Our Time: UConn ’ s Path to Excellence Academic Plan 2014-2020

1. Our Time: UConn’s 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 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

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 • 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 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

9. Academic Goals • University of Wisconsin • Promote Research • Faculty & Staff • Infrastructure • Advance Learning • Individual Creativity • First-year Experience • Distance Learning • Lifelong Learning • Diversity 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

10. Research Emphasis • 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 U. California – Los Angeles • Environment & Energy • Health & Biomedical Science • Foundational Science & Engineering • Science, Technology & Economic Growth • Community, Nation & Society • Global Issues • Cultural Tradition & Innovation

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

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)

15. 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 • 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 • 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

26. University of Virginia • 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 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

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