the system of higher education in ohio and bowling green state university

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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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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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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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Strategic Plan for BGSU Excellence (Quality)

Enhancing program quality… program excellence

Centers of Excellence Signature Programs Foundational Excellence

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Signature programsDisciplined based competitive excellence

Center of ExcellenceInterdisciplinary thematic themes

Foundational ExcellenceLiberal arts education serves as

foundational excellence

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Innovation: Economic and Cultural Development Contributions (use the creative economy as framework)

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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

the system of higher education in ohio and bowling green state university

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