Fmr #UWyo Provost: We are an institution loaded w/ & defined by its human capital. We should use it to look closely at ourselves' #Sternberg
From: Nicole Susan Ballenger
Subject: UW-fac: land grants and us
I would like to encourage a truly substantive conversation about our land grant mission. Not on the list serve please…but possibly a panel discussion and including President Sternberg. I believe that most of us truly like being a part of a land grant university; that’s why we’re here. And if we don’t know what it means to be the #1 land grant, we do know that we want to be as good as we can be. We like connecting our scholarship with the needs of the state and region, for example, and I believe we do that very well (but it’s worth talking about how well). We are proud to train the state’s teachers, nurses, entrepreneurs, engineers, and lawyers.
The second position paper for the next academic plan says (which has been in place for several months), says: “UW is a land-grant university. Its mission encompasses preparation for a wide range of professions as well as opportunities to pursue the liberal and fine arts. This attribute and the public service mission embedded within it lie at the heart of UW’s importance to the state. Owing to the land-grant ethos and the federal funding that underpins it, UW offers a commitment to access, a spectrum of career pathways, and emphases on applied research, extension, and community and business development that liberal arts institutions seldom stress.” http://www.uwyo.edu/acadaffairs/plans/14-20/index.html
Note that the “areas of distinction” (or scholarly emphases) in the academic plan do relate to the needs of the state and region. But they are by no means limited to energy-related disciplines and are by no means relevant solely or mostly to the energy industry. They include: critical areas of science and technology; cultural assets, arts, and humanities; environment and natural resources; history and culture of the Rocky Mountain region; life sciences; professions critical to the state and region. I do not believe, as some may have suggested, that the current administration any more than the last one wants to refocus UW entirely on energy industry issues; but the question of balance is an important one and will always be a source of stress. There’s simply not enough money to do everything. In addition, in addition to building depth in areas of distinction, UP3 emphasizes the themes of “access, excellence, and leadership”—themes that President Sternberg certainly seems to have adopted.
So what should be different? How successful have we been at carrying out our land grant mission? How would or should we assess that? What do we need to do better or differently? In my earlier (cryptic and maybe too flippant) message I suggested there is lots of untapped expertise here with which to explore our role as a land grant. We are an institution loaded with and defined by its human capital. We should use it to look closely at ourselves (I bet we will do as good a job as any consultants would), and to demonstrate our ability to be introspective as well analytical, philosophical, and all kinds of other positive attributes that we hope as professors to embody.