Champion students’ success in achieving the University learning outcomes
and in developing as principled and engaged citizens.
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| Priorities: |
- Develop and implement an enrollment plan that includes both recruitment
and retention targets. Aspects of the plan should include improving academic advising and
enhancing customer service to students. (1996-1997)
- Place the student at the heart of
the BGSU learning community: "Students First" (1997-1998)
- Identify learning outcomes for BGSU graduates. (1997-1998)
- Manage enrollment: set recruitment and retention targets. (1997-1998)
- Celebrate recruitment success and keep this issue on the forefront of our priorities.
(1998-1999)
- Student success – providing students with the best experience in and out of the
classroom. (1998-1999)
- Continue to focus on enrollment management and student success. (1999-2000)
- Continue to focus on selective enrollment and student success with
special emphasis on retention. (2000-2001)
- Support graduate student success and more fully integrate graduate
education and research into the University community. (2000-2001)
- Provide quality instructional student advising that is recognized as
premier in Ohio and among the best in the nation. (2000-2001)
- Promote and celebrate student academic achievement at BGSU.
(2001-2002)
- Provide a university environment that encourages critical
exploration of values and develops principled citizens.
(2001-2002)
- Continue to work toward increasing retention by increasing the
number of full-time, tenure-track faculty and reducing class size,
particularly in first and second year classes. (2002-2003)
- Continue to investigate and find ways to bridge the gulf between
student pre-college experiences, learning styles and instructional
practices to assure greater student engagement and academic
success. (2002-2003)
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Promote an environment that is conducive to faculty and staff success and
satisfaction.
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| Priorities: |
- Provide ongoing training and support for faculty and staff to assist in
the implementation of our Vision. (1996-1997)
- Align reward structures with institutional
goals. (1996-1997)
- Engage in professional development and training of faculty, staff, and administrators.
(1997-1998)
- Develop long-range, competitive compensation plans for faculty and staff. (1998-1999)
- Provide professional training and development programs for faculty and staff.
(1998-1999)
- Develop the next phase of the Comprehensive Compensation Plan. (1999-2000)
- Work to support the success of faculty and staff during all stages of
their careers. (2000-2001)
- Continue implementation of the compensation plan. (2000-2001)
- As the compensation plan is implemented, ensure that recognition is
provided for collaborative contributions to the common good.
(2001-2002)
- Review reward structures and merit policies within departments and
divisions to assure that they are aligned with institutional
priorities. (2002-2003)
- Continue implementation of the compensation plans.
(2002-2003)
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| Build an identity for BGSU based on critical exploration of values with
personalized attention and the opportunities of a major university.
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| Priorities: |
- Promote a culture of leadership at BGSU. (1997-1998)
- Promote an educational environment where values exploration, civic engagement and
character development are integrated throughout the academic and co-curricular experience.
(2000-2001)
- Continue to assess progress in and establish
benchmarks for assurig that critical thinking about values and
educating reflective, engaged citizens is central to the student
experience. (2002-2003)
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| Secure greater funding from non-enrollment sources, including private
giving and externally sponsored activities.
|
| Priorities: |
- Generate additional revenue through increased institutional visibility.
(1999-2000)
- Continue to investigate, develop and implement methods
of generating additional revenue through increased institutional visibility and a
coordinated resource development plan for the University. (2000-2001)
- Design plan for fund raising efforts.
(2002-2003)
|
| Become
a more effective partner with external organizations and become more
engaged with the issues, challenges, and opportunities presented by our
region, nation, and world.
|
| Priorities: |
- Generate additional revenue through increased institutional
visibility. (1999-2000)
|
| Promote enhanced educational opportunities such as evening, weekend,
degree completion and distance-learning programs in order to facilitate
the success of traditional and non-traditional learners. |
| |
| Promote diversity as reflected in the United States within the University
and provide students with opportunities to increase their global
awareness.
|
| Priorities: |
- Promote diversity within the University, providing students, faculty
and staff with opportunities to increase their global awareness. (1999-2000)
- Continue to work aggressively toward developing a diverse University
learning and work environment. (2001-2002)
- Continue to enhance diversity throughout campus; act on the
recommendations of the Task Force on Diversity Report.
(2002-2003)
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| Develop increasingly strategic and integrated approaches to planning,
decision making, budgeting, and communications within the university.
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| Priorities: |
- Develop and implement a marketing plan to enhance and
promote our Learning Community. (1996-1997)
- Restructure the budget process to more
closely align budget allocations with University priorities as well as performance and to
provide greater incentives for reallocation within areas. (1996-1997)
- Align reward structures with institutional goals. (1996-1997)
- Establish university-wide assessment/review processes for academic and non-academic
units. (1996-1997)
- Develop an institutional communication plan: telling our story(ies) internally
(1997-1998)
- Develop a university marketing plan: telling our story(ies) externally (1997-1998)
- Assessment of academic and non-academic programs and the way in which we deliver these
programs. (1998-1999)
- Develop a comprehensive university plan for all units and divisions. (1999-2000)
- Use information about student learning to make improvements in
curriculum and pedagogy. (2001-2002)
- Develop a long-term strategic enrollment plan with specified targets
that maximizes program quality and student success. (2001-2002)
- Involve all members of the University community in continuing to
communicate the value of higher education to external publics.
(2001-2002)
- Review allocation of resources to units to assure alignment with
responsibilities and institutional priorities. (2002-2003)
- Keep the goal of student success uppermost while planning campus
facilities renovations. (2002-2003)
- Improve linkages between academic departments and student
organizations for providing campus events. (2002-2003)
- Develop and prepare to execute the Academic Plan to chart the
academic course for the future. (2002-2003)
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| Create an environment where technology enhances and improves teaching,
learning, and university operations.
|
| Priorities: |
- Implement our recently developed Campus Technology Plan. (1996-1997)
- Create
an environment where technology enhances and improves teaching, learning, and university
operations. (1999-2000)
- Establish an environment where technology and its applications enhance
and improve teaching, learning, research and University operations. (2000-2001)
- Invest in faculty and staff development to fully utilize technology
resources. (2001-2002)
- Improve technological support with the goal of providing the highest
possible quality experience for both students and faculty and for
enhancing distance education efforts. (2002-2003)
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| Continuously improve recognition for BGSU's research and creative
activities. |
| Priorities: |
- Ensure that graduate programs are nationally competitive and provide
opportunities for graduate students to conduct research with faculty. (1998-1999)
- Provide increased support and recognition to faculty
and staff for securing external funding and emphasize external funding
at the department level. (2002-2003)
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