University of Montana Forward125 Initiative Overview
The University of Montana is gearing up to celebrate its 125th anniversary by embarking on the Forward125 initiative. This strategic effort focuses on aligning the university's organization with the needs of its students and optimizing available resources. The initiative includes developing a budget framework, enhancing program strength, engaging stakeholders in planning, and fostering shared governance. Stakeholders are actively involved in shaping the future through committees and strategic decision-making processes. Immediate engagement, collaboration, and strategic planning are essential elements for the success of Forward125.
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- University of Montana
- Forward125 Initiative
- Strategic Planning
- Shared Governance
- Stakeholder Engagement
Presentation Transcript
Forward125 In 2018, the University of Montana will celebrate 125 years of academic excellence. For continued strength into the future, we must examine our organization and make sound decisions to reflect the needs of our students and maximize the finite resources available to achieve our mission. Forward125 puts us on a path toward achieving this end.
Budget Committee & Subcommittees UPC/SPCC Implementation Planning Efficiencies Assessment Shared Services & Data Governance
My Charge those working on Forward125: Develop a framework for a budget consistent with an enrollment of 11,000 student headcount for FY19. Provide a platform for growth within that budget reality where growth is defined both in student headcount and program strength. Outline a planning process that engages campus stakeholders in an open and participatory process to shape the immediate and long-term future of our university.
Committee Feb2017 Mar2017 Apr2017 May2017 Oct2017 Nov2017 Jan2018 Framework Budget Developed Framework Budget Discussed at UBC UBC Presents Framework to A&F; BOR Agenda Items Due A&F Presents FY18 Budget & FY19 PLAN to OCHE Forward125 Potential PP Metrics Distributed to Shared Governance Consensus PP Metrics sent to PP Strategic Plan Presented to Campus Strategic Planning Coordinating (SPCC) Committees Formed Data Requested Metrics + Weights + Data Received PP Recommends to IPC Program Prioritization (PP) IPC Recommends to President Final Decisions Implementation Committee (IPC) (Cabinet)
Our success depends upon shared governance and immediate engagement in the Forward125 effort. Leadership from SPCC, UPC, and Shared Governance will meet with the leadership from UM Assessment and Data to identify a menu of indicators/metrics that are available for consideration during the PP process. After a long menu is identified, the SPCC and UPC will work immediately with the Forward125 group to develop a proposal for PP metrics. That proposal will be delivered to SG Leadership (UFA, Faculty Senate, Staff Senate, ASUM) by the end of February. Those groups will then have 30-45 days to consider the proposal and if they choose to do so using the agreed upon initial menu of potential PP metrics, deliver a single, concrete alternative proposal to the Forward125 team by early April.
Important Timeframes & Outcomes DATE KEY OUTCOME May 2017 FY18 Budget submitted to BOR for approval based on FY17 budget. May 2017 Proposed plan for developing FY19 budget based on 11k student headcount, program prioritization, budget allocation metrics/benchmarks and the university strategic plan presented to BOR. October 2017 With extensive participation from shared governance, the prioritization (both academic and non-academic) committees will finalize recommendations. December 2017 Decisions with budget implications will be shared with the campus community. May 2018 FY19 budget presented to BOR.
Shared governance is a delicate balance between faculty and staff participation in planning and decision- making processes, on the one hand, and administrative accountability on the other. True shared governance attempts to balance maximum participation in decision making with clear accountability. [ ] Genuine shared governance gives voice to concerns common to all constituencies as well as to issues unique to specific groups. From the 2009 Chronicle of Higher Education article Exactly What Is Shared Governance by Gary A. Olsen, Provost and Vice President for Academic Affairs, Idaho State University.
