Slippery Rock University MSCHE 2011 Self-Study
Chapter Six
before accepting the position of Provost after a national search in 2004. •
Dean of the College of Health, Environment and Science (CHES)– Dr. Susan Hannam began as a faculty member in the department of allied health and served as assistant to the dean of the college for three years. She became interim dean to CHES in 2005 and after a national search was selected as the dean in 2007.
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Dean of the College of Business, Information and Social Sciences (CBISS) – The recently retired Dean of the College of Business, Information and Social Sciences, Dr. Bruce Russell began as a faculty member in the department of communication. Dr. Russell was selected as dean after a successful national search in 2002. Currently, there is an Interim Dean for one year, Dr. David Valentine, previously the chairperson of the department of computer science.
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Dean of the College of Humanities, Fine and Performing Arts (CHFPA) – Dr. Eva TsuquiashiDaddesio began as a faculty member in the department of modern languages and cultures. Dr. Tsuquiashi-Daddesio served as interim dean to the college for one year. She was selected as Dean of the College of Humanities, Fine and Performing Arts after a national search for the position in 2010.
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Interim Dean of the College of Education (COE) – Dr. Kathleen Strickland was a faculty member in the elementary education and early childhood department and later in the department of English. Dr. Strickland began her second year as interim dean in 2010.
Organization A major change in the organization of the university—affecting all academic departments and colleges—took place in 2001, based upon a collective strategic planning process known as Future Watch (Exhibit 36). The primary objectives were to improve coordination, to enhance opportunities for interdisciplinary collaboration, and to increase the visibility of nationally distinctive programs, programs closely connected to Slippery Rock University’s mission, vision, and traditionally established identity (See Chapter One), and programs in high demand areas and therefore with strong potential for growth and external support. These programs included Communication and Information Technology; Environmental Sciences and Studies; Health, Wellness, and Recreation; Community Service and Learning; and International Education. Standard 4-N, and Standard 5-G and J While members of the Slippery Rock University community sometimes see a wide gap between the Future Watch strategic planning process that took place under a president later dismissed by the state system’s chancellor and the strategic planning initiative that later took place under the president who replaced him, an examination of the current planning document suggests strong links with, and a building upon, that earlier reorganization. In fact, subsequent changes in the university’s organizational
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