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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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

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Chancellors 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 states competitiveness for
  attracting federal support for RD
• Promoting higher education throughout Ohio

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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

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System Process

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

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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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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

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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 VCTE
• Pat Pauken, Chair, Faculty Senate
• Jeannie Sabaroff, President, Graduate Student
  Senate

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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 Ohios 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
Strategic Plan for BGSU

• Excellence (Quality)
• Student excellence

• The Bowling Green Student Experienceaddress
• 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?

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Planning for Excellence

• Excellence (Quality)
• Faculty excellence
• Faculty profilesaddress 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
Center of Excellence Interdisciplinary thematic
themes
Signature programs Disciplined based competitive
excellence
Foundational Excellence Liberal 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 dont like change, youre going to like
  irrelevance even less.
• General Eric Shinseki, retired Chief of
  Staff, U. S. Army