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you sensed in the community?
The Chancellor replied that what he is hearing is positive. The community
wants the University to be more engaged. Were already reaching out,
but we need to market what we do.
Were seeing what you do by design. You're meeting
with alumni and the community. That hasn't been done much in the past.
What about the State budget situation? $100,000 off the
top - a $65,000 lapse - a $37,000 lapse. Agencies are being cut.
UWS being cut 3 1/2%. I'm aware that we're part of the solution to the
state's economic situation. The structural deficit has been in place for
several years. Are you planning ahead?
The Chancellor replied, "yes." The University's contingency
fund has been hit to meet required reductions to date. That money had
been identified to buy computers, etc. We're working to diversify revenues.
If the institution is to grow with the support to do so, one strategy is to
grow. If we can, say, reach 7,500 over a decade, being funded at average
cost, that will create "economies of scale," freeing up funds to go
to direct support of student learning. Several campuses, last time around,
followed that strategy very successfully. We chose a different route.
One thing is clear, we will not receive more funding to do what we are already
With regard to FAIRNIS, what's been done with the results?
The Chancellor said it would be helpful if we secured resources. Were
below where we should be as compared to other UWS institutions. GPR is
below by about $3 million. Instruction is down the most at about $1.3
million. We're checking to see what's happened and where the dollars are.
FAIRNIS may help us understand needs on our campus if more resources become
available; it is not a lever or strategy for obtaining the requisite resources.
What's happened to the all-faculty resolution whereby the entire
$500,000 would go to faculty?
The Chancellor stated that the first priority is student success; the second
is demanding excellence of students and ourselves. A positive of the Learning
Experience is that it integrates in and out of the classroom experience.
Students of color, how are they doing?
The Chancellor replied, "superbly." They are very positive in
their experiences here. Mentioned the program he attended a few days and
about how pleased he was to see the numbers in attendance, including the number
of people in the audience. It is critical to our success to diversity
students and faculty populations. International students add a great dimension.
They'd like to engage more with other students.
Years ago, when Zeke Backes was here, there was funding available
for safety items. Now, safety items are on the backburner. They
had been acquired via grants, but that's also disappeared. Were
facing safety issues now. How do we go about getting funding?
The Chancellor stated that the normal budget process should address these issues;
there is competition for dollars. Need to look at the margins to do things
differently. Each unit needs goals and objectives. We'll work on
this over time.
I'm academic staff and faculty staff. What's your take
on working together and suggestions to improve?
The Chancellor said that it's in your hands to improve. Academic staff
leadership and faculty leadership want to work more closely with each other.
Need to take a constitutional look at governance - perhaps an assembly that
includes both faculty and academic staff. Need to look for opportunities
for collaboration. The groups should figure out what's best for them.
Need to continually educate each other.
What do you think of our governance/committee structure?
The Chancellor mentioned that it can always change and do better. Some
committees are reporting to the Provost when perhaps it should be faculty governance.
The reliance upon "extra-governmental" task forces could well be a
necessary response to a "separate but equal" governance structure.
The way the campus approached the Learning Experience illustrates; it cuts across
the governance structure.
Have you looked at the administrative structure - it seems to
be top heavy?
The Chancellor talked about growing to 7500 students without making a significant
investment in changing the administrative structure. In the area of development,
we are spending money to make money. The rule of thumb is that you invest
$1 to get back $10.
The events of September 11 could affect enrollment. Are you willing to
work with outreach to get us in the public eye?
The Chancellor replied that some of our numbers look soft. Being where
people are is important. We need to use the expertise in outreach with
other than instruction.
Any thoughts on the direction we should go? Were
an 8 to 4:30 pm. kind of operation. It's difficult to offer programs we'd
like to offer, there are student life programs we'd like to offer.
The Chancellor stated that he hears from students that we're a suitcase campus.
The Chancellor stated the Mayor has told him that there are plans to push development
toward campus. What are your thoughts?
It's a double edge sword. Now, we have things we can point to that make
us different. We'll loose some students, but we'll also gain some.