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.