“Everyone” Email: July 17, 2008

Dear Faculty and Staff,

As promised, here is the finalized academic divisional restructuring document.  This has truly been a collaborative effort and I would like to thank you for your time and participation in this process.  I thought it might be helpful if I accompanied the document with an overview of the process as it unfolded and review for you some of the ways it evolved over the course of time.

Thoughts about departmental restructuring have been entertained for the past several months.  Heidi and I took our ideas to the departments for focus groups and received a great deal of feedback that really helped us to formulate a good solid model.  We prepared overviews which we submitted back to every faculty member in each Department via email.  Some of the ideas that came directly from the faculty listening sessions were:

· allowing for a flexible model of compensation for the Chairs and Program Directors;  

· testing the restructure as a pilot project to be reviewed at year’s end; and  

· creating an individual model for each division based upon their unique needs.

Once we had a basic structure roughed out with faculty feedback, we held four campus listening sessions.  These sessions were attended by approximately 40 individuals and helped give us an opportunity to answer questions about not only the campus restructure but the interim Dean position as well as the search for a new Dean.  These sessions were extremely helpful as we fine tuned the model, and I am glad we had a chance to talk about your concerns and answer your questions.  It was suggested we have more of these listening sessions in the fall as we introduce the new model and prepare ourselves for the search.  And, we hope to do just that.

We feel very good about the plan and the proposed assessment of the pilot which will involve us all as we meet to talk about how things are going and look at the data in regard to the success of the restructure.  We will be counting on you to participate in that process during the upcoming year.

Best,

Joe

Departmental Restructure and

 Interim Administrative Oversight of the Academic Departments at MSU-Great Falls College of Technology

A Pilot Project for Academic Year 2008-2009

June, 2008

Introduction and Rationale for Proposed Change

In an effort to focus more intently on our institutional mission; increase student learning and success; change organizational culture to support learning; attain and maintain fiscal stability through increased enrollment; and continue to move toward the creation of an institutional culture of evidence on the MSU-Great Falls campus, we have created a new structure to be piloted in the three academic divisions:  Arts and Sciences; Business, Trades, and Technology; and Health Sciences for the academic year 2008-2009.  The proposed restructure has been designed to move us toward strategic change in our academic divisions, improve quality, and achieve greater academic focus by allowing faculty to concentrate on instruction and the work of their discipline areas rather than on administrative duties.  It is also an attempt to flatten the organization’s academic hierarchy to improve communication and allow for more effective shared governance of the institution.  The creation of this project involved input from all faculty in the current departments through a series of input sessions held during spring semester, 2008.

Additionally, upon the resignation of our Dean/CEO and the interim appointment to that position of our Associate Dean of Workforce Programs, an interim departmental administrative structure will be introduced in this proposal.  The intent of integrating the interim structure with the departmental restructure is to cause the least disruption for faculty and students while facilitating a smooth transition as we enter a period of conversion. 

Results of Focus Groups and Listening Sessions

During fall semester 2007 the campus began exploring ways to restructure the academic departments for the reasons discussed above.  A structural model was developed and the Associate Dean of Workforce Development and the Associate Dean of Instruction conducted focus groups with each of the academic departments.  Many comments and suggestions were recorded during these sessions and a comprehensive list was sent back to each department via email (see Attachment).  Several subsequent comments from individual faculty members resulted from those correspondences. There were common themes identified by this exercise. More specifically, suggestions that were implemented into the plan centered upon the following:

• Program Directors were not represented in the original model.
• Duties for Department Chairs were still too administrative and not focused on teaching/learning.
• Compensation needed to be more in line with duties.
• Compensation packages could be flexible, e.g. some faculty might want no release time and only a stipend.
• Too much involvement in groups like CPBAC and AO (groups become unwieldy)
• Supervision of departmental administrative assistants unclear.
• Need to make sure adjunct faculty are connected to the individual divisions and departments within the divisions

Overview

The following model for departmental restructure is proposed:

• Division of Arts and Sciences
  It is recommended that the Division of Arts and Sciences be divided into four departments, each headed by a Chair.  The Chairs will report to the Associate Dean/CAO of Instruction, Assessment and General Education.   A developmental program coordinator at the Bozeman COT will serve as liaison to the Department Chairs of Mathematics and English.
• Division of Business, Trades, and Technology
  It is recommended that the Division of Business, Trades, and Technology be reconfigured accordingly by creating three academic departments, each headed by a Chair and supported by Program Coordinators for each of the programs offered by the department.  In the interim period, to cover the absence of the Associate Dean of Workforce Programs, an interim Director of the Division of Business, Trades, and Technology will be appointed.  The Chairs will report to the interim Director of the Division, and the Director to the CAO.
• Division of Health Sciences
  It is recommended that the Division of Health Sciences will be divided into three academic departments, but will have no designated Chairs.  Rather, there will be one department representative that will serve on the Academic Operations and CPBAC committees, and one Program Director for each program.  In the interim period, to cover the absence of the Associate Dean of Workforce Programs, an interim Director of the Division of Health Sciences will be appointed.  The department representatives will report to the interim Director of the Division, and the Director to the CAO.
• College of Technology in Bozeman Extension

The extension activities of the College known as the COT in Bozeman will be treated as another academic division of the College.  The Assistant Dean of Bozeman Operations will serve as the Division lead.  Within this division there will be one Department Chair overseeing developmental programming and program coordinators for Aviation, Interior Design, and Welding that will report directly to the Assistant Dean. 

Position Descriptions

Department Chair

The focus of the Department Chair is maintaining a commitment to excellence in teaching and learning in the discipline or programmatic areas represented.  The Department Chair is responsible for developing and leading a positive mission-centric environment; implementing a vision for the discipline; coordinating the advancement of the assessment of student learning for the discipline area; and coordinating departmental effectiveness and sustainability efforts. 

Compensation – 3 credits of release time per semester and a $3000 stipend for the academic year.  This includes availability by email and telephone during summer session.  Or, faculty may choose 6 credits release time and no stipend.

Program Specific Positions

There are three types of positions that have specific responsibility or authority of academic programs: 

• Program Directors are responsible for accredited programs with specific requirements emanating from their accrediting/approving bodies necessitating significant administrative work or responsibility not common to non-accredited programs.  At this time, program directors only exist in the Division of Health Sciences.

• Program Coordinators serve as lead faculty in the coordination of non-accredited programs. At this time, Program Coordinators exist in the Division of Business, Trades and Technology.

Program Director

The position of Program Director is designated for individuals who have overall responsibility the administrative work necessary to meet the accreditation requirements and ensuring that the program complies with all the required criteria to remain in good standing with all appropriate external approving agencies.  Under the general direction of the Associate Dean or Interim Director, this position provides academic and administrative leadership of the designated program. She/he is responsible for managing the overall operation of the program and directing the activities of the program’s faculty and staff including, but not limited to, recruiting, orientation, and training.  The Program Director is responsible for ensuring the program’s compliance with college regulations and accrediting agencies' policies and procedures.  Program Directors may hold either faculty or professional contracts with the College.

Program Directors will be given release time and/or financial compensation in accordance with the accreditation requirements of their programs.

Program Coordinator

The position of Program Coordinator is designated for lead faculty members within a programmatic area that have the responsibility for coordinating the activities of a non-accredited program.  Under the general direction of the Department Chair, this position coordinates the operations of a specific program including the planning, implementation, evaluation, and revision of program curriculum and course activities and materials.  Program Coordinators must hold a faculty contract with the College.

Program Coordinators will receive credit toward service to the institution as required by the Collective Bargaining Agreement (CBA).

Department Representative

The position of Department Representative is designed to allow program directors in the Division of Health Sciences to select a representative to attend on their collective behalf CPBAC and AO meetings.  Department Representatives will receive credit toward service to the institution as required by the CBA.

Interim Division Director – Health Sciences and Business, Trades and Technology

Interim Division Directors will be appointed to accommodate the time period involved in the search for a new Dean/CEO.  These appointments will be for the period of July 1-2008 to June 30, 2009.  Interim Division Directors are responsible for the overall operation of their respective divisions.  As such, they are academic administrators reporting directly to the Associate Dean/CAO.  The interim Division Directors have input in such matters as planning, budgeting, scheduling, personnel matters, curriculum, instruction, development, and other academic matters.

Divisional Administrative Assistants

The following considerations for the supervision and evaluation of the divisional administrative assistants are proposed:

• The current administrative assistant structure will remain in place and their job duties will not change.
• In the Division of Arts and Sciences, the administrative assistant will report directly to the Associate Dean.  Evaluation of that position will involve input from all Chairs in Arts and Sciences.
• In the interim, in the Divisions of Health Sciences and Business, Trades, and Technology, the administrative assistants will be evaluated by the interim Directors of those Divisions.  Evaluation of those positions will involve input from all Chairs in those Divisions.

Academic Divisions

Division of Arts and Sciences

Associate Dean/CAO-Instruction, Assessment, and General Education

• Chair, Department of English and Communication
• Chair, Department of Physical and Natural Science
• Chair, Department of Humanities and Social Sciences
• Chair, Department of Mathematics

Division of Business, Trades and Technology

Interim Director of the Division of Business, Trades, and Technology

• Chair, Department of Business
• Program Coordinator, Business Management/Entrepreneurship
• Program Coordinator, Accounting

• Chair, Department of Computer Information Technology & Design
• Program Coordinator, Microcomputer Support
• Program Coordinator, Networking
• Program Coordinator, Web Design and Graphic Design Technology
• Program Coordinator, Interior Design
• Program Coordinator, Design Drafting

• Chair, Department of Industrial and Construction Trades
• Program Coordinator, Auto Body Repair and Refinishing
• Program Coordinator, Construction Technology, Welding
• Program Coordinator, Construction Technology, Carpentry

Division of Health Sciences

Interim Director of the Division of Health Sciences

• Department Representative, Department of Dental Health & Hygiene
• Program Director, Dental Hygiene
• Program Director, Dental Assisting
• Department Representative, Department of Health Occupations
• Program Director, Physical Therapist Assistant
• Program Director, Respiratory Therapy
• Program Director, Radiologic Technology
• Program Director, Surgical Technology
• Program Director, EMT-Paramedic
• Program Director, Practical Nursing
• Program Director, Medical Assistant
• Department Representative, Department of Health Information Processing
• Program Director, Health Information Technology and Health Information Coding
• Program Director, Medical Billing and Medical Transcription
• Medical Billing & Coding Co-coordinated by the above two Program Directors

College of Technology in Bozeman

Assistant Dean of Bozeman Operations

• Chair, Developmental Programs 
• Program Coordinator, Construction Technology, Welding
• Program Coordinator, Interior Design
• Program Coordinator, Aviation Technology

Adjunct Instructors

The supervision and evaluation of adjunct instructors will be administered as per the adjunct faculty evaluation protocol by the Director of Adjunct Instruction.  Hiring of adjunct instructors will be coordinated through the Director of Adjunct Instruction with assistance from faculty and administrators in the appropriate discipline areas as per the adjunct hiring policy.

Assessment of the Effectiveness of the Pilot Project

The project will be assessed during the pilot phase through a series of collaboratively developed  quarterly focus groups.  During spring, 2009, an anonymous campus survey will also be conducted so that all parties may offer feedback.  Based on this collaborative assessment of the project’s success, a final determination of its effectiveness will be made. The project’s core indicators of effectiveness, as mentioned in the introduction and rationale section of this document, will focus upon:

• Student Progress as demonstrated by core indicators involving:
• Goal attainment
• Persistence
• Graduation
• Satisfaction

• Faculty and administration satisfaction with the project’s ability to:
• Change organizational culture to support learning
• Attain and maintain fiscal stability through increased enrollment
• Movement toward the creation of a culture of evidence on MSU-GF COT campus