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Strategic Planning for the Combined University of Toledo. July 6, 2006. Has the world ever been changed by anything save by thought… Mann on Schopenhauer. Strategic Planning Committee Chairs: Gutteridge, Gold Membership to include: Faculty Community Representatives

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slide3

Strategic Planning Committee

Chairs: Gutteridge, Gold

Membership to include:

Faculty

Community Representatives

Current and former trustees

slide4

Foundation Documents

  • Strategic Directions for the Next Decade
    • March 11, 2005
  • A Tactical Strategic Plan 2004-2006
    • March 2004
  • Post Merger Implementation Plan
slide5

Merger Principles

  • Continue to strive for Excellence
  • Use Merger for strategic advantage
  • Stay student-centered
  • Support careers of junior faculty
  • Build our organizational structure based on function and situation; it will evolve
  • Strive for stability, mindful of its impact on accreditation and productivity
  • Prioritize the interests of the whole institution ahead of individual or parochial interests
slide6

Mission Statement

The mission of The University of Toledo is to improve the human condition; to advance knowledge through excellence in learning, discovery, engagement; and to serve as a diverse, student-centered public metropolitan research institution.

slide7

The President’s

(cabinet level)

Commission on

Student-Centeredness

slide8

Value Statements

UT Fundamental Values & Commitments

  • Freedom of Expression
  • Fairness
  • Honesty and Integrity
  • Respect
  • EXCELLENCE
  • Shared Governance
  • Diversity
  • Knowledge
  • Beauty
  • Service
  • Social Justice
  • Civic Engagement

MUO Statement: Our Values

  • Discovery
  • Education
  • Compassion
  • Respect
  • Integrity
  • Diversity
  • EXCELLENCE
  • Health
  • Safety
  • Empowerment
  • Community

CORE VALUES

slide9

A statement of “Core Values” for the combination will be processed in a retreat of the two faculty senate executive committees on July 16, 2006.

slide10

Planning Principles

  • Become narrower, deeper
  • Concentrate resources at the customer interface
  • Leverage the merger by alignment of areas of concentration
  • Build the workforce
  • Connect with the community
slide11

Strategic Questions In Front of Us Now

  • Selective admission vs. Popular education
  • Size and mix of our student body
  • Areas of research concentration
  • Degree of involvement in downtown
  • University’s role in quality health care for Toledo
  • Geography and commitment to “Science and Technology Corridor”
  • Optimization of relationships with two-year colleges
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