Invitation to Reimagine FSW

Since moving to remote operations on March 13, 2020, there has been a spirit of “reimagining” FSW across all programs as we continue to work towards achieving the College’s Mission and Strategic Directions. The collaborative work including ReConnecT, the Innovate Instruction Initiative (I3), the COVID Case Management Team, Dedicate to Graduate, and many cross-division committees has helped us figure out how to do this from remote and then from partially remote operations. 

As we move into the next phase, the President and his Cabinet have been thinking about how we take what we have learned from remote operations and innovations into the College’s strategic planning. All of the College’s divisions invite faculty and staff to provide input to how we will reimagine FSW. Below are key points that have emerged in Cabinet discussions, followed by question to prompt reflection and feedback. We hope you will share that feedback directly with your supervisors, but also feel free to send ideas directly to provost@fsw.edu.

  • Reimagine how to achieve the College’s mission by responding to what students value and what they choose. Guiding questions:

    • What do students value in terms of course modalities?
    • What choices are they making in regards to engaging with our campuses and sites?
    • What co-curricular activities and events are they participating in the most and why?
    • What observations do we have about how and why students are engaging with courses and services and how does that re-shape our offerings?
  • Reimagine four sites, to include visible (clinical/practical/performance) programs, capitalizing on modalities and access, some operations moving remote, identify key “live personnel” for the visible programs.

    • How to we best meet the needs of our region through face-to-face programming?
    • What programs could be moved or extended to provided better access to all five counties in our region?
    • What are the essential face-to-face services needed on each campus, and which services can be centralized with technological innovation?
    • If we were to reconfigure spaces to best meet our mission, what would they look life?
  • Reimagine student engagement and student services to mirror and add value to the academic programs with the goal of accessibility and efficiency.

    • How can co-curricular programs continue to align with course learning outcomes towards integrative and transdisciplinary engagement.
    • What have we learned from remote and virtual student engagement that can benefit a balanced “ground” and “remote” suite of offerings?
    • What lessons have we learned from flexible teaching modalities that inform student engagement?
  • Reimagine spaces to be flexible and innovative for 21st Century teaching and learning, as well as operations.

    • What has the implementation of new and existing teaching learning modalities taught us about space and technology needs?
    • How can we continue to increase flexibility in teaching and learning while adopting and modeling innovative technologies?
  • Reimagine operations to capitalize on virtual or electronic interactions to increase with the goal of accessibility and efficiency. Reimagine the tools that provide access to all College operations.

    • What services have inherently changed from the technology solutions implemented recently? What further solutions could continue a momentum of efficiency and increased access?
    • What technology solutions, that if appropriately implemented, could free up our time to engage in more innovative or effective practice in our roles?
    • Which current “assigned duties” could be replaced with a technology solution?
  • Reimagine our work-life interactions to capitalize on the momentum of shared purpose, agility, and flexibility.

    • What have we learned about the organization of the College’s divisions, schools, programs, and departments in relation to achieving the College’s missions?
    • What barriers do we see in our current organizational structure?
    • If we could change the structure or the positions assigned to a particular department what would it look like to best meet the needs of the students?
    • How may job descriptions or classifications need to be rewritten to map onto our current and future innovative practices?
  • Elevate employees into a culture of change centered on student success and achievement. Embed a system of effective communication and solution-oriented critical dialogue.

    • What have we learned about communication through the recent period of crisis and recovery? How can we take what we have learned to carry forward a culture of effective communication?
    • What processes, initiatives, and / or activities are necessary, if any, for staff and faculty to feel “organizational ownership and investment” and “a sense of belonging” in a more remote organization?
    • What professional development training do we need to provide employees to best achieve our mission as we continue to innovate instruction and services?