BREAK DISCUSSION In what ways can life-space

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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, Ph. D Richard Karp, Ph. D Anthony Perzigian, Ph. D Jane Henney, MD

Lawrence J. Johnson, Ph. D Dean College of Education, Criminal Justice, and Human Services

Town Hall Data

Summary of Input Session data l l l 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

Town Hall Data and Input Data

Using questions as a way to structure the Academic Plan l What? l Why? l Where? l How? l Imperatives? l Enablers? l Next Steps?

What and why? l What are we doing in the 21 st century? – University of Cincinnati -- Leading in the 21 st century l Why are we leading in the 21 st century? – University of Cincinnati -- Making a difference in the 21 st century.

Richard Karp, Ph. D Chair of the Faculty Senate

Where will we make a difference? l Within the UC community l In our local community l In the national community l In the international community

In the UC community Fostering a unified sense of community and place among students, faculty, and staff l Creating a new “UC way” to engender greater student centeredness and support l Promoting diversity and cross cultural competence l

In our local community l l l 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 l Addressing national challenges through our research l Being a destination of choice for the most talented students l Having significant national partnerships l

In the international community Earning international recognition for excellent programs, faculty, and students l Responding to international challenges through our research l Being a destination of choice for the most talented international students l Having significant partnerships with international governments, educational units, and businesses l

Anthony J. Perzigian, Ph. D Senior Vice President and Provost for Baccalaureate and Graduate Education

How will we make a difference? l Through: Leadership activities – Scholarship and our expertise in teaching, research, and creative works – Deep partnerships – Commitment to citizenship and social justice –

Leadership l l l 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) l 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) l 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 21 st 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 l Developing significant public and private partnerships in the local, national, and international community l

Through our commitment to citizenship and social justice Creating think tanks that tackle significant social problems l Promoting respect for diversity, civic engagement and social responsibility within and outside of the University. l Fostering safety and justice locally, nationally, and internationally l

Jane Henney, MD Senior Vice President and Provost for Health Affairs East Campus Medical Center

What are the imperatives? We are: l student centered l 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: l revenue generating l accountable

What are the enablers for success? l l l l 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

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What are our next steps? Nancy Zimpher Ph. D President

Next Steps: A work in progress 1) The four “Ships”: Leadership, Scholarship, Partnership, Citizenship Enhanced Selectivity with Clear Access Pathways 3) Recruiting the Most Talented Students 4) Domestic and International Exchange Programs 2)

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 To Recruit and Retain a World Class Faculty 11) “Teaching as Scholarship” 12) Promoting Diversity and Cultural Competence – Developing “One Community” 13) Creating the “UC way” 10)

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 “Operation Pipeline” 19) UC as a Community 20) UC as an “Economic Engine” 21) “Cincinnati Healthy” 18)

Discussion Assignments by 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