® The System of Higher Education in Ohio and Bowling Green State University

® 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

® 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

® October 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

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

® 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.

® 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

® Strategic Focusing What is the Strategic Position of BGSU at this time? In the future?

® 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

® 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

® 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

® 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

® 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

® 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

® 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

® Planning for 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? Strategic Plan for BGSU Excellence (Quality) Student excellence

® Planning for Excellence 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

® Planning for Excellence Strategic Plan for BGSU Excellence (Quality) Enhancing program quality… program excellence Centers of Excellence Signature Programs Foundational Excellence

® Planning for Excellence Signature programs Disciplined based competitive excellence Center of Excellence Interdisciplinary thematic themes Foundational Excellence Liberal arts education serves as foundational excellence

® Planning for Excellence Strategic Plan for BGSU Innovation: Economic and Cultural Development Contributions (use the creative economy as framework)

® Planning for Excellence Strategic Plan for BGSU Accountability – assessment Voluntary System of Accountability (VSA) Project

® Planning for Excellence VSA

® 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

® Specific Inputs Learning Outcomes stated in Academic Plan Core Commitment proposal and Goals First Year Program Review Committee Report Strategic Positioning Group Report

® Specific Inputs Thematic Interdisciplinary “centers” of excellence Other?

® 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

® “If you don’t like change, you’re going to like irrelevance even less.” General Eric Shinseki, retired Chief of Staff, U. S. Army