Nigliazzo s notes to himself general assembly 8 25 2010
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Nigliazzo’s notes to himself General Assembly 8/25/2010. The “New Normal”. Declining public funds Expectations for greater efficiency Expectations for greater productivity Expectations for new approaches to educational delivery

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Nigliazzo’s notes to himself General Assembly 8/25/2010

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Nigliazzo s notes to himself general assembly 8 25 2010

Nigliazzo’s notes to himselfGeneral Assembly 8/25/2010


The new normal

The “New Normal”

  • Declining public funds

  • Expectations for greater efficiency

  • Expectations for greater productivity

  • Expectations for new approaches to educational delivery

  • Expectations for greater coordination across educational levels

  • Measurement


Some keys to traveling the road ahead

Some Keys to traveling the road ahead

  • Respond to times and regional expectations

  • Regional recognition/integration is essential

  • Strengthen presence/relationship with Ft. Hood, Community Colleges, ISD’s

  • Make the students ours when they enter

  • Creative delivery and use of space

  • Pursue, retain, and announce excellence

  • Celebrate our students

  • Comfort with constant motion/change


Replication is not an option

Replication is not an option

“To fulfill its mission during a time of critically limited resources, TAMUCT must not seek to replicate traditional university structure and process. It must evolve as a truly “new university,” purposefully designed for the efficient and effective delivery of instruction and student support services to a rapidly growing population that is highly mobile, technologically oriented, and continuing to experience major demographic shifts.”


Nigliazzo s notes to himself general assembly 8 25 2010

“And while it must establish a permanent campus as its base of operations, TAMUCT must rely less on ‘bricks and mortar’ than on a command of technology, skillfully applied my creative faculty and staff to facilitate student progress toward educational attainment and regional progress toward economic growth and stability.”


Nigliazzo s notes to himself general assembly 8 25 2010

“It must work in constant partnership with community agencies and organizations, other institutions of higher education, especially regional community colleges, and it must perfectly align itself with the defined needs of Ft. Hood, and with major regional employers in health care, information technology, distribution, and manufacturing.”


Transition accreditation

Transition/Accreditation

  • Student records + Curriculum = Banner

  • Some movement toward greater freedom in curriculum except where our programs are accredited or certified under Tarleton

  • We are not “one university”

  • We must have Tarleton’s assurance that specialized accreditation and certification will be maintained

  • Accreditation must move forward

  • Diversification of curriculum must move forward (Nursing, science, shared programs as a strategy)


Tamuct organization

TAMUCT Organization

  • Departments and schools . . . Eventually

  • Enrollment Management, Student Affairs

  • Diversity and External Relations (P-20, Alumni)

  • Military Affairs (one-stop consolidation)

  • AVP for Academic Affairs and Learning Support (Library and Learning Resources, Tutorial labs, Social Work, Military Science, other support for Provost)

  • What’s missing? – Graduate Programs, Grants, Research (more emphasis on research support), GTA’s, Advising


Committees councils

Committees & Councils

  • President’s Cabinet

  • University Council

  • Faculty Senate (Constitution + Tenure policy)

  • Staff Council (Constitution)

  • All other committees (open for participation, review by Faculty Senate, sunset review, participative methodology for determining membership)


Facilities

Facilities

  • New Campus

  • CTC bldg transition

  • North Campus


Budget tension

Budget Tension

  • 5% > 10% ($1.5M)

  • Cannot slow growth (enrollment will be under constant review)

  • Constant comparison with TAMUSA, UNTD

  • Competitive Compensation

  • Impact of new facilities

  • Faculty/staff positions to support transition

  • Can we “grow our way out” of current funding dilemma


10 gr base reduction

10% GR base reduction

  • Deliberately non-specific

  • Across the board reductions in operating budgets (adverse impact on underfunded departments and services, maintaining current services in the face of enrollment growth, marketing to and recruiting new students)

  • Additional reduction in facilities operating budgets (adverse impact on use and maintenance of current facilities and ability to make lease payments, as well as the full installation of classroom technology in new building, not covered by TRB and PUF funds


Nigliazzo s notes to himself general assembly 8 25 2010

  • Delay capital purchase for FY12 and FY13 (adverse impact on building library holdings and adding updated technology for general purpose computer labs)

  • Reduce reliance on GR for scholarships (must seek additional external funding to at least maintain the current level of scholarship assistance needed to attract and retain students, and to reward student success.


Exceptional item request for fy 12 13

Exceptional Item request for FY 12-13

  • $5M to accommodate growth, student success, and community impact

  • Add full-time faculty to areas of high enrollment growth

  • Expand the Counseling Center to meet student demand, broaden practicum experience, and supplement community counseling services


Nigliazzo s notes to himself general assembly 8 25 2010

  • Develop a comprehensive writing and tutoring center

  • Expand both the development and delivery of quality online instructional programming

  • Plan and implement the Banner student information system


How we move forward

How we move forward

  • Openness, responsiveness

  • Shared information, shared decision making

  • Communication

  • Mutual respect . . . patience

  • Willingness to seek accurate information

  • Let the past go

  • Whatever happens will be determined by those of us here today


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