South Dakota School of Mines & Technology
A Legacy of Excellence Profiles
Institutional Prof ile Leadership Prof ile Strategic Vision
Institutional Prof ile History Governance Academic Organization & Degree Programs Accreditation Faculty & Staff Students CAMP Student Activities Campus & Facilities Location & Community Travel Finance Research & Development Activities Collaborative Programs with System Institutions Distinctions SDSM&T Foundation & SDSM&T Alumni Association
Academic Organization & Degree Programs The academic organization of the South Dakota School of Mines & Technology is based on 16 academic departments administered by full-time department heads who work with the provost and vice president for academic affairs and the dean of graduate education in the Academic Leadership Council to monitor and ensure quality curricula.
History The Dakota Territorial Legislature established the Dakota School of Mines in 1885 to provide instruction in mining engineering at a location where mining was the primary industry. When North Dakota and South Dakota were granted statehood in 1889, the institution was re-designated as the South Dakota School of Mines. In 1943, the state legislature changed the name of the institution to the South Dakota School of Mines & Technology in recognition of its expanded role in new areas of science and technology.
Offered by the academic departments are 16 bachelor of science degree programs (Applied Biological Sciences, Applied and Computational Mathematics, Chemical Engineering, Chemistry, Civil Engineering, Computer Engineering, Computer Science, Electrical Engineering, Geological Engineering, Geology, Industrial Engineering and Engineering Management, Interdisciplinary Sciences, Mechanical Engineering, Metallurgical Engineering, Mining Engineering, and Physics); 14 master of science degree programs (Atmospheric and Environmental Sciences, Biomedical Engineering, Chemical Engineering, Civil Engineering, Computational Sciences and Robotics, Construction Management, Electrical Engineering, Engineering Management, Geology and Geological Engineering, Materials Engineering and Science, Mechanical Engineering, Mining Engineering, Paleontology, and Physics); and seven doctoral programs (Atmospheric and Environmental Sciences, Biomedical Engineering, Chemical and Biological Engineering, Geology and Geological Engineering, Materials Engineering and Science, Mechanical Engineering, Nanoscience and Nanoengineering) with an eighth (Physics) pending legislative funding.
Governance The nine-member Board of Regents, composed of members appointed by the governor for six-year terms, and one student regent appointed for a two-year term, provides governance for public higher education in South Dakota. The Board of Regents employs a full-time staff at its offices in Pierre. Dr. Jack R. Warner serves as executive director and CEO. The universityâ€™s Executive Council consists of the president, provost and vice president for academic affairs, vice president for finance and administration, vice president for research, vice president for student affairs/dean of students, vice president for university relations, director of human resources, and the athletic director, who collectively provide strategic, fiscal, and administrative leadership for the university.
Minors are offered in Atmospheric Sciences, Computer Science, Environmental Engineering, Geology, Geospatial Technology, Materials Science-Metals, Mathematics, Occupational Safety, Physics, Robotics, and Sustainable Engineering.
Certificates may be earned in Construction Management (graduate level), Engineering Management and Leadership (undergraduate level), Global Engineering (undergraduate level), Occupational Safety (undergraduate or graduate level), Six Sigma Greenbelt (undergraduate or graduate level), and Technology Innovation (undergraduate or graduate level). academics.sdsmt.edu/programs
Students In the fall of 2012, SDSM&T enrolled 2,424 students. Of those, 2,101 were undergraduate students and 323 were graduate students. Fifty-three percent of SDSM&T students are from South Dakota. Nearly a quarter of the students come from Colorado, Iowa, Minnesota, Montana, Nebraska, North Dakota, and Wyoming. Nearly 10 percent of SDSM&T students are minorities, and approximately 6 percent are international. The institution is particularly committed to the success of Native American students. The student/faculty ratio is approximately 14:1.
Accreditation The South Dakota School of Mines & Technology is accredited by the Higher Learning Commission of the North Central Association of Colleges and Schools. The undergraduate programs for all SDSM&T engineering degrees and the computer science degree are accredited by the Accreditation Board for Engineering and Technology (ABET). In addition, the chemistry program is certified by the American Chemical Society. The university has participated in the Academic Quality Improvement Program (AQIP) of the Higher Learning Commission-North Central Association of Colleges and Schools since 2006.
Faculty & Staff The South Dakota School of Mines & Technology employs 144 faculty members; 51 percent are tenured. Eighty-four percent hold doctoral or other appropriate terminal degrees. The staff is comprised of an additional 203 employees.
CAMP The Center for Advanced Manufacturing and Production (CAMP) is a co-curricular learning partnership for engineering education with the objectives of developing practical engineering skills, teaming and leadership skills, and self-authorship in the students. It integrates academic affairs and student affairs in a constructive, developmental, learnercentered approach based on voluntary individual contributions with students organizing themselves into teams that actively encourage participation starting in the freshman year. Development occurs through the experiences of designing, building, testing, and competing in an engineering challenge created by a national or international engineering society or through completing a service-learning project in connection with a humanitarian society. Critical values of trust, respect, deep understanding, well-being, and responsibility are stressed as essential in resolving conflicts, establishing goals, and completing a project. The level of success in achieving these values, a key teaming assessment, is determined through a reflective team discussion following their competition. The university currently has 14 CAMP teams competing regionally, nationally, and internationally. camp-sdmines.com
Campus & Facilities
More than 80 activities and organizations are available for SDSM&T students. Opportunities abound for participation in academe, Greek life, honor societies, professional and leadership development, the Center of Excellence for Advanced Manufacturing & Production (CAMP), community service, multicultural and international organizations, student government, media (newspaper and radio station), choral and instrumental music, intramural sports, special interest, and religious organizations. SDSM&T offers a full array of intercollegiate sports and is in the final stages of transitioning into NCAA II. Army ROTC Military Science is also available.
The beautiful SDSM&T 118-acre campus has 23 major buildings, constructed from 1928 to 2010, which surround the historic arch on the campus quad. Future expansion and growth are reflected in the 30-year Campus Master Plan completed in 2011. The plan details recommendations for buildings, open space, roadways, and utilities infrastructure to meet the intended growth in enrollment, faculty, and research as described in the universityâ€™s Mines 2020 strategic vision and plan.
Support services for students include Ivanhoe International, Tech Learning, Career and Professional Development, Multicultural Affairs, Student Activities and Leadership, and Veterans Resource Centers, Counseling, Wellness, health services, and child care among others. sdmines.sdsmt.edu/ studentlife
Recent capital projects include the James E. Martin Paleontology Research Laboratory that houses a $7.7 million research facility, and the Chemical & Biological Engineering/ Chemistry Building with $19.1 million in additional classrooms, laboratories, and student spaces. SDSM&T is pursuing projects included in the Campus Master Plan that includes a student recreation center and field house, a major research facility, and a proposed university district reaching toward downtown Rapid City. The Museum of Geology consists of free exhibits for the public that highlight the rich paleontological and mineralogical resources of the West River region of South Dakota. The James E. Martin Paleontology Research Laboratory currently holds over 500,000 specimens in the mineralogy, paleobotany, invertebrate paleontology, micropaleontology, neontology, and vertebrate paleontology collections. It hosts facilities for sediment sample processing, geochemical sample preparation, fossil preparation, specimen and display fabrication, and 2D and 3D digital imaging. The Apex Gallery offers changing exhibitions designed to reflect a cross section of cultural expressions and perspectives. On view are contemporary works of artists and scientists, many of whom are either nationally or internationally recognized. The Devereaux Libraryâ€™s collection supports the entire range of academic disciplines, with a primary focus on science and engineering. Resources include print and audiovisual materials, as well as access to more than a dozen major electronic databases. Special collections include the South Dakota Collection and extensive federal government collections. The Devereaux Library is the stateâ€™s official Patent and Trademark Depository Library.
Location & Community The SDSM&T campus is located east of downtown Rapid City along the expanding Highway 79 economic corridor. It enjoys a close relationship with the community. The Downtown
Campus houses additional classroom/laboratory space and conferencing availability. In addition, the Rapid City Economic Development Foundation built the Black Hills Business Development Center on campus. The 40,000square-foot facility serves as a technology-based business incubator and offers business and economic development services. A gateway to the American West, Rapid City lies nestled between the Badlands National Park and the Black Hills National Forest at an elevation of 3,241 feet in western South Dakota. Rapid City’s population is over 68,000 with over 126,000 in the metro area. Ellsworth Air Force Base is located east of Rapid City and is home to the 28th Bomb Wing and the B-1B Lancer aircraft. The nearby Sanford Underground Research Facility lies 4,850 feet underground in the former Homestake Gold Mine in Lead, South Dakota. Home to the Mount Rushmore and Crazy Horse Memorials, the Black Hills offer a variety of year-round recreational pursuits: scenic drives, waterfalls, streams, lakes, abundant wildlife, acclaimed recreational trails, skiing, fishing, hunting, camping, and rock climbing. Protection offered from the adjacent mountains offers unexpectedly mild winters and more sunshine on average than Honolulu or Miami. visitrapidcity.com
Finance In FY12, state appropriations totaled approximately 23 percent of actual revenues. Tuition and fees were approximately 29 percent and federal funds 20 percent. These three areas funded approximately 72 percent of SDSM&T’s total budget for FY12. Other major sources of funding include foundation support and auxiliary services. FY12 Actual Revenues
Student Fees General
Other Room & Board
Research & Development Activities Total awards from grants and contracts have ranged from a low of about $10 million in FY08 to a high of about $35 million in FY10, with awards in FY12 at about $14 million. Major funding sources for FY12 include, in order of award size: Department of Energy, Department of Defense, NASA, National Science Foundation, and the state of South Dakota. The research agenda for the School of Mines focuses on four broad topics: Energy and Environment, Materials and Manufacturing, Underground Science and Engineering, and Science, Technology, Engineering and Mathematics (STEM) Education. These topics include most of the current research and provide a structure for future growth of the research enterprise.
Travel Rapid City Regional airport hosts commuter airlines Allegiant, American/American Eagle, Delta and United with service to Chicago, Dallas/Fort Worth, Denver, Houston, Las Vegas, Mesa/Phoenix, Minneapolis/St. Paul, and Salt Lake City. Interstate 90 gives Rapid City’s residents easy driving access to all parts of the state and region.
SDSM&T is home to numerous advanced technology laboratories, providing the infrastructure needed to conduct large research projects: the Arbegast Materials Processing and Joining Laboratory (AMP), which includes unique capabilities and equipment for laser additive manufacturing and friction stir welding; the Composites and Polymer Engineering Laboratory (CAPE), which houses significant equipment for polymer-related research; the Experimental and Computational Mechanics Laboratory (ECML), which houses a laboratory and classrooms dedicated to high-end computer modeling; and the Engineering and Mining Experiment Station (EMES) supporting public and private research endeavors through an extensive array of multi-user instrumentation. In addition to these major infrastructure components, the university has been awarded four major research centers: two state of South Dakota-funded Governors Centers–the Repair, Refurbish and Return to Service Applied Research Center (R3S-ARC) and the Center for Bioprocessing, Research and Development (CBRD); and two NSF-funded Industry/ University Cooperative Research Centers (I/U CRCs)–the Center for Friction Stir Processing (CFSP) and the Center for Bioenergy Research and Development (CBERD), both of which involve major collaborations between multiple universities and industries.
faculty members and students have been the recipients of numerous prestigious awards including Fulbright fellowships, National Science Foundation CAREER awards, and NASA Space Technology Research Fellowships, among others.
• Named a 2012 Fulbright Top Producing Institution. • Four SDSM&T professors have been named US Professors of the Year by the CASE and the Carnegie Foundation for the Advancement of Teaching.
• Starting salaries for the 2010-2011 graduating class equaled
$56,723 with a 97 percent placement rate. These starting salaries are higher than those of graduates from Harvard. Over 76 percent of graduates have internship and/or co-op experience.
Umesh Korde, the Pearson Professor of Mechanical Engineering, developed an active systems approach to enable efficient, cost-effective electric power generation from ocean waves. Korde’s approach, funded by the US Navy, represents a major breakthrough directly related to the nation’s energy security and the United States’ energy future.
• One of “America’s 100 Best Buys” for 15 consecutive years. • Ranked #2 in the nation in Military Times Edge magazine, “Best
for Vets: Colleges 2012” survey. Named a “Military Friendly School” for four consecutive years (2010-2013) by G.I. Jobs magazine.
the “Seven Seals Award” by the Department of Defense and Employer Support of the Guard and Reserve for “meritorious leadership and initiative in support of the men and women who serve America in the National Guard and Reserve.”
SDSM&T Foundation & SDSM&T Alumni Association
Collaborative Programs with System Institutions The School of Mines offers joint master’s and doctoral programs in biomedical engineering in collaboration with the University of South Dakota (USD). SDSM&T also offers a bachelor’s degree in physics with USD and South Dakota State University, and a master’s degree in physics with USD.
The SDSM&T Foundation and the SDSM&T Alumni Association are each separate tax-exempt 501(c)(3) organizations. The Foundation’s total assets exceed $53 million and FY12 donations totaled $6.9 million. In July 2012, the School of Mines Foundation completed its “Building the Dream” capital campaign and reported raising a total of $53.6 million for scholarships, faculty, and student support, and infrastructure. foundation.sdsmt.edu The Alumni Association represents approximately 15,000 living alumni—one fifth of whom reside in the state of South Dakota, and almost 1,800 who reside nearby in the Black Hills. alumni.sdsmt.edu
Leadership Prof ile The Role of the Position Opportunities & Expectations for Leadership Spokesperson & Effective External Representative Administration & Leadership Campus Leadership Fundraising & Development
Preferred Credentials Compensation
The SDSM&T Strategic Vision 2020, approved in 2012, enjoys broad support. The president’s overarching priority will be to engage with the plan and assure that the way is paved to achieve the ambitious objectives of the university by the year 2020. Those priorities are: 1. Prepare and educate an expanding and increasingly diverse student body 2. Reinforce and increase our research enterprise to elevate educational outcomes and economic development 3. Invest in human resources to move the institution forward
The Role of the Position The President of the South Dakota School of Mines & Technology is the chief executive officer with overall responsibility for ensuring fulfillment of the university’s mission, for assuring the highest standards of academic quality and fiscal integrity, for maintaining and developing the strategic relationships essential for the university’s success, and for leading efforts to maximize the university’s access to resources. The president is appointed by and reports to the South Dakota Board of Regents. In the current organizational structure, the following positions report to the President of the SDSM&T:
• Provost and Vice President for Academic Affairs • Vice President for Student Affairs and Dean of Students • Vice President for Finance and Administration • Vice President for University Relations • Vice President for Research • Director of Athletics • Director of Human Resources
The next president will demonstrate outstanding leadership ability and evidence of successful administrative experience, commitment to and understanding of the mission, and the interpersonal and communication skills to build and maintain strong, effective relationships with the broad range of constituents critical to success. Applicants and nominees should possess an earned doctorate or other appropriate preparation.
Opportunities & Expectations for Leadership With the groundswell in STEM disciplines across the nation and world, the School of Mines is uniquely positioned to grow in recognition and influence. The new president will have the opportunity to work with a remarkable faculty, outstanding students, a dedicated staff, and a supportive Board of Regents to move the university forward in achieving its strategic vision of being recognized as a world-class technological university.
4. Ensure a legacy of excellence through dedication to continuous quality improvement 5. Acquire critical resources to accomplish shared vision and strategic priorities through enhanced partnerships Fulfilling these priorities will mean:
• Increasing enrollment to 4,000 students (from the current 2,400) • Assuring the quality and relevance of curriculum and degree programs
• Increasing placement of graduates above 96 percent • Expanding the university’s infrastructure to support research as a primary enterprise and building a new research facility
• Increasing annual research awards to $50 million • Increasing the faculty to 165 (from the current 144), with a focus on diversity and quality
• Raising $100 million to improve the campus according to the Campus Master Plan
• Raising $20 million annually These are ambitious goals. To make them a reality, the next president of SDSM&T will need to be an exceptional and talented leader dedicated to and passionate about public higher education focused on making the School of Mines a world-class technological university. To be successful in achieving the university’s broad strategic goals, the president will need to possess the following qualifications and qualities:
Spokesperson & Effective External Representative The new president must be an excellent communicator whose exceptional interpersonal skills foster effective relationships with the Board of Regents, federal research agencies, state leaders, alumni and foundation supporters, among others. The president must be a compelling advocate at the regional, state, national, and international level for the mission of the university and for the importance of STEM education and research. Community and Industry/Business: The School of Mines is a key catalyst in the cultural and economic development of the Black Hills region and beyond. The president of the School of Mines is an important leader in the region and should build strong and broad relationships with Rapid City and western South Dakota communities, elected officials, governmental agencies, the military, and business leaders to develop mutuallybeneficial partnerships with an eye to economic and workforce development, commercialization, intellectual property leveraging, entrepreneurship, and innovation. The goal is to increase partnerships by 100 percent by the year 2020. The president will also work to advance STEM initiatives and education across the state. Board of Regents: The new president will need to be an effective institutional advocate within a unified state system of higher education in which collaboration and cooperation are practiced. The South Dakota Board of Regents oversees six public universities, a school for the deaf and hard of earing, a school for the blind and visually impaired, and three public higher education centers in three cities. The system serves over 34,000 students per year in credit-based courses, and produces over 5,000 graduates per year. About 70 percent of the students enrolled at South Dakota public universities are from South Dakota, and a significant percentage of those students remain in South Dakota after graduation. The system delivers more than 700 degree programs. SDSM&T Foundation: The president will work in close cooperation and collaboration with the SDSM&T Foundation to build the fundraising capacity of the university. SDSM&T Alumni Association: The president will work in partnership with the Alumni Association to maintain strong and viable alumni relationships, and develop activities that provide the alumni greater opportunity for connection and support for the university. Building a National and International Brand: The president will support the building of the university brand through his or her own personal interactions on the local, regional, and national stage and will support the effort with a robust, well-funded marketing program.
Administration & Leadership The next president will be a highly experienced administrator with a strong record of executive skills in areas of budget, management, personnel, and planning. Advancing Mines 2020: a Strategic Vision and Plan will require sound fiscal and budgetary management skills to marshal needed resources. The new president will also be a team builder and collaborative leader who can work with others to achieve strategic goals. He or she must have a willingness to engage multiple constituencies in decision making and foster an inclusive and supportive environment. An understanding and respect for shared governance is important. Campus Leadership SDSM&T’s next president will be an engaged leader with a true desire to be involved in student, faculty, and staff activities at SDSM&T. The president will be active in supporting the campus culture by being visible on campus and accessible to students and faculty. The president will have a transparent leadership style, and a focus on always placing the institution and students first. The School of Mines’ faculty is notably collegial, and the president will work to support and participate in that esprit de corps. Fundraising & Development The School of Mines’ new president will be a highly effective leader who can develop the will and resources to position SDSM&T at the national forefront of research achievement in engineering and the sciences. Working in close partnership with the SDSM&T Foundation, the new president will be an enthusiastic and experienced fundraiser, both in gifts and grants, to meet the University’s operating needs and to improve and enhance the campus according to the Campus Master Plan, which includes plans for a new 120,000-squarefoot research facility. The new president must be active in all areas of fundraising, and must play a leadership role in effective partnering and coordination with the SDSM&T Foundation and the SDSM&T Alumni Association to lead individual donors, alumni, corporations, and funding agencies in support of the university’s goals.
• Ph.D. or equivalent terminal degree • Sustained record of peer reviewed
research funding and scholarship that qualifies for a tenured, senior level faculty appointment
• National and international recognition in a field related to science, engineering, or technology
• Proven background in faculty recruitment, mentoring, and development
to exemplary teaching, graduate education, training, and interdisciplinary collaboration
In addition, the president will demonstrate:
• Ability to lead and model productive recruitment, retention,
and engagement of faculty, staff, and students from diverse backgrounds
• Understanding of global issues • Approachability, friendliness, integrity, and compassion • Understanding of the role the President must play in the oversight of an NCAA D-II athletic program
• Clear understanding of online learning • Familiarity with the public sector of higher education
Compensation Salary is expected to be about $320,000. SDSM&T offers excellent fringe benefits, including health, dental, vision and life insurance and retirement participation in the South Dakota Retirement System. This position also includes use of the university residence and a leased vehicle.
A Strategic Vision and Plan OUR VISION for the South Dakota School of Mines & Technology is to be recognized as a world-class technological university. OUR MISSION is to prepare students for leadership roles in engineering and science; to advance both knowledge and its application through scholarship and research; and serve the state of South Dakota, our region and the nation through global collaborative efforts in education, research, and economic development. OUR STRATEGIC PRIORITIES to be achieved by 2020:
P REPARE AND EDUCATE AN EXPANDING AND INCREASINGLY DIVERSE STUDENT BODY
Increase enrollment to 3,500 students Sustain placement rate of graduates greater than or equal to 96 percent
R EINFORCE AND INCREASE OUR RESEARCH ENTERPRISE TO ELEVATE EDUCATIONAL
OUTCOMES AND ECONOMIC DEVELOPMENT
Increase annual research awards to $50 million Expand the university’s infrastructure to support research as a primary enterprise of the institution, including a new research facility
I NVEST IN HUMAN RESOURCES TO MOVE THE INSTITUTION FORWARD
Recruit and retain diverse faculty and staff Recognize and reward employees for implementing the university’s strategic priorities
D EFINE AND ACQUIRE THE CRITICAL RESOURCES TO ACCOMPLISH SHARED VISION
AND STRATEGIC PRIORITIES THROUGH ENHANCED PARTNERSHIPS
$20 million annually to support university operations, endowed professorships, fellowships, and scholarships
$100 million raised from multiple sources to support the Campus Master Plan in order to accommodate student growth
E NSURE A LEGACY OF EXCELLENCE THROUGH DEDICATION TO CONTINUOUS QUALITY IMPROVEMENT
Achieve recognition as a national and global center of excellence in engineering, science, and technology
Decision-making across all organizational units is aligned in order to achieve the university’s strategic priorities
501 East Saint Joseph Street Rapid City, SD 57701 email@example.com sdsmt.edu