BREAK
DISCUSSION:
In what ways can life-space and
academic planning support
community life at UC?
The What, Why, Where, and How
of the Academic Plan
Lawrence Johnson, PhD
Richard Karp, PhD
Anthony Perzigian, PhD
Jane Henney, MD
Lawrence J. Johnson, PhD
Dean
College of Education, Criminal
Justice, and Human Services
Town Hall Data
Overall Rating of Session
62
.6
.9
68
75
TH 2
50
0
.2
.2
17
2
10
25
18
21
.1
TH 3
0
Percentage
100
Poor
Satisf.
Very
Good
Outstand.
Town Hall Data
Rating of Facilities and Arrangements
1
6.
7
10
.9
25
0
.6
33
50
.3
42
45
.5
60
75
0
Percentage
100
Poor
Satisf.
Very
Good
Outstand.
TH 2
TH 3
is
a
14.8
28
59.1
51
50
.
gr
ee
21.6
17
75
St
r.
A
A
.
3.4
2
1.1
2
0
0
25
Sm
w
.A
.
gr
ee
Sm
w
.D
D
.
0
St
r.
D
Percentage
Town Hall Data
Comfort in Expressing Ideas
100
TH 2
TH 3
Town Hall Data
My Most Important Ideas Were Expressed in
This Setting
62.6
65.3
75
.
St
r.
A
A
gr
ee
5
Sm
w
.A
.
0
1
.
Sm
w
.D
D
is
a
gr
ee
.
0
0
0
0
11
25
0
TH 2
TH 3
26.4
28.7
50
St
r.
D
Percentage
100
Town Hall Data
Ideas Were Accurately Incorporated Into
Session Summary
25.8
29.7
.
St
r.
A
A
gr
ee
24.7
13.9
.
Sm
w
.A
.
gr
ee
is
a
D
Sm
w
.D
0
0
.
0
2.2
0
25
3.4
1
50
43.8
55.4
75
St
r.
D
Percentage
100
TH 2
TH 3
Town Hall Data
Facilitator Did A Good Job of Keeping Session
Focused
.
St
r.
A
A
gr
ee
11.6
10.2
.
Sm
w
.A
.
gr
ee
is
a
D
Sm
w
.D
0
0
.
0
1.2
0
25
1.2
4.1
50
40.7
39.8
45.3
45.9
75
St
r.
D
Percentage
100
TH 2
TH 3
Town Hall Data
The Comprehensive Academic Planning
Process is Progressing as I Expected
51.1
60.4
75
.
St
r.
A
gr
ee
A
Sm
w
.A
.
6.7
2.1
.
gr
ee
is
a
D
Sm
w
.D
0
1
.
0
1.1
1
25
11.1
14.6
30
20.8
50
St
r.
D
Percentage
100
TH 2
TH 3
Score
Town Hall Data
6
5.5
5
4.5
4
3.5
3
2.5
2
1.5
1
TH 2
TH 3
Item 3
Item 4
Item 5
Item 6
Item 7
Summary of Input Session data






47 input sessions have been completed as of
today
9 more input sessions are scheduled
1,592 individuals have participated in input
sessions (students, alumni, faculty,
administrators, community leaders)
200+ individuals have provided written feedback
6,190 hits on the website
Over 300 pages of notes and feedback generated
Score
Town Hall Data and Input Data
6
5.5
5
4.5
4
3.5
3
2.5
2
1.5
1
5.12
5.35
5.07
5.29
4.77
TH 2
TH 3
Input
Item 3
Item 4
Item 5
Item 6
Item 7
Using questions as a way to
structure the Academic Plan
What?
 Why?
 Where?
 How?
 Imperatives?
 Enablers?
 Next Steps?

What and why?

What are we doing in the 21st
century?
–

University of Cincinnati -- Leading in the
21st century
Why are we leading in the 21st
century?
–
University of Cincinnati -- Making a
difference in the 21st century.
Richard Karp, PhD
Chair of the Faculty Senate
Where will we make a
difference?
Within the UC community
 In our local community
 In the national community
 In the international community

In the UC community

Fostering a unified sense of community
and place among students, faculty, and
staff
 Creating a new “UC way” to engender
greater student centeredness and support
 Promoting diversity and cross cultural
competence
In our local community






Fostering revitalization and economic
development
Creating opportunity and access for the
community
Becoming a critical component of a PK-16
educational system
Fostering lifelong learning among all community
members
Providing excellent graduates
Promoting our UC community as a desirable
destination for the city
In the national community

Earning national recognition for excellent
programs, faculty, and students
 Addressing national challenges through
our research
 Being a destination of choice for the most
talented students
 Having significant national partnerships
In the international community

Earning international recognition for
excellent programs, faculty, and students
 Responding to international challenges
through our research
 Being a destination of choice for the most
talented international students
 Having significant partnerships with
international governments, educational
units, and businesses
Anthony J. Perzigian, PhD
Senior Vice President and Provost
for Baccalaureate and Graduate
Education
How will we make a difference?

Through:
–
Leadership activities
– Scholarship and our expertise in
teaching, research, and creative works
– Deep partnerships
– Commitment to citizenship and social
justice
Leadership





Leadership skills among students, faculty,
administrators, and staff
Memberships on local boards and committees
Strong governmental relationships (local, national,
and international)
Leadership in professional organizations (local,
national, and international)
Leadership in academic and scientific disciplines
Scholarship (research)

Through our excellence in research
and creative works
–
Focus on on innovations that result in
leading-edge research advances
– Highlight and emphasize translational
research
– Foster structures and incentives that
encourage interdisciplinary research
Scholarship (teaching and
learning)

Through our excellence in teaching
and learning
–
–
–
–
–
–
–
Affirming liberal education as fundamental to our core
Creating stronger bridges between A&S and the
professional programs
Engaging in problem-based and experiential learning
Being nationally known for engendering cultural
competence
Utilizing varied instructional delivery systems to meet the
changing expectations of 21st century students
Creating more selective programs that attract the best
students locally, nationally and internationally
Having clear access pathways for our selective programs
Through our deep partnerships

Cultivating strong interdisciplinary linkages
within and between colleges and
campuses
 Developing significant public and private
partnerships in the local, national, and
international community
Through our commitment to
citizenship and social justice

Creating think tanks that tackle significant
social problems
 Promoting respect for diversity, civic
engagement and social responsibility
within and outside of the University.
 Fostering safety and justice locally,
nationally, and internationally
Jane Henney, MD
Senior Vice President and Provost
for Health Affairs
East Campus Medical Center
What are the imperatives?
We are:
 student centered
 collaborative (cross-college,
business, community, etc.)
What are the imperatives?


We foster real world and experiential
learning
We are committed to:
–
excellent teaching and learning
– the advancement of research
– diversity and cultural competence
– the advancement of society
What are the imperatives?
We are:
 revenue generating
 accountable
What are the enablers for
success?







Excellent students
A world-class faculty
Financial stability
Deep partnerships
Effective business models
A remarkable infrastructure and services
Leading-edge technology for instruction,
research, and creative works
BREAK
What are our next steps?
Nancy Zimpher PhD
President
Next Steps: A work in progress
1)
The four “Ships”: Leadership,
Scholarship, Partnership, Citizenship
2)
3)
4)
Enhanced Selectivity with Clear
Access Pathways
Recruiting the Most Talented
Students
Domestic and International
Exchange Programs
Next Steps: A work in progress
5)
6)
7)
8)
9)
A Strong East West Campus
Connection
High Profile Interdisciplinary
Research Centers
Develop the “UC Research
Challenge Program”
Experiential Learning
To a Sense of “Place” at UC
Next Steps: A work in progress
10)
11)
12)
13)
To Recruit and Retain a World
Class Faculty
“Teaching as Scholarship”
Promoting Diversity and Cultural
Competence – Developing “One
Community”
Creating the “UC way”
Next Steps: A work in progress
Greater Community Linkages – Create a
“Front Door” at UC and Develop
“Destination Uptown”
15) Split Faculty Appointments with Civic,
Arts, and Governmental Agencies
16) Enhance Revenue Generation
17) A Fully Developed Performance Based
Budgeting System
14)
Next Steps: A work in progress
18)
19)
20)
21)
“Operation Pipeline”
UC as a Community
UC as an “Economic Engine”
“Cincinnati Healthy”
Discussion Assignments
by Table
Table 2 & 9 & 16:
Table 3 & 10 & 17:
Table 4 & 11:
Table 5 & 12:
Table 6 & 13:
Table 7 & 14:
Table 8 & 15:
Steps 1-3
Steps 4-6
Steps 7-9
Steps 10-12
Steps 13-15
Steps 16-18
Steps 19-21
PROCESS FOR MOVING
FORWARD:
STRATEGIC
AFFINITY GROUPS