University-Wide

• Consolidated university-wide academic planning and decision-making. The reorganization of portfolios and related responsibilities was designed to establish the Chief Academic Officer in a more central position for planning and setting campus priorities. Among other things, the realignment involved reorganizing the Office of Graduate Studies and reporting lines of Office of Admissions, General Libraries, Humanities Research Center, Center for American History, Benson Latin American Collection, U.T. Press, and Office of International Studies.
• Reorganized vice provost portfolios. Established Executive Vice Provost for Budget and Facilities Planning, Vice Provost for Faculty Affairs, Vice Provost for Undergraduate Studies, Vice Provost and Director of Admissions, Vice Provost and Director of General Libraries, Vice Provost for Forecasting, Institutional Research and Modeling, and Vice Provost for Inclusion and Cross-Cultural Effectiveness.
• Encouraged collaborative program planning across college boundaries. This facilitated the advancement of Presidential Priorities for the faculty enhancement initiative, improved status for non-tenure track faculty, an enriched undergraduate experience, focus on Latin America, a variety of K-12 initiatives, and a broadened sense of ownership of U.T. among citizens of Texas. It also provided solid footing for provost priorities focused on interdisciplinary research and instructional initiatives, international studies, and involvement of undergraduates in basic research.
• Expanded discretion for deans of colleges and schools. Decision making over a wide range of administrative issues was delegated to the deans. The Teaching Load Credit reporting system was revised to provide greater flexibility at college, school, and departmental levels.
• Established Provost Innovation Fund (PIF). This funding source is designed as academic venture capital. The PIF supports high priority academic programs with start-up funding for no more than three years. If programs prove effective and useful, permanent resources are to be identified through some mixture of central institutional funding and college/school differential tuition. After the start-up period, PIF funds return to the Provost Innovation Fund for subsequent start-up allocation.

• Implemented wide range of enrollment management initiatives. Most importantly, these initiatives were designed to broaden the scope of students served, enhance the diversity of our student population, and maximize the number of students the campus accommodates. Admission policies were reshaped to create a much revised summer admission program and a U.T. System-wide Coordinated Admissions Program.
• Improved capacity for instructional innovation and assessment in the classroom. Building on recommendations from a faculty committee, three units were consolidated to form the Division of Instructional Innovation and Assessment. DIIA has developed programs to encourage innovative and effective use of new technologies in the classroom. Most notable are Blackboard, eGradebook, and the ~Fast Tex initiative. In addition, programs for instructional training for graduate students have been substantially strengthened and implemented.

Undergraduate Educational Experience

• Established Connexus
• Created Longhorn Scholars Honors Program
• Created Bridging Disciplines Program
• Created EUREKA, a support network for undergraduate research
• Strengthened UTeach Programs in Natural Sciences and Liberal Arts [Learn More]
• Strengthened Texas Interdisciplinary Program in Natural Sciences and Liberal Arts
• Enhanced Study Abroad Opportunities [Learn More]
• Created Maymester International Studies Program
• Increased the number of students studying abroad by 50% to bring U.T. into the very top tier of international studies programs
• Implemented U.T. in D.C. and U.T. in L.A. programs

Faculty and Graduate Student Initiatives

• Launched Harrington Fellows Program
• Developed and approved Modified Instructional Duties policy
• Created greater flexibility in policy for extension of Tenure Track Probationary Period
• Improved status of Non-Tenured Faculty
• Introduced tuition benefit for Teaching Assistants, Assistant Instructors, and holders of substantial University Fellowships.  This substantially enhanced the attractiveness of positions and improved our ability to recruit excellent new graduate students.  The amount invested in this program now exceeds $15,000,000 annually.
• Simplified procedures for hiring foreign nationals contributing to the teaching and research mission of the university
• Faculty Travel Grant program expanded by almost 300%. Former awards were $325. New awards will be $1,200. This will allow faculty to participate more easily in national and international conferences and symposia.
• Enhanced Faculty Research Assignment program. Approximately $500K added to this program to support enhanced salaries for faculty who have received prestigious outside awards.
• Developed program to reserve Child Care slots for recruitment and retention of faculty.
• Revised Grievance Procedures. Progress has been made, but this is still a work in process.
• Identified funding for Faculty Ombudsperson.

Outreach

• Strengthened Child Wellness Center
• Established the National Center for Educational Accountability
• Launched University Elementary School
• Developed the Community Sabbatical Research Leave project as part of the Humanities Institute initiative

Facilities built during the tenure of Sheldon Ekland-Olson

• Sarah M. and Charles E. Seay Building
• Applied Computational and Engineering Science Building
• Neural and Molecular Science Building
• Nano Science Building
• Biomedical Engineering Building - Under construction
  

Facilities renovated during the tenure of Sheldon Ekland-Olson

• South Mall Complex
• Undergraduate science teaching labs (Ongoing)
• Classrooms (Ongoing)
• Faculty research labs (Ongoing)
• Experimental Science Building (Planning stage)