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Path to Excellence:

Strategic Plan 2017-2022

Implementation Plan

Division of Academic Affairs

February 1, 2018

The University of Toledo‘s Strategic Plan: Path to Excellence 2017-2022 Division of Academic Affairs - Implementation Plan – February 1, 2018 1

STRATEGIC PLAN PRIORITY I: STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Outcomes Metrics

Action Steps

With

Priorities and Timeline

(Immediate 2017-18; Short-Term 2018-20; Mid-Term 2020-22)

Resources ($ No additional

Investment Required;

$$ Minor Investment

Required;

$$$ Significant Investment Required)

Responsibility

Goal 1: Improve undergraduate student success, retention and degree completion.

1.1. Overall undergraduate first-year retention rate

Baseline 2016: 74% Target 2022: 80%

IMMEDIATE 2017-18

1. Establish a Student Success Task Force to inventory student retention and success efforts on campus, assess their effectiveness, and identify best practices at other universities for implementation at UT.

$ VP Student Success

2. Review and revise University Completion Plan. $ VP Student Success

3. Establish Advising Task Force to improve advising systems across campus and implement assertive, pro-active advising, including Starfish early alert initiative.

$ Assistant Provost, Julie Fischer-Kinney

4. Expand use of Starfish system and predictive analytics to improve student retention; appoint a Starfish coordinator (work with Registrar and Institutional Research, Ad Astra scheduling and Platinum Analytics) to increase graduation rates.

$$ Assistant Provost, Julie Fischer-Kinney

5. Develop new model for First-Year Experience. $$ VP Student Success/Associate Dean Holly Monsos

6. Expand early arrival programs, summer bridge programs, cohort programming, and living/learning communities (LLC) for implementation in August of 2018.

$$$ VP Student Success/Associate Dean Barbara Schneider (Bridge Programs)/Deans (Bridge, LLC, Cohort Programming)


7. Expand tutoring programs. $$ VP Student Success/Director, Academic Support Services

8. Review and Assess D/F/W rates (D grade, Failure grade, and Withdraw grade) as barriers to completion and meet with department chairs to discuss courses with high D/F/W rates or a wide disparity in D/F/W rates across sections and identify ways to address the disparities.

$ VP Student Success/Deans/ Chairs

9. Add information on success coaches, tutoring, and Starfish on course syllabus template and promote its use among faculty.

$ VP Student Success/Deans

SHORT TERM 2018-20

1. The First-Year Experience program will include at least 80 percent of each year’s first-year students by 2022 (baseline data for 2016 is 0 percent).

2. Review Probation/Suspension Policy and assess data with

Faculty Senate and propose policy revision if warranted.

3. Include diversity and inclusion programming at fall Orientation.

$ $ $

AVP Student Success VP Academic Affairs VP Diversity and Inclusion

4. Expand support for pre-majors in colleges, for undecided students, and for “re-deciding” students.

$ Dean, University College

5. Establish pathways to success for at-risk students. $ Dean, University College

6. Implement peer mentoring programs.

7. Develop policy on faculty use of learning management system and electronic posting of syllabi.

$$ $

VP Academic Affairs/AVP Student Success VP Academic Affairs/VP Faculty Affairs


MID-TERM 2020-22

1. Develop and implement policies for selection of most effective instructors for teaching General Education courses and provide academic support to instructors.

2. Work with chairs to encourage widespread use of learning management system and electronic syllabi.

$ $

VP Academic Affairs VP Academic Affairs

1.2. Overall undergraduate six-year graduation rate


IMMEDIATE 2017-18

1. Develop the U-Achieve Degree Audit system for students and advisers.

$

Registrar, Julie Quinonez

2. Develop and implement the "15 to Graduate" campaign aimed at getting students to register for 15 credit hours per semester and improve the four-year graduation rate.

3. Acquire/develop a new student success software system to

link registration with degree audit and financial planning.

$ $$$

Assistant Provost, Julie Fischer-Kinney VP CIO / Assistant Provost, Julie Fischer-Kinney

SHORT TERM 2018-20

1. Develop Second-Year Experience program and transfer programs to complement the First-Year Experience.

$$ AVP Student Success

2. Implement at least one interactive learning classroom available to each college (2016 = 1 college).

$$$ VP Assessment, Accreditation, Program Review, Faculty Development / VP CIO


MID-TERM 2020-22

1. Identify and implement standardized instrument to assess student learning outcomes of graduating seniors and benchmark with peer institutions (target to be determined after baseline established in 2018-19)

$ VP Assessment, Accreditation, Program Review, Faculty Development

1.3. Percentage gap for first-year retention rate between minority and majority students with similar preparation


IMMEDIATE 2017-18

1. Establish baseline for achievement gap (i.e. secure data by ethnicity for similarly prepared students)

$ Provost/VP Diversity and Inclusion

2. Convene Student Success Ad Hoc Subcommittee to develop targeted strategies to reduce the retention gap.

$ VP Diversity and Inclusion

3. Develop qualitative and quantitative tools to assess minority students GRIT and perspective of the university.


SHORT TERM 2018-20

1. Inventory best practices of peer institutions that successfully retain underrepresented minority students.


2. Implement strategies identified in “Immediate” phase, above.

$$ VP Diversity and Inclusion

3. Contact students who have left The University of Toledo to identify problems and develop strategies to fix them.


4. Develop and implement Peer Mentoring for underrepresented minority students.


5. Intervene with underrepresented minority students who are at risk (through low GPA) to review and develop strategies for subsequent terms.

$ AVP Student Success/ Director, Academic Support Services


MID-TERM 2020-22

1. Assess strategies above and revise as needed; continue and grow implementation.


2. Expand summer Multicultural Emerging Scholars Program (MESP).


1.4. Percentage gap for six-year graduation rate between minority and majority students with similar preparation


IMMEDIATE 2017-18

1. Assess success of MESP cohorts 1, 2, 3; develop changes as

needed to the program and launch cohorts in future years.

$

VP Diversity and Inclusion

SHORT TERM 2018-20

1. Develop a system for TRIO Student Support Services. Director to identify/flag TRIO-eligible students who have not filed their FAFSA for the upcoming year by January, and follow up with students to help them complete the process.

$ Director, Academic Support Services

2. Assess success of Multicultural Orientation and Resources for Excellence (M.O.R.E.) Cohort 1; implement future M.O.R.E. cohorts based on that assessment.

$ VP Diversity and Inclusion/Student Affairs

3. With the Black Student Union and Latino Student Union, organize and sponsor the “Making It through College” panel program each year.

$$ Director, Academic Support Services

4. Through marketing and outreach, increase the number of students participating in TRIO academic resource sessions.


MID-TERM 2020-22

1. Identify TRIO students in courses with high D/F/W rates (D grade, Failure grade, and Withdraw grade) at the start of the semester, and engage those students with early outreach support.


2. Develop and launch a TRIO Student Advisory organization to provide leadership opportunities for TRIO students, expand activities and build community for the TRIO-eligible population, and promote TRIO support services.



1.6. Reduction in number of undergraduate degree programs that are more than 120 credit hours

Baseline 2016: 4 programs at 120 credits Target 2022: 50% of programs at 120 credit hours

IMMEDIATE 2017-18

1. Review all undergraduate degree programs to determine which programs can be completed within 120 credit hours while maintaining program quality, accreditation and other requirements.

2. Implement changes to achieve 120 credit hours in 25 programs (50 percent of target goal).

$ $

Senior Vice Provost Senior Vice Provost

SHORT TERM 2018-20

1. Implement changes to achieve 120 credit hours in 15

additional programs.

$

VP Academic Affairs

MID-TERM 2020-22

1. Implement changes to achieve 120 credit hours in 10

additional programs.

$

VP Academic Affairs

Goal 2: Improve graduate and professional student success through timely degree completion.

2.1. Two-year graduation rate of full-time master’s degree students


IMMEDIATE 2017-18

1. Identify five popular MS/MA programs and develop accessible pathways (online, hybrid, summer only, evening, etc.) to enroll in and complete these programs in a timely manner.

$$ Dean, COGS

2. Benchmark MS graduate funding packages $ Dean, COGS

3. Determine the appropriateness of direct admission into professional programs for excellently prepared freshmen and targeted recruitment for stellar UT alumni.

$ Dean, COGS


4. Collaborate with the Office of Research and Sponsored Programs to establish opportunities for engagement of students in research, scholarship and advanced creative activities within and outside of academic programs; including participation in real-world problem-solving research at the local, national and international levels.

$ Dean, COGS

SHORT TERM 2018-20

1. Realign existing funds to increase student success and decrease time to degree.

2. Develop curricula for BS/MS pipeline programs in Data Science and Cybersecurity. Determine the best platforms for offering these programs and identify the appropriate administrative structure to facilitate their interdisciplinary nature.

$ $

Dean, COGS Dean, COGS

3. Strategically allocate graduate tuition waivers and stipends to programs with high success rates but long degree acquisition times. This will be aligned with fixed funding periods.

$ Dean, COGS

4. Enhance graduate student services targeted toward the needs of graduate and professional students.

$$ Dean, COGS/Student Affairs

MID-TERM 2020-22

1. Provide mandatory professional development to graduate faculty in best practices in graduate student mentoring, advising and career success.

2. Develop and implement bridge programs and conduct student focus groups to enhance the diversity, inclusion and success of MS and PhD students from diverse domestic and international backgrounds.

$ $$$

Dean, COGS Dean, COGS

3. Acquire public and private funding through grant writing and relationship building to support graduate student stipends, professional development and professional travel and memberships.

$ Dean, COGS

4. Identify two additional bachelors to master's pipeline programs which decrease time to the master's degree. Implement curricular changes to facilitate the establishment of these degrees.

$ Dean, COGS


(Note: Area I, Goal

2, Action Item #4, page 7, Strategic Plan)

Enhance career development for all professional and graduate students

Metrics to be determined

IMMEDIATE 2017-18

1. Inventory existing career development resources for graduate and professional students.

$ Dean, COGS

SHORT TERM 2018-20

1. Collaborate with academic college professional development leaders to provide centralized professional development services. These will include writing boot camps, emotional intelligence training, and training in written and verbal communications.

$$ Dean, COGS/Deans

2. Benchmark PhD graduate funding packages and realign existing funds to increase student success and reduce time to degree.

$ Dean, COGS

MID-TERM 2020-22

1. Develop additional programs (career development workshops, peer mentoring, etc.) that support graduate and professional students' career development.

$$ Dean, COGS

Goal 3: Prepare students for advanced academic studies and career success.

3.1. Program-level learning outcomes, assessments and achievements aligned with UT’s Institutional Student Learning Outcomes (ISLOs) as documented in an annual review process


IMMEDIATE 2017-18

1. Align academic program Assessment Plans with Institutional Student Learning Outcomes (ISLOs).

$ VP Assessment, Accreditation, Program Review

2. Develop and implement a process for measuring UT's ISLOs at the level of the institution (across programs) through consultation with the University Assessment Committee (UAC).


3. Identify programs to participate in, and pilot, for example AAC&U's VALUE initiative (Valid Assessment of Learning in Undergraduate Education). (Note: Participation in AAC&U's VALUE initiative requires an annual fee).

$$ VP Assessment, Accreditation, Program Review


SHORT TERM 2018-20

1. Collect data on one of the ISLOs using AAC&U's VALUE initiative or other method and share data with Committee for Institutional Effectiveness and Planning (CIEP) and members of the University Assessment Committee. (Note: Participation in AAC&U's VALUE initiative requires an annual fee).

$$ VP Assessment, Accreditation, Program Review

2. Assist college assessment committees and academic departments with the development of measurable program student learning outcomes that are aligned with ISLOs. All programs should have specific SLOs, mapped onto the ISLOs, by the end of this period.


3. Identify and implement program assessments that measure ISLOs at the institutional level. These assessments will provide data on students’ attainment of learning outcomes, and feedback will be provided to the programs in order to develop program improvements.

$ VP Assessment, Accreditation, Program Review/VP Academic Affairs

MID-TERM 2020-22

1. Refine ISLO measurements at the institutional level. Feed data back to programs to drive improvements


2. Incorporate program-specific SLO measurement into annual departmental reporting process.


(Note: Area I, Goal

3, Action Item #2, page 7, Strategic Plan) Conduct data-driven formative and summative academic program reviews and assessments to improve existing programs, or establish new ones

Target: All programs will undergo a program review cycle, with feedback and accountable action steps by 2022

IMMEDIATE 2017-18

1. Implement regular program review process that results in an assessment of issues and action steps agreed upon by the Provost, college dean, and unit-level personnel in charge of each academic program, with the goal of driving and documenting program improvement.


2. Work with colleges to determine program review schedules

and process to be followed by each college and its programs. Connect these schedules to external accreditation cycles where needed.

$

VP Assessment, Accreditation, Program Review


3. Create an inventory of all externally accredited programs that will include accrediting agency, timelines, general accreditation requirements, most recent documents (self-study, monitoring reports, etc.), areas of concern, and current status.


4. Designate an accreditation liaison for each academic college.

$ Deans

5. Establish Committee on Institutional Effectiveness and Planning (CIEP) – to review and analyze data from a range of sources, including trends identified within program review.

$ Provost/VP Academic Affairs/VP Assessment, Accreditation, Program Review

SHORT TERM 2018-20

1. Develop and implement a process to follow-up and document the status of agreed upon program review action items from regular program reviews.


2. Create a list of standardized questions for external program review teams, which will allow for appropriate feedback on program quality and generate comparable data across programs.


3. Standardize the process for programs to respond and submit action plans in response to program review. Document this process, and implement a system for documenting program responses for regular follow-up.


4. Maintain a process to formally monitor and track individual program accreditation to insure all timelines are followed and feedback is given prior to document submission to accreditors.


5. Include accreditation status update for each externally-accredited program in deans' annual reports.

$ Deans

6. Incorporate Committee on Institutional Effectiveness and Planning (CIEP) analysis and recommendations into annual budget allocation process.

$ Provost


MID-TERM 2020-22

1. Summarize findings and results of Committee on Institutional Effectiveness and Planning (CIEP) work in preparation for the university’s Higher Learning Commission (HLC) accreditation visit in 2022.

$ VP Assessment, Accreditation, Program Review/VP Academic Affairs

2. Conduct an analysis of the program review process, documenting improvements that have been made and adjusting the process as necessary to take into account this assessment.


3.2. Percentage of distance-learning courses that are Quality Matters-certified or meet Quality Matters standards

Baseline 2016: 6% certified plus 6% meeting standards Target 2022: 33% certified and all new and revised online courses to meet Quality Matters standards

IMMEDIATE 2017-18

1. Provide course development stipends to faculty for the development of online courses that meet Quality Matters standards, with course development provided by UT's online instructional design team.


2. Provide professional development workshops and consultations with faculty related to Quality Matters standards and recommend Quality Matters certification of online courses.


3. Promote Quality Matters certification and peer review opportunities with faculty via Blackboard and other platforms and venues.


SHORT TERM 2018-20

1. Identify high enrollment online courses that are not Quality Matters certified in spring 2018.


2. Deans to require that faculty participate in UT Online trainings if they are going to teach online, and require that all online courses are to seek Quality Matters certification. (Note: Currently, COBI and JHCOE deans have implemented this requirement).

$ Provost/Dean, University College/ Deans


MID-TERM 2020-22

1. Develop a Quality Matters Faculty Review Team made up of UT Faculty who are Quality Matter Peer Reviewers in order to increase faculty participation in the peer review process, as well as to provide peer-to-peer recommendations.


3.3. Number of undergraduate-to-graduate pipeline programs

Baseline 2016: 6 programs Target 2022: 10 programs

IMMEDIATE 2017-18

1. Inventory existing master's degree programs and develop a list of programs with potential to develop pipelines to related undergraduate majors.

$ Dean, COGS

2. Develop clear and effective guidelines and procedures, including proposal templates and workflow processes, for the establishment of undergraduate-to-graduate pipeline programs that include Higher Learning Commission (HLC) and Ohio Department of Higher Education (ODHE) guidelines on credit hour limitations, registration and financial aid considerations.

$ Dean, COGS

SHORT TERM 2018-20

1. Establish new graduate programs with the potential to build undergraduate-to-graduate pipelines.

$ Dean, COGS

2. Based on inventory of existing master's programs, identify two programs that can include pipelines, and develop and implement pipeline programs for these degrees.

$ Dean, COGS

MID-TERM 2020-22

1. Identify two additional master's programs and develop and implement pipeline programs for these degrees.

$ Dean, COGS

3.4. Undergraduate participation rates in experiential learning


IMMEDIATE 2017-18

1. Develop a plan for guaranteeing that every UT undergraduate student has an experiential learning opportunity (internship, field experience, practicum, etc.).

$ VP Academic Affairs/Student Affairs


SHORT TERM 2018-20

1. Increase experiential learning opportunities for undergraduate students; and continue to expand innovative internships, co-ops and employment opportunities, including opportunities related to technology partnerships.

$$ VP Academic Affairs /Student Affairs

2. Implement guaranteed experiential learning program developed in the previous period.

$$ VP Academic Affairs/Student Affairs

MID-TERM 2020-22

1. Embed experiential learning in all programs and require students to complete at least one career-related experiential learning course during their academic program.

$$ VP Academic Affairs/Student Affairs

3.5. Undergraduate student placement rate


IMMEDIATE 2017-18

1. Work with faculty and the First-Year Experience program to increase students’ awareness of career services and build in mechanisms that engage students with career services as freshmen and throughout their academic careers.

$ VP Student Success

SHORT TERM 2018-20

1. Ensure that programs embed career-related information in required coursework for each major.

$ VP Academic Affairs/Deans

2. Enhance the coordination between career services in the colleges and the Office of Career Services.

$ AVP Student Success/Deans/ Student Affairs

MID-TERM 2020-22

1. Increase mentoring opportunities for students with alumni and employers for career exploration, job shadowing, professional networking and recruitment.

$ AVP Student Success/Deans/ Alumni Affairs


STRATEGIC PLAN PRIORITY II: RESEARCH, SCHOLARSHIP AND CREATIVE ACTIVITIES

Outcomes Metrics

Action Steps

With

Priorities and Timeline (Immediate 2017-18; Short-Term 2018-20; Mid-Term 2020-22)

Resources ($ No

additional Investment Required; $$ Minor



Responsibility

Goal 1: Achieve national recognition for research excellence.

Implement plan for two areas of excellence: biomedical and environmental sustainability research (spring 2018: Implementation and investment plan will be 100% completed for its 5-year goal)

Baseline 2016: 0% completed Target 2022: 100% completed

IMMEDIATE 2017-18

1. Working with colleges and deans, develop plan for two areas of excellence in a) biomedical research and b) environmental sustainability research with implementation and investment plan developed by faculty during spring of 2018.

2. Working with faculty, deans and members of Senior Leadership Team (SLT), identify additional areas of research excellence with plans for implementation developed in spring 2018.

$$ $$

R&SP/Provost R&SP/Provost/SLT

SHORT TERM 2018-20

1. Verify national prominence of identified research excellence areas.

2. Identify core research faculty and define needs for ongoing support for the instrumentation centers as critical research infrastructure.

3. Develop plan and identify resources to provide bridge

funding to support active research faculty between grants.

$ $$ $$

R&SP/Provost/Deans R&SP/Provost/Deans R&SP/Provost/Deans


MID-TERM 2020-22

1. Implement plan for identified areas of research excellence and investment plan to support these areas.

2. Develop plans and secure resources through philanthropic donations and advancement efforts to support additional endowed professorships and chairs, to be in place by 2022.

$$ $$$

R&SP/Provost/Deans VP Advancement/ Provost/Deans

Goal 2: Increase the national prominence of faculty derived from their research, scholarship, and creative and performing arts activities. 2.3. Number of faculty publications in high-impact and high-profile journals, with program faculty identifying those journals relating to their disciplines

Baseline to be determined when faculty activity reporting software becomes operational in AY 2017-18 Target goal to be determined after establishment of baseline

IMMEDIATE 2017-18

1. Inventory high-profile and high-impact journals in colleges and departments, with input from department chairs, faculty, and the libraries.

$ Dean, UT Libraries/All Deans/Chairs

SHORT TERM 2018-20

1. Determine baseline for target goals, using agreed-upon list of high-impact scholarly publications.

2. Encourage, mentor, and support faculty for submissions to high-profile and high-impact journals, including start-up packages and access to internal research funds.

3. Develop and implement a tracking system for measuring

the quantity of faculty publications and creative activities.

$ $$ $$

VP Faculty Affairs VP Faculty Affairs/Deans VP Research/Deans

MID-TERM 2020-22

1. Connect data on publications and creative activities to the annual and periodic review systems of faculty, and find ways to reward faculty who demonstrate significant improvements and contributions.

2. Grow additional funding resources for publication support.

3. Develop and provide stop-gap funding program for publication support, tied to high-impact publications, as needed.

$ $$ $$

Provost/VP Faculty Affairs/Deans Provost/VP Faculty Affairs/Deans/VP Research Provost/Deans/VP Research


4. Develop and implement publication support initiatives (workshops, mentors) to encourage faculty publications.

$ VP Faculty Affairs

2.4. Number of faculty who are fellows of selected national societies, hold leadership positions in national organizations or serve on national grant-review panels or study groups

Baseline will be determined when faculty activity reporting software becomes operational in AY 2017-18. Target 2022 goal to be determined after establishment of baseline

IMMEDIATE 2017-18

1. Inventory faculty who serve as fellows and/or serve in leadership positions in national professional organizations.

2. Inventory number of faculty who serve as participants, organizers, chairs, and invited keynote speakers at national and international professional conferences.

3. Inventory faculty serving as Fulbright, ACE Fellowship,

APLU, NIH, and NSF program managers, fellows, and/or officers or journal editors.

$ $ $

VP Faculty Affairs VP Faculty Affairs VP Faculty Affairs

SHORT TERM 2018-20

1. Support faculty and staff to pursue and accept prestigious

fellowships and leadership positions in national and international professional organizations and participate in national committees or work groups, recognizing these efforts as professional activity.

2. Support faculty and staff to increase their national prominence through enhanced support services, training and policies that foster an enriched environment. Inventory existing policies and recommend changes as appropriate.

$ $

Provost/VP Faculty Affairs Provost/VP Faculty Affairs

MID-TERM 2020-22

1. Review college and departmental elaborations to ensure that appropriate credit is given for professional service.

2. Develop and implement incentive programs and resources to encourage faculty to apply for fellowships and prestigious leadership positions, and to reward those who receive them.

$ $$

VP Faculty Affairs/Deans Provost/VP Faculty Affairs


Goal 3: Reinvent and reinvest in research processes to improve productivity. 3.1. Carnegie Classification for UT’s research activity and graduate programs

UT will maintain its designation as R2 Doctoral Research University and Research Doctoral: Comprehensive Programs with Medical/Veterinary School within the Carnegie Classification through each evaluation cycle through 2022

IMMEDIATE 2017-18

1. Increase emphasis on faculty research, scholarship, productivity and excellence through the university, college and department merit, promotion and tenure guidelines and elaborations (new university-wide Promotion and Tenure Guidelines and alignment of college promotion and tenure documents with Guidelines).

2. Promote and enhance recognition of faculty research, scholarship, and creative activities and develop a Faculty Research and Creative Activities Showcase in spring 2018 to recognize and celebrate achievements; and combine spring 2018 faculty awards ceremony for recognition of Outstanding University Teacher, Researcher, Adviser, Distinguished University Professor, Distinguished University Lecturer, and award for Outreach and Engagement Excellence.

3. Customize faculty activity reporting software to collect

information relating to the goals of the university’s strategic plan.

4. Develop and communicate consistent messages regarding

the value of research to the university.

5. Revise sabbatical guidelines to promote research and scholarly activity.

$ $$ $ $ $

VP Faculty Affairs VP Faculty Affairs/VP Academic Affairs VP Academic Affairs Provost VP Faculty Affairs


SHORT TERM 2018-20

1. Enhance and foster interdisciplinary research by developing an annual Research Summit to increase internal collaborations and multidisciplinary efforts.

2. Develop additional resources for promotion from associate professor to full professor, e.g., “Getting to Professor” workshops for all associate professors.

3. Establish annual training/workshops for deans and

department chairs (Academic Leadership Team [ALT]) to develop and share strategies that best promote mentoring support for faculty research, scholarship and creative activities.

$$ $ $

Provost/VP Faculty Affairs/Deans VP Faculty Affairs VP Faculty Affairs

MID-TERM 2020-22

1. Develop additional support resources for promotion from

associate professor to full professor (workshops, mentorships, etc.) to complement the “Associate to Professor” (ATP) program.

2. Develop process to create and recognize research tiers and align creative activity with tiers. Tie research tiers process into faculty workload policies, consistent with the AAUP contract, as appropriate.

3. Develop a second doctoral program in humanities.

$ $ $$$

VP Faculty Affairs Provost/VP Faculty Affairs Provost/VP Academic Affairs/Dean, College of Arts and Letters


STRATEGIC PLAN PRIORITY III: FACULTY, STAFF AND ALUMNI

Outcomes Metrics Action Steps, Priorities and Timeline

(Immediate 2017-18; Short-Term 2018-20; Mid-Term 2020-22)

Resources ($ No




Responsibility

Goal 1: Foster a culture of excellence by supporting retention, career progression and high job satisfaction for staff. 1.1. Retention rate of non-faculty staff

Baseline 2016: 79.25% Target 2022: 83%

IMMEDIATE 2017-18

1. Benchmark professional development and training programs for academic advisors and student success coaches.

2. Benchmark national programs related to career pathways and progression ladders for academic advisors and student success coaches.

$ $

VP Student Success/Assistant Provost VP Student Success/Assistant Provost

SHORT-TERM 2018-20

1. Develop and implement professional development and training for academic advisors and success coaches.

2. Conduct compensation study of academic advisors and success coaches.

3. Develop annual event to recognize student success champions among non-faculty staff in the Division of Academic Affairs.

$ $ $

AVP Student Success/Assistant Provost AVP Student Success/Assistant Provost Provost/AVP Student Success


MID-TERM 2020-22

1. Develop and implement career and progression ladders for academic advisors, success coaches, and other non-faculty staff in the Division of Academic Affairs.

$ Provost/AVP Student Success/HR&TD

Goal 2: Foster a culture of excellence by supporting retention, promotion and high job satisfaction for faculty. 2.1. Percent of full professors in the pool of full- time faculty

Baseline 2016: 25.4% Target 2022: 33%

IMMEDIATE 2017-18

1. Develop university-level Promotion and Tenure guidelines.

2. Establish annual percentage goals for the number of full professors in

the pool of full-time faculty over the five-year period from 2016 to 2022 (baseline 2016).

3. Develop expedited Promotion and Tenure policy for new hires. 4. Establish “Associate to Full Professor” (ATP) program.

5. Develop “Getting to Professor” workshops for associate professors. 6. Conduct faculty leadership institute (University of Toledo Leadership

Institute) and support faculty engagement in regional and national institutes (e.g., MAC Leadership Institute).

$ $ $ $ $ $$

Dr. Melissa Gregory/VP Faculty Affairs VP Faculty Affairs VP Faculty Affairs VP Faculty Affairs VP Faculty Affairs VP Faculty Affairs/VP Assessment, Accreditation, Program Review and Faculty Development

SHORT TERM 2018-20

1. Align college and departmental Promotion and Tenure documents

with university-wide guidelines.

2. Develop university-wide and college/departmental faculty mentoring programs for tenure-track faculty and faculty seeking promotion to full professor.

3. Establish targeted mentoring programs for underrepresented

minorities and women faculty.

4. Conduct inventory of faculty retention over past 10 years.

$ $ $$ $

VP Faculty Affairs VP Faculty Affairs/Deans VP Faculty Affairs/VP Diversity and Inclusion VP Faculty Affairs


5. Develop exit survey for departing faculty.

6. Assess “Associate to Full Professor” (ATP) program and revise as

appropriate.

7. Conduct inventory of full professors serving in leadership roles.

8. Conduct inventory of annual number of faculty competitive awards and fellowships.

9. Formalize, through policies and guidelines, faculty tiers of research active, research intensive and research excellent to ensure that faculty will receive support in the form of resources and time allocation to strengthen their competitiveness compared to peer institutions.

10. Make promoting and supporting faculty research an explicit

expectation of dean and chair responsibilities, and part of their formal annual performance evaluation

$ $ $ $ $ $

VP Faculty Affairs VP Faculty Affairs VP Faculty Affairs VP Faculty Affairs Provost/VP Faculty Affairs/R&SP Provost

MID-TERM 2020-22

1. Assess and sustain university-wide faculty mentoring programs for tenure-track faculty and faculty seeking promotion to full professor.

2. Explore the establishment of separate research, teaching and service/outreach excellence tracks that provide pathways to full professor.

$ $

VP Faculty Affairs Provost/VP Faculty Affairs/R&SP

2.2. Rate of tenure-track assistant professors who achieve tenure and promotion in seven years

Baseline 2016: 78.6% Target 2022: 82%

IMMEDIATE 2017-18

1. Establish rate for assistant professors who achieve tenure and promotion in seven years for 2017-18 and compare to 2016 baseline.

2. Identify obstacles for achievement of tenure and promotion.

3. Conduct annual Promotion and Tenure workshop.

$ $ $

VP Faculty Affairs VP Faculty Affairs/Deans VP Faculty Affairs


SHORT TERM 2018-20

1. Assess progress toward target of tenure-track assistant professors

who achieve tenure and promotion in seven years.

2. Establish mentoring programs that specifically support tenure-track faculty.

3. Establish university-wide requirement and guidelines for statements/letters of expectations for tenure-track faculty.

4. Identify and establish new and/or revised initiatives (e.g.

workshops, additional mentoring, hiring process) in response to ongoing data and assessment.

$ $ $ $

Provost/Deans/VP Faculty Affairs VP Faculty Affairs VP Faculty Affairs VP Faculty Affairs

MID-TERM 2020-22

1. Explore interdisciplinary cluster hiring in recruitment/hiring plans.

$$$

Provost/Deans

2.3. Average time spent as associate professor before progressing to full professor rank

Baseline 2016: 7.1 years Target 2022: 6.8 years

IMMEDIATE 2017-18

1. Establish annual goals for reducing average time spent as associate

professor before progressing to full professor rank.

2. Establish “Associate to Full Professor Program” (ATP).

$ $$

Provost/Deans VP Faculty Affairs

SHORT TERM 2018-20

1. Develop university-wide, college, and departmental mentoring programs.

2. Establish targeted mentoring programs for underrepresented minorities and women faculty.

$$ $$

VP Faculty Affairs/Deans/Chairs VP Faculty Affairs/VP Diversity and Inclusion


3. Develop “Getting to Professor” workshops for all associate professors.

4. Conduct inventory of 2018 applicants for full professor and time at

associate professor rank, including “Associate to Full Professor” (ATP) program participants.

5. Conduct inventory of 2019 and 2020 applicants for full professor

and assess progress toward annual goals and target goal of 6.8 years.

$ $ $


MID-TERM 2020-22

1. Assess “Associate to Full Professor” (ATP) program and other

initiatives and improve and/or revise as needed. 2. Conduct inventory of 2020 applicants for full professor and time at

associate professor rank, including “Associate to Full Professor” (ATP) program participants.

3. Conduct inventory of 2021 and 2022 applicants for full professor and assess progress toward annual goals and target goal of 6.8 years.

$ $ $


Goal 4: Strengthen employee work-life balance, sense of community and pride in work.

4.1. Overall work satisfaction average from a nationally-normed campus assessment instrument

Baseline will be determined when survey is initiated in AY 2017-18 Goal to be determined after establishment of baseline

IMMEDIATE 2017-18

1. Identify nationally-normed instrument and conduct faculty and staff

work satisfaction survey in spring 2018.

2. Establish faculty research showcase to coincide with spring faculty awards ceremony.

3. Combine faculty awards into one spring semester award ceremony

(Outstanding Teacher, Researcher, Adviser, Distinguished University Professor, Distinguished University Lecturer, and Outreach and Engagement Excellence awards).

$$ $ $

President/Provost/ HR&TD VP Faculty Affairs/Dean, Libraries VP Faculty Affairs


SHORT TERM 2018-20

1. Establish baseline for metrics from nationally-normed survey

instrument on work satisfaction administered in spring 2018.

2. Establish annual and 2022 target goals in identified areas of work satisfaction as determined when baseline is established from survey of nationally-normed instrument, and assess progress against baseline data from 2018 survey.

3. Develop initiatives that build a sense of community across the Division

of Academic Affairs and create opportunities for faculty, clinicians and staff to work across department, college and disciplinary boundaries.

4. Recognize lecturers other than Distinguished University Lecturers who

make significant contributions to teaching, learning and student success.

$ $ $ $

Provost/Deans/HR&TD Provost/Deans/HR&TD Provost/Deans Provost/VP Faculty Affairs/Deans

MID-TERM 2020-22

1. Assess progress toward annual and target goals and measure against

baseline data from 2018 survey. 2. Develop processes and provide resources to retain outstanding faculty

and clinicians.

$ $

Provost/VP Faculty Affairs Provost/VP Faculty Affairs/Deans/HR&TD

Goal 5: Engage alumni, friends and stakeholders meaningfully in the life of the University.

5.1. Number of alumni and friends involved annually in academic programs and co-curricular activities

Baseline to be established when database of alumni, friends’ and stakeholders’ involvement in UT becomes operational in AY 2017-18

IMMEDIATE 2017-18

1. Review established college and department engagement and

development boards, and identify opportunities to engage alumni and friends in academic programs and co-curricular activities.

$

Provost/Deans


SHORT TERM 2018-20

1. Identify and implement college-specific and department-specific

opportunities for alumni, friends, and other constituents to become involved in campus life based on their areas and levels of interest.

2. Establish college-level baselines when database of alumni, friends’ and

stakeholders’ involvement in UT becomes operational.

3. Collect data on alumni engagement in college and department-level annual reports beginning in 2018-19.

4. Identify best practices in alumni engagement at local, national, and international level; particularly with college-specific alumni in mind.

$ $ $ $

Provost/Deans Deans VP Assessment, Accreditation and Program Review Deans/Chairs/VP Advancement/Alumni Affairs

MID-TERM 2020-22

1. Assess, improve and ensure progress toward target goals.

$

Provost/Deans


STRATEGIC PLAN PRIORITY IV: FISCAL POSITIONING AND INFRASTRUCTURE

Outcomes Metrics Action Steps, Priorities and Timeline (Immediate 2017-18; Short-Term 2018-20;

Mid-Term 2020-22)

Resources ($ No




Responsibility

Goal 1: Build a strong financial foundation.

1.3. Colleges meeting their agreed upon contribution goals


IMMEDIATE 2017-18

1. Distribute FY16 and FY17 college contribution

margins to college deans.

2. Provide access to Tableau online for deans to review contribution margins and see how changes affect the contribution margin.

3. Meet with deans to review the FY16 and FY17

college-specific contribution margins and reach agreement with deans on college contribution margin target for five year period.

$ $ $

AVP Academic Finance AVP Academic Finance Provost/AVP Academic Finance

SHORT TERM 2018-20

1. See specific actions under Goal 2 below; these are the actions that will enable colleges to meet their contribution goals.

$ Provost/Deans/AVP Academic Finance

MID-TERM 2020-22

1. See specific actions under Goal 2 below; these are the actions that will enable colleges to meet their contribution goals.

$ Provost/Deans/AVP Academic Finance


Goal 2: Ensure adaptability, sustainability and fiscal health for academic programs.

2.1. Number of programs meeting their instructional efficiency goals (student-to-faculty ratios, cost per credit hour, number of organized class sections per faculty FTE) based on national peer data provided in the Delaware Cost Study

Baseline will be established in AY 2017-18 Target 2022: 80% of programs meet their established goals

IMMEDIATE 2017-18

1. Establish goals by program for appropriate student-to-faculty ratios; cost-per-credit-hour, number of organized class sections per faculty FTE based on national peer data provided in national cost study reports.

2. Develop data-informed annual report process for colleges and departments that is aligned with the university-level strategic plan (spring 2018). Reports will assist with alignment of budget allocation with college-level plans and reviews.

3. Develop budgeting model that links to implementation of the short term items below, moving toward performance-based resource allocations.

4. Develop, as required by the Ohio Department of Higher Education, guidelines that balance academic and programming needs with available resources in relation to low enrollment and duplicative programs.

5. Pilot winter session course offerings in January

2018 to generate additional revenue.

$$ cost of external data access $ $ $ $

Dean of each college with academic programs VP Assessment, Accreditation, Program Review Provost/AVP Academic Finance Senior Vice Provost/VP Academic Affairs Senior Vice Provost


SHORT TERM 2018-20

1. Monitor and realign goals and resources by program for appropriate student-to-faculty ratios; cost-per-credit-hour, number of organized class sections per faculty FTE based on national peer data provided in national cost study reports.

2. Implement data-informed annual review process for colleges and departments that is aligned with the university-level strategic plan. Reports will assist with alignment of budget allocation with college-level plans and reviews.

3. Utilize data from #2 above to make annual

budget allocation decisions.

4. Combining data in annual reports with agreed-upon performance targets, develop an annual report of the number of programs/departments that are meeting their targets.

$ $

$ $

Dean of each college with academic programs VP Assessment, Accreditation, Program Review/Deans/Chairs Provost

VP Academic Affairs/AVP Academic Finance

MID-TERM 2020-22

1. Based on the action steps above, implement a strategic annual budget allocation process that utilizes data on programs/departments and their performance targets to make annual budget allocation decisions.

2. Continue to monitor progress (#4 above) toward the 80% target.

$ $

Provost VP Academic Affairs/AVP Academic Finance



Goal 3: Increase revenue and operating efficiencies.

3.1. Total UT enrollment

Baseline 2016: 20,648 Target 2022: 22,000

IMMEDIATE 2017-18

1. Establish a baseline of the number of existing

transfer pathways, including 2 + 2 programs, Rocket Express with Owens Community College, and other local community colleges.

2. Increase UT’s TAGS (Transfer Assurance Guides) state compliance ratio to 60% by May 2018.

3. Develop new partnerships, and enhance existing ones, with other academic institutions (community colleges in particular) to facilitate access to UT’s programs and bring more transfer students to UT.

$ $ $$

VP Academic Affairs VP Academic Affairs VP Academic Affairs

SHORT TERM 2018-20

1. Develop budget model to support development of new programs to grow enrollment.

2. Implement and expand new transfer pathways, including 2 + 2 programs, and Rocket Express with Owens Community College and other local community colleges.

3. Continue efforts to increase UT’s TAG state compliance ratio to 80 percent.

4. Increase summer enrollment and develop

budget model that supports this initiative.

5. Continue to develop new partnerships, and expand existing ones, with other academic institutions (community colleges in particular)

$ $ $ $ $

Provost/AVP Academic Finance VP Academic Affairs VP Academic Affairs Provost/AVP Academic Finance/Deans VP Academic Affairs


to facilitate access to UT’s programs and bring more transfer students to UT.

MID-TERM 2020-22

1. Continue to implement and expand new transfer pathways, including 2 + 2 programs, and Rocket Express with Owens Community College and other local community colleges.

2. Continue efforts to increase UT’s TAG state compliance ratio to 90 percent.

3. Implement budget model to support

development of new programs to grow enrollment and allocate resources to programs that promise/deliver growth.

4. Review and increase summer course offerings

and adjust budget model that supports this initiative if needed.

$ $$ $ $

VP Academic Affairs VP Academic Affairs Provost/AVP Academic Finance/Deans Provost/Deans/AVP Academic Finance

3.3. Percentage share of the State Share of Instruction (SSI) funding pool

Baseline 2016: 7.3% Target 2022: Range within 0.5% of market share

IMMEDIATE 2017-18

1. Increase course and degree completion as the primary drivers of the SSI (State Share of Instruction) formula. See Area I on Student Success for specific action steps on retention and degree completion.

$ VP Student Success/Deans/Chairs/VP Diversity and Inclusion

SHORT TERM 2018-20

1. Increase course and degree completion as the primary drivers of the SSI formula. See Area I on Student Success for specific action steps in this area.

2. Explore a college SSI incentive model that will maximize SSI outcomes.

$ $

AVP Student Success/Deans/Chairs/VP Diversity and Inclusion Provost/VP Business and Finance/AVP Academic Finance


MID-TERM 2020-22

1. Increase course and degree completion as the primary drivers of the SSI formula. See Area I on Student Success for specific action steps in this area.

2. Implement the college SSI incentive model if

appropriate; review college enrollment, retention and graduation rates and allocate according to the developed model.

$ $

AVP Student Success/Deans/Chairs/VP Diversity and Inclusion Provost/AVP Academic Finance

Goal 4: Improve UT’s infrastructure

(Note: Area 4, Goal 4, Action Item #4, page 25, Strategic Plan) Enhance library resources to support research excellence

Metrics to be determined

IMMEDIATE 2017-18

1. Develop list of current library resources and align with university research areas.

2. Identify benchmarks for research support.

$ $

Dean, Libraries/Deans/Faculty/ R&SP Dean, Libraries/Deans/Faculty/ R&SP

SHORT TERM 2018-20

1. Determine library resources needed to strengthen research efforts at the university and their associated costs and explore possible funding sources.

$$$ Dean, Libraries/Deans/Faculty/ R&SP

MID-TERM 2020-22

1. Refresh list of current library resources and align with university research areas.

2. Adjust library resources as needed to remain current.

$ $$

Dean, Libraries/Deans/Faculty/ R&SP Dean, Libraries/Deans/Faculty/ R&SP

The University of Toledo‘s Strategic Plan: Path to Excellence 2017-2022 Division of Academic Affairs – Implementation Plan – February 1, 2018 1

STRATEGIC PLAN PRIORITY AREA V: REPUTATION AND ENGAGEMENT

Outcomes Metrics

Action Steps

With

Priorities and Timeline (Immediate 2017-18; Short-Term 2018-20; Mid-Term

2020-22)

Resources ($ No

additional Investment

Required; $$ Minor



Responsibility

Goal 1: Improve and strengthen our national and international reputation, and improve ties at the local and regional levels.

1.1. UT’s ranking in U.S. News & World Report among public, national universities

UT’s ranking in U.S. News & World Report will be among the top 100 public national universities Baseline 2016: 133 Target 2022: 100

IMMEDIATE 2017-18

1. Establish a university-wide task force with the Office of

the President and the Office of Marketing and Communications.

2. Review the formulae and variables used for rankings

and assign areas of responsibility for task force members.

$ $

VP Academic Affairs/Office of the President/Marketing and Communications VP Academic Affairs/Director Institutional Research

SHORT TERM 2018-20

1. Run UDirect degree audits on past students and

communicate out to students who are close to completion within the six-year window to get them to finish their degrees.

2. Manage course caps for fall semesters to keep as many classes as possible, and appropriate, under the U.S. News & World Report formula thresholds.

$ $$

VP Academic Affairs VP Academic Affairs


3. Collaborate with Marketing and Communications to develop communication pieces announcing high profile academic hires (e.g. new deans) and distribute them to targeted national higher education leaders at targeted colleges and universities.

4. Implement recommendations of Student Success Task

Force and related groups to improve retention and graduation rates; see Area I of the Strategic Plan (Student Success) for details.

5. Audit faculty credentials files to make sure that we are

reporting up-to-date data on faculty with terminal degrees.

$ $ $

Provost/Marketing and Communications AVP Student Success AVP Academic Finance

MID-TERM 2020-22

1. Expand and increase student success efforts to

continue to boost retention and graduation rates (see Area 1 of the Strategic Plan on Student Success for details).

2. Work with Enrollment Management to advertise academic success stories back to high school counselors in Gold and Silver-rated schools.

$ $$

AVP Student Success VP Academic Affairs

1.2. Number of nationally ranked academic programs and departments

Baseline 2016: 5 Target 2022: 10

IMMEDIATE 2017-18

1. Identify currently ranked programs, as well as

programs that have strong potential to be ranked.

2. Work with currently ranked programs to ensure they maintain their current rankings.

$ $

Provost/VP Academic Affairs VP Academic Affairs


SHORT TERM 2018-20

1. Identify five additional programs that have the

potential to be ranked on U.S. News & World Report lists and review the criteria needed for each.

2. Work with all five programs to develop specific action plans based on the criteria in each formula, to move them onto the ranked lists.

$ $

Provost/VP Academic Affairs/Deans Provost/VP Academic Affairs/Deans

MID-TERM 2020-22

1. Review data for five rising programs, allocate resources

and support as necessary to insure that all five reach their goal of achieving U.S. News & World Report ranking.

$$

Provost/VP Academic Affairs/Deans

1.3. Individual program ranking in U.S. News & World Report

Baseline 2016: Medicine, 88; Law 144; Doctor of Pharmacy 60; Doctor of Occupational Therapy 37; Graduate Education online 109 Target 2022: Program rankings in US News & World Report will increase to goals set by individual colleges

IMMEDIATE 2017-18

1. Work with the colleges to establish five-year target

goals (baseline 2016 - target 2022) to raise rankings for College of Medicine and Life Sciences, College of Law, Doctor of Pharmacy program, Doctor of Occupational Therapy program, and Graduate Education online.

$

Provost/Deans

SHORT TERM 2018-20

1. Work with college leadership to evaluate and provide

support and resources needed to achieve increased ranking goals.

$$

Provost/Deans

MID-TERM 2020-22

1. Provide resources to colleges necessary to achieve

ranking goals.

$$$

Provost/Deans


1.5. UT’s Designation as a Carnegie Community Engaged Institution

Baseline 2016: Carnegie Classification designation in place Target 2022: Maintain designation through renewal process

IMMEDIATE 2017-18

1. Identify current university-community partnerships and

collaborations at departmental and college levels through inclusion of data collection in colleges’ and departmental-level annual reports.

$

Deans/Chairs/VP Assessment, Accreditation, Program Review

SHORT TERM 2018-20

1. Collaborate with the Office of Strategic Initiatives to catalogue university-community engagement.

2. Recognize faculty, staff, and students engaged in

community partnerships in feature news stories on Provost’s website and in campus news.

3. Develop courses in community engagement.

$ $ $

VP Assessment, Accreditation, Program Review Provost’s Office Communications Manager/Marketing and Communications Deans

MID-TERM 2020-22

1. Collect data on faculty community involvement (ongoing).

VP Faculty Affairs

Goal 4: Increase philanthropy in support of the University’s strategic goals.

Increase new philanthropic giving in support of university initiatives as measured by the total amount of new gift commitments in a fiscal year

Metrics to be determined. IMMEDIATE 2017-18

1. Monitor progress on colleges’ fundraising goals. 2. Maximize UT fundraising through implementation of

national best practices in advancement and development, use of technology and education of UT faculty and administrators regarding friend-raising and fundraising strategies, and define explicit expectations related to dean and faculty fundraising.

$ $

Provost/Deans Provost/Deans


SHORT TERM 2018-20

1. 1. Establish fundraising priorities.

$

Provost/Deans

MID-TERM 2020-22

1. Implement fundraising priorities.

Provost/Deans

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