Archive

Organizational Structure and Tasks

  • Determine Team's organizational structure (officers/leadership e.g., chairperson, secretary, and/or other positions)

  • Draft operational policies and procedures (e.g., frequency of meetings, who calls meetings), notification time for meetings (e.g., ten days), time period for distribution of agenda (e.g., five days), timeline for preparation and approval of meeting minutes

  • Establish procedures for keeping records of approved resolutions, advice, membership records and other actions

  • Draft general assessment process and goals for first year (to be updated annually)

  • Include clear time limits for action on various issues as per paragraph 4 under "Further Details" of Shared Governance Task Force proposal approved by the university community

  • Deliberate and act on priority issues identified by the President

  • Provide Shared Governance Task Force with draft operational policies and procedures by December 1, 2005

  • Provide advice regarding budget priorities and concerns as they relate to core academic issues.
  • Work with appropriate University constituencies to seek and develop potential revenue-generating opportunities.
  • Provide expertise and input on broader budgetary issues that impact core academic concerns without only advocating for specific units.
  • Continue to identify University assets that could be used to generate incremental revenue working with University Advancement, Business and Finance, and Academic Affairs (4.2.1)
  • Complete operating guideline for the processes to be used in securing revenue and committing University assets working with University Advancement, Business and Finance, and Academic Affairs (4.2.2)
  • Implement a President’s Council mandate requiring Return On Investment (“ROI”) analysis for managerial decision making working with all vice presidents and AP for Mission Identity (4.3.1)
  • Implement a President’s Council mandate requiring formal update and analysis of actual financial results of individual decisions compared to the planned results anticipated in the ROI analysis working with all vice presidents and AP for Mission Identity (4.3.2)
  • Utilize teaching load information for decision making on the elimination of low quality low enrollment programs that provide negative financial contribution to the University working with President’s Cabinet (4.4.2)
  • Serve in an advisory capacity for the annual budget development process regarding issues such as budgeting assumptions, capital spending plans, and tuition and fee increases.