academic convocation towson university james f. brennan provost and vice president for academic...
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Academic ConvocationTowson University
James F. Brennan Provost and Vice
President for Academic Affairs
September 28, 2006
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Themes
• Enrollment Growth • Programmatic Enhancement and
Development• Academic Reputation• Moving forward.
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Enrollment Size and Mix
Enrollment Size and Mix: Our planning tells us that we will grow by about 3,000 students between now and 2010. We have planned our growth and how we will make it happen. Our plan tells us we will grow by another 4,300 students between 2010 and 2015. That's an average increase of 600 students each year for the first five years and then 1,000 students each year for the following 5 years taking us from 18,000 students today to 21,000+ in 2010 and 25,000+ in 2015.
(President Caret, Fall Address, 7 September 2005)
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Where we have been
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Enrollment Growth, Headcount to 2005
Fall 2001
Fall 2002
Fall 2003
Fall 2004
Fall 2005
Total Enrollment 16,980
17,481 17,188
17,667
18,011
Undergraduate 13,959
14,296 13,981
14,311
14,495
Percent Undergraduate 82% 82% 81% 81% 80%
Full Time 11,757
12,275 12,051
12,405
12,812
Part Time 2,202 2,021 1,930 1,906 1,683
% Undergraduate Part Time
16% 14% 14% 13% 12%
Graduate 3,021 3,185 3,207 3,356 3,516
Percent Graduate 18% 18% 19% 19% 20%
Full Time 706 762 804 802 819
Part Time 2,315 2,423 2,403 2,554 2,697
% Graduate Part Time 77% 76% 75% 76% 77%
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Where we are
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Full Time Equivalent Students AY 06 - 07
Fall 2006 Percent
Actual FTE Enrollment 975
Enrollment FTE Goal 805
Enrollment FTE Exceeding Goal 172 21.0%
Undergraduate FTE 14,098 90.0%
Graduate FTE 1,639 10.0%
Total Student FTE 15,737 100.0%
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Student Headcount and Credit Hours AY 06 - 07
Fall 2006 Percent
Headcount Undergraduates 15,375 81.2%
Headcount Graduates 3,546 18.8%
Total Headcount 18,921 100.0%
Undergraduate Credit Hours 211,469 91.7%
Graduate Credit Hours 19,169 8.3%
Total Student Credit Hours 230,638 100.0%
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Enrollment and Program Growth
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How we are accommodating growth: FY07
• 28 new FT, TT faculty positions.• 12 new staff positions.• Operational funds increased by an
additional $56,000.• Health benefits to lecturers, $750,000.• New adjunct positions, plus raising
stipend by $100 (to $2,450) for total of $500,000.
• Grad Assistant budget moved to state-side, $500,000.
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Enrollment and Program Growth: Guidelines
• Growth should be intentional and carefully planned,
• Growth should be targeted to match identified needs (current and future) of the metropolis (local, regional, national, international) with the institutional strengths determined through a systematic assessment of our areas of excellence, uniqueness and highest potential.
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Guiding Goals within Mission
• Build on existing strengths,• Consider discipline-based job and
career projections as well as interdisciplinary innovations,
• Maryland’s identified workforce needs.
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Funding Variables: FY 07 and FY08
• USM proposal for FY07: 7% general increase; 2% enrollment growth.
• Towson proposal: fund the new growth at a $5,500 subsidy; move the funding base of the rest of the enrollment core to $5,000.
• Towson’s “0-based” budgeting, FY08; Delaware Study benchmarks.
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Pragmatics: Growth
• Enrollment mix keeps graduate students at 20%,
• Housing,– Currently 3,439 (104% capacity)– 75.9% of FT Freshpeople (up from 67.6%,
F1999)– Goal to add 600 beds, F-08 (i.e., FY09)
• Accreditation: AACSB, NCATE, Middle States,
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Pragmatics: Space
• Capital Plan– $54.3M Center for the Arts renovation
and addition: completed.– $117M CLA Complex and Power Plant
expansion: Design completed; Phase I construction, February 2007.
– $5M Child Care Center: January 2007 completion.
– Lida Lee Tall demolition: January 2007.
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Pragmatics: Space
• Capital Plan (continued)– $1.5M upgrade to Library 3rd floor and
entrance: completed Fall 2006.– $1.4M renovation of 1st and 3rd floors of 7800
York Road to accommodate Math: completed, Fall, 2006.
– $1.3M Union renovations and creation of parking office in Union Garage, under construction.
– $10.6M addition of 550 spaces to Towsontown Garage, design completed.
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Pragmatics: Space
• Capital Plan (continued)– $6M Towson Center Arena
improvements, design underway.– $24.4M Campus Site and Safety
Improvements, design underway.– $36M Union Expansion, planning
underway.
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An interdisciplinary Model for Programmatic Growth
and Enhanced Scholarly Productivity
• pursues an interdisciplinary context consistent with the metropolitan mission,
• builds on an integrated set of parallel Institutes that intersect to support innovation in teaching, research scholarship, and service,
• support closely aligned new programs and nurture other interdisciplinary offerings ,
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An interdisciplinary Model for Programmatic Growth
and Enhanced Scholarly Productivity
• centered on 3-fold objectives in research/scholarship, extramural support, and collaboration,
• serve as a platform to promote innovation and cutting-edge scholarship while supporting the program,
• host a nationally and internationally renowned scholar to provide intellectual and programmatic leadership.
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Interdisciplinary Model: Institute Themes
• Metropolitan Issues• Entrepreneurial Issues• Human Development• Writing
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Interdisciplinary Model
Institute Programs
Metropolitan Issues Immigration
Cultural & Ethnic Studies
Geography & Planning
Urban Education
Local Politics
Ethics & Social Justice
Community Development
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Interdisciplinary Model
Institute Programs
Entrepreneurial Issues
Public Relations
Not for Profit Management
Minorities in Business
Women in Business
Creativity,innovations,inventions
Public Administration
Charter Organizations
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Interdisciplinary Model
Institute Programs
Human Development
Age-based programs
Infancy/childhood
Adolescence
Adulthood
Gerontology
Families
Care-giving across the lifespan
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Interdisciplinary Model
Institute Programs
Writing English Language Center
Maryland Writing Project
Composition in General Education
Writing in Disciplines
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School of Technology
• Incubated with FCSM.• Programmatic interface with Workforce
Needs; Articulated with CCs.• Possible existing: Project Management,
IT & Assurance, Actuarial Science, BTPS in Allied Health, Media Convergence, Instructional Tech.
• Possible future: Comp Engineering Tech, Health Tech/Management, Industrial Design, Animation, 2+2+1 in Engineering.
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Longer Term Enrollment Growth
Community College as Partners- dual admissions,- dual advising,- Towson programs taught on CC sites,- Clearly articulated learning outcomes in general education: Faculty development implications.
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A Note on Distance Education
• Targeted pilots of 2005-06.• Implemented, fall 2006
– Graduate: HRD, Graphics Design, Homeland Security/Risk Assessment, fall 2006.
– Undergrad: BTPS in Allied Health, fall 2006.
– Graduate: Computer Science track, and AIT, spring 2007.
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Academic Reputation
• January Conference• Student Surveys, particularly
National Survey of Student Engagement (NSSE)
• Academic Support– Achievement Center– Intentional Advising
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Retention Rate of Undergraduates
94.1
91.1
88.7
92.289.9
86.8
92.0 91.7
87.7
92.2
90.3
86.3
60.0
65.0
70.0
75.0
80.0
85.0
90.0
95.0
100.0
Cohort 2001 Cohort 2002 Cohort 2003 Cohort 2004
Retention Rate of Undergraduates
African American All Minorities All Races
Note: The percentage of first-time, full-time degree-seeking undergraduates who re-enrolled at Towson University one year after matriculation. Data
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Graduation Rates of Undergraduates
48.4
52.4
60.4
50.6 50.4
59.958.0
55.6
64.1
57.8 58.261.0
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0
55.0
60.0
65.0
70.0
Cohort 1996 Cohort 1997 Cohort 1998 Cohort 1999
Graduation Rates of Undergraduates
African American All Minorities All Races
Note: The percentage of first-time, full-time degree-seeking undergraduates who graduated from any Maryland public four-year institution within six years of matriculation. Data Source: MHEC
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Graduation Rate “Gap” between African American and All Races
0.0
3.0
6.0
9.0
12.0
15.0
18.0
Difference in Six Year graduaton Rate
Cohort 1996 Cohort 1997 Cohort 1998 Cohort 1999
Graduation Rate "Gap" Between African American and All Races
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Towson’s Reputation –How to Build It
Reputation with students and potential students – the recognition that Towson is a great place for an undergraduate education: small classes, contact with FT faculty in lower and upper division courses, strong liberal arts/majors, teaching (student/faculty interaction) is prized as a core value.
Reputation with other organizational/bureaucratic entities – more problematic and often not as salient as the first and is validated through more variable and ambiguous sources.
The Honors College.
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Honors at Towson
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Honors: Admissions
Fall 2001
Fall 2006 %
Applied 461 825 45%
Accepted 461 578 100 to 70%
Enrolled 317 211 68% to 36% of
accepted
Avg GPA 3.68 3.96
Avg SAT 1208 1870 (1250)
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Honors: Impact
Fall 2003 Fall 2006
All Honors Credit Hours
1713 2058
Faculty Fellows
-- 3
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Honors Scholarships
FY 2004 $136,000
FY 2005 $324,000
FY 2006 $358,000
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Concerns
• How does Towson sustain and grow quality as it moves toward 25,000?
• Of the 717 full-time faculty, 19.4% are lecturers; if add Visiting and Clinical, 29% of full-time faculty are other than tenure-track or tenured.
• Of the 5,163 sections now taught, 20.1% are taught by adjuncts, who represent the equivalent of 129.88 FTE faculty
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Promotion & Tenure Effective AY 05 - 06
Applications
Approved
Tenure 37 34
Promotions to Associate Professor
24 23
Promotions to Professor 11 9
Post Tenure Reviews 31* 31*
Librarians Promoted 3
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Academic Year 2006 – 2007 Increased Faculty Resources
Salary Fringes Totals
COLA 928,482 928,482
Merit 671,942 671,942
Compression 307,692 92,308 400,000
Promotion 203,846 61,154 265,000
Subtotals 2,111,962
153,462
2,265,424
Lecturer Health
750,000 750,000
PT Salary Incr.
580,000 580,000
Grand Totals 3,441,962
153,462
3,595,424
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Faculty Workload Comparisons between AY 2004 ,2005 & 2006
Instructional Productivity 2003 -
2004
2004-2005
2005-2006
Avg Course Units T/TT Faculty excluding Chairs
6.9 7.3 7.1
Avg Course Units Full Time Instructors 8.7 8.1 8.2
Avg Course Units Combined Faculty 7.2 7.4 7.4
T/TT Faculty Meeting or Exceeding Teaching Expectations
118% 114% 108%
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Moving to the Future
• New Academic Programs.• Growth:
– 40 new TT faculty positions (pending appropriations)– funding for part-time and lecturers– operating budgets– Undergraduate need-based financial assistance– Graduate Assistantships.
• Budgeting process.• Research Intensive status and funding.• Student Satisfaction and Reputation Measures.
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Moving to the Future
• General Education: Planning the Process in 2007-08.– Core values in the liberal foundation
for an educated person,– Civic engagement, citizenship, and
leadership,– Service learning,– Diversity and multiculturalism– Globalization.
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Obessa cantavit (Brennan, 2006)