OTTERBEIN UNIVERSITY STRATEGIC PLAN 2014-2020 Approved by the Board of Trustees on May 17, 2014 Otterbein University Strategic Plan, 2014-2020 1
NEW REALITIES OF A 21ST CENTURY EDUCATION Continued fiscal pressure, affordability, access, student success, changing public perceptions, increasing integration of technology, changing student demographics, globalization these are only a few of the new realities in higher education in the 21st century. The competitive landscape of 2 Otterbein University Strategic Plan, 2014-2020 higher education brings with it a wide range of challenges and opportunities. Otterbein s success will depend not only on our ability to respond to these new realities, but to anticipate the needs of current and future generations of students in a fast-paced society and ever-changing world.
Otterbein Faculty, 1866 THE STRATEGIC PLANNING PROCESS Otterbein has long placed value on inclusion, belonging, community, and opportunity. Our story begins before the abolition of slavery, before the women s rights movement, before equality and inclusion were rights. Founded by the Church of the United Brethren in Christ, these values are at the foundation of Otterbein. Any one person seeking a better future has been welcomed since Otterbein s doors opened in 1847. Since then, talented men and women, students of color, and first generation college students have all found a place to belong at Otterbein. We admitted women at our founding, students of color before the Civil War, and welcomed Japanese-American students who had been sent to internment camps during World War II. Move beyond the University s historic leadership role in co-education and diversity, and it s clear that belonging at Otterbein means more than just being invited to pass through the doors. Otterbein not only asks it expects the ideas, the opinions and the participation of its citizenry. Otterbein led the nation with a shared governance structure that made all voices equal for decisions about this University. These inclusive values have created a culture on this campus that challenges and inspires its intellectual community to smartly anticipate how best to educate its student body and prepare for challenges of the future. That is why in 2011 the Otterbein community noted the accomplishments of its current strategic plan and began to contemplate our future. More than 200 trustees, faculty, staff, students, alumni and community members collaborated on developing a new vision for Otterbein one that embraces our bold history of progressiveness and inclusiveness while moving us forward as a model higher education community. They also collaborated on the revision of Otterbein s mission statement as well as our core values and guiding principles, and participated in the development of strategic enrollment, academic, information technology services, and campus master plans. The process made apparent that our collective ingenuity, care and work ethic that we exercise are a model that others have and would continue to follow. Otterbein University Strategic Plan, 2014-2020 3
OUR VISION Otterbein University will be nationally recognized as a model community of educators, leaders, and learners who set the pace for higher education and contribute to the common good. OUR MISSION Otterbein is an inclusive community dedicated to educating the whole person in the context of humane values. Our mission is to prepare graduates to think deeply and broadly, to engage locally and globally, and to advance their professions and communities. An Otterbein education is distinguished by the intentional blending of the liberal arts and professional studies, combined with a unique approach to integrating direct experience into all learning. OUR CORE VALUES We fulfill our commitment to achieving and maintaining academic excellence through the following core values: DIVERSITY We are committed to creating a culture that recognizes respects, embraces and values differences in the broadest sense. EQUALITY We are committed to sustaining an environment where all community members have the opportunity to fulfill their potential. INCLUSIVENESS We are committed to being inclusive a historic value which led to the creation of a distinctive culture as a welcoming community and a sense of shared responsibility for the future of the University. LIFELONG LEARNING We are committed to providing avenues for students, faculty, and staff to pursue opportunities to continue to develop their skills and knowledge either for the purposes of advancing their careers or for personal fulfillment. OPPORTUNITY We are committed to remaining a College of Opportunity for students, faculty, and staff with the potential to succeed at Otterbein. SERVICE We are committed to fostering a culture of social responsibility, civic engagement, and meaningful service to our communities. SUSTAINABILITY We are committed to pursuing the ideal of sustainability in the decisions we make in planning the future of our community. 4 Otterbein University Strategic Plan, 2014-2020
OUR GUIDING PRINCIPLES ACCOUNTABILITY We hold ourselves and one another to high professional standards and accept responsibility for our actions. COLLABORATION We believe in working together for the betterment of our students and community. EXCELLENCE We work hard to excel individually and collectively in order to establish Otterbein as a leader in higher education. INNOVATION We look for creative and innovative approaches both in the way we routinely do our work and how we address challenges. INTEGRITY We pledge to be honest, just, and consistent in word and deed. QUALITY We embrace a high quality working and learning environment that seeks opportunities for continuous improvement. TRANSPARENCY We will work together to promote a culture of openness and transparency that ensures efficiency, effectiveness, and builds trust. Otterbein University Strategic Plan, 2014-2020 5
THE UNIVERSITY S STRATEGIC PRIORITIES AND GOALS I. Enhance Student Success Improve Access and Affordability Develop a Student Life Experience Plan Expand Experiential Learning Opportunities Create a Culture of Community Engagement II. Strengthen Academic Excellence Implement a Cycle of Academic Program Review Identify, Develop, and Promote Programs of Distinction Build Institutional Research and Data Analytics Team Improve Advising Services III. Build a Model Community Attract and Retain a Diverse Student Population and Workforce Provide Professional Development and Lifelong Learning Opportunities Celebrate Successes and Recognize Achievements Strengthen Community Engagement and Partnerships Become an Environmentally Sustainable Campus Community Develop a User-Centered and State-of-the-Art Information Technology Infrastructure IV. Improve Financial Strength Develop a Sustainable Business Model Create a Culture of Philanthropy Expand the Donor Base of Support Improve Core Business Systems and Processes Allocate Resources in Accordance with Strategic Priorities 6 Otterbein University Strategic Plan, 2014-2020
Otterbein University Strategic Plan, 2014-2020 7