The System of Higher Education in Ohio and Bowling Green State University

1. The System of Higher Education in Ohio and Bowling Green State University

2. University System of Ohio • 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

3. 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

4. Timeline • 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

5. System Process The Chancellor has convened the following five study teams: • System-wide Goals • Economic Growth • Affordability • Funding • Marketing and Outreach

6. 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.

7. 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

8. Strategic Focusing What is the Strategic Position of BGSU at this time? In the future?

9. BGSU Process • 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. Planning for Excellence • Excellence (Quality) • Student excellence Strategic Plan for BGSU • 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?

17. 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

18. Planning for Excellence Strategic Plan for BGSU • Excellence (Quality) • Enhancing program quality… program excellence • Centers of Excellence • Signature Programs • Foundational Excellence

19. Planning for Excellence Center of Excellence Interdisciplinary thematic themes Signature programs Disciplined based competitive excellence Foundational Excellence Liberal arts education serves as foundational excellence

20. Planning for Excellence Strategic Plan for BGSU • Innovation: Economic and Cultural Development Contributions (use the creative economy as framework)

21. Planning for Excellence Strategic Plan for BGSU • Accountability – assessment Voluntary System of Accountability (VSA) Project

22. Planning for ExcellenceVSA

23. 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

24. Specific Inputs • Learning Outcomes stated in Academic Plan • Core Commitment proposal and Goals • First Year Program Review Committee Report • Strategic Positioning Group Report

25. Specific Inputs • Thematic Interdisciplinary “centers” of excellence • Other?

26. 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

27. “If you don’t like change, you’re going to like irrelevance even less.” General Eric Shinseki, retired Chief of Staff, U. S. Army