Aug 24, 2012 | Comments 34
In a conversation about a year-and-a-half ago, President David Norman of Erskine College said to the Editor of ARPTalk, “Chuck, help me by ceasing to report on Erskine news and by taking ARPTalk down. ARPTalk is killing us!”
This past Good Friday, in a conversation at the Chick-fil-A in Seneca, SC, then Chairman of the Erskine board Joe Patrick said to the Editor of ARPTalk, “Chuck, you’re killing us!”
According to reliable sources, the “blame” game has begun – well, unofficially, at least! The situation at Erskine is uncertain. At the board meeting on August 17th and 18th, in scattered and private conversations, the lament, “ARPTalk is killing us!”, was overheard. In public discussions, Chuck Wilson and ARPTalk were not to be spoken of out loud; instead, the code used was “the blog” or “blogs”.
The Editor of ARPTalk has a healthy ego, and, when Erskine dies, if the wretches in the administration (and past administrations) and on the board (and past boards) who are actually responsible for Erskine’s demise want to blame the Editor of ARPTalk, he will gladly embrace the opprobrium and sit for a bronze statute to be cast and erected in front of the main street fountain behind which stands the grove of sacred oaks growing in front of the twin towers of infamy which point to the clouds of God’s impending judgment.
To blame the Erskine disaster on Chuck Wilson and ARPTalk is a gratifying but ultimately ridiculous act of blame-shifting. Interestingly, such an act is tantamount to an admission of failure by both the administration and board, for Chuck Wilson has simply reported what they have done, and what he has written in ARPTalk has not been answered. Chuck Wilson and ARPTalk are not responsible for failed budgets, the failure of the institution to thrive, disloyalty to the ARP Church, administrative mismanagement, and the unwillingness of the board to give prudent oversight. Chuck Wilson and ARPTalk are not soloists in this tragic Wagnerian opera unfolding on the stage of Due West. The players are the feckless Presidents, their administrators and the inept trustees who have blinded themselves with their own hands to the goings on at Erskine for the past 40 years. Furthermore, what has Chuck Wilson done with ARPTalk that has made him the target of blame? Well, Chuck Wilson is the lighting technician in the balcony who has used the spotlight of ARPTalk to brightly illuminate and showcase the actors so that their bungling performances may be scrutinized and remembered.
As noted above, on August 17th and 18th the Erskine board met for its August meeting. What were the items with which the trustees dealt? Were the items mentioned in “A Noble Lady; a Double-Minded Board” discussed?
1: When they arrived in Due West, the trustees were greeted with news from Wednesday, August 16th, announcing the resignation of Ms. Becky Pressley as Institutional Director of Financial Aid at Erskine to become the Director of Financial Aid at Presbyterian College and the resignation of Dr. Larry Nycum from the board for unspecified reasons. Ms. Pressley’s resignation warns of another difficult recruiting season. Dr. Nycum’s resignation is an interesting development. One wonders if it will be explained.
2: The August meeting of the board was small. For a variety of reasons, Rev. Max Bolin, Mr. Bill Cain, Dr. Fred Carr, Rev. Andy Putnam, Ms. Lisa Senn, and Ms. Crosland Stuart were missing from the plenary meeting on Friday.
3: Of particular interest was how the board would handle the scathing indictments of the administration and board made by Ms. Jane Green in her resignation letter. She wrote: “. . . ETS no longer functions as a seminary. . . . I have been appalled over and over at decisions made and a Board that has looked the other way while the ship became weakened by egos and unnamed agendas” . Would the new transparency of which President Norman speaks glowingly be transparently apparent, or would the “Same Ol’ MO” of ignore and spin be the order of the day once again?
In the meeting of the Seminary Committee, Ms. Green’s letter would have been ignored if concerned trustees had not brought it up. When asked about the status of the seminary and the comments by Ms. Green that the seminary was being dismantled, Dr. Norman said it was not true. It seems Dr. Norman has tested the direction of the wind and turned around. Dr. Norman stated in response to “the blogs” (i.e., ARPTalk), Erskine Seminary is still a seminary.
Perhaps, ARPTalk got it wrong in “Erskine Theological Seminary – R.I.P.”; however, the information the Editor reported on was taken from an e-mail sent out by Dr. Norman and from reports of those who were present to hear his “town hall” meeting talk in Due West. Besides, how did Ms. Green get it so wrong? She must not speak Normanese! The Editor is reminded of the words of Faulkner as he described one of his characters as self-convinced of his own veracity. Often, Dr. Norman seems to be unsaying, re-explaining, and translating to us what he said, and then he is upset with those who misunderstand or are puzzled by his confused-speak. In the recent posting for an “Administrative Dean” for Erskine Seminary by the administration, the position is also referred to as “Academic Dean”. Which is it? Technically, these are different. Is it both?
Whatever the new configuration of Erskine Seminary, the board has that for which it asked. As one trustee said, “We gave Dr. Norman permission to do whatever was necessary to stop the bleeding. We gave him no boundaries.” Well, the question to be asked now is this: “How’s that working for you?”
Currently, it is reported the FTE for the seminary for Fall 2012 is about 75 plus students. Looking over some old reports, we are informed the unduplicated head count for Fall 2011 was 208 and the FTE was 106; the Fall 2010 unduplicated head count was 256 and the FTE was 129; and the unduplicated head count for Fall 2009 was 300 and the FTE was 158.
The sticky issues regarding the theology of neo-Barthian Dr. Richard Burnett were not brought up. As one trustee described the situation: “Those doing the job are secure; others are lawyering up!” Since the seminary does not have an Administrative Dean, it was reported Dr. Brad Christie was doing the evaluations of seminary professors. Interestingly, nothing was said about the resignation of Acting Executive Vice President of Erskine Theological Seminary Dr. Steve Lowe. One would have thought an exit interview would have been conducted.
4. The most anticipated meeting was the Committee on Trustees. The eleven signers of the “Minority Report to General Synod” were called in to give answer for their public disagreement with the board’s misleading Ad Hoc Committee’s report. Fascinatingly, it was disclosed Mr. David Conner, Chairman of the Board, Chairman of the Ad Hoc Committee, and author of the Ad Hoc Committee’s Report, was slack in gathering information. A reliable source stated the now infamous survey of Christian colleges which is reported to have driven the conclusions reached in the Ad Hoc Committee’s report was not sent out until February 2, and that would have not allowed enough time for gathering data for the report to be prepared and presented to the February board meeting. Therefore, the Ad Hoc Committee report was written in haste and without the necessary information for the conclusions drawn. Was someone attempting to manipulate a report to be presented to General Synod?
A questionnaire had been sent out to the eleven (11) signers of the “Minority Report to General Synod” prior to the board meeting, and the most significant question was: “What would you have done differently?” The consensus of the signers was they would have done nothing differently under the circumstances. Ms. Judy Boyd, the Chairman of the Committee on Trustees was praised as fair and even-handed. As expected, trustee Ms. Nan Campbell the President of the Alumni Association and Alumni Association representative was, according to one trustee, “out for blood and wanted the eleven (11) signers censured” – probably whipped, chained, and burned at a stake! Trustees sat stunned as she stated a minority report could not be presented to General Synod without Synod’s specific request. A signer of the “Minority Report to General Synod” stated the board leadership had created an atmosphere intolerant to disagreement. In other words, all the board leadership wants from the board is a cheerleading squad. At the end of the day, in the words of Shakespeare, the meeting of the committee was “much ado about nothing.”
5. A budget shortfall was announced; however, a budget revision was delayed until the Fall meeting of the board. Financial data not yet available are needed.
6. It was announced the EC Foundation has contributed funds for the repair of athletic fields. Well, it is about time the directors of EC Foundation gave some of the monies they have siphoned from Erskine since 2010. The knotty problems of the EC Foundation’s name, relationship to Erskine, and SACS’ concern about the EC Foundation being deleterious to the welfare of Erskine were not discussed.
7. Dr. Bill Crenshaw’s suit against Erskine was announced; however, for obvious reasons, the case was not discussed.
8. Unless dealt with in the executive session, Dr. Norman was not held responsible for the Miller and Cook recruiting debacle. Has 140 thousand dollars been spent for little or nothing? The number of new students at the college this Fall remains at about 160 (Freshmen and transferees) – with about 100 of those being recruited by the coaches. Also, nothing was asked of Dr. Norman regarding his raising of funds for Erskine. Once again, the Annual Fund was rescued by a bequest. Dr. Norman must be saying, “Thank God for death!” What plan is in place for recruiting students and fund raising for 2012-13? The Editor suggests the task of recruiting be given to the coaches. They can create more athletic programs and teams and more students can be recruited to play ball. As far as fund raising is concerned, prayer meetings asking God for the timely death of more rich old alums could be instituted.
9. Why did Dr. Norman NOT bring up the “Adam and Eve” motion adopted by General Synod in June? Is not his science and biology faculty (particularly, Dr. Mary Lang Edwards) in strong disagreement with the position and teaching of the ARP Church? Would not an atmosphere of transparency and good will toward the ARP Church have addressed this?
10. Without prior knowledge of and at the request of Ms. Nan Campbell and the Alumni Association, the Executive Committee unexpectedly DROPPED a motion on the board that the board request a summit of representatives of the General Synod, appointed by the Moderator Dr. Steve Suits, the Alumni Association, the EC Foundation, the faculties, and the administration for the purpose of discussing and reconciling differences. This was pasted in the face of a request for more time to think over the motion. Once again, haste was the order of the day. Well, now we know why President Norman wanted Dr. Steve Lowe to put together a course on peacemaking. However, has President Norman jumped the gun on Dr. Lowe’s class, which is yet to be scheduled or taught? Besides, why should this summit be called? To begin with, Moderator Suits takes his marching orders from General Synod, and, without a Synod directive, Dr. Suits would be ill-advised to act unilaterally. Also, is this not something like a substitute, unofficial board – a repetition of something that is broken? Have Dr. Norman, Chairman David Conner, and Ms. Nam Campbell forgotten the board has representatives from Synod, the Alumni Association, the alums in general, the EC Foundation, and the administration and faculty? Is the board not a good place to begin with peacemaking? This bright idea is the equivalent of hauling coal to Newcastle! Or is this an admission the board is hopelessly divided and irreparably broken like Humpty Dumpty who sat on a wall and had a great fall? If so, the trustees should resign. Or is the board leadership simply pandering to the alums and using this as a lever against the ARP Church? Well, is it? Dr. Norman, this is not an exercise in peacemaking; it is another exercise in division and futility.
11. In the words of a trustee, the Strategic Plan is less than stellar and the presentation was tedious. At the direction of SACS, the Strategic Plan was drawn up hastily to meet an August 15th deadline. Instead of responding to SACS with a question asking whether SACS wanted a quick plan or a thoughtful and thorough plan, a plan was drawn up quickly. As one trustee commented: “It’s like an exercise in busy work. Do I now say to my young people, ‘Go to Erskine! We have a Strategic Plan!’?” According to another source, “It’s not a Strategic Plan. It’s a description of what they’re supposed to be doing!” Well, read and judge for yourself. A copy of the draft is attached to the bottom of this issue of ARPTalk.
12. Multiple sources reported the highlight of the August board meeting to be the devotional given by a seminary faculty member. He drew an analogy between two statues on the Erskine campus: first, the statute of former President William Moffatt Grier, who was known for his learning and Christian faithfulness and piety and, second, the abstract sculpture or objets d’art on the quad called “The Queen of Hearts,” which is kindly described by a former Erskine student as “a rusting hulk of metal which is a good place for birds to perch as they critically think.” According to the devotional speaker, the Erskine/Due West community is a story of two competing cultures: a secular culture of niceness and a committed evangelical, Christian culture. He also drew attention to the two facing quotes at the entrance to McCain Library. One is by Jesus and the other is by Tennyson as though they were equals – again, a metaphor for the Erskine conflict. The cultures clash violently. The nature of the two cultures allows for no compromise. The question is whether it is to be Christ or non-Christ? In the words of the Editor, is it Christ or Baal? As hard as we may wiggle, the question cannot be avoided. In the Erskine/Due West community (and, yes, the ARP community), people are conflicted on this question.
In conclusion, from this board meeting, two things ring clear: first, the words of Ms. Jane Green’s letter that the board is THE LOOK AWAY BOARD; and, second, the confirmation that the Wagnerian tragedy in Due West is the making of Erskine administrations and board trustees who “fiddle while Rome burns.” No, Chuck Wilson and ARPTalk are not killing Erskine; the folks leading Erskine do not need help – just a chronicler so they can be remembered!
These are my thoughts,
Charles W. Wilson
Erskine College & Seminary
Strategic Goals, Objectives, and Strategies 2012 – 2017
Goal 1: Erskine prioritizes its mission to glorify God far above its desire to please any human stakeholder.
Objective 1.1: To increase awareness among Erskine faculty and staff of Erskine’s primary mission of glorifying God.
Strategy 1.1.1: Beginning in the Fall of 2012, all college and seminary faculty meetings will begin with a recitation of the institution’s mission statement. (Senior Vice President for Academic Affairs – Fall 2012)
Strategy 1.1.2: Beginning in the Fall of 2012, all presidential town hall meetings will begin with a recitation of the institution’s mission statement. (President – Fall 2012)
Objective 1.2: In all deliberations regarding key decisions, especially but not limited to Cabinet discussions and discussions among the Erskine board of trustees, arguments from authority assuming any mere human or group of mere humans as its authority will be identified, challenged and noted for its conflict with this objective.
Strategy 1.2.1: Beginning in the Fall of 2012, all cabinet meetings will begin with a recitation of the institution’s mission statement. Following this recitation, objective 1.1 will be read aloud as a reminder to all present. (Assistant to the President – Fall 2012)
Strategy 1.2.2: In August 2012, it will be recommended that the board of trustees adopt a policy of beginning all board meetings with the recitation of the institution’s mission statement and that following this recitation, objective 1.1 be read aloud as a reminder to all present. (Assistant to the President – Fall 2012)
Goal 2: Erskine is Nationally Known as a Faithful Liberal Arts Community
Objective 2.1: Create and implement coherent and compelling core curriculums for the College and Seminary by fall 2014
Strategy 2.1.1: Appoint an ad hoc committee, the majority of whose members are tenured college professors, with the charge to develop a coherent and compelling core curriculum for the College. This committee will work independently, but will receive input from the Thrive Initiative and Seminary core curriculum committee. The college core curriculum review committee will also, with the assistance of the assistant secretary to the Board of Trustees, stay abreast of and compliant with all relevant current and emerging Board policy. Although the committee’s focus will be on curriculum, it will be expected that the committee’s recommendations will include not only course requirements but also emphases and suggestions for extracurricular features of Erskine life such as chapels, convocations, and residential life. (Sr. Vice President for Academic Affairs – Fall 2012)
Strategy 2.1.2: Appoint an ad hoc committee, the majority of whose members are tenured seminary professors, with the charge to develop a coherent and compelling core curriculum for the Seminary. This committee will work independently, but will receive input from the Thrive Initiative and College core curriculum committee. The seminary core curriculum review committee will also, with the assistance of the assistant secretary to the Board of Trustees, stay abreast of and compliant with all relevant current and emerging Board policy. Although the committee’s focus will be on curriculum, it will be expected that the committee’s recommendations will include not only course requirements but also emphases and suggestions for extracurricular features of Erskine life such as chapels, convocations, and residential life. (Sr. Vice President for Academic Affairs – Fall 2012)
Strategy 2.1.3: Present College core curriculum plan to College faculty for approval (College Core Curriculum Committee – Fall 2013)
Strategy 2.1.4: Present Seminary core curriculum plan to Seminary faculty for approval (College Core Curriculum Committee – Fall 2013)
Strategy 2.1.5: Present College and Seminary core curriculum plans to Board of Trustees for inclusion in the 2013 – 2014 catalogs (President – Winter 2014)
Objective 2.2 : Determine the academic offerings at the college and seminary that best embody the institutional mission
Strategy 2.2.1: Review the ongoing process for reviewing and approving current and potential course and degree offerings for the college and seminary (Faculties– Fall 2014)
Strategy 2.2.2: Present academic offerings review process to the Board of Trustees for inclusion in the 2015 – 2016 catalogs. (President – Winter 2015)
Objective 2.3: Recruit and retain academically excellent mission-fit faculty members
Strategy 2.3.1: The Faculty Personnel Committee will continue its work (Faculty Personnel Committee – Ongoing)
Strategy 2.3.2: Expand administrative and academic networks to identify potential hires (Administration and Faculties – Ongoing)
Strategy 2.3.3: Create a compensation model for faculty and staff which will ensure Erskine salaries and benefits remain internally consistent and in line with appropriate peer benchmarks (Sr. Vice President for Academics & Sr. Vice President for Finance and Operations– Summer 2013)
Strategy 2.3.4: Establish percentage goals for scheduled increases in faculty compensation at each rank (Sr. Vice President for Academic Affairs – Summer 2013)
Objective 2.4: Develop faculty members into educational leaders committed to furthering the institutional mission
Strategy 2.4.1: The Faculty Development Committee will continue its work (Faculty Development, Ongoing)
Strategy 2.4.2: Increase the number of faculty members who attend and/or present at regional and national professional meetings (Faculty Development, Ongoing)
Strategy 2.4.3: Increase the number of faculty members who publish peer-reviewed works (Faculty Development, Ongoing)
Strategy 2.4.4: In consultation with the President and the Senior Vice President for Academic Affairs, devise and implement a schedule for faculty forums devoted to sharing best practices in research, teaching and the development of the liberal arts tradition.
Goal 3: Student Enrollment is at Optimum Capacity with Students who fit Erskine’s Target Student Profiles
Objective 3.1: To internally articulate and better implement our institutional enrollment management model
Strategy 3.1.1: Conduct an enrollment management SWOT analysis as an internal self‐assessment and environmental scan (President – Fall 2012)
Strategy 3.1.2: Create and adopt an institutional enrollment management model (TBD, Cabinet – Spring 2013)
Strategy 3.1.3: Implement an institutional enrollment management model (President – Fall 2013)
Strategy 3.1.4: Review effectiveness of institutional enrollment management model and make needed changes (President– Spring 2014)
Objective 3.2: Recruit capacity classes with students who fit Erskine’s target student profiles
Strategy 3.2.1: Conduct a institutional resource audit to determine the capacity classes for undergraduate, masters, and Doctor of Ministry level classes (Seminary Administrative Dean, College Administrative Dean – Fall 2013)
Strategy 3.2.2: Create a target student profile for undergraduate, masters, and Doctor of Ministry level classes (Seminary Administrative Dean, College Administrative Dean Enrollment – Fall 2013)
Strategy 3.2.3: As part of the institutional enrollment management model, create a multi- year recruitment strategy that increasingly focuses on the target students for undergraduate, masters, and Doctor of Ministry level classes (TBD – Fall 2014)
Strategy 3.2.4: Establish enrollment goals based upon the institutional enrollment management plan and the capacity for undergraduate, masters, and Doctor of Ministry level classes (TBD – Fall 2014)
Strategy 3.3.5: Attain enrollment goals for undergraduate, masters, and Doctor of Ministry level classes (TBD, 2017)
Objective 3.3: Increase retention and persistence for all undergraduate, masters, and Doctor of Ministry level classes
Strategy 3.3.1: Conduct a retention and persistence study to establish retention and persistence goals for undergraduate, masters, and Doctor of Ministry level classe (Retention Committee – Fall 2013)
Strategy 3.3.2: Create a plan to increase retention and persistence rates for undergraduate, masters, and Doctor of Ministry level classes (Retention Committee – Spring 2014)
Strategy 3.3.3: Implement plan to increase retention and persistence rates for undergraduate, masters, and Doctor of Ministry level classes (Retention Committee – Fall 2014)
Strategy 3.3.4: Attain retention and persistence goals for undergraduate, masters, and
Doctor of Ministry level classes (Retention Committee Enrollment – Fall 2017)
Goal 4: The Erskine Brand is Clearly Defined and Publicly Understood
Objective 4.1: Create an Erskine Brand Guide that outlines Erskine’s core identity, values, educational experience promise, and brand guidelines by June 30, 2013.
Strategy 4.1.1: Appoint a task force to clearly define Erskine’s core identity, values, and educational experience promise. (President – Fall 2012)
Strategy 4.1.2: Task Force will present its recommendations to Cabinet. (Task Force Chair – March 2013)
Strategy 4.1.3: Create the brand guidelines, which include things such as color palette and usage, typography, logo, unapproved formats, and brand review process. (VP of Communications – Spring 2013)
Objective 4.2: Define and implement a strategy that connects Erskine’s key constituencies to this brand in a powerful and personal way by August 1, 2013.
Strategy 4.2.1: Identify the most important constituencies that must be engaged (VP of Communications – Spring 2012)
Strategy 4.2.2: Decide the most important messages to be communicated to each constituency. (VP of Communications – Spring 2013)
Strategy 4.2.3: Identify and train brand ambassadors in each key constituency that will take Erskine’s brand and messages to their circles of influence. (VP of Communications – Summer 2013)
Strategy 4.2.4: Create a rollout plan for brand/marketing strategy that coincides with
Erskine’s 175 Anniversary in 2014. (VP of Communications – August 2013)
Objective 4.3: Evaluate the effectiveness of the brand strategy and identify gaps on an annual basis.
Strategy 4.3.1: Assemble an advisory board with representatives from each key constituency. (VP of Communications – Fall 2013)
Strategy 4.3.2: Schedule a meeting with this advisory board on an annual basis to review effectiveness of brand strategy beginning in spring 2014. (VP of Communications – Ongoing)
Strategy 4.3.3: Change this advisory board on an annual basis. (VP of Communications – Ongoing)
Goal 5: Erskine College has a sound financial base and demonstrated financial stability to support its mission, programs, and services.
Objective 5.1: Consistently achieve a balanced operating budget.
Strategy 5.1.1: Create an annual operating Budget, which is balanced and includes a $200,000 contingency, in January/February for the following fiscal year, (Cabinet – Ongoing)
Strategy 5.1.2: Monitor the progress toward achieving a balanced operating budget through monthly budget-to-actual reports and financial critical indicators (Sr. Vice President for Finance and Operations – Ongoing)
Objective 5.2: Recruit, retain, develop, and competitively compensate a well-qualified faculty and staff.
Strategy 5.2.1: Conduct focused employment searches that reach a broad range of potential candidates who possess strong qualifications and share Erskine’s evangelical mission (Various – Ongoing)
Strategy 5.2.2: Conduct annual reviews for all faculty and staff for the purposes of evaluating performance toward the Erskine mission statement and one’s job responsibilities and providing constructive feedback (Various– Ongoing)
Strategy 5.2.3: Offer at least one professional development and/or continuing education opportunity to each member of the faculty and to director-level staff, every-other year (Various – Ongoing)
Strategy 5.2.4 (as per Strategy 2.3.3): Create a compensation model for faculty and staff which will ensure Erskine salaries and benefits remain internally consistent and in line with appropriate peer benchmarks (Sr. Vice President for Academics & Sr. Vice President for Finance and Operations– Summer 2013)
Objective 5.3: Implement a comprehensive development strategy that supports annual operations and lays the groundwork for upcoming capital campaigns.
Strategy 5.3.1: Create a comprehensive development plan to enhance the advancement/alumni program (Vice President for Advancement – Fall 2012)
Strategy 5.3.2: Achieve the unrestricted annual fund goal each year (Vice President for Advancement – Ongoing)
Strategy 5.3.3: Increase alumni giving by 50% (dollar amount) and participation to at least 25% over the next five years (Vice President for Advancement – Fall 2017)
Strategy 5.3.4: Identify 2-4 new major donors (giving in excess of $25,000) to Erskine each year (Board of Trustees, President, Vice President for Advancement – Ongoing)
Strategy 5.3.5: Identify the needs, major projects, and types of donors to be included in the institution’s next capital campaign (Board of Trustees and Cabinet – Spring 2014)
Strategy 5.3.6: Grow the fair market value of the endowment through earnings and new gifts by 25% by the end of five years (Vice President for Advancement, President,
Senior Vice President for Finance and Operations – Ongoing)
Strategy 5.3.7: Increase awareness of planned giving opportunities and secure at least two new donations each year (Board of Trustees, President, and Vice President for Advancement – Ongoing)
Goal 6: Erskine is an authentically Christian liberal arts community committed to the flourishing of all of its members
Objective 6.1: Develop and implement a program that builds on the THRIVE initiative.
Strategy 6.1.1: Implement first year of Thrive programmatic cycle, taking significant steps to integrate current convocation and chapel model. (Thrive Committee – Fall 2012)
Strategy 6.1.2: Conduct formative evaluations throughout each year of cycle to improve delivery, content, and quality of Thrive (Thrive Committee – Ongoing)
Strategy 6.1.3: Conduct summative evaluation of program after the four-year cycle to measure outcomes and determine if overall changes are needed (Thrive Committee – Spring 2016)
Objective 6.2: Articulate an educational philosophy that provides a framework for how Erskine plans for, prioritizes, and evaluates all areas of its community such as the arts, archives, counseling and health services, experiential learning, athletics, etc. (values statements)
Strategy 6.2.1: Create an overarching philosophy that will provide context and central tenets (President – Fall 2012)
Strategy 6.2.2: Create co curricular philosophy statements that reflect the tenets in the overarching educational philosophy (Various Campus Departments – Spring 2013)
Strategy 6.2.3: Publish the overarching philosophy and the co curricular departmental statements in a single document to be shared on campus and on Erskine’s website (Marketing and Public Relations – Fall 2013)
Strategy 6.2.4: Review the educational philosophy and the departmental statements on an annual basis by the cabinet (Cabinet – Ongoing)
Objective 6.3: Create cultures of effectiveness and improvement goals in all curricular and co curricular departments
Strategy 6.3.1: Develop a list of desired outcomes and/or goals that reflect Erskine’s mission, strategic plan, and educational philosophy (Department Heads – Spring 2013)
Strategy 6.3.2: Develop a list of key performance indicators and/or assessments that measure the effectiveness of its programs and services in reaching the stated outcomes and/or goals in consultation with the Dean of Students and Institutional Effectiveness (Department Heads – Summer 2013)
Strategy 6.3.3: Review and revise goals and objectives based on assessment data on an annual basis (Department Heads – Ongoing)
Objective 6.4: Determine the support Erskine will provide to its community to ensure its spiritual vibrancy
Strategy 6.4.1: The President will appoint and charge a task force consisting of faculty from the college and seminary, board members, and representatives from the denomination (President – Fall 2012)
Strategy 6.4.2: Task force will conduct a review of the literature related to spiritual life at Christian, liberal arts colleges and examine organizational structures and practice on campuses similar to Erskine (Task Force – Fall 2012 and Spring 2013)
Strategy 6.4.3: Task force will conduct a needs assessment of Erskine students, faculty and staff (Task Force – Spring 2013)
Strategy 6.4.4: Task force will provide recommendations to the President (Task Force – Spring 2013)
Objective 6.5: Contribute to faculty and staff “whole person flourishing” by providing for their spiritual, emotional, physical, intellectual, and vocational health in a trustful, caring environment
Strategy 6.5.1: Identify a current institutional committee or establish a new committee to monitor and program for “whole person flourishing” among faculty and staff (President – Fall 2012)
Strategy 6.5.2: Conduct a needs and satisfaction assessment related to faculty and staff’s opportunities to flourish as whole persons specifically related to their spiritual, emotional, physical, social, intellectual, and vocational health in a trustful, caring environment (Committee – Fall 2012)
Strategy 6.5.3: Establish a goal for an increase in faculty staff satisfaction by the fall of 2017 (Committee – Fall 2012)
Strategy 6.5.4: Present programs, workshops, and social opportunities throughout the year to meet the spiritual, emotional, physical, social, intellectual, and vocational needs of faculty and staff (Committee – ongoing)
Strategy 6.5.5: Conduct a satisfaction assessment related to faculty and staff’s opportunities to flourish as whole persons specifically related to their spiritual, emotional, physical, social, intellectual, and vocational health in a trustful, caring environment each spring and use results to shape the next year’s programs (Committee – ongoing)
Goal 7: Erskine stewards its physical resources and the technologies needed to support its mission
Objective 7.1: Operate and maintain physical facilities that appropriately serve the needs of the institution’s educational programs, support services, and mission-related activities
Strategy 7.1.1: Appoint a joint faculty committee for Campus Facilities and Technologies (Sr. Vice President for Academics – Fall 2012)
Strategy 7.1.2: Conduct an annual review of the Master Plan to assess progress and make needed changes until the planned full review and revision scheduled for 2018 (Sr. Vice President for Finance and Operations & Faculty Committee for Campus Resources and Technologies– Annually)
Strategy 7.1.3: Conduct an annual review of the Facilities Condition Assessment Report to identify deferred maintenance projects and priorities to be included in the annual budget process (Sr. Vice President for Finance and Operations & Faculty Committee for Campus Resources and Technologies – Annually)
Strategy 7.1.4: Review and take action on Aramark surveys measuring customer satisfaction regarding work orders, the condition of facilities, and overall response-time (Sr. Vice President for Finance and Operations & Faculty Committee for Campus Resources and Technologies – Semi-Annually)
Objective 7.2: Determine what plans should be made to improve the physical infrastructure of the Library
Strategy 7.2.1: Conduct a review of the relevant literature related to libraries at Christian, liberal arts colleges and examine organizational structures and practices on campuses similar to Erskine (Faculty Committee for Campus Resources and Technologies – Fall 2013 and Spring 2014)
Strategy 7.2.2: Conduct a needs assessment of Erskine students, faculty and staff (Faculty Committee for Campus Resources and Technologies – Spring 2014)
Strategy 7.2.3: Provide recommendations to the Sr. Vice President for Academic Affairs (Faculty Committee for Campus Resources and Technologies – Spring 2014)
Objective 7.3: Maximize use of campus facilities each summer
Strategy 7.3.1: Conduct an audit of campus resources available for summer programs (Summer Programs Coordinator – Summer 2013)
Strategy 7.3.2: Conduct a needs assessment of current groups and potential future groups (Summer Programs Coordinator – Summer 2013)
Strategy 7.3.3: Develop a marketing plan for summer programs at Erskine (Summer Programs Coordinator, Marketing and Public Relations – Fall 2013)
Strategy 7.3.4: Increase summer gross revenue by 100% (Summer Programs Coordinator – Summer 2017)
Objective 7.4: Erskine’s environmental stewardship program is known and utilized by the campus community.
Strategy 7.4.1: Present at least two educational programs related to environmental stewardship per year (Chair of Sustainability Committee –Ongoing)
Strategy 7.4.2: Participate in Recyclemania and provide campus with passive, educational programs (Chair of Sustainability Committee –Ongoing)
Strategy 7.4.3: Grow campus recycling from 28% to 35% (Chair of Sustainability Committee – Fall 2017)
Strategy 7.4.4: Reduce energy consumption by at least 10% over the next five years
(Chair of Sustainability Committee – Fall 2017)
Strategy 7.4.5: Reduce water consumption by at least 10% over the next five years (Chair of Sustainability Committee – Fall 2017)
Strategy 7.4.6: Assess the extent to which solar energy is a feasible energy alternative for
Erskine (Sr. Vice President for Finance and Operations – Fall 2014)
Objective 7.5: Operate and maintain technologies that appropriately serve the needs of the institution’s educational programs, support services, and mission-appropriate activities
Strategy 7.5.1: Create a five year technology plan for the campus in consultation with the President and the Senior Vice President for Finance and Operations (Director of Information Technology & Faculty Committee for Campus Resources and Technologies – Spring 2013)
Strategy 7.5.2: Conduct an annual technology needs and satisfaction assessment with students, faculty, and staff (Director of Information Technology & Faculty Committee for Campus Resources and Technologies – Annually)
Strategy 7.5.3: Conduct a staffing assessment to determine optimum IT organizational chart to meet campus needs. (Director of Information Technology & Faculty Committee for Campus Resources and Technologies – Spring 2013)
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