculty, staff, students,and alumni ends: April 14
Chancellor and Provost make tentative decisions: April 21
Final decisions made by Chancellorin consultation with incomingleaders: TBD
CONSULTANTS, UM SYSTEM
Deborah Noble-TriplettAssistant Vice President Academic AffairsVP Human Resources/Academic Affairs
Eric RosenhauerDirector Performance ImprovementUM Health System
Strategic structural changes
Raise visibility and awareness Need successful structure for academic affairs Grow global and online learning and
international affairs Create corporate relations office It’s all about strategic partnerships
Motivation and ties to strategic plan
Provost & Executive Vice Chancellor for
Academic Affairs
CIO Institutional Research
Vice Provost and Dean,
Arts, Sciences and Business
Vice Provost and Dean,
Engineering and Computing
Vice Provost, Undergraduate
StudiesVice Provost,
Graduate Studies
Vice Provost and Dean,
Enrollment Management
Vice Provost, Research, Sponsored
Programs and Entrepreneurship
Library & Learning
Resources Archives
Provost & Executive Vice Chancellor
Strategic Positions
Chancellor
Vice Chancellor, Student Affairs
Provost & Executive Vice
Chancellor
Vice Chancellor, Finance &
Administration
Vice Chancellor, University
Advancement
Vice Chancellor, Global & Strategic
Partnerships
International Affairs
Global and Online Learning
Corporate Relations
Campus Coordinator, Sichuan Missouri
University
Associate Vice Chancellor, HRSAADI
Global & Strategic Partnerships
Strategic Positions
ORDER OF SPEAKERSLarry Gragg, Academic and Non-Academic Planning Subcommittee
Kelvin Erickson, Personnel & Financial Resources Subcommittee
Walt Branson, Physical Resources Subcommittee
Lea-Ann Morton, External Functions and Activities Planning Com.
Rose Horton, Strategic Planning Responsibility Committee
Mark Fitch, Faculty Bylaws Revision Committee
Deborah Noble-Triplett and Eric Rosenhauer, UM System
Administrative Planning Committee
Campus Open Forum IIDr. Larry Gragg
April 9, 2014
Committee Members
• Academic Committee• Larry Gragg, Co-Chair• Dave Enke, Co-Chair• Phil Whitefield• Dedie Wilson• Krista Chambers• Jerry Cohen• Mariesa Crow• Everett McDaniel• Jeff Schramm• Kris Swenson• Vicki Hudgins• Deborah Noble-Triplett• Mark Fitch• Krishna Krishnamurthy - resource person for comt only
Committee Members
• Non-Academic Committee• Greg Smith, Chair• Dan Waddill• Dave Van Aken• Diana Ahmad• Dick DuBroff• Keith Strassner• Barb Palmer• Venkat Allada• Robert Aronstam• Tom Schuman• Sharon Matson
Key Functions from VPAA to Vice Provost & Deans
• Interview and provide input on tenure-track faculty candidates (in collaboration withDepartment 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)
Key Functions from VPAA to Vice Provost & Deans
• National and regional presence and representation at the Council of Graduate Students and Midwest Association for Graduate Schools (in collaboration with VPGS)
• Salary adjustments and increases for academic units
• Review and approve required faculty hiring forms and/or eRecruit approval
Key Functions from VPAA to Vice Provost & Deans
Provide assistance with grievances Budget monitoring of 19 academic units Conflict of interest disclosures Faculty sabbatical/development leave
approvals and retirement request
Key Functions from VPAA to VP&D of Engineering and Computing
Freshman Engineering (formerly VPUS) MSU program management ABET oversight and coordination
Key Functions from VPAA to Provost
• New Faculty Forum participation and support (move under the new Teaching and Learning Center if option 3 listed below is implemented)
• UM Faculty Scholars (move under the new Teaching and Learning Center if option 3 listed below is implemented)
• With regard to PAFs, undergraduate student policy interpretation and student enrollment compliance (in cooperation with Department Chairs)
• New undergraduate degree proposal coordination
Key Functions from VPAA to Provost
• Monitoring and recommending changes as necessary for academic internal policies and procedures
• Coordination with UM System Academic Affairs • Faculty Senate • Create and approve chartfield strings • Coordinate all academic awards • For Curator’s Professors and other special titles,
prepare, monitor policy and process
Key Functions from VPAA to Provost
• With regard to PAFs, graduate student SEVIS compliance
• Special projects and reports • Allocation of miscellaneous instruction funds • Allocation of summer session teaching funds • Extra faculty compensation • Faculty policy interpretation
Key Functions from VPAA to VPGS
• Disposition of referrals for breeches of academic integrity among graduate students
(function to also remain with VPUS for undergraduate students)
• Approve graduate student fee waivers • Approve graduate student fellowship payments • Stipend X chart maintenance and update
Key Functions from VPAA to VCFA
OSE3 program management Financial advice and training
Key Functions from VPAA to VCGSP
Corporate relations
Key Functions from VPAA to Department Chairs
• Recruitment of adjunct faculty to support distance learning (to also remain with VPGL)
• Interview and provide input on TT candidates (in collaboration with the appropriate Vice Provost & Dean)
• Undergraduate student policy interpretation and student enrollment compliance (in cooperation with the Provost)
Key Functions from VPAA to Department Chairs
Approve bi-weekly payroll Approve purchasing card reconciliations Approve travel vouchers (the Vice Provost
& Deans or another individual outside of the academic departments will still need to approve Department Chair travel reimbursement)
Key Functions from VPAA to Strategic Planning Coordinator
Strategic planning coordination, as originally performed by the VPAA
Key Functions from VPAA to Human Resources
• Process student PAFs and hiring documents, including employment verification (I-9 and e-verify)
• With regard to PAFs, dissemination of information to assure graduate student policy compliance
• Process staff PAFs for funding changes • Approve staff position reclassifications • Approve and process staff leaves of absence and
retirement requests
Options for Consideration
• 1. Keep the current structure of having a Vice Provost of Undergraduate Studies and a Vice
Provost of Graduate Studies so they can continue to function as currently operating. This recommendation would not require new administrators or changes in office, other than to determine their proper interaction with the new colleges and Vice Provost & Deans.
Options for Consideration
• 1. (cont.) Both Vice Provost positions be renamed as Vice Provost & Dean. Furthermore, it is recommended that the VPGS be transformed to the position of “Vice Provost & Dean of the Graduate School.” These changes would not increase the number of administrators, but would create two new Vice Provost & Dean positions (replacing the VPGS and VPUS).
Options for Consideration
• 2. 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 “Administrative Support Center” that would report to either the Provost, the Budget Office, Human Resources or some other entity. At this point the APC does not feel that it has enough information to make a suggestion regarding the exact function of the Administrative Support Center, or to whom the staff of the new center should report.
Options for Consideration
3. Create a “Teaching and Learning Center” that would incorporate CERTI, EdTech, the New Faculty Forum, the New Faculty Orientation, and the UM Faculty Scholars. Such a combination would create one location for many teaching and faculty development activities on campus.
Options for Consideration
• 4. Utilizing existing resources and staff, consider the option of creating new centers or groups, such as the Administrative Support Center (see item 2), 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.
Resources Planning Committee
Campus Open Forum IIKelvin Erickson
April 9, 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)
VP&D Office Staffing
Principles Minimum estimate Bureaucracies tend to grow VP&D should justify additional positions. Survey of other Dean Offices: 2 – 50 staff 0 – 8 faculty (asst/assoc deans or directors)
VP&D Office Staffing
CASB and CEC VP&D's Office Staff Recommendations Manager, Business and Fiscal Operations – dept. budget
monitor, allocate misc. instr., dept. salary adjustments Admin Assoc II – clerical support to the VP&D. Assist
manager and backup Senior Secretary – front desk, clerical support to
Associate Dean Associate Dean – curriculum and grievancesAdditional staff for Freshman Engineering (CEC)
VP&D Office Staffing
CASB VP&D Office Vice Provost and Dean Associate Dean Manager Admin Assoc II Senior Secretary
CEC VP&D Office Vice Provost and Dean Associate Dean Manager Admin Assoc II Senior Secretary Dir, Fr Engr Assoc Dir, Fr Engr Admin Asst, Fr Engr
VP&D Office Funding
Principles Equipment & Expense estimated from historical
data Miscellaneous Instruction estimated from
current data Restore other non-GRA funding
VP&D Office Funding
Equipment & Expense Recommend CASB - $80K former CAS + MIS + 8 years of 2% increase CEC - $120K former MEER + SOE + 8 years of 2% increase(E&E includes categories, such as Campus Cultural Events)
Miscellaneous Instruction Recommend CASB - $475K 43% of FY2014 + 2% increase CEC - $625K 57% of FY2014 + 2% increaseFor FY2014, the initial distribution of $877K was divided: CASB depts. – $376K, 43% CEC depts. – $501K, 57%This category has grown from $280K in FY2007 to $1.1M in FY2014
VP&D Office Funding
Other Funds that formerly went to dean's offices Return of indirect. Recommend that the 5% of
the indirect from grants and contracts that formerly went to the dean’s offices be restored.
Distance education revenue. Recommend that the 5% of the distance education revenue that formerly went to the dean’s offices be restored.
Space Committee Report
Campus Open Forum IIWalt BransonApril 9, 2014
Location Considerations• Campus Master Plan
Strategic organization of unitsEngineering and Computing generally northArts, Sciences, and Business generally south
• “Right” location vs. Available spaceCould displace existing occupants
Proposed Locations Vice Provost & Dean of Arts, Sciences, and Business
• Schrenk Hall• Chemical Engineering department head suite
Vice Provost & Dean of Engineering and Computing• McNutt Hall• Former Dean’s suite on third floor
External Functionsand
Activities Planning Committee
Campus Open Forum II Dr. Lea-Ann Morton
April 9, 2014
Committee Charge
Identify 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 Members Dr. Lea-Ann Morton, chair Dr. Henry Wiebe Ms. Laura Stoll Dr. Wayne Huebner Dr. Greg Gelles Dr. Muthanna Al-Dahhan Dr. Kamal Khayat Dr. Sajal Das Mr. Steve Tupper
Process Five committee meetings were 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 selected and reviewed duties, regardless of responsible unit, that are external & of benefit to the university.
Committee completed spreadsheet with recommendations on where the external functions could/should reside. Those highlighted in red signal a change in responsible unit.
It is understood that both Vice Provosts & Dean’s will participate/support all external functions of the university, even though they might not have primary responsibility for the function.
RecommendationsExternal Function
Interaction Current Unit Recommended Unit Impacted Customer
K-12 Outreach
Summer Programs Enrollment Management, Global Learning & Departments
Enrollment Management, Global Learning & Departments
Prospective Students
Project Lead the Way Enrollment Management
Enrollment Management
Prospective Students & Teachers
Special Programs & Events (EYH, TSA, etc.)
Enrollment Management
Enrollment Management
Prospective Students
Fundraising Relationships with donors (corporate & individual)
University Advancement
University Advancement
Donors
Alumni Relations Alumni Affairs Alumni Affairs Donors
Campaigns University Advancement
University Advancement
Donors
Grants & Contracts Office of Sponsored Programs
Office of Sponsored Programs
Research Investors
External Function
Interaction Current Unit Recommended Unit Impacted Customer
OSE3 Sustainability, education, outreach
VP Academic Affairs VP of Research Students, Research Investors, Donors
Corporate Engagement
Economic Development
Office of Sponsored Programs
Office of Sponsored Programs
Research Investors
Engineering Advisory Board
Provost Office VP & Dean, ENGR & Computing
Donors
Corporate Relations Team
Vice Provost for Academic Affairs
VC Global & Strategic Partnerships
Employers & All Student Groups
Philanthropy University Advancement
University Advancement
All Customer Groups
Recruiting Students for Employment (internship, co-op, full-time)
Career Opportunities & Employer Relations
Career Opportunities & Employer Relations
Employers & All Student Groups
Research Office of Sponsored Programs
Office of Sponsored Programs
Research Investors
Consortia for research support
Office of Sponsored Programs
Office of Sponsored Programs
Research Investors
Recommendations
External Function
Interaction Current Unit Recommended Unit Impacted Customer
Corporate Engagement Continued
Career Opportunities & Employer Relations
VC for Student Affairs VC Global & Strategic Partnerships
Employers
Promoting educational products
Global Learning Global Learning Distance Students
Corporate Development Council
VC for Student Affairs VC Global & Strategic Partnerships
Employers, Donors
Key School Status University Advancement
VC Global & Strategic Partnerships
All Customer Groups
Reputation & Advocacy
National rankings Chancellor, Communications
Chancellor, Communications
All Customer Groups
Professional societies & dean organizations
Department Chairs VP & Dean (2) and Department Chairs
Research Investors, Employers
Firm plans at graduation (jobs)
Career Opportunities & Employer Relations
Career Opportunities & Employer Relations
Employers, all student groups
Recommendations
External Function
Interaction Current Unit Recommended Unit
Impacted Customer
Geographic & Educational Growth Cont’d
Domestic off-campus operations (MSU, FLW, EEC, UMKC, etc.)
Global Learning, VP for Academic Affairs
TBD Off-campus Students
International campus sites and partnerships
Global Learning, Internat’l Affairs, & Enrollment Mgt
VC for Global & Strategic Partnerships, Enrollment Mgt
All Student Groups
Boards & Councils
Trustees Chancellor & Advancement
Chancellor & Advancement
Donors
Academies Department Chairs Department Chairs Donors
Student Recruitment
Financially supported graduate students
Department chairs Department Chairs Research-based Graduate Students
Undergraduate Transfers
Enrollment Management
Enrollment Management
Undergraduate Students
Freshman Enrollment Management
Enrollment Management
Undergraduate Students
Recommendations
External Function
Interaction Current Unit Recommended Unit Impacted Customer
Student Recruitment Cont’d
International graduate students
VP Graduate Studies & International Affairs
VP Graduate Studies & International Affairs
Graduate Students
International undergraduate students (Botswana, Saudi, China, etc.)
Enrollment Management & International Affairs
Enrollment Management & International Affairs
Undergraduate Students
Otherwise funded international graduate students(Petronas, Aramco)
Enrollment Management & International Affairs
Enrollment Management & International Affairs
Graduate and Undergraduate Students
University Relations
Publications and Graphic Design
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
Branding Communications Communications All Customer Groups
Recommendations
Strategic Planning Responsibility Committee
Campus Open Forum IIRose HortonApril 9, 2014
Recommended Strategic Plan Actions for Vice Provost & DeanAction 1.1.2 Incorporate experiential/service learning into the core curriculum in all degree programs at any level beginning in the freshman year
Action 1.2.3 Devise a plan for TedX-like series for students, faculty and staff (e.g., experiential learning activities, leadership development)
Action 1.2.5 Identify a series of co-curricular events (e.g., intersession) for interdisciplinary groups of students, faculty and/or staff focused on providing solutions for problem-solving, innovation or leadership
Action 1.2.6 Develop minor and certificate programs in leadership, entrepreneurship, humanitarian engineering and science, and creativity
Action 1.3.1 Define meaningful interaction with students
Action 2.1.2 Develop and implement a process to transparently allocate all faculty positions to impact strategic plan and progress on unit performance measures
Action 2.1.6 Identify and pursue companies, foundations and individual donors to fund startup packages
Action 2.2.3 Increase the number of T/TT (NTT) faculty members by 67 (33) (12 T/TT faculty in conjunction with Lever 2.1 focused area in Phase 1 hiring)
Action 2.2.4 Transparently allocate as defined in Action 2.1.2 all open and new faculty positions to impact strategic plan and progress on unit performance measures
Action 2.2.5 Increase the number of technical/specialized staff members to support strategic program activities
Action 2.3.1 Develop and implement performance-based resource allocation models commensurate with degree offerings, including productivity in research, scholarship and creative works
Action 2.3.2 Identify and take actions to improve metrics that contribute to increasing the national ranking of five graduate programs
Action 2.3.5 Establish programs and facilities to host visiting world-class faculty
Action 2.3.8 Expand research and entrepreneurial opportunities for undergraduate students, including the Opportunities for Undergraduate Research Experiences program
Action 2.3.9 Balance teaching and research relative to comparator institutions by enforcing workload policy
Action 2.3.10 Develop and implement a new program to instill a culture of excellence in research, scholarship and creative works in early career faculty
Action 2.3.11 Develop and implement a new program to instill a culture of excellence in research, scholarship and creative works in doctoral students
Action 2.3.12 Develop and implement a cost share program to support students to attend national conferences to present their research results
Recommended Strategic Plan Actions for Vice Provost & Dean Action 2.5.2 Enhance resources for distance and blended learning, particularly with respect to the management and distribution of multimedia objects (aid professors use in classroom instead of taking a field trip)
Action 2.5.3 Increase instructional design support and online facilitators for teaching faculty
Action 2.5.6 Create and implement a stipend program to reward faculty who incorporate Blended Learning techniques into their courses
Action 2.5.8 Redesign high-volume courses through integration of new technology and modified teaching methods to enhance student learning
Action 3.1.1 Continue performing comparisons of academic department productivity to peer institutions
Action 3.1.2 Identify and take actions to improve the metrics that contribute to increasing the national ranking of all graduate programs
Action 3.1.3 Evaluate the need for new or elimination of existing degree programs
Action 3.3.1 Leverage strategic funds for instructional laboratories with matching funding from non-appropriated sources
Action 3.3.5 Develop and disseminate a research infrastructure database to help departments share equipment
Action 3.4.7 Bring to campus underrepresented faculty as visiting scholars
Action 3.4.10 Evaluate and enhance faculty recruitment process and practice
Action 3.5.3 Create a multifaceted engagement program that brings students through graduation and to the Academy levels
Action 4.2.1 Explore how to partner with other universities, community colleges, high schools or extension to deliver lab experiences
Action 4.2.2 Develop model frameworks and strategies for evaluating and redesigning instructional lab courses for blended/online delivery
Bylaws Change
Campus Open Forum IIMark Fitch
April 9, 2014
Colleges Membership and Organization The faculty of the colleges consists 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. Faculty whose appointment is divided between colleges may participate in deliberations of these colleges, but shall be a voting member of only the college in which they hold their primary appointment. The Provost, Vice Provosts, and the Chancellor also serve as ex officio members.
The chief executive and administrative officer of each college is its Dean. When the position of Dean is vacated, a search and screening committee consisting of only individuals elected by the college tenured/tenure track faculty will search for and screen applicants (in accordance with Missouri S&T EEO/AA procedures), will select candidates to be interviewed, and will interview them with the assistance of other faculty, administrators, staff, and students. Up to five candidates will then be selected by a majority vote of the college tenured/tenure track faculty, and the names of the selected candidates will be forwarded to the Provost. The Provost then shall select one of the nominated candidates to be the new Dean, or return the search to the committee with an explanation of why the candidates are unacceptable or unavailable. The committee will operate until a new Dean is selected.
Passed by Faculty Senate on 20 March, awaiting action by System
Meetings Each college faculty will meet at least once a semester at the call of its Dean. A quorum shall consist of twenty (20) percent of the members when business described in the published agenda is being considered and fifty percent when other items of business are being considered. Notice of all meetings of the faculty of a college shall be sent to each member of that college at least one week prior to the meeting. Such notice includes the agenda for the meeting. The Dean is the presiding officer.
Special Meetings -- Special meetings are called upon request of the Dean of the college or by written petition of ten (10) percent of the membership. All special meetings shall be called within two weeks after the request has been made.
Responsibility and Authority -- Each college faculty, acting in accordance with the Rules and Regulations established by the Board of Curators and Campus Policy, 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.
Passed by Faculty Senate on 20 March, awaiting action by System
UM System Report
Campus Open ForumDeborah Noble Triplett
and Eric Rosenhauer
April 9, 2014
Questions?