The annual faculty/staff planning week began Aug. 22 with remarks from President Leo M. Lambert and other campus leaders about five themes that will guide discussions during the upcoming year about the university’s future. Details...
Following are excerpts from remarks by President Lambert and other members of the administrative staff:
“I believe Elon University is in a position of great strength and vitality as we open the academic year. Elon’s national reputation is growing. We had more than seven applications for each seat in this year’s entering class. Faculty and staff creativity is burgeoning—just look at the growing numbers of faculty authors whose books are featured on the walls of Alamance 101, or the work that has gone into establishing our campus as a botanical garden, or our plans for a campus bus system powered by bio-diesel. Just this week, Newsweek/Kaplan has announced a list of the nation’s 25 “hottest” colleges—and Elon is on that list, noting its reputation for engaged learning. And, on the 2006 U.S. News ranking’s eight categories of “Programs to Look For,” Elon made seven of eight lists, noting our distinctions in internships, undergraduate research, senior capstone experiences, first-year experiences, learning communities, study abroad, and service learning. We are the creative campus.
“Because we are in a strong position, I believe there has never been a better time to ask ourselves some big questions about our future. With many things going very well, the natural temptation might be to become complacent. But the spirit of this place is to avoid complacency, and so, this morning, I want to introduce five themes that will be the basis of some very important dialogue at Elon over the course of the coming year. In shorthand, I will refer to these themes as:
- Academic Challenge
- Deepening and Sustaining
- Culture of Philanthropy
- Innovation
- Community
“My intention this morning is to introduce each of these themes, and then ask my colleagues on the stage to elaborate on my remarks. My hope is that you will leave this meeting with more questions than answers, and that we will have lively and fruitful dialogue in a variety of forums this year about the exciting future that lies ahead for Elon.”
“First, let’s talk about academic challenge….Is the level of academic challenge at Elon right for today’s student?”
Gerry Francis, provost and vice president for academic affairs, further addressed the question of academic challenge:
“Can we be stronger academically? We are always ready to review, re-evaluate and reconsider how we can make the quality of an Elon education stronger….During the coming year, members of the academic affairs staff will work with student leaders to convene an academic summit in spring 2006. A challenge issued by students in 1997 led to a similar summit.
“During this year, we will ask many important questions. How do we maintain engaged learning and challenge students even more? Should the percentage of part-time instruction be reduced?
“We are in a position of strength, and as the president said, this is the time to reflect and plan for the future.”
President Lambert then introduced the second theme of deepening and sustaining.
“Later this week, each of you will receive in your mailboxes a copy of an essay titled ‘On Arriving, Deepening and Sustaining: Key Questions About Elon University’s Future.’ The point of writing this piece is to generate substantial campus discussion among trustees, faculty, staff, major donors, alumni, students and friends about the central issues that will determine what kind of an institution we will be 20 years from now….
“The conversations stemming from these and other questions will be very important in helping us write the case statement for the upcoming comprehensive fund raising campaign for Elon, which will have a strong endowment focus. You all will have very valuable ideas about building a case for endowment that is urgent and compelling, and I am anxious to hear your thoughts in this regard.”
The president’s third theme centered around developing a culture of philanthropy at Elon.
“How can Elon develop over time a true ‘culture of philanthropy?’ This is a very complicated and multi-faceted question. Building a ‘culture of philanthropy’ means making the alumni body more present in the everyday life of the institution. Building a ‘culture of philanthropy’ means turning out greater numbers of graduates who are passionate about their life-long obligation to steward and serve the institution. Building a ‘culture of philanthropy’ means strengthening our body of trustees, alumni, parents, friends and all of us on campus who understand the urgency for a private institution of Elon’s caliber to receive a higher level of philanthropic gifts in order to enhance quality and ensure long-term stability.”
Nan Perkins, vice president for institutional advancement, discussed planning that is under way for the next fundraising campaign:
“We recently commissioned a study by a leading development consulting firm. The study notes the urgent need to build a culture of giving at Elon….We need to build a persuasive case for giving–Why do we need financial resources from private sources? We must be able to articulate to prospective donors what we want to do, and how it will make a difference in the lives of students….
“The report also says we need to build our pool of prospective donors….The Law School is a good example of what can happen in a few short months when donors get excited about a project. Nine out of 10 donors to that project were new donors to Elon.”
Innovation was President Lambert’s fourth theme:
“One of the very important initiatives of our strategic plan is to establish a Center for the Advancement of Teaching and Learning, which will help advance the conversation about the scholarship of teaching and learning at Elon and promote innovation in teaching and learning both here on campus and nationally.”
Lambert introduced Peter Felten, director of the Center for the Advancement of Teaching and Learning, who briefly discussed the center’s work:
“When you think of the center, I hope you will think of four words: nurture, collaborate, challenge and learn. We want to nurture Elon’s history and build on its strengths….We will collaborate with others on campus….We will challenge the old ways of thinking and develop new proposals for teaching evaluation….And learning will be at the center of everything we do.”
Lambert’s final theme dealt with the idea of community at Elon.
“There are many issues that we might address under this topic, but today I have asked Gerald Whittington to focus on two. The first topic concerns the physical campus itself, how it continues to involve, and projects that are underway that will eventually connect the campus more cohesively….The second initiative Gerald will describe relates to an initiative I will ask the University Budget Committee to study this year and bring a recommendation to me and the Board of Trustees….This year, as a part of the budget process, we want to study staff salaries very closely, and in particular, make substantial progress on increasing the salaries of those at the lower end of the wage scale.”
Gerald Whittington, vice president for business, finance and technology, addressed these two issues:
“We have adopted several pedestrian-friendly campus initiatives for the upcoming year. More students west of the main campus are being required to walk, bike or take shuttles and trams to campus, rather than driving….Elon has also received a $1 million federal grant for biodiesel fuel busses, which will be delivered next year.”
Whittington said several pedestrian connectors will soon be in place to make walking the campus more practical. The new Koury Business Center and its site will eventually contain several residence halls and a dining hall, which will be convenient to students living in Danieley Center at the east end of campus. The Oaks housing complex, which will be located on the site of the current Jordan Center, will link Elon West with the main campus. South Campus will be more accessible to the main campus with the construction of a pedestrian tunnel under the railroad tracks.
Whittington said the staff salary initiative will pay particular attention to hourly employees and low- and mid-level salaried employees. The university’s goal is to implement a minimum salary of $20,000 for full-time employees. Whittington also announced that ARAMARK, Elon’s food service provider, has agreed to join the effort on salaries for its employees who work on campus.