Research, Scholarship, and Creative Endeavors

Strategic Planning Working Group on Research, Scholarship and Creative Endeavors

Members:

Kelly Madole – Co-Chair – institutional, CHAIR, PSYCH SCI, OCSE

Dave Tatman – Co-Chair – corporate, CONSULTANT, ORCA

Ron Bunch – corporate, PRESIDENT AND CEO BG AREA CHAMBER OF COMMERCE

Barbara Burch – Faculty Regent, PROVOST EMERITA, CEBS

Claus Ernst – Faculty Regent, DISTINGUISHED UNIVERSIT PROF, MATHEMATICS

Neale Chumbler – institutional, DEAN, CHHS

Cheryl Davis – institutional, ASSC PROVOST/RESEARCH/CREATIVITY, ORCA

Jeff Hook – corporate, DIRECTOR, CENTER FOR R&D

Jean-Luc Houle – ASSOCIATE PROF, ANTHROPOLOGY, PCAL

Kara Lowry – Student, BIOLOGY AND POLITICAL SCIENCE / CHEMISTRY

Jenni Redifer – ASST TO THE DEAN FOR RESEARCH, CEBS

Michael Smith – institutional, PROF, BIOLOGY, OCSE

Yvonne Petkus - institutional, PROF, ART, PCAL

Charge:  Develop a strategic plan for research, scholarship and creative endeavors at WKU that will enhance the professional lives of our faculty and students, improve quality of life in our region and help to define and elevate WKU’s standing in the region and nationally.

Process:  The committee has met, as a group or in subgroups, six times.  Each meeting has involved structured brainstorming with the task of arriving at a visionary, aspirational goal statement and strategies for achieving that goal.  Strengths, challenges, and aspirations were solicited from committee members and department heads.  We have consulted numerous sources on 1) the role of student research at universities and 2) the alignment of industry and community needs with university expertise.  We are currently reviewing and developing methods for assessing current perceptions of research at WKU from within and outside of the university.

Questions:  Some of the questions we have considered during this process:

• What does it mean to be a “student-centered applied research university”?
• What is the role of research in the university structure?
• In what arena do we want to enhance our reputation?
• What are the benefits to WKU from various different research activities?
• What kind of support does WKU need to provide for faculty to be successful in research and scholarly activity?
• Where does each department within the university see its value?
• What activities might we consider dropping in order to expand our student-centered, applied research activities?
• What would the ideal university-business relationship look like?
• What does the local region expect from WKU?
• How can WKU more effectively serve its role in the region?

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