UC|21 Implementation Team Creates Opportunity

As the University defines the new urban research university we need to strategically address our relationship with our clients, customers and partners. Likewise, as we enter a new athletic conference, the university has a significant opportunity to create opportunities in new markets. Recognizing that peer universities will be competing for common resources, UC must be purposeful and diligent in its efforts to serve students and society. Those are the tasks identified by UC|21 Implementation Team 6, charged with creating opportunity.

“From both personal knowledge and third-party information, our team believes that UC is already seen as a major resource by our community,” said co-leader Allen Arthur, associate dean, College of Applied Science. “But to meet the mandate of UC|21, being seen as merely a resource is no longer acceptable. To become a top-tier university, we must document and communicate that we are a community leader. There are some real challenges in accomplishing this goal, but they are not insurmountable. We can draw on the talent and expertise UC already possesses.”

According to Team 6, UC needs to compile and keep current a comprehensive list of our community involvement across the entire university. Such documentation has never before been attempted, and, we believe, the depth and breath of our activities will be most impressive.

“Our involvement needs to be communicated in a sustained and organized way, not only to the community, but even more importantly, to our own UC faculty, staff and students,” said co-leader Tom Guerin, associate vice president for Administrative Services & Human Resources. “This action alone may change the perception of UC from resource to leader. It may be that while we know the good things our department or college accomplishes, we don’t see the entire university as being outstanding because it’s never been demonstrated to us that it is.”

As only one of a handful of universities nationally with the range of academic programs, and as the only research institution in the Greater Cincinnati Region, the University of Cincinnati is uniquely positioned to create, collaborate and lead transformational entrepreneurial initiatives. However, the need for integrated and comprehensive systems, processes and resources capable of supporting the entrepreneurial potential of the university has been identified as one of the highest priorities by both the members of UC/21 Team 6, as well as the inter-collegiate Advisory Committee of the Office of Entrepreneurial Affairs. In addition, this need has been echoed by community and industry partners who express frustration in finding an entry point and in working with the university. Thus, the University needs to become a more friendly place to our own entrepreneurs, as well as to business partnerships in our global community.

This proposal addresses the need for facilitative infrastructure and systematic processes to support the University’s goal to become more entrepreneurial -- actively seeking opportunities to increase revenues and enrollment -- and take a competitive approach to meeting demands for research, evaluation, training, education, and technical assistance. Three key, interrelated, components include:  

UC has significant opportunity to reach a broad range of business, industry, incumbent workers, and unemployed individuals in need of continuous learning through new and existing academic programs. However, we miss a large number of these opportunities because of both internal and external communication and strategic issues. Easy access and a centralized portal for workforce development requests will provide greater visibility for UC as a provider and also generate revenues that are now lost opportunities.

The Workforce Development Collaborative will be the leading provider of educational and development opportunities for regional business and industry seeking to enhance their intellectual capital. Likewise, the Collaborative will be the provider of choice for individuals seeking to enhance their careers. The Collaborative’s programs and influence will extend beyond the local region to a national and even global audience as we work in collaboration with the UC community, business and government organizations to provide programs of significance. The Collaborative furthers the UC|21 vision through scholarship, leadership, and partnership.

The colleges at UC offer degrees that are accredited and sought after by students. While quite valuable, these degrees will not be sufficient for a growing number of graduates who want greater depth in a field of study. In fact, in some fields such as Accounting students need additional hours just to be eligible to take part in that fields professional exam (CPA). It is thus this committee’s view that there is a substantial opportunity for further training of some of our ambitious students while they are still on campus.

“We envision that all colleges that currently offer an UG degree offer an easy access MS or a post-baccalaureate diploma/certificate,” Arthur said. “These programs should be consistently administered across colleges with easy entry and exit points. Whenever possible, the programs should rely on our co-op program to enhance student maturity and preparedness.”