Presentation on theme: "Imagine 2017. Dear Colleagues and Friends, After 90 days of input and feedback from faculty, staff, administrators, trustees, and students, I am pleased."— Presentation transcript:
Dear Colleagues and Friends, After 90 days of input and feedback from faculty, staff, administrators, trustees, and students, I am pleased to issue the first edition of The University of Toledo main campus strategic plan, which is entitled, “Imagine 2017.” This plan operationalizes the university’s strategic plan, which is entitled, “Directions 2011.” This document is a high level summary of the conversations that have occurred over the past 90 days; it is not a finely word- smithed manuscript of university ideals, aspirations, and goals; it is a high level outline of action plans to solve big strategic problems, which if solved, reposition The University of Toledo to survive and thrive in the 21st century. For many years, as a result of persistently declining state appropriations to higher education, most public universities have scaled back their operations and support of academic programs to the point of not being able to adequately support their historical models of teaching, research, and service. Given this nation’s “new normal” economy, we are left with no other choice but to rebalance our tripartite mission and create a more cost-effective model of higher education--a model that honors our past, upholds our core values, and achieves both high quality and financial sustainability in this new world. This plan leverages the university’s current strengths in ways that will make it more distinctive and a better choice for prospective students. If we implement this plan well, we will become the destination of choice for well-prepared students, under-prepared students, adult learners, on-line learners, professional students, and graduate students; the university will become a more effective system of higher education where teaching and learning are more effective, research and discovery are widely embraced and strategically focused, and service and engagement are both relevant and impactful. Thank you in advance for your willingness to explore this new path. If we navigate this path well, we will arrive at a better and more sustainable destination. As always, teamwork is the key to our success because together, everyone achieves more. In your service, Scott L. Scarborough, Ph.D. Provost and Executive Vice President for Academic Affairs
A UT System of Higher Education TEACHINGRESEARCHSERVICE
UT System of Higher Education Portal for Well-prepared Students Portal for Prepared & Under- prepared Students Portal for Adult Students Portal for Online Students Portal for Graduate & Advanced Professional Students TEACHING
UT System of Higher Education Portal for Well-prepared Students Portal for Prepared & Under-prepared Students Portal for Adult Students Portal for Online Students Portal for Graduate & Advanced Professional Students Honors College University College College of Adult Professionals UT X NET World Campus Graduate College
UT System of Higher Education Honors College University College College of Adult Professionals UT X NET World Campus Graduate College Accelerated Curriculum & Experiential Learning Experiential Learning & Student Success Prior Learning Assessment & Student Success PIPELINE Prior Learning Assessment & Convenience Academic Quality & Career Advancement
UT System of Higher Education Honors College University College College of Adult Professionals UTXNET World Campus Graduate College Experiential Learning Flipped Classrooms & Coaching Student-Centeredness Beautiful Campus Elegant Online Experience Applies to all
MEDICINE HONORS COLLEGE UNIVERSITY COLLEGE COLLEGE OF ADULT PROFESSIONALS UT X NET WORLD CAMPUS GRADUATE COLLEGE VISUAL AND PERFORMING ARTS UT System of Higher Education ENGINEERING SCIENCE & MATH HEALTH SCIENCES LAW COMMUNICATION CRIMINAL JUSTICE & HUMAN SERVICES PHARMACY NURSING BUSINESS EDUCATION HUMANITIES & SOCIAL SCIENCES
UT System of Higher Education Remain Current in Disciplines Advance the Body of Knowledge Solve Community Problems Economic Development RESEARCH
UT System of Higher Education Research Teams of the Future Interdisciplinary Research MathematiciansPsychologists Physicists NursesEconomistsEngineersDentists Sociologists Physicians Interdisciplinary Schools Green Chemistry & Advanced Renewable Energy Biomarkers and Advanced Simulation Healthcare Business Enterprise & Innovation
UT System of Higher Education Patient Care - UTMC Toledo Early College High School Toledo Museum of Art Economic Development Learning Assessment SERVICE
Our Mission The mission of The University of Toledo is to improve the human condition; to advance knowledge through excellence in learning, discovery and engagement; and to serve as a diverse, student-centered public metropolitan research university.
Our Vision The University of Toledo is a transformative force in the world. As such, the University will become a thriving student-centered, community-engaged, comprehensive research university known for its strong liberal arts core and multiple nationally ranked professional colleges, and distinguished by exceptional strength in science and technology.
Our core values do not change. CORE VALUES Compassion, Professionalism and Respect Engagement, Outreach and Service Excellence, Focus And Innovation Discovery, Learning and Communication Diversity, Integrity and Teamwork Wellness, Healing and Safety
Get from UT 2012 to UT 2017
The Future of Higher Education More demand for graduates. Less public financial resources. More intense competition. Fewer tuition rate increases. More enabling technologies. Fewer non-core programs. More international experiences.
Overarching Strategic Priorities Academic Quality Student Experience Teamwork and Empowerment Student Success and Learning Assessment Distinction and Reputation Efficiency, Focus, and Innovation Problem Solving for Our Community
Honors College The Reality UT’s brand is not as strong as it needs to be. Only “market- leading colleges and universities” will survive in the 21st century. Students in the 21st century need an advanced degree to enjoy the same competitive advantage in the marketplace that students once enjoyed with just an undergraduate degree. Solution 1. Name, enhance, market, and enlarge UT’s Honors College to create a recognizable high-quality sub-brand within The University of Toledo and thereby enlarge the pipeline of well-prepared students into the university’s wide array of undergraduate and advanced degree programs. Encourage honors students to complete their undergraduate degree in three years and begin advanced degree programs at the beginning of their fourth year. 2. Feature experiential learning (internship, co-op, service learning, study abroad, undergraduate research, simulation) for all students to enhance student learning and employability. Partner with Digerati to increase experiential learning capacity and support.
UT X NET World Campus The Reality New digital technologies are enabling new and potentially more cost-effective models of higher education. New entrants that use these technologies are threatening traditional universities. Students in the 21st century need an international education to compete in an increasingly global economy, but the cost of study abroad is prohibitive and unrealistic for many students. Solution 3. Create UT X NET World Campus to advance the branding and delivery of web-based educational content, the effective use of academic technology in all learning environments, and the awarding of competency-based college credit. Partner with Apple Higher Education to achieve these outcomes. Engage faculty in this work. 4. Use UT X NET World Campus to increase the number of hybrid courses, flipped classrooms, and international digital connections inside and outside UT classrooms.
University College The Reality Many high school graduates are unprepared for college, and many are from low socio-economic family backgrounds. They need cost-effective developmental work. Enrollment is declining; student retention and graduation rates are low. Solution 5. Recreate University College as a portal for prepared and under- prepared students and team it with UT X NET to cost-effectively improve student success rates. 6. Keep tuition and fees at current rates in FY 14 and discount housing to achieve strategic retention and recruitment goals. 7. Improve the student experience by improving all student “moments of truth,” starting with campus visits, academic advising, student life, and university traditions and campus spirit. Engage students in this work.
The Reality Lecturers are treated as second- class faculty; they need a better career path. Solution 8. Convert Lecturers to Assistant, Associate, and full Professors of Practice with 3- to 5-year renewable contracts and 9- to 12-month annual employment terms.
The Reality Public resources to support higher education are declining, and the limits of tuition and fee increases and student debt have been reached. Higher education’s cost structure must come down while outcomes that are important to students and funding agencies must improve. UT must reduce its cost structure by approximately $36 million. UT does not have the financial resources to support the comprehensive research university model in all areas. As a result of trying to do so, staffing and systems are inadequate throughout the university. Solution 9. Step 1 – Reduce administrative overhead. Step 2 - Increase instructional productivity in all academic units; provide additional support for increased teaching productivity (e.g., TAs, academic advisors, team teaching, new instructional technologies). Step 3 - Streamline degree programs and course offerings; reengineer academic administration, student affairs, and academic support functions. Step 4 - Implement a college incentive funding formula for capital funds. Step 5 - Adopt a new faculty hiring plan to account for faculty retirements over the next few years. Step 6 - Use technology to enable student self- service.
The Reality UT academic structures are not optimally designed to respond to changing conditions in the external environment. Morale in some parts of the university is low. Solution 10. Divide JHCOEHSHS into three colleges: Education, Health Sciences, and Criminal Justice and Human Services. Create a new college: College of Communication. Make institutional investments in three interdisciplinary schools: Healthcare Business Enterprise & Innovation, Green Chemistry and Advanced Renewable Energy, and Biomarkers and Advanced Simulation. Use University Council to foster a new spirit of university teamwork and to improve responsiveness to the needs of internal and external stakeholders. “To survive increasing competition, most universities need to be both more student focused and more narrowly focused in their academic offerings.” Clayton Christensen & Henry Eyring
The big splash created by these 10 strategies is: 1. UT will have a nationally known and distinguished undergraduate honors college with large numbers of well- prepared students who earn their under-graduate degrees in three years and their advanced degrees in accelerated timeframes, which greatly enhances their chances of success in the job market. 2. UT will have grown its graduate and professional programs. 3. UT will have used new academic technologies and new pedagogies to improve learning and the career potential of all students. The overall student experience will be better. 4. UT will have lowered the cost of higher education and created a sustainable economic model that provides sufficient resources to ensure academic quality.
Making UT 2017 a Reality
Most organizations fail NOT because they don’t have a good strategic plan; they fail because they don’t EXECUTE their plan well.
Key Metrics Total Enrollment Retention % Graduation % Student Learning Student Satisfaction Job Placement % Alumni Satisfaction Employer Satisfaction Funded Research Operating Income $ Operating Margin % Philanthropy $ Community Outcomes
“We will always endeavor to transmit our university greater in honor and esteem, better and more glorious than it was transmitted to us.” UT Student Pledge in the Early 1900s
SWOT ANALYSIS Strategic Analysis of Strengths, Weaknesses, Opportunities, and Threats SW O T
SWOT ANALYSIS Summary of Strengths SW O T Wide array of academic programs. Strong faculty in many programs. STEMM programs are perceived to be strong. Law is perceived to be strong. Honors program is perceived to be strong. Perceived contributor to regional economic development. Pipeline from undergraduate to graduate programs. Job ready graduates of the professional programs. Community engagement.
SWOT ANALYSIS Summary of Weaknesses SW O T UT is perceived by many to be a mid- tier university. Business programs are perceived to be inferior to others. Education programs are perceived to be inferior to others. Performing arts programs are perceived to be inferior to others. Undergraduate programs are perceived to be inferior to graduate programs. Student retention is low. Student debt is high. Academic programs are thinly staffed.
SWOT ANALYSIS Summary of Opportunities SW O T Stronger relationships with community colleges. Post-graduate certificate programs. Technological and pedagogical innovations. For-profit higher education entities have not yet achieved high brand value. University relationships with external entities: – Toledo Public Schools; Early College High School – State and Federal Government – Regional Employers – Toledo Museum of Art
SWOT ANALYSIS Summary of Threats SW O T State funding is decreasing. Federal financial aid is at risk. Traditional research funding is decreasing. Tuition and fee increases are at their limits. Flagship universities are thriving; regional state universities are at risk. NW Ohio is struggling economically. For-profit and free higher education is growing. Some neighborhoods around campus are not safe. Changing perception of the value of a college degree.