February 13, 2002
PRESENT:  Jim Mitchell, Leslie Schmidt, Becky Ward, Jim Manning, Clyde
ABSENT:   Carina Beck. 

President Gamble attended the meeting to discuss concerns voiced by
contract professionals regarding MAP.

Jim Mitchell served on the original committee that proposed an
alternative classification system.
A year was spent developing the Montana University System Achievement
Project.  MAP was seen as a positive move, but the specifics for
making it work were not carefully thought out before the project was

There has been a lack of detail relating to setting and managing
classified pay levels under MAP.  Specifically, how will salary
increases be provided for individuals who assume increased
responsibilities?  As middle-management, contract professionals
supervise many classified employees, but input from this group has not
been solicited to help work through specific issues.

The President stated that to make MAP work, an employee and supervisor
need to communicate and be honest about expectations and performance.
There needs to be objectivity about expectations and performance by
both individuals.  Although MAP is not the solution to all problems,
it can solve some of them.  President Gamble stated that he is
supportive of helping employees advance, and MAP is a way to do this.
There will be a transition period as MAP is implemented.  Although it
would have been helpful to have planned more completely for it, the
new system is here and we need to work together to fully implement it.

A central pool of resources might be developed to use to compensate
individuals for increased responsibility.  It would be similar to
faculty's setting aside some of their raise money to allow a specific
raise at promotion for faculty.

It would be useful to have Martha Sellers (Personnel Services) or
Candy Holt (System-wide MAP coordinator) talk with Professional
Council about what can be done to get the plan implemented.

According to President Gamble, Washington State University has
developed a professional employees handbook.  Professionals at MSU
might want to consider developing something similar.

Although the turnover rate for employees at MSU appears to be lower
than nationally, pay for performance is still part of the answer in
keeping good workers.  The President suggested that giving fellow
employees recognition when it is warranted and providing opportunities
for advancement also increase morale and are important to keeping the
best workers.  Department heads need to do demographic studies of
their departments and find out what each individual in the department
see as his/her goals.

MSU is free to create the kind of university community it would like.
New things can be tried, as long as they do not conflict with