October 10, 2006

Read Also: Compensation Study Progress | ButlerRising

The Center for International Education

In my faculty and staff address this fall, I noted the establishment of the Center for International Education. Butler University's strategic plan calls for the creation of such a center "...to provide coordination for Butler's internationally-focused programs and promote innovations supporting a global emphasis." I am pleased to announce that Dr. C. Montgomery Broaded, who has led the Office of International Programs during a period of rapid growth in Butler's international activities, will serve as director of the center. We are fortunate to have someone of his experience and abilities providing leadership as we make a global emphasis one of the things that define a Butler education.

The new center is intended to foster a vibrant atmosphere where:

• students and scholars of diverse national and cultural backgrounds interact with and learn from each other, deepening their understanding of global issues and building valuable skills in cross-cultural communication;
• students take advantage of an exciting array of study abroad and exchange opportunities in every region of the globe and adopt perspectives of global citizenship as an important part of their identity;
• clusters of faculty members and center staff work together to strengthen the global dimensions of Butler's core curriculum and to build vigorous programs in modern languages, international and area studies, international management and related programs;
• faculty members find resources to deepen their knowledge of other countries or world regions and to make connections with colleagues abroad to add international dimensions to their teaching, research and creative activities;
• externally funded initiatives continuously enrich the Butler community and strengthen its global education capacities.

I look forward to the continuing expansion and deepening of Butler's global engagements through the center's collaborations with students, faculty and staff, as well as with individuals and organizations in the central Indiana community.

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We embarked on the compensation study for two purposes. First, in an employee base of 850-plus people, we have more than 300 different job titles among staff members. The number of titles has made it difficult to compare wages across areas at the university. The proliferation of titles also makes it difficult to define career paths for staff within the university. One recommendation of the strategic plan is to "create job descriptions and suggested career paths that enable employees to aspire to increased responsibilities and remuneration." The compensation study is intended to reduce the number of job titles at the university and create career progressions for staff. This was the purpose of the Position Description Questionnaires (PDQs) filled out by staff last year. Only as we establish equivalencies among staff positions can we begin to look at internal equity among staff salaries.

Second, we wanted to ascertain whether there are salary discrepancies with regard to racial or gender equity. The Presidential Commission for Gender Equity was charged with investigating possible gender inequities with regard to remuneration, and this concern was enlarged to include race as a consideration.

We have gone through an extended and occasionally frustrating process of getting information on the study of gender and racial equity among faculty. That study nears completion. Also to be completed this fall is a study of faculty salary compression across ranks. We need to turn to the PDQs and the rationalization of job titles in a timely manner so we can begin addressing issues of staff and faculty salaries this year.

The next step in this process is for the compensation study firm to visit campus in November to meet with staff to validate their aggregation of job titles into fewer and larger classes. We expect a final report in the spring.

Some people have asked why it's taking so long. The answer is that we're waiting for the studies to come back. Although there were hopes that the study would be more comprehensive, the object of the process has been to address salary issues beginning this year. What we expect to receive has taken far longer than we desired, but we want to have the appropriate information in front of us before taking action. I will report back to you as soon as we have results.

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On Oct. 20, during Homecoming, we will inaugurate the public phase of ButlerRising, our comprehensive campaign to raise $125 million to increase endowed scholarships, provide additional resources for faculty and staff development and enable us to make other investments in "human capital" – our people.

We have raised $76 million during the silent phase of the campaign, which began in June 2003. Now we are asking alumni, friends, corporations, foundations - and you - to help us raise the rest between now and the end of 2009.

By now you have received a "Rise and Be Counted" form through interoffice mail. It is my hope you will support the university in a significant way.

This campaign is our first in more than a decade and only the third in Butler's 150-year history. We're challenging people not just to secure the future of the university, but also to help us become the kind of institution to which we aspire. With the enhancements of the strategic plan and the ButlerRising campaign, we can be one of the top10 comprehensive universities in the country.

The largest portion of the funds being raised will be used for scholarships intended to make a Butler education accessible to qualified students, regardless of family income. By raising $25 million for endowed scholarships, we will add at least $1.2 million a year in perpetuity for student aid.

ButlerRising contributions will fund a long list of programs, including:

• adding more endowed chairs to contribute to the recruitment and retention of highly regarded faculty
• support for undergraduate research
• a professional-development program to keep faculty and staff abreast of developments in their fields
• permanent funding for the Center for Faith and Vocation
• endowed multicultural programming to enrich students' experiences and opportunities

There are a few capital items in the plan as well, including completion of the Performing Arts Complex. But the focus of the campaign is on supporting students, faculty and staff - enhancing our human capital.

We see ButlerRising as the next step in securing Butler's long-range future after what has been a transformational five years for our university. Since 2001, we have:

• stabilized enrollment and increased the academic quality of enrollees;
• eliminated budget deficits;
• developed a five-year strategic plan that guides our institutional priorities;
• created a new core curriculum and reformed academic programs to better integrate liberal learning, professional preparation, experiential education and service learning;
• built or renovated a spate of facilities, including the Fairbanks Building, the Lilly Classroom Building, the Eidson-Duckwall Recital Hall and Ford Salon, the Butler Bowl field, the Apartment Village and the Health and Recreation Complex;
• celebrated the Sesquicentennial in a matter that raised Butler's profile in the eyes of prospective students, alumni and friends of the university;
• made Butler a gathering place for the Indianapolis community.

This has been a remarkable five years for Butler University. Let's keep the momentum going.

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