Hunter College
Senate Strategic Planning Committee
Meeting Minutes: February 23, 2011
Committee Members
Members Present: Philip Alcabes, Cristina Alfar, Judith Aponte, Eija Ayravainen, Sarah Bonner, Barbara Barone, Elizabeth Beaujour, Sandra Clarkson, Sherryl Graves, Robert Greenberg, Jacqueline Mondros, Elizabeth Nunez, Andrew Polsky, Vita Rabinowitz, Richard Stapleford, Bill Sweeney, Patricia Woodward, Len Zinnanti
Task Force Members Present: Robert Buckley (Resource Development), Case Willoughby (Student Success and Engagement)
Consultants: Anthony Knerr, John Braunstein (Anthony Knerr Associates)
Proceedings
Meeting called to order at 10:40 a.m.
I. Approval of Minutes of February 9, 2011 SSPC Meeting
Meeting minutes of February 9 will be submitted for the Committee’s approval on March 2.
II. Review and Discussion of revised Draft Strategic Plan for Hunter College revised by SSPC Subcommittee
The subcommittee convened on February 9 for the purpose of revising AK & Associates’ January 28 Draft Strategic Plan for Hunter College, met on February 16. Andrew Polsky (AP) presented the Subcommittee’s substantially revised draft of February 23, attached, and asked that the entire Committee consider and comment upon each of five “planks”: I) Enhance Hunter’s Academic Identity as an Emerging University; II) Increase Student Success and Engagement; III) Foster a Commitment to Accountability, Openness, and Inclusion; IV) Address Hunter Infrastructure Needs Boldly; and V) Develop Hunter’s Resources in Innovative Ways to Solidify the College’s Financial Foundation. Preambles introducing each plank (a sample preamble for I was drafted and provided to the Committee by Cristina Alfar), SP’s general Introduction, and Values statements will be included in the next draft.
Detailed editorial comments were provided by the Committee for incorporation into the next draft. A summary of the discussion’s main points follows.
I. Enhance Hunter’s Academic Identity as an Emerging University
Organization: This section has more subheadings than others. Keep in mind “high
altitude” thinking/language of SP, and balance (detail/big picture) among major planks.
--In addition to use of Appendices contemplated by this draft, there can be multiple version of the plan with more and less detail, so important points are not lost and different constituencies/audiences (e.g. Senate, Middle States) have access to information tailored to their concerns.
Order of Goals: Should “Excellence in Scholarship…” be the first goal (I.3.)?
--Though giving curriculum primary place reflects Hunter’s commitment to
teaching, putting the role of faculty and research at the very front of the plan sends a different, important message about what we want to promote in the future.
--“Strengthen Curriculum…” (I.1.) is about our focus on the relationship between faculty and students, but the way the research plank is currently written really doesn’t emphasize role of students. Revise “Excellence in Scholarship, Research…” to emphasize relationship between faculty and students?
--“Clarifying tenure and promotion expectations…” (I.3.) as a College-wide strategic goal might erode crucial authority of departments to arrive at and communicate tenure expectations to junior faculty. Increasingly important issue as College tries to find new equilibrium between teaching and research. This is a goal individual for schools to take up in their respective plans.
Technology: Consider whether promoting use of technology should be a separate goal, or how to call attention to the fact that technology goals are folded into the entire SP.
II. Increase Student Success and Engagement
Need to reorganize and reduce numbered goals in this section, not all of which seem to have equal force. New draft will reflect suggestions to:
--Lead off with strong suit (II.2. “Promote … a Strong Sense of Intellectual Academic, and Career Purpose” should be II.1.?).
--Emphasize impact of “academic road map” on retention, graduation (II.4.) and determine whether retention is adequately emphasized in proposed preamble to Student Success plank.
--Reinforce commitment to promoting cohorts, learning communities (II.5.).
III. Foster a Commitment to Accountability, Openness, and Inclusiveness
Group compared Sandra Clarkson’s revised plank III
--Need to make a strong point about getting better or stronger at “systematic, ongoing” assessment. SC’s perspective is that really what we’re trying to do is identify and protect standing committee on assessment and departmental assessment, as separate from the office of assessment.
“Improve Planning and Increase the Use of Data…” (III.2.) needs reorganization.
--III.2. (comprehensive calendar) belongs at III.4. with communications initiatives.
IV. Address Hunter’s Infrastructure Needs Boldly
Clarify that “Manage Information Efficiently (IV.3.) goes to technology infrastructure?
V. Develop Hunter’s Resources In innovative Ways to Solidify
the College’s Financial Foundation
Consider whether this section is the best place for language about visibility of Hunter College, having eliminated a section in previous draft of the plan which talked about Hunter’s place in the City.
External Partnerships: Try redrafting this plank with partnerships as an umbrella, thinking of City resources in terms of natural partners, not in terms of Hunter’s public image or brand.
III. Next Steps
The Committee proposed the following schedule of meetings and presentations of the SP to the community, with the goal of seeking final approval from the Senate on May 4.
·3/2, 10:30-1:00: Discuss revised draft SP w/ President; review with Committee; identify key steps to circulate draft to Hunter community
·3/9, 10:30-1:00: SSPC reviews draft and approves for distribution to Senate (& circulation to Hunter community)
·By Friday, 3/11: Distribute draft SP to Senate members
·3/23, 3:30-5:30: Senate meeting to discuss draft SP
·4/6, 10:30-1:00: SSPC meets to discuss revisions made in light of Senate and other feedback from H. community.
·4/13, 10:30-1:00: SSPC reviews and approves final draft of Plan & sends to Senate.
IV. Adjournment
The meeting was adjourned at 1:03 pm.
Minutes submitted by Simone White, Administrative Assistant to the Committee.
6
Working Subcommittee Draft of
February 23, 2011
Attachment I
Hunter College
Strategic Plan,
Academic Years 2012 - 2020
Draft for Discussion Only
Table of Contents
Page
Introduction
Mission, Vision and Values
Strategic Goals
I. Enhance Hunter’s Academic Identity as an Emerging University
II. Increase Student Success and Engagement
III. Foster a Commitment to Accountability, Openness, and Inclusion
IV. Address Hunter’s Infrastructure Needs Boldly
V. Develop Hunter’s Resources in Innovative Ways to Solidify the College’s Financial Foundation
Conclusion
Possible Appendices
A. Hunter College Strategic Planning Process
B. Membership of the Hunter College Senate Strategic Planning Committee
C. Strategic Accomplishments to Date
D. [Strategic Planning Task Force Reports]
Introduction
[to be drafted]
[Description of Hunter’s current status and its rationale for undertaking a strategic plan:
· Key strengths of the institution and most significant challenges at this juncture.
· Relevant external forces
· What Hunter hopes to accomplish by conducting this planning process and creating a strategic plan. (I.e., the purpose and goals of the planning process itself – such things as increased collegiality; clear, widely-shared understanding of the College’s direction and priorities; improved accountability; etc.)
· Other planning assumptions]
Mission, Vision, and Values
Mission [Draft of 02-11-11]
Hunter College of the City University of New York, a distinguished public university, values learning in the liberal arts and sciences as a cornerstone of individual development and a vital foundation for a more just and inclusive society. Continuing our long tradition of expanding opportunity, we welcome students from all backgrounds to engage in a rigorous educational experience that prepares them to become leaders and innovators in their communities and in the world. Hunter also contributes to intellectual discourse by supporting excellent scholarship and creative activity by its accomplished faculty.
Hunter undergraduate, graduate, and professional curricula challenge students to think critically – to approach problems from multiple perspectives, distinguish the questions each raises, and recognize the kinds of evidence each values. The college’s academic programs stress the significance of human diversity, emphasize research and artistic creation, and invite students to extend their education beyond campus. We cultivate the qualities our graduates need to thrive in their chosen careers and make a difference as active citizens.
We embrace our setting at the heart of New York City – we seek to draw on its energy, capitalize on its remarkable resources, weave it into the fabric of our teaching, research, and creative expression, and give back to it through our service and citizenship.
Vision
The best of what we are is the foundation of what we will be. We will continue to excel as educators, training students to lead the way in ideas and achievement as citizens of New York City. Our students will be eager, capable learners who aspire to reach beyond their campus and their city to take their place in a worldwide global community.
We will be more attentive to our responsibilities to our students. They will receive better advising about course selection, career opportunities, and degree programs appropriate to their interests. Through assessment, an active and well-funded Teaching Excellence Center, and the sharing of best classroom practices, faculty will target their classroom efforts to improve students’ ability to learn and their research, critical thinking, and communication skills.
We will be a vibrant physical presence in the Upper East Side, centering on our three major campuses: the present Lexington Avenue sites at 68th Street and at 118th Street and the new architecturally renowned Science and Public Health Building. Dramatic lighting and embracing neighborhood-friendly facilities will at last identify Hunter to New York residents as an institution proud of its achievements and ambitious for its future.
Within the buildings students will find a place of warmth and physical comfort, an oasis of support in a polymorphous city. Nestled among the classrooms throughout the College will be areas designated for extracurricular activity, intra-curricular support, and relaxation. The Library will be a multifaceted learning engagement and research center. Coherence of movement and focus of destination will be created by electronic signs and advanced lighting systems. Rather than fleeing the buildings (and the institution) in frustration, students will be drawn to the clarity of the space and the accommodating character of the system. They will like being here.
Even as Hunter’s research profile rises, we will be celebrated as an institution that values teaching as our principal academic activity. New faculty will be introduced to successful teaching strategies. Excellence and achievement in the classroom will be recognized and rewarded. Staff of the several academic learning centers will be trained and rewarded for their success in guiding students to improve their performance.
Hunter will be what it has always been: a center of educational excellence. But it will rise to embrace its destiny as a nationally renowned institution worthy -- in its active embrace of all its students and in its exceptional physical presence -- of being a model for
Values
[To be drafted. Brief description and reaffirmation of the core values, principles, commitments that inform Hunter’s academic and campus culture.]
Strategic Goals
To realize its vision and mission over the next five years, Hunter College will achieve the following goals.
I. Enhance Hunter’s Academic Identity as an Emerging University
[brief introduction to be added – Cristina is drafting]
1. Strengthen the Curriculum at All Levels
· Reinforce the elements of undergraduate liberal arts and sciences that distnguish Hunter College within CUNY and promote academic rigor and innovation.
o Improve student writing, public speaking, and presentation skills.
o Increase opportunities for student research and for student creative projects in the arts
o Broaden students’ global awareness through language study and in-depth knowledge of world cultures.
o Encourage quantitative reasoning across the curriculum.
o Reduce obstacles to and increase incentives for cross-disciplinary curriculum innovation.
· Strengthen and promote the professional schools and graduate/professional programs within Hunter and CUNY.
o Place and mentor effective professionals in high profile jobs.
o Establish additional dual-degree programs and interdisciplinary courses among the professional schools.
o Create more opportunities for internships, translational research, training and program partnerships, and job placements.
· Promote the development of skills that students will need as citizens and members of the workforce in the 21st century.
o Achieve student competence in the use of appropriate information technologies.
o Increase pre-professional educational opportunities.
o Introduce, formalize, and publicize pathways from undergraduate majors into professional graduate programs at Hunter.
o Increase internships and off-campus creative opportunities, while assuring that field work maintains high academic standards.
2. Encourage Effective Teaching
· Reinvigorate a teaching and learning center to encourage informed pedagogy and the systematic exchange of information about best practices in the classroom
· Mentor and support adjunct faculty members to assure high quality instruction.
· Recognize the scholarship of teaching as part of the tenure and promotion process.
3. Promote Excellence in Scholarship, Research, and Creative Activity
· Recruit, develop, and retain a diverse and exceptional faculty.
o Clarify tenure and promotion expectations through a collaborative process that involves faculty at the department level.
o Stimulate faculty research and creative activity by, among other things, providing more support through the sponsored research process and increasing resources for faculty travel for research.
o Support unsponsored scholarship and creative activity in fields with limited external grant funding.
· Raise Hunter’s profile as a center for major scientific research.
o Establish a secure institutional foundation for the sciences, including increased research space and enhanced leadership.
o Create a foundation for faculty success in the sciences through better guidance, adequate start-up support, and transparent expectations.
o Improve and rationalize funding for Ph.D. students to meet the needs of Hunter’s expanding doctoral programs in the sciences.
· Pursue a research focus in the professional schools that recognizes their important connections to New York City.
o Recruit, hire, and promote faculty with strong applied research profiles, as appropriate.
o Establish an infrastructure and create and implement a development plan for the professional schools to support interdisciplinary research, collaborative activities, and community-institutional partnerships.