Presentation on theme: "ACADEMIC RENEWAL (QEPAR) 2006-2008: A CONTINUUM RESTRUCTURING PLAN March 17, 2006 GREGORY S. CHAN, Ed.D. Provost of the University & Chief Academic Officer."— Presentation transcript:
ACADEMIC RENEWAL (QEPAR) : A CONTINUUM RESTRUCTURING PLAN March 17, 2006 GREGORY S. CHAN, Ed.D. Provost of the University & Chief Academic Officer
WHY NOW? President’s Focus Goals Increase enrollment through retention and marketing effectiveness. 5.5Improve fiscal, physical, and personnel resource reallocation for efficiency, equity and excellence. “ With the passing of time, after listening to the concerns of the president, trustees, senior staff, and most importantly, the faculty, I became fully aware of the immediate need for “academic renewal.” An academic renewal will take the University and our academic programs to a higher level of excellence, allowing us to gain national recognition and financial independence from a solely tuition- driven base.” Gregory Chan
PROVOST’S FOCUSED AREAS OF LEADERSHIP ( ) New Academic Structure New Academic Initiatives Financial Sustainability and Stability Student Recruitment, Retention, Graduation
PROVOST’S WORKING GOALS ( ) Actualize President’s Plus 25% Plan & Strategic Goals Commit to Shared-governance Implement the Restructuring Plan Use Program Reviews to Improve Program Quality Enhance Faculty and Staff Development Strengthen Financial Vitality Improve Academic Services
RESEARCH SCHOOLSCOLLEGES INSTITUTES De Paul University, Il5310 Canisius College, NY212 Catholic University of America, DC1122 Seattle University, WA356 Fordham University, NY655 St. Vincent College, NY400 Gonzaga University, WA514 Niagara University, NY041 St. Ambrose University, IA041
CONSULTATION PROCESS Initiation of restructuring by Fr. McCloskey 2000Submission of Restructuring Summary by Dr. Robinson Chair, Ad Hoc Taskforce Aug. 2001Appointment of Dr. Gregory Chan Jan. 2003Phase One of Quality Enhancement Planning for Academic Renewal (QEPAR) Feb. 2003Report from Org. Structure & Leadership by Dr. Robinson and Dr. Weinberg, Co-chairs of QEPAR Ad Hoc Taskforce Feb. 2003Endorsement of QEPAR by the Board of TrusteesAcademic Affairs Committee. July 2005Vice President for Academic Affairs appointed Provost
Sept. 2005Presidential directive for a new structure as a step towards a higher level of excellence Jan. 2006Msgr. Casale announced in a Faculty Forum meeting that Provost will present the new academic structure in March, 2006 Jan. 2006Distribution of “Institutional Foundations of Academic Restructuring” to STU Community Jan-March, 2006Input and consultation with faculty and staff March 9, 2006Senior Staff endorsed Restructuring Plan March 17, 2006Announcement of Restructuring Plan to the STU Community
“ An educational institution within a university for the purposes of organizing its own affairs.” COLLEGE College is defined as an institution of higher learning that grants the undergraduate & graduate degrees in liberal arts or science or both.
“ A teaching community devoted to particular studies, often part of a university.” SCHOOL The key characteristic for the designation of "school" is based on its specialized degree offerings.
“An institution for learning and research, and may offer social and educational activities.” INSTITUTE An institution or society established within St. Thomas University for the promotion of learning, and other Activities that promote the arts, sciences and culture.
BENEFITS OF A NEW ACADEMIC STRUCTURE WHAT ARE THE BENEFITS OF ESTABLISHING ACADEMIC COLLEGES, SCHOOLS AND INSTITUTES? Improve quality of programs and add new programs Reposition the institution Intensify partnerships with Student Services and Admissions Academic Affairs will now also be responsible for recruiting and retaining students.
… BENEFITS OF ESTABLISHING ACADEMIC COLLEGES, SCHOOLS AND INSTITUTES? College, Schools, and Institutes establish unit goals and benchmarks: Level of performance Accountability Growth plan College, Schools, and Institutes define autonomy and reward system, based on University mission and Presidential priorities: Local budget control Revenues & Expenditures
WHAT WILL HAPPEN TO THE ACADEMIC DEPARTMENTS AND PROGRAM COORDINATORS? Academic programs will be headed by a coordinator reporting to the chair. Each department will be headed by a chair reporting to an academic dean. All current program coordinators and department chairs will continue their leadership roles throughout the academic year, and most likely throughout the transitional academic year.
WHAT ARE THE BENEFITS TO THE ACADEMIC DEPARTMENTS? A clearer chain of command and greater accountability. More administrative support to increase enrollment, develop evening, weekend offering. Create new learning options for students through partnerships, such as 2+2 programs. A certain percentage of the additional income, resulting from performance output that exceeds the base outcomes, will be reallocated to the unit as in-house discretionary funds to be used for: Faculty development New program development Unit improvements
WHAT ARE THE BENEFITS TO THE FACULTY? Increase program quality and accountability Unit-based budget participation and control Funding for faculty development Reward for excellence WHAT ARE THE BENEFITS TO THE STAFF? Renewed spirit Restored sense of belonging Heightened sense of job security Sense of personal accomplishment and pride More advancement opportunities
WHAT ARE THE BENEFITS TO THE STUDENTS? Funding will be available for academic services, i.e. writing center, advising center, etc., which will improve student retention. New facilities for learning and living will also improve student satisfaction. The new structure will provide: Discipline focused dean to support the student’s major Retention of quality students, Healthy competition among college and schools to retain students Focused faculty involvement in student recruitment, orientation, instruction, and advising More student engagement School-based scholarship and award opportunities
WHAT ARE THE FINANCIAL BENEFITS? Having this structure will afford the University greater “financial stability” thereby addressing one of the most imperative components of a stable institution. Fund-raising opportunities include: Colleges, schools and Institutes can be named after corporations and/or individuals. Each college, schools and institutes can endow chairs, have targeted fund-raising activities, and collaborate effectively with admissions in enrollment campaigns. The new structure will help attract more endowment for scholarship programs. Colleges, schools and institutes can raise endowment dollars.
During the transitional period, the Provost and transitional team facilitators will work with other divisions, such as the Office of University Advancement, to raise funds for the new academic structure. $75,000 Seed money for transitional period FINANCIAL IMPLICATIONS?
In Conclusion : WHAT ARE THE BENEFITS OF A NEW ACADEMIC STRUCTURE? More autonomy and reward to academic units that enhance: Student Success Faculty Teaching Research and Service Resource Management Program Growth Entrepreneurship
THE NEW ACADEMIC STRUCTURE OFFICE OF THE PROVOST PROVOST OF THE UNIVERSITY & CHIEF ACADEMIC OFFICER ASSOCIATE PROVOST FOR ACADEMIC SUPPORT SERVICES ASSISTANT PROVOST FOR RECORDS & ACADEMIC COMPUTING DIRECTOR, OFFICE OF THE PROVOST
DEAN, BISCAYNE COLLEGE ALL ACADEMIC FOUNDATIONS DEPT. OF ENGLISH & HUMANITIES DEPT. OF HISTORY, PHILOSOPHY & GLOBAL STUDIES DEPT. OF SOCIAL SCIENCES & COUNSELING
DEAN, SCHOOL OF PASTORAL MINISTRIES & RELIGIOUS STUDIES DEPT. OF RELIGIOUS STUDIES INSTITUTE FOR PASTORAL MINISTRIES
DEAN, SCHOOL OF BUSINESS DEPT. OF BUSINESS ADMINISTRATION DEPT. OF MANAGEMENT DEPT. OF PROFESSIONAL STUDIES (Pending) DEPT. OF FINANCE AND ACCOUNTANCY (Proposed) INSTITUTE OF GLOBAL ENTREPRENEURSHIP (Proposed)
DEAN, SCHOOL OF SCIENCE, TECHNOLOGY & ENGINEERING MANAGEMENT DEPT. OF NATURAL SCIENCES, MATHEMATICS & COMPUTER SCIENCE CARNIVAL CRUISE LINES SCIENCE & TECHNOLOGY BUILDING
DEAN, SCHOOL OF LEADERSHIP STUDIES DEPT. OF EDUCATION INSTITUTE OF SPORTS AND ENTERTAINMENT MANAGEMENT (Executive Director) INSTITUTE OF COMMUNICATION & MEDIA (Executive Director)
TIMELINE FOR RESTRUCTURING
“We are standing at the threshold of excellence. Let’s move forward! ACADEMIC RENEWAL (QEPAR) : A CONTINUUM Now, it’s up to us… the administration, faculty and staff to accept the challenge by embracing change and not fearing it!