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)

TIMELINE FOR RESTRUCTURING

“We are standing at the threshold of excellence. Let’s move forward!

ACADEMIC RENEWAL (QEPAR) 2006-2008: A CONTINUUM

Now, it’s up to us… the administration, faculty and staff

to accept the challenge byembracing change and not fearing

it!