Campus Conversations Summaries : # 2 - October 18-31 Campus Conversations

  • Effect a climate change to provide for inclusive decision-making, shared governance, respect for all members of the University, and dialogue as opposed to dictates
  • Invest in personnel to recruit and retain quality faculty and staff
  • Provide and maintain facilities that are appropriate to carrying out and maintain our academic mission and functions
  • Focus on the academic mission of a high-quality liberal arts education, specialized programs, and graduate education
  • Engage in long-term financial planning to increase resources through clearly identified goals that are communicated broadly
  • Represent the university’s successes to external groups to leverage support
  • Engage the community

------------------------------------------

Campus Conversation Excerpts Supporting Identified Themes

Effect a climate change to provide for inclusive decision-making, shared governance, respect for all members of the University, and dialogue as opposed to dictates
• Leaders' roles and responsibilities need to be defined
• Dialog which values and listens to all constituencies
• Improved accountability -- allow the evaluation of administrators
• Better representation from all unity/ personnel
• Faculty autonomy should be enabled
• Eliminate the division between the administration and everyone else
• Provide for long-term planning, and the resources, time to implement the plan
• Conduct national searches for new blood
• Replace the University's top leadership
• Provost should be an academic chosen in a process involving faculty and staff in decision-making
• There should be long-term planning
• A president with vision is needed
• There shall be better and stronger observance of elected representative councils (Senate, SPEEC, PASC, SRC, GSA) and other areas

November 13, 2006ty and staff
• Compensation for all faculty and staff must be increased to competitive levels
• Consider salaries at the beginning of the budget process
• Collaboratively identify and publicized the peer group for comparisons and maintain it for five years
• Faculty, staff/graduate student salaries should reflect 95% of average salaries at peer institutions within 5 years and 100% within 10 years
• Identify high-need areas collaboratively, publicly prioritize areas for investment of new faculty and staff and follow through with a hiring plan
• Workload should be assessed realistically and compared to peer institutions, with a timeline developed to implement changes
• Encourage faculty success through tenure/promotion without requiring external grants
• Restore travel funds to enable faculty research/conferences individualized faculty evaluation for recognition and rewards tailored to the discipline
• Access to training and development for faculty and staff
           
Provide and maintain facilities that are appropriate to carrying out and maintain our academic mission and functions

Focus on the academic mission of a high-quality liberal arts education, specialized programs, and graduate education
• Invest in academics
• Invest in student support
• Provide learning communities for all freshmen and transfer students
• Provide access for international opportunities
• Provide advising targeted to diverse student needs
• Provide smaller classes
• Conduct strategic planning
• Invest in niches or targeted programs
• Develop quality programs guided by data, regional and national recognition, measurement, and analysis to establish priorities
• Examine internal strengths, compared them to external demands and leverage them
• Provide excellence in the core curriculum through an infusion of writing, reading and speaking
• Provide improved assessment
• The university should become a regional university of excellence through the attraction and retention of faculty, provide for appropriate faculty                             
• Compensation and support, and change the expectations of students to attract quality (emphasize our rigor)
• Explain the teacher-scholar model
• Acknowledge and communicate faculty and student accomplishments and activities
• Encourage collaboration across programs
• Student achievement shall be acknowledged; use the UNC TV station, local radio, departmental graduation parties, tuition waiver awards for academic accomplishment, provide certificates of acknowledgement at a special event
• Increase and support student involvement in research
• Provide small classes, access to full-time faculty, advising and support
• There shall be attention paid to diverse students and diverse academic perspectives
• Provide greater access to international experiences
• The mission shall be clearly articulated

Engage in long-term financial planning to increase resources through clearly identified goals that are communicated broadly
• The President shall work aggressively to raise both public and private funds
• Find and retain people who can raise public and private funds
• Find and retain people who can manage the University's revenues and expenditure
• Proved the Foundation with specific goals
• Increase tuition and financial aid

Represent the university’s successes to external groups to leverage support
• Highlight academics and small classes taught by full-time faculty who are experts
• Become a regional university of excellence to attract and retain quality faculty, staff and students
• Emphasize the rigor and quality of UNC  to change the perception that we are a 3rd choice
• Explain the worth and value of the University and a college education to the external environment.
• Highlight/publicize student, staff and faculty achievement
• Work with the community to enhance the image of Greeley
• Invite the community into the institution
• Use the core to infuse civic engagement

Engage the community