|
Activity
|
Responsibility
|
Timeframe
|
Status
|
| Goal 5: Allocate and develop resources
on the basis of value and performance with accountability. |
Chancellor (Provost) |
. |
. |
| Objective 5.1: Resource allocation is
to be based on performance in relation to established goals. |
Chancellor (Provost) |
. |
. |
| Action Item 5.1a: ...Develop an inventory of programs
and their interrelationships...
Charge the task force of Item 5.1d to gather and shape this information
to serve as a base for programmatic budgeting.
|
Chancellor (Provost)
Task Forces
|
Ongoing |
See Program Assessment and Resource Allocation
items below. |
| Action Item 5.1b: Develop an analytic approach
that shows the effect of resources on the outcomes of all University programs.
Charge the task force of Item 5.1d to design tools to make this assessment.
|
Chancellor (Provost),
Task Forces, Deans
|
Ongoing |
MIS recommendations; see also Program Assessment
and Resource Allocation items below. |
| Action Item 5.1c: Create a self-evaluation mechanism
at all levels of the University to allow for consistent evaluation ...
Charge the task force of Item 5.1d to design the self-evaluation mechanism,
perhaps based in part on the academic planning assessment model.
|
Chancellor (Provost), Task Force, Deans |
12/96 report completed. Process ongoing |
-Program Assessment process approved
-Schedule developed
-Ongoing participation in accreditation reviews
-Service Assessment process
|
| Action
Item 5.1d: Realign the budget process so that budgets reflecting
priorities ...
Establish a task force led by the Provost to design a budget development
and resource allocation process that places incentives at the department and
college/school level to use resources effectively and efficiently, coupled
with goal setting and outcome assessment. Budget process should reflect the
University's primary mission and support the goals of the Strategic Plan.
Membership should include provost, finance, budget, other divisions, deans,
directors, Senate Budget Committee, faculty, students.
(1,2,3 - Reallocation target based on resource scenario)
|
Chancellor (Provost), Task Force, Vice Presidents |
11/96 - Implementation process present through
FY 1999. |
Resource Allocation model complete. Implementation
of model for central resources in FY 98; model for service, entrepreneurial,
and research in FY 99.
Multi-year budget plan in place. Operating and
capital budget coordination underway.
|
| Action Item 5.1e: Prioritize major research initiatives.
See Objective 1.7
|
Chancellor (Provost) |
7/1/97 |
The position of Vice Provost for Research and
Graduate Education combines those responsibilities of the current Dean and
Director of the Research Foundation. This action item will be a high priority
for the person hired for this position. |
| Objective 5.2: Establish a University-wide
process of program review, needs assessment and opportunity evaluation. |
Chancellor (Provost) |
. |
. |
| Action
Item 5.2a : Establish a continuous University-wide program
review process...
The Provost in conjunction with other Vice Presidents, faculty members,
deans, department heads, division heads (both academic and nonacademic) representatives
of the CQI committee, students, and alumni will design a program review process,
based on external review, which regularly reviews each program. Timing of
reviews should integrate with existing reviews (e.g. accreditation) to minimize
duplication of effort, should benchmark with similar and exemplary programs,
and should focus on outcomes and client satisfaction. Reviews should be developmental
in nature.
|
Chancellor (Provost), Task Force |
12/96 report completed.
Process Ongoing
|
Program Assessment process approved, with 4-year
cycle for first round of reviews
-self study, external reviewers funded by Chancellor (Provost),
and memorandum of understanding
-process managed by Vice Provosts
-Service Assessment process
|
| Action Item 5.2b: The Provost, ..., will identify
opportunities for academic program consolidation and expansion ...
The Provost will develop a structure/committee for long term academic
planning. Using information from a variety of sources, and implementing a
careful review and feedback process, the committee will develop recommendations
in consultation with the deans, their faculty and the External Advisory Board.
(1,2,3 - Reallocation target based on resource scenario)
|
Chancellor (Provost), Vice Provosts, Deans |
Ongoing |
Program Assessment model implementation. Note
elimination of Russian major, higher education administration program, and
reductions in offerings in numerous schools and colleges. |
| Objective 5.3: Establish a University-wide
capital prioritization budgeting program. |
President, Chancellor (Provost) |
. |
. |
| Action
Item 5.3a: Develop a program to integrate the Strategic Plan
with the capital needs of the University.
Based upon the information provided by the task force of Item 3.3b and
the Master Plan review process (item 3.1a), Cabinet level Vice Presidents
will make recommendations to the President for integration.
[UCONN 2000|
|
Chancellor (Provost), Vice Presidents |
Ongoing |
All planning efforts of the University (strategic,
financial, capital, Master Plan, programmatic) are coordinated through the
Chancellor (Provost) and Council of Vice Presidents. |
| Action Item 5.3b: Rank each project in terms of
importance and sequence.
Charge the master planning task force of Item 3.1a to rank projects annually. [UCONN
2000|
|
Chancellor (Provost), Vice Presidents, B & G Team |
Ongoing |
B & G Team reviews and recommends capital
allocations, priorities sequencing, design, etc., in accordance with Master
Plan and budget process. |
