Strategic Plan Implementation Activities, Responsibilities and Costs

Activity

Responsibility

Timeframe

Status

Establish a committee to coordinate with the to be created Office of Enrollment Management to review existing criteria, make recommendations to the appropriate bodies, and monitor the phase-in of newly developed, university-wide criteria. Special attention should be placed on attracting outstanding students. Membership should include senate, graduate faculty council, admissions, undergrad provost, grad provost, Multicultural Affairs, faculty, students, and should also include representatives of the regional campuses and continuing education.

b. University Senate Enrollment Committee reviewing alternative measures of prediction and determining admissibility of students educated in non-traditional methods.

c. Senate subcommittee of faculty established to review credentials of students educated in non-traditional methods.

d. University participating in select validity study of recentered SAT's.

e. Graduate Faculty Council considering; committees established.

Define the enrollment capacity of each academic campus and direct the Office of Enrollment Management to achieve those capacities consistent with the criteria of 2.1a and the campus mission.

b. Chancellor (Provost) coordinates with budget planning.

c. Chancellor (Provost)'s Office establishing Center for Undergraduate Education. Initiated freshmen interest groups. Various task forces addressing improvement of undergraduate experience.

d. Scholarship offerings increased to attract highly talented students; scholarship awards available at Storrs and outlying campuses.

e. Honors Program enhanced.

Consolidate undergraduate admissions and financial aid into a single Office reporting to the Provost. Appoint a director who will develop coordination links to the schools (including the BGS program), student affairs and finance and administration, and the regional campuses, and who will assure that need-blind admissions is not compromised. The Office would be charged to handle all aspects of admission as well as coordinate with other offices on retention and graduation.

Establish retention targets, develop an inventory of existing retention programs, assess their effectiveness, and develop additional programs with the Deans to achieve the retention targets.

b. Retention study completed by OIR

c. Surveys to determine strengths/weaknesses of undergraduate experience will be reviewed for administration in Fall 1997. Results will be reviewed by RAC which will recommend appropriate action.

d. Survey of support services distributed to faculty and all staff.

e. Scholarship Programs and Financial Aid provide information on alternative financial resources.

f. Coordinate with CUE efforts.

See Action Item 4.4c.

b. Admissions initiated and solidified contract with Fleet Bank and School of Education to underwrite cost of Middle School Outreach Program.

c. Scholarship enhanced for multicultural students.

d. Graduate School; minority recruitment expanded; scholarships available for students of color.

e. Cultural Centers and Institutes included in recruitment efforts.

Develop recruiting materials that focus on blue collar families and use them in high school presentations and fairs, particularly in lower income districts.

b. Admissions initiated and solidified contract with Fleet Bank and School of Education to underwrite cost of Middle School Outreach Program.

c. Scholarships enhanced for multicultural students.

d. Graduate School; minority recruitment expanded; scholarships available for student of color.

e. Cultural Centers included in recruitment efforts.

Expand the Husky Ambassadors program to include alumni and parents. Develop programs to extend their activities to reach out to potential students in their homes and communities.

Identify unique characteristics and strengths of UConn from a potential student's perspective. Identify characteristics of potential students in different markets and tailor recruiting approaches to match student characteristics to UConn strengths.

b. College Board led workshop for all professional staff in December 1996.

c. Admissions participates in National Merit Semifinalist identification program and solicits applications from those identified.

d. Administered Admitted Student questionnaire to determine why students do not enroll at UConn.

Develop a student recruitment marketing plan for undergraduate and graduate students which defines marketing activities and specifies outcome assessment.

Inst. Advancement

b. Admissions/Public Relations cooperating with focus groups, review of appropriate video footage, image presentations, etc.

c. Fall Open House initiated.

d. Brochure on UCONN 2000 distributed.

e. Honors Director assists in recruiting.

f. Yield events expanded (faculty contacts, open houses, receptions, phone calls, etc.)

g. Coordinate with all public relations efforts.

Identify and participate actively in consortia which can assist in recruiting a more diverse graduate student body, including women and men in underrepresented fields.

Publish a new edition of the viewbook incorporating these themes.

Structure the graduate school recruiting effort to include this function.

Identify existing programs and design expanded programs for this purpose. Develop program goals, enrollment targets, and outcome assessments.

-3000X2000 program started

-ConnCAP funding for Summer Upward Bound program for Hartford students to start summer 1997

-Center for European Studies developed a four-week language camp for minority youth to start summer 1997.

Work with the Deans to develop such a list, provide initial training, and distribute the list with supporting information to targeted high schools.

Identify appropriate forums and faculty who regularly attend the associated conferences. Develop recruiting materials and provide travel support to participating faculty.

Direct Continuing Education to develop a proposal with associated faculty staffing and resource needs. The proposal should include enrollment targets, targeted populations, locations and a financial plan.

[Continuing Education/Deans|

Direct Continuing Education to develop a proposal with associated staffing needs and a financial plan.

[Continuing Education/Deans|

Establish a committee to develop financial aid policy to guide the Office of Enrollment Management. Consideration should be given to the provision of additional merit-based scholarships as well as creative financial aid packaging for students improving their performance. Membership should include enrollment management, finance, student affairs, senate, students.

Enrollment Management Policy Council; Financial Aid; Scholarship Programs, Gov't Relations

b. EMPC establishing criteria for merit awards.

c. Pursue increased funding and flexibility of state financial aid programs as part of University budget and legislative requests.

Develop endowment funds to support additional merit scholarships at a level of 200/year. Supplemental funding through operating fund in interim.

b. Scholarships listed on Internet; Nutmeg Scholarship booklet published.

c. Faculty selection committees named for Nutmeg and Day of Pride Award.

Establish goal of 200 such scholarships per year and target donors to fund them.

b. Chancellor (Provost) secured $50,000 additional funding from UConn Foundation.

c. Chairman of Board of Trustees initiated and obtained start-up funding for Nutmeg Scholarship.

d. Trustee Richard Treibick grants funding for Honors Scholars research projects.

e. Scholarship Programs working with Development to establish criteria for endowing scholarships.

Implement newly developed graduate admissions calendar that meets graduate student planning needs and direct the Deans and Graduate School to adhere to it.

Permit multi-year employment authorizations and offers for graduate assistants when funds are assured.

Develop pool of funds to support 250 additional summer fellowships as a supplement to externally funded summer positions.

Establish pool of 100 such awards as part of the operating budget.

Expand pool to support 100 additional awards.

Establish a committee to delineate the impediments, propose policy and procedures. Membership should include the Provost's office, Finance & Administration, Affirmative Action, Deans and Department Heads and AAUP.

The Provost and Vice Presidents will work with Deans and directors to develop a systematic process for identifying excellent contributions and will specify formal recognition methods.

Establish a committee to review the effectiveness of current PTR and merit processes in assessing faculty performance and present proposals for assessment aimed at improving the performance of the whole faculty.

-ITL Project on Teaching Portfolios with selected Department

-AAUP/University merit review committee

Seek development funds (either endowment or pledges) to support 20 short term named professorships.

(1 -5 positions, 2 - 10 positions, 3 - 20 positions)

[Deans/

Development|

Reexamine the merit award process to differentiate merit from satisfactory performance and develop a framework for future collective bargaining negotiations. Couple this investigation with deliberations of the committee of Item 2.5f.

Discussion

Ongoing

Establish a committee to define appropriate salary-based and non-salary-based financial reward and compensation plans with associated criteria and projected costs to supplement current systems. Membership should include Deans, directors, labor relations, senate, faculty, staff, students, and union observers. Final agreement and implementation of revised compensation plans will be the subject of contract negotiations process or stipulated agreement.

[Committee|

Seek development funds to support 50 endowed chairs by the year 2000.

(1 - 10 chairs, 2 - 25 chairs, 3 - 50 chairs)

The Provost and Vice Presidents will work with Deans and directors to develop a systematic process for identifying excellent contributions and will specify formal recognition methods.

[Vice Presidents/

Deans/Directors|

Implement the recommendations of the Multicultural Action Committee and the President's Commission on the Status of Women which pertain to recruiting, retention and reward of faculty and staff, coordinated with the implementation of 1.2a.

Charge the Continuous Quality Improvement Council to specify working environment changes in the context of its recommendations.

[CQI Council|