Our Time: UConnOur Time: UConn’’s Path to Excellences Path to ExcellenceAcademic Plan 2014-2020Academic Plan 2014-2020

University Academic Vision CommitteeUniversity 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 (AP)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 CSAVCInput 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 - BerkeleyU. California - BerkeleyAcademic 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 GoalsAcademic GoalsU. 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 EmphasisResearch EmphasisU. 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 Sustainability •Sustainable Energy•Nanoscience •Advanced Manufacturing •Marine Science •Natural Products •Financial Services

Performance Metrics of Top Performance Metrics of Top Universities in 2011Universities 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)

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

• 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

Guiding Principles for APGuiding 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 APAligning 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 SlidesExtra Slides

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 JuneTimeline: 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 IllinoisUniversity 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 IllinoisUniversity 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 IllinoisUniversity 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 IllinoisUniversity 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 IllinoisUniversity 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 UniversityThe Ohio State University• 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

• 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

University of VirginiaUniversity of VirginiaAcademic 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

• 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

Next Generation ConnecticutNext 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