Can you answer these questions?

1. Can you answer these questions? Can you describe in 100 words or less your vision of the ideal academic experience? What do you think needs to be done here at SUNY Oneonta to create the ideal academic environment you describe above? If you could strengthen just one aspect of the Oneonta academic experience what would it be and what would you do?

2. Academic Master Plan, Phase II A discussion of where we have been and where we are going

3. The Academic Master Plan Timeline…so far • August 2011, Provost Thompson introduced the idea of a three phase process to develop an Academic Master Plan • Phase I – assess the values and academic culture of the college, define core values • Phase II – define specific action items and plans to help foster and develop these core values • Phase III – evaluate the impact and value of these initiatives • The Provost and administration were not direct participants in Phase I, this was envisioned as a “faculty-owned” process

4. 2012 • The 13 member elected and appointed task force designed an open-response survey to assess campus beliefs about academic values. • Members visited with offices and departments within Academic Affairs and began a dialogue about the potential value of an Academic Master Plan, and current concerns and aspirations of faculty, staff and students. • Documents, including survey responses and goal statements gathered from academic departments, were evaluated using qualitative data analysis software to isolate keywords and ideas that were used consistently.

5. …in December 2012… • After a year of meetings, discussions, surveys, forums and data analysis, the task force chairs, John Schaumloffel and Bill Proulx, presented a final report to the Provost recapping the broad content of the data and describing the Phase I process. • They also presented a statement to the College Senate which was endorsed as a potential Mission Statement for the Division of Academic Affairs: The Division of Academic Affairs advances rigorous teaching, learning and scholarship in a student-focused environment by embracing experiential learning, engagement and collegiality within a diverse liberal arts tradition.

6. Process remains a magnet for healthy debate • Why do we need it? What is this Academic Master Plan intended to demonstrate? How can it be misused or misrepresented? Why didn’t this happen before re-structuring? How open and democratic will decision-making ultimately be? Who is going to lose resources and gain resources? Who is behind this nefarious plot? Is this just about selling the college or raising money? How does any of this promote teaching, learning or scholarship? • WHY SHOULD I CARE ABOUT ANY OF THIS?

7. Input between Phases I & II • The recommended Mission Statement from phase I defined five areas of development for the improvement and sustenance of the division of Academic Affairs. • As a starting point for Phase II these areas will be the focus of working groups charged with recommending initiatives in each area and presenting action plans for pursuing those initiatives. • To ensure that these working groups have enough influence and information to complete these tasks, each group will be co-chaired by a dean. Direct dialogue and administrative investment in the efforts of each working group will be critical to the success of this process. • During preliminary meetings with the newly arrived deans, some recommendations were put forward to modify the Mission Statement endorsed by the Senate . These recommendations will certainly influence discussion within the working groups during the coming months.

8. Themes

9. Mission Statement

10. Time to make choices • The Academic Master Plan task force can not travel back in time to meet the May 2013 deadline originally proposed for completing Phase II. • We can, realistically, present actionable recommendations to the college community and leadership by the close of this academic year. • Since Phase III is intended as a period of evaluation, it would be ideal if the college was prepared to enact initiatives developed for the Academic Master Plan by the summer of 2014. • Initiatives undertaken as part of the AMP would already be under way when work on the new Strategic Plan begins and could potentially be reinforced and developed

11. Planned working groups for Phase II

12. Task Force Central Committee • Andrew Kahl, Associate Professor of Theatre, Co-chair • Patricia Francis, Associate Provost for Institutional Assessment and Effectiveness, Co-Chair • Dr. Maria Thompson, Provost (ex officio) • Five appointed/elected Senate representatives (each assigned to one working group) • Deans (each dean will also appoint a co-chair within each working group who will also be invited to participate in meetings of the Central Committee)

13. Proposed structure for Phase II

14. Working group membership • Self-nomination to participate in working groups will be open to all member of the division of Academic Affairs. • Preferences to work with particular groups will be observed with some concessions to balancing membership across all five groups. (Self nomination survey was emailed this afternoon) • https://aristotle.oneonta.edu/SelectSurvey/TakeSurvey.aspx?SurveyID=n4K3no51

15. Goals for the coming year • Get ahead of the strategic plan • Rapidly undertake discussion and planning within the five focus areas • Directly involve administrators in the discussion who are capable of dedicating resources to new initiatives • Advance concrete and prioritized action plans for public discussion from all five working groups, during spring 2014 • Complete final draft of Academic Master Plan, Phase II document and present to Provost and college community during the summer of 2014.

16. Task force membership • Central committee structure 2 Co-chairs 5 deans 5 Working group co-chairs 5 Senate-selected representatives 2 Student representatives • Voluntary membership in task force workgroups – volunteer/self-nominate for particular groups with priority choices for principal areas of interest

17. Get involved • While central committee and working group members are being selected, preliminary schedules and work group deadlines are being developed. Tentatively, the central committee is expecting to meet by the end of October with working groups meeting by early November. • Now is the time to make your voice heard. The Academic Master Plan should be in place before a new Strategic Plan is drafted for the college. • Action plans from each work group will take shape over the coming year. If you want to influence the direction of this division and this college please be ready to join one of the groups and bring your ideas to the table.