College of Arts and Sciences (Tentative) Goals for 2003-4
1. Examine, promote, and protect academic quality through systematic program review.
v Review program vitality to assist with the planning of the next stage of evolution (e.g., program enhancement, consolidation of tracks, program discontinuation).
v Monitor maximum enrollments to facilitate favorable learning environments.
v Facilitate positive preparation for SACS review.
2. Develop CAS infrastructure to address the next phase of the college's evolution.
v Engage the President and Provost regarding their visions for CAS' future.
v Research the nature of divisions, schools, or other organizing relevant entities to address the problems related to our size.
v Promote natural/logical collaborations of “units" that are ready to align.
v Re-establish “administrative fellow" position to assist with college management and provide some professional development opportunity.
v Stay flexible about other possibilities that may develop with the successful recruitment of a new Provost.
3. Improve the efficiency and effectiveness of resource management, particularly in the context of declining state support.
v Reduce the need to rely on adjuncts to enable reassignment of funds to full-time lines (e.g., options include institute 2 or 3-year course scheduling, reduce low enrollment courses, promote full-time faculty teaching in lower division courses)
v Encourage the development of interdisciplinary collaborations, especially those that can engender new resource bases or have other positive public relations impact for the college.
v Evaluate the quality and quantity of CAS learning environments and collaborate with facility managers to improve deficient areas.
4. Improve flow of information across college constituents.
v Develop some strategies to promote more fully informed status about the operations of the college and the campus.
v Create a calendar of reporting requirements to facilitate proper planning.
v Streamline reporting requirements, where possible.
5. Develop strategies
for improving CAS' presence in and impact on the communities of
v Promote departmental/program alliances with at least one relevant community agency.
v Develop strategies to stabilize or enrich FWB offerings.
v Explore strengthening of partnerships with community colleges and high schools.
v Evaluate whether a community-based advisory council would produce sufficient positive departmental/program outcomes for the work involved in establishing and maintaining that advocate group.
6. Promote new programs to exploit opportunities in the current context.
v Investigate new markets that might be served through creative redesign of existing courses.
v Identify and reduce impediments to developing curricular innovation.
v Collaborate with military on delivery of distance learning options that may include innovative timeframes.
v Investigate how broader populations might be served through innovative, tailored programming (e.g., retired community members may respond to specialized educational programs).
v Clarify faculty responsibilities and rewards in conjunction with new projects, particularly those that could be construed as continuing education.
7. Collaborate with emerging campus technology plans to maintain efficient and equitable technology support.
v Identify spaces in which current technologies no longer function optimally and promote correction.
v Distinguish tech needs in delivery that may be discipline-specific from more generic classroom needs as contribution to emerging campus plan.
v Maintain systematic computer replacement strategy in the college.
8. Improve quality of professional life for college members.
v Increase systematic attention/training to program administrators to assist with more challenging aspects of the job.
v Review conditions for pre-tenure faculty to provide greater consistency and support across the college.
v Identify opportunities to celebrate more.