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Our Time: UConn


Our Time: UConn s Path to Excellence Academic Plan 2014-2020 University Academic Vision Committee Rich Schwab (Chair), Neag Professor of Educational Leadership ... – PowerPoint PPT presentation

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Title: Our Time: UConn

Our Time UConns 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
  • Amy Donahue, COO Professor of Public Policy, Ex
  • Anne DAleva, 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
  • Lynne Healy, BOT Professor of Social Work
  • Jon Goldberg, Professor of Reconstructive
  • Brent Graveley, Professor of Genetics
    Developmental Biology
  • Peter Luh, SNET Endowed Professor of Electrical
    Computer Engineering
  • William Ross, ING Global Chair Professor of
  • 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)
  • 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 (AP)
  • Realize aspiration to become top flagship
  • Articulate strategic areas of academic and
    research emphasis to achieve national prominence
  • Need to be focused strategic and not
  • 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?
  • Office of the Provost the UAVC will develop
    over-arching vision goals for academic programs
  • Input from university community will inform this
  • 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
  • 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
  • What programs can be de-funded to reallocate
  • What continuing programs, while important, are
    not part of the Academic Plan?

How will We Proceed?
  • Phase I (Feb May) - Engage the community to
    explore strengths opportunities across the
  • 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
  • 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
  • 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
  • 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
  • University of Wisconsin
  • Promote Research
  • Faculty Staff
  • Infrastructure
  • Advance Learning
  • Individual Creativity
  • First-year Experience
  • Distance Learning
  • Lifelong Learning
  • Diversity

Research Emphasis
  • U. California Los Angeles
  • Environment Energy
  • Health Biomedical Science
  • Foundational Science Engineering
  • Science, Technology Economic Growth
  • Community, Nation Society
  • Global Issues
  • Cultural Tradition Innovation
  • U. North Carolina Chapel Hill
  • Biotechnology Bioengineering
  • Aviation
  • Health Wellness
  • Environmental Science, Climate Change and
  • Sustainable Energy
  • Nanoscience
  • Advanced Manufacturing
  • Marine Science
  • Natural Products
  • Financial Services

Performance Metrics of Top Universities in 2011
  • Federal Research Support 80th
  • Total Research (incl. State, Industry and USDA)
  • Membership in the National Academies 104th
  • Faculty Awards, Fellowships Membership 43rd
  • Doctoral Degree Conferrals 62nd
  • Citations (DM) ?
  • Undergraduate Education
  • Natl Merit Scholars 180th
  • SAT Scores 153rd

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
  • Georgia Tech
  • Ohio State U
  • Penn State
  • Purdue U
  • UC, Berkeley
  • UC, Davis
  • UC, Irvine
  • UCLA
  • UCSD
  • UCSB
  • 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

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
  • Emphasis on Extramural Research Programs
  • Centers of Excellence, discoveries impact, econ
  • 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

Aligning Resources to AP
  • Reallocation of existing resources (1.8B Budget)
  • 400M in UConn 2000
  • 300 Faculty Hiring Program (150 positions
  • 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)

Extra Slides
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
  • 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
  • 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.
  • 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.
  • 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
  • Brilliant Futures - Pre-eminent Public Research
  • 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 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
  • Student career placement rates

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
  • Student to faculty ratio
  • State and tuition budget in constant dollars
  • State and tuition budget in constant dollars per
  • State and tuition expenditures per IU
  • Instructional units per faculty FTE

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

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
  • Build a World-Class Faculty
  • Develop Programs that will Define OSU as the
    Nations Leading Public Land-Grant University
  • Improve the Quality of the Teaching Learning
  • Better Serve the Student Body
  • Create a More Diverse Community
  • Help Build Ohios Future
  • Recruit Eminent Faculty
  • Develop competitive, merit-based compensation
  • 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 Ohios
    technology-based economy

University of Virginia
  • Academic Goals
  • Increase tenure-track faculty by 300
  • Develop and renew classroom and research
  • Provide the very best UG education in the country
  • Increase graduate enrollment by 1,200 students
  • Create an environment for high-impact,
    cutting-edge research
  • Increase school/unit research productivity and
  • 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

Next Generation Connecticut
  • 1.5B for capital projects (235M reallocation
    from UC2K)
  • New or renovated STEM facilities (450M)
  • DM and infrastructure including steam water
  • 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
  • 259 New Faculty (200 in STEM) 150 New Staff
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