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Our Time: UConn ’ s Path to Excellence Academic Plan 2014-2020. University Academic Vision Committee. Rich Schwab (Chair), Neag Professor of Educational Leadership Sally Reis, Vice Provost & BOT Professor, Ex Officio Amy Donahue, COO & Professor of Public Policy, Ex Officio

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Our Time: UConn’s Path to Excellence

Academic Plan 2014-2020


University academic vision committee
University Academic Vision Committee

  • Rich Schwab (Chair), Neag Professor of Educational Leadership

  • Sally Reis, Vice Provost & BOT Professor, Ex Officio

  • Amy Donahue, COO & Professor of Public Policy, Ex Officio

  • Anne D’Aleva, Dept Head & Associate Professor of Art & Art History

  • JC Beall, Professor of Philosophy

  • Bethany Berger, Thomas J. Gallivan, Jr. Professor of Law

  • Preston Britner, Professor of Human Development & Family Studies 

  • Diane Burgess, BOT Professor of Pharmaceutical Science

  • Lynne Healy, BOT Professor of Social Work

  • Jon Goldberg, Professor of Reconstructive Sciences

  • Brent Graveley, Professor of Genetics & Developmental Biology

  • Peter Luh, SNET Endowed Professor of Electrical & Computer Engineering

  • William Ross, ING Global Chair Professor of Marketing

  • Steve Ross, Professor of Economics

  • Larry Silbart, Professor & Department Head of Allied Health Sciences

  • Thomas Van Hoof, Associate Professor of Nursing


New academic plan ap
New Academic Plan (AP)

  • When UConn students graduate,

    • what do we want them to be (JC Beall)?

    • what do we want them to know?

  • When UConn faculty and staff are recruited,

    • what qualities will be sought?

  • When UConn faculty are promoted and tenured,

    • what accomplishments will be emphasized?

  • When UConn is evaluated in 2020,

    • what will we be known for?

  • What intellectual, infrastructure & financial resources are required to achieve goals?


New academic plan ap1
New Academic Plan (AP)

  • Realize aspiration to become top flagship university

  • Articulate strategic areas of academic and research emphasis to achieve national prominence

  • Need to be focused & strategic and not all-encompassing

  • Provide basis to make informed decisions on faculty & staff hiring, academic organization, facilities investment, space allocation, etc.

  • Selected programs will grow and some programs will be de-funded


Who will be involved
Who will be Involved?

  • Office of the Provost & the UAVC will develop over-arching vision & goals for academic programs

    • Input from university community will inform this process

  • Deans & College/School Academic Vision Committees (CSAVC) will develop specific goals, priorities & metrics of academic programs

    • Involvement primarily of Department Heads & Faculty with representation of Staff & Students


Input from csavc
Input from CSAVC

  • Emphasize excellence in research & teaching

  • What are the strengths we can build upon?

  • What new strengths can we create?

  • What can we do better by collaborating with other schools/colleges?

  • What programs can be de-funded to reallocate resources?

  • What continuing programs, while important, are not part of the Academic Plan?


How will we proceed
How will We Proceed?

  • Phase I (Feb – May) - Engage the community to explore strengths & opportunities across the university

  • Phase II (June – Oct) - Develop goals, strategic initiatives and metrics for evaluation into a draft plan

  • Phase III (Nov) – Seek input for draft plan from community through public forums

  • Phase IV (Dec – Jan ‘14) – Complete and invest in priorities of the Academic Plan

  • Continuing Phase – Conduct annual evaluation for meeting goals of Academic Plan


U california berkeley
U. California - Berkeley

  • Research Emphasis

  • Computational Biology

  • Nano Sciences & Engineering

  • Society & Technology

  • Cultural Evolution & Preservation

  • Metropolitan Studies

  • International Relations & Global Security

  • New Economic Theories

  • Complex Systems, Design & Human Interfaces

  • New Media

  • Environment

Academic Goals

  • Pursuing New Areas of Inquiry

  • Enhancing UG Education

  • Supporting Graduate Education

  • Maintaining Research Leadership

  • Building the Interactive Campus

  • Investing in Housing

  • Aligning Proposals & Resources


Academic goals
Academic Goals

  • University of Wisconsin

  • Promote Research

    • Faculty & Staff

    • Infrastructure

  • Advance Learning

    • Individual Creativity

    • First-year Experience

    • Distance Learning

    • Lifelong Learning

    • Diversity

U. California – San Diego

  • Become the leading public university that enriches human life

  • Provide enabling and empowering environment and opportunity for all to achieve their objectives, dreams and ambitions

  • Increase faculty size

  • Increase number of PhDs


Research emphasis
Research Emphasis

  • U. North Carolina – Chapel Hill

  • Biotechnology & Bioengineering

  • Aviation

  • Health & Wellness

  • Environmental Science, Climate Change and Sustainability

  • Sustainable Energy

  • Nanoscience

  • Advanced Manufacturing

  • Marine Science

  • Natural Products

  • Financial Services

U. California – Los Angeles

  • Environment & Energy

  • Health & Biomedical Science

  • Foundational Science & Engineering

  • Science, Technology & Economic Growth

  • Community, Nation & Society

  • Global Issues

  • Cultural Tradition & Innovation


Performance metrics of top universities in 2011
Performance Metrics of Top Universities in 2011

  • Federal Research Support – 80th

  • Total Research (incl. State, Industry and USDA) – 79th

  • Membership in the National Academies – 104th

  • Faculty Awards, Fellowships & Membership – 43rd

  • Doctoral Degree Conferrals – 62nd

  • Citations – (DM) ?

  • Undergraduate Education

    • Nat’l Merit Scholars – 180th

    • SAT Scores – 153rd


Comparison groups chronicle of he
Comparison Groups (Chronicle of HE)

  • Arizona State U

  • Binghamton U

  • Brigham Young U

  • Florida State U

  • George Mason U

  • Iowa State U

  • Miami U, Oxford

  • North Dakota State U

  • Ohio U, Athens

  • Rutgers U

  • SUNY, Albany

  • Texas Tech U

  • West Virginia U

  • U of Massachusetts

  • U of New Hampshire

  • U of Rhode Island

  • U of Texas, Dallas

  • U of Vermont

  • U of Florida

  • U of Georgia

  • U of Illinois

  • U of Maryland

  • U of Michigan

  • U of North Carolina

  • U of Texas

  • U of Virginia

  • U of Washington

  • U of Wisconsin

  • Georgia Tech

  • Ohio State U

  • Penn State

  • Purdue U

  • UC, Berkeley

  • UC, Davis

  • UC, Irvine

  • UCLA

  • UCSD

  • UCSB


Guiding principles for ap
Guiding Principles for AP

  • Big Ideas! to Re-envision UConn

    • Innovative thinking to grow the university

    • Guide significant investments in the midst of fiscal challenges

  • Objective Evaluation of All Academic Programs

    • Where should we invest and divest?

    • Higher standards in recruitment, PTR, teaching effectiveness

  • Emphasis on Extramural Research Programs & Scholarship

    • Centers of Excellence, discoveries & impact, econ development

    • Extramural research decreased by 11% since 2010

    • Only 378 faculty submitted proposals as PIs

  • One University – Leverage Investments

    • Adaptable to Change

      • Reorganization of schools and departments to meet goals


Aligning resources to ap
Aligning Resources to AP

  • Reallocation of existing resources ($1.8B Budget)

  • $400M in UConn 2000

  • 300 Faculty Hiring Program (150 positions remaining)

    • Hire in disciplines that will be lead to excellence, i.e.,

      • Additive Manufacturing; Materials Genomics; Insurance & Business Law; Systems Genomics; Educational Assessment; Digital Media; etc

  • $172M Tech Park Program ($154M Remaining)

    • Industry partnerships for technology development

    • Eminent Faculty hiring program

  • $865M Bioscience CT Program

    • Personalized Medicine, Clinical Enterprise, Biomed Engineering

  • $1.7B Next Generation Connecticut (planned)



Timeline feb to oct
Timeline: Feb. to Oct.

  • Provost & University Academic Vision Committee (UAVC) will:

    • Develop survey for SO analysis for university

    • Critically analyze the academic plans of top universities

    • Meet with Deans to discuss steps for involvement of faculty in the College/School Academic Vision Committees (CSAVC)

    • Develop mission and values for UConn

    • Identify over-arching goals and priorities

    • Provide input to Deans and CSAVCs

    • Conduct Town Hall forum to discuss progress and seek input from university community

    • Evaluate academic structure to meet priorities and goals


Timeline mar to june
Timeline: Mar to June

  • Deans & CSAVCs will conduct public forums to seek input from faculty, students and staff

  • Deans & CSAVCs will develop key priorities, goals, and metrics:

    • Investment in existing programs to grow into national prominence

    • Development of new programs

    • Elimination of non-competitive programs

  • Deans & CSAVCs will develop overview of progress and plans for strategic goals and priorities to the Provost and UAVC by June 30


Timeline july to nov
Timeline: July to Nov.

  • Deans & CSAVCs will produce drafts of academic plans for review by UAVC by September 1

  • UAVC to evaluate and provide feedback to the colleges and schools by October 15

  • Colleges/Schools academic plans will be shared to update and refine the comprehensive university academic plan, especially to strengthen inter-disciplinary initiatives

  • University Academic Plan will be developed by November 15


Timeline nov to jan
Timeline: Nov. to Jan.

  • Provost & UAVC will conduct public forums to discuss the University Academic Plan and receive feedback from faculty, students, and staff

  • Dean & CSAVC will conduct public forums to discuss School/College AP and receive feedback from faculty, students, and staff

  • Final version of the University Academic Plan will be presented to President by December 10

  • University Academic Plan will be submitted for BOT approval in January, 2014


University of illinois
University of Illinois

  • Brilliant Futures - Pre-eminent Public Research University

  • Goal #1 - Leadership for the 21st Century

  • Goal #2 - Academic Excellence

  • Goal #3 - Breakthrough Knowledge and Innovation

  • Goal #4 - Transformative Learning Environment

  • Goal #5 - Access to the Illinois Experience


University of illinois1
University of Illinois

  • Goal I:  Leadership for the 21st Century

    • Graduation rate

    • Retention rate

    • % of students with a global experience

    • % of undergraduates with a research experience

    • % of students with an internship or practicum experience

    • Student career placement rates


University of illinois2
University of Illinois

  • Goal II:  Academic Excellence

    • # of national academy members or other nationally recognized honorary memberships

    • % of underrepresented faculty and staff

    • Student quality (e.g., HS rank, ACT score, GRE score)

    • Student to faculty ratio

    • State and tuition budget in constant dollars

    • State and tuition budget in constant dollars per student

    • State and tuition expenditures per IU

    • Instructional units per faculty FTE


University of illinois3
University of Illinois

  • Goal III:  Breakthrough Knowledge and Innovation

    • Total sponsored research expenditures by source

    • Sponsored research expenditures by per faculty full time equivalent (FTE)

    • Total revenue from licenses/ patents

    • Total number of start-ups

    • Research Park activity

    • Impact on societal needs (illustrated by examples)


University of illinois4
University of Illinois

  • Goal IV:  Transformative Learning Environment

    • Level of deferred maintenance (Facilities Condition Index)

    • % of sections with under 20 students

    • State and tuition expenditures per student

  • Goal V:  Access to the Illinois Experience

    • Total financial aid

    • % of students receiving financial aid

    • % of under-represented students

    • # of distance learning IUs

    • % of faculty involved in engagement


The ohio state university
The Ohio State University

  • Recruit Eminent Faculty

  • Develop competitive, merit-based compensation structure

  • Create multi-disciplinary centers

  • Reduce student to faculty ratio

  • Provide ample need-based and merit scholarships

  • Develop faculty hiring assistance program to enhance diversity

  • Become a catalyst for development for Ohio’s technology-based economy

  • Build a World-Class Faculty

  • Develop Programs that will Define OSU as the Nation’s Leading Public Land-Grant University

  • Improve the Quality of the Teaching & Learning Environment

  • Better Serve the Student Body

  • Create a More Diverse Community

  • Help Build Ohio’s Future


University of virginia
University of Virginia

  • Create an environment for high-impact, cutting-edge research

  • Increase school/unit research productivity and quality

  • Attract high-profile researchers and research

  • Develop strategic cores and other infrastructure to enhance research capacity

  • Engage students on issues that shape our society

  • Help faculty develop the full potential of educational model

Academic Goals

  • Increase tenure-track faculty by 300

  • Develop and renew classroom and research infrastructure

  • Provide the very best UG education in the country

  • Increase graduate enrollment by 1,200 students


Next generation connecticut
Next Generation Connecticut

  • $1.5B for capital projects ($235M reallocation from UC2K)

    • New or renovated STEM facilities ($450M)

    • DM and infrastructure including steam & water ($605M)

    • Shared equipment, faculty startup & IT ($270M)

    • Dormitories & parking

    • Move Greater Hartford Campus to downtown Hartford

  • 6,580 increase in undergraduate enrollment

    • 1,410 increase in Engineering

    • 1,800 in other STEM disciplines

    • 1,850 in non-STEM disciplines

    • 1,520 Digital Media & Business students at Stamford

  • 259 New Faculty (200 in STEM) & 150 New Staff


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