Notes on Richard Pattenaude's Consultation to CCSU
November 11, 2003

OPEN MEETING 

Change must be managed! President Pattenaude discussed the necessity of adapting to change and managing it as a routine part of the evolution of the University. We must embrace change and be proactive. We are in a “forced evolution”. It is necessary to look at Outside change and Inside Change. We must Listen or Loose!  We need to maintain RELEVANCE and see how our “product” impacts the outside world. He commented on changes we need to attend to in order to survive and thrive.

In the outside world that we need to attend to the needs and interests of:

Business
Legislators (needs and interests) 

Our Master Plan should be on a website. ”Master Planning Website” at USM available to all faculty and members of the academic community and ability to give input and suggestions.

Usually, we find regression toward the mean.  

We also need to look at increased competition and increased constraints in the future.

Attend to the demographics of  today–baby boomers are a cohort group–where the cash goes–now to the older – such as retirement homes, etc.; political shifts follow the clump of boomers

Tuition control is a constraint

Pressure to keep tuition down at Public University;

Can loose Federal funds ir tuition too much for two years in a row

Economy

11% to 8% drop in funding from the Federal Governments

Educated citizenry means that you earn more. The college grad will earn a million more dollars that the non college grad. Thus, legislators see this as a private gain, thus are funding less.

Educated workforce means a trend toward  pragmatic degrees.

No child left behind

Simplified goals

External testing

Accountability

Higher Education Act will model itself on  No Child Left Behind

Outcomes and measurement (testing) will be important.

What is at risk?

The quality of academic life

Must take action

Must have tools and opportunities

Adapt new innovative structural models

Must be change managers!

Shared thinking about some of the Major initiatives, concerns, issues with which President Pattenaude dealt with at USM (and which face Universities today).

1. Retention and Experience

Support a “Learning Community”. The University is too large to be just one learning community, so support Micro-Communities and find homes for all of them

2. Create Hybrid Degrees

Mix and match from different discipline to create degrees that are appealing, interesting, stimulating.Example, Media Studies created at USM

3. Distance Based Education

Students prefer live experiences but also need distance learning. At USM, they have a number of courses taught on line that are successful. Numerous sections of Latin (20 students per on line section).

4. Incentive Based Funding

Method of Pachyderm incentive funding.  If you try to force an elephant to perform, no luck.  But if you throw down a few peanuts, they perform willingly. Use incentive to induce faculty to create programs, etc. Example, diversity is in USM curriculum in 24 course by offering an incentive to create courses including such.

5. Community Leader

Act as initiator and leader in the local community as well as regionally, etc.

6. Create Multi-source funding.

Demonstrate need

Show quality at nationally recognized level.

Marginal income must offset cost of any program–must cover itself.

7. Attention to Quality of Work Life.

80% of a budget is spent on human resources

Take are of workers who represent the bulk of fiscal investment!

Joy and meaningfulness in work is essential

USM goal– to be an employer of CHOICE!

8. Louder and Prouder

Integrate marketing into programs

E-mail campaigns

Advocacy Councils created at USM consisting of CEOs, members of community, citizens with money to donate, etc. Resources are used to benefit each of the programs

9. Define who are we going to be?

Informed citizens

Applied research

Accessibility

Writing and analytics schools

Helpful to study the BEST community college and see what kind of behavior occurs.  Then use the information and apply it to your liberal

The Characteristics of the University of the 21^st Century

President Pattenaude stated that the University communities must adapt to the changes if they are going to survive. The following are some of the essential characteristics of the successful University of the 21^st Century.

1. Increased service orientation

talk to the market and find out what the market wants from the university

2. Agile and Decisive

Trust

Action oriented

Sense of urgency and mission

3. Leaner and Smarter

Trend in higher education is toward less funding and has been happening slowly. Be creative and accommodate. Must change with the times or you will be like the frog in the water. If change is quick, you are aware, but if change is happening slowly, you may not notice and you may fail to accommodate.  If thrown into a vat of hot water, the experience is shocking and causes the frog to escape. As the heat is turned up slowly, you barely notice and do not try to escape until it is too late and you are boiled.

4. Quality of work life

We must face up to the reality of work life on campus. President Pattenaude takes a FACTS OF LIFE tour on the campus each year to determine the “reality of conditions” for faculty, staff, and administrators. Liaisons with collective bargaining.

Quality of faculty life, quality of student life are central to the successful functioning of the University.

5. Alignment

Focus money on ideas. Make sure values align with expenditures.

6. Manage what you can manage.

Don’t take on more that you can do well. For example, USM  looked at retention and is in process of managing it.

7. Resource Hungry – Aggressive Pursuit

Reward those who can bring in resources, who will create programs that fit the needs of the University. Example–USM has a four year post tenure review at which time up to 7% increase to base salary can be added to faculty’s salary. Also solve problems with compression in faculty wages.

8. Sustainable Curriculum

9. Never Give Up Liberal Arts and the Heart of the educational experience.

UPBC MEETING

Remarks to the UPBC morning: President Pattenaude discussed Strategic Planning

1. Has to be alive

2. Incentives (money or rewards) should be used to encourage faculty to plan, make initiatives, be creative, start new programs, etc

3. Program Investment Funds can be set aside (At USM, ½% of general funds used for these initiatives)

4. One person is responsible for keeping the plan alive (full time employee)

5. Rolling work plan is given to all members of university community

comes from UPBC

point is to “manage change”

All have access to the rolling plan and the mission, etc.

6. Tweak the Vision–Torque the mission statement

Must be an appropriate model

7. Marketing Plan must be in place—

8. Increase visibility for US News and World Report

send out Christmas cards that will be noticed

700 copies for Presidents and Provosts

send out items that will make those who rate the University notice–postcards, announcements, etc

CORE ACADEMIC VALUES–TAKE THE HIGH ROAD

9. Fund the change agents–give faculty who want new programs a start;

Program must make money eventually

10. Form an Advocacy Council. Choose people who will go out and support the University and help to gather funds....work with Council closely

11. Uses a Formal Board of Visitors who meet every other month. Serves as an advisory committee and gives an environmental scan.

12. Strategic Planning

Have a five year plan in place with a 2 year work plan

Plan should reflect the values, attitudes, structure of University

Ask: does your Strategic Plan do this?

Do not forget about external voices in building you SP eg. Formal Board of Visitors

13. Do you build a SP from the bottom-up?

What are our priorities?

Retention?

Marketing?

Accountability

Quality of Work Life?

14. Quality of Work Life

Examined or surveyed through Faculty Senate Committee

Bring together faculty and staff

Union representatives included

Look for truth

No senior administrators on the committee

Employee satisfaction survey conducted...

Goal of committee to identify short and long term problems that affect the quality of work life

Starts off with many gripes, but eventually looks at efficiency

Permanent task force

Reported in a section of the Priorities Plan

Directed toward problem solving

Process of accountability

Need to know the truth and what can be improved

Goal at USM–to be the employer of choice for the employees

Managing Change

World Café game

Ask: What does a transformed University look like?

Across all disciplines

Need reality check

Problems: Fear of loss, diminution of energy, cynicism

To managed change, you need an Endgame....what is your end game

 

Learning Community

Examples of Learning Communities at USM–

Resident students

Honors Program called “Russell Scholars”

Work and live together in dormitory

Community work together (internships, etc)

Friday Colloquia

92% retention rate

Non-residents

People, Passion, Power Course

one year long

Kent State has embedded junior college on campus

Program Investment Funds

President’s staff listens to Cabinet

Income must exceed marginal costs

Sports Medicine –temporary savings plan

Ways of saving money–temporary savings plan–

hard hiring freeze

reallocate

bring back

Mission–Make University Better!

Be a Master Builder to accomplish goal

Use political capital

Ocea Life Long Leaning Institute

Senior Education Center

Friday classes and trips (25.00)

Volunteers run it

Seniors who want to be stimulated intellectually–has 1100 participants

Mission of University–Find ignorance and eliminate it!

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