The advancement of academic priorities is critical to the future of NJIT. The NJIT Academic Plan 2013-2015, transitional in nature, describes a process of academic prioritizing that will be strengthened through collaboration and refinement. As we prepare for the roll out of this plan, we invite our academic community to review and refine the vision. At the core of the plan is attention to fair, impartial, and transparent processes that will lead to evidence-based decisions that will support the academic programs we offer, the faculty and researchers who cultivate them, and the students we serve.
This transitional academic plan, as a working document, will position the university toward the next Aspirational Academic Plan by 2015. The aspirational plan will be a document that is both visionary and practical, and will have the support of the NJIT community.
In Spring 2011, the Board of Trustees authorized the creation of “a University Senate or alternative models of shared governance for NJIT...to implement the University Senate or alternative models of shared governance...”. The development of a shared governance model--that is a governance structure that balances “shareholder participation in planning and decision making with administrative responsibility, with clear delineation of responsibility and authority as delegated by the Board of Trustees, the entity that has all legal authority over the governance of the institution”-- is led by a Shared Governance Steering Committee. The membership of that committee, representing the NJIT community, is chaired by Provost Deek.
The NJIT Program Review Process is the centerpiece of the university’s student learning assessment initiative. Program Review promotes a culture of assessment at NJIT, building a cohesive assessment strategy for all degree granting programs. Detailed program review occurs according to a 5-yr cycle plan, while yearly program updates demonstrate continuous improvement in the delivery of educational curricula. Our methods of assessment of educational effectiveness are aligned with our methods of assessment of institutional context.
In A Science and Technology Research University for the 21st Century, NJIT’s approved self study design for re-accreditation by the Middle States Commission on Higher Education, retention and graduation issues play a significant role. The significance of retention and graduation is also reflected in the NJIT Strategic Plan, 2010-2015. To be recognized for attracting high achieving students and faculty from diverse populations, the plan acknowledges, we must undertake an analysis of the reasons students withdraw and develop and implement retention tactics. It is the purpose of the Task Force on Undergraduate Retention and Graduation to complete an analysis of undergraduate retention and graduation and to recommend tactics for implementation that will yield improvements on both areas.
Helping each faculty member attain a balance in his or her professional lives is a high priority at NJIT, and we will assist faculty in dealing with their commitments to their careers and their families.
To aid prospective faculty members in learning more about NJIT as a place to work, teach, and research, we have put together this list of resources.