Honors
You've heard me say many times that the quality
of the institution really is a reflection of the quality of
the faculty, and we have an outstanding faculty. In the past
year our prizes ranged from the Nobel Prize in physics through
a variety of prizes in medicine and chemistry. A significant
number of our faculty have been elected to the National Academies,
the McArthur Fellowship--which we heard about recently-- and
the American Philosophical Society. We're just starting to
hear the results from this year and I know it looks like it's
going to be as good as it was last year.
We
are equally proud of the performance of our students. With
Art Casciato and CURF helping us out, we have had another
great year. We have 18 Fulbright fellowships, three Gates,
three
Goldwaters, and four Thourons. What this says is that the
outstanding students that we have always had are now starting
to get some
of the recognition that they fully deserve. We also have
an increasing number of students moving through the Rhodes
scholarship
pipeline and making it to the finals. I know that as time
goes on we'll start to list more Rhodes as well. So we're very,
very pleased with what our students are showing. It's not
that
the students have changed, I think that it's just an indication
of recognition from the rest of the world of the great students
that we have.
Strategic Plan
Let's review the objectives for this planning
process; we've been working on this for almost two years now,
and we've refined our approach to the strategic plan. There
are three levels of emphasis in the plan. First, we are clearly
in the very top group of research universities in the world,
and one of our major objectives is to maintain our competitive
position in that rapidly moving cohort. Now realize that being
one of the top ten means that you are running with a very fast
crowd, no one's standing still, and in order to keep our competitive
position we will have to continue to invest heavily in our
faculty and our students, our programs and our physical plant.
So the first objective we have to have is to maintain our competitive
position, and that's no mean feat. But in addition to that,
we have to build on our differentiating strengths, and we will
be making that the second major focus of the strategic plan.
Finally, we're looking to other areas where we think that an
investment over the next eight years will truly be transformative
to the way the University looks.
You've seen the plan before; I'm not going
to speak about it at all today except to say that it does have
four major categories that focus on assuring academic excellence,
on capitalizing on differentiating strengths, on looking at
the way education is going to be carried out in the 21st century,
and ensuring that we have the capacity to do that here at the
University. What we have been doing in the past six months
or so is creating the overarching umbrella of a strategic plan
for the University, and we've been working out the business
plan that goes along with that.
Additionally, each one of the schools has now
been asked to draft or redraft their strategic plans, so that
they are consonant with the overall academic plan of the institution.
They have been doing that; the deans have been sharing their
plans with each other and refining them. Their final plans
have been brought together over the course of this summer.
Next week we will be presenting to the Board of Trustees the
individual strategic plans of each of the 12 schools and showing
how they interdigitate with the overall strategic plan for
the University. That will lead, as the President indicated,
to a development plan for the University, and for each of the
schools, that will form the underpinning for a capital campaign
that we will roll out perhaps a year or so from now.
What we need to do is fill in the foundation
of perhaps a billion dollars worth of projects, which will
solidify our position and allow us to continue to be very competitive
in this group of very rapidly moving top-research intensive
universities, in the country, and in the world. Secondly, we
will spend perhaps another billion dollars in the ideal world,
developing our differentiating programs and developing our
academic priorities. Finally, we would like to see about $1.5
to $1.8 billion go into efforts that will truly transform the
campus, transform the University and leave it a place in eight
years which is fundamentally different from the way it is right
now.
International Students
About a third
of our international students are in our master's and professional
programs, that includes our MBA programs, about 25% are undergraduates
and that constitutes
about 10% of our undergraduate population, about 25% are in
our Ph.D. programs, and the remainder are either in immediately
post-degree practical training or in our ELPs. We were concerned
that the fallout from 9/11 might have a negative impact on
our international student population in terms of incoming students.
We have seen a slow but steady increase in the number of applications
and matriculations in our foreign students reflected mainly
in the graduate student population. Our undergraduate population
is held constant and we have not seen any drop-off in this
part of our student body, which is so important to maintain
the diversity on campus and maintain the cultural mix that
we think is critical to the educational environment in which
all of us learn.
Where we thought
we might have problems, for example is the number of documents
issued through OIP. Of the
documents issues we've had, 24 were in denials and 28 in delays
at the original level. We're getting these problems right at
the point of the applications being processed through the embassies
in these foreign countries. They are by and large not delays
that are occurring in the interaction between our international
program office and SEVIS. They are happening well before that.
They are almost exclusively in a few target countries, 31 of
them were in fact in China. We're doing the best that we can
working through our representatives and our contacts to try
to accelerate the resolution of those delays, and see if we
can get some of those denials reversed. The reasons are the
ones you might expect. There are delays because of visa interview
appointments, difficulty with security advisory opinions, that
is sensitive academic areas or certain restricted countries.
There are also an increased number of visa denials where the
consular official has reason to believe the student plans to
immigrate to the United States, that it is not their intention
to return to the country of origin, that particular country
requires in order for that visa to be issued.
It has become
increasingly difficult to enter and leave the United States
freely, so we have to caution our
students not to leave and expect to come back in two to three
weeks for a vacation because they may experience re-entry difficulty.
Secondly, we have increased oversight and regulation for all
changes in academic status, academic program, current local
address, where we're required to notify the government, they
are required to send us back documents. So, the process takes
much longer. It's a process over which we do not have that
much control. Thirdly, there are noticeable changes that happened
in the immigration regulation, and the notice that we get is
usually very short. Finally, SEVIS--the tracking system for
all these policies and all these programs--is still not 100%
reliable. There are still glitches and delays that occur in
that massive digital database system. OIP has been very responsive
to this. As you know, they process documents for visa applications;
they do all the reports to SEVIS, and they provide all the
advice to our University community. In 2002-2003 they did about
9,000 advising visits and just since July 1 of this year they
have already done 2,500 advising visits. This is on top of
the tremendously increased workload that they have in dealing
with all the visa information that has to go to SEVIS and come
back from SEVIS and all the paperwork that hasn't been supplanted
by the electronic system. They do provide advising appointments
now two-days-a-week and have walk-in advising three-days-a-week.
There are a number of special programs, including
the first one, which was organized with the assistance of and
at the request of GAPSA, the UA and GSAC. There will be an
open forum with those bodies in early December and we hope
that will be an opportunity again for a free and open exchange
of information between the students who are having difficulties,
and the part of our organization that has to resolve those
difficulties.
Strategic Initiatives
In creating
the Office of Strategic Initiatives, the idea was to look
comprehensively at what we're doing at
the University. Certainly we are in the business of generating
new knowledge at Franklin's University, we are in the business
of teaching, of transmitting that knowledge to our students,
but we're also in the business of translating that knowledge
into useful tools for the common good. That's technology transfer,
that's reaching out into the community. You've heard President
Rodin talk about all the wonderful things that Penn has been
doing with the city and with the community that requires active
shepherding, active outreach in community involvement and engagement.
The idea was to create a single portal for the University and
that's what the Office of Strategic Initiatives is all about
and to pull under that portal technology transfer, corporate
R&D relationships and regional economic development. So
what we did is to create a new position for a Vice Provost
for Strategic Initiatives, and to align under that Vice Provost,
the Center for Technology Transfer--that's headed by Lou Berneman,
and new groups in regional economic development, and to realign
some elements that were previously in development and augment
them to create a robust corporate relations entity. What we've
also done now is to add advisory bodies on tech transfer and
corporate relations drawn from each of the 12 schools to advise
the Vice Provost for Strategic Initiatives, and make sure that
we are fully-coordinated across campus and that we're not doing
this with multiple contacts through the same outside corporation
or the same outside economic development entity but that Penn
has a unified and integrated approach to these things. We recruited
Les Hudson to do this job; we were able to recruit him here
in June of 2003 (see Almanac April 29, 2003). So I hope
that he'll come and speak to you himself at one of our future
meetings and tell you about some of the exciting programs that
he's doing: technology transfer, 442 new patent applications
last year, 82 new options and license agreements. More importantly,
there were 12 new start-up ventures last year. Two or three
years ago that number was one or two. $10.9 million was distributed
through the Patent Policy and a number that we're starting
to track more carefully now, the net present value of our portfolio,
the technical risk adjusted valuation of our portfolio which
we believe is now about $73 million and a measure of how we're
performing year on year. We're looking now to evaluate this
segment of the portfolio--the projects that haven't gone out
to start start-ups, that haven't been licensed or optioned,
and ask how we can move these through the pipeline more efficiently.
One of the topics that I hope we'll review with you during
the next few months are some of the new ideas Les has to move
those projects forward.
You've heard about the corporate relations
that we have now with GlaxoSmithKline, through Arthur Rubenstein's
effort in the School of Medicine, a $10 million initial investment
which we hope will be extended over the next five years at
about $10 million a year. We're currently in negotiations with
IBM, in both the life sciences area and the e-education areas
and we're looking forward to some ongoing and growing relationships
with IBM. We're in initial negotiations with Wyeth, and with
Lockheed Martin and that list will continue to grow over the
subsequent months.
Regional Economic
Development is a question of coordinating the efforts we
have. You know that President
Rodin was instrumental in putting together Innovation Philadelphia;
I've had a lot of input into PA BioAdvance; John Fry was on
the Ben Franklin Technology Partnership board. What we need
to do now is coordinate all of these efforts, make sure we're
speaking with one voice across all of these regional economic
development opportunities in the community. That's exactly
what we're doing through this office.
As an example
of one opportunity, we're pushing
the nanotechnology opportunity that started with Drexel and
Penn in the Ben Franklin Technology Partnership, to form the
Nanotechnology Institute (NTI). We're now moving to beef-up
the infrastructure at both Drexel and Penn and looking at the
beginning of the next calendar year to present the State with
opportunities for creating a broader nanotechnology center
that has more impact on local economic development and local
community industries. More importantly, we are thinking about
building regional center facilities that will benefit both
Penn and Drexel and will really be significant additions to
our research infrastructure using leveraged funds from outside
the University.
The Vice Provost for Research is a
critical position in the University; we will have a new Vice
Provost
for Research onboard and in place on November 3 (see Almanac
November 4, 2003). On the associate provost's side, the search committee
is actively working and I personally am eager to hear how they
are doing, soon.
Middle States Accreditation
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Middle States
Accreditation is a process that we go through periodically
at Penn. This is the formal accreditation
process for the University. There isn't any question about
Penn being accredited but we have to go through this process,
and as we do we should use it as a mechanism for assessing
ourselves in an area that we think is important. And that's
exactly what the Middle States Review Committee has asked us
to do. The area we have chosen is graduate education. As you
know it's one of the strategic priorities for the University
in our academic plan. We are also coming up on a National Research
Council set of evaluations within the next two years, something
that's only done every ten years but benchmarks our programs
with respect to other institutions and leaves us with a mark
that we will have to live with for the next ten years. So we're
very focused on trying to see how we can improve our graduate
programs right now and what we should be doing ourselves over
the next six-to-eight years to work our way through this process.
We've done a self-study, and we will be using the Middle States
process to do that. Over the past 18 months we've had a series
of six major committees chaired by our faculty members working
under the leadership of Walter Licht and in collaboration with
Peter Conn, our deputy provost, looking at the key areas of
graduate education. Now each one of these committees has been
working through two semesters and has developed preliminary
reports, shared them, has now come out with draft reports that
they have submitted and are putting together for comment. These
draft reports are now hopefully bringing interaction from the
rest of the community and will now be bringing those forward
as Penn's product for our interactions with the Middle States
review team.
The review
team is chaired by Don Randal, the former provost at Cornell,
who is now president of the University
of Chicago; Jerry Ostriker, formerly the provost at Princeton,
an astrophysicist; Peter Ellison, who is the dean of the Graduate
School of Arts and Sciences at Harvard. So it's a really good
external review team; they will be leading us through this
process. The external review is scheduled for May 2-8, 2004;
we should have a final report back by the 19th and then a meeting
to discuss their findings and to give our response to it in
June 2004. So I look forward to your participation and we're
going to probably be calling on many of you around the table
to help us out with this. Not only do we go through an accreditation
process, but also we come out with a process that gives us
some insights in a very critical area which is graduate education.