Present: Beth Lofquist, Elizabeth Vihnanek, Leila Tvedt, Maurice Phipps, Anne Rogers, Carmen Huffman, Chris Dahlquist, Bruce Henderson, Cindy Atterholt, Michelle Finch, Bill Haggard, Irene Mueller, Jim DeConnick, Walter Turner, AJ Grube
Feedback:
- Development of Cullowhee (shops, cafés, etc) to provide leisure/social opportunities for students-American whitewater partnership. Millennial campus possible location.
- Should student-related strategic directions be listed first?
- Should there be greater emphasis on the outdoors? WCU generally unknown, but could attract more people with our surroundings. Marketing efforts could include this focus.
- Foster relationship with the region to make WCU the “go to” place for local and regional projects.
- Paperwork process is cumbersome
- Should advertise capabilities of faculty/staff
- Hold an open house for people of the region who might be interested in working with WCU faculty/ staff.
- Need timely process/procedures to facilitate requests
- Need processes for accessing dollars in timely manner
- Leave strategic direction #7 in document – Bruce Henderson amended written feedback.
- Strategic direction #7 Integrate goals into management strategies that will filter down to people doing the work (consistency & accountability)
- Work to improve SPA salaries
- Retention of talent is crucial with new businesses moving into the area
- Integrate strategic directions into TPR process
- Consistent definition of “engagement” as it applies to WCU
- “AA5 Hell”- difficult to make even small improvements because of long cumbersome process. (I.e. department curriculum) Reduce red tape to improve responsiveness.
- Strategic direction #6 (bullet #5) - needs of an “an increasingly diverse population."
- Strategic direction #6 – Why does WCU community need to gain language proficiency?
- Staff/Faculty “intense immersion“ program- to increase knowledge of other cultures
- Offer ESL to faculty/Staff/ Students
- Mentoring program for faculty who speak ESL
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