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Subcommittee reports include $0 in support of faculty personnel for implementation of their suggested initiatives.

4. The plan presents a tremendous disparity in requests for resource allocations. Plans for a new student center, a data center, and improvements to the athletics facilities are outlined in detail with projected costs in the millions of dollars, but no money at all is included to support new or existing faculty positions. In fact, the faculty as a whole is generally ignored in the strategic plan.

5. Nowhere in the plan is there any form of a cost/benefit analysis to gauge the financial impact of implementing the suggested proposals. The plan offers no projected return on investment for any of the proposed capital outlays. There is no integration of future university financial projections into the feasibility of any of the proposals delineated.

6. The plan does not describe any clear pathway by which the responses of each strategic plan team are contributing to the overall goals and mission of the university. It is unclear how any of this will promote global citizenship.

7. The plan as presented is lacking an investigation of how the very nature of education itself will change in the next twenty to thirty years and a strategy the university can use to position itself to meet these changes.

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    Division of Science and Mathematics

Response to Comment: Item 1: The subcommittee’s responses related to comments regarding endowment can be found for Comments 7, 10, and 12. Item 2: In addition to the responses for Comment 10, the subcommittee acknowledges the need to have the work of the subcommittee on Curriculum inform future educational initiatives related to curriculum. Item 3: the subcommittee’s responses to this item can be found for Comments 2, 7, 10, and 12. Item 4: the subcommittee’s responses to this item can be found for Comments 2, 3, 7, 10, and 12. Item 5: the subcommittee agrees that in addition to other considerations used to categorize and prioritize resource needs against the strategic plan, as described in responses to several other comments (2, 3, 7, 10, and 12), a cost/benefit and ROI analysis would be useful. In addition, per the response to Comment 5, the University has recently acquired an instrument to use for using financial projections to assess the feasibility of the proposed initiatives. Item 6: the subcommittee agrees this aspect of the plan needs development and will be operationalized to a great extent through the annual development of more detailed operational plans as described in the subcommittee’s response to Comments 2, 3, and 7. Item 7: The board of trustees at their 2007 winter retreat and the early work of the steering committee devoted considerable energies to understanding the dynamics of the external environment and to an understanding of the need to translate those findings into educational outcomes. A number of source documents have been used to factually inform the dialogue, (including what it means to be a “global citizen”, including Thomas L. Friedman’s book The World Is Flat and a wide variety of publications that examine general population and social trends, the implications of

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