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The System of Higher Education in Ohio and Bowling Green State University. University System of Ohio. 13 universities with 24 regional campuses 23 two-year technical and community colleges, and a standalone medical school - PowerPoint PPT Presentation
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The System of Higher Education in Ohio and
Bowling Green State University
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13 universities with 24 regional campuses 23 two-year technical and community
colleges, and a standalone medical school Collectively, the institutions have an
enrollment of some 470,000 students
University System of Ohio
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Chancellor’s broadly stated goals
Increase enrollment by 230,000 by 2017 Increase graduation rates by 20% by 2017 Achieve affordability through tuition
restraint and additional state support Enhancing the state’s competitiveness for
attracting federal support for R&D Promoting higher education throughout
Ohio
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October 2007 -- Draft of Master Plan criteria on Ohio system website
Draft of BGSU plan December 2007 Final plan submission by the Chancellor to
the Legislature March 2008
Timeline
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The Chancellor has convened the following five study teams:
System-wide Goals Economic Growth Affordability Funding Marketing and Outreach
System Process
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Strategic Focusing
…core missions of colleges and universities overlap within higher education sectors and may not serve to sufficiently differentiate an institution from its competitors…
…many are now adopting planning processes that also focus on the aspects of their mission-related work that have the most potential to enable them to stand out from a crowded field of competitors.
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Strategic Focusing
Strategic positioning refers to a market position in which an organization can achieve success AND dominance
Common strategic positions include: Being the low cost provider Delivering highest quality and/or service Creating a niche position
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Strategic Focusing
What is the Strategic Position of BGSU at this time?
In the future?
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Collegiate and academic planning documents – BGSU Compact development
University Work Group – development of draft statements to address BGSU recommendations for future planning
Consultation within colleges, Senate sponsored faculty and staff Forum, governing bodies of the university
…in preparation for strategic implementation planning groups and continued consultation, 2008
BGSU Process
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BGSU Process UNIVERSITY WORK GROUP MEMBERS: Shirley Baugher, Provost and Vice President for Academic Affairs Don Bell, Project Manager, Office of the President Michael Buerger, Associate Professor, Department of Human Services Carol Engler, Assistant Vice Provost for Academic Affairs Mike Dannells, Professor, Department of Higher Education and Student Affairs Judy Hagemann, Chair, Classified Staff Council Milt Hakel, Department of Psychology Jan Hartley, Professor, Department of Management Tim Jurkovac, Associate Professor, Department of Natural/Social Science Steve Kendall, Co-Chair, Administrative Staff Council Dick Kennell, Dean, College of Musical Arts Bill Knight, Assistant Vice President for Institutional Research Peter Kuebeck, Media Specialist, Office of the President/College of Arts & Sciences Johnnie L. Lewis, President, Undergraduate Student Government James Maxwell, Professor, Department of VCT&E Pat Pauken, Chair, Faculty Senate Jeannie Sabaroff, President, Graduate Student Senate Barbara Waddell, Provost Chief of Staff Ellen Williams, Member, Committee on Academic Affairs Elizabeth Wood, Associate Professor, University Libraries Peg Yacobucci, Associate Professor, Department of Geology
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Non Negotiables
The State System vision statement is based on the tenet of the role of higher education in economic development
The University System of Ohio (USO) will serve as an engine for Ohio’s economic progress by building a world-class creative workforce, generating innovations that drive new businesses and jobs, and providing transformative leadership on critical challenges facing the state, the nation and the world
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Non Negotiables
“Basic instruction” (developmental/access) is mission of two year colleges
Future of regional campuses Articulation and alignment of BGSU
Firelands - important issue for BGSU to address
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Non Negotiables
Institutions will be grouped or categorized by the state to address differentiated missions
BGSU is one of four public residential, selective, liberal arts universities in the state BGSU Kent State Ohio University Miami
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Non Negotiables
Funding formula will change from enrollment model to differential funding by mission type
Progress to achievement of performance indicators will determine funding increases
Performance indicators are related to: educational attainment (access) quality affordability (all funds model and cost containment) innovation (economic development, tech transfer, etc.) accountability/assessment
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Planning for Excellence
Strategic Plan for BGSU Access
[undergraduate, graduate and Firelands campus] Profile of BG student now/future Financial support/tuition discount and scholarships
(desired revenue stream profile in 5 years, 10 years)
Enrollment management plan by program capacity and quality/yield rate
Profile of Ohio, Out of State, International, and diverse student populations
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Planning for Excellence
The Bowling Green Student Experience…address Redesign first year programs with an expansion to
include programs for 2 and/or 3 year experience leading to the capstone year
Core commitments overview regarding the “umbrella” of the BG student experience
University wide honors program Communication across the curriculum Retention/time to graduation Placement Other?
Strategic Plan for BGSU Excellence (Quality)
Student excellence
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Planning for Excellence
Excellence (Quality) Faculty excellence
Faculty profiles…address aging/diversity issues Salaries Benefits Grant dollars, publications/creative expression,
engagement/service data, student evaluations
Strategic Plan for BGSU
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Planning for Excellence
Strategic Plan for BGSU Excellence (Quality)
Enhancing program quality… program excellence
Centers of Excellence Signature Programs Foundational Excellence
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Planning for Excellence
Signature programsDisciplined based competitive excellence
Center of ExcellenceInterdisciplinary thematic themes
Foundational ExcellenceLiberal arts education serves as
foundational excellence
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Planning for Excellence
Strategic Plan for BGSU
Innovation: Economic and Cultural Development Contributions (use the creative economy as framework)
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Planning for Excellence
Strategic Plan for BGSU
Accountability – assessment Voluntary System of Accountability (VSA) Project
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Planning for ExcellenceVSA
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Specific Inputs
Development of Mission Statement for BGSU
Vision statement intact in the Academic Plan document
Core values statement intact Benchmarks for academic programs in
development through Compact process
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Specific Inputs
Learning Outcomes stated in Academic Plan
Core Commitment proposal and Goals First Year Program Review
Committee Report Strategic Positioning Group Report
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Specific Inputs
Thematic Interdisciplinary “centers” of excellence
Other?
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Product
Draft recommendations for each of the Ohio System Plan criteria
Draft priorities for continued development - will require creation of faculty, staff and student task forces
Complete written draft statements for appropriate sections of BGSU strategic plan
Recommendations for consultative process as planning and implementation work continues
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“If you don’t like change, you’re going to like irrelevance even less.”
General Eric Shinseki, retired Chief of Staff, U. S. Army