Forces Driving Change |
Recent Changes |
Outcomes |
Challenges Ahead |
| A Major University |
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1. Expansion of knowledge |
Adjustments in curricula; greater depth and breadth in research; more state and federal partnerships; expansion of Dimond Library |
New degree programs; more interdisciplinary studies; additional centers and institutes; greater research impact; greater pressure on library staff and acquisitions budget
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New interdisciplinary educational programs; new or newly important areas of inquiry (e.g. materials science, molecular sciences, biotechnology); organizational questions around centers and institutes |
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2. Commitment to quality |
General education review; expansion of Honors, UROP, study abroad; greater diversity in students and faculty; Graduate School planning; academic capital campaign; new academic policy and curriculum committee |
Growth in Honors and UROP participation; more UNH students studying abroad; larger enrollments in cultural studies; increase in University endowment; more planning at institution level |
Reform of general education; more coherent undergraduate experience; better alignment of graduate education with research strengths; more competitive continuing education and professional training |
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Our Place |
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3. Institutional underfunding/budget problems |
Program reductions; ASR/BSCs; RCM reorganization of student recruitment and retention; thinning of administrative positions; consideration of land sales |
Balanced budgets; greater incentives to raise revenue and contain costs; better use of limited funds; internal and external concern about decline in quality |
Continued priority setting; new strategies for working with legislature; maintaining a high-quality faculty; monitoring RCM effects on cost control and revenue enhancement |
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4. University’s land-grant mission
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UNHM emphasis on access; changes in programming at NHPTV and Cooperative Extension; increase in business alliances; partnerships with most state agencies; increased regional collaboration; redesign of decision processes around land use |
Clearer definition of UNHM mission; more relevant outreach programs; instructional programs informed by business and industry; stronger role for UNH in state policy matters; tapping into strengths of other NE universities |
Providing more effective/responsive outreach organization; enhancing K-12 partnerships; finding a continuing and vital role in NH economic development; addressing educational needs of North Country |
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Our Time |
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5. Information Technology |
Wiring of campus; providing computers to staff, faculty, students; changes in business practices and in pedagogy; distance delivery to new audiences; website development |
More efficient business operations; new pedagogies; changes in curricula; new student markets; electronic communication with off-campus constituencies; broader internal dissemination of information |
Maintenance of infrastructure; keeping up with new technologies; expansion of distance learning and technology enhanced teaching; measuring educational outcomes—technology literacy/quality of technology-oriented educational programs |
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6. Changes in federal policies and enforcement |
ADA accommodations; changes in athletics per Title IX/OCR; repackaging of financial aid in response to federal migration to loans; accommodation of regulation from 15 federal agencies; reorganization and new hires in environmental health and safety |
More accessible campus; stronger women’s athletic teams; larger scholarships endowment; new policies in supplemental pay, research ethics, and research procedures; substantially more administrative reporting; improved environmental monitoring procedures; frequent federal audits |
Keeping current; working at national level to influence policy |
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7. Work force needs; globalization |
More opportunities for career development and service learning; increased number of business alliances; college advisory boards; greater emphasis on international/intercultural experiences |
Greater coordination between Academic and Student Affairs in career advising and service learning; additional professional masters degree programs; reconsideration of general education requirements; formal agreements with Howard University and University of Puerto Rico; more study-abroad sites; IROP |
Developing more business partnerships; developing credible accountability measures; international emphasis in curriculum and programs; greater diversity of students, faculty, and staff; proper balance between basic studies and professional education |
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8. Public and student expectations |
Expansion of public service activities; new residence hall and dining hall; student union; rec facility; expanded weekend activities for students; wiring of residence halls |
Cooperative Extension programming in area of children, families, community; NHPTV programming in education and current events; full student recreation program |
Cost containment; providing access to all qualified students |
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9. Competition/market |
Collective bargaining; new enrollment management strategies; capital campaign targets; new academic programs; more grant proposals |
Labor problems; larger scholarship endowments; more effective enrollment management organization; more relevant curricula |
Developing long-range competitive enrollment strategy; identifying new post-baccalaureate markets; keeping curriculum relevant; continuing to explore new teaching venues (e.g. distance learning; business/industry locations) |
[MBP 24-JAN-00]