Report of the Research
Task Force: August 1996
Submitted by: Thomas Giolas, chair
STRATEGIC GOAL 1
Provide a challenging and supportive learning environment that
fosters achievement and intellectual interaction among undergraduates,
graduate students and faculty members and promotes excellence in
research, scholarship and artistic creativity.
Objective 1.3 Emphasize
an academic experience in which students develop a method of thinking
that allows them to adapt readily to a rapidly changing environment.
Action Item 1.3a Incorporate research into the entire academic
experience, including providing research opportunities to all undergraduate
students.
The RTF endorses the Strategic Plan's recommendation that each school and college
define appropriate research experiences for undergraduate students. These experiences
should be defined by faculty committees in each unit, not necessarily the relevant
Curriculum and Courses Committees as stipulated in the Plan. Departments, Deans
and Chancellor will determine resource requirements of recommendations from such
faculty committees.
Action Item 1.3c Develop a pool of funds to match and supplement
faculty efforts to secure external funding for undergraduate research
experiences.
The RTF believes that this action item is being addressed by the Resource Allocation
Committee. This new program will require a new pool of funds to match and supplement
faculty efforts to secure external funding for undergraduate research experiences
and graduate assistantships for mentoring of undergraduate projects. These funds
should be administered by the Research Foundation.
Action Item 1.3d Provide additional graduate assistantships
for mentoring of undergraduate research projects.
This process should include an application that would be submitted to the Graduate
School or Teaching Institute and reviewed by a faculty review panel.
Action Item 1.3e Develop research programs that incorporate
regional campuses (e.g., focus specific specialties at individual
sites, utilize technology to access resources such as the library,
provide temporary living facilities on campus for project participation).
See Action Item 1.9a. The RTF suggests that the word "develop" be substituted
for the word "exploit" in the italicized sentence following the action
item as presented in the Strategic Plan.
Objective 1.5 Require
that all teaching assistants receive training before they teach a
course or a significant segment of a course.
Action Item 1.5a Provide suitable training through academic
departments, schools or the Teaching Institute for all teaching assistants.
Institute a procedure to certify that training has been completed.
The RTF approves the provision and certification of such training.
Action Item 1.5b Establish a comprehensive program to provide
support (other than teaching assistantships) for outstanding international
graduate students who need to develop proficiency in English before
they begin teaching.
This is currently accomplished through ITAP and UCAELI. With funds, this program
could be expanded to support additional students.
Objective 1.7 Identify
and prioritize existing and planned focal areas of research and other
creative endeavors to maximize effective use of scarce resources.
Encourage participation in the world marketplace of ideas.
Action Item 1.7a Develop a plan that identifies areas that
require significant University support and are of particular importance
to the University's future, and will establish priorities among them.
This will be reviewed by the External Advisory Board (Action Item
8.8a), trustees and faculty actively pursuing research and other
creative endeavors to review and develop a long-range plan.
The RTF believes that the establishment of research priorities should be made
in close consultation with such faculty bodies as the Research Council and the
Graduate Faculty Council.
Further discussion of this item may be found under Action Item 8.8a.
Action Item 1.7b Identify those areas in which the University
is, or has the potential to become, nationally and internationally
renowned.
The process of assessing the strengths of the units is currently being implemented
as a separate component of the Strategic Plan. Once this component is in place
and fully operational, each unit's areas of specific research expertise and capacity
will become apparent, from both the self-study the unit will complete and the assessment
document which will result at the completion of the assessment process.
A number of measures of a unit's activities in the research domain are already
collected and compiled as part of the annual report and the Academic Planning Initiative.
Such measures will continue to be collected in the future. These measures can be
placed in context by the unit's assessment narrative documents. In general, the
following measures, along with others to be determined, will be useful in assessing
a unit's record of research accomplishments and potential:
In the area of Published Scholarly Activity, evidence such as books, monographs,
journal articles, proceedings, and patents could serve as the basis for assessment.
For the arts, activities such as major performances, commissioned works, and exhibitions
could be considered. Presentations (both invited and contributed) could augment
the above items.
In the area of External Funding History, the amount and breadth of a unit's
external funding patterns, when such support is appropriate and available, could
be considered.
In the area of Scholarly Reputation, evidence derived from honors such as editorships,
memberships in learned societies, visiting professorships and other invited activities
could be considered.
Finally, the unit's history of productive collaborations could add insights
into its potential for future collaborative undertakings.
Beyond assessment of research expertise and capacity among the University's
constituent units, the University will be faced with the choice of multiple potential
research thrusts in the future. Some approach must be developed to arrange and
prioritize these choices. In doing so, one must also consider the potential growth
of the area and the potential benefit to the University. This would include an
assessment of the resources needed for the University to be a significant force
in any specific initiative.
In assessing the potential for a given initiative, one needs to answer questions
such as:
How does it fit within the tripartite mission of the University, i.e., education
of students, creation of new knowledge, and service to the community, state, and
nation?
How does it benefit the University itself, as well as the economic well-being
of the State? Moreover, what is its potential for generation of significant external
funding beyond the startup investment it may require of the University?
The answer need not be positive for all of these questions for the University
to place new or redirected resources in an area or a constituent unit, but the
questions need to be addressed.
When setting these priorities, we recommend that a strong peer-review model
(e.g., the Research Council model) be used as one step of the process. A second
step in the process should be consultation among the Vice-Provost for Research
and Economic Development, the leadership of the academic units under consideration,
and the Chancellor. Ultimately, the Chancellor should make the final decision.
Action Item 1.7c Each research area identified in 1.7b will
develop a long-range plan (strategic plan for new programs) that
outlines the required support for that research program and the projected
outcomes.
The RTF recommends the word "research" following "Each" be changed
to "program." Internal review will be critical elements in making distinctions
with reference to this action item. The Program Assessment Model should include
this.
Action Item 1.7d Within the budgeting process, develop a
resource allocation plan to provide consistent long-term financial
support for such areas as student research, fields where external
funding sources are very limited, equipment needs, faculty exchange,
travel, guest speakers, and research administration.
The RTF assumes the Resource Allocation Committee is considering this action
item.
Action Item 1.7e Develop incentives for faculty to conduct
research in areas that enhance University efforts to foster diversity
and a global perspective. Encourage international research collaborations.
See budget recommendations (Appendix B) with regard to amounts of seed funding
to support research in areas of diversity, global perspective and international
collaboration.
Objective 1.9 Enhance
the research support environment including support staff and
services, facilities, computer systems, equipment, and other
infrastructure components.
Action Item 1.9a Facilitate campus interaction to coordinate
resource allocation and provide services for research efforts outside
of Storrs, allowing appropriate autonomy.
If regional campus faculty are to be evaluated by similar standards as faculty
on the Storrs campus, these faculty should have access to similar services and
resources provided to the faculty in Storrs.
The recommendations that follow are meant to provide what is needed for regional
campus faculty to be successful with regard to research productivity.
1. E-mail/Internet access. All regional campus faculty should be provided with
access to e-mail, and the internet/world wide web. These capabilities, formerly
amenities, are now necessities for rapid transmission and receipt of data and information.
2. Library services. a) On-line media. CD-Rom and other dedicated media (e.g.,
Current Contents, Social Studies Citation Index) need to be made more broadly available,
either through the regional campus libraries, or preferably, through on-line servers
available via internet links to Babbidge. b) Print media (books, periodicals).
Because regional campus faculty must be physically at their teaching sites at least
two or three days a week, there is a need for remote access to main campus library
materials. We support the current efforts of the library staff to speed the transfer
of printed documents and books to regional campus sites from the Homer Babbidge
library.
3. The need for efficient transfer of materials goes beyond just library materials.
University documents, mail, supplies from Central Stores, laboratory wares and
other articles require timely and rapid transfer among campuses as well.
4. Access to Storrs. Regional campus faculty are members of Storrs-based departments.
Thus, though self-sufficiency at the regional campus site is necessary, isolation
is not the goal. Interaction with colleagues is vital to professional development.
We recommend that departments provide not only opportunities for interaction, but
physical space for regional campus faculty to "hang their hats" and plug
in their mobile computers when they are at Storrs.
5. Determine the feasibility of shuttle services for moving people between Regional
campus sites and Storrs. Interaction among various faculties may be enhanced by
providing opportunities for visits between campuses, that do not require that the
individuals have to drive themselves. Travelers could actually get some work done
on the commute. Perhaps library (2. and support services, 7.) deliveries could
be combined with this service to make in economically viable.
6. Research facilities. For the majority of faculty, research requires access
to libraries and other repositories of academic materials. For laboratory scientists,
however, the requirements for space and equipment are equally important. It is
inappropriate to hire faculty at regional campuses with the expectation that they
do research equivalent to that of their main campus colleagues, without providing
them with the equivalent facilities to carry out such research. We recommend that
the research needs of faculty in any field be explicitly considered when hiring
for regional campus vacancies.
7. Support services. Many categories of support staff and services, routinely
available to Storrs faculty, are more difficult to access for regional campus faculty.
These include Purchasing, Research Foundation, and various shops. We recommend
that steps be taken to make the availability of University services more fully
equivalent across campuses.
8. We recommend that the University explore the potential for audio-video links,
e.g., for participation in faculty meetings and seminars.
9. The University should explore arranging access to library facilities at other
Universities in the state, e.g., Yale, Wesleyan, Trinity, that are closer to regional
campus sites.
It is important to foster a spirit of interaction among all campuses consisting
of a two-way flow both to Storrs and from Storrs to the regional campuses.
Such an interaction would create a "community of scholars" that would
build a reciprocal spirit of collegiality.
Action Item 1.9b Develop organization for service delivery
(e.g., photocopying, typing, guest speakers, publication, advice
on patenting, disclosure, etc.) that is cost-effective and customer-oriented,
providing support for faculty and students conducting research.
Action Item 1.9c Develop, support and upgrade centralized
facilities to provide needed resources such as the library, computer
center, computer networks, Bishop Center, video conference facilities
and Technology Park.
Many of the services and resources targeted in these items either already exist
or are being planned. In the past, the Research Foundation (UCRF) has been the
office through which campus-wide research services and activities have been managed
and delivered. While, the RTF agrees with the Research Infrastructure Subcommittee
that improvements may be made in the ways business is conducted by this office,
it also agrees that wholesale restructuring of the research management and support
function is not warranted. The University budget should reflect the role and importance
of the following centralized services for research.
Following is a synopsis of the RTF's findings in this area (see Appendix D for
additional background and rationale).
1. Management of Recoverable Indirect Costs. The University
of Connecticut Research Foundation (UCRF) should continue to manage
all recoverable indirect cost revenues from research, training and
public service grants and contracts awarded to the University. These
funds should support only those activities that are directly related
to research.
2. Research Support Services. Some items featured in the
action items above are now allocated by the University of Connecticut
Research Foundation (UCRF) under the title of "Five Services" directly to department heads as "block
grants" who then administer them as appropriate. The costs of these "Five
Services" constitute basic support services for the general research mission
of the University, and thus are more appropriate to the operating funds than
as a cost to the UCRF.
3. Review of the Research Foundation Operations. In order for the University
of Connecticut to attain recognition as the research community it seeks and deserves,
a broad scale review of Sponsored Projects Administration to identify and solve
long standing past inefficiencies and bureaucratic problems is required. This review
should include outside consultation with special focus on identifying, on an institutional
basis, the special needs of the research enterprise of the University. This would
involve such things as analysis of the most appropriate reporting lines for certain
offices such as Grants and Contacts. This task force looks forward to recommendations
to be submitted by the UCRF Director (T. Giolas) and the Associate Vice President
for Finance and Business Affairs (D. Dreyfuss). It is expected that such recommendations
will involve specific restructuring of the processes involved in Sponsored Projects
Administration.
4. Provision of Information Concerning Research Funding. The UCRF should
continue to be the principal center through which faculty and students obtain the
necessary information for funding of research. Electronic resources should be better
developed to provide:
a. Search capability so that specific programs can be assessed directly without
reading through all the material;
b. On-line linkage to resources external to the University, i.e., a researcher
should be able to go from the UCRF abstract directly to the granting agency information
sources themselves;
c. A system that tailors grant information to specific researcher interest,
i.e. a system that automatically links researchers with specific grant opportunities
and then sends relevant information to each person.
The UCRF should also continue to encourage mentoring programs at the department,
college, and University levels to inform new faculty about the programs of the
UCRF.
5. Research Representation on University Bodies. The RTF believes that the
research community must be directly represented on those committees and governing
bodies which serve or impact it. This should be achieved by the Dean of the Graduate
School nominating research community members to serve on them.
6. Library. The research community should play a greater role (perhaps through
a peer review or advisory committee) in all decisions related to collection development
and access that have research ramifications. The RTF endorses the Library proposal
to enhance electronic connections to the regional campuses. Recognizing the concern
that some faculty have over commercial access to external personnel data bases,
the RTF suggests that the Library may be an appropriate unit to house a faculty
data base for the University.
7. Research Computing. Academic computing is first and foremost a service
function for teaching and research needs. Recognizing this principle, the Chancellor
should form a task force to address the computing needs of the research enterprise
of the faculty and students at the University. In addition, as part of the Research
Support Plan of the Computer Center, specific attention should be paid to identifying
software and hardware that supports publications graphics.
8. Video Conferencing. The RTF commends the upgrading of all instructional
areas, including the large lecture halls and the ongoing effort to make these
areas handicap accessible. It is important to provide adequate resources for
learning and research in residence halls as they are refurbished and new one are
constructed.
9. The Technology Park. Several features of the planned Technology
Park are important to the future prosperity of the research enterprise at the University.
Plans for the park include (a) flexible space for research; (b) enhanced technical
services; (c) conference facilities, including a hotel; and (d) enhanced ability
to establish stronger connections between researchers at the University and the
industry and technology of the State. The RTF fully endorses the concept of the
Technology Park, and urges that plans for its construction move forward at an accelerated
pace.
10. Accounting of University Research Resources. The RTF believes that the
University budget should reflect the role and importance of research, including
the centralized facilities. It recommends that the Dean of the Graduate School
identify and categorize the resources the University devotes to the support
of all facets of research. Actual expenditures associated with these resources would
be helpful in assessing the level of support for research at the University.
Objective 1.10 Enhance
external financial support for research.
Action Item 1.10a Increase faculty awareness of opportunities
to augment their research programs (travel, supplies, graduate assistants)
and salary through externally funded research grants.
The Research Foundation Annual Faculty Mentor Program provides an opportunity
for recently hired faculty to become acquainted with the services and programs
provided by the UCRF. The RTF supports the exploration of expanding services to
the faculty with regard to identifying state, federal and private fund sources
and potential research collaborations
Action Item 1.10b Organize visits to campus by federal and
state agency representatives to meet with faculty members engaged
in research compatible with agency funding priorities and support
visits by faculty to federal and state funding agencies.
Action Item 1.10c Provide an information clearing house function
to facilitate the development of interdisciplinary grant proposals
that include the intellectual, physical and monetary resources
from various University departments.
Action Item 1.10d Appoint a permanent liaison to work with
the state to develop, promote and oversee implementation of University-Industry
collaborations. This individual will act as research point person
with Governmental Relations.
Action Item 1.10e Include funding for research as one of
the objectives of Development efforts.
The above action items will be central to the role of the Vice Provost for Research
and Economic Development.
Objective 1.11 Improve
the Research Foundation's ability to support research efforts.
Action Item 1.11a Develop an allocation methodology that
is consistent with the University's research priorities.
Action Item 1.11b Provide seed funding to test new ideas
(for which external funding can eventually be obtained). Funds
to be allocated based on review of a committee composed of academic
and, if appropriate, commercial interests.
Action Item 1.11c Develop a pool of funds to provide bridge
financing for long term projects when gaps in external funding
occur. Funds will be allocated based on University priorities.
All recoverable indirect cost revenues managed by the UCRF should be distributed
directly by peer review panels, or indirectly by policies set by such panels
in consultation with the Dean of the Graduate School/Director of the Research Foundation.
This supports what is now in place with regard to the management of these
funds and the establishment of research priorities. Not only has it worked well,
but it has taken full advantage of the concept of shared governance, made the faculty
feel and act like full partners in appropriate aspects of research administration
of the University, and shielded the administration from appearance of unreasonable
partisanship. Should the administration choose to prioritize research areas
in any specific way, it is likely that the broad scale support for the current
programs by the researchers, including those generating indirect funds, would be
seriously threatened.
UCONN 2000 funds will do much to enhance the research capabilities of the University,
but there are no funds included for maintaining research facilities or for repairing
equipment. Specific allocations for these regularly required services must be built
into the operating budget.
An explicit commitment of operating funds to the Research Foundation for research
support is necessary if this is to be the top quality research institution it aspires
to be. Funds from grants alone are not sufficient to support the research enterprise.
Currently, recoverable indirect cost funds from external grants support several
parts of the overall University infrastructure that are not directly relevant to
research. The RTF recommends that alternate funding be identified for these five
non-research positions supported by the Research Foundation. This should be done
within five years, at the rate of one per year beginning in FY97.
The RTF recommends that the Chancellor's office match funding of the UCRF for
travel and "Five Services" beginning in FY97, with the Chancellor's office
paying an increasing amount each year, assuming full responsibility at the end
of five years.
STRATEGIC GOAL 2 Recruit and retain outstanding students, faculty and staff.
Objective 2.1 Specifically
define the indicators of potentially outstanding students for recruiting
purposes and establish enrollment targets.
Action Item 2.1a Develop criteria for admission of undergraduate
and graduate students that predict student success in an academically
challenging environment and that are responsive to the University's
commitment to enroll a diverse student body. Criteria should include
both traditional (such as SAT scores and class standings) and alternative
measures.
The RTF, in conjunction with the subcommittee composed of members of the Graduate
Faculty Council Admissions and Retention Committee (See Appendix D), recommends
that the Graduate School conduct a survey of Field of Study Coordinators
to ascertain what criteria best demonstrate success in their programs.
The results of the survey will be presented to the Graduate Faculty Council for
review and adoption of procedures that will lead to the recruitment of the most
talented students.
Objective 2.2 Aggressively
recruit students meeting our qualifications from both within and
outside the state in order to build applicant pools of sufficient
size and diversity to assure stable enrollments.
Note: Not all of the action items within objective 2.2 apply
to the graduate enterprise of the University. The Research Task
Force addressed only those activities where a graduate component
was called for and which would not likely be covered by other
committees.
Action Item 2.2a Create an Office of Enrollment Management
to coordinate recruitment, enrollment, retention and graduation
of students. This will centralize the efforts of recruitment, admissions,
scholarship, fellowship and financial aid so that the system
is user friendly, involves faculty and allows the University to offer
attractive and coherent packages to prospective students.
It is the understanding of the RTF that the Office of Enrollment Management
is planning to focus primarily, if not exclusively at the undergraduate
level. The management of graduate enrollment, as practiced by the University, is
quite decentralized and program dependent. Centralizing the enrollment decision
making at the graduate level would be both inappropriate and ineffective. The RTF
recommends that the present system of graduate enrollment management be continued,
with the proviso that the Graduate School increase its coordinating role among
the constituent fields of study. This coordination should result in greater sharing
of information and management procedures among the constituent admissions committees.
The RTF further recommends that the Graduate School be represented on the University
Enrollment Management Committee.
Action Item 2.2b The Office of Enrollment Management will
coordinate and develop programs to identify at-risk students,
provide assistance and increase retention.
At the graduate level, this function is now performed by the constituent fields
of study, with the oversight of the Graduate School. The RTF recommends
that this policy be continued.
Action Item 2.2c Continue to aggressively recruit and retain
graduate and undergraduate students in a manner consistent with our
multicultural objectives.
See Action Item 2.2h.
Action Item 2.2d Actively recruit and retain undergraduate
and graduate students who are first generation college students.
See Action Items 2.2h and 2.2j.
Action Item 2.2e Enlist volunteers to help promote the University
both within and outside the state. This volunteer corps will
consist of UConn alumni and parents of current students, as well
as other willing parties. These volunteers will receive training
by the University Admissions Office and will be updated on advances
within the University. They will attend high school, college, and
business open houses and career fairs as representatives of the University.
Graduate School personnel should work with the University Enrollment Management
Committee to implement this item at the graduate level.
Action Item 2.2f Research specific markets for potential
students, so that pertinent strengths can be stressed when recruiting.
The RTF recognizes that individual Fields of Study perform this function at
the graduate level through their research and scholarship and through interaction
of their faculties with professional colleagues. The Graduate School should
seek to enhance this interaction by sensitizing the constituent Fields
of Study to the need for such interaction, as appropriate.
Action Item 2.2g Develop a program to market the University
to potential students.
See Action Item 2.2f
Action Item 2.2h Participate in the various consortia whose
collective mission is to increase the diversity of the graduate student
population.
Given sufficient financial support from the Chancellor's Office, this task force
recommends that the Graduate School coordinate with departments, i.e. play
the catalyst and stimulate them to participate individually and collaboratively
in: (a)expanding consortia where appropriate in order to build/enlarge the minority
pool; and (b) experimenting with cluster recruitment at schools nationwide
as well as in the area; and (c) developing recruitment activities and presentations
that will target middle school as well as high school students.
Action Item 2.2i Through the admissions viewbook, articulate
areas of program strength, diversity and alumni success. (Action
Item 7.2c)
With appropriate funding, the Graduate School should update and reprint its
recruitment brochure, expanding it to cover the topics addressed by this
item.
Action Item 2.2j The Graduate School will assure extensive
contact with potential graduate students from underrepresented
groups by dedicating the responsibilities for this endeavor to an
individual or individuals skilled in managing such contact and interaction.
The RTF recommends permanent funding be provided to support a full time position
within the Graduate School that will focus on multicultural recruitment. Currently
a graduate student supported by funds provided by the President's Office is
employed 30 hours per week. This position is part of a multicultural recruitment
pilot project.
Action Item 2.2k Continue and expand summer programs (e.g.,
Minority High School Research Apprentice Program) and academic
year programs (e.g., Science Fair) to promote UConn to top high school
students and continuing undergraduate students, particularly
those from underrepresented populations.
The Graduate School should expand its efforts to establish summer research programs
among well-qualified undergraduate students, including those from underrepresented
populations. Such efforts are presently limited more by fiscal constraints
than by the shortage of either students or collaborative opportunities.
Action Item 2.2l Supply high schools in Connecticut with
a list of faculty who are willing to talk with potential students
regarding their special area of study and the University in general.
The RTF recommends that the Graduate School work with the Enrollment Management
Committee during its implementation of this Action Item.
Action Item 2.2m Participate in national and international
graduate school recruitment forums to provide information concerning
programs offered at the University of Connecticut.
Funds to support development of public relations materials to be used at recruitment
forums and on the internet should be provided. Also recommended is the allocation
of funds to support faculty and staff travel to attend recruitment conferences.
Action Item 2.2n Create opportunities for career development
and enhancement for adults by developing credit and non-credit certificate
programs.
The RTF recommends that the Graduate School continue to promote the development
of its graduate certificate programs when appropriate.
Objective 2.4 Create
an environment that is attractive to outstanding graduate students
and supports their intellectual efforts.
Note: The RTF believes that the quality of faculty at the University
is a significant element in the recruitment and retention of outstanding
students, and without quality faculty other measures directed toward
attracting outstanding graduate students will be less than successful.
Action Item 2.4a Streamline the process of accepting and
offering support to graduate students to allow departments to make
timely offers, to permit adequate opportunity to train teaching assistants,
and to ensure that graduate students are paid promptly.
Action Item 2.4b Refine resource allocation plans to increase
the ability of departments to make multi-year offers when admitting
doctoral students.
Based upon its review of the recommendations submitted by the Graduate Faculty
Council Admissions and Retention Committee, the RTF recommends that:
1. The Graduate School review the Graduate Application Process to facilitate
the fast-tracking of extraordinarily talented applicants;
2. The Graduate School study the current application for redesign with simplicity
as a primary consideration;
3. In conjunction with University Relations, the Graduate School investigate
participation in appropriate on-line resources that will best get information about
the University to the broadest audience possible;
4. The administration (a) make annual funding allocations to departments early
enough in the year to be competitive with offers students may receive from other
universities and (b) such allocations should cover multi (minimum of three) years
per student being offered support through assistantship;
5. The administration should establish special funding programs that (a) will
provide tuition waiver during the summer to graduate assistants taking courses
at UCONN and (b) will provide funds to cover travel and attendance at special courses
related to students' doctoral programs and/or cover travel and expenses for unique
trips needed to complete certain programs.
Action Item 2.4c Provide additional summer stipends to doctoral
students to allow them to continue their research. Stipends would
be supported through external and University funds.
See Action Item 2.4e.
Action Item 2.4d Provide research assistantships that are
renewable for up to six years to outstanding doctoral students. These
assistantships will be distributed by the Graduate School on a competitive
basis to provide a better balance of teaching and research experiences.
See Action Item 2.4e.
Action Item 2.4e Provide more predoctoral fellowship funds.
Based upon its review of the recommendations submitted by the RTF Student Support
Subcommittee (See Appendix E), the RTF recommends that:
1. The University of Connecticut put into place a series of graduate student
support packages devoted to research, to be used to augment those existing assistantships
devoted to teaching, not to replace them. These support packages are intended to
target the outstanding graduate students the University seeks to recruit, enroll,
and retain. Each package should include:
a. A graduate research assistantship of at least 50% time for the academic year;
b. Enough fellowship money or an additional assistantship commitment to bring
the level of support to the equivalent of 100% time (20 hr/week);
c. Summer support for three months at the same rate of pay as for the academic
year;
d. Academic year tuition waiver and 12-month health insurance;
e. Support for a duration of up to four years, with an additional two annual
renewals after that, contingent upon good progress to the doctoral degree.
2. The number of outstanding graduate student support packages to be created
should be targeted at 400.
3. Implementation of the recommended support packages should be phased in over
eight years, at a rate of 50/year. The award of a special support package should
be through a central office, perhaps the Graduate School, to assure appropriate
quality control and equitable distribution. The awarding office should establish
a target fraction of each program's full-time doctoral student cohort, to be used
to guide the allocation of support packages across all disciplines, balancing the
demands for each program both during the eight-year phase in and then on a steady
state basis.
STRATEGIC GOAL 6
Streamline administrative functions.
Objective 6.2 Organize
service functions to focus on the needs of the user.
Action Item 6.2d Coordinate the various aspects of research
including research funding, grants and contracts accounting, and
administration so as to facilitate information sharing and improved
efficiency. The target outcome is satisfactory responsiveness to
the research faculty regarding grant applications, approvals and
financial administration.
It is recommended that the Director of the Research Foundation (T. Giolas) and
the Associate Vice President for Finance and Administration (D. Dreyfuss) develop
guidelines, procedures and reasonable time tables with regard to the administration
of Sponsored Projects at the University.
STRATEGIC GOAL 7
Promote the University's role in fulfilling the needs of the
State, its citizens and its economic institutions.
Objective 7.2 Promote
the University's high standards and pursuit of excellence, particularly
to potential students.
Action Item 7.2 e Strengthen the Honors Convocation and other
programs recognizing outstanding undergraduate and graduate student
achievement. Use the occasion as an opportunity to promote achievement
to external audiences. With the Honors Director and the Graduate
School, develop a strategy and program for accomplishing this item.
Upon review of the recommendations submitted by the RTF Public Relations Subcommittee
(See Appendix E), RTF recommends the following with regard to the Honors Convocation:
1. Use the Honors Convocation as a forum for a well-known academic speaker such
as a Nobel Laureate, a prominent author, a college president or a particularly
successful University graduate. This speaker will help us make a statement about
what the University's goals and mission are, and will be a draw for students. It
will also be a point of pride for the University, and provide an opportunity to
draw on the rich resources of the State of Connecticut.
2. In order to keep the Honors Convocation ceremony short, distribute a list
as part of the program recognizing new members of academic honor societies. This
will give representation to all schools and further honor to scholars. Individual
schools, colleges or societies may wish to host reception for scholars after the
ceremony.
3. Establish academic categories that recognize the accomplishments of different
types of students. For example, establish a category for performing arts, art students,
etc. Single out these outstanding students and recognize them from the podium.
This will make the ceremony more personal, and will advertise students' triumphs.
Their stories should be used for publicity.
4. Provide a photo opportunity for students with the speaker at a reception
after the Honors Convocation.
5. Change the day of the Convocation to Sunday to make it more convenient for
parents and students.
6. Recognize outstanding graduate students at Commencement by establishing an
award for an outstanding theses. The award will be given based on a five page summary
(abstract) and a presentation and will be given in each of the five Research Council
categories, with the procedures and process determined by the Research Council.
Consider establishing a recognition program for performance degrees as no thesis
is required. Receptions after the ceremony should honor the winners.
7. Use the Honors Convocation to showcase the talent of our students where possible,
including a poetry reading, art exhibit or musical performance demonstrating students'
abilities.
8. Extend VIP invitations to the Honors Convocation to legislators, high school
guidance counselors of honorees, favorite teachers and professors (whose names
are submitted by the students) and in the case of graduate students, representatives
of their undergraduate schools.. Also invite corporate foundations or individual
donors who may have provided scholarship money to students. Encourage students
to make comments about their favorite teachers and use those comments in the program.
9. Honor students recognized at the Convocation should be written up in a feature
on the University's Web Page and featured in advertisements in the Daily Campus.
Objective 7.4 Recognize
and celebrate the accomplishments of the students, faculty, staff
and organizations of the University.
Action Item 7.4 Provide forums for showcasing research, providing
recognition and communicating new information.
The RTF recommends the following:
1. Refocus the fall Convocation as a University-wide event.
2. Use the fall University-wide Convocation to set the academic agenda for the
year. The Convocation should be used to recognize academic endeavors, and to set
the academic tone for students. It should feature a prominent speaker who becomes
an important part of students' college experience, and remarks by a student scholar.
Whenever possible, unique student talents should also be featured or recognized.
The convocation in the fall and the Honors Convocation in the spring should provide
balance for the academic year.
3. Establish a student-run peer review system to recognize undergraduate scholars.
Name a committee of students and a limited number of faculty annually to review
nominees submitted to a competition to recognize the top achievers. Publish a brochure
that highlights the achievements of all nominees. Students who deserve recognition
for outstanding academic achievement, public service, and University service, should
be recognized at a presidential reception with book awards and in advertisements
in the Daily Campus, and on the University's Web page.
4. Revive events that honor faculty scholarship.
5. Develop appropriate locations for people to gather on campus, and use them
as a town "square" -- places where a faculty or student string quartet
could perform for an hour, or a mini-lecture could be given. Potential locations
are the Waugh Sundial Garden, the Plaza of the Co-op, the Benton Garden, the Babbidge
Library Plaza, and the patio outside the Dodd Research Center, as well as inside
areas that can be used during inclement weather.
6. Host an arts fair in the spring for faculty/students/staff to showcase and
sell their work.
7. Prepare and disseminate a quarterly publication, such as a tabloid newspaper
or magazine, to provide stories about research being done at the University. This
publication, produced jointly by the Graduate School/Research Foundation and Institutional
Advancement, should have a companion Web page. The target audience for the publication
includes legislators, alumni, parents, students, business and industry, libraries,
and funding agencies. Consideration should be given to involvement from the Alumni
Association and to mailing to subscribers to the Connecticut Economy, as
this publication will show the University's support for the state's economic development.
8. Create a prospectus brochure showcasing alumni and their successes. This
brochure also should have a companion page on the Web.
9. Offer mini-lectures on a regular basis in Hartford, Stamford, and other locations,
including alumni chapter events out-of-state. Topics could include, for example,
black holes, beat poets, techniques for doing research and should feature some
of the University's best scholars. The lectures could be recorded and tapes distributed
to public and school libraries throughout Connecticut, and/or delivered through
electronic means.
10. Develop a traveling display that focuses on the University's contribution
to the state and its economy.
11. Work with Athletics to highlight research at athletic events. Consideration
should be given to handing out brochures or other materials or erecting a display.
12. Establish a president's committee to provide on-going programming to recognize
the outstanding achievement of both faculty and students. This committee needs
the support of the president and the flexibility to suggest doing different types
of events annually.
13. Explore the public relations potential of using recently graduated, well-known
scholars-athletes to promote the academic program.
Action Item 7.4 Promote recognition of graduate student achievements
in teaching, research and outreach through a newsletter to graduate
students or other means.
The RTF recommends the following:
1. Develop a special Web page to highlight graduate students and their works.
Each week a different student and department should be highlighted. Departments
should be responsible for submitting the information for this page. Promote the
page on campus and to high school students, alumni, corporate recruiters, and others
who might have an interest in our success. E-mail addresses of students should
be included on this Web page so recruiters may contact individuals of interest
to them.
2. Develop a chat room on the Web page to allow graduate students to talk with
each other.
3. Seek private sector support for cash prizes that could motivate outstanding
student performance. Establish a committee to determine how to recognize the scholarship
of graduate students, with special attention paid to accomplishments other than
the thesis.
4. Recruit graduate students to do distance learning mini- lectures for other
universities and high school students. This will provide another teaching experience
for students and showcase the University's talents.
5. Encourage departments to create competitions to recognize outstanding papers
and research projects. Prizes could include books, tickets to Jorgensen, savings
bonds, etc.
6. Encourage departments to include the accomplishments of graduate students
in their departmental or school newsletter; and provide regular features in the Advance about
graduate students.
STRATEGIC GOAL 8
Foster a sense of Partnership with the State.
Objective 8.8 Organize
and improve programs of interaction with external constituencies
focusing on transfer of knowledge to the community (University, state,
national, global).
Action Item 8.8 Establish an External Advisory Board that
includes state, industry and University participants to advise the
Provost in coordinating the focus of research and service efforts.
An external advisory board should be broadly composed of prominent leaders with
diverse backgrounds who will cultivate sponsors on a national and global level.
The RTF supports a board whose function would be advocacy on behalf of all areas
of research at the University. The RTF agreed that "setting directions in
research" should not be a function of such an advisory board, which would
unite this action item with Action Item 1.7a.
Action Item 8.8b The provost will conduct an in-depth study
of UConn's research and commercialization potential.
This is addressed by the University/Industry Interaction Committee. See Action
Item 8.8c.
Action Item 8.8c Implement a Statement of Policy for University-Industry
Interaction. (the current draft must be updated to increase attention
to commercialization of intellectual properties and encourage industrial
and other off-campus researchers to use the University's faculty
expertise and facilities).
Given the review process involved in developing the statement that will be forthcoming
from the 1995-96 University/Industry Interaction Committee in Summer 1996, the
RTF will endorse the committee as the body that will address and complete Action
Item 8.8c.
Action Item 8.8d Expand efforts to educate faculty and students
on the process and opportunities for commercialization of intellectual
property.
This action item is addressed within the discussion of the Office of Technology
Transfer.
Action Item 8.8e Integrate the goals of the Connecticut Technology
Park with those of the University to ensure that they complement
each other while retaining independence.
A liaison committee is currently in place working to coordinate the integration
of the University with the Connecticut Technology Park.
Action Item 8.8f Develop policies that encourage outreach
activities that benefit external audiences, e.g. faculty compensation
and evaluation incentives.
Consensus was not reached as to whether the committee should be specific in
addressing this action item or whether a more general/global approach should be
taken. It was agreed that T. Giolas would consult with the committee assigned to
consider Action Item 1.3b.
Action Item 8.8g Disseminate information on faculty expertise
to business and industry through vehicles such as the Best/North
America Database.
The RTF recommends that, given the funds, a faculty expertise book (hard copy)
be developed for the Storrs and Regional Campuses using the information in the Community
of Science.
Action Items 8.8h and 8.8i should be reworded as follows:
Action Item 8.8h Develop and encourage multi-disciplinary
research centers which cross schools and colleges and will effectively
serve external, as well as internal constituencies. These centers
should encourage both faculty and student participation. The mission,
budget and effectiveness of each center will be reviewed annually.
The Chancellor will work with the Deans and Directors to establish
procedures to assess the effectiveness and fiscal status of existing
centers and review proposals for new centers.
Action Item 8.8i Examine ways in which the University can
assist multi-disciplinary research centers which cross schools and
colleges in responding to their constituencies. Establish teams (e.g.,
Continuous Quality Improvement) to examine the roles and operations
of centers and recommend how to make them more effective.
RTF implementation recommendations for Action Items 8.8h and 8.8i are:
1. Encourage mechanisms for involvement of external constituencies in the roles
and operations of centers. This involvement could take the form of external advisory
boards and participation in appropriate University committees.
2. Increase coordination and communication with external and internal constituencies:
(a) Produce an annual report from the Chancellor's Office highlighting the major
roles and accomplishments of the cross-school multi-disciplinary research centers.
This informational document will target external constituencies, showcasing the
collective contributions of the centers.
(b) Produce annual reports from each major cross-school multi-disciplinary research
center reporting specific roles, operations and accomplishments. These documents
will inform external constituencies by detailing the activities and contributions
of the individual centers.
(c) Those centers that cross schools and colleges should report to the Chancellor's
Office to reinforce their coordination and management.
(d) Periodic meetings of the directors of these centers as a group should take
place to enhance their coordination and management.
(e) Occasional meetings of the directors of these cross-school centers with
the Research Council and relevant Field of Study Coordinators should take place
to increase internal communication among these groups.
Action Item 8.8j The RTF suggests that this action item be
reworded as follows:
Expand the current Office of Technology Transfer, including expertise in the
areas of biotechnology, engineering, life
sciences, physical sciences, business start-ups and interaction
with the investment community. The purpose is to more effectively promote the commercialization
of research results through both technology licensing and the formation of new
business to assure that the University optimize its financial return on its assets.
A plan to expand the current Office of Technology Transfer is forthcoming. T.
Giolas is developing a proposal in conjunction with M. Emmert and L. Cutler.
Action Item 8.8k Provide seed funding to test new ideas.
See Action Item 1.11b.
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