Our Time: UConn

1
Our Time UConns Path to Excellence Academic
Plan 2014-2020
2
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 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
  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

3
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?

4
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

5
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

6
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?

7
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

8
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

9
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

10
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
  Sustainability
• Sustainable Energy
• Nanoscience
• Advanced Manufacturing
• Marine Science
• Natural Products
• Financial Services

11
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
• Natl Merit Scholars 180th
• SAT Scores 153rd

12
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

13
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

14
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)

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Extra Slides
16
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

17
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

18
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

19
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

20
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

21
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

22
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

23
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)

24
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

25
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
  Environment
• Better Serve the Student Body
• Create a More Diverse Community
• Help Build Ohios 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 Ohios
  technology-based economy

26
University of Virginia

• 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

• 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

27
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