1. BREAK

2. DISCUSSION: In what ways can life-space and academic planning support community life at UC?

3. The What, Why, Where, and How of the Academic Plan Lawrence Johnson, PhD Richard Karp, PhD Anthony Perzigian, PhD Jane Henney, MD

4. Lawrence J. Johnson, PhD Dean College of Education, Criminal Justice, and Human Services

5. Town Hall Data

13. 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

14. Town Hall Data and Input Data

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

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

17. Richard Karp, PhD Chair of the Faculty Senate

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

19. 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

20. 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

21. 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

22. 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

23. Anthony J. Perzigian, PhD Senior Vice President and Provost for Baccalaureate and Graduate Education

24. 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

25. 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

26. 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

27. 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 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

28. 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

29. 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

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

31. What are the imperatives? We are: student centered collaborative (cross-college, business, community, etc.)

32. 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

33. What are the imperatives? We are: revenue generating accountable

34. 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

35. BREAK

36. What are our next steps? Nancy Zimpher PhD President

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

38. Next Steps: A work in progress 5) A Strong East West Campus Connection 6) High Profile Interdisciplinary Research Centers 7) Develop the “UC Research Challenge Program” 8) Experiential Learning 9) To a Sense of “Place” at UC

39. Next Steps: A work in progress 10) 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”

40. Next Steps: A work in progress 14) 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

41. Next Steps: A work in progress 18) “Operation Pipeline” 19) UC as a Community 20) UC as an “Economic Engine” 21) “Cincinnati Healthy”

42. Discussion Assignments by Table Table 2 & 9 & 16: Steps 1-3 Table 3 & 10 & 17: Steps 4-6 Table 4 & 11: Steps 7-9 Table 5 & 12: Steps 10-12 Table 6 & 13: Steps 13-15 Table 7 & 14: Steps 16-18 Table 8 & 15: Steps 19-21

43. PROCESS FOR MOVING FORWARD: STRATEGIC AFFINITY GROUPS