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SACS Self Study Report

Preface | Introduction | Section I | Section II | Section III | Section IV | Section V | Section VI | Summary


Recommendations and Suggestions

As a result of this self-study, the Steering Committee has found that FGCU is in compliance with most of the criteria and that, as an institution, the university is adhering to its mission. To further support the mission, the Steering Committee has made 38 recommendations and 108 suggestions that will enhance the university’s effectiveness.

Study committees were asked to formulate recommendations or suggestions if a change or an action is desired to help correct weaknesses or to build on the strengths of the institution. Recommendations were made when, in the judgment of the study committee and with the endorsement of the Steering Committee, the institution needs to take some action to comply with one of the "must" statements in the Criteria for Accreditation. Suggestions were made when, in the judgment of the study committee and with the endorsement of the Steering Committee, the institution needs to take some action to comply with one of the "should" statements in the Criteria for Accreditation, or to improve operations in ways which did not link to specific criteria statements.

This Self-Study Report concludes with a list of the recommendations and suggestions, along with the persons and/or groups having primary responsibility for responding to those findings. These individuals are being asked to develop time frames for addressing and implementing the recommendations and suggestions, as well as to describe indicators of success. An addendum or progress report on actions being taken by the university to address the recommendations and suggestions will be prepared immediately prior to the Accreditation Committee visit.

 

 

No.

Recommendation

Primary Responsibility

1

R3.3-1 The Steering Committee recommends that as the institutional research office becomes fully established, the institutional research process be periodically evaluated.

Richter/Ravelli

2

R4.2.2-1 The Steering Committee recommends that a clearer definition of academic residency requirements be adopted by the university to ensure that all FGCU programs, including those requiring more than 120 credits, require that 25 percent of credit hours be earned through instruction at FGCU for students to receive an FGCU degree.

Richter/Sawyer/ Student Affairs Team

3

R4.2.4-1 The Steering Committee recommends the continued development of an integrated program matrix for each program to ensure that programs, courses, and instructional delivery support the university’s mission and promote achievement of identified student learning outcomes.

Richter/ Undergraduate Curriculum Team

4

R4.3.1-1 The Steering Committee recommends that further resources be devoted to the library in order to meet the specific instructional needs of the various graduate programs as suggested by the faculty.

Richter/Gray/ Library Team/ Graduate Curriculum Team

5

R4.3.2-1 The Steering Committee recommends that TOEFL score requirements be published in the graduate admissions section of future catalogs and on the Web.

Richter/Sawyer/ Graduate Curriculum Team

6

R4.3.3-1 The Steering Committee recommends that the graduate degree requirements and policy statements for each program be examined to ensure that they clearly address the following:

  1. Levels of acceptable academic progress for student qualification to degree candidacy.
  2. Standards for satisfactory academic progress towards the degree.
  3. Thesis and/or capstone project requirements.
  4. Types of qualifying and exit examinations (if any) that the candidate must pass.

Richter/Deans/ Graduate Curriculum Team

7

R4.3.6-1 The Steering Committee recommends that a university-wide uniform evaluation tool be developed for evaluating graduate student orientations.

Richter/Sawyer/ Academic Deans

8

R4.3.6-2 The Steering Committee recommends that the university develop an institution-wide mechanism for providing orientation for students who intend to take an entire graduate degree program via distance learning delivery modes.

Richter/Deans/ Graduate Curriculum Team

9

R4.4-1 The Steering Committee recommends that, in order to adhere to good educational practice, each degree program publish required course sequences and indicate during which semesters required courses are expected to be offered. This will permit students and faculty to adequately plan student programs of study.

Richter/Academic Deans

10

R4.7-1 The Steering Committee recommends that all student academic record files be securely maintained in a vault or fireproof cabinet.

Richter/Sawyer

11

R4.7-2 The Steering Committee recommends that FGCU develop policies and procedures for handling student records related to non-credit courses, including maintenance of such records.

Richter/Summers

12

R4.8.2-1 The Steering Committee recommends that the College of Health Professions develop clear justifications for accepting master’s degrees as preparation for graduate level teaching and that the university work toward increasing the number of faculty with terminal degrees in this college.

Richter/Heinemann

13

R4.8.3-1 The Steering Committee recommends that each college establish desired ratios between full-time and adjunct faculty using recommendations of professional accrediting bodies and learned societies, where applicable, and evaluate the utilization of adjunct faculty within programs.

Richter/Academic Deans

14

R4.8.3-2 The Steering Committee recommends that formal policies regarding the hiring, orientation, and supervision of adjuncts be finalized. These policies should address the evaluation of adjunct qualifications and the appointment, orientation, supervision, and evaluation of adjuncts.

Richter/Academic Deans/Committee on part-time faculty

15

R4.8.3-3 The Steering Committee recommends that the university hire more faculty for the writing program and the math concentration in the College of Arts and Sciences.

Richter/Crocker

16

R4.8.9-1 The Steering Committee recommends that the university analyze the current number of faculty to determine if it is adequate to support the purpose of the university.

Richter/Institutional Research

17

R5.1.1-1 The Steering Committee recommends that a regular and systematic evaluation process be developed to determine the adequacy of the library’s resources and services for faculty and students and that the results of the evaluations be used for continuous improvement.

Richter/Gray/ Library Team

18

R5.1.1-2 The Steering Committee recommends that Library Services work formally and collaboratively and communicate regularly with the faculty on issues regarding library policies and priorities of operations and library resource development.

Richter/Gray/ Library Team

19

R5.1.1-3 The Steering Committee recommends that Library Services work with the FGCU Office of Instructional Technology to ensure that computer access to the library Web page on the Internet is available at all off-site locations whenever FGCU classes are offered.

Richter/Gray/Davey

20

R5.1.2-1 The Steering Committee recommends that administrative offices on the second floor of the library be relocated as soon as possible. Funds for remodeling the second floor and building the library addition should be aggressively pursued so that the library is able to serve the anticipated student enrollment growth.

Richter/Gray/ Fenwick

21

R5.1.3-1 The Steering Committee recommends that the faculty senate standing library team work closely with Library Services to select outsourcing arrangements and to develop library policies on the acquisition and storage of the library collection, partnerships, facility and technology utilization, gifts and donations, and services to students, faculty, and staff both on and off campus.

Richter/Gray

22

R5.1.3-2 Based on survey results, the Steering Committee recommends that the book and serial collection be enhanced to meet the needs of faculty and students for their undergraduate, graduate, and research needs, both on and off campus, consistent with the university’s mission.

Richter/Gray

23

R5.1.3-3 The Steering Committee recommends that the library meet or exceed Association of College and Research Libraries (ACRL) standards for graduate program book and serial collections.

Richter/Gray

24

R5.1.5-1 The Steering Committee recommends that Library Services regularly evaluate cooperative agreements with other entities to ensure that they are effective.

Richter/Gray/ Institutional Research

25

R5.1.7-1 The Steering Committee recommends that Library Services analyze the FGCU annual survey and the self-study library survey data and develop a plan of action to rectify student and faculty concerns regarding the adequacy of electronic services, especially those accessed from off-campus.

Richter/Gray/ Library team

26

R5.1.7-2 The Steering Committee recommends that Library Services work more closely with Office of Instructional Technology to improve the quality and level of accessibility to library resources from off-campus sites.

Richter/Gray/Davey

27

R5.2-1 The Steering Committee recommends that all instructional support services be routinely evaluated by the faculty and students for feedback on how the current services are meeting their needs.

Richter/Institutional Research

28

R5.4.1-1 The Steering Committee recommends that policies and procedures related to student services not yet finalized be submitted for approval in accordance with the university's official policy process.

Richter/Sawyer/ Student Affairs Team

29

R5.4.1-2 The Steering Committee recommends that a systematic process be developed for an ongoing and broad-based internal and external evaluation of the programs and services of the Division of Student Services and that this information be used to improve the processes, procedures, and organizational structure of the unit.

Richter/Sawyer/ Institutional Research

30

R5.4.1-3 The Steering Committee recommends that the university investigate the student services needs of students enrolled in distance learning courses and develop a plan for addressing any unmet needs that may be identified.

Richter/Sawyer/ Deans

31

R5.4.3.6-1 The Steering Committee recommends that the university develop adequate services and procedures for medical treatment outside of the normal business hours.

Richter/Shepard

32

R5.4.3.6-2 The Steering Committee recommends that the university develop and implement an institutional effectiveness procedure for the health services program.

Richter/Shepard

33

R5.4.3.6-3 The Steering Committee recommends that the university have approved policies and procedures that address meeting the needs of the health issues of students both on and off campus.

Richter/Shepard

34

R6.1.4-1 The Steering Committee recommends that the policies and procedures related to academic affairs not yet finalized be submitted for approval in accordance with the university’s official policy process.

Richter/Bielen

35

R6.1.4-2 The Steering Committee recommends that the Division of Administrative Services develop an employee handbook.

Bullock/Belcher

36

R6.2.2-1 The Steering Committee recommends that the Division of University Development complete the development and dissemination of fund raising policies and procedures that are compatible with and complement the policies and procedures developed by the foundation.

Crowley

37

R6.4.2-1 The Steering Committee recommends that the Physical Plant Department complete the maintenance plan, including an evaluation process.

Bullock/Lyons

38

R6.4.3-1 The Steering Committee recommends that the University Police and Safety Department develop an action plan and a timeline for finalizing two areas currently under development: (1) The coordination of corrective health and safety actions with designated college or department safety representatives and college, and (2) the preparation of monthly status reports for the vice president of administrative services indicating the status of environmental health and safety projects for the university.

Bullock/McBride

 

 

No.

Suggestion

Primary Responsibility

1

S1.2-1 The Steering Committee suggests that each college develop, in accordance with the guidelines established in the Student Guidebook, a grievance process to include student complaints other than those related to grade disputes. Every effort should be made to inform the students and the faculty of the complaint process. It is suggested that the ombudsman assume responsibility for coordinating individual college procedures for addressing student complaints.

Richter/McKinney/ Academic Deans

2

S2-1 The Steering Committee suggests that the university Institutional Effectiveness Committee continue to manage the process leading to promulgation of the university goals. This includes wide circulation to and assessment by the Faculty Senate, administrative directors, Deans Council, Student Senate, and the Executive Staff.

Richter/Ravelli

3

S2-2 The Steering Committee suggests that the university Institutional Effectiveness Committee consider communicating the mission and guiding principles and university goals to community constituents, including the foundation board and the college advisory boards.

Richter/Ravelli

4

S2-3 The Steering Committee suggests that the mission statement and guiding principles be published in the student newspaper and that the mission statement be added to the Student Guidebook.

Richter

5

S2-4 The Steering Committee suggests that the university Institutional Effectiveness Committee charge the Faculty Senate to periodically review the undergraduate and graduate student learning outcomes to ensure that practice and posture remain consistent with university purpose and commitment, and to ensure faculty leadership and participation in the process.

Richter/Ravelli/ Institutional Effectiveness Committee

6

S3.1-1 The Steering Committee suggests that the Institutional Effectiveness Committee, consistent with the FGCU Institutional Effectiveness Plan, take the following steps to further the institutional effectiveness process:

  1. Continue to develop and offer training support to assist educational units to develop, revise, and implement their institutional effectiveness plans as needed.
  2. Assist educational programs to develop indicators for assessment to ensure that appropriate data are collected.
  3. Develop an assessment strategy to measure the extent to which students meet the university student learning outcomes.
  4. Establish a structure for reporting assessment results to ensure use of the results for program improvement.
  5. Develop a means to assess the needs of the educational programs with regard to facilities and educational resources.

Richter/Ravelli/ Institutional Effectiveness Committee

7

S3.1-2 The Steering Committee suggests that the Graduate Curriculum Team determine how outcomes measurement required by the university and accrediting agencies can best be coordinated.

Richter/Academic Deans/ Graduate Curriculum Team

8

S3.2-1 The Steering Committee suggests that the Institutional Effectiveness Committee, consistent with the FGCU Institutional Effectiveness Plan, take the following steps to further the institutional effectiveness process:

  1. Continue to develop and offer training support to assist administrative and educational support units to develop, revise, and implement their institutional effectiveness plans as needed.
  2. Assist administrative and educational support units to develop indicators for assessment to ensure that appropriate data are collected.
  3. Establish a structure for reporting assessment results to ensure use of the results for program improvement.

Richter/Ravelli/ Institutional Effective Committee

9

S3.3-1 The Steering Committee suggests that the university develop a plan that prioritizes institutional research responsibilities and activities, and establishes a mechanism to ensure clear designation of responsibilities and coordination among the offices involved in data collection, analysis, and reporting.

Richter/Ravelli/ Institutional Effectiveness Committee

10

S4.1-1 The Steering Committee suggests that the Office of Planning and Evaluation and the Institutional Effectiveness Committee investigate, and with faculty approval determine, how to formalize the university's expectations concerning student achievement and program evaluation. Issues for this investigation should include:

  1. Whether students are expected to show mastery of a set of well-defined skills and abilities or to show some well-defined degree of progress toward those skills and abilities, and how those skills and abilities are to be defined for the purposes of measurement.
  2. Whether university-wide assessment measures should be developed in addition to the program-specific measures developed by each program, and what sort of assessment measures should be used.
  3. Whether baseline assessment measurements will be taken of student ability in some or all of the learning goal areas in order to allow us to record student progress, and what sorts of baseline assessment measurements should be used.

Richter/Ravelli/ Institutional Effectiveness Committee

11

S4.1-2 The Steering Committee suggests that the Institutional Effectiveness Committee investigate the current institutional relationships of curriculum review and assessment planning groups and work to establish relational structures that will ensure good communication among the teams and offices working on these issues.

Richter/Ravelli/ Institutional Effectiveness Committee

12

S4.1-3 The Steering Committee also suggests that a more formal relationship be established between the Office of Planning and Evaluation and each academic college to assure that the assessment plans and measures implemented at each level will work together effectively (and avoid unnecessary duplication).

Richter/Ravelli/ Institutional Effectiveness Committee

13

S4.2.1-1 The Steering Committee suggests that a mechanism be established for disposing of out-dated materials and publications to ensure that all materials accurately and truthfully portray the university.

Richter/Deans

14

S4.2.1-2 The Steering Committee suggests that the university develop a mechanism to identify on student transcripts credit earned by departmental examination or experiential learning.

Richter/ Academic Deans/ Sawyer

15

S4.2.3-1 The Steering Committee suggests that an institution-wide process to coordinate program and curricular changes be developed and implemented.

Richter/ Undergraduate Curriculum Team

16

S4.2.3-2 The Steering Committee suggests that a central office be designated as the official repository for academic transfer program agreements and articulation agreements.

Richter/Sawyer

17

S4.2.5-1 The Steering Committee suggests that the Office of Admissions, Registration and Records further develop the analysis of data received from orientation and advising evaluations to assist in the ongoing quality improvement process.

Richter/Sawyer

18

S4.2.5-2 The Steering Committee suggests that priority be given to development of the electronic compliance system CAPP (Curriculum, Advising and Program Planning) module of Banner. This is needed to implement a tracking system of students from university admittance to acceptance in an upper division program.

Richter/Sawyer

19

S4.2.5-3 The Steering Committee suggests that priority be given to development and integration of the CAPP (Curriculum, Advising and Program Planning) electronic compliance module of Banner and the state-required SASS advising system. These are needed to implement a system to track student progress from university admittance to acceptance in an upper division program and eventually compliance with program requirements for graduation.

Richter/Sawyer

20

S4.3.1-1 The Steering Committee suggests that a university-wide coordinator and/or coordinating body be established to oversee all graduate programs.

Richter

21

S4.3.1-2 The Steering Committee suggests that additional support be provided for appropriate leadership and coordination of graduate programs at the university level.

Richter

22

S4.3.2-1 The Steering Committee suggests that FGCU ensure that all information related to graduate programs is self-contained within the graduate section of future catalogs.

Richter

23

S4.3.2-2 The Steering Committee suggests that while in-program committees should not be discouraged, each college should have a coordinating committee or similar mechanism with coordinating responsibility for all the graduate programs in that college.

Richter/Academic Deans

24

S4.3.2-3 The Steering Committee suggests that the graduate program committee or similar mechanism in each college have the responsibility to review graduate programs, policies, procedures, courses, and appeals.

Richter/Academic Deans

25

S4.3.2-4 The Steering Committee suggests that all information on graduate admissions and retention be published.

Richter/Graduate Curriculum Team

26

S4.3.3-1 The Steering Committee suggests that specific program-related completion requirements be published.

Richter/Graduate Curriculum Team

27

S4.3.4-1 The Steering Committee suggests that the Graduate Curriculum Committee implement the process of reviewing all graduate programs.

Richter/Faculty Senate

28

S4.3.5-1 The Steering Committee suggests that a process be developed to ensure that the mix of non-traditional methods of instruction (distance learning) and traditional instructional methods (on-campus classes) provides students with the opportunity to select between the two modes of delivery.

Richter

29

S4.3.5-2 The Steering Committee suggests that FGCU develop a university-wide policy on supporting and evaluating faculty experimentation with methods of improving instruction.

Richter/Institutional Research

30

S4.3.5-3 The Steering Committee suggests that a section on the grading policy should be added to the graduate section of the catalog.

Richter

31

S4.3.5-4 The Steering Committee suggests that colleges with graduate programs develop a statement outlining faculty scholarship expectations.

Richter

32

S4.3.6-1 The Steering Committee suggests that the advising policy include a process for monitoring the advising needs of students.

Richter/ Academic Deans/ Sawyer

33

S4.3.6-2 The Steering Committee suggests that the university monitor advising in the graduate programs to ensure that an appropriate advisor to student ratio is maintained.

Richter/ Academic Deans

34

S4.4-1 The Steering Committee suggests that the organization and content of the catalog be reviewed and revised before the next printing in order to provide students with better connections and quicker access to the information they need most. Some specific suggestions follow:

  1. Admissions fees should be included in the section on admissions.
  2. The information for each degree program should highlight and explain the university-wide service learning, university colloquium, and senior seminar requirements for graduation. These requirements should be clearly presented as part of each program so that students are not "surprised" when they discover what appear to be "additional requirements" after starting their program.
  3. The concept of distance learning should be defined clearly, the types of courses included under the heading of distance learning should be listed and explained (e.g., compressed video, Web-based, two-way video, and so on), and distance learning opportunities should be described fully. The section on instructional technology might be a good location for this information, but it might merit a section of its own.
  4. A list of administrative staff should be included, since students will interact with these people extensively.
  5. Full-time and part-time faculty should be listed separately in the catalog.
  6. The description of the Executive Master of Business Administration program should be expanded to include all program requirements.

Richter/Sawyer/ Summers

35

S4.4-2 The Steering Committee suggests that a university-wide procedure be established for developing and coordinating program fact sheets, and that procedures be established for consistency and accuracy among fact sheets, the university catalog, and Web sites.

Richter

36

S4.4-3 The Steering Committee suggests that the schedule of library fines and fees be published. Fee information should be more readily available for student, alumni, and general public patrons.

Richter/Gray

37

S4.5-1 The Steering Committee suggests that the university address the goals of the Distance Learning Strategic Plan, and that phase II of the plan, the development of a comprehensive operational plan, be completed.

Richter/Davey

38

S4.5-2 The Steering Committee suggests that a concerted effort be made to coordinate the work and concerns of the various stakeholder groups dealing with distance learning issues, including the Internal Committee for Distance Teaching and Learning, the Technology Team of the Faculty Senate, and the local chapter of the United Faculty of Florida.

Richter/Davey

39

S4.5-3 The Steering Committee suggests that the university clearly identify and communicate how distance learning enrollment is defined, determined, and tracked.

Richter/Davey

40

S4.5-4 The Steering Committee suggests that the university implement an annual survey of distance learning students as part of its assessment of distance learning programs.

Richter/Davey

41

S4.5-5 The Steering Committee suggests that the university investigate the results and implications of faculty attitudes towards distance learning as revealed in the FGCU annual survey.

Richter/Institutional Research

42

S4.6-1 The Steering Committee suggests that a continuing education coordinator be appointed during the 1998-99 academic year.

Richter/Summers

43

S4.6-2 The Steering Committee suggests that the task force, recently constituted to consider continuing education programs, establish clearly defined policies and procedures to ensure university-wide consistency in quality, opportunities, and adherence to national guidelines. Procedures for registration and collection of fees should be included in this process. In addition, this committee should ensure that a structure is established to coordinate the various public school-university partnership efforts, to avoid duplication and ensure quality deliverance.

Richter/Bonvillian

44

S4.6-3 The Steering Committee suggests that the College of Arts and Sciences develop continuing education seminars and activities. This will ensure that the university is providing the broadest offerings of continuing education and outreach offerings.

Richter/Crocker/ Summers

45

S4.7-1 The Steering Committee suggests that FGCU secure an official letter from the University of South Florida (USF) stating that all original transcripts and documentation for transfer students from USF are stored and maintained on the USF campus in Tampa.

Richter/Summers

46

S4.7-2 The Steering Committee suggests that all the paper documents in student academic records files be scanned and stored electronically. The Steering Committee further suggests that the Office of Admissions, Registration and Records establish appropriate schedules and procedures to handle student requests to view their paper records.

Richter/Sawyer

47

S4.7-3 The Steering Committee suggests that the Office of Admissions, Registration and Records develop and establish a self-evaluation process for verifying accuracy of records.

Richter/Sawyer

48

S4.8.2-1 The Steering Committee suggests that the university review the financial and research resources for graduate faculty and programs.

Richter

49

S4.8.2-2 The Steering Committee suggests that the university enact a process for checking graduate faculty credentials which would include writing justifications for faculty without the terminal degree who teach at the graduate level.

Richter/Deans

50

S4.8.2-3 The Steering Committee suggests that the university develop a mechanism for evaluating applicant pools (size, quality of candidates), as well as gathering information on candidates who withdraw from consideration from multi-year appointment positions to ascertain if the university is attracting the most qualified faculty.

Richter/Bielen

51

S4.8.2-4 The Steering Committee suggests that the university develop a mechanism for tracking retention of faculty.

Richter/Bielen

52

S4.8.5-1 Since faculty were hired based on different criteria at USF and FGCU, and since each college established salary ranges and rank qualifications separately, the Steering Committee suggests that each college define the qualifications used to establish employment offers at assistant, associate, and full professor ranks and the scales for salary ranges.

Richter/Bielen

53

S4.8.7-1 The Steering Committee suggests that the university finalize the Professional Renewal Leave Policy in order to increase opportunities for professional development. This policy needs to clarify the status of multi-year contract faculty and tenured faculty relating to Article 22 of the Collective Bargaining Agreement (Professional Development Program and Sabbaticals).

Richter/Bielen

54

S4.8.8-1 The Steering Committee suggests that, as the faculty governance bodies finalize their operational procedures and documents, every effort should be made to disseminate these procedures and documents and to coordinate the activities of the faculty governance bodies in order to promote collegiality and overall institutional effectiveness.

Richter/Faculty Senate

55

S4.8.8-2 The Steering Committee suggests that the faculty governance bodies develop mechanisms for periodically reviewing operational procedures and documents in order to ensure that these procedures and documents remain consistent with the university’s mission and goals.

Richter/Faculty Senate

56

S4.8.9-1 The Steering Committee suggests that the university develop policies for workload equity pertaining to faculty involvement and responsibility for start-up activities during the first five years of operation.

Richter/Faculty Affairs Team

57

S4.8.9-2 The Steering Committee suggests that the university develop policies for workload equity for nontraditional teaching responsibilities such as distance education, interdisciplinary team teaching, and other modes of instruction.

Richter/Faculty Affairs Team

58

S4.8.10-1 The Steering Committee suggests that the academic units complete the revision of the criteria for evaluation of faculty.

Richter/Academic Deans

59

S4.8.10-2 The Steering Committee suggests that the university continue gathering information about the faculty evaluation process so that policies and processes prescribed in the Faculty Performance Evaluation Document can be evaluated and revised, as appropriate.

Richter/Faculty Affairs Team

60

S4.9-1 To ensure compliance with the criteria over time as the university grows both in size and complexity, the Steering Committee suggests that FGCU establish and distribute a set of guidelines for the creation and maintenance of consortial relationships and contractual agreements that conform to the Commision on Colleges Criteria and to the Substantive Change Procedure D: The Initiation of a Consortium or Contractual Arrangement. Suggested guidelines should include:

  1. Requirements for establishing a link to the teaching or institutional purposes of FGCU.
  2. Clear definitions for determining whether an agreement is a consortial relationship or a contract.
  3. Suggestions for maintaining quality of the courses and programs.
  4. How and when the Commission on Colleges will be notified or approval sought.
  5. How the agreement will be evaluated.
  6. How the agreement may be canceled and/or renewed.

Richter/Ravelli

61

S4.9-2 The Steering Committee suggests that the university establish a central office to promote consistency in compliance with those guidelines, while recognizing that the agreements are to be negotiated and implemented by the faculty and staff of the colleges.

Richter/Ravelli

62

S5.1.2-1 The Steering Committee suggests that Library Services improve user access through the Internet at off-campus sites, as well as improve the number of databases available to off-campus users.

Richter/Gray

63

S5.1.2-2 The Steering Committee suggests that Library Services continue to improve the orientation programs it offers by assessing user needs.

Richter/Gray

64

S5.1.3-1 The Steering Committee suggests that planning to increase the space available on campus for library resources be accelerated.

Richter/Gray Fenwick

65

S5.1.4-1 The Steering Committee suggests that Library Services closely review the information technology related questions on the FGCU annual survey and on the Library Survey for meaningful indicators of technology deficiencies (for example off-site dial-up problems and electronic/computer file collection inadequacies). Library Services staff should include faculty and students in their analyses of these data and in their goals or plans to rectify student/faculty concerns in areas of information technology.

Richter/Gray

66

S5.1.6-1 The Steering Committee suggests that Library Services develop a contingency plan for staff on extended, unanticipated leave.

Richter/Gray

67

S5.1.7-1 The Steering Committee suggests that Library Services communicate goals of the library's electronic user services to the appropriate faculty and university committees. Library Services should include faculty in the formulation of all such relevant goals and plans.

Richter/Gray

68

S5.2-1 The Steering Committee suggests that faculty and students be involved in the planning for new academic facilities, including instructional equipment to be placed in those facilities.

Richter/ Deans/ Fenwick

69

S5.3-1 The Steering Committee suggests that the University Technology Committee develop a plan for continuous evaluation of the adequacy of technology resources with the goal of maintaining, upgrading, and/or replacing those resources.

Richter/Davey

70

S5.3-2 The Steering Committee suggests that funding for maintenance and improvement in computer performance, networking, support services, and software should be established at levels adequate to sustain the mission of the university. This funding would be used for updating and replacing computers, networks, and software to ensure that the university’s equipment is compatible with new technology and supports the institutional mission and priorities. Furthermore, a method for distribution of these funds should be developed.

Richter/Davey

71

S5.3-3 The Steering Committee suggests that as funding becomes available, secondary routes for Internet connections be established to enhance the reliability of accessing national and global resources.

Richter/Davey

72

S5.3-4 The Steering Committee suggests that Florida Gulf Coast University develop and use electronic forms whenever possible, including digital signing, document imaging, and electronic data interchange, and that the university provide more Web-based information on the university Intranet.

Bulllock/Snyder

73

S5.3-5 The Steering Committee suggests that all FGCU policies and procedures relating to computing, technology security, and information technology be compiled, indexed, held in an accessible centralized location, and made available on the FGCU Intranet.

Richter/Davey/ Bullock

74

S5.3-6 The Steering Committee suggests that the university enhance funding, resources, and incentives for faculty and staff to participate in technology training and professional development.

Richter/Bullock

75

S5.3-7 The Steering Committee suggests that a formal training program for the Banner system be offered to all faculty and staff who would benefit from using the Banner system.

Richter/Sawyer

76

S5.3-8 The Steering Committee suggests that the university examine the roles and functions of the University Technology Committee and the faculty Technology Team to avoid duplication of effort.

Richter/Bullock

77

S5.4.1-1 The Steering Committee suggests that the Division of Student Services continue efforts to fill vacant positions within the division.

Richter/Sawyer

78

S5.4.1-2 The Steering Committee suggests that the Division of Student Services continually review its goals and programs to ensure that the changing student services needs of students are continuously being addressed.

Richter/Sawyer

79

S5.4.2-1 The Steering Committee suggests that the Division of Student Services monitor the Banner student information system for cost effectiveness and efficiencies and consider bringing it in-house as the university grows.

Richter/Sawyer

80

S5.4.3.1-1 The Steering Committee suggests that the Division of Student Services finalize all policies and procedures related to counseling and career development services and submit them for formal approval.

Richter/Sawyer

81

S5.4.3.2-1 The Steering Committee suggests that the university continue to ensure that students are appropriately involved in decision making.

Richter/Sawyer

82

S5.4.3.5-1 The Steering Committee suggests that the adequacy of financial aid for a highly diverse student population be addressed.

Richter/Sawyer

83

S5.4.3.5-2 The Steering Committee suggests that a process be developed to counsel students on the efficient use of their total financial resources

Richter/Sawyer

84

S5.4.3.6-1 The Steering Committee suggests that the university survey current students to determine what needs they have in the area of health services.

Richter/Shepard

85

S5.4.3.7-1 The Steering Committee suggests that campus recreation, intramural, and club sports programs be monitored to ensure that students needs are being met. Staffing level requirements should be communicated as part of the university’s on-going budget planning process.

Richter/Sawyer/ Lebioda

86

S5.5-1 The Steering Committee suggests that the university appoint a task force to begin planning for the orderly transition into intercollegiate athletics. The task force charge should include the development of an implementation plan for membership into the NCAA, and the development of policies and procedures for the Department of Intercollegiate Athletics.

Richter/Osterholt

87

S6.1.1-1 The Steering Committee suggests the university’s catalog be published electronically as scheduled during the fall of 1998.

Richter

88

S6.1.2-1 The Steering Committee suggests the university continue to encourage the establishment of a state comptroller’s field office on the campus of Florida Gulf Coast University.

Bullock/Bennion

89

S6.1.3-1 The Steering Committee suggests that advisory committees for academic programs and administrative units develop clear and concise written policies regarding their specific roles and functions.

McTarnaghan

90

S6.1.4-1 The Steering Committee suggests that, based upon the FGCU annual survey findings and in the spirit of better communication, the university further analyze data collected from the FGCU annual survey relating to the effectiveness of FGCU’s institutional policies and procedures to determine why responses from the faculty and staff indicated a substantial gap between expectations and institutional performance.

McTarnaghan

91

S6.1.5-1 The Steering Committee suggests that the university continue to develop and conduct a comprehensive evaluation program for administrative officers that includes broad-based participation.

McTarnaghan

92

S6.1.5-2 The Steering Committee suggests that the findings from the evaluations of administrators be made available to all faculty and staff.

McTarnaghan

93

S6.2-1 The Steering Committee suggests that the Division of University Development and the Office of University and Government Relations work together closely to link future strategies for outreach to the community more directly with the program development and delivery of the academic units.

McTarnaghan/ Crowley/Evans

94

S6.2-2 In order to link institutional advancement efforts to academic priorities, the Steering Committee suggests that the Division of University Development and the Office of University and Government Relations would benefit from developing multiple points of contact in each academic unit for periodic updates on program activities. This effort would provide greater assurance that important developments in academic programming are being presented to the public.

McTarnaghan/ Crowley/Evans

95

S6.2.1-1 The Steering Committee suggests that the Office of Planning and Evaluation and the Division of University Development formalize a process designed to survey graduating students regarding FGCU institutional effectiveness as well as interest levels in participating in university advancement efforts.

Richter/Crowley/ Ravelli

96

S6.2.1-2 The Steering Committee suggests that the Division of University Development develop and implement an outreach program that includes formal recognition of FGCU graduates as alumni and creation of an FGCU alumni organization as a means of encouraging continued interest in the university.

Crowley

97

S6.2.2-1 To ensure foundation fund raising initiatives continue to support the institutional purpose, the Steering Committee recommends that a process be developed that results with the vice president of university development periodically submitting a formal report to the foundation that summarizes the strategic plans of the colleges along with the university’s broader goals for capital improvements, endowed chairs and professorships, and scholarships.

Crowley

98

S6.3.3-1 The Steering Committee suggests that a procedure be implemented to formally communicate to the budget office the operating budget parameters (area responsibilities and expectations) approved by the Executive Staff.

McTarnaghan

99

S6.3.3-2 The Steering Committee suggests that a written plan be developed for the replacement of equipment and technology that may become obsolete in the next few years.

Bullock/Snyder/ Vasquez/Davey

100

S6.3.4-1 The Steering Committee suggests that procedures for communicating relevant budget information within colleges or units be improved and formalized.

Academic Deans

101

S6.3.7–1 The Steering Committee suggests that units develop a mechanism to safeguard certain non-consumable items not currently covered by the university inventory system.

Bullock/Bennion

102

S6.3.8-1 The Steering Committee suggests that the university amend the published policy on refunds to include a provision for withdrawing via Internet and/or telephone.

Bullock/Bennion

103

S6.3.11-1 The Steering Committee suggests that the university continue its efforts to obtain funding for a director of environmental health and safety, whose duties would entail monitoring the insurance and risk management programs, general safety issues on campus, and the environmental health and safety of all university community members.

Bullock/McBride

104

S6.4-1 The Steering Committee suggests that faculty, staff, and students continue to be included in planning committees for each new facility.

Bullock/Fenwick

105

S6.4-2 The Steering Committee suggests that the university appoint a disabilities officer and establish a disabilities advisory committee to include representation from the Office of Educational Services and Equal Opportunity Programs, the Human Resources Department, the Facilities Planning Department, the Office of Multi Access Services, the Student Government Association, and the Office of Instructional Technology.

McTarnaghan/ McKinney

106

S6.4.3-1 The Steering Committee suggests that the state-mandated responsibilities for an environmental health and safety officer and a chemical hygiene officer be appropriately assigned.

Bullock/McBride

107

S6.4.4-1 The Steering Committee suggests that a facilities master plan review committee be established to (1) review facilities usage on- and off-campus, (2) coordinate planning for specific facilities, (3) review the Facilities Master Plan, and (4) have input into the development of each capital improvement plan. This committee should include, at a minimum, participation from the physical plant staff, the faculty from each academic unit, and students.

Bullock/Fenwick

108

S6.5-1 The Steering Committee suggests that the director of contracts and grants and appropriate faculty committees review the contracts and grants policies and procedures and that any deficiencies and/or ambiguities be corrected or clarified. New or amended policies should then be included in the Faculty Handbook as well as the Contracts and Grants Faculty Orientation Manual.

Richter/Roberts/ Grants and Research Team

 

 

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