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In Attendance: Rick Althaus, Jim Ermatinger, Christina Frazier, Allen Gathman, Adam Hanna, Dennis Holt, Crystal Kaufman, Carolyn Rainey, Bruce Skinner, David Starrett, Jane Stephens
Absent: Christopher Davis and Susan Swartwout
Recorder: Christie Renner
Provost Stephens stated to the committee that 12 individuals will be attending the AQIP Strategy Forum in November, including President Dobbins, Regent Gail Rosmarin, Provost Stephens, Dennis Holt, and 8 steering committee members representing the faculty and staff. One faculty steering committee member has been asked to serve as an alternate.
Strategy Forum Homework
The committee discussed the strategy for completing the homework that is to be submitted approximately a month before the Strategy Forum. The committee decided to brainstorm and then have the writing sub-committee (Frazier, Starrett, and Swartwout) draft answers to the questions for President Dobbins and the committee’s review. The AQIP Steering Committee will meet with President Dobbins prior to finalizing the homework. It was also suggested to send out a draft of the committee’s brainstorming ideas to the homework questions to the constituent groups (e.g., Faculty Senate, CTS Council, Professional Staff Council) for their input.
Below is brainstorming ideas from the committee on Part A of the homework.
Completing Your Strategy for Action Workbook
A. Your Present (suggested length: three pages) constitutes a brief descriptive sketch of your institution. The information in this section will help others understand who you are and what makes your institution distinctive. Respond to each of the 8 items in a sentence or two, or a few bullets.
1.Distinctive organizational features. Briefly describe what makes your college or university distinctive or unique. Is your organization not-for-profit or for-profit, private or publicly controlled, and which group governs it? What features of your history, values, or culture make your organization distinctive – different from other colleges and universities? How does your organizational mission and vision differ from those of other higher education institutions?
2.Scope of educational offerings. What is the scope of your educational offerings? How many different degree programs do you offer? What significant non-credit or non-degree programs or activities do you provide? What are the sizes and locations of your major operations (e.g., branch campuses, distance diversity, etc.)?
3.Students. Describe your students. What is your student base (levels: full- vs. part-time; residential, commuter, or virtual)? What is your enrollment (FTE and headcount)? What student groups or populations (e.g., by academic goals, age, religion, sex) do you specifically target?
4.Collaborative or partnership arrangements. List the three most important collaborative or partnership arrangements that exist between your institution and other organizations (businesses, foundations, agencies, other colleges and universities, K-12 schools and school districts, union and bargaining units, etc.).
5.Faculty and staff. Describe the significant characteristics of your faculty and staff (number, types, full- and part-time status, educational level, and bargaining units).
6.Three operational environment requirements. List three important requirements of your operational environment (regulatory constraints, required specialized accreditations, health or safety requirements, financial rules, essential equipment, etc.) that constrain or limit your actions.
7.Three important competitors. Identify three organizations that are now or might become important competitors with your organization in providing services to students and other stakeholders, and explain in what areas each competes with you.
8.Three important opportunities and three critical vulnerabilities. Identify up to three of your institution’s most important opportunities (e.g., “we could approach the local secondary schools and form a collaborative effort to get students to succeed in both school and college” or “we could get control of expenses and be proactive rather than reactive when the next economic downturn occurs”). Then identify up to three of your institution’s most critical vulnerabilities (e.g., “we’ve already cut everyone across-the-board 15% and another budget cut from the state would make it impossible for some divisions to continue to operate” or “our falling enrollment trend, if it continues, will precipitate major layoffs” or “most of our administrators are in their 60’s and their retirement will remove valuable institutional knowledge and experience”).
Next MeetingThe next meeting will be scheduled sometime the week of September 11 – 15. The committee will brainstorm on Part B of the homework.