Summary of Comments by Provost Linda P.B. Katehi

 before Council of Academic Professionals on April 6, 2006

Provost Katehi opened by saying much of her early time on campus has been consumed by work on development of the Campus/University Strategic Plan.

She said that APs are crucial to the success of the University and was hopeful that there would be continuing dialogue. She expressed a desire to continue to meet regularly with CAP.

Responding to a specific question about notice rights for APs between 50 and 99% FTE, the provost said that the need to treat people with respect was a fundamental tenet.  She outlined three areas which could assist in development of that environment:

1. Good communications between supervisors and APs.

2. A program of mentoring and helpful advice regarding performance issues.

3. Development and expansion of professional development opportunities.

Provost Katehi said she planned to place the responsibility directly with the deans to make sure APs are valued and respected. She wants to make certain required reviews are happening and that reviews have some relationship to salary decisions.

The provost indicated that, relative to relationships with the state legislature and other units of government, her role would be to help carry a consistent message forward as part of the leadership team rather than as an individual.  She pointed out that while state support in Illinois has declined, the University of Illinois is actually better off than our peer institutions Purdue and Michigan.

Provost Katehi said that continuing to develop sources of private giving will be very important going forward. 

The provost responded to a question about the corporatization of campuses by stating that if a campus works outside of a market-driven model it is sometimes difficult to recruit faculty and students.  The work must be considered relevant.  At the same time, worthy academic pursuits that are not as market driven must be recognized.

Increasingly taxpayers are demanding universities explain the necessity for support of public education…some view universities as elitist.  As a result, institutions which are very dependent on state support are suffering.  Others, with a more diversified funding model, are doing better.

As the corporate model grows, it is less likely that tenure would be extended to new groups.  At the same time, retention of faculty is a major issue.  The gap between salaries of deans and top faculty is, as a general rule, becoming more narrow.

The provost recognized the challenges inherent in making the system fair to employees and suggested that non-salary ways to reward employees will be explored.  Awards for APs could be expanded and additional professional development opportunities also need to be reviewed.  Professional development is good for the institution and the individual.  It is critical for the organization to support skills building and important to support initiative and positive attitudes among employees.  She intends to emphasize with the deans the value of keeping APs in the loop

The provost said Extension personnel are integral to the engagement mission and the institution needs to explore ways to reinforce their connection with campus.

Provost Katehi explained the position of administration relative to the Chief Illiniwek issue is to allow the board of trustees to make those decisions.  She recognized that the Chief issue was complicated and emotional and that all sides have heartfelt arguments.

The provost said that discussions of expansion of on-line delivery of courses is continuing and that President White has asked a group to study the concept of a global university.  Some colleges are doing on-line delivery better than others.  It is important that the campus/university determine a comfort level with questions of quality and identity.  There is no administrative interest in creating a system of lesser quality.

Returning to a discussion of the strategic plan, the provost said the campus has an opportunity to define the institution for the next 20 or 30 years if the plan is bold enough.  The challenge is that leaders must necessarily be selective in which ideas from the plan are funded and at what level.  Another challenge is to capitalize on creative ideas even if they can’t be fully funded.  Multi-disciplinary programs are also a major opportunity.  And there will be some areas going forward which can not be funded.