Penn State’s University College Dean Rick Brazier to step down – The Daily Collegian

Report on Dean Rick Brazier’s Transition and Contributions to Sustainable Development Goals

Executive Summary

• Rick Brazier, Dean of Penn State’s University College, has announced his intention to step down from his administrative position to rejoin the faculty.
• Dean Brazier will remain in his role until a replacement is appointed, concluding a leadership period that began in an interim capacity in 2022 and officially in September 2024.
• This report assesses Dean Brazier’s career and administrative impact, with a specific focus on his contributions toward the United Nations Sustainable Development Goals (SDGs).

Alignment with SDG 4: Quality Education

• Throughout his tenure, Dean Brazier’s work has directly supported the objectives of SDG 4 (Quality Education) by promoting inclusive and equitable educational opportunities.
• Key responsibilities and achievements include:
  1. Overseeing academic program development to ensure curricula remain relevant and effective.
  2. Spearheading initiatives across the Commonwealth Campuses designed to enhance student success and support lifelong learning.
  3. Managing faculty affairs, including promotions and tenure, to maintain high standards of teaching and academic excellence.
• His return to a faculty role underscores a continued commitment to the core mission of educating future generations.

Contributions to SDG 8 and SDG 9: Decent Work, Economic Growth, and Innovation

• Dean Brazier’s career demonstrates a significant contribution to SDG 8 (Decent Work and Economic Growth) and SDG 9 (Industry, Innovation, and Infrastructure).
• As a founding member of the team that created the LaunchBox network at Penn State, he helped establish a vital infrastructure for fostering innovation and entrepreneurship among students and the wider community.
• This initiative directly supports sustainable economic growth by empowering new ventures and creating opportunities for decent work.
• His administrative oversight of faculty affairs has also helped ensure a stable and supportive work environment for academic staff.

Fostering Collaboration and Partnerships (SDG 17)

• In alignment with SDG 17 (Partnerships for the Goals), Dean Brazier has a long history of building collaborative networks within the university.
• His dedicated service on numerous college committees has been crucial for strengthening institutional partnerships and achieving shared objectives.
• His leadership of the University College, which encompasses multiple Commonwealth Campuses, inherently involved fostering a strong, collaborative partnership across a distributed academic system to deliver quality education equitably.

Concluding Remarks

• Dean Brazier’s leadership has been characterized by efforts that not only strengthened Penn State’s academic community but also align with global sustainability frameworks.
• Reflecting on his tenure, Brazier stated, “I am proud of what we’ve accomplished together to strengthen our academic community, and I look forward to continuing to contribute to Penn State in new ways.”
• His transition from dean back to faculty represents a continuing dedication to the university’s mission and its role in advancing sustainable development through education and innovation.

SDGs Addressed in the Article

1. SDG 4: Quality Education

   The article is centered on a leadership role within a university (Penn State). It explicitly mentions responsibilities such as “academic program development” and “initiatives to enhance student success,” which are core components of providing quality tertiary education.

2. SDG 8: Decent Work and Economic Growth

   The dean’s oversight of “faculty affairs such as promotions and tenure processes” directly relates to the creation of stable, decent work and career progression for academic professionals within the institution.

3. SDG 9: Industry, Innovation, and Infrastructure

   The article highlights that the dean was a “founding member of the team that built the LaunchBox network at Penn State.” This initiative, aimed at fostering innovation and entrepreneurship, connects to the goal of building resilient infrastructure and promoting inclusive and sustainable industrialization.

Specific SDG Targets Identified

SDG 4: Quality Education

• Target 4.3: By 2030, ensure equal access for all women and men to affordable and quality technical, vocational and tertiary education, including university.
  
  Explanation: The dean’s role in overseeing academic program development and student success initiatives at Penn State’s Commonwealth Campuses is directly aimed at providing and improving the quality of university education.
• Target 4.4: By 2030, substantially increase the number of youth and adults who have relevant skills, including technical and vocational skills, for employment, decent jobs and entrepreneurship.
  
  Explanation: The mention of the “LaunchBox network” implies a focus on providing students with practical, entrepreneurial skills that are relevant for future employment.

SDG 8: Decent Work and Economic Growth

• Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men… and equal pay for work of equal value.
  
  Explanation: The management of “promotions and tenure processes” for faculty is a mechanism for ensuring structured, productive employment and career advancement, which are key elements of decent work in the academic sector.

SDG 9: Industry, Innovation, and Infrastructure

• Target 9.5: Enhance scientific research, upgrade the technological capabilities of industrial sectors in all countries… encouraging innovation and substantially increasing the number of research and development workers.
  
  Explanation: The dean’s background as a “research associate” and his role in founding the “LaunchBox network” demonstrate a commitment to enhancing research and encouraging innovation within the university community.

Implied Indicators for Measuring Progress

SDG 4: Quality Education

• Indicator: Number and scope of academic programs developed or enhanced.
  
  Explanation: The article states the dean oversaw “academic program development.” The quantity and quality of these programs would be a direct measure of progress.
• Indicator: Student success rates (e.g., retention, graduation rates).
  
  Explanation: The mention of “initiatives to enhance student success” implies that metrics like graduation and retention rates are used to measure the effectiveness of these initiatives.

SDG 8: Decent Work and Economic Growth

• Indicator: Number of faculty members who have undergone promotion and tenure reviews.
  
  Explanation: The responsibility for “promotions and tenure processes” suggests that the number of faculty successfully advancing in their careers is a measurable outcome of this work.

SDG 9: Industry, Innovation, and Infrastructure

• Indicator: Number of projects, startups, or students supported by the LaunchBox network.
  
  Explanation: The article identifies the dean as a founder of the “LaunchBox network.” The output of this network, such as the number of new ventures created, would serve as an indicator of its success in fostering innovation.

Summary Table of SDGs, Targets, and Indicators

Source: psucollegian.com