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ACADEMIC AND STUDENT AFFAIRS COMMITTEE February 15, 2010 Rosemary R. Haggett

Strategic Planning for Raising the Stature of UT Undergraduate and Nonprofessional Graduate Programs. ACADEMIC AND STUDENT AFFAIRS COMMITTEE February 15, 2010 Rosemary R. Haggett Provost and Executive Vice President for Academic Affairs. BOT Resolution 10-01-01.

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ACADEMIC AND STUDENT AFFAIRS COMMITTEE February 15, 2010 Rosemary R. Haggett

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  1. Strategic Planning for Raising the Stature of UT Undergraduate and Nonprofessional Graduate Programs ACADEMIC AND STUDENT AFFAIRS COMMITTEE February 15, 2010 Rosemary R. Haggett Provost and Executive Vice President for Academic Affairs

  2. BOT Resolution 10-01-01 • NOW, THEREFORE, BE IT RESOLVED that the University of Toledo Board of Trustees charges the President to work, as appropriate, with administrators, faculty and staff to accelerate fundamental, transformational and sustainable change to elevate the stature of undergraduate and non-professional graduate programs during fiscal years 2010-11 to create a vibrant institution thriving into the 21st century.

  3. Directions GoalI and Goal II • Many objectives in Directions Goal I (undergraduate) and Goal II (graduate education) addressed • undergraduate population of 20,000 students • “portal of entry” and raising college admission standards* • scope of distance learning • interdisciplinary programs and majors • enhanced student success and retention programs • increased opportunities for real world experiences

  4. Recalibrating Directions 2007: Directions 2010 • Context workgroups, included one addressing the “Education Revolution”, reported on Jan 29 • Goal workgroups are now evaluating all 6 goals of Directions 2007, including GoalsI and II • Will report on Feb 22 on • Which goals they are keeping • Which goals they are deleting • Which goals they are revising • New goals that need to be added.

  5. “…fundamental, transformational, and sustainable change…”

  6. “…fundamental, transformational, and sustainable change…” • Fundamental: relating to or affecting the underlying principles of something • Transformational: a shift in the culture of an organization resulting from a change in the strategy and processes that the organization has used in the past. A transformational change is designed to be organization wide and enacted over a period of time. • Sustainable: [Change] that endures and is able to maintain, or support, the momentum and growth of the improvement targets.

  7. Some strategies for fundamental, transformational and sustainable change • New organizational structure • New curricular guarantees • Unique new degrees and delivery options • New expectations for faculty scholarly accomplishments

  8. Strategy: New organizational structure

  9. University of the Future Initiative • Transform the classical university structure (colleges/departments) to schools that reflects 21st century “grand challenges”, not classical discipline. • Create distinct interdisciplinary centers and professional preparation units focused on priorities and areas of excellence • Restructure curricula in each school to merge previously autonomous areas of study • Cluster multiple areas of studies and specializations into larger transdisciplinary “faculties”

  10. ASU: “A New American University”

  11. Strategy: New curricular guarantees

  12. A new “UT Guarantee” 1. Guaranteedactive learning and a blendedapproach using technology in all classes • Learning Ventures will lead the way • “Learning-Centered” paradigm • Community building technologies • Response and feedback • Twitter, IM, “clickers” • “Just in time teaching” • Web 2.0: Social Networks

  13. A new “UT Guarantee” 2. Guaranteed competencies in all graduates • Both content knowledge and critical skills • Competencies mapped to core and major courses • Integration of transportable skills across the curriculum • Competencies certified through graduation portfolios

  14. Strategy: Unique new degrees and delivery options

  15. Unique degrees to attract new students and meet industry needs • Professional Science Masters (PSM) • PSM in Photovoltaics will launch Fall 2010 • PSMs under discussion • Bioinformatics • Biotechnology • Environmental Policy

  16. Fast Track to graduation • Three-year baccalaureate degrees • A faster, more economical path to the workforce or post-baccalaureate education • Summer semester instead of a “summer off” • Better utilization of UT facilities

  17. UT Honors Program becomesUT Honors College • Re-brand the Honors Program as a “new and enhanced” Honors experience • Recruitment tool to attract the best and the brightest • Direct linkages to academic enrichment (undergraduate research, study abroad, study away, service learning)

  18. UT College of Adult and Lifelong Learning (CALL) Vision: to be one of the premiere and most distinguished universities in Ohio and beyond for serving adult learners who desire career and academic preparation. • Unique programs and services such as: • Prior Learning Assessment (PLA) • Life Coaches • Financial planning • Coming Fall 2010

  19. Strategy: New expectations for faculty scholarly accomplishments • “Research” that requires diverse and innovative strategies and emphasizes relationships with students, colleagues and community • Transformation: Support/reward scholarship focused on • Teaching • Integration • Engagement in addition to traditional Discovery

  20. “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” Charles Darwin

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