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did not. All committees were encouraged to do so, but at the time of this public comment period, not all may have progressed in their dialogue to the point where they were prepared to do so, or they determined that minimal additional resources would be needed, or they did not understand it to be their charge. It should not be interpreted that those subcommittees that have presented resource needs thus far, will be ultimately favored with available resources.

It has occurred to this subcommittee that perhaps there was an assumption that needs specifically related to faculty workload would be addressed by the Strategic Planning Curricular subcommittee (an assumption perhaps not held by the Curricular subcommittee). This should be clarified and this subcommittee accepts responsibility for doing so. A commitment has been, and remains in place to increase tenure track faculty on the Fayette campus commensurate with increased enrollment. There is also been a standing commitment to maintain a Fayette campus student-to-(full-time) faculty ratio within a range consistent with what it has been over time. As such, the committee agrees the resources needed to add additional faculty contingent on enrollment growth need to be included in the strategic plan

This subcommittee believes this should either become recognized as part of the charge of the Strategic Planning Curricular subcommittee (if it is not already), or that it should be an additional stand-alone Strategic Planning subcommittee. In either case, this subcommittee 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. This subcommittee will accept responsibility for ensuring that these requests are forwarded to an appropriate destination in the planning process.

As the comment’s author points out, presently it appears there is money being set aside for some items that appear to have only marginal tie-in to overarching goals. The subcommittee wishes to point out that this is not a conclusive list, nor has there been any prioritization done to ensure the most strategic and productive use of resources. The process has not gotten that far yet. It is clear that not all additional resources needed in support of some of the strategies identified thus far have been quantified and articulated in written form. Nor are needed resources accounted for that represent strategies that have not been included thus far (see related response to Comment 10 and 12 ). Finally, once most of the needed resources have been accounted for, these needs will have to be prioritized within categories representing most likely sources of funding (i.e., annual operating budgets, fundraising efforts, cash reserves, grants, borrowing, etc.). The subcommittee strongly agrees that the allocation of resources should be tied to a strategic plan (as they generally have been over the last several years). This subcommittee strongly agrees with the authors point about unforeseeable initiatives and opportunities that could surface at any time following the initial commitment of strategic direction and resources. This is a very real phenomena. The subcommittee believes that it is an error for organizations to


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