The numbers above represent the totals for two positions:

• One 0.5 FTE Administrative Assistant:  salary = $10,000. benefits = $4,294
• One 1.0 FTE Lab Technician: salary = $40,000, benefits = $12,800

Total Base = $67,094

Request Total:  $67,094

The exponential growth in enrollment in the MIE Department has placed significant strain on the departmental resources – both personnel and facilities – to maintain the quality of education for the expanding numbers of students. Indeed, it is that same quality which, in part, attracted the students here in the first place.  The enrollment in M&IE has outpaced the MSU average and has the highest number of majors per faculty FTE at MSU (73.4 majors/TT FTE ) – more than double the MSU average (see figures at http://www.coe.montana.edu/me/faculty/june/misc/Enrollment_Data.png)!  M&IE was recently awarded two new faculty positions, which we very much appreciate – but maintaining the quality product that led to this growth requires increased staff support as well.  This proposal will fund necessary positions within the Department. Funds will be used to (1) hire an office staff person to relieve overload of the existing office staff and complete tasks simply not being done currently; and (2) hire a laboratory success technician to support and maintain the Department’s numerous laboratory facilities.

Administrative Support Staff

The M&IE office staff is working under overload conditions.  Consider the overtime hours of Terry Kennedy, senior administrative associate (see figure at http://www.coe.montana.edu/me/faculty/june/misc/Admin_Overtime.png).  This huge increase is an untenable situation.

To address this problem, an additional 0.5 FTE, ten-month administrative support position is being proposed to augment the existing clerical staff in M&IE.  The existing staff includes:  (1) 1.0 FTE Administrative Associate III, (2) 1.0 FTE Administrative Associate II, (3) 0.75 Administrative Associate II, and (4) 1.0 FTE Accounting Associate III. 

The additional half-time role description would include responsibilities currently residing in the AA positions (1) and (2) above.  The shift of duties would serve to reduce overloads in those two positions.  It is envisioned that transferred duties would include:

• Managing inquiries and applications to graduate programs in ME and I&ME.
• Coordinating scheduling and arrangements for faculty retreats, which occur in August and January.
• Maintaining current knowledge of ME, IE, and MET student populations and presenting nominations for honors and awards during December – March.
• Assuming responsibility for scholarship application process, working with designated faculty to provide insight and guide decisions.
• Serving as liaison between the department and the Industrial Advisory Board, making all arrangements for catering, room scheduling, student interactions, and individual board member accommodations.
• Assuming introductory-level support for transfer student coursework data entry.
• Providing support to AA III for course scheduling data entry.
• Assisting with restricted entry course applications and wait list management for courses that fill beyond capacity during August/September, November/December, and March/April.
• Conveying announcements, opportunities, and deadline notices to focused groups of ME, IE, and MET student populations.
• Providing support for cyclical processes as they occur throughout the academic year.

Laboratory Technician (Laboratory Success Technician) Duties/Responsibilities

Instructional personnel resources can typically be increased as enrollment increases; however the lab facilities that are crucial to a high level of interactive learning of advanced technical skills are limited, so lab section enrollment cannot be simply increased unless the demands on the lab facility, lab equipment, lab safety, and skilled personnel to setup and maintain the lab is fully accounted for.  The laboratory based courses have grown to the upper limit of sustainability with current equipment and methods as demonstrated by lab classes consistently enrolling to capacity with remaining waitlisted students.  Over the last four academic years, the number of M&IE lab sections has increased by 50% to a record high 73 this AY (see figure at http://www.coe.montana.edu/me/faculty/june/misc/Cap_plot.png).

Despite continuously increasing the number of lab sections, the MIE department's unprecedented enrollment growth continues to result in enrollments beyond what current facilities and personnel can manage. (In this figure, the number of lab sections are plotted in blue, and the average enrollment as a percentage of the cap is plotted in red.)  While this enrollment data demonstrates substantial limitations, it underestimates the size of the problem, as scheduling conflicts often prohibit students from taking lab sections despite lecture availability.  The error bars indicate the upper range of cap values demonstrating that despite adding sections, we are still enrolled beyond capacity.  The dashed line is at capacity indicating that even the average lab sizes are approaching capacity.  The effects of these limitations are slower times to graduation, particularly if students fail a capped course after having to wait at least a semester to enroll.

The laboratory based classes have a strong advantage in that student learning is definitely enhanced by the hands-on experience.  To cut back on the laboratory experience because of rising enrollments coupled with limited lab facilities and lab support would be detrimental to the quality of education that has brought the MIE department to where it is.  Additionally, the risk of catastrophic injury will increase dramatically with increased enrollment if those additional students are inadequately supervised.

Currently, faculty members must repair lab equipment themselves.  This is problematic and inefficient for several reasons.  One, faculty members often have little training in equipment repair, thus requiring longer repair times than a skilled technician. Two, the lack of training may actually make the problem worse.  Third, faculty members have other pressing responsibilities, such as knowledge generation and dissemination.

This project will directly impact undergraduate STEM education in mechanical engineering, mechanical engineering technology, and industrial engineering.  It will also impact graduate programs in mechanical engineerin.  This proposal also supports the “MSU Strategic Plan”.  Specifically:

• Objective A.1: Educate more students while maintaining the quality of programs
• Objective D.2: Enhance infrastructure in support of research, discovery, and creative activities
• Objective E.1: Strategically increase service, outreach, and engagement at MSU
• Objective I.1: Increase the integration of learning, discovery and engagement
• Objective L.2: Increase graduation rates at MSU
• Objective S.1: Human Resources, Attract, develop and retain the best faculty and staff to achieve the MSU mission.

Implementation of this plan will help ensure that the facilities are available to accommodate the quality education expected from Montana State University Department of M&IE.

Administrative Staff

• Immediately upon approval: Advertise the position
• Six weeks after approval: staff person hired and in place
• Mentors assigned: Terry Kennedy, Kathy Campbell

Laboratory Technician

• Immediately upon approval: Advertise the position
• Six weeks after approval: staff person hired and in place
• Mentors assigned: Tom Jungst, Ron June

Assessment  Plan

Within the first year of hire we will assess the program progress and accomplishments in the following ways:

Student satisfaction survey: a survey of student satisfaction with M&IE labs and office support will be conducted before the hiring of the two requested positions to provide a baseline for comparison with survey results after hire.  Results will be reviewed by the M&IE leadership team.

Equipment R&R plan: The development of an equipment repair and replacement plan is a high priority for M&IE.  Completion of a valid report is an important outcome of this hire and will be assessed by the department leadership team.

Injuries: Number of and severity of injuries will continue to be monitored.

We do not plan to fail.  We are confident that making the right hires and then providing the necessary mentoring will assure success in the long run.  However, both positions are terminable if necessary and freshh hires could be made.