REGIONAL CAMPUS CLUSTER (RCC)

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "REGIONAL CAMPUS CLUSTER (RCC)"

Transcription

1 REGIONAL CAMPUS CLUSTER (RCC) Strategic Plan (RCC) The Ohio State University

2 Table of Contents Overview... 1 Strategic Scan... 3 Achieving our Objectives... 7 Measuring our Performance Tracking Performance Against Our Objectives Appendix A: Lima Campus Implementation Plan Appendix B: Mansfield Campus Implementation Plan Appendix C: Marion Campus Implementation Plan Appendix D: Newark Campus Implementation Plan i

3 The Ohio State University Delivering The Ohio State University Experience on Our Smaller Campuses The smaller campuses of The Ohio State University extend the university to a broad range of Ohioans. Doing so will always be our mission, but the recent unification of the campuses into the (RCC) has led us to a new, shared vision that emphasizes what we deliver: The Ohio State University experience in an intimate milieu. We believe that the distinctive teaching provided by world-class scholars on our unique campuses will make us the first choice for many Ohioans seeking an Ohio State degree, and we aim to make our approach a national model. Our plan identifies the key aspects of the regional campus mission, places the RCC in the context of Ohio State s overall strategic goals, and establishes objectives to accomplish during the next five years. The coherence we gain in operating as a cluster with a single strategic plan will help us emphasize our common goals and enhance our integration into the university s social structure. Such coherence would be impossible without the dedication of the faculty, staff, students, and board members who created the plan. I am grateful for their amazing dedication, and I look ahead to the exciting work that we will do to fulfill our goals. Sincerely, William L. MacDonald Dean and Director of The Ohio State University at Newark Executive Dean of the Regional Campuses ii

4 Overview The four regional campuses of The Ohio State University combine the strengths of the nation s largest land-grant, comprehensive research institution with the intimacy of a small, student-centered, liberal-arts focused campus. Our smaller campuses offer an affordable, high-quality education taught by world-class faculty members in an environment that emphasizes student success. Located in Lima, Mansfield, Marion, and Newark, the regional campuses serve as destinations for students who want to earn an Ohio State degree in a small-campus setting. The smaller campuses also serve as excellent places for students to begin their academic careers before transferring to another Ohio four-year institution. Additionally, students can transfer to the regional campuses from two-year colleges or other institutions to complete their degrees. Each of Ohio State s four regional campuses is co-located with one of Ohio s two-year colleges. On each campus, both institutions share resources and connect programs to establish multiple pathways for student education. These unique partnerships extend the available range of educational offerings from certificates and associate degrees at the twoyear colleges to associate s, bachelor s, and graduate degrees at Ohio State to create more opportunities for students, reduce resource redundancy, and increase effective use of state fiscal, physical, and personnel resources. The RCC provides an Ohio State education for a wide range of students who are seeking The Ohio State University experience in a small, intimate, and inclusive environment. The RCC serves first-year students seeking a four-year degree, students who transfer to the regional campuses from two-year colleges or other institutions, students who wish to start at a smaller campus and change to the Columbus campus or transfer to another institution of higher education, and students who are returning to college to prepare for another career. Strategic Vision Our vision is to become a national model for delivering a preeminent university experience in a small-campus setting. Page 1

5 Strategic Mission of the Our mission is to provide The Ohio State University experience on intimate, communityoriented campuses. Shared Values We conduct ourselves on behalf of the university according to the following institutional values: Excellence Collaborating as one university Acting with integrity and personal accountability Openness and trust Diversity in people and ideas Change and innovation Simplicity in our work Page 2

6 Strategic Scan A broad range of information was considered to enable decision-makers to understand current and potential trends so that strategic directions and goals for the RCC could be established. The External Environment Opportunities. The RCC uniquely positions the university to collaborate with other institutions of higher education to increase access and student attainment across the state. In addition, access to the resources and initiatives of Ohio State creates opportunities to revitalize and contribute to the development of Ohio communities. Threats. Funding for the regional campuses comes primarily from tuition and State subsidy and secondarily from State capital funding for the campuses physical infrastructure. Additional funding comes from community benefactors and grants. Ohio s economic downturn has led to a decline in the support the campuses receive from State subsidy and capital funding. Some of the campuses are also in areas of the State where the college-age population is declining, which may result in a decline in tuition revenue. Therefore, the RCC will need to pursue revenue from non-state sources, become more efficient, and attract more students. Because our co-located two-year colleges have begun to offer associate of science and associate of art degrees, the campuses face more competition in offering such degrees. As open-admission institutions, the regional campuses attract a great diversity of students, ranging from those with very high ability to those who are poorly prepared. Many students require additional services and more comprehensive academic support, requiring the campuses to enhance student support. Page 3

7 The Internal Environment Strengths. The RCC provides affordable, Ohio State programs delivered by nationally and internationally recognized faculty and outstanding staff to a diverse student body in supportive regional communities. The regional campuses co-location with two-year colleges maximizes the range of educational opportunities available to the community. Challenges. Increased enrollment at the regional campuses means that utilization of available classroom space is near its limit at some of the campuses. Additionally, campuses with university-owned housing have been unable to meet demand. Academic departments awareness of the RCC mission needs to translate into expectations for promotion and tenure that recognize the unique role of RCC faculty. Strategic Objectives To exploit these opportunities and strengths and address the threats and challenges, the regional campuses have identified the following shared high-level strategic objectives. The RCC strategic objectives are aligned with The Ohio State University s four strategic goals: Learning Provide an unsurpassed, student-centered learning experience led by engaged, world-class faculty and enhanced by a globally diverse student body. Discovery Create distinctive and internationally recognized contributions to the advancement of fundamental knowledge and scholarship and to the solutions of the world s most pressing problems. Engagement Establish mutually beneficial partnerships with the citizens and institutions of Ohio, the nation, and the world so that our communities are actively engaged in the exciting work of The Ohio State University. Become the model for an affordable public university recognized for financial sustainability, effective resource management, and operational simplicity and effectiveness. Learning: Provide an unsurpassed, student-centered learning experience led by engaged, world-class faculty and enhanced by a globally diverse student body. Cultivate a unique academic theme at each campus Academic programs will be differentiated at each campus to best serve the university, their community, and their region in a specialized and distinctive way. Each campus will expand its program offerings and identify an academic focus that builds upon existing strengths and considers the workforce needs of the region. with the co-located two-year colleges may influence each campus s focus. Improve student outcomes Page 4

8 The RCC promotes student success by providing a rigorous educational environment sustained by extensive academic and other support services. To prepare our graduates for active engagement as citizens, for productive and satisfying careers, and for life-long learning, the RCC will provide students with personalized educational experiences that include research opportunities. We will develop support services for the whole student, in the classroom, on the campus, and in the community. The RCC will offer opportunities to develop the awareness and skill sets students need to make a difference in their local communities and to compete in a global environment. Expand the RCC student body Consistent with The One University Enrollment Plan and the University System of Ohio Strategic Plan, the RCC will increase the enrollment of freshmen and transfer students. Discovery: Create distinctive and internationally recognized contributions to the advancement of fundamental knowledge and scholarship and to the solutions of the world s most pressing problems. Advance fundamental knowledge Regional campus faculty must be not only excellent teachers but also world-class scholars as they advance knowledge in their fields and address the needs of their communities. Through scholarly and creative activity, faculty members will bring recognition to the university and engage students in research. The RCC is committed to assisting the university in solving the world s most pressing problems, and to supporting the university s discovery themes where appropriate. Engagement: Establish mutually beneficial partnerships with the citizens and institutions of Ohio, the nation, and the world so that our communities are actively engaged in the exciting work of The Ohio State University. Become a stronger community resource The regional campuses play an important role in their local communities and surrounding regions by developing, strengthening, and coordinating community-wide partnerships to address community needs. Community partnerships extend Ohio State s ability to boost local and regional economies and contribute to community development. The RCC will enhance existing partnerships and build new ones, and will increase awareness of the RCC as a potential partner in solving community problems. Page 5

9 Build relationships with other institutions of higher education in Ohio The regional campuses will explore ways to maximize their sharing relationships with the co-located two-year colleges and other Ohio institutions of higher education to increase efficiencies for all of the partner institutions and free up resources that can be used in support of new campus endeavors. : Become the model for an affordable public university recognized for financial sustainability, effective resource management, and operational simplicity and effectiveness. Improve sustainability of financial and physical resources Each of the regional campuses generates its own fiscal resources and operates independently. Under the new RCC structure, the campuses will collaborate to leverage their collective resources to increase sustainability and efficiency. Foster human resources At the heart of the RCC s excellence are the creativity, vitality, and dedication of its worldclass faculty and outstanding staff. The RCC is dedicated to recruiting, developing, retaining, and recognizing a diverse faculty and staff who will live up to our institutional values, carry out our mission, and achieve our goals. Page 6

10 Achieving our Objectives The following strategies represent the collective approach the RCC will take to achieve the high-level strategic objectives introduced above. The strategies are outlined below in the context of the high-level university goals. Capitalizing on the RCC s commitment to teaching, the campuses will aid the university in creating an unsurpassed learning environment. The RCC will: Cultivate a unique academic theme at each campus Identify an academic focus for each campus Collaborate with Columbus campus programs, departments, and colleges to increase academic offerings that reflect local needs, build upon local strengths, and contribute to the University System of Ohio s goal for increased enrollment and local, affordable access to higher education Increase access for Ohio students through expanded academic collaborations with the co-located two-year colleges and other higher education institutions Improve student outcomes Develop pathways and support services that enhance student success Create an intellectual and cultural experience outside the classroom that supports, complements, and enhances the in-class experience Encourage RCC student experiences in research, study abroad, and service-learning opportunities Expand the RCC student body Increase enrollment of fist-choice, new, first-quarter freshmen, transfer students, and first-generation college students Foster programs and services that welcome and support students, faculty, and staff, that provide positive and meaningful interactions, and that appeal to individuals representing a wide variety of backgrounds and experiences Expand efforts to make the University accessible to potential students and to the community through elearning, lifelong learning, cultural enrichment programs, and community relationships Page 7

11 The RCC will contribute to the university s well-defined discovery agenda. The RCC will: Advance fundamental knowledge Enhance a culture of collaborative discovery among faculty, students, and staff Perform research that meets or exceeds tenure-initiating-unit (TIU) standards for RCC faculty members Collaborate with TIUs to determine potential linkages between RCC faculty scholarship and the university s discovery themes Enhance relationships between RCC faculty and their TIUs The RCC s strong connection with their local communities will provide for mutually beneficial engagement of the citizens and institutions of Ohio, the nation and the world. The RCC will: Become a stronger community resource Align faculty and staff expertise with local and regional issues and engage students in research and service learning that is relevant to regional needs, where appropriate Create and enhance connections and partnerships with government, businesses, civic organizations, and P-16 schools that foster community development and economic growth Build community awareness of the regional campuses of The Ohio State University Build relationships with other institutions of higher learning in Ohio Work with co-located two-year colleges to gain greater efficiency in operations Continue to work with co-located two-year colleges and other institutions of higher education to expand academic opportunities The RCC is committed to financial sustainability, effective management of resources, and operational simplicity and effectiveness. The RCC will: Improve sustainability of financial and physical resources Develop processes to align resources with the RCC s strategic priorities Pursue alternative sources of revenue to support growth and keep tuition affordable Adopt the university s One Framework approach to physical planning Develop an RCC capital renewal program Develop an RCC environmental sustainability plan Work with co-located two-year colleges to gain greater efficiency in operations Page 8

12 Foster human resources Promote a culture that supports the professional growth of faculty and staff Develop and implement an RCC Cultural Action Plan in accordance with guidelines from the Office of Human Page 9

13 Measuring our Performance To assess the RCC s success in implementing its strategic plan, we will measure our performance using the scorecards that appear in the next section. These metrics reflect the university s high-level goals as well as the objectives that comprise the RCC strategic plan. Page 10

14 Tracking Performance Against Our Objectives Learning Scorecard Objectives Metrics 2016 Objective 1-Year Goal Status Cultivate a Unique Academic Theme for Each Campus Academic focus for each campus Number of academic programs added Focus indentified New programs in place Focus study completed Improve Student Outcomes Six-year graduation rate Retention rate at any college or university (Nat l Clearinghouse data) NSSE Effective Educational Practices for 1st-Year Students scales % of students studying abroad or having international experiences % of students engaged in service and experiential learning % of students engaged in research activity Columbus-campus GPA of graduating campus changers 50% 85% 5/5 above nat l avg 5% 15% 5% Same as Columbus 40% 80% 5/5 above nat l avg 2% 5% 3% TBD Expand the RCC Student Body Number of NFQF Number of transfer students Number of first-choice NFQF within commuting distance admitted % of NFQF and transfers who are first-generation college students NFQF transfers Increase Increase NFQF + 20 transfers Increase Increase Page 11

15 Discovery Scorecard Objectives Metrics 2016 Objective 1-Year Goal Status Advance Fundamental Knowledge % of faculty annually meeting or exceeding TIUs research expectations % of RCC students participating in the Denman or Hayes research forums % of RCC students producing research meeting TIU standards for faculty 100% 3% 3% 90% 1% 1% Page 12

16 Engagement Scorecard Objectives Metrics 2016 Objective 1-Year Goal Status Become a Stronger Community Resource Community survey data Data showing campuses are strong resources Conduct community survey Build Relationships with Other Institutions of Higher Education in Ohio Approved cost-sharing agreements with co-located two-year colleges Number of articulation agreements involving programs offered at the regional campuses 100% in place Increase in articulation agreements 100% in place Increase in articulation agreements Page 13

17 Scorecard Objectives Metrics 2016 Objective 1-Year Goal Status Improve Sustainability of and Physical Reserves/budget ratio Average Facility Condition Index One University Framework Strategic Capital Planning >25% >80% 100% adopted 100% implemented >20% >80% 100% adopted 100% in place Foster Human Culture Surveys Cultural Action Plan Above university means on all dimensions (faculty and staff) 100% implemented NA Plan written Page 14

18 This section provides the financial detail for resources that you described in the Achieving our Objectives section. Although only the Strategic Initiatives (SI) spreadsheet is required for this section of the plan, please feel free to include any explanation that you feel is appropriate. Also, you should also fill out the Net Marginal (NMR) spreadsheet as it feeds into the SI spreadsheet. Finally, it is recommended that you have a detailed description of the resources required at the initiative level: 1. Personnel required to execute initiative 2. Funds (both redeployed funds from your own sources, and additional funds from specified sources) 3. Timing of these resources This level of detail is not required for this document, but will prove useful if a more detailed discussion of one or more strategies is required. Page 15

19 A detailed description of the resources, including a breakdown of the uses in terms of personnel, infrastructure and other materials will be provided to the provost s senior financial officer upon request. (College of Social Work Template is shown for example) Continuing Funds ESTIMATES PROJECTED FY2011 FY2012 FY2013 FY2014 One-time Cash Total Funds Continuing Funds One-time Cash Total Funds Continuing Funds One-time Cash Total Funds Continuing Funds One-time Cash Total Funds Continuing Funds Sources available for new initiatives: General Funds Carry forwards 1,092,935 1,092,935 (168,733) 938, ,702 (225,175) 825, , , , , ,113 PBA surplus/(shortfall) (87,233) (87,233) 118, , , , , , ,506 Reallocations College Reserves available for initiatives Subtotal Other funds Earnings Endowment Income Current Use Gifts Subtotal (87,233) 1,092,935 1,005,702 (50,175) 938, , , ,435 1,020, , ,435 1,472,548 1,374,619 Total Sources (87,233) 1,092,935 1,005,702 (50,175) 938, , , ,435 1,020, , ,435 1,472,548 1,374,619 Uses for new initiatives ** Ongoing commitments (previous) Inflationary Increases on previous Learning: Implement an innovative curriculum 44,500 89, ,000 35,000 59,000 94,000 15,000 24,000 39,000 15,000 5,000 20,000 15,000 Discovery: Infrastructure to expand research 12,000 15,000 27, ,000 40, , Support: Create a climate that leads to eminence 25,000 50,000 75,000-14,000 14, Support: High performance culture Total Uses 81, , , , , ,000 15,000 24,000 39,000 15,000 5,000 20,000 15,000 Ending Balance (168,733) 938, ,702 (225,175) 825, , , , , , ,435 1,452,548 1,359,619 FY2015 Note 1: A partial year Associate Dean for Research had already been included in the budgeted payroll figures for This is the incremental increase needed for the full year hire. NOTES: * Total Funds = continuing funds + one-time cash ** List the initiatives that align with University Goals, Objectives, and and list only the appropriate expenditures categories for each initiative. There is no need to have all expenditure categories for each initiative Begin the initiative listing below the Ongoing commitments and Inflationary Increases rows as these are formula driven. *** The colors are there to illustrate the cashflow for ongoing and one-time sources and uses. **** Facilities are broken down into three categories --- renewal, renovation, and capital Page 16

20 Appendix A: Lima Campus Implementation Plan Learning Strategic Objective 1 Cultivate a unique academic theme for each campus Identify an academic focus for each campus Collaborate with Columbus campus programs, departments, and colleges to increase academic offerings reflective of local need and contributing to the university system of Ohio s goal for increased enrollment and local, affordable access Increase access to Ohio students through expanded academic collaborations with the co-located two-year colleges and other higher education institutions Source of Funds Page 17

21 Learning Strategic Objective 2 Improve student outcomes Develop pathways and support services to enhance student success Create an intellectual and cultural experience outside the classroom that supports, complements, and enhances the in-class experience Encourage RCC student experiences in research, study abroad, and service learning Source of Funds Page 18

22 Learning Strategic Objective 3 Expand the RCC student body Increase enrollment of first-choice, firstquarter freshmen, transfer students, and first-generation college students Foster programs and support services that make students, faculty, and staff feel welcome, that provide positive and meaningful interactions, and that are designed for a variety of backgrounds and experiences Expand efforts to make the University accessible to potential students and to the community through elearning, lifelong learning, cultural enrichment programs and community relationships Source of Funds Page 19

23 Discovery Strategic Objective - Advance fundamental knowledge Enhance a culture of collaborative discovery among faculty, students, and staff Perform basic research that meets or exceeds TIU standards for RCC faculty members Collaborate with TIUs to determine potential linkages between RCC faculty scholarship and the university s discovery themes Enhance relationships between RCC faculty and their TIUs Source of Funds Page 20

24 Engagement Strategic Objective 1 Become a stronger community resource Strategic Plan Align faculty and staff expertise with local and regional issues and engage students in research that is relevant to regional needs Create connections and partnerships with government, businesses, civic organizations, and P-16 schools that foster community development and economic growth Build community awareness of the regional campuses of The Ohio State University Source of Funds Page 21

25 Engagement Strategic Objective 2 - Build relationships with other institutions of higher education in Ohio Work with co-located two-year colleges to gain efficiency in operations Work with co-located two-year colleges and other institutions of higher education to expand academic opportunities Source of Funds Page 22

26 Strategic Objective 1 - Improve sustainability of financial and physical resources Develop processes to distribute resources according to the RCC s strategic priorities Pursue alternative sources of revenue to support growth and keep tuition affordable Adopt the One Framework approach to physical planning Develop an RCC capital renewal program Develop an RCC environmental sustainability plan Work with colocated two-year colleges to gain greater efficiency in operations Source of Funds Page 23

27 Strategic Objective 2 Foster human resources Promote a culture that supports the professional growth of faculty and staff Develop and implement an RCC Cultural Action Plan in accordance with guidelines from the Office of Human Source of Funds Page 24

28 Appendix B: Mansfield Campus Implementation Plan Learning Strategic Objective 1 Cultivate a unique academic theme for each campus Identify an academic focus for each campus Collaborate with Columbus campus programs, departments, and colleges to increase academic offerings reflective of local need and contributing to the university system of Ohio s goal for increased enrollment and local, affordable access Increase access to Ohio students through expanded academic collaborations with the co-located two-year colleges and other higher education institutions Source of Funds Page 25

29 Learning Strategic Objective 2 Improve student outcomes Develop pathways and support services to enhance student success Create an intellectual and cultural experience outside the classroom that supports, complements, and enhances the in-class experience Encourage RCC student experiences in research, study abroad, and service learning Source of Funds Page 26

30 Learning Strategic Objective 3 Expand the RCC student body Increase enrollment of first-choice, firstquarter freshmen, transfer students, and first-generation college students Foster programs and support services that make students, faculty, and staff feel welcome, that provide positive and meaningful interactions, and that are designed for a variety of backgrounds and experiences Expand efforts to make the University accessible to potential students and to the community through elearning, lifelong learning, cultural enrichment programs and community relationships Source of Funds Page 27

31 Discovery Strategic Objective - Advance fundamental knowledge Enhance a culture of collaborative discovery among faculty, students, and staff Perform basic research that meets or exceeds TIU standards for RCC faculty members Collaborate with TIUs to determine potential linkages between RCC faculty scholarship and the university s discovery themes Enhance relationships between RCC faculty and their TIUs Source of Funds Page 28

32 Engagement Strategic Objective 1 Become a stronger community resource Strategic Plan Align faculty and staff expertise with local and regional issues and engage students in research that is relevant to regional needs Create connections and partnerships with government, businesses, civic organizations, and P-16 schools that foster community development and economic growth Build community awareness of the regional campuses of The Ohio State University Source of Funds Page 29

33 Engagement Strategic Objective 2 - Build relationships with other institutions of higher education in Ohio Work with co-located two-year colleges to gain greater efficiency in operations Work with co-located two-year colleges and other institutions of higher education to expand academic opportunities Source of Funds Page 30

34 Strategic Objective 1 - Improve sustainability of financial and physical resources Develop processes to distribute resources according to the RCC s strategic priorities Pursue alternative sources of revenue to support growth and keep tuition affordable Adopt the One Framework approach to physical planning Develop an RCC capital renewal program Develop an RCC environmental sustainability plan Work with colocated two-year colleges to gain greater efficiency in operations Source of Funds Page 31

35 Strategic Objective 2 Foster human resources Promote a culture that supports the professional growth of faculty and staff Develop and implement an RCC Cultural Action Plan in accordance with guidelines from the Office of Human Source of Funds Page 32

36 Appendix C: Marion Campus Implementation Plan Learning Strategic Objective 1 Cultivate a unique academic theme for each campus Identify an academic focus for each campus Collaborate with Columbus campus programs, departments, and colleges to increase academic offerings reflective of local need and contributing to the university system of Ohio s goal for increased enrollment and local, affordable access Increase access to Ohio students through expanded academic collaborations with the co-located two-year colleges and other higher education institutions Source of Funds Page 33

37 Learning Strategic Objective 2 Improve student outcomes Develop pathways and support services to enhance student success Create an intellectual and cultural experience outside the classroom that supports, complements, and enhances the in-class experience Encourage RCC student experiences in research, study abroad, and service learning Source of Funds Page 34

38 Learning Strategic Objective 3 Expand the RCC student body Increase enrollment of first-choice, firstquarter freshmen, transfer students, and first-generation college students Foster programs and support services that make students, faculty, and staff feel welcome, that provide positive and meaningful interactions, and that are designed for a variety of backgrounds and experiences Expand efforts to make the University accessible to potential students and to the community through elearning, lifelong learning, cultural enrichment programs and community relationships Source of Funds Page 35

39 Discovery Strategic Objective - Advance fundamental knowledge Enhance a culture of collaborative discovery among faculty, students, and staff Perform basic research that meets or exceeds TIU standards for RCC faculty members Collaborate with TIUs to determine potential linkages between RCC faculty scholarship and the university s discovery themes Enhance relationships between RCC faculty and their TIUs Source of Funds Page 36

40 Engagement Strategic Objective 1 Become a stronger community resource Strategic Plan Align faculty and staff expertise with local and regional issues and engage students in research that is relevant to regional needs Create connections and partnerships with government, businesses, civic organizations, and P-16 schools that foster community development and economic growth Build community awareness of the regional campuses of The Ohio State University Source of Funds Page 37

41 Engagement Strategic Objective 2 - Build relationships with other institutions of higher education in Ohio Work with co-located two-year colleges to gain greater efficiency in operations Work with co-located two-year colleges and other institutions of higher education to expand academic opportunities Source of Funds Page 38

42 Strategic Objective 1 - Improve sustainability of financial and physical resources Develop processes to distribute resources according to the RCC s strategic priorities Pursue alternative sources of revenue to support growth and keep tuition affordable Adopt the One Framework approach to physical planning Develop an RCC capital renewal program Develop an RCC environmental sustainability plan Work with colocated two-year colleges to gain greater efficiency in operations Source of Funds Page 39

43 Strategic Objective 2 Foster human resources Promote a culture that supports the professional growth of faculty and staff Develop and implement an RCC Cultural Action Plan in accordance with guidelines from the Office of Human Source of Funds Page 40

44 Appendix D: Newark Campus Implementation Plan Learning Strategic Objective 1 Cultivate a unique academic theme for each campus Identify an academic focus for each campus Collaborate with Columbus campus programs, departments, and colleges to increase academic offerings reflective of local need and contributing to the university system of Ohio s goal for increased enrollment and local, affordable access Increase access to Ohio students through expanded academic collaborations with the co-located two-year colleges and other higher education institutions Source of Funds Page 41

45 Learning Strategic Objective 2 Improve student outcomes Develop pathways and support services to enhance student success Create an intellectual and cultural experience outside the classroom that supports, complements, and enhances the in-class experience Encourage RCC student experiences in research, study abroad, and service learning Source of Funds Page 42

46 Learning Strategic Objective 3 Expand the RCC student body Increase enrollment of first-choice, firstquarter freshmen, transfer students, and first-generation college students Foster programs and support services that make students, faculty, and staff feel welcome, that provide positive and meaningful interactions, and that are designed for a variety of backgrounds and experiences Expand efforts to make the University accessible to potential students and to the community through elearning, lifelong learning, cultural enrichment programs and community relationships Source of Funds Page 43

47 Discovery Strategic Objective - Advance fundamental knowledge Enhance a culture of collaborative discovery among faculty, students, and staff Perform basic research that meets or exceeds TIU standards for RCC faculty members Collaborate with TIUs to determine potential linkages between RCC faculty scholarship and the university s discovery themes Enhance relationships between RCC faculty and their TIUs Source of Funds Page 44

48 Engagement Strategic Objective 1 Become a stronger community resource Strategic Plan Align faculty and staff expertise with local and regional issues and engage students in research that is relevant to regional needs Create connections and partnerships with government, businesses, civic organizations, and P-16 schools that foster community development and economic growth Build community awareness of the regional campuses of The Ohio State University Source of Funds Page 45

49 Engagement Strategic Objective 2 - Build relationships with other institutions of higher education in Ohio Work with co-located two-year colleges to gain greater efficiency in operations Work with co-located two-year colleges and other institutions of higher education to expand academic opportunities Source of Funds Page 46

50 Strategic Objective 1 - Improve sustainability of financial and physical resources Develop processes to distribute resources according to the RCC s strategic priorities Pursue alternative sources of revenue to support growth and keep tuition affordable Adopt the One Framework approach to physical planning Develop an RCC capital renewal program Develop an RCC environmental sustainability plan Work with colocated two-year colleges to gain greater efficiency in operations Source of Funds Page 47

51 Strategic Objective 2 Foster human resources Promote a culture that supports the professional growth of faculty and staff Develop and implement an RCC Cultural Action Plan in accordance with guidelines from the Office of Human Source of Funds Page 48

Strategic Planning at The Ohio State University

Strategic Planning at The Ohio State University (RCC) The Ohio State University 2012-2016 ning at The Ohio State University Ohio State s transition from excellence to eminence requires a strategic vision and a clear path. Strategic planning is a systematic

More information

Academic Affairs Strategic Plan 2012

Academic Affairs Strategic Plan 2012 Academic Affairs Strategic Plan 2012 The Academic Affairs Strategic Plan is a continually evolving plan, building on the university s Strategic Plan and its three pillars: learner-centered, discovery driven,

More information

Strategic Planning & Budget Handbook

Strategic Planning & Budget Handbook Strategic Planning & Budget Handbook Revised January 2014 FORWARD The strategic plans for both Central Ohio Technical College and The Ohio State University at Newark support the University System of Ohio

More information

College of Arts and Sciences

College of Arts and Sciences College of Strategic Plan July, 2013 A Strategic Vision for the College of Mission The College of serves the public good by weaving the cultural, artistic, and intellectual fabric of the university experience

More information

Goal #1 Learner Success Ensure a distinctive learning experience and foster the success of students.

Goal #1 Learner Success Ensure a distinctive learning experience and foster the success of students. Western Michigan University is committed to being learner centered, discovery driven, and globally engaged as it transitions into the next strategic planning cycle. In the first year of the University

More information

UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed!

UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! 1 UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! Strategic Imperative #1: Student Success Enhanced Learning,

More information

FISHER COLLEGE OF BUSINESS

FISHER COLLEGE OF BUSINESS FISHER COLLEGE OF BUSINESS I d like to leave a legacy to help create a school that would bring out the best in kids and bring the kind of students that make an impact on the country and world itself. -Max

More information

Columbus State University Strategic Plan and Direction 2013-2018

Columbus State University Strategic Plan and Direction 2013-2018 Columbus State University Strategic Plan and Direction 2013-2018 1 Table of contents: 3 Strategic Plan overview 4 Letter from Tim Mescon, Columbus State University president 5 Letter from Tom Hackett and

More information

Regional Accreditation of Oakland University April 6-8, 2009

Regional Accreditation of Oakland University April 6-8, 2009 1 Regional Accreditation of Oakland University April 6-8, 2009 Oakland University is accredited by: The Higher Learning Commission of the North Central Association of Colleges and Schools NCA accredits

More information

SCHOOL OF BUSINESS STATE UNIVERSITY OF NEW YORK AT NEW PALTZ

SCHOOL OF BUSINESS STATE UNIVERSITY OF NEW YORK AT NEW PALTZ SCHOOL OF BUSINESS STATE UNIVERSITY OF NEW YORK AT NEW PALTZ Five-Year Strategic Plan Revised June 1, 2008 by Chih-Yang Tsai, Associate Dean This strategic plan for the School of Business is the result

More information

DEFIANCE COLLEGE Business Department Strategic Plan 2013-2016. Mission Statement

DEFIANCE COLLEGE Business Department Strategic Plan 2013-2016. Mission Statement DEFIANCE COLLEGE Strategic Plan 2013-2016 The at Defiance is part of the Division of Business, Education, and Social Work. The department includes majors in Business Administration and Accounting; minors

More information

Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17

Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17 Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17 Mission The University of Baltimore provides innovative education in business, public affairs, the applied liberal

More information

MISSION / VISION / VALUES FRAMEWORK

MISSION / VISION / VALUES FRAMEWORK MISSION / VISION / VALUES FRAMEWORK The Mission / Vision / Values Framework builds on the strengths of Concordia today and provides the vision and strategies to build an even stronger and more vital Concordia

More information

Office of Undergraduate Education Strategic Plan

Office of Undergraduate Education Strategic Plan 1 Office of Undergraduate Education Strategic Plan Letter from the Dean The Office of Undergraduate Education (UE) at The Ohio State University is located in the Office of Academic Affairs, and assumes

More information

SYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN

SYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN SYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN These are extraordinary times for higher education and for students aspiring to succeed in a rapidly changing world. Technology is affecting the way we learn

More information

Guidelines for Massachusetts Early Educator Preparation Programs Participating in the Early Childhood Educator Scholarships Program.

Guidelines for Massachusetts Early Educator Preparation Programs Participating in the Early Childhood Educator Scholarships Program. Guidelines for Massachusetts Early Educator Preparation Programs Participating in the Early Childhood Educator Scholarships Program Background The Departments of Higher Education and Early Education and

More information

STRATEGIC PLAN 2015-2020

STRATEGIC PLAN 2015-2020 STRATEGIC PLAN 2015-2020 EXECUTIVE SUMMARY Georgia Regents University Division of Enrollment & Student Affairs participates in annual strategic planning so that the division can clarify goals and focus

More information

Strategic Plan Cost Estimates

Strategic Plan Cost Estimates Strategic Plan Cost Estimates The Strategic Plan Steering Committee provides herein cost estimates for each of the Strategic Planning Initiatives. If full implementation were to occur, it would take place

More information

collaboration, leadership and resilience SuStainable communities Global ProSPerity carleton university S StrateGic integrated Plan, 2013-2018

collaboration, leadership and resilience SuStainable communities Global ProSPerity carleton university S StrateGic integrated Plan, 2013-2018 Sustainable communities Global Prosperity THE CARLETON UNIVERSITY STRATEGIC INTEGRATED PLAN 2013-2018 COLLABORATION, LEADERSHIP AND RESILIENCE SUSTAINABLE COMMUNITIES GLOBAL PROSPERITY CARLETON UNIVERSITY

More information

College of Nursing Budget System Survey

College of Nursing Budget System Survey College of Nursing Budget System Survey 1. From the perspective of your college, do you feel that the guiding principles of the University budget system have been observed? Explain reasons why or why not?

More information

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS FROM THE VICE PRESIDENT It is my pleasure to share the University of Houston Division of Student Affairs and Enrollment Services 2013-2017 Strategic

More information

Tallahassee Community College Foundation College Innovation Fund. Program Manual

Tallahassee Community College Foundation College Innovation Fund. Program Manual Tallahassee Community College Foundation College Innovation Fund Program Manual REVISED JUNE 2015 TCC Foundation College Innovation Fund Page 2 Table of Contents INTRODUCTION & OVERVIEW... 3 PURPOSE...

More information

Strategic Plan 2011. The College of Arts and Sciences. Vision. www.art-sci.udel.edu/ Leading the Way in Academics, Research and Public Engagement

Strategic Plan 2011. The College of Arts and Sciences. Vision. www.art-sci.udel.edu/ Leading the Way in Academics, Research and Public Engagement Strategic Plan 2011 and Sciences Leading the Way in Academics, Research and Public Engagement www.art-sci.udel.edu/ Vision The and Sciences at the University of Delaware will be nationally recognized for

More information

Strategic Plan 2020 revision 2013

Strategic Plan 2020 revision 2013 Strategic Plan 2020 REVISION 2013 Strategic Plan 2020 REVISION 2013 Table of Contents Mission, Vision and Core Values 4 Message from the Chancellor 5 Strategic Plan 2020 7 Strategic Goals 8 Strategic

More information

Miami University Ohio. James Madison University

Miami University Ohio. James Madison University Miami University Ohio Mission Statement: Miami provides the opportunities of a major university while offering the personalized attention found in the best small colleges. It values teaching and intense

More information

School of Accounting Florida International University Strategic Plan 2012-2017

School of Accounting Florida International University Strategic Plan 2012-2017 School of Accounting Florida International University Strategic Plan 2012-2017 As Florida International University implements its Worlds Ahead strategic plan, the School of Accounting (SOA) will pursue

More information

Rhode Island School of Design Strategic Plan Summary for 2012 2017. critical making. making critical

Rhode Island School of Design Strategic Plan Summary for 2012 2017. critical making. making critical Rhode Island School of Design Strategic Plan Summary for 2012 2017 critical making making critical executive summary This strategic plan serves as a guide for Rhode Island School of Design (RISD) over

More information

FISHER: Forward to the future.

FISHER: Forward to the future. FISHER: Forward to the future. The Strategic Plan for St. John Fisher College 2012-2017 Vision Statement St. John Fisher College Vision Statement By the end of the decade, we will be a widely recognized

More information

Office of Research Strategic Plan November 4, 2013

Office of Research Strategic Plan November 4, 2013 Office of Research Strategic Plan November 4, 2013 SOUTH DAKOTA STATE UNIVERSITY Vision: As a leading land-grant university, South Dakota State University will champion the public good through engaged

More information

Our Mission To provide leadership, resources, and support for academically rigorous graduate study. *************

Our Mission To provide leadership, resources, and support for academically rigorous graduate study. ************* Our Vision To serve as a model unit of support, service, and stewardship of excellence in graduate education to meet the intellectual, academic, and vocational needs of students in the region and beyond.

More information

Be Bold. Be Great. Invest in State 2017: The Case for Nevada State College Expanding Statewide Mission 3.20 3.00 2.80 2.60 2.40 2.54 2.

Be Bold. Be Great. Invest in State 2017: The Case for Nevada State College Expanding Statewide Mission 3.20 3.00 2.80 2.60 2.40 2.54 2. Be Bold. Be Great. Invest in State 2017: The Case for Nevada State College Expanding Statewide Mission Original vision As delineated in the 2001 Rand Report and incorporated in the NSHE Master Plan, Nevada

More information

Clark College. Strategic Plan {2015-2020}

Clark College. Strategic Plan {2015-2020} Clark College Strategic Plan {2015-2020} 2 3 Purpose A strategic plan is a story one told by many authors, and for many audiences. Taken as a whole, the Clark College 2015-2020 Strategic Plan tells the

More information

Translating Our Goals into Action Southeastern Illinois College. 2012-2017 Strategic Plan

Translating Our Goals into Action Southeastern Illinois College. 2012-2017 Strategic Plan Translating Our Goals into Action Southeastern Illinois College 2012-2017 Strategic Plan SOUTHEASTERN ILLINOIS COLLEGE TRANSLATING OUR GOALS INTO ACTION STRATEGIC PLAN 2012-2017 I n the Spring 2011 semester,

More information

University Of North Carolina. ourtime ourfuture THE UNC COMPACT WITH NORTH CAROLINA STRATEGIC DIRECTIONS 2013-2018. www.northcarolina.

University Of North Carolina. ourtime ourfuture THE UNC COMPACT WITH NORTH CAROLINA STRATEGIC DIRECTIONS 2013-2018. www.northcarolina. University Of North Carolina ourtime ourfuture THE UNC COMPACT WITH NORTH CAROLINA www.northcarolina.edu STRATEGIC DIRECTIONS 2013-2018 MESSAGE FROM PRESIDENT TOM ROSS AND BOARD OF GOVERNORS CHAIR PETER

More information

Strategic Plan 2013-2015. The College of Business Oregon State University. Strategic Plan. Approved June 2012 Updated June 2013 Updated June 2014

Strategic Plan 2013-2015. The College of Business Oregon State University. Strategic Plan. Approved June 2012 Updated June 2013 Updated June 2014 The College of Business Oregon State University Strategic Plan Approved June 2012 Updated June 2013 Updated June 2014 1 The College of Business Oregon State University Vision Developing professionals who

More information

Administrative Program Reviews

Administrative Program Reviews Support Unit Administrative Support Unit 3.3.1.2 Business Office Human Resources Information Technologies Maintenance (Physical Plant) Unit Mission The purpose of Calhoun Community College s Business Operations

More information

The Penn State Strategic Plan

The Penn State Strategic Plan f u l f i l l i n g t h e p r o m i s e The Penn State Strategic Plan 2 0 0 6 0 7 t h r o u g h 2 0 0 8 0 9 V i s i o n Penn State will be the nation s finest university in the integration of teaching,

More information

University of Arizona Strategic Business Plan Arizona Board of Regents Presentation April 8, 2011. Board of Regents Meeting April 7-8, 2011 Item #25

University of Arizona Strategic Business Plan Arizona Board of Regents Presentation April 8, 2011. Board of Regents Meeting April 7-8, 2011 Item #25 University of Arizona Strategic Business Plan Arizona Board of Regents Presentation April 8, 2011 Board of Regents Meeting April 7-8, 2011 Item #25 Overview What are we doing Aligning our business plan

More information

The Western Michigan University Strategic Plan

The Western Michigan University Strategic Plan The Western Michigan University Strategic Plan 2015 20 The Western Michigan University Commitment With adoption of its first strategic plan in 2012, the University embraced three basic tenets developed

More information

Division of Undergraduate Education 2009-2014 Strategic Plan Mission

Division of Undergraduate Education 2009-2014 Strategic Plan Mission Mission The mission of the Division of Undergraduate Education is to promote academic excellence through collaboration with colleges and support units across the University. The mission is realized through

More information

Aims Community College

Aims Community College Aims Community College S T R A T E G I C P L A N 2011 // 2012 Aims Community College Strategic Planning Document Rationale innovation relationships community Aims Community College, established in 1967,

More information

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012)

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012) UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES Approved by SBA General Faculty (April 2012) Introduction In 1926, we embarked on a noble experiment the creation

More information

College of Business Strategic Plan 2014-2018

College of Business Strategic Plan 2014-2018 Vision Statement College of Business Strategic Plan 2014-2018 The COB s vision is to accelerate student success through applied business knowledge and to contribute to a better and brighter future for

More information

Mission and Goals Statement. University of Maryland, College Park. January 7, 2011

Mission and Goals Statement. University of Maryland, College Park. January 7, 2011 Summary of Mission Statement Mission and Goals Statement University of Maryland, College Park January 7, 2011 The mission of the University of Maryland, College Park is to provide excellence in teaching,

More information

Executive Summary... 3 Preamble... 4 Mission... 5 Vision... 5 Values... 5 Research... 6 Education... 8 Community and Clinical Partnerships...

Executive Summary... 3 Preamble... 4 Mission... 5 Vision... 5 Values... 5 Research... 6 Education... 8 Community and Clinical Partnerships... Table of Contents Executive Summary... 3 Preamble... 4 Mission... 5 Vision... 5 Values... 5 Research... 6 Education... 8 Community and Clinical Partnerships... 10 Stony Brook University School of Nursing

More information

Darden School. Commission/Schools/Darden/November 2007 1

Darden School. Commission/Schools/Darden/November 2007 1 Darden School The Darden School of Business recently celebrated its 50 th anniversary, reflecting the strong base on which to build toward its centennial. While the world in which the School operates has

More information

PACIFIC. Excelling in a. Changing Higher Education environment

PACIFIC. Excelling in a. Changing Higher Education environment PACIFIC 2020 Excelling in a Changing Higher Education environment 1 PACIFIC 2020 Excelling in a Changing Higher Education environment STOC KTON SAN FRANC I S C O S A CRA MENTO University of the Pacific

More information

Strategic Plan 2013-2016

Strategic Plan 2013-2016 Strategic Plan 2013-2016 Strategic Plan 2013 2016 Mission Statement Kutztown University s mission is to provide a high quality education at the undergraduate and graduate level in order to prepare students

More information

THE UNIVERSITY OF MARYLAND COLLEGE PARK MISSION STATEMENT

THE UNIVERSITY OF MARYLAND COLLEGE PARK MISSION STATEMENT PREAMBLE THE UNIVERSITY OF MARYLAND COLLEGE PARK MISSION STATEMENT The University of Maryland at College Park, founded in 1856, is the flagship campus and the original land grant institution of the University

More information

STRATEGIC PLAN 2012-2016 Office of Research, Innovation and Economic Development OUR FOUNDATION

STRATEGIC PLAN 2012-2016 Office of Research, Innovation and Economic Development OUR FOUNDATION STRATEGIC PLAN 2012-2016 Office of Research, Innovation and Economic Development OUR FOUNDATION NC STATE MISSION: As a research-extensive land-grant university, North Carolina State University is dedicated

More information

Texas State University University Library Strategic Plan 2012 2017

Texas State University University Library Strategic Plan 2012 2017 Texas State University University Library Strategic Plan 2012 2017 Mission The University Library advances the teaching and research mission of the University and supports students, faculty, and other

More information

DaLHOUsie university PlAn 2015

DaLHOUsie university PlAn 2015 DaLHOUsie university PlAn 2015 A message from the President DALHOUSIE WAS FOUNDED ON A VISION of global standards, local impact and inclusiveness. It is a vision that provides the basis for our success,

More information

SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Strategic NIMBLE. Plan COMPASSIONATE. 2013-2017 PREPARED.

SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Strategic NIMBLE. Plan COMPASSIONATE. 2013-2017 PREPARED. SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Strategic NIMBLE. Plan COMPASSIONATE. 2013-2017 PREPARED. SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Achieving NIMBLE. the Business COMPASSIONATE. University

More information

Transformation through Education:

Transformation through Education: Transformation through Education: A Strategic Blueprint for Molloy College - 2012 and beyond 2012-2017 Executive Summary Mission Statement Molloy College, an independent, Catholic college, rooted in the

More information

Educational Technology College of Education, Purdue University Strategic Plan Ratified 12/14/06

Educational Technology College of Education, Purdue University Strategic Plan Ratified 12/14/06 Educational Technology Strategic Plan 1 Educational Technology College of Education, Purdue University Strategic Plan Ratified 12/14/06 VISION To establish preeminence in the area of learning technologies

More information

Delaware State University. Reflecting on our past while preparing for our future

Delaware State University. Reflecting on our past while preparing for our future Delaware State University Reflecting on our past while preparing for our future EXECUTIVE SUMMARY Delaware State University s foundation dates to May 15, 1891, when the 58 th General Assembly of the State

More information

FOCUS MONASH. Strategic Plan 2015 2020

FOCUS MONASH. Strategic Plan 2015 2020 F CUS FOCUS MONASH Strategic Plan 2015 2020 2 Vice-Chancellor s Introduction 4 Over the last half century, Monash University has forged a path that reflects the ambitions of its beginnings and signals

More information

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 LETTER FROM THE PRESIDENT AND CEO /// The first year of our Strategic Plan, Our Future, is now complete and we are already seeing the positive impact of the

More information

Journey to Excellence

Journey to Excellence STRATEGIC PLAN: 2010-2015 Journey to Excellence Henry W. Bloch School of Business and Public Administration University of Missouri Kansas City SEPTEMBER 2010 TABLE OF CONTENTS Preface... 3 Where We Are

More information

Psychological Science Strategic Plan February 18, 2014. Department of Psychological Science Mission

Psychological Science Strategic Plan February 18, 2014. Department of Psychological Science Mission Psychological Science Strategic Plan Department of Psychological Science Mission The Department of Psychological Science strives to achieve and maintain excellence in undergraduate and graduate education,

More information

2015 REPORT Performance & Accountability

2015 REPORT Performance & Accountability ...... REPORT Performance & Accountability ... TABLE OF CONTENTS MISSIONS...>...>>...3 STRATEGIC PRIORITIES & GOALS...>...>>...4 ANGELO STATE UNIVERSITY.d...5 Executive Summary...6 Strategic Priority I...7

More information

Strategic Plan Update December 9, 2015

Strategic Plan Update December 9, 2015 Strategic Plan Update December 9, 2015 OPENING What you will see here are high level goals and objectives. We began the strategic planning process in late October and held a second session in early November.

More information

Leadership Statement Dean College of Design, Construction and Planning

Leadership Statement Dean College of Design, Construction and Planning Leadership Statement Dean College of Design, Construction and Planning Opportunity The University of Florida seeks candidates for the position of Dean of the College of Design, Construction and Planning.

More information

College of Human Environmental Sciences Strategic Plan for 2012-2015

College of Human Environmental Sciences Strategic Plan for 2012-2015 College of Human Environmental Sciences Strategic Plan for 2012-2015 Revised Fall 2013 Mission: The College will be a well-recognized leader in preparing students to impact the lives of individuals and

More information

2015-2025 Strategic Plan

2015-2025 Strategic Plan 2015-2025 Strategic Plan On behalf of the State Board for Community Colleges and Occupational Education, the 13 colleges across our System, and the many communities we serve, I am pleased to share the

More information

DEAN OF THE SCHOOL OF HEALTH SCIENCES

DEAN OF THE SCHOOL OF HEALTH SCIENCES OAKLAND UNIVERSITY DEAN OF THE SCHOOL OF HEALTH SCIENCES Oakland University seeks an inspiring and visionary leader to serve as Dean of the School of Health Sciences. The Search Committee will begin reviewing

More information

Towson University Strategic Academic Plan 2010-2016

Towson University Strategic Academic Plan 2010-2016 Towson University Strategic Academic Plan 2010-2016 University Summary Mission Statement Towson University, as the state s comprehensive Metropolitan University, offers a broad range of undergraduate and

More information

University of North Carolina Tomorrow Commission FINAL REPORT AND RECOMMENDATIONS EXECUTIVE SUMMARY

University of North Carolina Tomorrow Commission FINAL REPORT AND RECOMMENDATIONS EXECUTIVE SUMMARY University of North Carolina Tomorrow Commission FINAL REPORT AND RECOMMENDATIONS EXECUTIVE SUMMARY What was the purpose of this study? The purpose of the University of North Carolina Tomorrow Initiative

More information

School of Nursing. Strategic Plan

School of Nursing. Strategic Plan School of Nursing Strategic Plan 2010 to 2015 Table of Contents Executive Summary...2 Preamble...4 Mission...6 Vision...6 Values...6 Research...8 Education...10 Community and Clinical Partnerships...12

More information

Vision To be the clear business school choice for those who want to engage in real-world learning experiences

Vision To be the clear business school choice for those who want to engage in real-world learning experiences 1. Introduction 2015-2020 College Of Business Strategic Plan The College of Business (COB) engaged in an intensive college-wide strategic planning process from April, 2014-December, 2015 to develop the

More information

ST. JOHN FISHER COLLEGE. Academic Plan. Academic Planning Committee 1/14/2015

ST. JOHN FISHER COLLEGE. Academic Plan. Academic Planning Committee 1/14/2015 ST. JOHN FISHER COLLEGE Academic Plan SJFC Plan to College Academic Goals and Strategic Initiatives Academic Planning Committee 1/14/2015 Academic Plan Committee: Randall Krieg, Provost, Co-Chair Daryl

More information

Getty College of Arts and Sciences Strategic Plan, 2011-16

Getty College of Arts and Sciences Strategic Plan, 2011-16 Getty College of Arts and Sciences Strategic Plan, 2011-16 Mission The Getty College of Arts and Sciences provides a broad-based education that fosters innovative problem-solving skills and teaches students

More information

Business Analytics and Data Warehousing in Higher Education

Business Analytics and Data Warehousing in Higher Education WHITE PAPER Business Analytics and Data Warehousing in Higher Education by Jim Gallo Table of Contents Introduction...3 Business Analytics and Data Warehousing...4 The Role of the Data Warehouse...4 Big

More information

GRADUATE EDUCATION VISION AND STRATEGY AT TCU

GRADUATE EDUCATION VISION AND STRATEGY AT TCU GRADUATE EDUCATION VISION AND STRATEGY AT TCU A Position Paper Prepared by the Committee on Graduation Education October 2004 1 Members of the Committee: Dr. Lazelle Benefield Harris School of Nursing

More information

Agency 5-Year Plan. Section 1: UAA Main Campus. Section 2: UHA AHSC Campus

Agency 5-Year Plan. Section 1: UAA Main Campus. Section 2: UHA AHSC Campus Agency 5-Year Plan Section 1: UAA Main Campus Section 2: UHA AHSC Campus Issue 1 Engaging Agency 5-Year Plan Description: Design the Arizona experience so that 100 percent of our students have the opportunity

More information

Revised August 2013 Revised March 2006 Presented to Planning Council December 1993

Revised August 2013 Revised March 2006 Presented to Planning Council December 1993 1 Revised August 2013 Revised March 2006 Presented to Planning Council December 1993 Table of Content Mission, Vision, and Core Values... 3 Institutional Goals... 4 Historical Perspective and Current View...

More information

College Goals 2013-2014

College Goals 2013-2014 College Goals 2013-2014 The 2013-2014 college goals, outcomes and metric are described below. Threads to be incorporated throughout the document (horizontal threads) include: Technology, Celebrations/Honors,

More information

Greensboro - A Lifelong Learning City Executive Summary

Greensboro - A Lifelong Learning City Executive Summary Greensboro - A Lifelong Learning City Executive Summary Proposal: Creating a STEM 1 Literate Community through the Greensboro Union of Institutions for Learning and Development The 21 st century is the

More information

Adding Value to a Changing World 2015-2020

Adding Value to a Changing World 2015-2020 Adding Value to a Changing World 2015-2020 Austin College: Adding Value to a Changing World Strategic Plan 2015-2020 Planning Context... 2 Developing Our Plan... 3 The Plan for Austin College... 4 Tactics,

More information

Academic Affairs Working Plan 2014-17

Academic Affairs Working Plan 2014-17 1 Division of Academic Affairs Academic Affairs Working Plan 2014-17 Strategic planning in Academic Affairs is guided by the five goals of the SJSU Strategic Plan: Vision 2017 and the planning previously

More information

PROGRAM PUBLIC INFORMATION

PROGRAM PUBLIC INFORMATION Department of Civil Engineering & Construction Management College Of Engineering and Computer Science California State University-Northridge Northridge, Ca Construction Management Program PROGRAM PUBLIC

More information

Commission on Peer Review and Accreditation

Commission on Peer Review and Accreditation Commission on Peer Review and Accreditation Network of Schools of Public Policy, Affairs, and Administration ACCREDITATION STANDARDS For Master s degree programs Adopted October 16, 2009 at the NASPAA

More information

OSU Foundation STRATEGIC PLAN: 2010 2015

OSU Foundation STRATEGIC PLAN: 2010 2015 OSU Foundation STRATEGIC PLAN: 2010 2015 (Updated August 2012) Introduction The Oregon State University Foundation dedicates itself to garnering the resources that enable OSU to achieve excellence in education,

More information

Strategic Plan 2010-2015 for GVSU Student Academic Success Center

Strategic Plan 2010-2015 for GVSU Student Academic Success Center Strategic Plan 2010-2015 for GVSU Student Academic Success Center Mission of the University: Grand Valley State University educates students to shape their lives, their professions, and their societies.

More information

www.thiel.edu Dean of Enrollment

www.thiel.edu Dean of Enrollment 75 College Avenue Greenville, PA 16125 www.thiel.edu Dean of Enrollment Search Prospectus Fall 2015 www.thiel.edu/deanofenrollment Thiel College in Greenville, Pa., invites nominations and applications

More information

Strategic Planning at Lane Community College

Strategic Planning at Lane Community College Strategic Planning at Lane Community College Lane Community College s 21-215 Strategic Plan was prepared by College Council through a year-long process of engagement with college stakeholders, study, data

More information

2012-2017. Strategic Plan

2012-2017. Strategic Plan Strategic Plan 2012-2017 An internationally recognized leader in global business education, scholarly excellence, and collaborative community engagement International Business Healthcare Management Entrepreneurship

More information

UNIVERSITY OF HAWAI I AT MĀNOA POSITION DESCRIPTION DEAN, COLLEGE OF NATURAL SCIENCES ~~~~~~~~~~~~~~~~~~~~~

UNIVERSITY OF HAWAI I AT MĀNOA POSITION DESCRIPTION DEAN, COLLEGE OF NATURAL SCIENCES ~~~~~~~~~~~~~~~~~~~~~ UNIVERSITY OF HAWAI I AT MĀNOA POSITION DESCRIPTION DEAN, COLLEGE OF NATURAL SCIENCES ~~~~~~~~~~~~~~~~~~~~~ Position No: 0089197 Title of Position: Dean Reports to: Vice Chancellor for Academic Affairs,

More information

Fiscal Year 2016 Strategic Planning Document

Fiscal Year 2016 Strategic Planning Document Fiscal Year 2016 Strategic Planning Document Board Planning Meeting June 30, 2015 Summary Kalamazoo Valley Community College (KVCC) will continue to be a leading community college in the state of Michigan.

More information

Florida A&M University School of Allied Health Sciences (SOAHS) Strategic Plan 2010-2020

Florida A&M University School of Allied Health Sciences (SOAHS) Strategic Plan 2010-2020 2 Florida A&M University School of Allied Health Sciences (SOAHS) Strategic Plan 2010-2020 SOAHS Mission The mission of the School of Allied Health Sciences is to provide an enlightened and enriched academic,

More information

University of Georgia College of Public Health Strategic Plan 2010 2015

University of Georgia College of Public Health Strategic Plan 2010 2015 University of Georgia College of Public Health Strategic Plan 2010 2015 Vision The College of Public Health at the University of Georgia serves the needs of local, state, national, and international populations

More information

IU East Strategic Plan Strategic Priorities 2014-2019--DRAFT August, 2014

IU East Strategic Plan Strategic Priorities 2014-2019--DRAFT August, 2014 ***DRAFT*** IU East Strategic Plan Strategic Priorities 2014-2019--DRAFT August, 2014 Organizational Profile: Our Environment, Relationships and Strategic Situation Over the last decade, IU East has transformed

More information

Leadership Statement Dean Carson College of Business

Leadership Statement Dean Carson College of Business Leadership Statement Dean Carson College of Business Fall 2014 The University Washington State University is a public research university committed to its land-grant heritage and tradition of service to

More information

Keeping Tuition Affordable for Ohio Families

Keeping Tuition Affordable for Ohio Families Ohio House Finance Subcommittee on Higher Education House Bill 64 - FY16-17 Operating Budget Testimony John Carey, Chancellor, Ohio Board of Regents March 5, 2015 Chairman Duffey, Ranking Member Ramos

More information

The School of Education & Human Services The University of Michigan Flint Standards and Criteria for Promotion and Tenure

The School of Education & Human Services The University of Michigan Flint Standards and Criteria for Promotion and Tenure The School of Education & Human Services The University of Michigan Flint Standards and Criteria for Promotion and Tenure Introduction The primary mission of the University of Michigan Flint is to be the

More information

Randolph College Strategic Plan An Ongoing Update of the 2006 Strategic Plan

Randolph College Strategic Plan An Ongoing Update of the 2006 Strategic Plan Randolph College Strategic Plan An Ongoing Update of the 2006 Strategic Plan I. Mission Statement Part One: Mission, Vision & Values Randolph College prepares students to engage the world critically and

More information

8. HIGHER EDUCATION. Overview

8. HIGHER EDUCATION. Overview 8. HIGHER EDUCATION The FY 2017 Executive Budget strengthens the ability of New York s public system of higher education to excel academically and act as an economic engine. A renewed NYSUNY 2020 program

More information

College of Health Sciences 2010-2015 Strategic Plan

College of Health Sciences 2010-2015 Strategic Plan W h e r e sc i e n c e e n r i ch e s l i v e s College of Health Sciences 2010-2015 Strategic Plan Mission To enrich the health and well-being of people in Wisconsin and the world through innovative research,

More information

UNIVERSITY OF COLORADO DENVER GRADUATE SCHOOL STRATEGIC PLAN 2009-2015

UNIVERSITY OF COLORADO DENVER GRADUATE SCHOOL STRATEGIC PLAN 2009-2015 UNIVERSITY OF COLORADO DENVER GRADUATE SCHOOL STRATEGIC PLAN 2009-2015 MISSION: The Graduate School mission is to 1) guide, facilitate, and enhance educational quality, opportunities and experiences for

More information

Template for Departmental Report for Northwest Commission on Colleges and Universities Self Study (The most critical information is in Italic)

Template for Departmental Report for Northwest Commission on Colleges and Universities Self Study (The most critical information is in Italic) Template for Departmental Report for Northwest Commission on Colleges and Universities Self Study (The most critical information is in Italic) Standard One: Mission and Goals, Planning and Effectiveness

More information