Introduction
Austin Peay has a rich and expansive history, but in recent years it has experienced external (a devastating tornado) and internal problems that have shaken its roots. Despite the blows it has sustained, the people who make the University what it is have found their shared values, enabling them to stay committed to the purpose for which they were employed.

In March 2000 seven Focus on the Future Forums were scheduled to help the University community

reaffirm its history,
solidify its shared values,
develop a collective sense of what the University aspires to be in the next 10-15 years, and
help prepare the University for dialogue with presidential candidates.

As points of reference, the following information was provided at each forum: the University’s vision statement and strategic goals, the Tennessee Board of Regents report card, and important points from the environmental scan report.

To guide the forums, 30 questions were provided; forum participants were asked to select a question and provide a response. In addition, participants could pose any questions they wished.

Focus on the Future Forums

COMMUNICATION

One of the greatest needs at Austin Peay is improved communication-both among faculty/staff and with students. Creative, high tech means of communication may be the key.

FUNDING

The major factor inhibiting progress and fulfillment of the mission is lack of funding.

The most negative impact of funding shortfalls is on faculty and staff morale; significant need exists for improved salaries.

Salary increases are imperative to compensate faculty and staff adequately, to attract and retain high quality employees, and to recognize and reward exemplary performance.

Ideas abound from faculty and staff who care about the University and its future. Capitalizing on these ideas in an era of scarce resources will be challenging but is imperative for progress.

ACADEMICS

Excellence in academics needs more definition and emphasis.

Funding priority should be given to the liberal arts in recognition of mission distinctiveness, and key areas of distinction should be identified and publicized not only statewide but also nationally. Areas that should be considered include the enrichment programs, a distinctive core, library enhancements, leadership programs, Centers of Excellence, cross-disciplinary infusion of liberal arts, excellence in science, assessment measures that demonstrate value-added, etc.

The University needs to capitalize on business/industry recognition of the value of a liberal arts education and market its niche as the state’s designated comprehensive public liberal arts institution.

New degrees and revamped degrees are needed to meet programming needs at Austin Peay’s Fort Campbell Center; an inverted 2 + 2 degree would open new opportunities for military personnel as well as regional community college graduates; video, audio, and Web courses also would help meet military needs.

STUDENTS

The university of tomorrow will have increased numbers of adult students, but APSU still must respond to the changing needs of its traditional population.

Scheduling of classes, especially on weekends and in the evenings, needs to be more responsive to the adult market.

Scheduling of classes for APSU @ FC needs to occur and be publicized earlier.

The students at Austin Peay’s Fort Campbell Center must have the same quality of instruction and service as the main campus; the institution must value and support the Center as part of the University’s mission to serve the military.

Student life needs special attention as a result of the tornado and major construction projects. Specific areas of need include: student gathering places, fraternity/sorority suite locations, advisement, communication, food services, adult student services, weekend programming, sense of community, etc.

The University should seek growth in enrollment (possibly to approximately 10,000) to increase the educational level of area citizens, earn additional funding, and receive positive recognition from community.

PROGRAMS AND SERVICES

If unlimited resources were available and no programming limitations existed, the University would want . . .
     - more scholarships
     - more master’s degrees (MBA, MPA, nursing, education
          administration)
     - improved services for adult students
     - greater support for remedial/development math
     - physical facilities improvements (especially in public lobbies)
     - improved housing for students
     - a dance program
     - an adequately funded library

The University must become more involved in distance learning but should ensure adequate planning, support, and quality control. Every effort should be made to retain the University’s reputation as a caring campus.

The athletic program is a vital part of the University and has funding needs comparable to the institution as a whole. Other needs include gender equity, enhanced recognition and visibility, and faculty/staff/community support.

Service learning and other partnerships with the community need to be strengthened.

PEOPLE

The most important feature of Austin Peay is the caring environment created by faculty and staff. This is the most important message that can be conveyed to the public and to prospective students.

The low faculty/student ratio strengthens the caring environment.

The University should translate its affirmative action successes into improved awareness and appreciation for diverse groups and individuals.

Most people who serve at Austin Peay, despite underfunding and low salaries, continue to be glad they are here because of their fellow employees and the students with whom they interact.

Conclusion
     The greatest strength of Austin Peay is based in the people who serve the University as faculty and staff. Their commitment to Austin Peay is extraordinarily strong, and the shared belief in what the University can do for its students has been the bond that has kept the University community focused on its mission even during difficult and challenging times.
     The future holds great promise and opportunity for Austin Peay. With the plethora of people who care about the University-from both on campus and in the community-the University will rise above its challenges to tackle the opportunities that lie ahead.
     Technological changes are accelerating; competition is mounting; and, students’ expectations are increasing. While funding is a serious issue, the University must not stand still or go backward because dollars are scarce. Instead, the University must operate more efficiently and also seek private/corporate support to ensure the quality of instruction and service remain strong. Student needs must drive scheduling, programming, and activities.
     While much of traditional higher education will remain, the parameters are shifting because of changes in technology, demographics, and work patterns. With its mission distinctiveness in mind, Austin Peay must better define its niche in the marketplace and commit the resources necessary to respond to these fundamental changes.