Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
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Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
Executive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020ing the North Dakota state University (NDSU) Graduate School and Interdisciplinary Studies with the office of Research and Creative Activity (RCA)’. To address the charge, we compared detailed organizational structures at NDSU and key metrics (chapter 2), organizational structures of NDSU to those a Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020t peer institutions (chapter 3), key metrics of Carnegie Classifications and NDSU (chapter 4). and conducted a campus survey (chapter 5).The task forcGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
e reviewed the organizational structures, department functions, and positions of both offices at NDSU, and compared staffing for both graduate schoolsExecutive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020th graduate school roles focusing on academic responsibilities and the research office providing various research-related services to campus. Similar comments were also reflected in survey responses. The comparison of the two units at NDSU with similar units at peer institutions revealed significant Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020 variability in staffing levels, job titles/'duties, and office services The R&D expenditures and graduate enrollments also had significant variabilitGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
y. Comparisons among the 16 institutions. NDSU is ranked 8th in R&D expenditures, 14th in research positions, 12th In graduate enrollment, and 8th in Executive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020 A survey of all fifty 1862 Land Grant Schools found that 47 of the 50 institutions have separate administrative offices for graduate education and research, with only three having combined research and graduate studies, although in different ways For example, the University of Arkansas has the grad Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020uate school combined with international education, jointly administered by the Graduate School and International Education Office. A search for institGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
utions that had combined offices of research and graduate education yielded 22 institutions ranging in total enrollments of 3,000 up to 35,000. and CaExecutive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020nd Research Offices within specific schools or colleges in addition to the institution’s centralized office for graduate education and office for research Also provided are examples of institutions that have separated their once-combined research and graduate education units with examples of the rat Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020ionales for reorganization. Importantly, in 2019 the Council of Graduate Schools conducted a survey of organization and administration of graduate eduGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
cation, and based on responses from the 200 universities that participated, the finding affirms that the majority of responding institutions organizesExecutive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020t the cusp between the two highest Doctoral university rankings. The current ranking of NDSU is highly competitive in terms of two important measures, research expenditure and broad PhD production. InterdisciplinaryPage 1programs at NDSU provide tremendous potential to be a real strength by leveragi Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020ng the research expenditures and graduate student PhD realization necessary to consistently retain Carnegie's highest ranking. To make that happen, exGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
isting disincentives for departments to support their faculty involvement within these programs need to be removed. In particular, there needs to be aExecutive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020host department should be allowed for students in interdisciplinary programs. This would enable departments and colleges to get credit in the internal counts that impact budget allocations, and external counts (USNews, ASEE, etc.) that impact international ranking of programsThe task force prepared Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020a survey comprising eight content questions and one demographic question (Primary Role at NDSU). The response rate to the survey varied among campus gGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
roups with administrators and faculty response at 17%. graduate students 2.48%, and staff under 2% with an overall rate of 4.79%. The majority of respExecutive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020ed outcomes. The collective consensus from the survey is that fundamental philosophical, functional, or financial needs to merge do not exist. Also, there are consistent concerns that a merger has the potential to significantly diminish research reputation and support at NDSU. There is support for h Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020igher levels of staff positions in both programs to advance NDSU graduate education and research missions.Situational factors’ mood on campus is thatGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
hiring is not currently feasible and would complicate any potential mergerThe task force did discuss the potential for collaboration between RCA and tExecutive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020ork. Another pathway to Increase synergies, is for highly interdisciplinary teams with needs for both services, to best leverage the needs from both organizations, and move forward in terms of graduate education and research funding. One recommendation from this task force IS for NDSU to devise mech Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020anisms for such a nimble structure to become manifest. Not within either/or organization, but with support from each to contribute towards our collectGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
ive successes.Based on our findings from each of these areas, the task force also voted on whether to recommend a merge. The vote of the task force meExecutive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020task force presents final thoughts for considerations moving forward.Page 2Chapter 1. IntroductionMembers of the ad hoc task force exploring integration of the College of Graduate and Interdisciplinary Studies and the Office of Research and Creative Activity was formed on June 15, 2020. Interim Prov Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020ost Fitzgerald met with the NDSU Graduate School during their staff meeting on June 22. 2020. On July 7. 2020 task force Chair Dean Wallin met with thGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
e staff of the Graduate School via Zoom in the morning, and the task force had its first meeting via Zoom in the afternoon. The deadline was to providExecutive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020 15. and 29: October 13 and 20: November 10: Decembers. 18. and 22. 2020. This document was submitted as a PDF to Provost Fitzgerald via email on December 28, 2020.Together, we collected information on the budgets, structures and functions of the College of Graduate and Interdisciplinary Studies and Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020 the Office of Research and Creative Activity here at NDSU and at 1862 Land-Grant Institutions; explored the relationship of research and graduate eduGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
cation administration at other institution with combined units or recently separated units: and key metrics of Carnegie Classifications and NDSU. A shExecutive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020 the ad hoc Task force are:•Kimberly Wallin, Professor and Dean of College of Science and Mathematics; Chair of Exploration Ad Hoc Task Force•Phillip McClean. Professor and Director of Genomics and Bioinformatics Program. Plant Sciences. College of Agriculture, Food Systems, and Natural Resources•Jo Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020hn Cox, Professor, History. Philosophy and Religious Studies. College of Arts. Humanities, and Social Sciences•Tim Peterson. Professor and Chair of TrGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
ansportation. Logistics and Finance. College of Business•David R. Steward. Professor and Chair of Civil and Environmental Engineering and Chair of ConExecutive SummaryThis document provides a detailed summary of the findings by the ad hoc task force charged to explore ‘the pros and cons of integrati Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020ciplinary Studies•Bryan Christensen, Professor, Health, Nutrition and Exercise Sciences. College of Human Sciences and Education•Sheri Anderson. Associate Vice President for Research Development. Office of the Vice President for Research and Creative Activity•Matthew Warner, Ph.D. candidate, English Grad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020, College of Arts. Humanities, and Social SciencesPage 3Chapter 2. NDSU: Detailed Organizational structure and Key MetricsSummaryThe task force reviewGrad_School_and_Research_Merger_Ad_Hoc_Committee_Final_Report_Dec_28_2020
ed the organizational structures, department functions, and positions of NDSU's College of Graduate and Interdisciplinary Studies and the Office of ReGọi ngay
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