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Interestingly, some people at the University of CT were unaware Emmert did some of the things he is taking credit for and the things he actually were involved with did not exactly produce the results he claimed. At any rate, expect more details to come.
http://www.washington.edu/president/curriculumvitae.html
University of Connecticut (1995 - 1999)
ChancellorProfessor of Political Science
Served as chief operating and academic officer for the University with responsibilities for the administration of all activities and resources that relate to the main campus in Storrs and the five Regional Campuses. Direct supervision of the Vice Chancellor for Academic Administration, Vice Chancellor for Business and Administration, Vice Chancellor for Student Affairs, Vice Chancellor for Information Services, the academic deans and a variety of directors. Represented the University to outside constituencies, media, the Board of Trustees, Department of Higher Education, Governor’s Office, Connecticut General Assembly and various governmental agencies and private organizations. Active and successful fundraiser. Member of the boards of the UConn Foundation, University of Connecticut Educational Properties, Inc., Connecticut Technology Council, Haskins Laboratories, Connecticut Science Center and Sea Grant Senior Advisory Board.
Major Accomplishments
Finalized and moved toward full implementation of the University’s strategic plan, Beyond 2000: Change. This process was a highly collaborative effort involving university-wide faculty, staff and student initiatives and task forces. Both the planning and implementation processes sought to build a sense of community and commitment across UConn, while transforming academic and programmatic quality. The strategic plan set forth eight fundamental goals leading toward a significant enhancement of the University’s standing. All the initiatives associated with these goals required the involvement of a broad cross-section of the University community. Below is a sample, although not a comprehensive list, of these initiatives.
Oversaw a very large-scale construction and renovation effort through the implementation of UConn 2000, a $1 billion capital fund from the State over a ten-year period. Approximately $400 million in construction and renovation in various stages of completion and design was underway during my tenure. All projects were under the direction of the Chancellor’s office and were guided by a newly created facilities master plan. The UConn 2000 project involved the construction of completely new buildings for chemistry, business, pharmacy, biology and physics, marine science, engineering, residence halls and the Stamford campus complex. UConn 2000 also allowed extensive renovations of many campus facilities and the replacement of technical and telecommunications infrastructure.
Raised endowment funds to support research and educational goals. Through joint efforts with deans and the Office of Institutional Advancement, secured funds for new endowed chairs in chemistry, English, fine arts, business, law, gifted and talented education, faculty research programs and innovation in education. Other new endowments provided discretionary funds for students, faculty, deans and department heads, aimed particularly toward supporting student and faculty research and creative work as well as summer programs for gifted and talented high school students. Concluded final planning stages for a large capital campaign while continuing active involvement in raising funds for endowed chairs, scholarships and faculty support.
Successfully lobbied for $4 million state funding for continuation and expansion of Critical Technologies applied research programs in biotechnology, photonics, environmental research, marine science, precision manufacturing, pharmacy, information technology and materials science.
Eliminated structural budget deficit of $15 million per year: Implemented a multi-year budgetary model that reduced aggregate expenditures, streamlined administrative processes and increased revenue sources. Reallocated human and financial resources around university priorities, needs and opportunities to pursue selective excellence.
Decentralized the University budget and administrative processes to increase authority and responsibility at the college, school and departmental level: Enhanced the flexibility of budget allocation system to allow academic units to reallocate funds and personnel support around academic program needs.
Promoted university-wide diversity: Created the Office of Multi-cultural Affairs in support of the Institutes for African-American Studies, Latino and Puerto Rican Studies, Asian-American Studies, Women’s Studies, and the Asian-American, African-American, Puerto Rican and Latino and Women’s Cultural Centers. Increased faculty and staff support for these programs. Increased recruitment efforts and scholarship support for a more diverse student population. Efforts resulted in a significant increase in the diversity of faculty and the undergraduate student body.
Developed consensus around a new vision for the undergraduate learning experience based upon a faculty, student and staff work group: The work group’s report was translated into specific actions to move the University toward a more student-centered educational experience by creating a center for undergraduate education, new advisor support, developing the honors program and creating a new and highly successful freshman transition program.
Expanded the Teaching and Learning Institute: To have a broader impact on faculty across the University, provided them with resources and development opportunities to continually improve instructional models, as well as provide leadership in the improvement of teaching and learning methods and the uses of information technology.
Restructured offices and realigned resources toward academic goals: Overhauled poorly organized elements and created the Enrollment Management Office and programs, including the creation of new scholarship and financial aid support, resulting in an overall increase in freshman enrollment for 1998 of 17%, an increase of over 24% for minority students, an increase in out-of-state enrollments and improved academic quality.
http://www.washington.edu/president/curriculumvitae.html
University of Connecticut (1995 - 1999)
ChancellorProfessor of Political Science
Served as chief operating and academic officer for the University with responsibilities for the administration of all activities and resources that relate to the main campus in Storrs and the five Regional Campuses. Direct supervision of the Vice Chancellor for Academic Administration, Vice Chancellor for Business and Administration, Vice Chancellor for Student Affairs, Vice Chancellor for Information Services, the academic deans and a variety of directors. Represented the University to outside constituencies, media, the Board of Trustees, Department of Higher Education, Governor’s Office, Connecticut General Assembly and various governmental agencies and private organizations. Active and successful fundraiser. Member of the boards of the UConn Foundation, University of Connecticut Educational Properties, Inc., Connecticut Technology Council, Haskins Laboratories, Connecticut Science Center and Sea Grant Senior Advisory Board.
Major Accomplishments
Finalized and moved toward full implementation of the University’s strategic plan, Beyond 2000: Change. This process was a highly collaborative effort involving university-wide faculty, staff and student initiatives and task forces. Both the planning and implementation processes sought to build a sense of community and commitment across UConn, while transforming academic and programmatic quality. The strategic plan set forth eight fundamental goals leading toward a significant enhancement of the University’s standing. All the initiatives associated with these goals required the involvement of a broad cross-section of the University community. Below is a sample, although not a comprehensive list, of these initiatives.
Oversaw a very large-scale construction and renovation effort through the implementation of UConn 2000, a $1 billion capital fund from the State over a ten-year period. Approximately $400 million in construction and renovation in various stages of completion and design was underway during my tenure. All projects were under the direction of the Chancellor’s office and were guided by a newly created facilities master plan. The UConn 2000 project involved the construction of completely new buildings for chemistry, business, pharmacy, biology and physics, marine science, engineering, residence halls and the Stamford campus complex. UConn 2000 also allowed extensive renovations of many campus facilities and the replacement of technical and telecommunications infrastructure.
Raised endowment funds to support research and educational goals. Through joint efforts with deans and the Office of Institutional Advancement, secured funds for new endowed chairs in chemistry, English, fine arts, business, law, gifted and talented education, faculty research programs and innovation in education. Other new endowments provided discretionary funds for students, faculty, deans and department heads, aimed particularly toward supporting student and faculty research and creative work as well as summer programs for gifted and talented high school students. Concluded final planning stages for a large capital campaign while continuing active involvement in raising funds for endowed chairs, scholarships and faculty support.
Successfully lobbied for $4 million state funding for continuation and expansion of Critical Technologies applied research programs in biotechnology, photonics, environmental research, marine science, precision manufacturing, pharmacy, information technology and materials science.
Eliminated structural budget deficit of $15 million per year: Implemented a multi-year budgetary model that reduced aggregate expenditures, streamlined administrative processes and increased revenue sources. Reallocated human and financial resources around university priorities, needs and opportunities to pursue selective excellence.
Decentralized the University budget and administrative processes to increase authority and responsibility at the college, school and departmental level: Enhanced the flexibility of budget allocation system to allow academic units to reallocate funds and personnel support around academic program needs.
Promoted university-wide diversity: Created the Office of Multi-cultural Affairs in support of the Institutes for African-American Studies, Latino and Puerto Rican Studies, Asian-American Studies, Women’s Studies, and the Asian-American, African-American, Puerto Rican and Latino and Women’s Cultural Centers. Increased faculty and staff support for these programs. Increased recruitment efforts and scholarship support for a more diverse student population. Efforts resulted in a significant increase in the diversity of faculty and the undergraduate student body.
Developed consensus around a new vision for the undergraduate learning experience based upon a faculty, student and staff work group: The work group’s report was translated into specific actions to move the University toward a more student-centered educational experience by creating a center for undergraduate education, new advisor support, developing the honors program and creating a new and highly successful freshman transition program.
Expanded the Teaching and Learning Institute: To have a broader impact on faculty across the University, provided them with resources and development opportunities to continually improve instructional models, as well as provide leadership in the improvement of teaching and learning methods and the uses of information technology.
Restructured offices and realigned resources toward academic goals: Overhauled poorly organized elements and created the Enrollment Management Office and programs, including the creation of new scholarship and financial aid support, resulting in an overall increase in freshman enrollment for 1998 of 17%, an increase of over 24% for minority students, an increase in out-of-state enrollments and improved academic quality.
