Strengths & Challenges for Academic Affairs
SHARED VIEWS OF MAJOR STRENGTHS
In 2004, the Academic Affairs Planning Committee assessed the following characteristics as among UW-Green Bay’s greatest strengths.
Campus facilities and environment
- The 700-acre campus enjoys a beautiful, park-like appearance. Bay front property and a 9-hole golf course are open to students, employees, and the public. The Cofrin Arboretum provides the campus community with both recreational and research opportunities.
- UW-Green Bay’s student housing is top-notch and cost-effective.
- The Weidner Center for the Performing Arts is an extraordinary venue.
- The physical plant is well-maintained and functional.
- Students can have cars, and parking is plentiful.
- The campus provides a safe environment for both students and employees.
Human resources
- Faculty and staff are talented, competent, and highly dedicated..
- Students are capable and motivated students, and have a strong work ethic.
- Faculty provide many opportunities for undergraduate research.
- Student Affairs staff provide good co-curricular programming for undergraduate students.
Distinctive mission and programs
- Our interdisciplinary mission and programs are seen as a particular strength. • Students enjoy many opportunities for community-based learning. • Our programs teach students to apply their learning for practical problem-solving.
MAJOR CHALLENGES FACING ACADEMIC AFFAIRS
The Academic Affairs Planning Committee also agreed on what we regarded as the biggest challenges facing us (in 2004).
Increased competition
- On-line and off-site programs from other institutions are increasingly available to students in our region.
- “Training” programs compete with traditional degree programs for students and fiscal support.
- For-profit and private institutions offer course schedules and transfer arrangements that are often more accessible and hospitable to adult learners.
Inadequate funding
- Several years of State budget reductions have required significant reductions in levels of staffing, services, and academic program support.
- State funding and tuition have not kept up with the rising costs of information systems, utilities, health care, routine expenses, and unfunded mandates.
- The Wisconsin regulatory environment prevents the University from pursuing many financial management strategies which have proved successful for other public and private universities.
- UWGB is under-funded, per student, relative to all other comprehensives in the UW System.
Disconnect with the external community
- The UWGB campus is often perceived by area residents as being “way out there.”
- UWGB lacks a clear public image and market niche.
“Outcome-inhibiting” business and governance processes
- Many institutional processes are regarded as too complicated, cumbersome, and/or counterproductive (e.g., hiring, budgeting, merit/performance review).
- UWGB’s committee structure and governance process often seem fragmented or unclear, and many believe there are too many committees.
- UWGB does not have adequate conflict-resolution processes.
Campus climate
- Budget and staffing reductions have left faculty and staff overextended and stressed out.
- Faculty/staff professional development opportunities are limited.
- Many women faculty and staff continue to experience issues of gender equity, workplace hospitality, and work life/balance.
Mission
- It often is a challenge to truly put interdisciplinarity into action.
- Faculty’s loyalty to their disciplines can compete with our interdisciplinary focus.
- Interdisciplinary education is compromised by a sense of division between LAS and GPS.
- Graduate programs need greater attention.
