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.
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A View from 40,000 feet
Laura Coffin Koch
Associate Vice Provost
University of Minnesota
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.
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.
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
Assessment of strategic issues, priorities, and directions
Consistency of institutional directions, programs and processes
Policy development and framing strategic issues
Enhanced academic excellence
Enhancing academic excellence
Excellence in undergraduate education
Excellence in graduate and professional education
New interdisciplinary directions
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
Develop new fund-raising strategies
Expanding educational access
Building a supportive community
Learning resources and technology strategy community building
Improving campus environment
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
“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 endeavor-
teaching, 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, …”
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.
Instruction, Retention, and Graduation Data
Sponsored Research Productivity
Faculty and Staff Diversity
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