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1
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
2
• 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
3
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
4
5
6
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.
7
Total U.S. Student Debt (in billions)
$0
$250
$500
$750
$1,000
2008 2009 2010 2011 2012
Source: newyorkfed.org
8
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
9
10
, 2015
11
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
12
“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
13
“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
15
16
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
17
College Strategic Plan SummariesFebruary 2015
18
College of Business Administration Summary of Strategic Plan Points of Distinction & Key Strategies
19
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
20
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.
26
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
27
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
29
30
31
32
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
33
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
34
Sustainable Research and Economic Development
Center of Excellence
Emerging Program
Foundational Programs Foundational Programs
New Program
Emerging Program
35
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
36
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.
37
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
38
“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
40
?
N E W
Northeast Ohio needs a Great Public University to realize its full potential.
NE Ohio lacks a distinguishable
great public university.
41
How do we distinguish UA from other regional state universities and become the Great Public University of Northeast Ohio?
42
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.
43
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