UC San Diego’s Strategic Plan

Defining the Future of the Public Research University

Appendices

APPENDIX A

Strategic Planning Council

The Chancellor’s Strategic Planning Council—composed of UC San Diego leaders from the Academic Senate, faculty, students, staff, and campus administration—convened during the 2012-14 academic years. The Council will meet quarterly through 2014-15. Current Council members and previous council participants are provided below.

  • Pradeep K. Khosla, Chancellor
  • Suresh Subramani, Executive Vice Chancellor, Academic Affairs
  • David A. Brenner, Vice Chancellor, Health Sciences/Dean, School of Medicine
  • Margaret Leinen, Vice Chancellor/Dean, Marine Sciences, and Director, Scripps Institution of Oceanography
  • Sandra Brown, Vice Chancellor, Research
  • Steve Gamer, Vice Chancellor, Advancement
  • Juan González, Vice Chancellor, Student Affairs
  • Gary C. Matthews, Vice Chancellor, Resource Management and Planning
  • Pierre Ouillet, Vice Chancellor and Chief Financial Officer
  • Clare M. Kristofco, Associate Chancellor/Chief of Staff
  • Dan W. Park, Chief Campus Counsel
  •  
  • Steven Adler, Provost, Warren College
  • Kim Barrett, Dean, Graduate Division
  • Robby Boparai, President, Associated Students
  • Gerard Boss, Professor, Medicine and Academic Senate
  • Andy Buselt, President, Associated Students
  • James Carmody, Chair, Theatre and Dance
  • Shu Chien, Director, Institute of Engineering in Medicine
  • Seth Cohen, Chair, Chemistry and Biochemistry
  • Catherine Constable, Interim Vice Chancellor/Dean, Marine Sciences, and Director, Scripps Institution of Oceanography
  • Robert Continetti, Professor, Chemistry and Biochemistry and Academic Senate
  • Peter Cowhey, Dean, School of International Relations and Pacific Studies
  • Cristina Della Coletta, Dean, Arts and Humanities
  • Wolfgang Dillmann, Professor and Chair, Medicine and Council of Chairs
  • Leeann Dolbeck, Business Operations Officer and UC San Diego Staff Association
  • Jeffrey L. Elman, Dean, Social Sciences
  • Jeanne Ferrante, Associate Vice Chancellor, Faculty Equity
  • Victor Ferreira, Professor and Chair, Psychology and Council of Chairs
  • Linda S. Greene, Vice Chancellor, Equity, Diversity, and Inclusion
  • Gordon Hanson, Professor, International Relations and Pacific Studies
  • Allan Havis, Provost, Thurgood Marshall College
  • Tony Haymet, Vice Chancellor/Dean, Marine Sciences, and Director of Scripps Institution of Oceanography
  • Alan Houston, Director, Academic Strategic Initiatives
  • Matthew Jarvis, President, Graduate Student Association
  • Rahul Kapadia, President, Graduate Student Association
  • Juan Lasheras, Interim Dean, Jacobs School of Engineering
  • Meggie Le, President, Associated Students
  • Seth Lerer, Dean, Arts and Humanities
  • Jorge Mariscal, Professor, Spanish and Chicano/a Literature
  • T. Guy Masters, Professor, Institute of Geophysics & Planetary Physics, Scripps Institution of Oceanography, and Academic Senate
  • William McGinnis, Dean, Biological Sciences
  • James H. McKerrow, Dean, Skaggs School of Pharmacy and Pharmaceutical Sciences
  • Jonathan Monk, President, Graduate Student Association
  • Helen Mout, Program Representative, Muir College Writing, and UC San Diego Staff Association
  • Robert Neuhard, Director, Operational Strategic Initiatives, Business Affairs
  • Michael Norman, Director, San Diego Supercomputer Center
  • Carol Padden, Dean, Social Sciences
  • Al Pisano, Dean, Jacobs School of Engineering
  • Kit Pogliano, Professor of Biological Sciences and Academic Senate
  • Valerie Ramey, Professor, Economics
  • Roddey Reid, Professor of Literature and Council of Chairs
  • Steven Relyea, Vice Chancellor, Business Affairs
  • LaWana Richmond, Senior Business Analyst and UC San Diego Staff Association
  • Penny Rue, Vice Chancellor, Student Affairs
  • Barbara Sawrey, Associate Vice Chancellor and Dean, Undergraduate Education
  • Brian Schottlaender, Audrey Geisel University Librarian
  • Frieder Seible, Dean, Jacobs School of Engineering
  • Larry Smarr, Director, California Institute of Telecommunications and Information Technology
  • Shankar Subramaniam, Professor, Bioengineering and Council of Chairs
  • Robert S. Sullivan, Dean, Rady School of Management
  • Lisa Tauxe, Professor, Geosciences Research Division and Council of Chairs
  • Palmer W. Taylor, Dean, Skaggs School of Pharmacy and Pharmaceutical Sciences
  • Mark Thiemens, Dean, Division of Physical Sciences
  • Allan Timmermann, Professor, Rady School of Management
  • Paul Viviano, CEO, UC San Diego Health System/Associate Vice Chancellor, Health Sciences
  • Mary L. Walshok, Associate Vice Chancellor, Public Programs/Dean, University Extension
  • David Woodruff, Director, Sustainability Solutions Institute
  • Paul Yu, Provost, Revelle College

APPENDIX B

Strategic Plan Metrics

Strategic Plan metrics will ensure alignment across the university and progress in the following areas:

  • Recruiting and retaining faculty who lead or shape the national conversation in research, technology, and higher education policy and strategy
  • Career advising that holistically integrates the broader student experience with advising and mentoring, and opens doors for internships and jobs
  • Tangible societal impacts directly related to UC San Diego discoveries
  • Broad recognition of UC San Diego’s special programs and expertise as being the first, the best, or unique
  • UC San Diego Health System as a destination of choice for patients
  • University financials in a position of strength, enabling our future
  • Synergy among our collaborative and service-centric people and processes
  • Internal and external recognition of the broader culture of the university as being open, inclusive, and supportive

Each school, division, academic department, research lab, or administrative unit will elaborate on the metrics for each goal.

  1. Delivering an educational and overall experience that develops students who are capable of solving problems, leading, and innovating in a diverse and interconnected world
    • Student participation in internships, research, and cocurricular activities
    • Retention rates across all academic programs
    • Graduation rates through all degree levels for all demographic groups
    • Post graduation success rates (e.g., job placement and starting salary)
    • Alumni engagement and participation
  1. Cultivating a diverse and inclusive university community that encourages respectful open dialogue, and challenges itself to take bold actions that will ensure learning is accessible and affordable for all
    • Retention rate of underrepresented minorities (URM) faculty, staff, and students
    • URM graduation rates at all degree levels
    • URM admissions yield and matriculation
    • University community diversity profile
    • Effectiveness of outreach to the global community
    • Faculty, staff, and student life cycle and experience at UC San Diego
  1. Nurturing and supporting a collaborative and interdisciplinary research culture that advances the frontiers of knowledge, shapes new fields, and disseminates discoveries that transform lives
    • Effectiveness of recruiting, retaining, and growing a top-quality and diverse faculty and graduate student body
    • Number of partnerships and impact for joint research projects with industry leaders
    • Participation on industry-recognized boards and councils
    • Ability to attract external support
    • Effectiveness of increasing global awareness of UC San Diego’s impact
    • Identification and monitoring of emerging and future trends and strategic thrusts
  1. Supporting and promoting just and sustainable forms of economic development, shared prosperity, and social and cultural enrichment regionally and globally
    • Measurement of public and community service and volunteer activities performed by faculty, staff, and students
    • Partnerships between academic units with companies and school systems focused on shared education and training
    • Documentation of graduate placement and impact in the community
    • Analysis of strategies and pipelines for revenue streams (e.g., technology transfer and private support)
    • Contribution to community medical, health, and healing programs
    • Review and tracking of the components that affect national and global rankings
  1. Creating an agile, sustainable, and supportive infrastructure by ensuring a dedication to service, people, and financial stewardship
    • Increase in the diversity of our revenue-generating portfolio
    • Net revenue generation across all channels, endowments, scholarships, and nonrestricted funding
    • Impact of continuous improvement projects that support the Strategic Plan
    • Implementation of feedback related to student, customer, and job satisfaction
    • Analysis of the efficacy of financial stewardship efforts
    • Documentation of training and development opportunities
    • Assessment of the skill growth of faculty and staff

APPENDIX C

Goals

  1. Delivering an educational and overall experience that develops students who are capable of solving problems, leading, and innovating in a diverse and interconnected world
  2. Cultivating a diverse and inclusive university community that encourages respectful open dialogue, and challenges itself to take bold actions that will ensure learning is accessible and affordable for all
  3. Nurturing and supporting a collaborative and interdisciplinary research culture that advances the frontiers of knowledge, shapes new fields, and disseminates discoveries that transform lives
  4. Supporting and promoting just and sustainable forms of economic development, shared prosperity, and social and cultural enrichment regionally and globally
  5. Creating an agile, sustainable, and supportive infrastructure by ensuring a dedication to service, people, and financial stewardship

APPENDIX D

Strategies

Thirteen initial strategies have been established by the Chancellor’s Strategic Planning Council as a framework for initiatives that will be launched in support of the campus goals. The five goals and thirteen strategies will guide UC San Diego’s decision making through the end of this decade.

  1. Provide coordinated and comprehensive academic, professional, and career advising across all colleges, departments, and units.
  2. Rethink curriculum and pedagogy to improve retention an graduation rates and increase student and faculty engagement.
  3. Strengthen the connection between academic and high-impact cocurricular experiences.
  4. Evolve our campus culture by requiring actionable initiatives and measurable outcomes that enhance equity, diversity, and inclusion.
  5. Expand existing programs and implement new approaches that result in accessible and affordable learning for all.
  6. Identify emerging and future trends and strategic thrusts to increase our impact and enrich society.
  7. Attract, retain, and grow our top-quality and diverse faculty body.
  8. Grow a high-quality, cost-effective, and diverse graduate program.
  9. Evolve structures and processes to identify trends for investment, and foster innovation, risktaking, and collaboration.
  10. Strengthen community engagement and public service to increase the greater community’s awareness of UC San Diego’s impact and role locally, regionally, and globally.
  11. Improve access to high-quality patient care.
  12. Enhance financial sustainability through new revenue and efficient use of existing revenue.
  13. Identify new models for excellent service that prioritize delivery to our stakeholders while addressing regulatory, compliance, and reporting requirements.

APPENDIX E

Four Grand Research Themes

Understanding and Protecting the Planet
Explaining and effectively communicating environmental change, engineering economically viable solutions that will enhance the resilience of society, and recommending necessary policy changes and assessing their economic impact

Enriching Human Life and Society
Improving health and alleviating ailments, and mitigating social disparities through education, resources, historic perspectives, technologies, and communication

Exploring the Basis of Human Knowledge, Learning and Creativity
Probing the structure and workings of the human brain to discover the relationship between the brain and behavior; the impact of genetics, history, and culture on how we think and act; the surging and ebbing movements of nations and populations; and the nature of knowledge itself

Understanding Cultures and Addressing Disparities in Society
Revealing the full richness and breadth of human experience: build an appreciation of diverse cultures, perspectives, value systems, historical contexts, governance, and organizational structures; and foster the creation of new means of expression, analyses, and social organizations that will be important intellectual tools for the next generation