Joseph M. Schaffer
Personal Goals FY09

I. Return to Vision, Values, and Institutional Stability

The institution as a whole needs to embark on a concerted journey “Back to the Basics” that reaffirms our role as the college for the greater Great Falls community.  This goal requires a collectively established, mission-centric vision, founded on the values we hold in highest regard.  These values are the under pinning of our commitment to student success, supported by our work in developmental education, general education transfer, and workforce development.  To achieve this goal it will require staunch evaluation of institutional effectiveness and allocation of precious campus resources.   I will marshal this effort.

II. Stabilize and Support the COT in Bozeman Extension
Since the reorganization of the Montana University System in the early 1990’s, MSU-Great Falls has assumed the role of supporting MSU through two-year programming.  Over the past five years we have increased that commitment, and increased our investment in two-year programming in the Gallatin Valley.  While the future of two-year education there is in flux, we commonly agree there is significant need and believe two-year programming will be a staple of the public, post-secondary education options for the Bozeman area in the near and distant future.  With that vision in mind, I will commit to stabilizing the existing operation and support all efforts to find solutions to the most pressing challenges.  My goal is to ensure excellence in student services, efficacy in operations, and the maintenance of a productive two-year effort for whatever the future holds.

III. Revitalize Advisory Boards
One of the greatest strengths of two-year institutions is their ability to respond to existing and emerging community workforce needs.  The preferred vehicle for community/college engagement has always been through institutional and program advisory boards.  In a time of increasing accountability requirements, complicated by limited resources, it is imperative the College is aligning its programming and activities directly with community needs.  Utilizing best practices in the state, and high-performing program advisory boards on campus, I will rejuvenate the College’s advisory board activities, and develop formal program advisory board guidelines and practices to facilitate better connections between campus and community. I will also re-engage the campus’ institutional advisory board.

IV. Initiate the Campus’ Strategic Planning Process
Although the College is in transition, it is both logistically and ideally time for the campus to enter into a strategic planning process.  Working closely with the Dean’s Cabinet and the membership of the College Planning, Budget and Analysis Committee (CPBAC) I will strive to align the institutional effectiveness assessment, budget and resource allocation, and strategic planning process and help shepherd the campus from concept to establishment of a three-year strategic plan for the College. 

V. Establish Connections to the Student Body

The student body at the College continues to grow and diversify.  Inherent in the campus’s “Back to the Basics” efforts is a need to increase existing and create new vehicles for the student voice.  Institutionally and through the Dean’s office, the College will renew its focus on a “Students First” philosophy of decision making.  Ensuring the student voice is heard will be critical to accomplish this.  

VI. Collaborate with Faculty to Strengthen Their Voice in the Academy
Of equal import to the student voice, it is paramount to the future stability and success of the academy faculty have strong,  established relationships with administration and have significant voice in the direction of the institution.  I will commit to establishing venues for this conversation, actively engage faculty in collaboration to aid in the revitalization of the campus’ Academic Senate and encourage similar revitalization of faculty-driven committees and processes.

VII. Establishing Synergies with MSU-Northern
Economic and community vitality of Northcentral Montana is dramatically impacted by access to public post-secondary education and training.  Within 100 miles two MUS institutions exist, both with different expertise, and both with different programmatic opportunities.  MSU-Northern and MSU-Great Falls and the many communities they serve could benefit by greater partnership and collaboration.  I will strive to initiate dialog and some level of strategic planning between the leadership of both campuses through a SWOT analysis to direct collaborative activities for the near future.  Where possible, I would also like to engage representatives from community and industry in focus group activities to gain their insight and perspective on the existing and potential partnerships.

VIII. Foster Current Community Relationships and Seek New Partnerships
It is critical for the campus to be active in the community, and the Dean should take personal ownership over ensuring he/she is leading by example.  Although many relationships are already in place, I will seek to strengthen those and create new relationships with the College’s service region and its constituents.

IX. Implement Activities to Engage the Campus in Collaborative Communication
I will explore and implement activities that allow for the Dean and other campus leaders to engage in frequent,  open dialog with the College’s employees, focusing especially on venues for professional and classified staff to share ideas, express concerns, or participate in shared communication on current events impacting the campus.

X. Initiate Innovations in Academic Programming and Delivery to Increase Participation
Population projections depict pending changes to Montana’s demographics and how they will impact enrollments in MUS institutions.  Two-year colleges are positioned well because they already serve many non-traditional students, and this age group is projected to increase.  I will explore with campus leaders areas for program innovation and implement strategies to provide the groundwork for their development.  Specifically I will look at the development of a Wind Energy Technology program and the addition of a wind turbine on campus, as well as innovative models for accelerated, distance, online, and cohort programs.