Codes:
Academic
Programming
II = Immediate Implementation
Recommendations:
Articulate what we hope to accomplish
through interdisciplinarity
CR = Continue Research
Low Priority
High Priority
II
II
CR
Encourage departments to include credit
for interdisciplinary work in their unit
standards, and dean’s offices to recognize
its value faculty reviews and in reward
structures
Determine how our General Education
requirement rubric might better embrace
interdisciplinarity
Pursue simple fixes to our current Gen Ed
standards (for example, allow a second
year of language to count as cultural
studies)
Merge FSSS with OIP for seamless support
UM must move from an international
exchange system organized around
individual faculty relationships to a more
integrated, strategic set of institutional
relationships and systems
Middle Priority
II
Adopt policies and mechanisms that will
facilitate interdisciplinary teaching and
research
Include co-PI information in university IR
databases
Consider slimming down majors to allow
more space for interdisciplinary options,
what are the trends in student interests
and motivations
Language acquisition should be part of
UM’s international strategy. Foreign
language-learning embodies UM’s goals of
diversity and cultural literacy and also
increases the communication potential of
students that is so sought after by
employers
Academic units and programs should
explicitly define their international
opportunities. Each College needs to
create strategies for internationalization
and have an individual who coordinates
with a more centralized
internationalization management
structure
T = Table
CR
CR
CR
CR
T
T
CR
Codes:
II = Immediate Implementation
Recommendations:
Reduce geographic areas of collaboration
to those that are active and valuable.
Review where international connections
could be made with unique/outstanding
UM programs to offer dual degrees and to
collaborate on research
ELI students should be integrated more
completely with campus culture; and we
should offer them a “bridge” or
“pathway” that eases the transition
between ELI and academic degree
programs
Departments should be urged to include
international activities in unit standards,
goals, and assessments; Dean’s offices
should support efforts to recognize
contributions to internationalism
Build flexibility into degree curriculum to
provide more time for international
experiences by students
CR = Continue Research
Low Priority
T = Table
Middle Priority
CR
CR
CR
CR
UM needs to have an overarching strategy
with regard to online course offerings
II
Our approach to the digital age and
education needs to be centered on giving
faculty training and access to the newest
technologies for pedagogy and research,
rather than just developing online courses
We must articulate a business model that
will enable online programs to gain
revenue and pay for themselves. This is
the only way to expand our offerings as
needed
If we wish to expand our current level of
offerings, then we need a more
programmatic approach or focused body
of course offerings in a few specific areas
where a certificate or degree can be
obtained
Without additional money, some online
offerings may need to be dropped in
order to allow fully online degree
programs to be created, grow, and be
marketed to our core online audience
High Priority
II
II
CR
CR
Codes:
II = Immediate Implementation
Recommendations:
We need more student feedback to
determine what students want (current
UM students are the big audience) AND
we need to develop easy ways to
automatically assess each course
CR = Continue Research
Low Priority
T = Table
Middle Priority
CR
We must find ways to support
opportunities for blended delivery as part
of many regular face-to-face courses,
rather than making it a separate category
CR
We should be thinking of the nontraditional students we might reach in
developing plans and marketing strategies
Enrollment
Management
II
Design and implement improved
enrollment management activities
Develop a strategic plan for enrollment
with specific priorities for target
populations
Decentralize some aspects of recruiting
II
CR
II
Redesign webpage for easy access to
application
Improve matriculation from Missoula
College to UM
Identify student composition that offers
financially sustainable model
Revenue
Enhancement
Adopt new business models for online
and blended learning as well as summer
and winter sessions.
Develop a self-support tourism/hospitality
program.
Increase self-support professional
courses, certificates, and programs
(credit/non-credit).
Market and sell UM services and products
to external audiences.
Create a centralized “one-stop” UM
conference and event services office.
Create new summer programs and
opportunities across all age levels.
Bundle existing courses with outdoor
pursuits.
Insource services (vending, office coffee,
bulk mail, etc.).
High Priority
II
II
CR
CR
CR
CR
T
II
II
CR
CR
Codes:
II = Immediate Implementation
Recommendations:
Change fee structures (build incentives for
registration deposits).
On-campus parking (review current fee
structures and the overall process
management of campus parking that may
generate additional revenue).
CR = Continue Research
Low Priority
T = Table
Middle Priority
CR
CR
New sustainability initiatives (go “landfill
free”, other energy saving initiatives).
Cultivate corporate sponsorships for
campus events.
Explore expansion of the UM Golf Course
beer/wine site-specific license to include
all University of Montana sites.
Cost-Savings
CR
CR
CR
Develop a systemic and strategically
based justification process for all new and
renewable positions on campus
Procurement transformation on UM
campus
Continue the work of the Cost-Savings
workgroup
UM has water rights to irrigate from
existing well on campus rather than using
water purchased from Mountain Water
Company. There will be a cost to develop
this capacity.
Analysis of our electrical usage shows if
we can reduce our peak campus demand
for 158 hours a year we can save
$30,000/yr. This will require some
investment to allow scheduling of power
using equipment. There is a potential
savings of $10,000/yr if we can get the
stadium power onto the main campus
meter
HVAC Controls Optimization:
Implementing control upgrades and
tuning yield good savings with little
investment and an increase in comfort.
Need additional controls/commissioning
tech. to accomplish
High Priority
II
CR
II
CR
CR
CR
Codes:
II = Immediate Implementation
Recommendations:
Create incentives for desired behavior.
Allow all departments to pay their utility
bills and keep any savings from the
savings they create.
Implementation of motion sensors in the
academic buildings so that bathrooms,
hallways and classrooms do not drive up
costs of operations by lights being left on
needlessly in the night.
CR = Continue Research
Low Priority
T = Table
Middle Priority
T
CR
Move graduation applications and major
change forms to an electronic format; the
carbon copy change forms are very costly
(as are all the other carbon copy forms
used in the Registrar's Office).
Bring Paper Heavy Process Online Where
Possible. For example, greater use of
Banner Workflow software (major
change, course add/drops, graduation
applications, etc.)
II
CR
Duplicated Software and Licensing Fees:
the subgroup recommends that Central IT
do a campus-wide audit of all software
being used currently and look for any
potential cost savings. We also
recommend doing away with Right
Now/Ask Monte immediately ($37,000
savings). Student usage of this system is
too low to justify the cost.
Information Utilize Student Interns to Staff Major
Technology Implementation Projects. The subgroup
recommends researching pertinent
academic departments on campus that
require students in their majors to
complete internships - Mainly
Management Information Systems and
Computer Science - and analyzing the
feasibility of employing student interns on
large implementation project teams
Review grounds keeping routines with eye
toward water conservation and mowing
to reduce related costs
High Priority
II
CR
CR
Codes:
II = Immediate Implementation
Recommendations:
Journeyman Plumbers maintain the
irrigation system. This work can be
performed by the grounds staff as it is
downstream of the backflow preventer.
Allow for more efficient and cheaper
outsourcing of services to local suppliers.
Costs charged by facility services seems to
be very high for painting or carpeting. In
general, facilities, policies, procedures,
and practices should to be reviewed.
CR = Continue Research
Low Priority
T = Table
Middle Priority
II
Outsourcing services to local vendors where cost
savings are available, is already an existing policy.
Campus Evaluate and reduce frequency of waste
Maintenance disposal. Review once a week disposal for
units in the same building.
II
Human Resources could consider adding a
cost-savings bonus initiative. Staff
members who create innovative (and
quantifiable) cost-saving solutions could
be eligible to receive a small bonus.
CR
Explore offering a High Deductible Health
Care Plan with a Health Savings Account
option (would replace the Flex Account
for participants) modeled on the
University of Idaho.
Create compensation incentives for
outstanding classified employees - outside
of in-range progression and career
ladders.
Human Create incentives for staff and faculty
Resources recruitment - tuition waivers for
dependents, etc.
Analyze, develop, and create early
retirement incentives whenever possible.
Establishing guidelines for administrative
search committee chairs, ideally the
guidelines would be administered and
communicated by Human Resource
Services, and possibly posting salary
ranges on all future position vacancy
announcements for administrative level
positions (and faculty).
High Priority
T
CR
CR
CR
II
Codes:
II = Immediate Implementation
Recommendations:
Review campus alcohol related expenses
not related to various functions such as
concerts, 'retail' purposes, and
Foundation expenses.
Eliminate expensive retreats for Main Hall
Administrators until our financial situation
improves
Miscellaneous If programs decide to make internships
mandatory, there needs to be associated
resources/investment in order to make
this happen.
CR = Continue Research
Low Priority
T = Table
Middle Priority
CR
II
CR
Evaluate department journal subscription
use, including faculty members are paying
for subscriptions to hard copy journals
that the library is also paying for
electronic subscriptions for
CR
Evaluate printer cartridges savings. Could
we could refill locally with a supplier in
Missoula at half of the cost we pay for
new cartridges and whether this could be
organized across campus with a supplier?
Evaluate department trade organizational
memberships. To what extent is
membership effective and useful, and can
memberships be shared among faculty to
save costs?
Evaluate UM employee travel
reservations. Can savings be found by
requiring advance notice as opposed to
last-minute planning?
Laboratory Equipment & Supplies: Use
Contracted vendors ($4.7M annual spent
across 207 vendors). ($235,000)
Procurement
Office Supplies: Use 1 of 3 negotiated
contracts ($1.7M annual spend across 31
vendors). ($85,000)
Negotiate new Dell Computers contract to
include recommended configurations for
desktops/laptops. ($70,000)
Strategic Sourcing Event: Janitorial
Supplies ($670K annual spent across 18
vendors). ($54,000)
High Priority
CR
T
CR
II
II
II
II
Codes:
II = Immediate Implementation
Recommendations:
Strategic Sourcing Event: Bottled Water
($56K annual spent across 2 vendors).
($6,000)
Managed Print Services: Centralized print
device management with automated
fulfillment of device supplies (savings up
to 20%)
Equipment Maintenance Management
Program (EMMP): 15-30% savings on
equipment maintenance agreements
(already in place, low participation).
CR = Continue Research
Low Priority
T = Table
Middle Priority
II
II
CR
Digitization: Migrate from paper and
paper processes.
Audit Recovery Services: Analyze utilities
and telecommunications for overbilling
and/or pricing abnormalities.
Audit of entire inventory of telephone
lines: Shut off unused lines and reduce
where not needed.
Develop campus-wide best practice
manual for Purchasing Receiving &
Storage similar to NACUFS attached file,
and conduct periodic self departmental
audits.
Improve efficiency on ProCard purchases.
Review, improve, and implement cell
phone policy
Resource
Allocation
Develop metrics for non-instructional
staffing levels and operating budgets.
Identify some areas, like IT and Athletics,
where it might be appropriate to look at
the units' entire budget and then
determine a percent that should come
from general funds.
Phase-in plan so departments funding
levels are not seriously hurt in any one
year.
Identify processing or data needs to
ensure accuracy of the base data fed into
the model. Where necessary, solutions for
areas of concern should be brought from
this committee to the University Budget
Committee for implementation.
High Priority
II
II
II
II
II
CR
II
II
CR
Codes:
II = Immediate Implementation
Recommendations:
Document the formula calculations and
develops a timeline to ensure the budget
discussion happens in a timely manner for
all concerned parties.
Identify data problems and
inconsistencies that currently exist and
hamper proper data reporting.
Resolutions to these data problems
should be implemented. Example would
be coding faculty research time in a
research index.
Evaluate the potential budget impacts on
controlling positions in a more centralized
fashion.
CR = Continue Research
Low Priority
Middle Priority
T = Table
High Priority
II
CR
II