Possible Action Steps toward the Vision of Bates

This final part of the report offers examples of practical action steps that have been raised in Committee deliberations. They provide insight into the Committee's thinking about how the vision might be implemented. Means and strategies will change, but these suggestions are illustrative of defining a vision of Bates in 2005. Each section of action steps corresponds to one of the themes in Part II.

  1. Forging greater connections among our teaching, learning and scholarship, through
    1. extending program and departmental reviews to academic and administrative units of the College, using self-study, internal, and external visiting committees;
    2. developing institutes to allow faculty and students to pursue a topic over an extended time without a commitment to establish a program or department;
    3. extending joint positions in departments and programs for fixed periods of time; establishing possible joint appointments at peer institutions;
    4. establishing faculty teams or groups to develop connections between disciplinary and interdisciplinary topics (groups that might include people from other institutions and/or appointments of persons outside academia);
    5. sponsoring distinguished visitors and other brief injections of expertise to bring alternative perspectives;
    6. implementing a more flexible academic calendar and scheduling grid to promote experiments with alternative pedagogical methods and learning experiences;
    7. offering courses that do not take up an entire semester or courses that take up more than one-fourth of a student's time;
    8. using the World Wide Web, Usenet groups, e-mail, distance learning, and hypermedia (or their equivalents at that time); designing classes that sometimes meet in virtual classrooms or with teachers and/or students from other institutions;
    9. having courses and seminars utilize off-campus resources;
    10. encouraging more students to take foreign languages and integrating study-abroad experiences with experiences at Bates;
    11. increasing support for faculty research leaves, for course development, service, or professional experiences;
    12. designing intellectual reunion activities (supported by the College) that bring illustrious graduates in contact with current students and reconnect faculty with the effects of their work;
    13. offering greater internship and service opportunities, domestic and international, often connected to Bates alumni, so that more Bates students participate during breaks, Short Term, or the summer;
    14. increasing endowed professorships and the level of endowment that supports faculty and staff development;
    15. encouraging faculty and staff members to expand teams with colleagues at other institutions for specific teaching and research projects.
  2. Having students become full partners in the community, taking greater responsibility and sharing leadership within the College, through
    1. continuing to encourage faculty to explore pedagogies and practices that have students share in the responsibility for learning outcomes;
    2. strengthening student governance and offering students opportunities for greater responsibility;
    3. developing and implementing House Councils and other means of renewing a "social contract" with the College;
    4. initiating processes for consideration and adoption of an honor code;
    5. implementing recommendations from Alcohol Task Force;
    6. implementing recommendations from the student survey Quality of Life and Student Services at Bates.
  3. Multiple ways of learning and meeting individual student needs, through
    1. identifying individual skills that directly connect to student achievements;
    2. reorganizing First-Year Seminars, introducing the thesis experience before the senior year, and offering tutorials for small groups or individuals;
    3. creating collaborative projects with other institutions, thereby increasing off-campus opportunities for our students, faculty, and staff;
    4. supporting more students engaged in service experiences;
    5. collaborating with the community to develop and maintain shops and services that blend College and community borders;
    6. training advisors to evaluate student needs and strengths;
    7. making more effective use of off-campus resources (collaborating with other colleges or nonacademic venues), and integrating programs for outreach;
  4. Including among the connections of student experiences to the world beyond Bates those that involve, for example, greater use of alumni as a resource, through
    1. expanding alumni learning and connections between alumni and faculty;
    2. expanding volunteer opportunities for alumni;
    3. expanding programs for alumni through the use of faculty, increased Bates Club networks, and events on- and off-campus;
    4. increasing visibility for the Alumni Council, both with alumni and undergraduates, and increased programming by the Council;
    5. inviting Alumni Fellows to campus for varying periods of time;
    6. taking advantage of alumni in career planning, summer employment, internships, and long-term career choices;
    7. using the Internet to help alumni communicate with the College and with one another;
  5. Financial planning, physical plant projects, and affordability, through
    1. completing five-year budget planning, connecting those plans to Goals 2005;
    2. increasing student financial aid that assures access by students whose abilities and projections of achievement are their primary qualifications;
    3. developing salary and compensation objectives that provide comparability and encourage excellence;
    4. achieving $400-million endowment and 65-percent fee dependency by 2005;
    5. addressing major physical projects:
      • completion of the new academic building and the maintenance building
      • a campus center
      • renovations to Chase Hall for dining services use
      • renovations to the Library
      • technology enhancements for all constituencies
    6. addressing other physical projects:
      • renovations to science facilities
      • establishment of an alumni center
      • renovations to residence facilities and academic buildings
      • renovations to theater facilities
      • relocation of track and football field
      • improvements to Carnegie/Chase quad
      • restoration of Lake Andrews and surrounding area
      • establishment of special facilities for growing environmental studies program
      • revitalization of Libbey Forum
      • development, in collaboration with community, of retail spaces (shops, coffee house, etc.) near campus
      • placement of archives
    7. incorporating environmental planning in all physical projects of the College;
    8. endowing the maintenance of any new facility.
  6. Valuing change and developing collaborative efforts and the means to evaluate success, through
    1. offering greater flexibility in faculty contractual structure, including opportunities for periodic negotiating of changes;
    2. functioning opportunities to support leadership development (e.g., committee structure, faculty or administrative fellows, and mentoring opportunities);
    3. extending early retirement programs that support individual planning;
    4. forming task forces and implementing their recommendations to consider issues of faculty governance, the College's committee structure, and the function of College departments;
    5. rethinking the roles of supervisors, department managers, and academic department and program chairs, and supporting them by providing stronger training, mentoring, and communication opportunities;
    6. developing clear objectives and goals to support the Goals 2005 vision by involving the constituencies of the College, and aligning the work of the College's departments;
    7. determining how each objective or goal will be evaluated, and developing a method to measure our progress regularly;
    8. developing a communication plan to present the objectives or goals to the College community and our progress toward reaching those objectives;
    9. creating for employees a more flexible response to changing needs and interests, and rewarding people for collaborating, for being flexible, and for being willing to consider change;
    10. encouraging experimentation and being prepared for the possibility of failure; in fact, drawing strength and insight from failure as well as from success;
    11. supporting (through training, workshops, job-sharing, and other means) the skills that are most useful in a changing environment.

A Report to the Bates College Community from the Goals 2005 Committee

Pamela J. Baker '70
Associate Professor of Biology

Weston L. Bonney '50
Board of Trustees

F. Celeste Branham
Dean of Students

Jeffrey C. Brown
Coach of Men's Basketball , Assistant Coach of Women's Soccer

Enid R. Burrows
1996-1997 Institutional Fellow

Jane T. Costlow
Associate Professor of Russian

Martha A. Crunkleton
Vice President for Academic Affairs and Dean of the Faculty

Winfield L. Guilmette
Associate Vice President for Financial Planning and Analysis

David C. Haines
Professor of Mathematics

Karen A. Harris '74
Board of Trustees

Donald W. Harward

Nancy E. Higgins '81
Alumni Council

   James W. Hughes
Assistant Professor of Economics

Ronald A. Joyce
Vice President for Development and Alumni Affairs

Jean Kirkpatrick
Associate Director of Personnel

David A. Kolb
Charles A. Dana Professor of Philosophy

Patricia A. Lawson
Director of College Relations

Carmita L. McCoy
Associate Dean of Admissions and Director of Multicultural Recruitment

Sara M. O'Mara '98

Anne K. Perry '98

George A. Ruff
Charles A. Dana Professor of Physics

Andrew M. Shriver '96

Jeremy A. Villano '97

Paul K. Wason '76
Foundations and Corporations Officer

Eugene L. Wiemers

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