BC AC 10.29.12 Meeting Notes:
Council Boundaries, Powers &
2013 Strategic Goals and Supporting Data
BCAC Boundaries/Powers
(drawn from bylaws and UM Provost comments on organizational structure)
•
The name IfAdvisoryJl is a boundary.
•
Board of Regents has legal authority over BC, UM.
•
BCAC may function in ways such as the following:
-- INFlUENCER
-- May also assess, evaluate, communicate, recommend, assist, participate, partner with
BC Director
-- Provide advice about organization and policy issues, serve as information
source
about BC in external community
-- Advocate for BC within community and in brings community to BC
-- Advocate internally around problems and opportunities,
funding and funding models
Funding Questions
(submit to UM in request for BC AC professional development?)
•
Why is there a funding question?
•
Do we know funding needs year after year?
•
How does funding amount arise? What is the formula?
•
How does funding given 2-year programs vary?
-- How are we different from Gallatin? Do they keep $300,000 plus tuition generated?
-- Is K-20 funding in our future?
•
As an Advisory Council, what information
do we need to understand our financial
support from UM and the State?
•
How can we better understand our funding model so we can better explain/advocate
potential donors?
•
How do budgets work?
•
Do we need regular needs assessments?
•
How do we mine data for grant writing?
•
How do we create template for needs assessment?
to
•
Attainable
•
Realized through specific tasks
•
Measurable
•
About attaining
•
Timely
•
Within our control or influence
•
Relatively broad
•
Focused on outcome
maintaining
•
future achievements or
present accomplishments.
Aligned with BC AC vision/mission,
SWOT data
This strategy evolved from strategy suggestions below that were revised
that is broad in nature and falls under the purview (boundaries/mission)
to create a strategy
of BC AC:
Assessment and Evaluation
•
Develop an annual assessment tool for evaluating responsiveness of programming
and services.
•
Review and update the 2009 BC needs assessment, including selection of priority
programs and resource investment.
•
Assist with evaluation
plan.
•
Review 2-year program assessment and make recommendations.
•
Assist with prioritizing
course offerings and evaluate course effectiveness.
Curriculum Development
•
Maintain or develop program focus:
- Niche
- Certifications
- Continuing Ed
- Remedial
•
•
Develop a communication
plan with UM colleges toward curriculum
Grow academic and student services:
-- Involve some of us in all roles
-- Involve those with certain skills, talents in other roles
•
Help BC be as responsive to community
•
Access Big Sky Pathways data
•
as possible
Questions:
-- How big will BC be? Student body size? Facilities?
planning.
•
Student-centeredness
•
Small class sizes (Italics indicate 5/0 highlighted by BCAC)
•
Personal interaction with
•
High quality of staff and instructors available
•
All-inclusive student services connect to UM support services
•
Clear paths to baccalaureate degree or career.
•
Dormant need (potential students ready)
•
Non-traditional
•
Variety of classes
•
Rapid growth/small
•
Functioning Adult Basic Ed System
•
Small staff doing LOTS
•
Outdated needs assessment
•
Technical problems with course deliveryl communications
students
l
staff faculty
students
classes
l
(Italics indicate WiT highlighted by BCAC)
•
Too close to Missoula?
•
Possible dissention between Valley and Missoula
•
lack of resources: moneYI facilitYI staff
•
Lack of predictability
of resources
phones
•
Attainable
•
Measurable
•
Timely
•
Within our control or influence
•
Relatively broad
•
Focused on outcome
This strategy evolved to encompass strategy suggestions below that addressed three topics
related to needs and growth.
Community Partnerships/Participation
•
Promote (enhance/establish)
•
Develop community
•
Develop and foster (local or not) partnerships for present and future growth.
•
Create an identity specific to Bitterroot
•
Develop community
and supportive
•
community
relationships
partnerships with high schools and businesses.
interaction
College (5, 10,20 years).
so that the community
of the use and development
Develop a communications
is informed,
participating
of Be.
plan to inform the community
and recruit students
College Growth and Funding Plans
•
Implement
•
Create a funding strategy that will lead to the continued growth and development
of Bitterroot
a Growth Plan for future facility, services and budget.
College.
Advisory Council Professional Development
•
BC AC will initiate and sustain professional development
for the Council.
(Start with
Developing Budgets and Advocacy.)
•
Set priorities for what we can do with resources we have at the quality we want.
•
Take our passion and gather folks in UM and BR communities
to move us forward.
Community Partnerships/Participation
•
Address our role as conversation
(UM/BC/higher Ed Regents)
starter
at intersection
of community
and college
•
•
Speakwith one voice - talking points for outreach
Make regular reports to community
•
Questions:
-- How do we engage more Darby students?
-- How do we develop liaison capacity with Ravalli schools?
-- Distribute information to guidance counselors at state conventions?
Develop 2-year College System Resources
• Accessinformation about MT 2-year college system; goals, health and strengths of
other 2-year colleges (2-year college council Vision/Mission statements)
•
lobby for 2-year college constituency.
•
Access2-year branding program results
•
Tap high community businessinterest in 2-year programs
•
Access Big Sky Pathways data
•
People in valley who can help us
•
Environment, business and physical setting
•
Growth
•
Commitment
•
Council diversity, commitment
•
Location in county seat/not in city center
•
Legislative Delegation
•
Community engagement
•
Leadership
•
Work more closely with Job Service
•
Wealth in community
•
Community and UM expertise to tap into
•
Centrally located amidst 40,000 Ravalli County population
•
Demographics, diversity and varied skill sets of BCAC
•
Environment
•
UM reputation
•
Continued/increased
(Italics indicate 5/0 highlighted by BC AC)
of University system
allows field experience, business internships, etc.
connections with Ravalli County corporations
schools
•
Communicate with and educate legislature
•
Certification
•
Fundraising
•
Student ambassadors
credits
and high
•
Lack of resources
•
Lack of "niche,"
•
Small staff (classified and administrators)
•
Growth could mean we lose closeness
•
Scattered "linear "valley population
•
Isolation challenges networking
•
lack of staff to develop strong partnership opportunities
BC identity
doing LOTS
(Italics indicate WIT highlighted by BCAC)
with large local
employers
•
Growth could mean loss of timely response to public and students
•
lack of local government
•
Too close to Missoula?
•
Possible dissention between Valley and Missoula
•
lack of resources: money, facility, staff
•
lack of predictability
•
Marketing to community
•
Course cancellations due to low enrollment
•
Perceived lack of identity
•
All things to all people - no niche
•
The economy
•
State commitment
•
Fund raising
•
ADA issues and prompt response
•
Popularity of online programs
partners in surrounding counties
of resources
and high schools regarding course offerings
to higher education too low