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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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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
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Enhancing the state’s competitiveness for attracting federal support for R&D
 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:
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System-wide Goals
Economic Growth
Affordability
Funding
Marketing and Outreach
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Strategic Focusing
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…core missions of colleges and universities overlap within higher education sectors and may not serve to sufficiently differentiate an institution from its competitors…
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…many are now adopting planning processes that also focus on the aspects of their missionrelated 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
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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
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BGSU Process
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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
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“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)
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 quality affordability (all funds model and cost containment)
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 innovation (economic development, tech transfer, etc.) accountability/assessment
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Planning for Excellence
Strategic Plan for BGSU
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Access
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[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
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Excellence (Quality)
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Student excellence
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?
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Planning for Excellence
Strategic Plan for BGSU
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Excellence (Quality)
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Faculty excellence
Faculty profiles…address aging/diversity issues
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Salaries
Benefits
Grant dollars, publications/creative expression, engagement/service data, student evaluations
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Planning for Excellence
Strategic Plan for BGSU
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Excellence (Quality)
Enhancing program quality… program excellence
 Centers of Excellence
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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 Excellence
VSA
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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
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Thematic Interdisciplinary “centers” of excellence
 Other?
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Product
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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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General Eric Shinseki, retired
Chief of Staff, U. S. Army
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