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Past Issues

Dean's Notes

Dear Colleagues,

It’s been a very good year! Our Spring Quarter 1998 all-College meeting on May 29 reflected that, I believe, by successfully modeling a balance between traditions of excellence and new strategies for change and renewal. The primary agenda was to report accomplishments of the past year and define draft measures of success for the coming year. This approach will allow for change and continuous renewal in a rational and strategic way. Upholding a long tradition of providing opportunities for our community to enjoy each other’s company, the ice cream social following the meeting attracted faculty, staff, students, alumni, spouses, and children. A reception accompanied the social, at which nominees for recognition were celebrated in a number of ways, providing a formal "thank you" to members of the College for their contributions.

Increasing communication and accountability were a strong basis for many of the achievements reported by individuals, work groups, and committees in preparation for the meeting. All of us realize that this changing way of doing business takes time, and many of you have remarked on "information overload," "terrible time pressures," and the "difficulty of prioritizing conflicting needs." The balance between 1) individual intellectual pursuits and entrepreneurial action and 2) integrative, strategic action that takes the College as a whole into consideration is one that will take continual fine tuning. It is clear, however, that the context in which we will formulate our work plan for academic year 98-99 compels this effort. It is also clear that the effort we have already expended will increase our ability to thrive and to compete. The context will almost certainly include:

• resource challenges and opportunities
• demands for accountability
• UW goals and objectives
• national and international resource agendas

The draft targets presented at the May 29 meeting for academic year 98-99 were the result of input received from you as individuals and from reporting divisions, centers, committees, task forces, and work groups. The targets are not meant to replace individual interests or ongoing operational requirements, and are in keeping with the goals we have been working with over the last three years. The targets are, I believe, a balanced framework of action to which all in the College can contribute. Each is achievable, controllable, measurable, and has a time frame for completion. If each is met, we will have had a successful year, enhancing our quality, national competitiveness, and accountability.

Teaching Targets

• review and repair curricula by:
  • integrating core programs
  • removing content overlaps
  • developing core skills

• adopt and adapt new technologies by:
  • increasing computing/technical support
  • integrating use of instructional technology in core courses
• increase enrollment and SCH by
  • meeting access/service course demands
  • contributing to the Program on the Environment.

UIF Target

• compete well in UIF process by submitting at least two entries in both categories

Research Targets

• strive for faculty funding levels that exceed UW targets
• effectively integrate research and undergraduate teaching

Outreach Targets

• improve the visibility of the College among key constituencies by:
• expanding educational partnerships
• exploring three-campus coordination
• developing outreach/communication plan
• building/maintaining external partnerships

Washington Park Arboretum Targets

• achieve community acceptance of the Arboretum Master Plan
• have Arboretum financial plan in place

Accountability Target

• develop an understanding of and commitment to accountability by:
  • working on standards of performance for each work unit and individual
  • requiring well-articulated plan of assessment for funding requests
  • implementing benchmarking
  • finding and sharing Best Practices

Workplace Quality Target

• develop and implement meaningful programs of recognition

Organizational Target

• work towards simplification of organization and processes by:
  • working within standing committees
  • reassessing committee membership
  • promoting time-saving ideas and the modernization/simplification of support services
  • recognizing need for unstructured time
  • providing training for effective and efficient committee work

Development Targets

• increase unrestricted gift funds
• increase awareness of planned giving
• enhance stewardship activity

These targets recognize the need for a balance between structure and creative improvising, process and pragmatism, standards of performance measurement and unique abilities and accomplishments. Together with our mission, vision, goals, themes, and working in conjunction with personal and work-unit objectives, the College has a plan that is institutional in its strategic breadth and human in its individual elements.

I know that in looking ahead we won’t lose sight of the past achievements and the tradition of excellence that are a legacy from alumni and former teachers and staff. This year, Garb Day at Pack Forest was held in conjunction with the Class of ’38 reunion. Graduates from that year added to the festivities and swapped stories and College lore with undergraduates, adding an extra dimension to this traditional event. I hope events like this will continue. We need to maintain that crucial balance — the perspective and wisdom of experience and traditions as well as enthusiasm for the untried in meeting new challenges.

My best wishes to all of you for a productive and enjoyable summer.

David B. Thorud

Arbor Day

Conclave

Urban Forestry