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2013 February 25 Academic Plan Process University Senate

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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
• 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)
• 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 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?
• 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
• 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?
• 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
Academic Goals Research Emphasis
•Pursuing New Areas of Inquiry •Computational Biology
•Nano Sciences & Engineering
•Enhancing UG Education •Society & Technology
•Supporting Graduate Education •Cultural Evolution &
•Maintaining Research Preservation
Leadership •Metropolitan Studies
•Building the Interactive •International Relations & Global
Campus Security
•New Economic Theories
•Investing in Housing •Complex Systems, Design &
•Aligning Proposals & Resources Human Interfaces
•New Media
•Environment
Academic Goals
U. California – San Diego University of Wisconsin
•Become the leading public •Promote Research
university that enriches • Faculty & Staff
human life • Infrastructure
•Provide enabling and •Advance Learning
empowering environment and • Individual Creativity
opportunity for all to achieve
• First-year Experience
their objectives, dreams and
ambitions • Distance Learning
•Increase faculty size • Lifelong Learning
•Increase number of PhDs • Diversity
Research Emphasis
U. California – Los Angeles U. North Carolina – Chapel Hill
•Environment & Energy •Biotechnology & Bioengineering
•Health & Biomedical Science •Aviation
•Foundational Science & •Health & Wellness
Engineering •Environmental Science, Climate
•Science, Technology & Change and Sustainability
Economic Growth •Sustainable Energy
•Community, Nation & Society •Nanoscience
•Global Issues •Advanced Manufacturing
•Cultural Tradition & •Marine Science
Innovation •Natural Products
•Financial Services
Performance Metrics of Top
Universities in 2011
• Federal Research Support – 80th
• Total Research (incl. State, Industry and USDA) – 79 th
• Membership in the National Academies – 104 th
• Faculty Awards, Fellowships & Membership – 43 rd
• Doctoral Degree Conferrals – 62nd
• Citations – (DM) ?
• Undergraduate Education
– Nat’l Merit Scholars – 180th
– SAT Scores – 153rd
Comparison Groups (Chronicle of HE)
• Arizona State U
• Georgia Tech • U of Florida • Binghamton U
• Brigham Young U
• Ohio State U • U of Georgia • Florida State U
• George Mason U
• Penn State • U of Illinois • Iowa State U
• Purdue U • U of Maryland • Miami U, Oxford
• North Dakota State U
• UC, Berkeley • U of Michigan • Ohio U, Athens
• Rutgers U
• UC, Davis • U of North Carolina • SUNY, Albany
• UC, Irvine • U of Texas • Texas Tech U
• West Virginia U
• UCLA • U of Virginia • U of Massachusetts
• UCSD • • U of New Hampshire
U of Washington • U of Rhode Island
• UCSB • U of Wisconsin • U of Texas, Dallas
• U of Vermont
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
• 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)
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 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
• 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
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 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 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 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 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 • Recruit Eminent Faculty
• Develop Programs that will • Develop competitive, merit-
Define OSU as the Nation’s based compensation structure
Leading Public Land-Grant • Create multi-disciplinary centers
University • Reduce student to faculty ratio
• Improve the Quality of the • Provide ample need-based and
Teaching & Learning merit scholarships
Environment • Develop faculty hiring assistance
• Better Serve the Student Body program to enhance diversity
• Create a More Diverse • Become a catalyst for
Community development for Ohio’s
• Help Build Ohio’s Future technology-based economy
University of Virginia
Academic Goals • Create an environment for high-
impact, cutting-edge research
•Increase tenure-track
• Increase school/unit research
faculty by 300 productivity and quality
•Develop and renew • Attract high-profile researchers
classroom and research and research
infrastructure • Develop strategic cores and other
infrastructure to enhance
•Provide the very best UG research capacity
education in the country • Engage students on issues that
•Increase graduate shape our society
enrollment by 1,200 students• 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 ($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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