academic renewal (qepar) 2006-2008: a continuum restructuring plan march 17, 2006 gregory s. chan,...
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ACADEMIC RENEWAL (QEPAR) 2006-2008: A CONTINUUM
RESTRUCTURING PLANMarch 17, 2006
GREGORY S. CHAN, Ed.D.
Provost of the University & Chief Academic Officer
WHY NOW? President’s Focus Goals 2005-2006
5.4 Increase enrollment through retention and marketing effectiveness.5.5 Improve 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 (2006-2008)
New Academic Structure New Academic Initiatives Financial Sustainability and Stability Student Recruitment, Retention,
Graduation
PROVOST’S WORKINGGOALS (2006-2008)
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 SCHOOLS
COLLEGES
INSTITUTE
S
De Paul University, Il 5 3 10
Canisius College, NY 2 1 2
Catholic University of America, DC
11 2 2
Seattle University, WA 3 5 6
Fordham University, NY 6 5 5
St. Vincent College, NY 4 0 0
Gonzaga University, WA 5 1 4
Niagara University, NY 0 4 1
St. Ambrose University, IA 0 4 1
CONSULTATION PROCESS1999-2001 Initiation of restructuring by Fr. McCloskey2000 Submission of Restructuring Summary by
Dr. RobinsonChair, Ad Hoc Taskforce
Aug. 2001 Appointment of Dr. Gregory ChanJan. 2003 Phase One of Quality Enhancement
Planning for Academic Renewal (QEPAR) Feb. 2003 Report from Org. Structure & Leadership by
Dr. Robinson and Dr. Weinberg, Co-chairs of QEPAR Ad Hoc Taskforce
Feb. 2003 Endorsement of QEPAR by the Board of Trustees Academic Affairs Committee.
July 2005 Vice President for Academic Affairs appointed Provost
July 2005 Vice President for Academic Affairs appointed Provost
Sept. 2005 Presidential directive for a new structure as a step towards a higher level of excellence
Jan. 2006 Msgr. Casale announced in a Faculty Forum meeting that Provost will present the new
academic structure in March, 2006
Jan. 2006 Distribution of “Institutional Foundations of Academic Restructuring” to STU Community
Jan-March, 2006 Input and consultation with faculty and staff
March 9, 2006 Senior Staff endorsed Restructuring Plan
March 17, 2006 Announcement of Restructuring Plan to the STU Community
“An educational institution within a university for the purposes of organizing its own
affairs.”
COLLEGECollege 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.”
SCHOOLThe 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.”
INSTITUTEAn 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 AccountabilityGrowth plan
College, Schools, and Institutes define autonomy and reward system, based on University mission and Presidential priorities: Local budget controlRevenues & 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 2005-2006academic year, and most likely throughout the transitional 2006-2007 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 majorRetention of quality students, Healthy competition among college and schools to retain students Focused faculty involvement in student recruitment, orientation, instruction, and advisingMore student engagementSchool-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.
$75,000Seed 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 SuccessFaculty TeachingResearch and ServiceResource ManagementProgram GrowthEntrepreneurship
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)