91´ÎÔª

Academic Organizational Model

Over the past five years, the 91´ÎÔª has focused on aligning our academic strengths with emerging opportunities to better serve students and society. We continue to build on our foundational areas of excellence in Health and Wellness, the Arts and Technology, Environment and Sustainability, Leadership and Civic Engagement, and world-class research. Our recent organizational restructuring, which introduced the College of Health and the College of the Arts and Media, reflects our commitment to strategically leverage these strengths.

The Request to Plan that was submitted to the Board of Regents for consideration is linked below. It embodies our dedication to offering an education as expansive as Montana itself—preparing students to meet the challenges of a dynamic world while remaining connected to the land and communities we serve.

Through this plan, we aim to:

• Equip students for meaningful careers that honor the stewardship of our natural resources and the rich traditions of our programs.
• Strengthen the University's R1 research mission by providing leadership and resources that foster groundbreaking discoveries and attract the next generation of scientists and innovators.
• Address the growing need for behavioral and mental health professionals by aligning programs to support Montana’s workforce demands.
• Empower students with the skills needed for civil dialogue, collaboration, and active citizenship, enabling them to make a positive impact in their communities.

This effort reflects the 91´ÎÔª’s mission to empower every student to reach their full potential and make a lasting contribution to society.

The RTP has been updated as of 11/7/2024 at the request of the Commissioner's Office to add specificity regarding the proposed plans so that the Regents could better understand our objectives.

Task Force Composition and Timeline

The task forces will operate under the following framework, and nominees must meet these conditions to participate: 

• The task forces will consist of nine members plus a facilitator. Members will be appointed by the Provost and be equitably representative of programs. 
• Meetings will occur through the end of the semester. Agendas and minutes will be posted, and all meetings will be open to the public, with 10 minutes reserved for public comment at the start of each meeting. 
• Meetings will continue during finals week and over winter break, with the schedule and frequency to be determined, except for time off during the holidays. Virtual attendance will be available when classes are not in session. 
• The task forces will draft and submit recommended Level II language to the Provost and President by January 24, 2025. The President and Provost will transmit the final draft to the Faculty Senate by January 31, 2025. This timeline will allow the proposal to proceed through campus review, OCHE, and the Board of Regents before the end of the academic year. 
• The task forces will continue meeting at a revised cadence throughout the spring to advance the vision, mission, and logistical planning needed to implement the new college structure. 
• The search for a founding dean will begin in August 2025. 

can be submitted through the linked form by 5:00 pm on 23 October 2024.