The Provost is the chief academic officer of NJIT and is thus responsible for the educational and research mission of the university. Given the broad scope of Academic Affairs, numerous offices and entities are under the umbrella of the Provost’s Office. These include, for example, all academic colleges, schools, and departments; Sponsored Research Administration and Grant/Contract Accounting; Enrollment Management, Global Initiatives, and Career Development Services; Graduate Studies; Undergraduate Studies; Continuing and Professional Education; Information Services and Technology; the University Libraries, Institutional Effectiveness; Planning and Accreditation; and the Murray Center for Women in Technology. All of the faculty and instructional staff ultimately “report” to the Provost.
The Office of the Provost and Senior Executive Vice President is currently working on a series of initiatives to enhance the student and faculty experience at NJIT. A few of them are mentioned below.
The Provost also serves as the Senior Executive Vice President for the university, and collaborates with the President in setting overall university priorities and allocates funds to carry these priorities forward. The Provost and Senior Executive Vice President is a member of the university’s senior administration; should the President be away or otherwise unavailable, the Provost acts as President.
The Office of the Provost and Senior Executive Vice President is currently working on a series of initiatives to enhance the student and faculty experience at NJIT. A few of them are mentioned below.
2020 Vision: A Strategic Plan for NJIT
2020 Vision–The NJIT Strategic Plan sets a bold challenge for NJIT, one that will move the university into the top tier of technological research universities. With its pragmatic focus on students, learning, scholarly research, community and investment, it lays out a blueprint for growth. The plan offers specific objectives and strategies that will improve the way NJIT educates students, advances research, and ultimately contributes to the local, regional and national economy, thereby responding to its four-part mission of education, research, service, and economic development. It also describes the specific investments required to implement the improvements and achieve the goals. Although ambitious, 2020 Vision is built on the reality of NJIT finances and shows how well-planned stewardship can bring about transformation while investing within our means.
Leadership in Digital Learning: Convergence
By 2020, 25% of all academic courses will be delivered by methods that end the distinction between face-to-face and online instruction. Through the use of digital technology, the physical classroom and the virtual classroom will converge, and all students, regardless of their physical location, will participate in the same learning activities simultaneously. They will have the choice of being in the classroom or interacting with the instructor and other students through the use of internet streaming.
NJIT Strategic Enrollment Plan: 2015-2020
The priority placed on student success in both the Academic Plan and the Strategic Enrollment Plan points to the need for coordination of implementation strategies. The current draft of the NJIT Strategic Enrollment Management Plan, Stage One, 2015-2020, and a PowerPoint of the highlights which was presented to the Board of Trustees on February 7, 2013, are provided here. Because we want a transparent and inclusive process, we invite the academic community to review the draft and provide feedback to Ms. Kathy Kelly, Associate Vice President for Enrollment Management who is chairing the SEM planning process. Our goal is to have a final plan ready for Presidential approval and Board review in early summer, 2013.
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 is led by a Shared Governance Steering Committee, representing the NJIT community and chaired by Interim Provost Deek.
Continuous Improvement of Academic Programs
Academic assessment drives the continuous improvement of our degree-granting programs, ensuring they effectively meet the current needs of our students and the society. Each academic program engages in ongoing self-assessment. Comprehensive five-year program reviews and yearly self-assessment reports are required from each academic program.