These mixed messages can confound effective linkages between the faculty and potential partners. As some administrators pointed out, the University cannot promise a program or service to external partners without assurance that specific faculty members will provide it. However, if it is not clear to faculty that applications, direct service, or partnerships are rewarded, then they are not likely to follow through on those opportunities, even if they are interested. Investing Few universities have the opportunity to make as many faculty hires in a short period of time as BGSU currently has. Some, nonetheless, have gone out of their way, often with industry backing or urging, to create faculty capacity in niche areas.
Some examples follow.
Among these was the University s solicitation and funding of 34 endowed chairs, many of which were designated in relevant disciplines that supported the regional strategy. The results of this strategy are yet to be determined. Overall, the aim of a strategic hiring plan would be to buy a sufficient number and array of talented faculty required to achieve scaled-up presence and capacity in the program area, which well might be a matter of faculty in different disciplines. It would not be an incremental approach. Use of outcomes assessment information to improve program effectiveness.