Uc2019u: Strategy for Excellence in Doctoral Education

UC2019▶: Strategy for Excellence in Doctoral Education

[Doctoral Program Name] Program Strategy and Position Document

Version 1.0 [Date Completed]

Report Submitted By: [Name] Graduate Program Director

Report Approved By: [Name] Department/School Head Program Strategy and Position Document

Introduction and Overview

The Provost has charged the Dean of the Graduate School to conduct a comprehensive evaluation of all research-based doctoral programs, with the objective of identifying and strengthening those programs that will play a key role in the attainment of the UC2019▶ goals ( UC2019 ▶ Website).

To meet this charge, the Dean of the Graduate School in consultation with the Graduate Council, the Academic Operations Committee, and the Graduate Leadership Group has developed a process entitled UC2019▶: Strategy for Excellence in Doctoral Education.

As part of the process for developing a Strategy for Excellence, each doctoral program will:  Describe the program’s strategy in support of UC2019▶;  Articulate this strategy through the program’s vision, current position, and trajectory;  Receive feedback on this strategy from multiple perspectives, with an opportunity in each case to refine the strategy;  Participate actively in the process for defining the University’s overall UC2019▶ Strategy for Excellence in Doctoral Education.

The overall strategy development process will extend from Winter Quarter 2011 to Winter Quarter 2012.

The purpose of this Doctoral Program Strategy and Position document is to provide programs an opportunity to describe their strategy to support UC2019▶ through a description of the program’s vision, its current status, and its trajectory. This document will be the foundation for subsequent assessments by the college dean, external peers, and an elected panel of UC graduate faculty. The assessments will be used by the Graduate School to recommend an institutional strategy for doctoral education to the Provost. Major strategic investments, in faculty resources and doctoral student support, will be made by the Provost as an outcome of this process.

Instructions

By April 15, 2011, each Graduate Program Director (GPD), in consultation with the program faculty, must complete this document in full and return the final document to the Graduate School via e-mail ([email protected]).

A Blackboard Community site has been developed to facilitate the review. The site is named Strategy for Excellence in Doctoral Education. All communications, a description of the process, and resource documents specific to your program are available on this site.

The following resources have been compiled on Blackboard for the GPD to utilize:  GRAAD Reports  Graduate Faculty Listings  Academic Analytics Reports  Graduate Exit Survey Reports [Doctoral Program Name]

 Graduate Program Reviews o Outcome Letter o Program Review Report  E-Review Reports  National Research Council Rankings  US News Graduate Rankings

The GPD will have access to these resources on February 15, 2011 after 4:00 pm. It is important that the GPD review these resources and reference them throughout this document when justifying opinions/conclusions. If there are additional documents that the GPD feels should be added to the Blackboard site, please send a copy to [email protected] for consideration.

Strategy Criteria – Contents of the Document

Section I – Centrality to Mission A. Vision and Strategy

Section II – Learning A. Vision and Strategy B. Current Position and Trajectory 1. Student Quality & Demand 2. Student Support 3. Student Outcomes 4. Undergraduate and Professional Student Education

Section III – Discovery A. Vision and Strategy B. Current Position and Trajectory 1. Faculty Scholarly Productivity & Recognition 2. Student Scholarly Productivity & Recognition 3. Undergraduate Research Experiences 4. Ability to Attract External Funding 5. Development of Intellectual Property

Section IV – Global Engagement A. Vision and Strategy B. Current Position and Trajectory 1. Student Engagement 2. International Enrollment 3. Faculty Engagement

Section V – Diversity A. Vision and Strategy B. Current Position and Trajectory 1. Student Diversity 2. Faculty Diversity

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Section I – CENTRALITY TO MISSION

UC2019▶ – Vision We commit to the University of Cincinnati becoming a first-choice destination for students, patients, faculty and staff. Excellence pervades our research, learning, campus, collaborations, opportunities, athletics, support, health care and diversity. We stand ready to accomplish a transformation that achieves prominence. - We will measure our success against the elite set of peers represented by the Association of American Universities and The Top American Research Universities. - We will prioritize and target our resources on those areas in which we excel.

UC2019▶ – Mission The University of Cincinnati serves the people of Ohio, the nation, and the world as a premier, public, urban research university dedicated to undergraduate, graduate, and professional education, experience-based learning, and research. We are committed to excellence and diversity in our students, faculty, staff, and all of our activities. We provide an inclusive environment where innovation and freedom of intellectual inquiry flourish. Through scholarship, service, partnerships, and leadership, we create opportunity, develop educated and engaged citizens, enhance the economy and enrich our university, city, state and global community.

Vision-

Opportunities-

Overall Strategy-

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II - LEARNING

UC2019▶ - Operational Principle – LEARNING: The University of Cincinnati as a community is dedicated to learning and scholarship, and to creating an environment where freedom of inquiry and discourse may occur in a climate of inclusiveness and civility. Through experiential education and research, we will build rigorous learning experiences that will integrate theory and practice, produce a sense of contextual complexity and community engagement, and create learning that is exceptionally self-directed, integrative and transformational.

A. Vision and Strategy This section should not exceed two pages typed in the boxes provided (12 point font minimum). Describe the Vision of the program as it aligns in support of the UC2019▶ Operational Principle LEARNING. Specifically identify Opportunities that exist for leveraging the program in support of this principle. What is the Strategy for strengthening this program’s impact on LEARNING as measured by: Student Quality and Demand, Student Support, Student Outcomes, and impact on Undergraduate and Professional Student Education.

Vision-

Opportunities-

Strategy (measured by: Student Quality and Demand, Student Support, Student Outcomes, and impact on Undergraduate and Professional Student Education)-

B. Current Position and Trajectory This section should not exceed five pages typed in the boxes provided (12 point font minimum).

1. Student Quality and Demand:

Analyze this doctoral program’s historical trends and current state for attracting students of high quality. Your analysis should consider: the quality of the applicants to the program, demand for the program, admissions selectivity, and the program’s national/international draw. Also describe expectations for the trajectory of student quality and demand over the next five years. Justify these expectations.

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If student quality or demand was identified as a weakness during the last Graduate Program Review (see outcome letter), describe actions, if any, that have been taken to address the weaknesses. Also report on progress on this measure since the last review.

2. Student Support:

Analyze this doctoral program’s historical trends and current state for providing financial support to its students. The discussion should consider both stipend and tuition support. Comment on the sources of support, the current average stipend level for students appointed on assistantships and fellowships, and the percentage students in the program who are supported with stipends. What is the expected trajectory for student financial support over the next five years? Justify the expectations.

If student financial support was identified as a weakness during the last Graduate Program Review (see outcome letter), describe actions, if any, that have been taken to address this weakness. Also report on progress on this measure since the last review.

3. Student Outcomes:

Analyze this doctoral program’s historical trends and current state for achieving the highest quality of outcomes for the student. Your analysis should consider the number of graduates annually, doctoral completion rates and time-to-degree rates, graduate satisfaction survey results, the employment of graduates, and the number of academic and post-doctoral placements. What is the expected trajectory for student outcomes over the next five years? Justify the expectations.

If student outcomes were identified as a weakness during the last Graduate Program Review (see outcome letter), describe actions, if any, that have been taken to address this weakness. Also report on progress on this measure since the last review.

4. Undergraduate and Professional Student Education:

Analyze this doctoral program’s historical trends and current state regarding its impact on undergraduate and professional student education. Your analysis should consider number of courses taught and assisted, faculty resources offset, and number of undergraduates and professional students impacted. Also, factoring in planned changes in undergraduate and professional student enrollment, describe expectations for the trajectory of this impact over the next five years. Justify these expectations.

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Section III - DISCOVERY UC2019▶ - Operational Principle – DISCOVERY A university must be more than a repository of information or a conduit for transmitting information. A university must be a place where knowledge is created, where research, creativity and scholarship produce new ways of understanding and changing the world. Innovation and entrepreneurship are necessary for stimulating new ideas and for taking our research into the public domain. The university will pursue public and private support for innovation initiatives, and focus resources through an infrastructure designed to support innovation.

A. Vision and Strategy This section should not exceed two pages typed in the boxes provided (12 point font minimum). Describe the Vision of the program as it aligns in support of the UC2019▶ Operational Principle DISCOVERY. Specifically identify Opportunities that exist for leveraging the program in support of this principle. What is the Strategy for strengthening this program’s impact on DISCOVERY as measured by: Faculty Scholarly Productivity and Recognition, Student Scholarly Productivity and Recognition, Undergraduate Research Experiences, Ability to Attract External Funding, and Development of Intellectual Property?

Vision-

Opportunities-

Strategy (measured by: Faculty Scholarly Productivity and Recognition Student Scholarly Productivity and Recognition, Undergraduate Research Experiences, Ability to Attract External Funding, and Development of Intellectual Property)-

B. Current Position and Trajectory This section should not exceed five pages typed in the boxes provided (12 point font minimum).

1. Faculty Scholarly Productivity and Recognition:

Analyze this doctoral program’s historical trends and current state for faculty scholarly productivity and recognition. Your analysis should consider the quantity and quality of the faculty scholarly output, as well as documented faculty achievements and recognition. The analysis should benchmark faculty productivity and recognition against peer institutions using the Academic Analytic Rankings when applicable. Also describe expectations for the trajectory of faculty scholarly productivity and recognition over the next five years. Justify these expectations.

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If faculty scholarly productivity or recognition was identified as a weakness during the last Graduate Program Review (see outcome letter), describe actions, if any, that have been taken to address the weakness. Also report on progress of these measures since the last review.

2. Student Scholarly Productivity and Recognition:

Analyze this doctoral program’s historical trends and current state for student scholarly productivity and recognition. Your analysis should consider the quantity and quality of the student scholarly output, as well as documented student achievements and recognition. Also describe expectations for the trajectory of student scholarly productivity and recognition over the next five years. Justify these expectations.

If student scholarly productivity or recognition was identified as a weakness during the last Graduate Program Review (see outcome letter), describe actions, if any, that have been taken to address the weakness. Also report on progress of these measures since the last review.

3. Undergraduate Research Experiences:

Analyze this doctoral program’s historical trends and current state as it relates to its impact on undergraduate research experiences. Your analysis should consider the number of undergraduate students involved, quality of experiences, number of students that continued on to graduate school, and external funding attracted for this activity. What is the expected trajectory for impact on undergraduate research experiences over the next five years? Justify the expectations.

4. Ability to Attract External Funding:

Analyze the program faculty’s historical trends and current state regarding its ability to attract external funding in support of doctoral education. Your analysis should consider the number and percentage of students funded with external funds, average stipend levels supported with external funds, source of external funds (gifts, federal, etc.), number of external doctoral fellowships, and total research funding allocated for doctoral student research. What is the expected trajectory for the program’s ability to attract external funding over the next five years? Justify the expectations.

If external funding in support of doctoral education was identified as a weakness during the last Graduate Program Review (see outcome letter), describe actions, if any, that have been taken to address this weakness. Also report on progress on this measure since the last review.

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5. Development of Intellectual Property:

Analyze this doctoral program’s historical trends and current state as it relates to the development of intellectual property through doctoral student research. Your analysis should consider the number of patents awarded, invention disclosures filed, and start-up companies initiated with doctoral student involvement. What is the expected trajectory for the program’s ability to involve doctoral students in intellectual property development? Justify the expectations.

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Section IV – GLOBAL ENGAGEMENT UC2019▶ - Operational Principle- GLOBAL ENAGEMENT The University of Cincinnati will realize its global influence through a genuinely international awareness and experience. We will identify, develop and integrate the knowledge and skills that each person needs in order to live successfully within our world-wide community and to contribute to human advancement in meaningful ways. Our students will understand and be able to succeed throughout the ever-evolving modern world.

A. Vision and Strategy This section should not exceed one page typed in the boxes provided (12 point font minimum). Describe the Vision of the program as it aligns in support of the UC2019▶ Operational Principle GLOBAL ENAGEMENT. Specifically identify Opportunities that exist for leveraging the program in support of this principle. What is the Strategy for strengthening this program’s impact on GLOBAL ENAGEMENT as measured by: Student Engagement, International Enrollment, and Faculty Engagement.

Vision-

Opportunities-

Strategy (measured by: Student Engagement, International Enrollment, and Faculty Engagement)-

B. Current Position and Trajectory This section should not exceed two pages typed in the boxes provided (12 point font minimum).

1. Student Engagement:

Analyze this doctoral program’s historical trends and current state of student global engagement. Your analysis should consider student participation in programs abroad, as well as student engagement in programming locally to build international awareness and experience, and student scholarship that contributes to global engagement. Also describe expectations for the trajectory of student global engagement over the next five years. Justify these expectations.

2. International Enrollment:

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Analyze this doctoral program’s historical trends and current state for international enrollment. Your analysis should consider the program’s international draw with respect to the quality of students enrolled and the diversity of countries from which students originate. Also describe expectations for the trajectory of international enrollment over the next five years. Justify these expectations.

3. Faculty Engagement:

Analyze this doctoral program’s historical trends and current state of faculty global engagement. Your analysis should consider faculty participation in programs abroad, as well as faculty research and scholarship that contributes to global engagement. Also describe expectations for the trajectory of faculty global engagement over the next five years. Justify these expectations.

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Section V – DIVERSITY UC2019▶ - Operational Principle – DIVERSITY The University of Cincinnati is committed to creating and maintaining a community that is broadly diverse and inclusive. In all aspects of university operations, the university will promote full participation and access without regard to race, ethnicity, gender, age, disability status, socioeconomic status, gender identity, sexual orientation, religion and regional or national origin.

A. Vision and Strategy This section should not exceed one page typed in the boxes provided (12 point font minimum). Describe the Vision of the program as it aligns in support of the UC2019▶ Operational Principle DIVERSITY. Specifically identify Opportunities that exist for leveraging the program in support of this principle. What is the Strategy for strengthening this program’s impact on DIVERSITY as measured by: Student and Faculty Diversity.

Vision-

Opportunities-

Strategy (measured by: Student and Faculty Diversity)-

B. Current Position and Trajectory This section should not exceed two pages typed in the boxes provided (12 point font minimum).

1. Student Diversity:

Analyze this doctoral program’s historical trends and current state for student diversity. Your analysis should consider enrollment trends, quality of underrepresented students attracted to the program, as well as time-to-degree and completion rates for these students. Describe specific initiatives the program has championed to strengthen student diversity. Also describe expectations for the trajectory of student diversity over the next five years. Justify these expectations.

If student diversity was identified as a weakness during the last Graduate Program Review (see outcome letter), describe actions, if any, that have been taken to address the weakness. Also report on progress on the measure since the last review.

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2. Faculty Diversity:

Analyze this doctoral program’s historical trends and current state for faculty diversity. Your analysis should describe initiatives the program has pursued to strengthen faculty diversity. Also describe expectations for the trajectory of faculty diversity over the next five years. Justify these expectations.

If faculty diversity was identified as a weakness during the last Graduate Program Review (see outcome letter), describe actions, if any, that have been taken to address the weakness. Also report on progress on the measure since the last review.

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