Distinctly Montana Magazine

W W W. D I S T I N C T LY M O N TA NA . C O M 63 FAMILY PHOTO Ed. Note: Seth Bodnar was appointed as the new president of the University of Montana this year. He is the 19th person to hold that position. Mr. Bod- nar graduated first in his class at West Point, was a Rhodes and Truman scholar, and has two Masters' degrees from the University of Oxford. He served as an assistant professor at West Point. A former Green Beret, his immediate past employment was as a senior executive at General Electric, where he was responsible for long-term business strategy at GE Transportation. YOUR SELECTION AS THE NEW PRESIDENT WAS SOMEWHAT UNUSUAL GIVEN YOUR LARGELY NON-ACADEMIC BACKGROUND. HOW DOES YOUR FOR- MER WORK EXPERIENCE APPLY TO THE DEMANDS OF A PUBLIC UNIVERSITY? roughout my career, I've had the opportunity to lead organizations in complex and dynamic environments. While a university is undoubtedly different from a military or busi- ness unit, the ability to lead through change and uncertainty is essential to success for university presidents in today's environment. Like any leader, a university president has to develop a clear understanding of the strengths of her or his institution and then work to apply those strengths to the greatest opportunities and societal needs. But most importantly, a university president has to work in a spirit of shared governance to help the institution, and everyone who works there, reach their full potential. YOU SPEAK OF THIS YEAR BEING A "DE- FINING MOMENT" FOR U OF M, RATHER THAN A "CRITICAL JUNCTURE," AS IT HAS BEEN DESCRIBED IN THE PAST. WHY THE DISTINCTION? I call this a "defining moment" for our university because it reminds us that we, along with our students, must take hold of our future, define our distinction as a university, and ensure its vibrancy for centuries to come. Since becoming UM President, I have been asking the question, "What does the world need in a university today and how do we most effectively meet the needs of our students and the state of Montana?" e University of Montana must shape educated, cre- ative, lifelong learners, unlock opportunity and social mobility, and advance the frontiers of knowledge through research and creative scholarship. To do this, we must be the agile learners that we ask our students to be. WHAT ARE YOUR TOP PRIORITIES FOR THE UNIVERSITY OVER THE NEXT 5 YEARS? We are focused around four key areas of effort: • Pursue Excellence & Innovation at means focusing on a core curriculum and creating UM Communities of Excellence.. • Emphasize Stewardship & Sustainability I remind our community how fortunate we are to be at the Uni- versity of Montana at this moment in time, realizing that we are one link in a very long chain. e land where our campus sits today is the aboriginal territory of the Salish land and Kalispell people. For more than 125 years, the University of Montana has offered excellent, affordable, and accessible education. e job of those of us here at UM now is to ensure it remains vibrant and relevant for the next 125 years. • Recruit, Retain and Graduate Students Clearly, enrollment is a priority at UM. We are looking at ways to better support students and help them per- sist to graduation. We are promoting internships and experiential learn- ing as an important component in preparing students for success after graduation. • Prioritize Mission First, People Always e University of Montana is a great place to work. Our employees, from faculty and staff to contract pro- fessionals and students, are an integral part of our success. I want them to feel appreciated for the work they are doing now, but also to know that this university is prepared to help them with profes- sional development and pursuing other opportunities as well. DO THOSE PRIORITIES ALSO REFLECT A LONG-TERM VISION FOR THE UNIVERSITY? Absolutely. Our long-term vision is, in many ways, the same as it was on our original charter. We exist first to provide our students with a broad, interdisciplinary, and high-quality education. At the same time, we're working to help UM contribute to the economic growth and quality of life for our community. HOW WILL YOU SEEK TO OVERCOME BUDGET SHORTFALLS IN THE NEAR TERM? We have a plan to address our structural budget deficit over the next four years through a combination of reducing costs and increas- ing revenues while enhancing the quality of the education we provide our students. Budget shortfalls always pose challenges, but they also provide the impetus for creative and innovative thinking. Seth with his wife, Dr. Chelsea Bodnar, at UM 2018 Commencement CONTINUED

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