University Of California Merced

The meeting included reports on the search processes for the new UC President and UC Merced Chancellor. Discussions covered systemwide academic issues such as the Fair Pay to Play Act and climate change principles. Leadership provided campus updates regarding student success, graduation rates, revenue diversification, enrollment management, and progress on medical education partnerships. An overview was presented on the multi-year academic planning process, and revisions to Senate Bylaw II.IV.4 regarding the Library and Scholarly Communication committee membership were endorsed. Additionally, the General Education program implementation was reviewed, and standing committees provided reports on various initiatives including research grants, faculty retention guidelines, and graduate funding models.

This document outlines the Academic Planning Process for the University of California, Merced, designed to align institutional vision and mission with school-level goals, establish a path toward R1 research status, and facilitate long-term strategic planning through decentralized and sustainable resource allocation. The process is guided by principles of transparency, predictability, integration, adaptability, and accountability, spanning phases from establishing school values to developing and resourcing five-year plans. Key priorities and opportunities include enhancing Spark seminars, advancing General Education (GE) implementation, addressing GE designations, and developing comprehensive assessment and e-portfolio initiatives through 2022.

This workforce planning document for UC Merced addresses the financial viability and growth of the institution, aiming to support 10,000 students and adjust the staff-to-faculty ratio. The plan identifies key priorities: Research Excellence and Academic Distinction, Student Success, and Organizational Efficiencies and Sustainability. It seeks to optimize staffing, streamline processes, and ensure a functional research infrastructure to achieve institutional goals.

The meeting featured reports on faculty accomplishments and ongoing partnerships with university leadership regarding strategic planning, COVID-19 guidelines, and anti-racism initiatives. Campus updates covered advocacy for federal and state funding, specifically for the Health and Behavioral Sciences Medical Education building, as well as enrollment growth, data stewardship, and the restoration of on-campus activities. The Senate endorsed amendments to its bylaws and regulations, reviewed the annual report on services for undocumented scholars, and announced leadership for the upcoming academic year. Furthermore, the committee conducted a question-and-answer session regarding faculty concerns and recognized several faculty members with awards for excellence in teaching, research, and service.

The meeting featured announcements regarding budget concerns, the formation of bylaws, and academic unit policies. Discussions were held on the strategic academic vision, the attainment of the 404 permit, the Blue Ribbon Commission on Intercollegiate Athletics, campus infrastructure projects, and preparations for commencement. Additionally, the Provost provided updates on faculty recruitment, student enrollment, WASC accreditation progress, and the impact of the state budget crisis. A discussion took place regarding proposed revisions to bylaw language, and several faculty awards were presented. Standing committee reports covered planning and resources, personnel review, committee staffing challenges, graduate and research policies, undergraduate course reviews, and faculty welfare issues.