TRANSITION FROM NO DEANS TO DEANS College of

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 § 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

TIMELINE Committees submit initial recommendations: March 21 Chancellor and Provost consider recommendations: April 2 Campus-wide Open Forum II to hear recommendations by steering committee: April 9 3 -4: 30 PM

TIMELINE Opportunity for comments from faculty, staff, students, and alumni ends: April 14 Chancellor and Provost make tentative decisions: April 21 Final decisions made by Chancellor in consultation with incoming leaders: TBD

CONSULTANTS, UM SYSTEM § Deborah Noble-Triplett Assistant Vice President Academic Affairs VP Human Resources/Academic Affairs § Eric Rosenhauer Director Performance Improvement UM Health System

Strategic structural changes

Motivation and ties to strategic plan § 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

Provost & Executive Vice Chancellor Strategic Positions Provost & Executive Vice Chancellor for Academic Affairs Vice Provost, Vice Provost and Dean, Arts, Sciences and Business Vice Provost and Dean, Graduate Studies Vice Provost, Undergraduate Studies Engineering and Computing Vice Provost and Dean, Enrollment Management CIO Vice Provost, Research, Sponsored Programs and Entrepreneurship Institutional Research Library & Learning Resources Archives

Global & Strategic Partnerships Chancellor Vice Chancellor, Student Affairs Provost & Executive Vice Chancellor, Finance & Administration Vice Chancellor, University Advancement Vice Chancellor, Global & Strategic Partnerships International Affairs Global and Online Learning Strategic Positions Corporate Relations Campus Coordinator, Sichuan Missouri University Associate Vice Chancellor, HRSAADI

ORDER OF SPEAKERS Larry 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

Campus Open Forum II Dr. Larry Gragg April 9, 2014 Administrative Planning Committee

Committee Members • • • • Academic Committee Larry Gragg, Co-Chair Dave Enke, Co-Chair Phil Whitefield Dedie Wilson Krista Chambers Jerry Cohen Mariesa Crow Everett Mc. Daniel Jeff Schramm Kris Swenson Vicki Hudgins Deborah Noble-Triplett Mark Fitch Krishnamurthy - resource person for comt only

Committee Members • • • Non-Academic Committee Greg Smith, Chair Dan Waddill Dave Van Aken Diana Ahmad Dick Du. Broff 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 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)

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 e. Recruit 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 § OSE 3 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, Ed. Tech, 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 II Kelvin 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 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 Daryl Beetner Steve Clark Mitsy Daniels Lokesh Dharani Lucretia Eaton Barbara Hale Richard Hall Lance Haynes Shenethia Manuel Deborah Noble-Triplett Keng Siau Lisa Strauser Jay Switzer Kerry Magner (Graduate 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 grievances Additional 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 - $80 K § CEC - $120 K increase former CAS + MIS + 8 years of 2% increase former MEER + SOE + 8 years of 2% (E&E includes categories, such as Campus Cultural Events) Miscellaneous Instruction Recommend § CASB - $475 K 43% of FY 2014 + 2% increase § CEC - $625 K 57% of FY 2014 + 2% increase For FY 2014, the initial distribution of $877 K was divided: § CASB depts. – $376 K, 43% § CEC depts. – $501 K, 57% This category has grown from $280 K in FY 2007 to $1. 1 M in FY 2014

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 II Walt Branson April 9, 2014

Location Considerations • Campus Master Plan v Strategic organization of units v Engineering and Computing generally north v Arts, Sciences, and Business generally south • “Right” location vs. Available space v Could 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 • Mc. Nutt Hall • Former Dean’s suite on third floor

External Functions and 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: Ø All vice-provosts lists of key duties Ø 2006 report regarding deans to no-deans transition Ø 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.

Recommendations External Function K-12 Outreach Interaction Current Unit Recommended Unit Impacted Customer Summer Programs Enrollment Management, Global Learning & Departments Prospective Students Project Lead the Way Enrollment Management Prospective Students & Teachers Special Programs & Events (EYH, TSA, etc. ) Enrollment Management Prospective Students University Advancement Donors Alumni Relations Alumni Affairs Donors Campaigns University Advancement Donors Grants & Contracts Office of Sponsored Programs Research Investors Fundraising Relationships with donors (corporate & individual)

Recommendations External Function OSE 3 Interaction Current Unit Recommended Unit Impacted Customer Sustainability, education, outreach VP Academic Affairs VP of Research Students, Research Investors, Donors 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 Employers & All Partnerships Student Groups Philanthropy University Advancement Recruiting Students for Employment (internship, co-op, full-time) Career Opportunities Employers & All & Employer Relations Student Groups Relations Research Office of Sponsored Programs Research Investors Consortia for research support Office of Sponsored Programs Research Investors Corporate Economic Engagement Development All Customer Groups

External Function Corporate Engagement Continued Interaction Recommendations Current Unit Recommended Unit Impacted Customer Career Opportunities VC for Student Affairs VC Global & Strategic & Employer Relations Partnerships Employers Promoting educational products Distance Students Global Learning Corporate VC for Student Affairs VC Global & Strategic Development Council Partnerships Employers, Donors Key School Status Reputation & National rankings Advocacy University Advancement VC Global & Strategic Partnerships All Customer Groups Chancellor, Communications All Customer Groups VP & Dean (2) and Department Chairs Research Investors, Employers Professional societies Department Chairs & dean organizations Firm plans at graduation (jobs) Career Opportunities & & Employer Relations Employers, all student groups

Recommendations External Function Interaction Geographic & Domestic off-campus Educational operations (MSU, Growth Cont’d FLW, EEC, UMKC, etc. ) Boards & Councils Student Recruitment Current Unit Global Learning, VP for Academic Affairs Recommended Unit Impacted Customer TBD Off-campus Students International campus Global Learning, sites and partnerships Internat’l Affairs, & Enrollment Mgt VC for Global & Strategic Partnerships, Enrollment Mgt All Student Groups Trustees Chancellor & Advancement Donors Academies Department Chairs Donors Financially supported graduate students Department chairs Department Chairs Research-based Graduate Students Undergraduate Transfers Enrollment Management Undergraduate Students Freshman Enrollment Management Undergraduate Students

Recommendations External Function Interaction Current Unit Recommended Unit Impacted Customer VP Graduate Studies & International Affairs Graduate Students International undergraduate students (Botswana, Saudi, China, etc. ) Enrollment Management & International Affairs Undergraduate Students Otherwise funded international graduate students (Petronas, Aramco) Enrollment Management & International Affairs Graduate and Undergraduate Students Publications and Graphic Design Communications All Customer Groups Electronic Media Communications All Customer Groups Media Relations Communications All Customer Groups Messaging Communications All Customer Groups Branding Communications All Customer Groups Student International Recruitment graduate students Cont’d University Relations

Strategic Planning Responsibility Committee Campus Open Forum II Rose Horton April 9, 2014

Recommended Strategic Plan Actions for Vice Provost & Dean Action 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 Ted. X-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 II Mark Fitch April 9, 2014

Colleges v 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

v 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 Forum Deborah Noble Triplett and Eric Rosenhauer April 9, 2014

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