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Our Time: UConn ’ s Path to Excellence Academic Plan 2014-2020

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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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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