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Bridging the Silos,[object Object],Creating sustainable research,[object Object],infrastructure,[object Object],with implications for digital scholarship,[object Object],Educause MARC 2010Baltimore MD,[object Object],January 15, 2010,[object Object]
2,[object Object],Who we are,[object Object],Rosemary Wander,[object Object],Vice-Provost for ,[object Object],Graduate Studies and Research,[object Object],Bill DeLone,[object Object],Director, Center for,[object Object],Research, Teaching and Learning,[object Object],Bill Mayer,[object Object],University Librarian,[object Object]
Roadmap for Today,[object Object],Setting the Stage,[object Object],Current environment for research at AU,[object Object],Understanding the “Strong College” model,[object Object],Seizing the opportunities,[object Object],New leadership = moments for movement,[object Object],New strategic plan,[object Object],New focus on faculty development,[object Object],Making change happen,[object Object],Redefining the role of research at AU,[object Object],Building the infrastructure we need,[object Object],3,[object Object]
Setting the Stage,[object Object],Private, coeducational, liberal arts curriculum, doctoral institution,[object Object],4,[object Object],SchoolsCollege of Arts and SciencesKogod School of BusinessSchool of CommunicationSchool of International ServiceSchool of Public AffairsWashington College of Law,[object Object],591 full time Faculty,[object Object],Student-Faculty Ratio =14:1,[object Object],Class Size Average22.5 for UG courses16.9 for graduate coursesEnrollment (Fall 2008)Undergraduate: 6,023Graduate: 3,297Law: 1,667Non-degree, certificate, Washington Semester, AU Abroad: 1,19911,[object Object],Academic ProgramsBachelor’s: 57Master’s: 51Doctoral: 9,[object Object],A few more joint degrees and certificate programs,[object Object]
The Strong College Model,[object Object],Recognizes local strengths of each academic unit,[object Object],Allows for increased flexibility within an academic unit,[object Object],Highlights specific communities of learning based in academic units,[object Object],5,[object Object]
The Strong College Model,[object Object],Endorses silos,[object Object],Confuses collaboration,[object Object],Develops decentralized functions,[object Object],Fragments core IT systems,[object Object],6,[object Object],How can this change?,[object Object]
Seizing the Opportunities,[object Object],Since 2007,[object Object],Changes in leadership mean new moments for change,[object Object],Traditional Positions,[object Object],[object Object]
New Provost
New CIO
New University Librarian
New Director of Center for Teaching, Research, and LearningNew positions to accomplish research goals,[object Object],[object Object]
Vice-Provost for Undergraduate Studies7,[object Object]
Seizing the Opportunities,[object Object],New President in 2007 – Dr. Cornelius Kerwin ,[object Object],New Strategic Plan ,[object Object],Developed by cross-campus committee with input from faculty, staff, students, administrators and alums,[object Object],Approved by Board of Trustees – Nov. 2008,[object Object],Strategic plan is the organizational guiding force for next decade ,[object Object],8,[object Object]
Key elements of Strategic Plan,[object Object],Goal 1: Epitomize the Scholar-Teacher Ideal,[object Object],“Our faculty will epitomize the ideal of the scholar-teacher by blending research, teaching, and service into an inspiring whole. They will influence their fields with respected scholarly, creative, and professional work; inspire students to attain the highest levels of excellence; and raise the university’s academic stature to new heights.”,[object Object],Goal 3: Demonstrate distinction in graduate, professional and legal studies,[object Object],“….we will be known as a world-class institution for legal and advanced graduate studies”,[object Object],Goal 4: Engage the Great Ideas and Issues of Our Time through Research, Centers, and Institutes ,[object Object],“… Our strong interdisciplinaryfocus will be enhanced by our centers and institutes, many of which engage in the great issues of our time. …we attract external funding for research, nurture our faculty’s professional growth, and maximize our potential through interdisciplinary work, ..”,[object Object],Six Enabling goals include,[object Object],Employ technology to empower excellence,[object Object],Enhance University Library and research infrastructure,[object Object],9,[object Object]
Strategic Plan Implementation,[object Object],Two year budget aligned to strategic plan and approved by Board of Trustees, February 2009 ,[object Object],University units develop actions steps and measures,[object Object],New position - Vice Provost of Graduate Studies and Research – filled,[object Object],Community building event - All faculty retreat – initiated, fall 2008, 2009,[object Object],Mission for the Center for Teaching Excellence expanded to include Research,[object Object],10,[object Object]
Making Change Happen,[object Object],New directions for research, scholarship, and creative activities,[object Object],New vigor to research infrastructure,[object Object],11,[object Object],Research trip to Galapagos Islands with faculty from 3 disciplines,[object Object]
New directions ,[object Object],for research, scholarship, and creative activities,[object Object],Research is responsibility of all faculty ,[object Object],New hires bring to or have the potential to create a strong research program,[object Object],Extramural funding is highly valued,[object Object],Competitive start-up packages are offered,[object Object],Research clusters provide a supportive, mentoring environment for faculty,[object Object],12,[object Object]

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