Maine Perspective Front Page
Hoff Reflects on Progress, Future with BearWorks
The University of Maine is nearing the end of the first full semester of the implementation of BearWorks, the University of Maine action plan. UMaine President Peter Hoff responded to questions concerning how BearWorks makes a difference on campus and how it helps to shape the future of the University.
Q: Since the inception of BearWorks, what has been achieved?
A: We have had an extraordinarily good start in advancing the priorities BearWorks proposes. Many things have begun to happen. In the last few months, we established the four-year pledge program, began to remodel Fogler Library, and saw the creation of the University of Maine System's Advanced Technology Education Center (ATEC). The number of minority faculty has increased in the past two years, and we are developing mentoring programs for all new faculty. Endowment funds, gifts and donations are ahead of last year's pace. The University of Maine System trustees changed the funding formula for the campuses and UMaine came out well in the allocation plan.
A fascinating story of change is in the enrollment increase we achieved without additional applications. We had the same number of applications as the previous year and kept our strong admissions standards the same. Yet we took a great leap forward by increasing the yield rate. The first-year class is up 22 percent over last year and includes 81 Top Scholars. We did it by making sure that students know that the University of Maine is a great value, that we're interested in them personally and as students.
Q: One measure of success was recent passage of the R&D bond issue. How do you characterize bond issue passage in the context of BearWorks?
A: Passage of the bond issue for research and development this November was specifically related to strengthening the fiscal health of UMaine, as called for in BearWorks. The fact that it passed by at least a 58 percent margin in every county in the state - not just in Penobscot and Cumberland counties - indicates strong confidence in the University.
I have been traveling through the state and meeting people on campus. People are recognizing the enormous value of a University education. They notice me visiting high schools and appreciate that students can get a wonderful education from Maine. There is increasing visibility in Augusta. Legislators and the public are really noticing that we are cooperating with other campuses in the System, and are more inclined to support us. They tell me they are hearing good things about the University of Maine. Their sense is that it is moving in the right direction.
The public wants to know that we have a plan for the future. It is important to them that we are systematically and intentionally creating an action plan. The contents of that plan are important confidence-builders as we work to reposition UMaine as the university of choice for students. BearWorks emphasizes our role as a land-grant with human scale and a Maine focus, as well as a collegial community of learners. Efforts to make a strong and dynamic university also have to do with resources, including bond issues and enrollment gains.
A bond issue like this puts us in the public eye and recognizes the role the University plays in helping the state. In a way, it was a referendum on the University.
Q: You took an active and direct role in responding to the Blue Ribbon Panel report. To what extent do you anticipate taking a similar approach to the process and outcome of other BearWorks initiatives?
A: In many ways, the Report by the Blue Ribbon Panel to Review the Student Experience is the most controversial aspect of BearWorks to date. It also is quintessential. Some of the Blue Ribbon Panel recommendations we implemented immediately, including investing $700,000 in upgrading residence halls and installing secured access. Other recommendations were good ideas in which details still have to be worked out and more planning is necessary, like the transfer of the University Bookstore to the supervision of the chief financial officer. And there are recommendations we will not pursue, like changing the vice president for Student Affairs to a vice provost position.
The Blue Ribbon Report accomplished the triage that was necessary. Now Mark Anderson, interim vice president for Student Affairs, is working on the tertiary level, creating continuous quality-improvement units made up of members of the Blue Ribbon Panel, students, and representatives of Academic Affairs and Student Affairs. This process has resulted in partnership and continued action - our biggest success story.
Three new vice presidents (Academic Affairs, Student Affairs and University Advancement) who are not here yet will be responsible for many of the recommendations of BearWorks and advancing the University to another level. While I cannot be actively involved in all the tasks of BearWorks, it is important for me to pick three to be vocal about. I have assigned myself to the areas addressing academic quality, diversity and athletics.
Q: What are the most-asked questions and misconceptions about BearWorks?
A: In many ways, I have been given too much credit - and blame - for BearWorks. It is seen as "the president's plan." But BearWorks was developed by overall agreement across campus about what needed to be done. One of the most interesting and unexpected surprises in developing Bearworks was the extent of the FirstClass dialogue that went into it.
BearWorks, with its tasks and objectives, was intentionally written to be measurable. Progress is being tracked every inch of the way. As a result, we have created high expectations that account for some criticism. In particular, students have asked why they're not seeing some changes right away. It does not have to do with disinterest or delay tactics but with generating understanding and patience to bring about changes in an orderly way. Q: What is your biggest challenge in developing, implementing and measuring BearWorks?
A: We have such a long distance to go that sometimes it's hard to see how all of this will snap into focus. What concerns me is word hasn't gotten out across campus about all the BearWorks initiatives under way, and that many would not have happened without this action plan.
Some of the initiatives are tangible, like establishing a new home for SHAC (Student Heritage Alliance Center) in the ALANA Student Center. Others are not. But all are individually important. The whole idea is not to have a great BearWorks but a great University.
Q: If we put BearWorks on a timeline, where are we and what remains to be done?
A: We are just beginning and we are on schedule. However, all that needs to be done to complete BearWorks will take years.
Actions that we could undertake immediately, we did. To see progress in other areas, people will need patience. Some actions call for more planning to do things right.
Some of the biggest changes are occurring in Academic Affairs, where we are realigning academic programs to ensure that the ways we teach and learn are the best possible.
Q: As we look ahead to the next semester, what can we expect from BearWorks?
A: Under BearWorks, I look forward to more activity on the academic side. We will look at academic programs, pedagogy, advising and ways to define and strengthen academic quality. All of this is a parallel effort to the reaccreditation process by the Commission on Institutions of Higher Education of the New England Association of Schools and Colleges (NEASC), which has a campus visit in April.
It is useful for every employee and student to be familiar with BearWorks; there are enormous opportunities for people to step in and help. Everyone could adopt a particular task and get involved without waiting to be asked. For some, that's already happening. So many people have stepped forward and volunteered. There is great awareness of what the University is trying to do.
BearWorks is a living document. It will continue to change, especially when the new cabinet is in place. I expect by the end of the academic year, we will look at what we've achieved, engage the campus community for input, and see what we need to do to update BearWorks for the future.
Q: In five years, what will the University of Maine look like as a result of BearWorks?
A: Five years out, we will see a physical difference in the University of Maine, with new and renovated buildings. There should be discernible enhancement in faculty, and programs and resources available to faculty, staff and students. We will see more new faculty and more diversity in the new faculty. There will be measurable outcomes - educational, research, economic. In five years, we will see statewide support and pride in the flagship university. The resources will be coming in to help us do our work.
What I hope most people understand is that many things have happened at UMaine that wouldn't have without BearWorks. And BearWorks is successful because it is a consensus document, an expression of our shared vision and hopes for this University.
BearWorks is a tool to move the University forward. In 10 years, people will be saying that the University of Maine has come a long way.