SUPPLEMENTAL STRATEGIES NOT INCLUDED IN THE WORK OF THE STEERING COMMITTEE TO DATE
Discussion: UIU’s SWOT analysis and the subsequent definition of strategic responses leave a gap of two requirements for added internal and external strength.
UIU Advancement: UIU does not have a strong history of sustained philanthropic support either to enhance operating revenues or to fund capital projects. This strategic plan will require the development of a comprehensive fund-raising program that uses the mission, vision and goals and objectives of the plan as a case statement to attract incremental financial support from alumni, parents, corporations, foundations and governmental entities.
Greater-Fayette Vitality: The strategic plan places the Fayette campus at the center of UIU’s global enterprise. The success of the plan will require attracting students, faculty, administrators and a wide variety of guests to Fayette. UIU must lead a long-term strategy that attracts economic and cultural strengths to the greater-Fayette community to enhance its presence as a desirable location to live and work.
Growth and Quality Enhancement of Academic Programs (to be included either as par of the Curriculum component or as a stand-alone strategy/committee (see above and response to Comment 2)
The subcommittee agrees with the point made regarding the need for an endowment. Obviously, it would have been preferable to build such a capacity gradually over the course of the institution’s 150 year history, but instead the institution finds itself in a position to try as best possible to make up for lost time (as it has had to do in other areas). Many feel this frustration. Efforts are underway to provide more emphasis on advancement/development efforts (i.e., the hiring of a Vice President for Advancement). It should be noted that much of the financial pressure felt by the institution is on its annual operating budget. Endowment growth (especially in UIU’s case) will provide minimal relief to annual operating budgets (meanwhile, such efforts are typically funded from operating budgets). Much of typical endowments contain restricted funds that have limited uses. The subcommittee does believe, however, that immediate benefits could incur related to increasing scholarship endowments, perhaps certain faculty positions, as well as specific projects (see related responses to Comments 2, 7, and 12).
Other comments have pointed out the need for further planning as it relates to needed resources in support of academic growth and enhancement (see response to Comment 2) as it relates to additional full-time faculty commensurate with enrollment growth, additional equipment/facility needs, etc. Meanwhile, this subcommittee was unaware of the extent to which there are pressing equipment needs in the science and mathematics division and urges the author of this comment and any individual representing other divisions, to submit a list of current and/or future specific resource needs known at this time, related to, and in support of, this strategic planning effort and the growth, support, and quality enhancement of academic programs, to this subcommittee at the earliest opportunity.