Foster a Vibrant Community of Learning and Scholarship

Kids come into the renovated warehouse to claim a little space and some collective inspiration to work on a drawing, a silkscreen print or an art project of their choice at the UC Davis-run TANA youth art center. TANA stands for Taller Arte del Nuevo Amanecer, or Art Workshop of the New Dawn. Conceived and operated by the UC Davis Department of Chicana/o Studies, TANA is a throwback to community art workshops that existed in more urban settings decades ago to cultivate the cultural and artistic life of the community, while encouraging participants to seek higher education and self-determination.

Through transformative and diverse opportunities for learning, UC Davis will inspire and prepare its students, faculty, staff and alumni to lead and excel in solving the dynamic challenges of tomorrow’s world.

In advancing this goal, we will:

Support excellence in teaching by bringing into our classrooms faculty who can share the fruits of cutting-edge research in and across the disciplines and provide the best education to our students

  • Encourage teaching and learning excellence through a wide range of academic and research resources and tools, including the use of emerging technologies, multi-modal learning, curricular innovations and pedagogical advancements
  • Utilize our strengths and distinctions, particularly in the humanities, arts and social sciences, to emphasize critical thinking, writing and life-long learning, while encouraging students to ask questions and weigh perspectives about social values, cultural practices, ethics and citizenship, and what it means to live in a diverse and complex society;
  • Provide diverse learning environments where student learning and the core values of a liberal arts education can flourish and where students are encouraged to pursue involvement in research and creative expression, mentoring opportunities and international study
  • Foster the academic success of all students by providing a network of student services that support health and welfare, enable civic engagement and leadership development, and foster a safe and hospitable learning environment

Enhance and promote a prestigious, internationally ranked library that takes its due place as the intellectual hub of the university

Recruit, retain and support the most academically selective and diverse cohorts of students, at the undergraduate, graduate and professional levels; increase the size of the graduate student cohort

  • Recruit, retain, and support domestic non-resident and international students at all levels as an effective means of encouraging global perspectives and active learning in the UC Davis community 
    • Dramatically increase need-based and merit-based financial support for all students to ensure that education, at all levels, is attainable and affordable; highlight scholarship and fellowship needs in philanthropic campaigns for the campus and the University of California
    • Support an educational “pipeline” that encourages student matriculation across all educational sectors and promotes the connections between undergraduate and graduate education

Attract, hire and retain a diverse group of faculty and staff members and sustain their enterprises with a superior physical, financial and technologic infrastructure to support their intellectual and professional development and their quality of life

  • Create programs and funding approaches to recruit and support “senior or distinguished hires,” as well as top-tier newer and emerging faculty, to bring the world’s most talented teachers, researchers and collaborators to our campus and our classrooms

Promote diversity in all our endeavors, understanding that diversity of thought and perspective, as well as diversity of culture and human identity, are essential elements of the academic excellence we strive for as a leading public research institution

Apply the recommendations of the UC-wide and UC Davis strategic planning efforts, respectively (“The Future of the University of California” and “The Future of UC Davis,” both currently underway), in guiding campus directions in such areas as academic and administrative structure and scope, curricular and pedagogical innovation, funding, visibility and advocacy

METRICS: We will measure our success in achieving this goal by assessing:

Undergraduate and Graduate Students

  • A range of enrollment management benchmarks (e.g., number of applications, enrollment and yield data, selectivity rates, diversity of undergraduate, graduate and professional students)
  • Excellence in student achievement as demonstrated by awards, fellowships and other external recognition;
  • Increases in the recruitment and retention of underrepresented students, with particular emphasis in the disciplines of the sciences, technology, engineering and mathematics
  • Increases in the number of domestic non-resident and international undergraduate students, and international graduate and professional students
  • Increases in the amount of scholarships, fellowships and other philanthropic support for undergraduate, graduate and professional students
  • The quality of the undergraduate and graduate experience in such areas as faculty engagement, satisfaction with the curriculum and student services, preparation for graduate education and employment, degrees attained, and salary outcomes, as measured by the University of California Undergraduate Experience Survey (UCUES), the UC Davis Alumni Survey and other similar instruments
  • Increases in the number of alumni and donors involved in philanthropic or campus leadership opportunities, particularly in providing support for teaching and research endeavors, endowed chairs and faculty support, and student research and engagement

Faculty and Staff

  • Increases in the quality and impact of the faculty’s teaching scholarship, frequency of external recognition of our faculty and associated media coverage that increases the campus’s visibility
  • Increases in the quality and impact of the staff’s professional achievements, frequency of external recognition of our staff and associated media coverage that increases the campus’ visibility
  • Impact of faculty and staff contributions to the campus community, through participation on university and departmental committees, governance opportunities and volunteerism 
  • Increases in the recruitment and retention of faculty and staff, particularly in under-represented categories, classifications or disciplines 
  • Increases in the number and quality of student experiences provided by faculty, staff and alumni in undergraduate research, domestic and international internships, career and leadership development programs, and public service
  • Increases in the quality of mentoring of students, junior faculty and junior staff; increases in opportunities for participation in formal and informal mentor-mentee activities