Academic Master Plan | 2021-2022 - for Achieving Strategic Academic Innovation - Courageous Strategic ... (2024)

Academic Master Plan | 2021-2022for Achieving Strategic Academic InnovationProvost’s Fall Forum | October 1, 2021

AgendaWelcome | Provost PedersenCourageous Strategic Transformation | Jenelle Beavers, VP for StrategyAcademic Master Plan Overview | Linda Nagel, Chair of AMP Advisory Committee, Professor and Department Head, Forest & Rangeland StewardshipGrowing Forward – Population & Economic Trends in CO | Elizabeth Garner, Colorado State DemographerPlanning from the Future Backward | Linda Dalton, AMP Planning ConsultantDiscussion Sessions and Reports | Linda Nagel & Linda DaltonNext Steps | Linda Nagel & Mary PedersenLunch & Networking

Why Planning Matters Now


Areas of targeted impact:• Environmental health and climate change• Animal, plant, and human health• Safe and secure state and global food systems and access to nutrition• Sustainable ecosystems and water resources• Clean and sustainable energy• Lifelong learning for students, CSU community, and greater community

Areas of targeted impact:• Equity and social justice• Individual and community strength and prosperity• Civic engagement• Dialogue that ethically engages difference• Scholarly and artistic creation• Lifelong learning for students, CSU community, and greater community

C O U R A G E O U S . C O L O S TAT E . E D U

C O U R A G E O U S . C O L O S TAT E . E D U
C O U R A G E O U S . C O L O S TAT E . E D U
THANK YOU! Academic Master PlanOctober 14: 11:00am – 12:00pm October 26: 12:00 – 1:00pm
Academic Master PlanOverview Building Block of Courageous Strategic Transformation o AMP Goal – AY21-22 Comprehensive Scope o Academic Programs o Research Initiatives o Engagement Activities o Face-to-Face, Hybrid, and Online Formats o All Venues – Fort Collins and Beyond
AMP Advisory Committee Jennifer Aberle Catherine DiCesare Brandon Lowry Associate Dean, CHHS Associate Professor, Art & Art History Student, Biomedical Sciences and ASCSU Director of Academics Brandon Bernier Sue Doe VP for Information Technology Professor, English, and Faculty Council Chair Shrideep Pallickara Professor, Computer Sciences Amy Charkowski Jody Donovan Professor & Department Head, Dean of Students Sandra Quackenbush Bioagricultural Sciences & Associate Dean, CVMBS Pest Management Andrea Duffy Special Assistant Professor, CLA, Monique Rocca Kauline Cipriani and CST Fellow Associate Dean, WCNR VP for Inclusive Excellence Sam Halabi Lindsey Shirley Dierdre Cook Senior AVP for Health Policy & Ethics, OVPR AVP, CSU Extension Alum & Community Member, Retired PSD Principal Roze Hentschell Beth Walker Associate Dean, CLA Dean, CoB David DandyProfessor, Chemical & Biological Chad Hoseth Lindsay Winkenbach Engineering AVP for International Affairs Ph.D. Candidate, Biochemistry & Molecular Biology Nancy Deller Meggan HoulihanInterim AVP, University MarComm Assistant Professor, Libraries AMP Planning Team
Colleges, Centers & Schools Professions,Academic Departments Community AdvisoryMaster Plan Committee & Planning TeamStructure Faculty Students Other Units
Academic Master Plan ProcessCourageous Strategic Transformation Academic Direction Fall 2021 Primary Input from College Units Demographics & Pedagogy Early 2022 Draft AMP with Goals & Strategies Spring 2022 Draft Enrollment Targets Summer 2022 Future Resources & Investment
Ice-Breaker Identify a topic in your field, discipline, or program that has changed significantly during your career. Why/how has it changed? Select one example from your table to share with the larger group.
Growing Forward –Population & Economic Trends in CO Elizabeth Garner, CO State Demographer
Growing ForwardPopulation & Economic Trends in Colorado Impact on Higher Education Elizabeth Garner October, 2021 State Demography Office, Department of Local Affairs
Trends• Population growing at a slowing rate• Slowing births• Aging – impacts everything… including the economy, housing, and public finance.• Migration slowing o Harder to attract and retaining the best and brightest.• Labor tight, Colorado not as competitive.• Increase racial and ethnic diversity.
2020 Census CountUS – 331.5 million, + 22.7 million or 7.4%since 2010 - second slowest growth rate on recordCO – 5,774,000, + 744,500 or 14.8% since2010 • 6th ranked percent change, 9th in numeric change • Colorado gained an 8th seat
Peak Births – 2007. Currently 12-13 years oldPeak Millennial Born in 1991 and is 28-29 years old180,000 more women 15-45 in 2020 than in 2007525,000 fewer births in 2020 than 2007 for the US, 8,000 fewer in Colorado
Jobs Are People
CO – 78% recoveredUS – 74% recovered
EMSI Q3 2021, Economic Overview
EMSI Job Posting Analytics, Q3 2021
EMSI Job Posting Analytics, Q3 2021
Skills not easily automated – complex communication and complex decision making
Age Matters• Preferences – where people shop and what they buy.• Housing – type, size, mobility• Labor Force – tightening due to aging• Income• Service Demand• Fastest Growth in 65+
Generation GenerationZZ(1997 (1997- -2014) 2014)
0 to 17 18 to 24 25 to 44 45 to 64 65 to 100 TotalChange 23,538 38,701 248,842 99,474 332,431 742,986Rate 1.9% 6.8% 14.7% 6.9% 39.1% 12.8%
Race and Ethnicitywe are becoming more diverse
Diversity Index measures the probabilitythat two people chosen at random willbe from different race and ethnicitygroups ethnic-diversity-in-the-united-states-2010-and-2020-census.html
Population Change by Race and Ethnicity Colorado Share of Total Ch Share of 2020 Pop. 2020 2010-20 Pct Ch GrowthTotal Population 5,773,714 744,518 14.8%White Alone not Hispanic 3,760,663 65.1% 239,870 6.8% 32.2%Black/African American Alone notHispanic 221,310 3.8% 32,532 17.2% 4.4%American Indian & Alaska NativeAlone not Hispanic 33,768 0.6% 2,524 8.1% 0.3%Asian/Pacific Islander Alone notHispanic 204,225 3.5% 63,000 44.6% 8.5%Some Other Race Alone not Hispanic 29,560 0.5% 21,938 287.8% 2.9%Two or More Races Total not Hispanic 260,798 4.5% 159,951 158.6% 21.5%Hispanic/Latino Origin (of any race) 1,263,390 21.9% 224,703 21.6% 30.2% • Total Growth of the decade was very similar between the Hispanic and white – Non Hispanic population. • There was also significant growth in the Two or more races -Non Hispanic
Diversity by Age
Share of Net Increase in Working Age Population, 2015-2020 AmericanIndian, NHBlack, NHWhite, NHAsian, NH Hispanic 0% 10% 20% 30% 40% 50% 60% 70% 80%
Total 25+, Bachelor’s+ increased from 36.6 in 2010 to 42.8 in 2019
Population Age 25+ with Bachelor’s Degree or Higher by Race and Ethnicity 2010 and 2019
Diversity Summary • Fastest growth in 2+, Asian and Hispanic • Educational attainment • Supply of qualified workers • Income – correlation to education • Economy – 70% driven by consumer expenditures • Homeownership – wealth
2020 Driven by retirements
Summary: Higher Education• Population slowing due to fewer births and slower international migration. Client base slowing.• States competing for students o Higher education = important component for economic development.• Young population more racially and ethnically diverse• Labor force o Fastest growth are People Of Color o Total growth slowing – Human capital more scarce o Aging driving sectors of economy and retirements o People centered vs. firm centered• Employment Growth - slower o Service sector• Older Adults – fastest population growth
Risks to the Forecast +/-• Pandemic uncertainty• Intl’ immigration• Housing – supply, price, type, location – 5th highest MHV• Water• Aging – labor force, prepared labor force• Infrastructure/Transportation• Natural disasters - nationally• State Budget• Industry changes – boom/bust, competitiveness
Thank you State Demography Office Department of Local Affairs Elizabeth Garner County Economic and Workforce Development CastilloEMSI -
U.S. Annualized Job Growth by Industry 2020-25 Arts, Entertainment & Rec.Accommodations & Food Svcs. Educational ServicesTransportation & Warehousing Construction Retail Trade Information Wholesale Trade Total gain of 13.7 million – Approx. 8.7 “recovery” and Finance & Insurance 5 million new jobs. 4 Utilities million Leisure & Hospitality, 2 million Health Fed Gov Military -1.0% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% Moody’s Analytics – Aug 2021 Baseline Forecast
U.S. Annualized Job Growth by Industry 2025-30 Finance & Insurance Health Services State & Local Total Non-AgReal Estate, Rental & Leasing Total gain of 3.6 million – 1 Wholesale Trade million Admin & Waste and 850,000 Leisure & Fed Gov Hospitality, State & Local Information Gov. 620,000, Finance & Educational Services Insurance 480,000. Only 250,000 Professional, Utilities Manufacutring -2.0% -1.5% -1.0% -0.5% 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% Moody’s Analytics – Aug 2021 Baseline Forecast
Long Term Occupational Employment Projections,LMI, Colorado Dept of Labor, 2021
Planning from the Future Backward Linda C. Dalton, Ph.D., FAICP, Planning Consultant
Why We Plan
CO State Demography –Presentation Highlights Phase Two Major Component: Long-term trends in the traditional student market for higher education Today – Phase One focuses on what the demographic and economic trends mean for the content of CSU’s academic programs, research, and engagement – what you study and teach? E.g.: o Since “aging impacts everything” – how might your program address the needs of an aging population? o How does a service-oriented economy affect what your students should know or be able to do? Essential knowledge and skills. o How does a more diverse population affect civic life and culture? o How does the changing nature of work affect (or is affected by) educational attainment levels, labor force composition, and working conditions? (What lingers or changes after the pandemic?)
Academic Master Plan Phase One – CREATE Academic Direction EXPAND Phase One Purpose Building on CST DISSEMINATE Articulate the Body of Knowledge and Skills that the University wants to “Own” KNOWLEDGE  What should draw new faculty or (& skills) research colleagues to CSU?  What kinds of programs should SHARE CURATE attract future students to CSU?  Why should donors invest in CSU?  Areas of targeted impact ARCHIVE  Research & scholarly excellenceTHE SPECIALPROVINCE OF THE programsUNIVERSITY
"Planning from the Future Backward" PROJECTIONS: KNOWLEDGE & SKILLS TREND ASPIRATIONS ANALYSIS Norris, Donald et al. (2013), Transforming in an Age of Disruptive Change: Part 2: Getting Started, Getting it Done, Planning in Higher Education, 41:2, Figure 7 (redrawn)
Discussion One: Recent and Future Trends at the College Level
Discussion Two: Knowledge & Skills Academic, Research, Engagement
Example: Resources for Trend Analysis &Projections in City & Regional PlanningPlanning Trends Hurtado (Feb. 10, 2021), “The Future of Planning Is Agile, People-centric, and Technologically Advanced,” Planning. technologically-advanced/ Hurtado & Gomez (July 8, 2021), “7 Trends Knocking at the Planning Office Door,” Planning. Hurtado & Gomez (August 5, 2021), “Coming Soon(ish): 6 Planning Trends on APA's Watchlist,” Planning. Graduates Dalton (Winter 2007) “Preparing Planners for the Breadth of Practice: What We Need to Know Depends on Whom We Ask,” Journal of the American Planning Association 73, 1.
Example: Recent and Future Trends in City & Regional PlanningExampleTemplateQuestions A&B
Example: Recent and Future Trends in City & Regional Planning Example Template Explanatory Comments A&B
Example: Projected Changes in Knowledge & Skills Needed by Planners in the FutureExampleTemplateQuestion C
Example: Projected Changes in What Planners Do and the Education they NeedExampleTemplateQuestion D
Example: Projected Changes in What Planners Do and the Education they Need Example Template Explanatory Comments D
Discussion One and Two:College-Level Trends & Projects – Group Reports Combined report on discussions one and two: Template Select one or two important trends affecting the fields, disciplines, Questions A&B and programs in your college from discussion one (20 minutes). Template Explain how they affect a topic, area of knowledge, or skill that is Question C important to your students/colleagues from discussion two (20 minutes).Notetaker: Please record college-level discussion using a blank copy of the template and send notes to
Trends, Projections, & Aspirations Plans can…  Accommodate, support, or address trends and likely projections o E.g., demographic changes; social trends; technological advances; digital divide  Prepare for uncertainty or contingencies o E.g., natural disasters; the next pandemic; economic downturns o E.g., windfalls  Create the conditions for grounded aspirations to become realities Template o E.g., a new interdisciplinary degree program; a leading-edge researchQuestion E initiative; an innovative community engagement program
Discussion Three: Aspirations (initial ideas)
Example: Hypothetical Aspirations for City & Regional Planning (initial ideas)ExampleTemplateQuestion E
Discussion Three:Initial Aspirations – Group Reports Select one or two innovative ideas from your college discussion and comment on how they draw (or depart) from the earlier analysis (30 minutes): Cover the following as appropriate: Template  Academic programs Question E  Research initiatives  Engagement activitiesNotetaker: Please record college-level discussion using a blank copy of the template and send notes to
Summary CommentsLinda Dalton and Linda Nagel
Next StepsLinda Nagel and Mary Pedersen
Fall Report on Academic Direction – TimelineDepartment, School, Forwarded with Synthesis by Institute, and College review and Academic Master Center Templates comment Plan Team and Advisory Committee November 19: November 5: Due to Provost’s First Meeting inDue to Dean’s Office Office 2022
Fall Report on Academic Direction –Suggestions for Chairs/Heads and Directors Academic Master Plan webpage General societal trends Mine institutional data about your programs Disciplinary/programmatic trends and possible futures (see examples) Engage your faculty and staff Focus on what’s important to you and your programs
Academic Master Plan Next Steps  Phase One – Academic Direction Fall  CST Fora 2021  Templates on Academic Direction Spring  Phase Two – Demographics and Pedagogy 2022  Phase Three – AMP Goals and Strategies Summer  Phase Four – Enrollment Targets 2022
Lunch & NetworkingNetworking Prompt:Select any one of the initialaspirations from discussion three. How does it fit with the CST “areas of targeted impact” and/or What would it take to make it become a reality at CSU? OR How do you think the trends you identified might change what your graduates/colleagues do in the future?
Academic Master Plan | 2021-2022 - for Achieving Strategic Academic Innovation - Courageous Strategic ... (2024)


What is an academic strategic plan? ›

Identifying areas of distinctive and aspirational excellence and outlining major commitments and goals, the plan charts a course for the next five years, offering a framework for advancing academic excellence, fostering a sense of welcome and belonging for all members of our campus community and ensuring our collective ...

What is the Rutgers New Brunswick academic plan? ›

The plan is a living document built upon four essential pillars of academic accomplishment—with a shared focus on students, community, leadership, and research—which empower us to chart a path forward and reflects the values held dear by our faculty, students, staff, and alumni.

What are the four 4 elements of a strategic plan? ›

The four most widely accepted key components of corporate strategy are visioning, objective setting, resource allocation, and prioritization.

What is a good GPA for Rutgers New Brunswick? ›

Average GPA: 3.73

(Most schools use a weighted GPA out of 4.0, though some report an unweighted GPA. This school did not officially report its average GPA, but we've estimated it here using data from over 1,000 schools.) With a GPA of 3.73, Rutgers requires you to be above average in your high school class.

What are the 4 pillars of Rutgers? ›

Rutgers–New Brunswick is leading the way toward an exceptional future through an ambitious set of initiatives under the umbrella of the Academic Master Plan and its Four Pillars of Excellence: Scholarly Leadership, Innovative Research, Student Success, and Community Engagement.

What GPA is academic warning Rutgers? ›

When your term GPA is lower than 2.00, after a previous semester of Satisfactory Standing (2.00 or higher), you will be placed on Academic Warning. You may be required to participate in programs designed to help you return to Satisfactory Standing.

What is a strategic plan in education? ›

A strategic plan is a 3-4 page document that tells people what the school wants to achieve in the future and how it plans to get there. The plan lets people know: • Why your school exists (its purpose) • How staff and students are expected to behave (the values)

What is the definition of academic strategy? ›

Academic strategy encompasses the systematic planning and implementation of methodologies to enhance academic performance and institutional quality.

What are the 3 types of strategic plan? ›

Types of strategic plans

Strategic planning activities typically focus on three areas: business, corporate or functional. They break out as follows: Business. A business-centric strategic plan focuses on the competitive aspects of the organization -- creating competitive advantages and opportunities for growth.

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