transition from “no deans” to “deans” college of arts, sciences and business college of...

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/