Strategic Plan Implementation Activities, Responsibilities and Costs

Activity

Responsibility

Timeframe

Status

Assign a committee, including representatives of the Provost's Office, academic deans, Student Affairs, faculty, and students to assess the current undergraduate educational experience, identify opportunities for enhancement, and define the attributes and characteristics of a model that would significantly improve the quality of undergraduate education. This model will serve to guide the implementation of other Strategic Plan objectives, particularly those within Goal 1.

Task Force, Vice Provost for UE & I

-Freshman Experience Pilot underway in 96-97

-WOW expanded in 1996, with more faculty involvement

Form a task force to define the Center and prepare detailed plans. Membership should include representatives of the Provost Office, Deans, Honors Program, Teaching Institute, Residential Life, Senate Student Welfare Committee, Student Affairs, Admissions, Financial Aid, and students.

Spring 1997

-Working Groups developed plans for

- Advising Center

- Help Desk

- Use of space in Wilbur Cross

Organize campus-wide publicity, review, and discussion of the Multicultural Affairs Committee Report and Recommendations. Implement Multicultural Action Committee Recommendation based upon the advice of a final task force consisting of representatives of Provost's Office, deans, Office of Affirmative Action, Student Affairs, Cultural Centers, Senate Student Welfare Committee.

Implementation

ongoing

All cultural centers and institutes report to the Assistant Provost until a Vice Provost is appointed. National search underway. Chancellor (Provost) holds monthly meetings with Center and Institute Directors.

Based upon model developed in Item 1.0, Members of the Senate Curricula Committee, School and College Curricula Committees, deans and Provosts Office will review the GER and seek proposals for new courses.

-proposal to Hewlett Foundation

Action Item 1.2c: Enhance contacts with global intellectual community ...

Develop policies, procedures, programs, goals to support this item.

Develop policies, procedures, programs, goals to support this item in a manner consistent with the results of Action Item 1.0. Work with Deans to motivate faculty and curriculum committees.

Each School and College Curricula and Courses Committee will define appropriate research experiences, curricular impact, policy changes and implementation plans. Departments, Deans and Provost will determine resource requirements of recommendations from the C&C reports.

Provost and Deans Council must clarify implementation process based upon agreed upon criteria as called for in 1.4a, 2.5b, and 1.7e, and evaluation issues in 2.5f, 5.2a, and 8.5d

Develop policies, procedures, programs, goals to support this item and integrate them into the implementation of 1.3a.

-reviewing research proposals for potential inclusion of undergrads

Identify fund sources to support 20 such assistantships and establish policies, procedures, goals for their allocation and integrate these actions into the implementation of 1.3a.

In conjunction with Objectives 1.7 and 8.5, identify regional campus based research opportunities and encourage deans to exploit them.

Add this task to the charge to the Provost and deans as described in Action Item 1.3b.

-Provost and Deans developing plans for merit awards for teaching

Develop policies, procedures, programs, goals to support this item.

-fulltime administrative assistant added

-name changed to Institute for Teaching and Learning (ITL)

-CUE recommendations

The Provost, working with deans and the Teaching Institute will assure that all teaching assistants receive the requisite training.

-grants to TA's to manage departmental programs

Develop pool of discipline specific fellowships and research assistantships to support such students. Establish a goal of 200 such awards by 2000.

-Policy on English Competency clarified

-new funding policy developed for training programs to assure departmental accountability

Assign responsibility for promoting and monitoring outreach activities within the Provost's office. Work with Deans and Vice Presidents to tabulate outreach activities, identify opportunities and resource needs, and define outreach goals.

The Provost and Deans will work with Institutional Advancement to publicize outreach activities and opportunities.

-See also Section on Goal 7, Item 4.3c.

Develop outreach as a budget category and include in budgets of schools, centers, divisions, etc.

Establish a committee to identify research areas and their associated University support structure, their importance to the University's future and priorities among them. Membership should include the Provost's office, Deans, institute directors, faculty, research staff, Institutional Advancement, students, CASE, industry, and Economic Development. The committee should get external advice from peers and a consultant. Reviews should be conducted on an ongoing basis.

The committee in Action Item 1.7a will include this in their charge. Renown and distinction must be defined broadly and not be solely dependent upon funding opportunities.

The Research Foundation Director in conjunction with Deans and directors will identify the research organization or team associated with the identified research areas and will charge them with developing the requisite report.

Include research budgeting in the budget process to be developed under Goal 5. Add this task to the charge of the task force in Action Item 5.1d.

Provide seed moneys to support research in areas of diversity, global perspective and international collaboration.

Develop a strategic plan for the Library, including mission, goals and resource requirements. Implement the plan through Action Item 1.8c.

Library Director

Expedite the repair process through prioritization and coupling to the infrastructure renewal initiative. [UCONN 2000|

Specifically include funding the Library's strategic plan in the budget development, resource allocation, and goal setting process to be developed under Goal 5.

Establish a committee to identify the needs and opportunities for research resources and services at the non-Storrs campuses of the University and to recommend appropriate actions. Membership should include the regional campuses, health center, faculty, students, and research establishment at Storrs.

Examine the services provided by the Research Foundation and modify according to expressed needs and continuous quality improvement principles. Review should include offices of grants and contracts and purchasing. Review process should include the Graduate Faculty Council.

Include research support facilities in the infrastructure renewal initiative of Goal 3. [UCONN 2000|

Expand the Research Foundation's efforts to identify potential funding sources and appropriate faculty, particularly in areas not previously funded at the University.

Establish a University-wide program to supplement travel funds for visits to agencies and establish a regular visit schedule to campus with the major funding agencies.

Gov't. Relations

Expand the role of the Research Foundation to participate proactively with the various disciplines in developing interdisciplinary proposals.

Reorganize and/or expand the Research Foundation to identify this function as a focussed activity.

Work with the Deans, Development Office, and directors to specifically identify and prioritize targets for development effort, e.g. research fellowships, research chairs, buildings, etc. .

Research Council should create a task force to review its Services and Awards Programs with an eye toward improving its ability to carry out its statutory mission of facilitating research, scholarship and creative activities of the faculty and graduate students. Special attention should be given to funding research strengths in life sciences, physical sciences, social sciences, humanities, fine arts, and the professions, seed funding for new ideas (see item 1.11b) and bridge funding (item 1.11c).

Establish a committee to promote ideas for new research and allocate seed moneys for their development. Membership should include the Research Foundation Director and staff, entrepreneurially-oriented faculty and external interests.

Charge the Research Foundation to set aside a specific budget with contingency provisions to support worthy bridge funding proposals.