Where Opportunity Meets Excellence

1. Where Opportunity Meets Excellence Strategic Plan Implementation Update April 22, 2015

2. Renovations and Updates Arcelio Aponte Vice Provost for Budget and Administration

3. Projects in Progress • 15 Washington (including performance space in the Great Room) • Classroom improvements this summer (25-30 classroom upgrades) • Express Newark-Hahne’s • Life Sciences II • Enhanced wi-fi – indoor & outdoor • Improvements to Stonesby Dining • Robeson lounge spaces

4. Next Steps: • Additional Classroom Upgrade Program (Total 3 Year Program) • Third Space – Hahne’s Development • Honors Living Learning Community • Transit Hub Facility • Street and Landscape Overlay

5. The Student Experience John Gunkel Vice Provost for Academic Programs and Services

6. Co-Location of Key Student Services • Admissions/Welcome Center • Enrollment Services: Registrar, Student Accounting, Financial Aid, One Stop • Academic Services: Advisement, Career Services

7. Central to Physical Campus

8. Improvement Now! • New Student Information System • Student Oriented Web Site • “One Stop” • Creation of Academic Pathways & Plans • “Student Success Platform” and Communications Tools • Expand Learning Communities • More Integration of Advising and Career Services

9. Staffing for the New Mission Action Group Co-Chairs Bil Leipold (School of Criminal Justice) Christina Strasburger (FAS-N History/African American and African Studies)

10. Staffing for the New Mission Group Members

11. Staffing for the New Mission Process Process Sub-teams Voice Professional Development Staff Recognition Talent Management Communication • Readings • Researching • Benchmarking • Regularly scheduled meetings • Draft of report* • Summer report out to staff/individual reviewers/Office of the Chancellor* • Final report due in Oct* • *upcoming activities

12. Staffing for the New Mission Recommendations • Create a Staff Council • Advise Chancellor & Office of the Chancellor • Collaborate with Student Government Associations and Faculty Council • Implement Talent Management Philosophy throughout the University • Ensure that current HR is staffed to implement new philosophy • Create “Employee Experience” processes, events and information that speak to the mission • Invest in our current staff by providing opportunities (e.g. job sharing) • Create and implement advisory group for talent management • Create Learning & Development Team • Provide learning opportunities through various platforms (e.g. classroom, online) • Collaborate with the organizations in Newark to create a learning community that would share resources (e.g. Prudential, Audible)

13. Staffing for the New Mission Recommendations • Develop Staff Recognition Programs & Events that Support the New Mission • Create and implement awards for individuals, teams and departments that support and advance the mission • Provide tools and programs that will support year-round recognition • Integrate the Staff and Staffing with the Greater Newark Community • Provide recruitment and training pathways for community members • Create and implement volunteer policies for staff • Increase and Enhance Communication • Create a condensed version (1-2 page handout) of the strategic plan • Collaborate with University Communications to highlight staff, create a staff-focused website and other platforms • Create and implement monthly or quarterly information-sharing events to keep staff informed

14. The New ProfessoriateAction Group Co-Chairs David Troutt (School of Law) Minglu Wang (Dana Library)

15. New Professoriate Group Members

16. Discussion Questions for Schools/Departments • Supporting and Evaluating Publicly Engaged Scholarship (PES) • Innovations in Promotion and Tenure Criteria • Building Institutional Resources for the New Professoriate • Non-Tenure Track Faculty and Part-time Lecturers • Graduate and Post-graduate Training

17. Preliminary Recommendations • RU-N should issue multiple annual PES awards from a central office and offer renewable research funds for faculty across the University • RU-N should vigorously adopt definitions, evaluation standards and reward structures that encourage widespread interest in PES among all of its faculty • RU-N should commit to a mechanism for ensuring faculty training and resources for development and mentoring • RU-N should re-establish a Center for Teaching Excellence • RU-N should create a graduate Office of Career Training

18. Research and Scholarship Nabil Adam Vice Chancellor for Research & Collaborations Todd Clear, Provost (Presenter)

19. Invest in Collaborative Academic and Research Programs • Foster synergistic multidisciplinary research across academic units within RU-N and across Rutgers (RU-NB, RBHS) and NJIT • Promote research at the undergraduate level • Ensure effective communications with counterparts across the University and the office of Sr. VP for Research and Economic Development • Ensure responsiveness to issues faced by research active faculty and effective communications with faculty across RU-N • Ensure RU-N’s share in University-wide research resources, • Engage RU-N faculty, students, and staff with the RU-N community to advance research that is: • rooted in addressing real-world complex problems, • tested in a real-world field test environment, and • validated using real-world data Key aim: students and faculty who are among the top in their respective fields addressing issues of direct concern to the community

20. Putting These Principles into Actions 1) Established the Research Advisory Committee (RAC) • Includes representative faculty from RU-N academic units • Meets monthly with the Provost, VC for Research, and other members of the Provost/Chancellor's office 2) Reorganized RU-N ORSP • A new position, entitled “Research Facilitator” has been created and is being advertised • A 3rd Grant Specialist position is added to complement our current staff • Professional and career development of RU-N ORSP Staff • Works with leadership across the Rutgers units to enhance collaborations in three areas of strength: • Neuroscience (collaboration includes RBHS, Kessler, VA, NJIT) • Data Science, Learning, and Applications • Strong, Healthy, and Safe Neighborhoods

21. 4) Initiated Multidisciplinary Research Teams (IMRT) Awards • Fosters multi-disciplinary research teams that can tackle the complex, multi-faceted research questions that face us today • Awards to be announced beginning of May 5) Advanced numerous research initiatives: • Institute for Data Science, Learning & Applications (I-DSLA) • Secured RU-N HRT Chair line in “Big Data” • Became an NSF site -part of NSF Industry University Collaboration • Partnered with Columbia, NY, Cornell on the NSF Northeast BD Innovation Hub • Launched Spring 2015 Speaker Series and workshops

22. Seed Grant Initiative Kyle Farmbry, Chair (Graduate School-Newark) Lindsey McDougle, Presenter (School of Public Affairs&Admin)

23. Seed Grant Committee Members

24. Purpose: To fund single or multi-year projects that create new infrastructure to support scholarship, education, and community engagement. Projects must be: • Cross-cutting • Sustainable • “Bridge building” • Innovative • Impact

25. Status • Seventy-two proposals submitted (currently under review) • Wide range of exciting and collaborative ideas across broad areas of innovation • Economic development • Strong, healthy neighborhoods • K-20 education • Diversity and social justice • Science • Arts and culture • New degree programs • Announcements expected first week of May (of funding and broad next steps)

26. Leveraging Our DiversityAction Group Co-Chairs Shigeo Iwamiya (Residential Life) Jyl Josephson (FAS-N Political Science)

27. Leveraging Our Diversity Group Members

29. UNPACKING DIVERSITY FACULTY REPRESENTATION CULTURAL EVENTS FACULTY RECRUITMENT LEVERAGING DIVERSITY At RUTGERS UNIVERITY - NEWARK COMMUNITY ENGAGEMENT NATIONAL RECOGNITION RESEARCH SCHOLARSHIPS STUDENTBODY STUDENTORGS ASSESSMENT OF CURRENT PROGRAMS PRE-K THROUGH 20 INITIATIVES DIVERSE SPACES MENTORING TRAINING LANGUAGE BEST PRACTICES ADA COMPLIANCE TRANSDISCIPLINARITY PEDAGOGY & CURRICULUM

30. Leveraging and Increasing Diversity through Full Participation • Leveraging and increasing Pre-K through 20 diversity • More effective pathways to higher education including diversifying faculty and staff • Recruiting and mentoring the future diverse faculty by identifying students early on • Increasing and leveraging the diversity of our curriculum and pedagogy • Co-taught courses with community partners, with staff, across colleges and disciplines • Community engagement in the curriculum • Mentoring for staff, faculty, students, and administrators • Leveraging and increasing language diversity • Establishment of Center of Language Resources • Assessing our policies and our progress • Rutgers University-Newark Diversity Audit

31. Anchor Mission Action Group Co-Chairs Roland Anglin (Cornwall Center) Consuella Askew (Dana Library)

32. Anchor Mission Group Members

33. Working Definition An anchor institution is a placed-based organization that persists in communities over generations, serving as social glue, economic engines, or both.  Cantor, N., Englot, P. & Higgins, M. (2013). Making the Work of Anchor Institutions Stick: Building Coalitions and Collective Expertise. p.20

34. Recommendations K-20 Pipeline • Invest in a time limited (six months) process to present and explain pipeline initiatives such as the Honors Living Learning Community (HLLC) and the Newark City of Learning Collaborative (NCLC) which seeks to increase postsecondary attainment in Newark from 17% to 25% by 2025 to the University community Science and the Urban Environment • Explore putting in place an incentive structure to encourage staff, faculty and students to work on sustainability concerns both internally and in the wider region. Such incentives should encompass research and active engagement in the community

35. Recommendations Arts and Culture • Increase support for existing Arts programs on campus and coordination of arts education across disciplines Economic Development • Develop an internal plan to coordinate RU-N’s role in local economic development Safe and Healthy Neighborhoods • Incentivize community engagement work through support for programs that bring our university community together to share their projects and for some, to learn how to engage in such work.

36. Honors Living Learning Community Co-Chairs Shirley M. Collado (Executive Vice Chancellor/Exec Vice Provost) Sherri-Ann P. Butterfield (Senior Associate Dean, Arts & Sciences/Sociology)

37. HLLC Action Group Members

38. Local Citizenship in a Global World • Inclusive Admissions: Identifying Talent and Redefining Merit • Focus on Persistence, Retention, and College Completion • 500 Residents with many students from Newark and Greater Newark • Diverse Populations: First Years, Transfers, and Non-traditional Students • Cohort based, Living-learning Model • Leadership, Innovation, Citizenship, and more…

39. Residential Core Proposed HLLC PRCC

40. Intersections of Key Issues Impacting the HLLC Student Experience HONORS LIVING- LEARNING COMMUNITY STUDENT LIFE & CO-CURRICULAR PROGRAMS INNOVATIVE & INTERDISCIPLINARY CURRICULUM COMMUNITY ENGAGED LEARNING HOUSING & RESIDENCE LIFE RECRUITMENT & ADMISSIONS FINANCIAL AID & SCHOLARSHIPS FACULTY MENTORING DYNAMIC FACILITY ADVISING

41. Q&A Eslam Adbelbasset, President, Student Governing Assn Moderator