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Academic Affairs

Bowling Green State University aims to become a nationally recognized model for developing individuals and shaping the future through learning, discovery, collaboration, and personal growth.

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Academic Affairs

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  1. Academic Affairs

  2. Vision Bowling Green State University aspires to be a premier learning community, and a national model, for developing individuals and shaping the future through learning, discovery, collaboration and personal growth

  3. Strengths Weaknesses Opportunities Threats

  4. Total Full-Time (FT) Faculty

  5. Total Student Credit Hours (SCH)

  6. SCH per FT faculty

  7. Percent of FT TTF to FT Faculty

  8. NSICP TrendsFTE Student per TT Faculty/FTE Student per NTT Faculty

  9. NSCIP Peer Comparisons* * Based upon Fall 2009 data

  10. General Observations We are good………. But is good, good enough?

  11. Vision Bowling Green State University aspires to be a premier learning community, and a national model, for developing individuals and shaping the future through learning, discovery, collaboration and personal growth

  12. Focus Invest strategically in Faculty + Invest strategically in Academic Programs + Invest strategically in Facilities and Technology + = High Quality Academic Programs and Enhanced Student Success

  13. Budgetary Policy Changes from Prior Year • Open faculty lines return centrally • strategic reallocation between Colleges • held central for subsequent focused investment • Plans are required for optimal use of Colleges/Units Reserves • Using data to inform budgetary decisions • Peer, Productivity, Enrollment Trends, Outcomes

  14. Necessary……. • Protect core academic foundation (i.e., Accreditation, etc.) • Ensure financial sustainability • Adequate and appropriate facilities …………But not sufficient to improve quality

  15. Budget Priorities Quality • Strategically invest in faculty • Academic programming • Recruit and Retain Students Efficiency and Effectiveness • Administrative Infrastructure

  16. Budget Priorities: Quality Strategically Invest in Faculty • Overall, increase the percent of TT Faculty • Balance productivity of faculty • Where appropriate, enhance operating budgets • Development funds to support teaching/research

  17. Budget Priorities: Quality • Academic programming • Refocus current programming • General Education Renewal • Support “high impact” programming (retention, quality, and/or recruitment) • Reallocate resources from “limited impact” programming or low demand programs • Create new academic programming that: • Supports the enhancement of the academic profile of traditional student body • And/or increases overall enrollment

  18. Budget Priorities: Quality • Recruit and Retain Students • Enhance academic profile of traditional students • Increase overall enrollment of new students • International (UG and Grad) • Distance Learning (UG and Grad) • Transfer (2+2, etc.) • Increase retention and 6 year graduation rate • Advising, Long-term Goal: 22,500 to 25,000 HC enrollment

  19. Budget Priorities: Efficiencies and Effectiveness • Administrative Infrastructure • Rethink - Quality • Realign - Focus • Reduce – reallocation of resources • For Example, • Centralize vs. Decentralize • Advising, International programs, Learning communities, Faculty development, Support services • Missing Infrastructure • Assessment, Research support, Decision Support, Curriculum Management

  20. Budget Priorities Quality • Strategically invest in faculty • Academic programming • Recruit and Retain Students Efficiency and Effectiveness • Administrative Infrastructure

  21. Establishing the financial foundation for the future • Grow quality of academic programming • Increase profile and number of UG and Graduate students • Increase external research funding

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