This past year has been active with the Council making progress in a number of areas. Shared governance at Montana State University-Bozeman expanded as faculty representation and participation in University governance grew and became more codified. In addition, interaction with the President through monthly lunches with the Chair and Chair-Elect were initiated to facilitate, in an informal way, the discussion of ideas and observations. This interaction expanded the Council's direct interface with the President from the weekly meetings that included the Provost and the Senior Vice Provost. Through these luncheon meetings we were able to continue discussions about activities and issues that were initiated during our weekly meetings as well as bring new ideas to the table. This additional interaction with the President gave us a better understanding of the President's perceptions of the University and he, an opportunity to test ideas and better understand faculty positions.

During this past year, the following were accomplished:

• Established policy that governs release time for the Chair and Chair-Elect during the academic year (60% and 35%, respectively) and during the summer (50% of two-months' salary);
• Established release time policy for the Chair of the Faculty Affairs Committee (10% of academic year salary);
• Created University Shared Governance Web Page;
• Established formal liaison with the Graduate Council;
• Increased faculty representation to three on UPBAC by adding the immediate past Chair of the Council;
• Initiated discussion and analyses about retention between the Dean of Students, the Office of Planning and Analysis, and the Council Chair-Elect; (This was an initial attempt to define a role for faculty in student retention and initiated a new series of analyses to explore correlates to student retention.)
• Began the practice of monthly informal luncheon discussions between the Chair, Chair-Elect, and the President;
• Initiated discussion between the Provost and Deans concerning additional compensation to faculty for teaching overloads;
• Surveyed University employees to estimate the number of employees' children that would take advantage of a scholarship to attend MSU-Bozeman; and,
• Conducted an analysis of the age distribution of faculty by department to evaluate the impact of potential early retirement initiatives.

At the MUS level, the Chair and Chair-Elect were active this past year through attendance at the Board of Regents' meetings, providing both perspective and advice as related to topics under discussion by the Board. Specifically:

• Provided leadership to faculty representatives in establishing agendas for the formal meetings with the Board;
• Chair was elected by other MUS faculty representatives to represent them at the Board of Regents' table during Regents' meetings; and,
• Chair and Chair-Elect met regularly with Board Chair, Richard Roehm, to discuss Board issues and their potential impact on the institutions and System.

Under the leadership of Faculty Affairs Committee Chair, Walter Metz, the following handbook amendments/additions were developed and became University policy this past year:

• Responsibility of Candidate to Submit Dossier - 812.00
• Review of Academic Administrators - 840.00
• Conciliation and Grievance Complaints - Deadline for Filing - 1312.00 and 820.01
• Post Tenure Review - 610.00, 618.00-02, 733, 734, and 463
• Definitions - 802
• Role of Faculty Serving as Department Head - 212, 213,* and 622
• Role, Scope, Criteria, and Procedures - 620 and 451

* Interim

At this point, it is clear that next year will present the Council with both challenges and opportunities to impact the governance of the University. New initiatives, some of which have already surfaced, will need to be addressed by the Council. In addition, several initiatives from this past year will carry over into the work of the 2003-2004 Council. The following are on the table at this time:

• Explore faculty involvement in program evaluations that are to be used in the University's strategic planning and resource allocation processes;
• Academic program approval - develop a role for the Faculty Council;
• Continue involvement with the retention studies;
• Continue to support and drive the discussion about additional compensation for teaching overloads;
• Continue to pursue the scholarships for employee's children; and,
• Administrative review.