Makayla Dawn Arnold

The committee discussed FY27 budget considerations, including the impact of higher education price inflation on operational costs, salaries, utilities, and insurance. The committee also evaluated a proposed range for undergraduate tuition and mandatory fees to maintain market competitiveness and affordability for students. Further discussions involved the necessity of efficiency measures to address the structural cost pressures, with a final recommendation to be presented at the upcoming May board meeting following the finalization of the state budget and the Tennessee Higher Education Commission's binding tuition range.

The meeting agenda included a discussion regarding the Bound Periodicals Retention Project, known as the GreenGlass project, which aims to shrink the physical collection on the second floor to create more space for students and programming. Faculty were surveyed regarding which physical titles they wish to keep, with assurances that electronic access would be maintained via ILL service. A second major topic concerned the AY23-24 Project, the Strategic Space Plan, which involves engaging with faculty and students to develop a vision that prioritizes people and spaces over collections, aligning with an ongoing campus facility master plan update contracted with Smith Group. Specific suggestions included designating the Children's section as an instructional materials center for the College of Education and ensuring continued hard copy access for scores.

This report details the critical evaluation of East Tennessee State University's academic structure by the Academic Structure Task Force. The evaluation, initiated to ensure clear pathways to degree completion, holistic student support, and alignment with the university's strategic plan, identifies opportunities and presents reasonable options for structural changes. Key areas of focus include the Academic Health Science Center colleges, Centers and Institutes, the College of Arts and Sciences, the College of Clinical and Rehabilitative Health Sciences, the College of Graduate and Continuing Studies, specific departments (Computing; Counseling and Human Services, Psychology, and Social Work; Digital Media and Media and Communication; Engineering, Engineering Technology, Interior Architecture, and Surveying; Sport, Exercise, Recreation, and Kinesiology), academic advisement units, and the Honors College. The proposed changes aim to enhance student clarity, promote cross-disciplinary collaboration, eliminate duplication, foster innovative program development, and leverage areas of excellence and distinction.

The meeting included introductions where attendees shared reasons for joining the advisory group, such as wanting to better understand library resources, especially for graduate and PhD students. The purpose of the Sherrod Library Faculty Advisory Council (SLFAC) was reviewed, emphasizing its role in fostering two-way communication between faculty and the library regarding collections, spaces, and services. Key library topics introduced included EResource evaluation and the Greenglass/Print Periodical Review. The Library Budget discussion was deferred to the next meeting.

Key discussions focused on library operations and faculty feedback. Topics included the GreenGlass Serials Retention Project, which involved clearing space on the second floor by withdrawing approximately 45,000 reference volumes and integrating the remaining collection; the relocation of the Silvers' Collection to the first floor for promotional programming; and the successful implementation of Rapido for Interlibrary Loan, which resulted in significant increases in requests for both physical and electronic items. The council also reviewed faculty comments from the State of the University Survey, identifying key themes regarding the need for more online collections, improvements in accessing electronic resources and services, and the necessity for more private and group study rooms.