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of the amount of work that is normally expected of full-time faculty. Prior to serving as an UIU faculty member, I was a high school principal for 26 years. I normally worked 60-80 hours per week. I found that I was working almost an equivalent amount of time last year, and I wasn’t even in a position to have much responsibility, in terms of leadership in the various committees on which I served. My sense is that faculty members may find the amount of increased work to be very challenging and possibly very time consuming, if the work is to be at the level of quality that it needs to be, in order to serve well the long-term interests of the University. Most faculty members already had full loads before the strategic planning process began. They were rather fully engaged in the ordinary tasks involved in university teaching and academic governance. Now an incredibly important and necessary burden has been added to their loads that will require even more careful and thoughtful consideration. Extra-ordinary effort will be required to work together and to communicate in ways, perhaps, that have not been used before. Somehow (and I am not sure how), it looks as though faculty members will need to make time to perform these new and necessary responsibilities. Time is the crucial issue. Do we have the capacity to add more to faculty loads? There is more to do by a long shot than there is time in which to do it.

I wonder, therefore, whether the University needs to think a little differently about how to get some of the initial central tasks accomplished. Based on the recommendations that have been made with respect to curriculum, likely there will be a need to discover (or invent) ways to incorporate the idea of “global citizen” and “global citizenship” in academic coursework in all of the divisions. It seems to me that the University may wish to consider the possibility of outsourcing some of the initial curricular organizational tasks. Since there is so much activity currently occurring regarding the development of “global citizens” in a wide variety of institutions, I wonder whether some consulting groups have been established to help institutions identify organizational structures for approaching and executing the task of transforming curricula. Ideally, UIU could authorize the employment of such a consulting group to assist the faculty in structuring the overall project. No doubt, there is a need for some involvement of faculty in the oversight of the consulting group. However, one would hope that much “wheel spinning” and much “re-invention of the wheel” would be avoided, if a knowledgeable outsource worked with the UIU faculty to identify an approach (or approaches) to curricular transformation that could fit our organizational structure and needs. Further, it seems to me, there will be lots of work for faculty members to undertake once an overall approach is approved. Even then, perhaps, additional outsource assistance could be acquired. My concern is that if UIU does not allow at least some of the work to be outsourced, resistance to change will be unnecessarily present. It may be present merely because there isn’t enough time available among current faculty members to do the work at a level of quality that would be normally expected and thus there would be opposition to engage in the work until we would have the capacity to perform the work as it should be performed. Should we consider looking to groups such as the Association of American Colleges and Universities (AACU) and the American Council on Education (ACE) for some initial assistance in the work that lies ahead of us?

John Andersen

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