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March 1996
by Dr. John W. Bardo -- jbardo@wcu.edu
Process
One of the questions that has been asked several times in the last few weeks has to do with changes in process associated with University-wide committees, such as search committees and strategic planning. In this update, I'd like to take a few minutes to talk about process.
First, I have a strong belief in the participatory role of faculty and other members of the campus community in decision-making. People who are charged with making decisions need to consult widely--perhaps more widely than has been traditional. Within my mental model of "communication" is the notion that anyone can communicate with anyone else on a topic of interest to the University without fear of penalty. This means that for the purposes of discussion and exchanging information, the normal decision-making hierarchy may play a very small role. However, the actual decisions will still be made by the individuals who have been charged by the university to make those decisions. There is, therefore, a significant difference between who has "institutional permission" to inform a decision and who makes that decision. Any member of the Western community should feel empowered to inform any person charged with making a decision regarding his or her perspective on the issue being decided. This, I believe, is critical to our future as a university.
Process for appointing university-wide committees
The appointment of university-wide committees has been an emerging process, but with appointment of the search committee for the vice chancellor for academic affairs, the process has been finalized. The chair of the committee was appointed by the Chancellor after general consultation. The faculty members on the committee were selected through an "iterative process." In keeping with the constitution of the University, the faculty senate was consulted through the Chair of the Fenate. A list of possible committee members representing the faculty was elicited. This list was then discussed with college deans and the final suggested list was confirmed with the Chair of the Faculty. Therefore, the consultation included both the heads of the colleges and the official representatives of the faculty. Where appropriate, when committee membership includes members who are not faculty, consultation may be made with the President of SGA and others (depending on the nature of the appointment). If you have an interest in serving on a university-wide committee, please let a dean, the chair of the faculty senate, or your divisional vice chancellor know.
Search processes
Another question that has arisen on this campus, and is heard regularly on campuses across the country is "Does the Chancellor (or vice chancellor, etc.)have a favorite candidate?" At Western, all searches are open. In neither vice chancellor's search, nor in the deans' searches, are there preferred candidates. The very best candidates for the position should be interviewed within the context of the institution's needs--one of which is a strong commitment to diversity.
Faculty governance and ad hoc committees.
A third area that has raised several questions involves the appointment and functions of ad hoc committees such as strategic planning and the General Education Review Committee. Ad hoc committees are appointed to provide detailed studies, preliminary documents, and specific recommendations to the Chancellor and to faculty governance. These committees do not operate "parallel" to governance. It is my intent, as these committees make their reports, to submit appropriate recommendations to the Faculty Senate and its councils. In this view, members of ad hoc committees take the time and effort to thoroughly study a specific issue and to recommend possible outcomes or directions. It is the role of governance to review these recommendations, and to take appropriate actions. These actions then inform the Chancellor or vice chancellor.
The question logically arises as to what enters into the Chancellor's determination that an issue requires appointment of an ad hoc committee. In fact, this very question arose at a recent meeting of the Administrative Council, at which I had presented, essentially, the same views being shared with the campus at large in this "Updates" report. My view is that it is appropriate as well as necessary for me to appoint such committees when issues arise tht are complex, difficult, need concerted action, and are critical to the future of this university. Moreover, if the Faculty Senate considers that such an issue exists, I will work with and assist the Senate by appointment of an ad hoc committee.
It is my purpose to strengthen governance on this campus, not to weaken it. The Faculty Senate Steering Committee has told me that it feels that governance doesn't work very well. One reason my be that the councils of the Sante can't possibly do all the work on every matter assigned to them, thus leading to the need for ad hoc committees and staff assistance. If the reports of these committees deal with matters that governance deals with, I will turn the report over to the Chair of the Faculty for such action as the Chair sees fit. If a report is referred to a council, the council may accept, modify, or reject the report of the ad hoc committee. The objective here is quite simple: to empower governance to do the things that governance ought to do.
Strategic planning is a case in point. This year, Western began to look at its strategic planning processes in a different way. I have asked the strategic planning committee to begin the process of mission clarification. This process will include an analysis of our institutional goals, expected mix of clients, desired program mix, and our core institutional values. Our mission needs to be based on our beliefs and values. In addition, strategic planning will include, for the first time, a formal environmental scanning process. We will look to tie together our goals, values, and beliefs with the situation in the external environment as a means of beginning to review and possibly redirect our strategies.
Noelle Kehrberg is chairing the reconstituted university strategic planning committee. The committee is composed primarily of faculty with some administrative staff and students. James Dooley is the only senior level administrator on the committee. As Chancellor, I will push strategic planning. But, if it is to work well, strategic planning must be driven by the faculty. The committee membership reflects this philosophy.
Dr. Kehrberg has been asked to assure that the process is open to all members of the university community. I am asking the committee to publish its meeting times and dates, to publish its minutes and draft plans, and to hold hearings on strategic planning issues both on-campus and off. Additionally, I have asked the committee to use an "open committee structure." That is, many faculty and others have been formally appointed to the committee. If you or any other member of the campus community chooses to attend a strategic planning committee meeting, you will be considered a member of the committee for the day. That is, you will have the right to participate fully in the committee's deliberations. The process is designed to develop concensus regarding the basic planning issues. I am also sure that Dr. Kehrberg or any member of the committee would be happy to hear directly from you regarding planning issues. In the end, the formal members of the committee will be asked to vote and to forward recommended plans, but all members of the campus community are invited to attend meetings and to participate in all deliberations.
Once the committee has completed work on a portion of the plan, that portion will be forwarded to the Faculty Senate for review and approval. From the Senate, the plan will be reviewed by the Chancellor and, when approved, it will be submitted to the Board of Trustees for approval. This is a somewhat different process than has been used in the past, but it is designed to maximize institutional concensus on our future and direction.
A similar approach will be used with the general education review. Dean DePaolo is chairing an ad hoc committee appointed by the Chancellor to review general education. This committee will not take the place of governance; its various reports and recommendations will be submitted to the Faculty Senate for action. Again, its work is preliminary to formal action by the Senate and it will, through its research and deliberation, develop a proposed University stance on general education that will be forwarded to the Senate for consideration and possible adoption.
I hope that this update has helped answer your questions regarding processes. If not, please let me know.
Strategic Planning Committee Membership:
- Dr. Noelle Kehrberg, University Planner, Co-Chair
- Dr. Kathy Wright, Faculty Chair, Department of Communication and Theatre Arts
- Dr. J. C. Alexander, College of Arts and Sciences
- Mr. Robert Anders, Director, Computer Center
- Dr. James Dooley, Vice Chancellor for University Services
- Dr. William Haggard, Dean for Student Development
- Dr. Bruce Henderson, Department of Psychology
- Dr. Fred Hinson, Director of General Education
- Dr. Jerry Kinard, Department of Management
- Ms. Becky Kornegay, Hunter Library
- Ms. Jessica Laverty, President, Student Government Association
- Dr. Gordon Mercer, Chair, Council on Institutional Effectiveness
- Dr. Frank Prochaska, Department of Chemistry and Physics and chair of the SACS review team
- Dr. Darlene Thurston, Department of Administration, Curriculum, and Instruction
- Mr. Kenneth Wood, Director of Institutional Research (staff for committee)
- Mr. George C. Wooten, Associate Vice Chancellor for Business Affairs
Subcommittee on Enrollment Management
- Dr. Noelle Kehrberg, Chair
- Ms. Darrell Bryant, Academic Coordinator for Athletics, CAP Center
- Mr. Philip Cauley, Associate Director of Admissions
- Ms. Carla Cody, Director of Alumni Affairs
- Mr. Thomas Grant, Director of Financial Aid
- Dr. Fred Hinson, Director of General Education
- Mr. Hal Holcomb, Director of Auxiliary Services
- Dr. Joanne Hopper, Department of Business Administration, Law, and Marketing
- Mr. Ernest Jeffries, Assistant to Vice Chancellor, Student Development
- Dr. Michael Malone, Associate Vice Chancellor for Academic Affairs
- Ms. Susan Nicholl, Assistant Director of Public Information
- Ms. Betty Peele, Associate Director of Athletics
- Dr. Robbie Pittman, Department of Administration, Curriculum, and Instruction
- Dr. Mickey Randolph, Department of Psychology
- Mr. Randy Rice, Assistant Vice Chancellor for Student Development
- Ms. Susan Clarke Smith, Director of Retention Services
Subcommittee on External Scannning
- Dr. Bruce Henderson, Chair
- Dr. JoAnn Hickey, Department of Social Work and Sociology
- Dr. Scott Higgins, Department of Health Sciences
- Dr. Susan Kask, Deartment of Economics and Finance
- Mr. Malcolm Loughlin, Interim Dean, Continuing Education and Summer School
- Ms. Patricia L. Miller, Coordinator, Asheville Programs
- Mr. James Rowell, Associate Director of Public Information
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