Nine-member team: one law school representative; one dental school representative; one faculty member selected by the MFA from among its members; one elected representative of the McNichols faculty; and five administrative representatives.
Provides advice to the president as needed.
2 faculty representatives
Greg Ulferts, Business Administration, College of Business Administration (term expires 3/2017)
Timothy Creel, Accounting, College of Business Administration (term expires 3/2017) (MFA)
5 administrative representatives
Mark Denham, Dean, College of Liberal Arts & Education (term expires 3/2017)
James D. Priskey, Secretary, Controller (term expires 3/2017)
Lisa Zessin, Special Assistant to the Provost and Vice President for Academic Affairs (term expires 3/2017)
TBA (term expires 8/2017)
Victoria Spallone, Co-Chair, Controller's Office (term expires 8/2017)
1 Dental School representative
Lynn Sikawa, Director of Clinic Operations (term expires 3/2017)
1 Law School representative
Amy Smith, Associate Dean for Operations (term expires 3/2017)
- Provide advice regarding budget priorities and concerns as they relate to core academic issues, including how resources might be (re)allocated to address core academic matters within the structure of budget priorities and concerns.
- Serve as part of the annual budget process in an advisory capacity as needed regarding issues such as budgeting assumptions, capital spending plans, and tuition and fee increases in accordance with the established budget cycle timeline.
- Provide suggestions and input on broader budgetary issues that impact university-wide core academic concerns.
- Review Program Cost Study and make recommendations to the Provost.
- Establish procedures for keeping records of approved resolutions, determinations, advice, membership records and other actions.
- Keep the University community informed of team activities by providing summary minutes of meetings and reports for posting to the shared governance website. The secretary of the committee is responsible for sending minutes to email@example.com.
- Verify whether team's operational policy and procedures are consistent with practice. Submit your revised document to the Shared Governance Task Force through the chairperson by December 1. If there are no changes to be made notify the SGTF chairperson by the same date.
Note: Numbers indicate the corresponding 2012-2017 University Strategic Plan action steps Click here to view.
Operational Policies and Procedures
I. Reporting Line: Reports to the President of the University
When formal recommendations are made to the President, the President will inform the team of his/her decision or reaction to the proposal within 60 days. If the President decides to take a course of action different from that recommended by the team, the President will make him/herself available to explain to the team the reason for the contrary action.
A. One representative from the School of Law
B. One representative from the School of Dentistry
C. One faculty representative of the MFA from among it members
D. One elected representative of the McNichols faculty
E. Five administrative representatives
1. Chairperson or Co-Chairpersons will be chosen by the Team membership on an annual basis
2. Chair or Co-Chair will call and conducts meetings for the Team
3. Provides notification of a meeting at least ten days prior to the meeting
4. Develops meeting agendas for distribution at least five days before the scheduled meeting
5. Provides the Team with issues identified by the President and Provost/VPAA
6. Provides advice, ongoing reports and consultation, and other actions to timelines established by the President
7. For the first meeting of Fall Term, if the past year’s Chair or Co-Chair is no longer on the team, the MFA representative is to call the first meeting.
1. Takes minutes of Team meetings
2. Circulates minutes to the Team for approval during the week after the meeting
3. Maintain record of approved resolutions and other actions of the Team
4. Abbreviates meeting minutes to one page for the University Archives within one week of minutes being approved
5. Submits summary minutes to firstname.lastname@example.org for posting to the website
6. Maintains roster of Team membership and notifies both the shared governance web administrator and email@example.com of the names, departments, and college/schools of the newly elected members.
A. Meetings will take place at mutually agreed upon times of all members
B. Any item Team members would like to have included in the agenda must be forwarded to the Chair or one of the Co-Chairs ten days prior to the meeting.
C. A quorum of at least 5 of the 9 team members is required for consensus or a vote to take place. A meeting can take place with less than a quorum.
D. Provide recommendations and other actions according to timelines established by the President or Provost/VPAA
E. Team will set its own deadlines on issues brought forward by Team members.
F. Meetings will operate under the principle of consensus unless a vote is requested.
A. Provide advice regarding budget priorities and concerns as they relate to core academic issues
B. Work with University constituencies to seek out and develop potential revenue-raising opportunities
C. Serve as part of the annual budget process in an advisory capacity as needed regarding issues such as budgeting assumptions, capital spending plans, and tuition and fee increases
D. Be available for consultation with the Provost/VPAA for regular program review and to identify programs that face special challenges and should receive an out-of-cycle academic program review
E. Submit a midyear review of the Team’s activities to the Provost/VPAA annually
F. At the end of each academic year, the Team will evaluate its progress toward achievement of established goals in an annual report to the President.
Amended and Approved
Shared Governance Task Force
May 2006, March 25, 2015
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., 10 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.