Opportunities and Challenges
The state of Connecticut has provided exceptional support for the University, transforming its campuses. In recent years, the University has dramatically strengthened its national reputation. The board and the administration have provided strong leadership, recruiting a constantly improved faculty and student body. To fulfill the confidence that has been placed in the University by the residents of Connecticut and to enhance the University’s role in the economic, social, and cultural well-being of Connecticut’s citizens, the 17th President of UConn will address the following opportunities and challenges:
Inspire the University of Connecticut community to achieve the eminence it deserves
The University has a magnificent opportunity in a time of significant challenge. The state of Connecticut will wrestle with demanding finances and the demographics of the Northeast will pressure enrollment. UConn needs to sustain and enhance its national and international presence, take advantage of the magnificent investments of the last 25 years, and aspire to achieve even greater academic excellence, at the level of an AAU institution.
The next president must harness the enthusiasm and commitment so evident in the University’s constituencies and inspire all of its members to focus relentlessly on student engagement, academic distinction, and entrepreneurial activity. UConn is in the midst of a large cultural change. The first and enduring priority of the president is to lead cultural development and to ensure that these essential themes are built deeply into every part of the University and become its system of belief.
Building a sustainable economic model for UConn
The University has a range of schools and programs, regional campuses, and a large health care enterprise. While all are well positioned in their marketplaces, there are opportunities for significant revenue enhancement across the institution. Universities around the country are adapting to the new realities of state support and market conditions and inventing new offerings, including specialized, regional campuses, three/two undergraduate/graduate programs, online and hybrid programs, and a wide range of arts and sciences and professional masters degrees with strong market power. UConn can capitalize on its dynamic East Coast location, between Boston and New York, Connecticut’s posture as home to some of the most successful investment funds in the nation and as the 7th largest defense contractor state in the country.
The University has a geographic advantage it can use to grow a wide range of programming that will drive revenue, faculty growth, and the funds for academic distinction.
Support and advance strategies for UConn Health to explore public-private partnerships to strengthen the clinical enterprise
UConn has an exceptional but small academic health center, located in a prosperous suburban county with an attractive payer mix. It is not positioned to compete with large systems of the current age. The University has developed and continues to explore a variety of alliances and public-private partnerships that will allow for a stronger competitive position and greater support for the academic mission. The president will be deeply engaged in this effort, along with the board, the leadership at UConn Health, and state government to develop partnerships that will strengthen UConn’s clinical and academic mission.
Enhance the scholarly and research capacities of the University
For UConn to further distinguish itself as a great public university, continued and increased investment in research is essential. The institution will need to leverage the strengths of its dedicated and recently increased faculty. The University has incredible infrastructure and physical facilities that will support much research and scholarship, which are usually the most difficult assets to acquire. The president will lead a strategic effort, working closely with the provost, deans, and faculty, to identify possibilities that will build on UConn’s strengths and build the critical mass of faculty, across all disciplines, that will improve both faculty recruitment and retention.
UConn faculty seek the colleagues that will inspire their best efforts, collaborate freely on new scholarly inventions, and make the University a destination for some of the finest intellectual developments in the academy. The president must authorize and inspire a next generation of academic strategy.
Enhance excellence through diversity, equity and inclusion
UConn has a long history of educating students from a broad array of backgrounds across its campuses. The University has always been a crucial engine of social mobility to citizens of Connecticut and it values this history and commitment. The president will be expected to provide the leadership that fosters inclusive excellence among the faculty, the student body, and the staff. While there has been a significant improvement in the diversity of the student body, and there is diversity on the regional campuses (with Stamford and Waterbury having now been designated an Hispanic Serving Institution) it is not yet comparably reflected in the faculty and staff on the Storrs campus. The president will lead the University’s efforts to increase diversity in admissions and employment and support student, faculty, and staff success. It is expected that the president will embrace students, staff, and faculty from diverse backgrounds and will clearly demonstrate a personal commitment to their own deep value of diversity and inclusion.
Cultivate donor relationships while enhancing a culture of philanthropy across the University
The last five years have been the most prolific fundraising era for the University, and the next president will harness the momentum of increased alumni engagement and philanthropy. The president will have the opportunity to work with a new Foundation CEO, a dedicated Foundation Board, and staff to connect with donors and align their passions with University priorities. There is tremendous potential to further build the endowment and lead the institution to a shared responsibility for University advancement. The president will help to build a culture of philanthropy, engaging other senior leaders, especially deans, and faculty to establish fundraising objectives and to raise the significant sums that are essential to support the academic mission.
To prosper in the modern era, UConn needs to raise funds to be competitive with universities that have built large fundraising enterprises as part of an entrepreneurial culture. UConn looks forward to a much-enhanced philanthropic effort.
Represent the University with external audiences
UConn plays a critical role in the economic development of the state of Connecticut, and the president has a public, civic, and moral leadership role to fulfill. The president will be visible not only to the University campuses, but throughout the state in the governmental, corporate, media, and education sector. As a public institution, the University is accountable to state government, in addition to its board, internal constituencies, and the public at large. The President will engage regularly with the governor of Connecticut and the state’s General Assembly. The President will ensure the University is fulfilling its mission and commitment to the economic and social prosperity of Connecticut and its citizens.
Provide strategic leadership to all campuses of the University and leverage strengths of the regional campuses
UConn has a unique opportunity to provide access to a UConn education across the state. In recent years there have been efforts to enhance the undergraduate potential in the Stamford and Hartford campuses. There is an enormous opportunity for the next president to work with academic leadership to capitalize on the growing popularity of the Stamford and Hartford campuses, and to develop signature programs at the other regional campuses and Farmington, that will differentiate UConn from other institutions in a highly concentrated market. The president must be aware of the programs at each, be visible to the faculty and students on each campus and understand the strengths and contributions that each campus makes to the institution and the state. The investment in economic development by the state has been profound. Its connectivity to UConn and the role it plays in the state’s economic future is of paramount significance.
Further strengthen sustainable initiatives and build upon existing emphasis around climate, energy and buildings, environmental justice, and grounds, open space, and conservation areas
UConn is a global and national leader in sustainability. It consistently ranks in the top ten green universities in the Sierra Club’s annual “Cool School” list and is one of only nine schools with a platinum STARS sustainability rating. It was among the first universities in the nation to make environmental literacy a general education requirement, and over 50% of researchers are engaged in sustainability matters. UConn’s Office of Sustainability has been very active in The United Nation’s Climate Conferences, state and nation policymaking, and myriad system-wide sustainability matters. With 24 LEED certified buildings on campus, UConn is dedicated to climate neutrality by 2050. The president must demonstrate an understanding of environmental issues and propel the university forward to meet current challenges surrounding climate change and environmental justice.
Important Links
University of Connecticut
Storrs, Connecticut 06269
uconn.edu