Campus Conversations Summaries

Wednesday, 10/25/06 10:00am, Gunter Hall (17 in attendance) Facilitators: Brian Luedloff

#3. Synthesize our Strengths

working with students
community service – reaching out to underrepresented groups
collaboration across groups
problem solving for effective solutions
customer service – intermal & external customers
support, politically & financially
team work – micro & macro [working in both small and large groups there is a level of teamwork]
communication
success of our institution
collaboration among peers/co-workers
good utilization of resources
support of colleagues & administration for scholarly activity
positive outcomes (students & alums) from teaching [when our students reach their goals]
job flexibility – hours, variety in responsibilities
common goal of service to students
customer service & understanding what people need
impowerment (sic) from administrators in letting you do your job
having the initiative to see what needs to be done and doing it
opportunities to work/think outside of one’s main focus – work outside the box

adequate resources – technology, staff, faculty, rooms, tech support, employee benefits
focus on academics
maintain academic quality & research quality
communication & agreement of common university goals
maintain/improve access to socio-economic & diverse groups
positive UNC reputation [changing the culture]
a democracy among employees
é [raise] value of education by the state [educate political ??? & citizens]
revisit our position & purpose in the state of Colorado, nationally & globally identify our mission – good leadership
identify enrollment & retention goals
grow in our resources – utilize them more efficiently [training]

community involvement
collaboration with other universities
[RECURRING STATEMENT: “what do students need?”]
positive relationships among all entities (e.g. faculty, staff, admin) in which all feel respected & valued
adequate resources across all levels and represented in many ways (e.g. staff, technology)
UNC population that reflects community across students, faculty, staff & admin

recognition and rewarding tailored to the discipline – not a ‘blanket’ to use for all [individualized faculty evaluations]
proactive to the students needs – asses[s] what will need
training for faculty & staff
reward & value the individual to continue retention of them in our faculty & staff
commonality/communication among any university member to strive towards the same future

collaboration with other universities for resource development, program enhancement, retention of our students
individualized faculty evaluations for recognition & rewards tailored to the individual discipline (for recruitment & retention)
ensure training & professional development for faculty and staff that equips them with the tools to be successful in the roles they will play in their position

collaboration with the community that positively impact the community and faculty, students, staff
inviting the community into the institution
access/diversity/socio-economic

develop enrollment goals that build towards a divers campus inclusive (and alternative to) socio-economic status, ethnicity, etc.
retain a diverse faculty,s taff and student body

Recruitment of quality faculty (and retention of) that are in alignment with goals, mission, needs of our customers (students)
Evaluation process for identifying the needs of students
Develop an academic structure that can adjust to changes in the community & our students (more dynamic and flexible)
Communication of our academic focus, as it relates to institutional budget, to the entire campus
Grow the emphasis on academics first that the academics is the core of what every department is about

Understand needs – identify what students will need as they graduate to be successful (after graduate)

Develop a clear and collective vision mission to drive resource allocation and development
Identify a process for communicating progress on goals and initiatives taking place on campus
Adequate resources for existing resources [programs[ as well as new goals/initiatives

Identify the policies or guidelines from AAUP for shared governance and follow them on our campus.
determine whether it is enhancing academics for UNC.
Put salaries as one of the highest priorities in the budget as was recommended and passed by Faculty Senate.
Prioritize the budget to enhance programs that were ranked as those to invest in by Charting The Future.
Have staff, faculty, and student input for evaluating Charting The Future rather than just outcome reports from administration.
Evaluate the effect of raising the admission score on the type of students who are accepted and who actually enroll at UNC. By ‘type of student’, I mean their admission score, diversity, retention.
Allow transparency of the proportion of the budget spent on administrative positions, faculty positions, staffing, and technology so potential needs for re-apportionment might be identified.
Be realistic with what UNC’s resources are and how we market our programs and potential services.