FIRST YEAR TIMELINELuncheon+Presentation_0… · Per Student State Appropriations for Public Higher...

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FIRST YEAR TIMELINE

OCT NOV DEC JAN FEB MAR APR MAY JUNJUL AUG SEP

100-Day Agenda College Strategic Plans Plan ImplementationVision 2020 Update / Budget Development

2/23/2015

1. People 2. Team /

Culture 3. Finances 4. Metrics 5. Market

1. Arts & Sciences 2. Business 3. Education 4. Engineering 5. Health Professions 6. Polymer Science &

Polymer Engineering 7. Law 8. CAST 9. Honors College 10. Graduate Studies 11. Wayne College 12. Libraries

1. Adjustments 2. Projections 3. Investments 4. Reallocations 5. Policies

1. Communication 2. People 3. Structures 4. Processes 5. Incentives 6. Metrics

V I S I O N 2 0 2 0 S U M M I T

F E B R U A RY 1 3 & 2 7

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• Less state government support.

• Fewer 18-year olds in the MW and NE.

• Higher student debt.

• Higher student loan default rates.

• More concern about affordability.

• Greater student diversity.

• More higher education choices.

• Struggling state universities.

• More partnerships likely.

The State of Public Higher Education

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Per Student State Appropriations for Public Higher Education

$4,000

$6,000

$8,000

$10,000

$12,000

1987-88 1990-91 1993-94 1996-97 1999-2000 2002-03 2005-06 2008-09 2011-12

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5

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S O U R C E S O F R E S E A R C H F U N D I N G

Federal funding is a declining share of university research.

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Total U.S. Student Debt (in billions)

$0

$250

$500

$750

$1,000

2008 2009 2010 2011 2012

Source: newyorkfed.org

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Public University Gross and Net Tuition and Fees

$0

$2,500

$5,000

$7,500

$10,000

2003-04 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14

Gross Tuition and Fees Net Tuition and Fees

Source: trends.collegeboard.org

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10

, 2015

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The University of Akron Enrollment

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

2010 2011 2012 2013 2014

4,2574,460

4,4634,5094,650

21,60822,61924,30825,19024,601

Undergraduate Graduate

29,251 29,69928,771

27,07925,865

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“During the last hundred years, higher education has become stratified. The Elite universities...are at a tremendous

advantage as they compete for students, money, and global prestige. Most colleges and universities lie in the Middle, a land where the resources of the top-ranked schools are just out of reach, a region where they find themselves unable to find ways of using what money they have to become more competitive. In American higher education, wealth flows to

the top and bottom strata, but not the Middle.”

Richard A. DeMillo

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“There are two ways to [grow an organization]. Take inventory of what you’re good at and

extend out from your skills. Or determine what your customers need and work backward,

even if it requires learning new skills.”John Sculley

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U N I V E R S I T Y S T R E N G T H S

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T H R E E L E V E L S O F S T R AT E G Y

Industry Level

University Level

College Level

NAME

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College Strategic Plan SummariesFebruary 2015

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College of Business Administration Summary of Strategic Plan Points of Distinction & Key Strategies

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HighQuality Distinctive

EconomicallySustainable

FocusHere

College of Business Administration Enrollment

0

500

1,000

1,500

2,000

2010 2011 2012 2013 2014

440418421423

478

1,4291,3721,3271,3351,442

Undergraduate Graduate

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HighQuality Distinctive

EconomicallySustainable

FocusHere

College of Business Administration Other Higher Education Choices

Enrollment Key ProgramsBusiness

3,379

1,469

3,301

1,062

Accounting, Management, Finance, and Marketing

Accounting and Management

Computer Science and Accounting

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HighQuality Distinctive

EconomicallySustainable

FocusHere

College of Business Administration Degree Programs and Number of Majors

• Accounting - 397 Majors • International Business - 63 Majors

• Undecided - 95 Students

• Management - 206 Majors

• Finance - 179 Majors

• Business Administration - 190 Majors • Marketing / Sales - 299 Majors

Undergraduate Degree Programs

Graduate Degree Programs*

*Joint Degrees with Law, Applied Math, and Medicine

• Accounting - 74 Majors • International Business - 7 Majors

• Undecided - 1 Students

• Entrepreneurship - 7 Majors

• Finance - 42 Majors

• Business Administration - 57 Majors • Management - 185 Majors

• Marketing / Sales Management - 31 Majors

• Taxation - 36 Majors

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HighQuality Distinctive

EconomicallySustainable

FocusHere

College of Business Administration Faculty Profile

# Tenured # Tenure Track # FT Lecturers

# Active PT Adjuncts

Std. T/TT Teaching

Load

Std. Lecturer Teaching

Load

Faculty with Annual Sponsored Research Expenditures Greater than $100,000:

Estimated Number of FT Faculty Retiring in 2015:

% of Full-time Faculty Teaching Standard Load:

3/3 4/4

Standard Class Size: 36 undergraduate / 20 graduate

1639 11 28

None.

80%

2

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HighQuality Distinctive

EconomicallySustainable

FocusHere

College of Business Administration Organization Chart

Dean

Department Chairs

Associate Dean

Finance

Centers

ManagementAccounting

Development

Undergraduate Programs &

Advising

Graduate Programs BudgetAdministrative

Services Technology

Marketing

CITE, Fisher Sales Institute, Taylor Institute, IGB, Fitzgerald, Suarez Labs, Institute for Leadership

Asst. Dean Asst. Dean

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HighQuality Distinctive

EconomicallySustainable

FocusHere

College of Business Administration Strategic Plan Points of Distinction

“The college’s three pillars of student engagement differentiate it from other business schools: deep connections to businesses, experiential learning, and hybrid degree programs. These three pillars optimize the learning experience and accommodate the busy schedules of both traditional students and working adults.”

✴ Integrate leadership and business communications into all degree programs.

✴ Revise degree programs to require 2 experiential learning courses for credit.

✴ Develop new marketing campaign that highlights outstanding business alumni.

✴ Develop satellite campus strategy to increase hybrid degree program enrollments.

✴ Hire more Executives in Residence and market their involvement.

✴ Develop hybrid (blended learning) versions of all CBA degree programs.

✴ Leverage advisory boards to create internship opportunities for all business students.

✴ Assist faculty in the development of hybrid courses.

✴ Implement student e-portfolios.

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HighQuality Distinctive

EconomicallySustainable

FocusHere

College of Business Administration Key Strategies

✴ Accept students into master’s programs immediately after undergraduate programs.

✴ Solicit donor funds for CBA building improvements and endowed chairs.

✴ Reduce undergraduate degree programs to 120 SCHs.

✴ Consider charging upper division program fees.

✴ Develop new one-page degree program sheets for all degree programs.

✴ Revise degree programs to create a lock-step general education experience.

✴ Significantly grow Professional Sales and Information Systems enrollments.

✴ Significantly grow Master’s of Taxation enrollments.

✴ Use carry-forward balances for budgeted capital investments/endowed chairs.

✴ Partner with A&S to create a new center for data science and information technology.

✴ Maintain AQ ratios and implement next phase of AOL plan.

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B L E N D E D L E A R N I N G H Y B R I D D E G R E E P R O G R A M S

Online Campus

Experiential

Blended

On

(in the field)

activelearning

personalizedlearning

learning

learning

50% - 80%

10% - 25%

10% - 25%

flippedclassroom

coachsuccess

org.student

University LevelStrategy

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M O R E E X P E R I E N T I A L L E A R N I N G

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P O R TA L C O L L E G E S & S U C C E S S C O A C H E S

L AW

A R T S & S C I E N C E S

H E A LT H P R O F E S S I O N S

B U S I N E S S

E N G I N E E R I N G

E D U C AT I O N

P O LY M E R S C I E N C E & P O LY M E R

E N G I N E E R I N G

WAY N E C O L L E G E

A P P L I E D S C I E N C E & T E C H N O L O G Y

H O N O R S C O L L E G E

G R A D U AT E C O L L E G E

P O R TA L C O L L E G E S

A C A D E M I C C O L L E G E S

A C A D E M I C C O L L E G E S

A C A D E M I C C O L L E G E R E S E A R C H I N S T I T U T E

G E N E R A L L I B R A R I E S

University LevelStrategy

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30

31

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A C A D E M I C S U P P O R T

• Success Coaches

• Tutoring

• Student Organizations

• Recreation Center / Intramural Sports

• Counseling Center

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H U B A N D S P O K E D E S I G N

Partner 1

Partner 1

Partner 2

Partner 1

Partner 1

Partner 1

Main Campus

Hub

Domestic Spoke

Domestic Spoke

Domestic Spoke

International Spoke

International Spoke

International Spoke

Domestic Spoke

International Spoke

Partner 2

Partner 1

University LevelStrategy

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Sustainable Research and Economic Development

Center of Excellence

Emerging Program

Foundational Programs Foundational Programs

New Program

Emerging Program

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P Y R A M I D O F R E S E A R C H E X C E L L E N C E

Center of

Excellence

Base Research to Remain Current in Faculty Member’s Field

Ph.D. Program

Federal Funding

Regional Industry Partners / Internships / Co-ops

Professional Master’s Degree Enrollments

Philanthropic Support

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R E G I O N A L E C O N O M I C D E V E L O P M E N T

• Financially strong university that educates the masses and supplies the regional workforce.

• Teaching university that attracts students from outside the region.

• Exporter of higher education throughout the world.

• Focused research university that advances the regional economy.

• Strong community partner.

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T H R E E L E V E L S O F S T R AT E G Y

Industry Level

University Level

College Level

NAME

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“Institutions without an overwhelming brand advantage have no chance of success...”

Richard A. DeMillo

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The University of Akron

Bowling Green State University

Central State University

Cleveland State University

Kent State University

NEOMed

Shawnee State University

The University of Toledo

Wright State University

Youngstown State University

Need to Move Here!

Ohio Public UniversitiesStuck in the Middle

Ohio University

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?

N E W

Northeast Ohio needs a Great Public University to realize its full potential.

NE Ohio lacks a distinguishable

great public university.

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How do we distinguish UA from other regional state universities and become the Great Public University of Northeast Ohio?

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Vision The University of Akron is a

regional state university that is ready to become a Great Public University. The university has a proud history and strong academic programs—it is

a world leader in polymer science and polymer engineering; a national leader in

applied politics, industrial psychology, biomimicry and other applied fields;

and a regional leader in the economic development of Northeast Ohio. The university is on the verge of

going from “Good to Great” by building on its strengths and responding to

the needs of a hopeful world.

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