McMicken College of Arts & SciencesMcMicken College of Arts & SciencesUniversity of Cincinnati

McMicken College of Arts & Sciences

Strategic Plan

Goal 1: Place Students at the Center

Becoming a university of choice, a destination campus, by keeping students at our core.

Strategy 1: Develop curricula that qualify 21st century students for excellent jobs and civic life.

  • Action 1: Increase the number of double majors, minors, and certificate students without increasing time to degree.
  • Action 2: Increase the number of 5-yr bachelor/master's programs.
  • Action 3: Revise distribution requirements to dovetail with university general education requirements, to allow easy transfer between branch campuses, other uptown colleges, and McMicken, and to promote state-wide articulation and transfer agreements.
  • Action 4: Develop McMicken FYE program with academic home that links to experiential learning opportunities and capstone courses and accommodates transfer students.
  • Action 5: Increase service learning, internship, study abroad, undergraduate research, and co-op opportunities.

Strategy 2: Improve student services and enrollment management.

  • Action 1: Increase number of advising staff to reach national norms.
  • Action 2: Develop systems to track unmet student demand.
  • Action 3: Use better data collection techniques to gauge student, alumni, and employer satisfaction and to understand student expectations.
  • Action 4: Develop and implement recruiting plan for undergraduate and graduate programs.
  • Action 5: Increase collaboration and coordination between advising and the Career Center.

Strategy 3: Erase retention and achievement gap between majority and underrepresented and non-traditional students.

  • Action 1: Develop and implement collegiate Black Student Initiative as a faculty/administration/advising partnership.
  • Action 2: Expand collegiate Black Student Initiative to other underrepresented groups, as appropriate.


Goal 2: Grow Our Research Excellence

Build on UC's greatness as a major research university to benefit society, have meaningful economic impact, and enhance the quality of life for all.

Strategy 1: Bolster research activity in the humanities, social sciences, and natural sciences.

  • Action 1: Initiate science cluster hires (GINs, Computational Science, Molecular Markers, Cognition), leveraging Ohio and Space Exploration Institute investments.
  • Action 2: Expand cluster-hiring initiative to the humanities and social sciences.

Strategy 2: Develop comprehensive plans for increasing research and scholarship collaborations in all departments, across research clusters and across the colleges.

Strategy 3: Promote external support for graduate students.


Goal 3: Achieve Academic Excellence

Encourage an environment of high-quality learning and world-renowned scholarship.

Strategy 1: Stabilize the personnel in all our academic units.

  • Action 1: All tenure track faculty severing their service with the university after Jan 09 because of illness, death, retirement, or non-reappointment will be replaced with hires at the assistant level in the same unit the following AY.
  • Action 2: Develop program for replacing part-time adjuncts with full-time faculty as benchmarked against other public research extensive universities, as reported in University of Michigan's Center for the Education of Women National Survey on Non-Tenure Track Faculty (47% NTTF, with 43% full-time).
  • Action 3: Develop and implement comprehensive college plan for staff support for departments and programs.

Strategy 2: Promote continuous quality improvement by systematic evaluation and differential allocation of resources to high-performing units.

  • Action 1: Tie resource allocations to performance metrics tailored to the missions and excellence plans of individual units (performance based budgeting) as indicated by faculty productivity as measured by scheduled program reviews, GRAAD reports, annual performance evaluations and reviews, National Research Council rankings, Academic Analytics, and other similar analyses; success in teaching and learning, as measured by student satisfaction, learning outcomes, post-graduate success, increased efficiency, student retention, curricular innovations, and cross-unit collaborations; outreach programs, where appropriate, including K-12 programming, STEMM initiatives, and community programming; entrepreneurial efforts in garnering additional resources, which may include fundraising, partnerships with industry or foundations, unique for-profit educational programs, and other inventive activities.
  • Action 2: Rightsize graduate programs, with resource allocations tied to (success in meeting) programmatic goals and vision.
  • Action 3: Develop and implement comprehensive plan for faculty development in teaching, research, service, and leadership.

Strategy 3: Bring our policies, programs, performance, institutional culture, and expectations in line with other top public research universities.

  • Action 1: Promote differential teaching, research, and service loads with rewards for individual excellence along each dimension.
  • Action 2: Develop long-range plans for success in all college academic units.
  • Action 3: In-depth benchmarking studies in a few volunteer departments to shape further strategies and action items.
  • Action 4: Develop and implement successful and consistent administrative models for interdisciplinary initiatives, majors, and programs.

Strategy 4: Expand Opportunity for Excellence through Diversity (OED) hiring initiative.


Goal 4: Forge Key Relationships and Partnerships

Establish and nurture relationships and partnerships, with our colleagues within the university and with local and global communities.

Strategy 1: Expand academic partnerships with other institutions.

  • Action 1: Increase number of international cooperative (e.g., 2+2 and exchange) programs.
  • Action 2: Explore cooperative graduate programs with neighboring universities.

Strategy 2: Better engage our alumni.

  • Action 1: Explore possibility of Black Alumni Association, Women's Alumni Network, Young Alumni Association, and International Alumni Association for college.
  • Action 2: Increase percentage of alumni who support McMicken College to national norms for overall participation (ca. 12%-15%).
  • Action 3: Create Parent's Group for current students.

Strategy 3: Expand development activities to meet capital campaign goals.

  • Action 1: Secure new commitments of $60M from alumni and friends in conjunction with UC's campaign.
  • Action 2: Increase discovery work locally and nationally.
  • Action 3: Increase faculty and staff involvement in the College's development and alumni relation efforts.


Goal 5: Establish a Sense of 'Place'

Develop an environment where members of the campus community and the community at large want to spend time.

Strategy 1: Enhance our technological environment, including research space and infrastructure.

  • Action 1: Renovate undergraduate lab space.
  • Action 2: Fund instructional technology, equipment, and supplies appropriately.

Strategy 2: Expand and enhance collegiate spaces.

  • Action 1: Expand into new space in Edwards.
  • Action 2: Classics move and expansion in Blegen.
  • Action 3: Find appropriate advising spaces.

Strategy 3: Better engage our alumni and friends in on-campus activities.

Strategy 4: Create college-level identity with signature college-level activities.

  • Action 1: Create annual McMicken Social and Senior Send-off.
  • Action 2: Freshman theme and book.
  • Action 3: Develop McMicken template for web pages, newsletters, magazines, and other marketing opportunities.
  • Action 4: Establish student ambassador group.


Goal 6: Create Opportunity

Develop potential, not just in our students, but in our local and global communities.

Strategy 1: Explore possibility of a McMicken campus abroad.

Strategy 2: Increase linkages with local communities through continuing education, certificate programs, and public programming.

Strategy 3: Increase number of STEMM graduates and teachers.