The Academic Sub-Committee of the LSU Transition Advisory Team held its kickoff meeting on February 28, 2013. The meeting provided an orientation to the Transition Advisory Team process and charged the Academic Sub-Committee with making recommendations around campus innovation, academic standards, programs, and leveraging technology for learning. Future meetings of the sub-committee will gather input from experts and the public and develop findings to inform the Transition Advisory Team's final report.
Agile Strategy and Strategic Doing: An IntroductionEd Morrison
This presentation gives you background on the development of Strategic Doing, an agile strategy discipline incubated at Purdue University over the past decade.
Introduction to Strategic Doing for Purdue's Discovery ParkEd Morrison
Center directors and researchers at Purdue's Discovery Park will be using Strategic Doing to form multi-disciplinary research teams to tackle Grand Challenges in food, water and energy. This presentation provides the directors an introduction of the development of this agile strategy method.
A presentation to the staff of the University of South Africa as part of a Benchmarking Activity around Technology Enhanced Learning, using the ACODE Benchmarks. Conducted for the Institute for Open and Distance Learning (IODL)
Agile Strategy and Strategic Doing: An IntroductionEd Morrison
This presentation gives you background on the development of Strategic Doing, an agile strategy discipline incubated at Purdue University over the past decade.
Introduction to Strategic Doing for Purdue's Discovery ParkEd Morrison
Center directors and researchers at Purdue's Discovery Park will be using Strategic Doing to form multi-disciplinary research teams to tackle Grand Challenges in food, water and energy. This presentation provides the directors an introduction of the development of this agile strategy method.
A presentation to the staff of the University of South Africa as part of a Benchmarking Activity around Technology Enhanced Learning, using the ACODE Benchmarks. Conducted for the Institute for Open and Distance Learning (IODL)
Preparing your institution to benchmark technology enhanced learning in 2016: Using the ACODE Benchmarks. Presented at The ascilite 2015 Conference in Perth 30 Nov - 3 Dec
Similar to Academic Sub-committee Kickoff, Feb 28, 2013 (20)
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
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How to Make a Field invisible in Odoo 17Celine George
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Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. Meeting Information
All articles and presentations will be posted on
www.lsu.edu/LSU2015
This meeting is streaming live at
http://www.lsuagcenter.com/ASC
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4. Opening Remarks
Beginning today and throughout our process we
will look at why higher education is undergoing
transformation across the country.
Change is a constant, but today there is a “new
normal” in many institutions.
We look forward to hearing from you and from our
guests and online public comments.
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7. BRIEF ORIENTATION TO THE
TRANSITION ADVISORY
TEAM PROCESS
Dr. Christel Slaughter, SSA Consultants
8. Transition Advisory Team Objectives
Develop a vision for a world-class university;
Identify elements critical to remaining
competitive in the higher education environment
of the future; and
Recommend best-practice organizational models
for a multi-campus flagship university.
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9. Sub-Committee Leadership
Academic Sub-Committee
Dr. William “Bill” Jenkins
Dr. Lester W. Johnson
Finance and Revenue Sub-Committee
Mr. Clarence P. Cazalot, Jr.
Mr. G. Lee Griffin
Operations and Technology Sub-Committee
Mr. William M. Comegys III
Mr. William L. “Bill” Silvia
Research and Discovery Sub-Committee
Dr. James W. “Jim” Firnberg
Student Experience Sub-Committee
Lt. Gen. Russel L. Honore’
Ms. Carroll W. Suggs
Legal and Regulatory Advisory Group
Dr. James W. “Jim” Firnberg
Mr. W. Shelby McKenzie
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10. Organizational Chart
LSU Board of Supervisors
Transition Advisory Team
Legal and Regulatory
Advisory Group
Operations and
Academic Finance and Revenue Research and Discovery Student Experience
Technology
Sub-Committee Sub-Committee Sub-Committee Sub-Committee
Sub-Committee
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11. Task Forces
Finance and Revenue and Operations and Technology Sub-Committees
Commercialization and Technology Transfer
Streamlining Procedures, Rules, and Regulations
Technology
Administrative Services
Revenue Generation
External Affairs
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12. Sub-Committee Design
Five topic-specific sub-committees (Academic, Finance and
Revenue, Operations and Technology, Research and
Discovery, and Student Experience)
Sub-committees will gather information from subject-matter experts,
research studies, and other resources to develop best practices
recommendations by focus area to the Transition Advisory Team
Each sub-committee will be chaired or co-chaired by Transition
Advisory Team members
Other sub-committee members will be appointed through
recommendations provided by each campus
Sub-committee activities will begin in January 2013 and be completed
by June 2013
One Legal and Regulatory Advisory Group will provide
technical advice and support to the five sub-committees
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13. Process
JANUARY 2013
Sub-Committees Staffed and Activities Scheduled
JANUARY to MAY 2013
Transition Advisory Team and Sub-Committees Execute Activities
MAY 2013
Sub-Committees Deliver Reports to Transition Advisory Team
MAY to JULY 2013
Transition Advisory Team Develops Report of Recommendations
JULY 2013
Transition Advisory Team Presents Final Report of
Recommendations to Board of Supervisors
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14. Sub-Committees and Meeting Format
Each sub-committee is expected to meet at least twice
and will be led by two of the co-chairs.
During these meetings, national and local subject-matter
experts will provide testimony; reports and findings will
be discussed; and input from the public will be heard.
Please let us know in advance if you would like to
provide testimony or recommend a speaker.
Information gathered from your sub-committee
meetings will become part of the Final Report to be
submitted to the Transition Team and ultimately, the LSU
Board of Supervisors.
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15. Public Records and Open Meeting Laws
In an effort to comply with the Public Record and
Open Meeting Laws, we will subscribe to the
following practices:
Announce all meetings and post the agendas at least
24 hours in advance.
Allow public comment at all meetings.
Provide a facilitator and scribe to ensure that
agendas are followed and meeting minutes are
posted to the website.
All emails and other documents are considered to be
public records.
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17. Disruptive Transformations
Significant periodic transitions that are highly
disruptive to an industry or economic sector
Brought on by: new technology, consumer
needs/demand, and cost pressures
Many examples in our lifetime include:
Media
Financial institutions
Healthcare
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18. Higher Education Transformation…Why?
1. Cost Trend is Not Sustainable
Today’s institutions of higher education are
extraordinarily complex organizations with
significant resources tied up in overhead and
administrative costs.
Three decades of 6 percent to 7 percent annual price
increases have put college beyond the means of
most families (without substantial grants and/or
resorting to substantial student loans).*
*Deloitte: Disruptive Innovation – Case Study: Transforming Higher Education
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19. Higher Education Transformation…Why?
2. Consumer Demand is Growing and Changing
The high school diploma has been supplanted by the
college degree as the ticket required for economic
advancement. The income advantage offered by a
college degree is double what it was a generation ago.*
The number of non-traditional students is growing.
Individuals are in need of affordable paths to
qualifications necessary for economic
advancement, resulting in a untapped market.
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*Stuart M. Butler: The Coming Higher-Ed Revolution
20. Higher Education Transformation…Why?
3. New Technology
Online learning offers significant potential for higher
education to transform its basic business model.
New technology is increasing the number of disruptive
entrants in the higher education market such as:
DeVry
Western GovernorsUniversity
MIT’s OpenCourseware
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21. LSU’s Transformation Imperatives
Refocus energy and resources on academics
Develop and leverage alternative revenue sources
Serve the economic and workforce development
needs of the state and students
Improve quality through innovative delivery
models and collaborative research
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22. CHARGE TO THE
ACADEMIC SUB-
COMMITTEE
Dr. William Jenkins, Interim President, LSU System
and Co-Chair, Academic Sub-Committee
23. Academic Sub-Committee Charge
Our sub-committee will make recommendations on:
Intra- and inter-campus innovation and collaboration
Academic standards and the strategic deployment of
academic programs
Campus independence and differentiation
A single curriculum and course numbering system
Leveraging technology for learning
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27. Save the Date
Next Meetings:
March 11, 10 a.m. to noon – New Orleans, Location TBD
April 5, noon to 4 p.m. – LSU Ag Center, 214 Efferson Hall
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