From a galaxy far, far
away. . .
The
Compact Process
A View from 40,000 feet
Laura Coffin Koch
Associate Vice Provost
University of Minnesota
Benefits
The compact process can increase the trust and shared goals among
colleges/units and between colleges/units and the administration.
The process is one of cooperation, negotiation, and information
sharing, where each person in an organization becomes a
stakeholder in its unit's compact.
All compacts are public documents, there are no hidden agendas or
investments, further heightening trust and accountability.
The compact process can be extremely helpful in the public
accountability realm.
The compact process can be used to help establish priorities for a
major capital campaign.
Benefits
The compact agreements impose obligations on both sides, building
relationships that are more horizontal, cooperative, and reciprocal,
rather than hierarchical. It is both bottom up and top down.
The inherent flexibility of the process means we look for ways to
strengthen the alignment of service units with the University's
academic mission.
The compact process integrates planning, budgeting, and
assessment to improve academic and service programs at the
University.
The compact process can be used to further the long-range capital
improvement plan and the university master plan.
Goals of the Compact Planning Process
Assure standards of excellence
Align goals and priorities with budgets, departments and
colleges, and other university-wide units
Promote long-term planning and alignment within units
Improve alignment of broad University goals with unit
strategic directions, investments, and actions
Create a shared University vision and plan
Alignment of Institutional Processes through
Assessment of strategic issues, priorities, and directions
Consistency of institutional directions, programs and processes
Policy development and framing strategic issues
Enhanced academic excellence
Improved services
Possible Themes and Priorities
Enhancing academic excellence
Excellence in undergraduate education
Excellence in graduate and professional education
New interdisciplinary directions
Compact Strategies Initiatives
For UAlbany
Enhance the university’s reputation by promoting excellence
in learning, discovery, and engagement
Enhance programmatic excellence
Encourage interdisciplinary activities
Enhance diversity and build an inclusive campus climate
Enhance the recruitment, retention, graduation , and placement
of students
Develop new fund-raising strategies
Possible Themes and Priorities
Expanding educational access
Improving services
Building a supportive community
Learning resources and technology strategy community
building
Improving campus environment
Compact Elements
Introduction to the unit – mission, goals, core activities, national
rankings or locally derived benchmarks
Clearly articulated initiatives
Upcoming challenges and commitments
Current standing of academic programs relative to peers
Describe the unit vision for the next three to five years
Compact for the College of Liberal Arts FY 2004-05*
Introduction:
“The College of Liberal Arts is the largest college in the University
of Minnesota and home to the social sciences, humanities, and arts.
As the college of enrollment for more than half of the undergraduate
students on the Twin Cities campus, and as home to most of the
disciplines that form the traditional arts and sciences core of the
University, CLA is central to the University’s educational mission...
CLA’s faculty are committed to excellence in each are of endeavorteaching, research, and service. Of those CLA programs evaluated
but the National Research Council, two-thirds rank in the top 25
nationally. Although CLA faculty comprise 20% of the University’s
faculty, they comprise 35% of the University’s Regents Professors,
…”
*http://www.academic.umn.edu/img/assets/11842/CLA%20compact%200405.pdf
Compact for the College of Liberal Arts FY 2004-05*
Update-Major Long-term Goals/Priorities from Previous Compacts
1. Maintain and Build the Excellence of CLA’s Top-Ranked
Departments
2. Build the Arts and Humanities
3. Internationalize CLA
4. Enhance Undergraduate Education
5. Enhance faculty Research and the Mentoring of Graduate Students
6. Integrate Human and Social Perspectives into Health Education
7. Enhance Diversity
*http://www.academic.umn.edu/img/assets/11842/CLA%20compact%200405.pdf
Compact for the College of Liberal Arts FY 2004-05*
New Long-Term Goals/Priorities
1. Establish Competitive Support for Graduate Students to Ensure
Graduate Program Excellence
2. Expand Undergraduate Research Opportunities
3. Presidential Initiatives on Arts and Humanities
1. Create the University of Minnesota Institute for Advanced
Study
2. Transform the Humanities by Embarking on Cluster Hires in
the Humanities
3. Launch an Interdisciplinary Program in the Arts
4. Diversity Assessment and Planning
5. Outreach and Civic Engagement
*http://www.academic.umn.edu/img/assets/11842/CLA%20compact%200405.pdf
Compact for the College of Liberal Arts FY 2004-05*
Facilities Issues:
1. Compact Initiative Impact and Space Management
2. CLA 2004-2010 Major Capital Investment Priorities
*http://www.academic.umn.edu/img/assets/11842/CLA%20compact%200405.pdf
Compact for the College of Liberal Arts FY 2004-05*
Financial Issues:
1. Tuition, State fund allocations, and ICR agreed upon
amounts.
*http://www.academic.umn.edu/img/assets/11842/CLA%20compact%200405.pdf
Compact for the College of Liberal Arts FY 2004-05*
Enrollment Management:
1. Overview
2. Guiding Principles for CLA Enrollment Strategy
3. Strategies for Ensuring Timely Graduation Among
Students with 90+ Credits
4. New Degree Programs and Minors
*http://www.academic.umn.edu/img/assets/11842/CLA%20compact%200405.pdf
Compact Elements
Describe aspirations in terms of the next higher level of
performance and standing
Articulate the formal mechanisms used to ensure that
departmental assessment plan implementation occurs, and
(department assessment plans should be appended to the
school/college or divisional compact)
Summarize how the unit will contribute to the institutional
mission of the University.
Compact Data Profiles and Outcome Measures
Descriptive Data
Instruction, Retention, and Graduation Data
Sponsored Research Productivity
Student Diversity
Faculty and Staff Diversity
Financial Analysis
Unit-specific Measures
Create a shared vision for UAlbany
Improve the alignment of broad University goals with the
directions, investments, actions, and results of departments,
colleges, and units
Move from a model that depends on regulation to one that
focuses on accountability and outcomes