Description
With this description related to proposed action plan for guiding aspiration lead in innovation, entrepreneurship.
PROPOSED ACTION PLAN FOR GUIDING ASPIRATION #6
LEAD IN INNOVATION, ENTREPRENEURSHIP, AND
CREATIVITY, (CIE)
UTA values and will encourage a culture of innovation, entrepreneurship, and
creativity. We will be distinguished by our unwavering commitment to high-
impact exploration, scholarship, and achievement.
RATI ONALE AND STRATEGIC OBJECTIVES
Rationale: UTA demonstrates an unwavering commitment to creativity, innovation and
entrepreneurship that foster quality enquiry, high impact exploration, scholarship and
achievement. The University’s bold vision will be accomplished through engagement with
local, national and global communities (academic, business, civic) as partners in scholarly-
research activities that have direct university and public impact.
Strategic Objectives: Optimize the environment to inspire creative thinking, learning, and
action by:
• Developing a culture that embraces creativity, innovation and entrepreneurship.
• Supporting and connecting communities of creative scholars.
• Integrating creativity across the curriculum.
• Developing critical infrastructure to foster creativity, innovation and
entrepreneurship.
• Affirming diversity of thinking, self-expression, and experiences.
• Establishing structures, campaign, programs, and initiatives to make this creative
culture and its positive impact highly visible.
NEAR-TERM STEPS FOR EACH OPERATIONAL PRIORITY (STRATEGY, TARGET, TACTICS)
Operational Priority #1: Undergraduate Education
Provide significant and innovative pedagogical access and meaningful student experiences to
develop creativity/innovation habits of learning
Strategy 7.1.1 Increase undergraduate students’ abilities to create, ideate, and model the
development cycle through integrated course curriculum.
Target • 2015: Baseline measure of undergraduate students’ abilities to create, ideate, and
model the development cycle (tool TBD)
• 2017: 15% increase from baseline in undergraduate students’ abilities to create,
ideate, and model the development cycle (tool TBD)
• 2020: 25% increase from baseline in undergraduate students’ abilities to create,
ideate, and model the development cycle (tool TBD)
Tactics • Ensure departments encourage and promote a learning methodology of
clarifying, ideating, developing and implementing. Establish departmental
1
incentives.
• Establish a university wide dialogue focusing on “process skills,”…
strategies to reframe challenges and extrapolate and transform information,
and to accept and deal with ambiguity.
• Develop undergraduate learning opportunities that focus on
entrepreneurship projects, where faculty or industry mentors provide
students experiential learning.
• Provide incentives for Faculty to review (and implement) opportunities to
enhance current course offering with new strategies in creativity and
innovation at the undergraduate level.
• Create a new interdisciplinary course (lab, studio) focused on the
development of new ideas. INNOVATION 2020
• Engage architecture and art courses/students in renovation projects across
campus
Metrics to
Success
• An annual increase of 15% of programs that include coursework that teach
skills that encourage CIE.
• An annual increase of 15% of students completing coursework that teaches
CIE skills.
Strategy 7.1.2 Enhance University culture to promote creativity, innovation, and
entrepreneurship.
Target • 2016: Baseline measure of undergraduates’ engagement with CIE (add
question(s) to Student Experience Survey)
• 2018: 10% increase from baseline of undergraduates’ engagement with
CIE (add question(s) to Student Experience Survey)
• 2020: 20% increase from baseline of undergraduates’ engagement with
CIE (add question(s) to Student Experience Survey)
Tactics • Develop strategies that complement the “First Year UTA Experience” to
add focus on innovation and creative strategies.
• Enhance new student orientation days with presentations that include the
UTA DNA that reveals creativity, innovation, and entrepreneurship insight.
• Develop a Creativity/Innovation Lecture Series that provides a broad
spectrum of ideas and strategies to enhance the “Creative Mind” of The
University Community.
Strategy 7.1.3 Increase access to an inclusive environment that fosters creativity,
entrepreneurship, and innovation.
Target The annual percentage of undergraduates participating in at least one of the
listed tactics.
14-15 – 5%
15-16 – 25%
16-17 – 30%
18-19 – 35%
19-20 – 50%
Tactics • Encourage multi-disciplinary “on demand inventiveness” participation
(students, faculty, staff, and industry) that leads to a meaningful conviction
that everyone is creative, and can learn to be more so.
2
• Establish New Venture Game: develop an inclusive environment for
university wide participation.
• Entrepreneurship speed dating: establish interdisciplinary initiative that
creates events and opportunities for undergraduates across disciplines to
meet and establish cross-collaborative projects.
• Establish the Entrepreneurship Club: develop an inclusive environment for
university wide participators.
• Commit to the development of a center for Creativity, Innovations, and
Entrepreneurship on campus that provides focus, services, opportunities,
and information.
• Position, creativity and innovation mentors/advocates for students (and
Faculty) within the “new” Center for Creativity, Innovation, and
Entrepreneurship. This will include peer mentoring.
Strategy 7.1.4 Increase access to space and technologies used for creation and prototyping.
Target The annual percentage of undergraduates using CIE spaces and technologies
14-15 – 5%
15-16 – 15%
16-17 – 20%
18-19 – 25%
19-20 – 30%
Tactics • Create a Large Format Digital Fabrication/Motion Creation/Imaging
Development/Gaming labs which would be available to all UTA students.
• Provide broad based access to software technologies for creation that
enhance degree offerings but also encourages interdisciplinary projects.
Metrics to
Success
• The Lab(s) will be open by J une 2015.
Strategy 7.1.5 Increase undergraduate student opportunities to display, perform or publish
their creativity/innovations.
Target • 2015: 10% of undergraduates displaying, performing or publishing their
scholarship and creative works
• 2018: 20% of undergraduates displaying, performing or publishing their
scholarship and creative works
2020: 30% of undergraduates displaying, performing or publishing their
scholarship and creative works
Tactics • Establish the Innovation Showcase: feature work from undergraduate
students (and Graduate +Faculty) to be placed in partner venues in Dallas
and Fort Worth. Explore key community investors, entrepreneurs and
creative individuals of both cities.
• Develop the International Exhibition and Performance Initiative: UTA will
feature student (and Faculty) artistic/scholarly research within selected
venues that will enhance relationships with important academic,
community and government global organization.
• Provide venues or dedicated nontraditional locations across campus to
3
preform/present/display student artistic/scholarly work that informs the
university community of current activity.
• Publish digital undergraduate journals as forums for their research and
creative works
Metrics to
Success
• University sponsored/opportunities for undergraduate students to present
scholarship will expand 10% annually through 2020
Operational Priority #2: Graduate Education
“Educate and graduate increasing numbers of diverse graduate students equipped to think and act
creatively, innovatively, and entrepreneurially.”
Strategy 7.2.1 Increase graduate students’ ability to create, ideate, and model the
development cycle through integrated course curriculum and real-world
challenges from the non-profit, for-profit and public sector environments.
Target • 2015: Baseline measure of graduate students’ ability to create, ideate, and model
the development cycle (tool TBD)
• 2017: 15% increase from baseline in graduate students’ ability to create, ideate,
and model the development cycle (tool TBD)
• 2020: 25% increase from baseline in graduate students’ ability to create, ideate,
and model the development cycle (tool TBD)
Tactics • Inventory CIE content in key graduate courses
• Identify additional courses that can accommodate CIE content
• Create CIE certificate program consisting of relevant courses across
various disciplines
• Create CIE-oriented dual degree programs
• Team-teach CIE courses using faculty from various units across campus
• Offer CIE-themed seminars
• Invite guest lecturers to discuss the importance of CIE in their respective
fields
• Cross-list CIE courses across departments, programs, and colleges
• Provide incentives for faculty to incorporate additional experiential
learning activities into their respective courses
• Strengthen the focus on experiential learning/applied projects in more
graduate courses
• Increase the number of graduate internship opportunities in organizations
where CIE is valued
• Engage architecture and art graduate students in renovation projects across
campus
4
Strategy 7.2.2 Foster relationships and networking opportunities between graduate
students, faculty, staff, and community entrepreneurs and industry leaders.
Target • 2015/2016: 15% increase (in comparison to 2014/2015) in number of
internship/practical application opportunities provided to graduate students
• 2017/2018: 25% increase (in comparison to 2014/2015) in number of
internship/practical application opportunities provided to graduate students
• 2019/2020: 30% increase (in comparison to 2014/2015) in number of
internship/practical application opportunities provided to graduate students
• 2015/2016: 15% increase (in comparison to 2014/2015) in number of
services hours provided to mentor graduate students by faculty, staff, and
community entrepreneurs and industry leaders
• 2017/2018: 25% increase (in comparison to 2014/2015) in number of
services hours provided to mentor graduate students by faculty, staff, and
community entrepreneurs and industry leaders
• 2019/2020: 30% increase (in comparison to 2014/2015) in number of
services hours provided to mentor graduate students by faculty, staff, and
community entrepreneurs and industry leaders
Tactics • Provide networking opportunities with local entrepreneurs, inventors, and
other creative individuals
• Invite local entrepreneurs, inventors, and other creative individuals to
speak to graduate students in appropriate classes, UT Arlington’s
Entrepreneurship Society events, and other venues
• Provide incentives for faculty to more fully engage and mentor graduate
students’ CIE aspirations
• Provide incentives for faculty to more fully engage with the local
community’s creative class
• Strengthen graduate student placement services
• Promote CIE accomplishments of students, faculty and alumni
• Create an infrastructure to coordinate and support a more robust internship
program
5
GUIDING ASPIRATION
LEAD I N CREATI VI TY , I NNOVATI ON, ENTREPRENEURSHI P (CI E)
Operational Priority #3: Professional and Continuing Education Globally
“Enable unparalleled access to knowledge and continuing education to ensure an informed global
citizenry, expand our outreach and engage globally.”
Strategy 7.3.1 Increase the level of interaction and engagement in online classes
Target
• 2015: Establish baseline measurement of interaction and engagement with the
National Survey of Student Engagement
• 2017: 15% increase from baseline the level of online student interaction and
engagement
• 2020: 25% increase from baseline the level of online student interaction and
engagement
Tactics • Expand creation of online courses that foster team interaction
• Create virtual classrooms that connect with international destinations
• Use real-time, dynamic technology to foster two-way conversations and
learning
• Use online tools to enable robust learning interactions
• Explore emerging technologies as a tool to connect online learners to the
UTA community and culture
Strategy 7.3.2 Increase student completion of certificate programs that reward academic
credit and draw up on the deep expertise of UTA faculty and industry
partners
Target • 2016: 500 certificates awarded
• 2018: 1,000 certificates awarded
• 2020: 3,000 certificates awarded
Tactics • Market analysis of needs for College and School-based certificates in fields
grounded in creativity, innovation and entrepreneurship
• Review the process for review of new certificates to encourage
entrepreneurial development of College-based certificates -implementation
• Develop and launch a number of new College and School-based certificate
programs based on market analysis, such as:
o Skills development in digital fabrication and advanced
manufacturing
o Skills development in entrepreneurship
o Skills development in data visualization
o Skills development in mobile app development
o Skills development in creative thinking and idea generation
• Survey departments and colleges to review need and competition within
the university (including continuing education). All parties should be
aware of development and how it may impact their area.
Metrics to • Develop and launch 2 new certificate programs by December 2015
6
GUIDING ASPIRATION
LEAD I N CREATI VI TY , I NNOVATI ON, ENTREPRENEURSHI P (CI E)
Operational Priority #4: Research and Economic Development
“Substantially enhance capacity and productivity in research, scholarship, and creative activity to
advance knowledge, enhance education, and catalyze economic development and global
competitiveness of the region and the State.”
Strategy 7.4.1 Increase the integration of UT Arlington faculty’s research and creative
works into the scholarly output of their peers and students.
Target • 2016: 10% increase in the citation, mention, and downloading of faculty
creative works (Tool being developed by the library) as compared to
2014/2015
• 2018: 15% increase in the citation, mention, and downloading of faculty
creative works (Tool being developed by the library) as compared to
2014/2015
• 2020: 20% increase in the citation, mention, and downloading of faculty
creative works (Tool being developed by the library) as compared to
2014/2015
Tactics • Increase deposits of faculty and student scholarly works (e.g., articles,
presentations, exhibit, lectures, data) in the University’s Institutional
Repository
• Create a Faculty Publishing Fund to support faculty publishing in high
Success • Develop and launch 6 new certificate programs by December 2018
Strategy 7.3.3 Continue expansion of professional programs globally that draw upon the
deep expertise of UTA faculty and industry partners
Targets • 2016: 5% increase in number of students participating in professional programs
• 2018: 10% increase in number of students participating in professional programs
• 2020: 15% increase in number of students participating in professional programs
Tactics • Develop an inventory of UTA online and in-person professional programs
offered globally
• Expansion of Nursing program in niche markets
• Expansion of Executive MBA program beyond China
• Development of Healthcare Administration online program for Central and
South America
• Use a diversity of online media tools to disseminate and market online
learning products
7
quality open access journals
• Create an Innovation Incubator to provide small innovation grants to
faculty and graduate students to produce short term quantifiable outcomes.
(Grants come with the requirement that recipients must publish outcomes
in both an academic and popular journal within 12 months of grant award.)
• Develop a UTA Innovation Showcase to feature work from faculty and
students in partner venues in Dallas and Ft. Worth. Kickoff the Showcase
with an event with key community investors, entrepreneurs, and the
creative classes of both cities.
• Provide infrastructure for hosting digital journals developed at UTA
• Create an open access UTA Digital Press – would be one of only two in the
U.S.
Strategy 7.4.2 For faculty creating grant-funded computational data sets, increase the
number who utilize University data management services and/or a data
repository for its curation
Target • 2016: 5% of these faculty will utilize data management services
• 2018: 10% of these faculty will utilize data management services
• 2020: 15% of these faculty will utilize data management services
• 2016: 10% of these faculty will make their computational data publically
available
• 2018: 20% of these faculty will make their computational data publically
available
• 2020: 30% of these faculty will make their computational data publically
available
Tactics • Recognize faculty who make their research data openly available for use
by other scholars
• Develop a Data Repository for deposit and access to UTA research data
• Provide resources to assist in development of data management plans for
grants
Metrics to
Success
• Creation of University-based data management services by J une 2015.
Strategy 7.4.3 Expand UTA’s contributions to the economic growth of DFW and north
Texas
Target 2018: 5% increase in the value of UTA’s economic impact (Tool: Business
activity impact report,http://www.uta.edu/economicimpact/)
2020: 10% increase in the value of UTA’s economic impact (Tool: Business
activity impact report,http://www.uta.edu/economicimpact/)
Tactics • Establish an Entrepreneurship Center at UTA to serve as a liaison to
community stakeholders by fostering entrepreneurial activity (CIE? )
• Create an Innovation Incubator to provide small innovation grants to
faculty and graduate students to produce short term quantifiable outcomes.
8
GUIDING ASPIRATION
LEAD I N CREATI VI TY , I NNOVATI ON, ENTREPRENEURSHI P (CI E)
Operational Priority #5: Faculty and staff
“Provide a stimulating environment that unleashes faculty creativity, innovation and
entrepreneurship as well as staff engagement in creatively providing support to ensure quality
teaching, learning and research.”
Strategy 7.5.1 Promote & support cross-disciplinary teaming to address societal and
quality of life challenges
Target • 2016: 15% of faculty participate in crowd-sourcing and Blue-Sky teams
• 2018: 25% of faculty participate in crowd-sourcing and Blue-Sky teams
• 2020: 50% of faculty participate in crowd-sourcing and Blue-Sky teams
Tactics • Create UTA’s crowd-sourcing platform to engage faculty & staff in current
problem solving & provide incentives for participation
• Foster Blue-Sky thematic teams among faculty & staff across disciplines &
Units
Strategy 7.5.2 Provide resources to foster cross-disciplinary teaming to encourage
innovative problem solving.
Target
• 2016: 10% increase in the number of cross-disciplinary teams focused on
innovative problem solving
• 2018: 15% increase in the number of cross-disciplinary teams focused on
innovative problem solving
• 2020: 25% increase in the number of cross-disciplinary teams focused on
innovative problem solving
Tactics • Create a comprehensive data base for all CIE-related hardware and
software available at UTA
• Offer one day/month for staff to work on a problem and/or initiative in
service to the University outside of day-to-day tasks
• Encourage staff working groups, facilitate interactions and sharing of
solutions to current administrative challenges
• Implement a user-friendly resource sharing policies across Colleges and
departments
• Offer competitive cost sharing for cross-disciplinary research and
instrumentation proposals
• Increase opportunities for staff development and continuous improvement
in the use of novel tools and techniques
• Provide semester development leaves for faculty or teams of faculty to
pursue CIE endeavors
• Implement a comprehensive startup program encompassing technical,
business and legal components
9
• Expand the visiting scholars program to enable faculty with
complementary expertise to work on innovative solutions.
• Promote the development and team-teaching of cross-disciplinary capstone
design project courses leveraging advanced interactive and collaborative
delivery
Strategy 7.5.3 Incentivize the inclusion of creative, innovative, and entrepreneurship
culture into courses and research through an appropriate system of
recognition, reward, and promotion
Targets • 2016: 15% increase in the number of faculty including creative, innovative,
and entrepreneurship culture in their courses and research
• 2018: 30% increase in the number of faculty including creative, innovative,
and entrepreneurship culture in their courses and research
• 2020: 50% increase in the number of faculty including creative, innovative,
and entrepreneurship culture in their courses and research
Tactics • Expand the concept of “independent research program” as a criteria for
Tenure and Promotion to encompass cross-disciplinary team research
• Underscore innovativeness in assessing faculty performance
• Nominate faculty & staff and teams of faculty & staff for CIE - related
awards and provide support for developing competitive applications
• Publicize faculty and staff creative accomplishments
• Reflect UTA’s creative and innovative campus image through inspiring art,
architecture, landscaping, design, etc…
• Initiate a 1% for the Arts provision for all new construction on any UTA
property.
• Engage architecture and art faculty in renovation projects across campus
Metrics to
Success
• Increase nomination of faculty & staff for CIE-related awards by 50% in AY
2019-2020 compared to AY 2013-2014
10
GUIDING ASPIRATION
LEAD I N CREATI VI TY , I NNOVATI ON, ENTREPRENEURSHI P (CI E)
Operational Priority #6: Infrastructure and Resources
“Provide critical infrastructure and allocate the necessary resources to foster creativity,
innovation and entrepreneurship at the highest level.”
Strategy 7.6.1 Increase physical and technological infrastructure dedicated to creation, innovation
and entrepreneurship
Target Annual increase in the development of creative spaces as well as expenditures
on technology that create capacity for CIE
14-15 – 5%
15-16 – 15%
16-17 – 20%
18-19 – 25%
19-20 – 30%
Tactics • Create a Digital Fabrication Research and Teaching Lab on the main
campus with mid to large format equipment.
• Develop a Center for Creativity and Innovation, focused on fostering
idea generation and creativity, in a neutral location with staffing and
services available to all students and faculty.
• Foster creation of digital humanities projects
• Reflect UTA’s creative and innovative campus image through inspiring
art, architecture, landscaping, design, etc…
• Initiate a 1% for the Arts provision for all new construction on any
UTA property.
• Engage architecture and art students and faculty in renovation projects
across campus
Strategy 7.6.2 Improve support services dedicated to creation, innovation and entrepreneurship
Target • 2016: 60% UT Arlington’s faculty, staff, and students are satisfied with CIE
support services (tool TBD)
• 2017: 75% UT Arlington’s faculty, staff, and students are satisfied with CIE
support services (tool TBD)
• 2020: 90% UT Arlington’s faculty, staff, and students are satisfied with CIE
support services (tool TBD)
Tactics • Enable an on-demand printing program or service to allow quick printing
of professional quality books and creative works by and for faculty, student
and community
• Provide a process for faculty and academic departments to publish digital
open access journals.
• Create and maintain a dynamic inventory of UTA equipment and
technologies for fabrication, creativity and manufacturing.
• Strategically hire staff specialists with skills to support users in creative lab
spaces and foster interdisciplinary engagement.
11
Strategy 7.6.3 Establish mechanisms for the dissemination of creative, innovative and
entrepreneurial thinking and doing to the broader communities outside of
UTA
Targets • 2016: Baseline measure of community involvement with an off-campus institute
for community outreach focusing on creativity development.
• 2018: 25% increase from baseline in community involvement with an off-
campus institute for community outreach focusing on creativity
development.
• 2020: 50% increase from baseline in community involvement with an off-
campus institute for community outreach focusing on creativity
development.
Tactics • Develop an off-campus institute for community outreach focusing on
creativity development.
• Working through the communications office, develop a unified strategy for
communicating all gallery exhibitions/shows, performances, and public
lectures taking place on campus.
• Develop an online environment to communicate UTA cross-disciplinary
successes in applying creative thinking in the classroom , lab, events, etc.
Strategy 7.6.4 Develop a more progressive position relative to ubiquitous computing on
campus in support of creation, innovation and entrepreneurship
Targets • 2015: Baseline measure of student, staff and faculty satisfaction with
effectiveness of University technology resources to enable CIE initiatives
• 2018:25% increase from baseline in student, staff and faculty satisfaction
with effectiveness of University technology resources to enable CIE
initiatives
• 2020: 50% increase from baseline in student, staff and faculty satisfaction
with effectiveness of University technology resources to enable CIE
initiatives
Tactics • Balancing needs for data security with our high ambitions to foster
creativity and innovation
• Make hardware and software policies more transparent and unified across
campus.
• Increase the number of suites and seats offered in support of CIE related
activities
• Encourage classrooms to become ‘untethered’ through more robust wifi
and technology infrastructural support across campus.
• Encourage cloud-based learning scenarios.
• Create virtual learning labs throughout campus for both interdisciplinary
exchange and for inter-institutional exchange.
• Improve technology infrastructure in classrooms, with increased
investment in smart boards, interactive environments for student/ professor
exchanges, and digital projectors, screens or televisions as needed.
12
doc_205894165.pdf
With this description related to proposed action plan for guiding aspiration lead in innovation, entrepreneurship.
PROPOSED ACTION PLAN FOR GUIDING ASPIRATION #6
LEAD IN INNOVATION, ENTREPRENEURSHIP, AND
CREATIVITY, (CIE)
UTA values and will encourage a culture of innovation, entrepreneurship, and
creativity. We will be distinguished by our unwavering commitment to high-
impact exploration, scholarship, and achievement.
RATI ONALE AND STRATEGIC OBJECTIVES
Rationale: UTA demonstrates an unwavering commitment to creativity, innovation and
entrepreneurship that foster quality enquiry, high impact exploration, scholarship and
achievement. The University’s bold vision will be accomplished through engagement with
local, national and global communities (academic, business, civic) as partners in scholarly-
research activities that have direct university and public impact.
Strategic Objectives: Optimize the environment to inspire creative thinking, learning, and
action by:
• Developing a culture that embraces creativity, innovation and entrepreneurship.
• Supporting and connecting communities of creative scholars.
• Integrating creativity across the curriculum.
• Developing critical infrastructure to foster creativity, innovation and
entrepreneurship.
• Affirming diversity of thinking, self-expression, and experiences.
• Establishing structures, campaign, programs, and initiatives to make this creative
culture and its positive impact highly visible.
NEAR-TERM STEPS FOR EACH OPERATIONAL PRIORITY (STRATEGY, TARGET, TACTICS)
Operational Priority #1: Undergraduate Education
Provide significant and innovative pedagogical access and meaningful student experiences to
develop creativity/innovation habits of learning
Strategy 7.1.1 Increase undergraduate students’ abilities to create, ideate, and model the
development cycle through integrated course curriculum.
Target • 2015: Baseline measure of undergraduate students’ abilities to create, ideate, and
model the development cycle (tool TBD)
• 2017: 15% increase from baseline in undergraduate students’ abilities to create,
ideate, and model the development cycle (tool TBD)
• 2020: 25% increase from baseline in undergraduate students’ abilities to create,
ideate, and model the development cycle (tool TBD)
Tactics • Ensure departments encourage and promote a learning methodology of
clarifying, ideating, developing and implementing. Establish departmental
1
incentives.
• Establish a university wide dialogue focusing on “process skills,”…
strategies to reframe challenges and extrapolate and transform information,
and to accept and deal with ambiguity.
• Develop undergraduate learning opportunities that focus on
entrepreneurship projects, where faculty or industry mentors provide
students experiential learning.
• Provide incentives for Faculty to review (and implement) opportunities to
enhance current course offering with new strategies in creativity and
innovation at the undergraduate level.
• Create a new interdisciplinary course (lab, studio) focused on the
development of new ideas. INNOVATION 2020
• Engage architecture and art courses/students in renovation projects across
campus
Metrics to
Success
• An annual increase of 15% of programs that include coursework that teach
skills that encourage CIE.
• An annual increase of 15% of students completing coursework that teaches
CIE skills.
Strategy 7.1.2 Enhance University culture to promote creativity, innovation, and
entrepreneurship.
Target • 2016: Baseline measure of undergraduates’ engagement with CIE (add
question(s) to Student Experience Survey)
• 2018: 10% increase from baseline of undergraduates’ engagement with
CIE (add question(s) to Student Experience Survey)
• 2020: 20% increase from baseline of undergraduates’ engagement with
CIE (add question(s) to Student Experience Survey)
Tactics • Develop strategies that complement the “First Year UTA Experience” to
add focus on innovation and creative strategies.
• Enhance new student orientation days with presentations that include the
UTA DNA that reveals creativity, innovation, and entrepreneurship insight.
• Develop a Creativity/Innovation Lecture Series that provides a broad
spectrum of ideas and strategies to enhance the “Creative Mind” of The
University Community.
Strategy 7.1.3 Increase access to an inclusive environment that fosters creativity,
entrepreneurship, and innovation.
Target The annual percentage of undergraduates participating in at least one of the
listed tactics.
14-15 – 5%
15-16 – 25%
16-17 – 30%
18-19 – 35%
19-20 – 50%
Tactics • Encourage multi-disciplinary “on demand inventiveness” participation
(students, faculty, staff, and industry) that leads to a meaningful conviction
that everyone is creative, and can learn to be more so.
2
• Establish New Venture Game: develop an inclusive environment for
university wide participation.
• Entrepreneurship speed dating: establish interdisciplinary initiative that
creates events and opportunities for undergraduates across disciplines to
meet and establish cross-collaborative projects.
• Establish the Entrepreneurship Club: develop an inclusive environment for
university wide participators.
• Commit to the development of a center for Creativity, Innovations, and
Entrepreneurship on campus that provides focus, services, opportunities,
and information.
• Position, creativity and innovation mentors/advocates for students (and
Faculty) within the “new” Center for Creativity, Innovation, and
Entrepreneurship. This will include peer mentoring.
Strategy 7.1.4 Increase access to space and technologies used for creation and prototyping.
Target The annual percentage of undergraduates using CIE spaces and technologies
14-15 – 5%
15-16 – 15%
16-17 – 20%
18-19 – 25%
19-20 – 30%
Tactics • Create a Large Format Digital Fabrication/Motion Creation/Imaging
Development/Gaming labs which would be available to all UTA students.
• Provide broad based access to software technologies for creation that
enhance degree offerings but also encourages interdisciplinary projects.
Metrics to
Success
• The Lab(s) will be open by J une 2015.
Strategy 7.1.5 Increase undergraduate student opportunities to display, perform or publish
their creativity/innovations.
Target • 2015: 10% of undergraduates displaying, performing or publishing their
scholarship and creative works
• 2018: 20% of undergraduates displaying, performing or publishing their
scholarship and creative works
2020: 30% of undergraduates displaying, performing or publishing their
scholarship and creative works
Tactics • Establish the Innovation Showcase: feature work from undergraduate
students (and Graduate +Faculty) to be placed in partner venues in Dallas
and Fort Worth. Explore key community investors, entrepreneurs and
creative individuals of both cities.
• Develop the International Exhibition and Performance Initiative: UTA will
feature student (and Faculty) artistic/scholarly research within selected
venues that will enhance relationships with important academic,
community and government global organization.
• Provide venues or dedicated nontraditional locations across campus to
3
preform/present/display student artistic/scholarly work that informs the
university community of current activity.
• Publish digital undergraduate journals as forums for their research and
creative works
Metrics to
Success
• University sponsored/opportunities for undergraduate students to present
scholarship will expand 10% annually through 2020
Operational Priority #2: Graduate Education
“Educate and graduate increasing numbers of diverse graduate students equipped to think and act
creatively, innovatively, and entrepreneurially.”
Strategy 7.2.1 Increase graduate students’ ability to create, ideate, and model the
development cycle through integrated course curriculum and real-world
challenges from the non-profit, for-profit and public sector environments.
Target • 2015: Baseline measure of graduate students’ ability to create, ideate, and model
the development cycle (tool TBD)
• 2017: 15% increase from baseline in graduate students’ ability to create, ideate,
and model the development cycle (tool TBD)
• 2020: 25% increase from baseline in graduate students’ ability to create, ideate,
and model the development cycle (tool TBD)
Tactics • Inventory CIE content in key graduate courses
• Identify additional courses that can accommodate CIE content
• Create CIE certificate program consisting of relevant courses across
various disciplines
• Create CIE-oriented dual degree programs
• Team-teach CIE courses using faculty from various units across campus
• Offer CIE-themed seminars
• Invite guest lecturers to discuss the importance of CIE in their respective
fields
• Cross-list CIE courses across departments, programs, and colleges
• Provide incentives for faculty to incorporate additional experiential
learning activities into their respective courses
• Strengthen the focus on experiential learning/applied projects in more
graduate courses
• Increase the number of graduate internship opportunities in organizations
where CIE is valued
• Engage architecture and art graduate students in renovation projects across
campus
4
Strategy 7.2.2 Foster relationships and networking opportunities between graduate
students, faculty, staff, and community entrepreneurs and industry leaders.
Target • 2015/2016: 15% increase (in comparison to 2014/2015) in number of
internship/practical application opportunities provided to graduate students
• 2017/2018: 25% increase (in comparison to 2014/2015) in number of
internship/practical application opportunities provided to graduate students
• 2019/2020: 30% increase (in comparison to 2014/2015) in number of
internship/practical application opportunities provided to graduate students
• 2015/2016: 15% increase (in comparison to 2014/2015) in number of
services hours provided to mentor graduate students by faculty, staff, and
community entrepreneurs and industry leaders
• 2017/2018: 25% increase (in comparison to 2014/2015) in number of
services hours provided to mentor graduate students by faculty, staff, and
community entrepreneurs and industry leaders
• 2019/2020: 30% increase (in comparison to 2014/2015) in number of
services hours provided to mentor graduate students by faculty, staff, and
community entrepreneurs and industry leaders
Tactics • Provide networking opportunities with local entrepreneurs, inventors, and
other creative individuals
• Invite local entrepreneurs, inventors, and other creative individuals to
speak to graduate students in appropriate classes, UT Arlington’s
Entrepreneurship Society events, and other venues
• Provide incentives for faculty to more fully engage and mentor graduate
students’ CIE aspirations
• Provide incentives for faculty to more fully engage with the local
community’s creative class
• Strengthen graduate student placement services
• Promote CIE accomplishments of students, faculty and alumni
• Create an infrastructure to coordinate and support a more robust internship
program
5
GUIDING ASPIRATION
LEAD I N CREATI VI TY , I NNOVATI ON, ENTREPRENEURSHI P (CI E)
Operational Priority #3: Professional and Continuing Education Globally
“Enable unparalleled access to knowledge and continuing education to ensure an informed global
citizenry, expand our outreach and engage globally.”
Strategy 7.3.1 Increase the level of interaction and engagement in online classes
Target
• 2015: Establish baseline measurement of interaction and engagement with the
National Survey of Student Engagement
• 2017: 15% increase from baseline the level of online student interaction and
engagement
• 2020: 25% increase from baseline the level of online student interaction and
engagement
Tactics • Expand creation of online courses that foster team interaction
• Create virtual classrooms that connect with international destinations
• Use real-time, dynamic technology to foster two-way conversations and
learning
• Use online tools to enable robust learning interactions
• Explore emerging technologies as a tool to connect online learners to the
UTA community and culture
Strategy 7.3.2 Increase student completion of certificate programs that reward academic
credit and draw up on the deep expertise of UTA faculty and industry
partners
Target • 2016: 500 certificates awarded
• 2018: 1,000 certificates awarded
• 2020: 3,000 certificates awarded
Tactics • Market analysis of needs for College and School-based certificates in fields
grounded in creativity, innovation and entrepreneurship
• Review the process for review of new certificates to encourage
entrepreneurial development of College-based certificates -implementation
• Develop and launch a number of new College and School-based certificate
programs based on market analysis, such as:
o Skills development in digital fabrication and advanced
manufacturing
o Skills development in entrepreneurship
o Skills development in data visualization
o Skills development in mobile app development
o Skills development in creative thinking and idea generation
• Survey departments and colleges to review need and competition within
the university (including continuing education). All parties should be
aware of development and how it may impact their area.
Metrics to • Develop and launch 2 new certificate programs by December 2015
6
GUIDING ASPIRATION
LEAD I N CREATI VI TY , I NNOVATI ON, ENTREPRENEURSHI P (CI E)
Operational Priority #4: Research and Economic Development
“Substantially enhance capacity and productivity in research, scholarship, and creative activity to
advance knowledge, enhance education, and catalyze economic development and global
competitiveness of the region and the State.”
Strategy 7.4.1 Increase the integration of UT Arlington faculty’s research and creative
works into the scholarly output of their peers and students.
Target • 2016: 10% increase in the citation, mention, and downloading of faculty
creative works (Tool being developed by the library) as compared to
2014/2015
• 2018: 15% increase in the citation, mention, and downloading of faculty
creative works (Tool being developed by the library) as compared to
2014/2015
• 2020: 20% increase in the citation, mention, and downloading of faculty
creative works (Tool being developed by the library) as compared to
2014/2015
Tactics • Increase deposits of faculty and student scholarly works (e.g., articles,
presentations, exhibit, lectures, data) in the University’s Institutional
Repository
• Create a Faculty Publishing Fund to support faculty publishing in high
Success • Develop and launch 6 new certificate programs by December 2018
Strategy 7.3.3 Continue expansion of professional programs globally that draw upon the
deep expertise of UTA faculty and industry partners
Targets • 2016: 5% increase in number of students participating in professional programs
• 2018: 10% increase in number of students participating in professional programs
• 2020: 15% increase in number of students participating in professional programs
Tactics • Develop an inventory of UTA online and in-person professional programs
offered globally
• Expansion of Nursing program in niche markets
• Expansion of Executive MBA program beyond China
• Development of Healthcare Administration online program for Central and
South America
• Use a diversity of online media tools to disseminate and market online
learning products
7
quality open access journals
• Create an Innovation Incubator to provide small innovation grants to
faculty and graduate students to produce short term quantifiable outcomes.
(Grants come with the requirement that recipients must publish outcomes
in both an academic and popular journal within 12 months of grant award.)
• Develop a UTA Innovation Showcase to feature work from faculty and
students in partner venues in Dallas and Ft. Worth. Kickoff the Showcase
with an event with key community investors, entrepreneurs, and the
creative classes of both cities.
• Provide infrastructure for hosting digital journals developed at UTA
• Create an open access UTA Digital Press – would be one of only two in the
U.S.
Strategy 7.4.2 For faculty creating grant-funded computational data sets, increase the
number who utilize University data management services and/or a data
repository for its curation
Target • 2016: 5% of these faculty will utilize data management services
• 2018: 10% of these faculty will utilize data management services
• 2020: 15% of these faculty will utilize data management services
• 2016: 10% of these faculty will make their computational data publically
available
• 2018: 20% of these faculty will make their computational data publically
available
• 2020: 30% of these faculty will make their computational data publically
available
Tactics • Recognize faculty who make their research data openly available for use
by other scholars
• Develop a Data Repository for deposit and access to UTA research data
• Provide resources to assist in development of data management plans for
grants
Metrics to
Success
• Creation of University-based data management services by J une 2015.
Strategy 7.4.3 Expand UTA’s contributions to the economic growth of DFW and north
Texas
Target 2018: 5% increase in the value of UTA’s economic impact (Tool: Business
activity impact report,http://www.uta.edu/economicimpact/)
2020: 10% increase in the value of UTA’s economic impact (Tool: Business
activity impact report,http://www.uta.edu/economicimpact/)
Tactics • Establish an Entrepreneurship Center at UTA to serve as a liaison to
community stakeholders by fostering entrepreneurial activity (CIE? )
• Create an Innovation Incubator to provide small innovation grants to
faculty and graduate students to produce short term quantifiable outcomes.
8
GUIDING ASPIRATION
LEAD I N CREATI VI TY , I NNOVATI ON, ENTREPRENEURSHI P (CI E)
Operational Priority #5: Faculty and staff
“Provide a stimulating environment that unleashes faculty creativity, innovation and
entrepreneurship as well as staff engagement in creatively providing support to ensure quality
teaching, learning and research.”
Strategy 7.5.1 Promote & support cross-disciplinary teaming to address societal and
quality of life challenges
Target • 2016: 15% of faculty participate in crowd-sourcing and Blue-Sky teams
• 2018: 25% of faculty participate in crowd-sourcing and Blue-Sky teams
• 2020: 50% of faculty participate in crowd-sourcing and Blue-Sky teams
Tactics • Create UTA’s crowd-sourcing platform to engage faculty & staff in current
problem solving & provide incentives for participation
• Foster Blue-Sky thematic teams among faculty & staff across disciplines &
Units
Strategy 7.5.2 Provide resources to foster cross-disciplinary teaming to encourage
innovative problem solving.
Target
• 2016: 10% increase in the number of cross-disciplinary teams focused on
innovative problem solving
• 2018: 15% increase in the number of cross-disciplinary teams focused on
innovative problem solving
• 2020: 25% increase in the number of cross-disciplinary teams focused on
innovative problem solving
Tactics • Create a comprehensive data base for all CIE-related hardware and
software available at UTA
• Offer one day/month for staff to work on a problem and/or initiative in
service to the University outside of day-to-day tasks
• Encourage staff working groups, facilitate interactions and sharing of
solutions to current administrative challenges
• Implement a user-friendly resource sharing policies across Colleges and
departments
• Offer competitive cost sharing for cross-disciplinary research and
instrumentation proposals
• Increase opportunities for staff development and continuous improvement
in the use of novel tools and techniques
• Provide semester development leaves for faculty or teams of faculty to
pursue CIE endeavors
• Implement a comprehensive startup program encompassing technical,
business and legal components
9
• Expand the visiting scholars program to enable faculty with
complementary expertise to work on innovative solutions.
• Promote the development and team-teaching of cross-disciplinary capstone
design project courses leveraging advanced interactive and collaborative
delivery
Strategy 7.5.3 Incentivize the inclusion of creative, innovative, and entrepreneurship
culture into courses and research through an appropriate system of
recognition, reward, and promotion
Targets • 2016: 15% increase in the number of faculty including creative, innovative,
and entrepreneurship culture in their courses and research
• 2018: 30% increase in the number of faculty including creative, innovative,
and entrepreneurship culture in their courses and research
• 2020: 50% increase in the number of faculty including creative, innovative,
and entrepreneurship culture in their courses and research
Tactics • Expand the concept of “independent research program” as a criteria for
Tenure and Promotion to encompass cross-disciplinary team research
• Underscore innovativeness in assessing faculty performance
• Nominate faculty & staff and teams of faculty & staff for CIE - related
awards and provide support for developing competitive applications
• Publicize faculty and staff creative accomplishments
• Reflect UTA’s creative and innovative campus image through inspiring art,
architecture, landscaping, design, etc…
• Initiate a 1% for the Arts provision for all new construction on any UTA
property.
• Engage architecture and art faculty in renovation projects across campus
Metrics to
Success
• Increase nomination of faculty & staff for CIE-related awards by 50% in AY
2019-2020 compared to AY 2013-2014
10
GUIDING ASPIRATION
LEAD I N CREATI VI TY , I NNOVATI ON, ENTREPRENEURSHI P (CI E)
Operational Priority #6: Infrastructure and Resources
“Provide critical infrastructure and allocate the necessary resources to foster creativity,
innovation and entrepreneurship at the highest level.”
Strategy 7.6.1 Increase physical and technological infrastructure dedicated to creation, innovation
and entrepreneurship
Target Annual increase in the development of creative spaces as well as expenditures
on technology that create capacity for CIE
14-15 – 5%
15-16 – 15%
16-17 – 20%
18-19 – 25%
19-20 – 30%
Tactics • Create a Digital Fabrication Research and Teaching Lab on the main
campus with mid to large format equipment.
• Develop a Center for Creativity and Innovation, focused on fostering
idea generation and creativity, in a neutral location with staffing and
services available to all students and faculty.
• Foster creation of digital humanities projects
• Reflect UTA’s creative and innovative campus image through inspiring
art, architecture, landscaping, design, etc…
• Initiate a 1% for the Arts provision for all new construction on any
UTA property.
• Engage architecture and art students and faculty in renovation projects
across campus
Strategy 7.6.2 Improve support services dedicated to creation, innovation and entrepreneurship
Target • 2016: 60% UT Arlington’s faculty, staff, and students are satisfied with CIE
support services (tool TBD)
• 2017: 75% UT Arlington’s faculty, staff, and students are satisfied with CIE
support services (tool TBD)
• 2020: 90% UT Arlington’s faculty, staff, and students are satisfied with CIE
support services (tool TBD)
Tactics • Enable an on-demand printing program or service to allow quick printing
of professional quality books and creative works by and for faculty, student
and community
• Provide a process for faculty and academic departments to publish digital
open access journals.
• Create and maintain a dynamic inventory of UTA equipment and
technologies for fabrication, creativity and manufacturing.
• Strategically hire staff specialists with skills to support users in creative lab
spaces and foster interdisciplinary engagement.
11
Strategy 7.6.3 Establish mechanisms for the dissemination of creative, innovative and
entrepreneurial thinking and doing to the broader communities outside of
UTA
Targets • 2016: Baseline measure of community involvement with an off-campus institute
for community outreach focusing on creativity development.
• 2018: 25% increase from baseline in community involvement with an off-
campus institute for community outreach focusing on creativity
development.
• 2020: 50% increase from baseline in community involvement with an off-
campus institute for community outreach focusing on creativity
development.
Tactics • Develop an off-campus institute for community outreach focusing on
creativity development.
• Working through the communications office, develop a unified strategy for
communicating all gallery exhibitions/shows, performances, and public
lectures taking place on campus.
• Develop an online environment to communicate UTA cross-disciplinary
successes in applying creative thinking in the classroom , lab, events, etc.
Strategy 7.6.4 Develop a more progressive position relative to ubiquitous computing on
campus in support of creation, innovation and entrepreneurship
Targets • 2015: Baseline measure of student, staff and faculty satisfaction with
effectiveness of University technology resources to enable CIE initiatives
• 2018:25% increase from baseline in student, staff and faculty satisfaction
with effectiveness of University technology resources to enable CIE
initiatives
• 2020: 50% increase from baseline in student, staff and faculty satisfaction
with effectiveness of University technology resources to enable CIE
initiatives
Tactics • Balancing needs for data security with our high ambitions to foster
creativity and innovation
• Make hardware and software policies more transparent and unified across
campus.
• Increase the number of suites and seats offered in support of CIE related
activities
• Encourage classrooms to become ‘untethered’ through more robust wifi
and technology infrastructural support across campus.
• Encourage cloud-based learning scenarios.
• Create virtual learning labs throughout campus for both interdisciplinary
exchange and for inter-institutional exchange.
• Improve technology infrastructure in classrooms, with increased
investment in smart boards, interactive environments for student/ professor
exchanges, and digital projectors, screens or televisions as needed.
12
doc_205894165.pdf