Vision: Nation s Best Transformative Learning Community
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- Marlene Verity Atkinson
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1 Four Fundamentals Inspired teaching and research Innovative Academic Programs Expand availability of learning communities Strengthen research and creative activity in targeted areas Support an optimal teaching and learning environment Invest in targeted undergraduate programs Increase freshman participation in learning communities by 6% each year for five years Improve research competitiveness by growing federally financed research spending 1% each year for five years Long-term plan for development and maintenance of academic facilities that support enrollment goals Conduct Undergraduate Centers of Excellence Review Starting Point: 49% of freshman class 3 rd Year Progress: 68% of freshman class 4 th Year Goal: 73% of freshman class Starting Point: 48% of federally financed research spending 3 rd Year Progress: 36.6% of federally financed research spending (while up $2M from previous year, percentage smaller because denominator of total R&D expenditures for FY2010 is larger) 4 th Year Goal: 52% of federally financed research spending Starting Point: Capital Improvement Plan in development 3 rd Year Goal: New in th Year Goal: Finalize and launch Academic Facilities aspects of Capital Improvement Plan Starting Point: Design Undergraduate Centers of Excellence review 3 rd Year Progress: Semester courses and programs completed and approved by colleges and University Curriculum Council 4 th Year Goal: Implement curriculum transformations for Fall 2012 move to semesters 1
2 Four Fundamentals Exemplary Student Support Services Increase strategic investment in targeted graduate and professional programs Decrease high-risk behaviors Promote and offer diverse learning opportunities Use findings of Graduate and Professional Centers of Excellence Review to determine ongoing and additional support for programmatic and interdisciplinary academic programs and enrollment targets Participate in Dartmouth Learning Collaborative Increase student programming to provide safe alternatives to highrisk setting Increase student participation in Campus Involvement Center programs and activities Starting Point: Graduate and professional Centers of Excellence Review being conducted 3 rd Year Progress: Seed funding invested in a STEM pilot proposal to increase the number of graduate students in select STEM fields in the College of Arts & Sciences, including programs highly ranked in the Center of Excellence review; additional funding allocated to colleges to strategically recruit talented graduate students 4 th Year Goal: Continue investment in top graduate programs Starting Point: Join Dartmouth Learning Collaborative 3 rd Year Progress: New in th Year Goal: Participate in data gathering and best practices Starting Point: Develop alternative programming 3 rd Year Progress: New in th Year Goal: Invest in and implement alternative programming including broad array of evening and weekend events and university/community events Starting Point: 4,127 students participated in leadership development programs; 387 registered student organizations; 2,632 students attend peer to peer health programs (2011) 3 rd Year Goal: New in th Year Goal: 5% increase in student participation and number of student organizations 2
3 Four Fundamentals Integrative Co- Curricular Activities Develop and maintain optimal living/learning environment for students Improve academic outcomes of student athletes Long-term plan for development and maintenance of residence hall options that support enrollment goals Improve graduation rates of student athletes by 1% each year for five years Starting Point: Residential Housing Committee report development and submission to Board of Trustees; Capital Improvement Plan in development 3 rd Year Goal: New in th Year Goal: Finalize and launch Residence Hall Facilities aspects of Capital Improvement Plan Starting Point: Graduation Success Rate (GSR) 82% for 2009 ( Cohort) 3 rd Year Progress: New in th Year Goal: GSR 83% for 2010 ( Cohort) Effective Total Compensation Move faculty salaries up in ranking of national peers Develop appropriate alignment of classified and Move up in ranking of national peers for Professor, Associate Professor, Assistant Professor Establish strategic compensation philosophies for Starting Point: 11 th out of 11 national peers for Professor; 10 th out of 11 national peers for Associate Professor; 10 th out of 11 national peers for Assistant Professor 3 rd Year Progress: 11 th out of 11 national peers for Professor; 10 th out of 11 national peers for Associate Professor; 10 th out of 11 national peers for Assistant Professor 4 th Year Goal: 10 h out of 11 national peers for Professor; 9 th out of 11 national peers for Associate Professor; 9 th out of 11 national peers for Assistant Professor Starting Point: Compensation plans lack cohesive university pay plan philosophies 3 rd Year Progress: System developed; implementation in 3
4 Enrollment Management administrative salaries with market Improve retention of undergraduates Improve graduation rate Create and implement a strategic enrollment management plan administrative and classified pay plans Stabilize then increase freshman and sophomore retention rate by 1% each year for five years Maintain position in top three Ohio publics in sixyear graduation rate Increase quality of first time enrollees Increase access, affordability and efficiency improved progress 4 th Year Goal: Complete implementation of Career Banding compensation system for administrators Starting Point: 78% 3 rd Year Progress: 81% 4 th Year Goal: 82% Starting Point: Top three standing for six-year graduation rate 3 rd Year Progress: Maintained top three standing for 6-year graduation rate in the state (2003 cohort after 6 years) 4 th Year Goal: Maintain top three standing for six-year graduation rate Starting Point: ACT rd Year Progress: ACT th Year Goal: ACT 24.0 Starting Point: Use Estimated Family Contribution (EFC) data to make recommendations to Strategic Enrollment Management Steering Committee on need-based scholarship aid 3 rd Year Progress: EFC data used to make recommendations on need-based scholarship aid 4 th Year Goal: Annually use EFC data to make recommendations on need-based scholarship aid 4
5 Increase academic quality of students by decreasing the acceptance rate of admitted students in incoming freshman class by 0.5% each year for five years Offer Excellence Scholarships at Regional Campuses to improve access and affordability Increase multicultural diversity; international diversity, and out-of-state students of incoming freshmen by 2% each year for five years Starting Point: 82% acceptance rate 3 rd Year Progress: 85.1% acceptance rate 4 th Year Goal: 80.0% acceptance rate Starting Point: Establish Excellence Scholarships 3 rd Year Progress: Between awarding of Regional Campus Excellence Scholarships increased by 28.29% -- enrollments during that period increased by 22.43%; between awarding of Regional Campus Excellence Scholarships increased by 16.27% -- enrollments during that period increased by 5.18% 4 th Year Goal: Increase Excellence Scholarships by 5% Starting Point: 1st year multicultural = 10% of freshman class; 1st year international = 2% of freshman class; 1st year outof-state = 11% of freshman class; 1st year Appalachian = 13% of freshman class 3 rd Year Progress: 1st year multicultural = 10% of freshman class; 1st year international = 2% of freshman class; 1st year out-of-state = 11% of freshman class; 1st year Appalachian = 17% of freshman class 4 th Year Goal: 1st year multicultural = 18% of freshman class; 1st year international = 10% of freshman class; 1st year out- 5
6 of-state = 19% of freshman class; 1st year Appalachian = 21% of freshman class Increase International graduate students in entering class by 1% each year for five years Starting Point: 24% of new graduate students 3 rd Year Progress: 19% of new graduate students 4 th Year Goal: 28% of new graduate students Increase transfer students by 2% each year for five years Maintain affordability and competitiveness of Regional Campuses Advance and build awareness of Ohio University s academic excellence and build the University s brand to Starting Point: 2% of enrollment 3 rd Year Progress: 2% of enrollment 4 th Year Goal: 10% of enrollment Starting Point: Ensure Regional Campus tuition is competitive with in-state peers 3 rd Year Progress: Regional Campuses have the third lowest tuition of the eight regional campus systems in the state; Regional Campuses did not increase tuition in and remain below the median for in-state peers. 4 th Year Goal: Keep Regional Campus tuition at or below median of in-state peers Starting Point: Develop and implement academic marketing campaign 3 rd Year Progress: Conducted Brand perception study in fall 2010 with prospective students in Cincinnati, Columbus, and Cleveland. Findings: OHIO is neither well known nor well 6
7 Improve Financial Strength Improve the balance sheet and overall financial strength of the university prospective students, parents, guidance counselors, alumni, and other influencers Move Primary Reserve Ratio to an SB6 score of 4.0 or greater Move SB6 Composite Score to at least the average of Ohio peers differentiated; there is a positive correlation between the university s brand equity and its success rate in acquiring students from a particular area. Fall media campaign generated 10,000 leads of prospective students to the Promise admissions microsite. Formed a Marketing Advisory Council at the beginning of 2011 to function as an advisory body to help develop a consistent and unified marketing effort throughout the university. 4 th Year Goal: Respond to Marketing Advisory Council recommendations for focused enrollment marketing efforts and brand/image awareness. Starting Point:.239 Primary Reserve Ratio, which translates to an SB6 score of rd Year Progress:.277 Primary Reserve Ratio, which translates to an SB6 Score of th Year Goal: maintain SB6 score of 4.0 or better Starting Point: 3.20 SB6 Composite Score 3 rd Year Progress: FY2010 statewide SB6 average = 3.93; Ohio University's SB6 average = th Year Goal: Maintain statewide average 7
8 Complete Capital Campaign Establish a stronger compliance infrastructure Increase annual philanthropic support from $15M to $30M and develop a major comprehensive campaign Grow Intercollegiate Athletics endowment Initiate successful $450M capital campaign Develop a robust, sustainable university control climate Increase annual gifts and commitments Seek gifts to grow Intercollegiate Athletics endowment Successfully execute $450M capital campaign Starting Point: Control climate survey developed and administered 3 rd Year Progress: Findings addressed as promptly as possible with existing resources, always within one year of the Internal Audit report 4 th Year Goal: Support a robust, sustainable university control climate Starting Point: $14.4M in gifts and commitments 3 rd Year Progress: $128.9M through June 21, th Year Goal: $26M in gifts and commitments Starting Point: Identify annual and cumulative structural deficit 3 rd Year Progress: ICA raised $1.2M 4 th Year Goal: $1M Starting Point: Assessment for a campaign initiated 3 rd Year Progress: $342M raised as of June 20, th Year Goal: Launch public phase of The Promise Lives campaign 8
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