The University of Toledo’s Path to Excellence

   Not yet started    In progress – needs attention    In progress – on target    Achieved

I. Student Success and Academic Excellence

GOAL 1: IMPROVE UNDERGRADUATE STUDENT SUCCESS, RETENTION AND DEGREE COMPLETION.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Overall undergraduate first-year retention rateSpecifically calculated rates based on U.S. Department of Education formulas. 74% 80% Provost, All Colleges, SA, ODI, OMSS, CISP, SDS
  • A Student Success Task Force was established in October 2017 to inventory student retention and success efforts on campus and at other universities, assess their effectiveness and recommend a set of best practices for implementation at UT.

  • A workshop was held for chairs, associate deans, deans and provost’s staff on best practices at the national level related to student retention and success (Educational Advisory Board presenters, November 2017).

  • A Student Advising Task Force was established to develop recommendations to improve advising systems across campus, including early alert software, and other predictive analytics.

  • A First Year Experience Task Force was established in fall 2017 with the charge to recommend a model for a new First Year Experience program to implement at UT in the fall of 2018.

  • Piloted early-arrival programs/bridge programs and learning community programs for new students in summer 2017 with the goal of expanding these high-impact educational practices to additional cohorts of students during the next five years.

  • Academic Leadership Team members met in October 2017 (provost’s office staff, deans, associate deans, chairs) to discuss high rate of DFW grades (D grade/failure grade/withdraw grade) in identified courses and sections of courses, and to analyze their causes and identify action for improvement.

  • Communications to all faculty were sent to ensure timely, mid-term grade reporting to provide students and advisers with timely information for proactive decision making and planning.
  • Increased fall-to-spring retention rate by 1.3% (89.3% from 2016-17 to 90.6% from 2017-18).

  • A Student Success Task Force was established in fall 2017 to inventory best practices in student retention and completion, and recommendations were made to the Provost in May of 2018 for review and implementation in fall 2018 and following.

  • A Student Advising Task Force was established in fall 2017 and recommendations were made in May 2018 to revise the general advising structure and to establish a centralized pre-professional advising office. The Office of the Provost is reviewing the task force’s recommendations.

  • A First-Year Experience Task Force was established in fall 2017 and recommendations were made to the provost in May 2018 to implement a new model for the First-Year Experience program in fall 2018.

  • In fall 2017, D-grade, failure-grade and withdrawal (DFW) rates decreased for 16 of the 20 first- and second-year courses that previously had the highest DFW rates, and 80 percent of the top 20 courses with the highest DFW rates showed improvement. Spring 2018 courses will be analyzed once grades are finalized.

  • A Retention Solutions Team was created by the Division of Student Affairs with representation from the Office of the Provost, Office of New Student Orientation Programs, Office of Residence Life, Office of Financial Aid and the Center for Success Coaching.

  • The Learning Enhancement Center and the Writing Center substantially increased tutoring support this year by adding walk-in hours, expanding the number of science tutors by 33 percent and expanding tutoring in world languages and engineering. The Learning Enhancement Center and the Writing Center served more than 5,000 students during the 2017-18 academic year.

  • In the summer of 2017, UT piloted an early-arrival, summer bridge program in University College – the Summer Scholars Program – with 40 first-year students. The overall retention rate for students who participated in the program showed a higher overall, fall-to-spring retention rate and GPA when compared to students with similar characteristics (95% compared to 83%; and 2.29 compared to 1.71).

  • In the summer of 2018, the Summer Scholars program will expand to include an additional five colleges with the aspirational goal of enrolling 180 students in the six participating colleges.

  • In December 2017, the Office of the Provost hired a student success systems administrator to configure and expand the use of Starfish Retention Solutions and Platinum Analytics.

  • Expansion of the Starfish Early Alert System is underway with the College of Arts and Letters, the College of Natural Sciences and Mathematics and University College now in the system, and is a work in progress with the College of Engineering and the College of Pharmacy and Pharmaceutical Sciences.

  • Training guides and training sessions were held for advisors and faculty throughout spring 2018 semester.

  • The Starfish Early Alert System was expanded to include College Credit Plus students, student-athletes and students in the College of Arts and Letters' 1000/2000-level courses.
Overall undergraduate six-year graduation rateSpecifically calculated rates based on U.S. Department of Education formulas. 43% 50% Provost, All Colleges, SA, ODI, OMSS, CISP, SDS
  • The University will pilot Winter Intersession courses this year to provide additional opportunities for students to take courses they need to complete their degrees.

  • New spring registration schedule adopted to enhance students’ ability to register early to ensure their enrollment in courses they need to graduate in a timely manner.

  • The development of Transfer Pathways is under way to improve success of transfer students, including retention and time-to-degree.

  • The University launched a "15-to-Finish" campaign to encourage students to register for 15 credit hours per semester in order to graduate in four years.

  • The University is expanding summer course offerings in summer of 2018 to provide additional opportunities for students to stay on track to graduate in a timely manner.

  • The colleges and departments reviewed courses with high D/F/W rates (D grade, Failure grade, and Withdraw grade) as barriers to completion and identified ways to address the disparities.
  • As of spring commencement in May 2018, 47.1 percent of the fall 2012 cohort of entering students graduated in six years, compared to the 2016 baseline of a 43 percent six-year graduation rate.

  • A Student Success Task Force was established in fall 2017 to inventory best practices in student retention and completion, and recommendations were made to the provost in May 2018 for review and implementation in fall 2018 and beyond.

  • A Student Advising Task Force was established in fall 2017 and two final reports were submitted in May 2018 with recommendations for revisions to the general advising structure and for the development of a centralized pre-professional advising office. The Office of the Provost is reviewing the task force’s recommendations.

  • The Office of the Provost continued to promote the University’s “15-to-Finish” initiative among faculty and advisors to encourage students to take 15-plus credits each semester to stay on track to a four-year graduation.

  • A committee to review bottleneck courses and make necessary adjustments to the course schedule was established.

  • A task force was established to develop competency-based education (CBE) at UT, and planning is underway to develop and pilot CBE courses in University College.

  • Software tool improvements were implemented to help students plan more effectively, including the graduation planning system (GPS), which is designed to help students identify courses that will transfer and help monitor their progress. The GPS is a collaboration between the Office of the Provost and the Division of Information Technology and includes three areas: transferology, an online tool that helps transfer students view program requirements; u.direct, which leverages degree audit data to create interactive roadmaps that define a clear path to graduation; and u.achieve, which is a degree audit program that provides students and advisors with an easy-to-read progress report and degree requirements for graduation.
Percent gap for first-year retention rate between minority studentsUnderrepresented minorities as specified by the U.S. government include black or African-American, Hispanic/Latino, American Indian or Alaskan Native, or Native Hawaiian or Pacific Islander. and majority students with similar preparation 5% 0% Provost, All Colleges, SA, ODI, OMSS, CISP, SDS
  • Vice president for diversity and inclusion co-chairing Student Success Task Force with interim vice provost for student success.

  • Office of Diversity and Inclusion collaborated with Office of Multicultural Student Success to create M.O.R.E. (Multicultural Orientation and Resources for Excellence) semester program.

  • In September 2017, the Division of Student Affairs launched M.O.R.E. Mondays, an initiative designed to create co-curricular learning opportunities in support of student success.

  • Vice president for diversity and inclusion serves as co-director of third cohort of students in the Multicultural Emerging Scholars (summer bridge) program.

  • Vice president for diversity and inclusion serves as president of Brothers on the Rise mentoring program for African-American and Latino males.
  • An ad hoc committee of the Student Success Task Force was established and recommendations were submitted to the Office of the Provost and the Office of Diversity and Inclusion in May of 2018 for the implementation of initiatives to improve student retention rates among underrepresented minority students.

  • A Retention Solutions Team was created by the Division of Student Affairs with representation from the Office of the Provost, the Office of New Student Orientation Programs, the Office of Residence Life, the Office of Financial Aid and the Center for Success Coaching.

  • Thirty (30) first-year students participated this year (2017-18) in the fourth cohort of the Multicultural Emerging Scholars Program (MESP), which includes a summer bridge program and living-learning community for underrepresented minority students making the transition from high school to college. Students who participated in the MESP in 2017 received higher GPAs than the general student population with a similar profile in fall 2017.

  • The vice president for diversity and inclusion co-chaired the Student Success Task Force during the 2017-18 academic year and in spring 2018 convened an ad hoc committee to propose additional strategies to address the retention gap between minority and majority students at UT. Recommendations from the task force and the ad hoc committee will be implemented in fall semester 2018.

  • The Office of Multicultural Student Success collaborated with the Office of Diversity and Inclusion to create the Multicultural Orientation and Resources for Excellence (M.O.R.E.) program to provide co-curricular learning opportunities that contribute to student success among underrepresented minority students.

  • In the fall of 2017, the Division of Student Affairs launched the “M.O.R.E. Monday” program to create co-curricular learning opportunities that contribute to student success among underrepresented minority students.

  • The Division of Student Affairs established the M.O.R.E. Institute; an early arrival program for first-year students from multicultural backgrounds and their parents/guardians.

  • The Division of Student Affairs continues to implement mentoring programs for underrepresented minority students, including Teaching and Aspiring Women Leaders (TAWL); Brothers on the Rise; and the Primos program.
Percent gap for six-year graduation rate between minority students and majority students with similar preparation 7% 0% Provost, All Colleges, SA, ODI, OMSS, CISP, SDS
  • Vice president for diversity and inclusion co-chairing Student Success Task Force with interim vice provost for student success.

  • Office of Diversity and Inclusion collaborated with Office of Multicultural Student Success to create M.O.R.E. (Multicultural Orientation and Resources for Excellence) semester program.

  • In September 2017, the Division of Student Affairs launched M.O.R.E. Mondays, an initiative designed to create co-curricular learning opportunities in support of student success.

  • Vice president for diversity and inclusion serves as co-director of third cohort of students in the Multicultural Emerging Scholars (summer bridge) program.

  • Vice president for diversity and inclusion serves as president of Brothers on the Rise mentoring program for African-American and Latino males.
  • An ad hoc committee of the Student Success Task Force was established and recommendations were submitted to the Office of the Provost and the Office of Diversity and Inclusion in May of 2018 for the implementation of initiatives to improve graduation rates among underrepresented minority students.

  • The Office of Multicultural Student Success collaborated with the Office of Diversity and Inclusion to create the M.O.R.E. (Multicultural Orientation and Resources for Excellence) program to provide co-curricular learning opportunities that contribute to student success among underrepresented minority students.

  • In the fall of 2017, the Division of Student Affairs launched the “M.O.R.E. Monday” program to create co-curricular learning opportunities that contribute to student success among underrepresented minority students.

  • The Division of Student Affairs established the M.O.R.E. Institute, an early arrival program for first-year students from multicultural backgrounds and their parents/guardians.

  • The Division of Student Affairs continues to implement mentoring programs for underrepresented minority students, including Teaching and Aspiring Women Leaders (TAWL), Brothers on the Rise and Primos.
Student support as measured by the National Survey of Student EngagementNational survey that captures information from undergraduate students about their attitudes and experiences in college. score "support for overall well-being" UT freshman rate: 2.8 out of 4.0 Exceed the Carnegie Classification mean of 3.0 out of 4.0 Provost, All Colleges, SA, ODI, OMSS, CISP, SDS
  • Results of National Survey on Student Engagement (NSSE) data to be shared in spring 2018, which will lead to action items to address survey results.

  • Next NSSE survey will be conducted in spring 2019.

  • Next Campus Climate Survey will be conducted in April 2018.

  • Provost, interim vice president for student affairs and chair of Faculty Senate are actively promoting “Rocket Care” portal to faculty and staff as a preventive tool to identify students in need of assistance (academic or other).

  • Provost and interim vice president for student affairs are actively promoting the Student Food Pantry as a resource on campus to address food insecurity among our students.

  • Division of Student Affairs has secured a grant to provide $200,000 in emergency grant funding (maximum $1,000 per grant) to students in need during the 2017-2018 academic year.
  • The results of the National Survey of Student Engagement from 2016-17 are being reviewed by the leadership team in the Division of Student Affairs to determine actions that might be taken to improve student satisfaction and student success.

  • The National Survey of Student Engagement is administered in alternate years and will next be administered in February-March 2019.
Reduction in number of undergraduate degree programs that are more than 120 credit hours 4 programs at 120 credits 50% of programs at 120 credits Provost, All Colleges
  • A review of credit-hour requirements for all degree programs was undertaken and the number of general electives in each program was identified. Program modifications are under way, and departments and colleges continue to evaluate which programs can move to 120 credit hours this year. To date, 25 program modifications are near completion.
  • The Office of the Provost worked closely this year with the colleges, academic departments and Faculty Senate to reduce the number of undergraduate degree programs that require more than 120 credit-hours to complete the degree. In 2016, only four programs met the goal of 120 credit-hours for completion and by May 2018, an additional 46 programs have been revised to now require 120 credit-hours to complete the degree. (Note that 42 of these 46 program revisions were approved by the Faculty Senate in 2017-18, and four of these program revisions have completed their departmental-level reviews, with college reviews and Faculty Senate approval to take place in fall 2018.)
GOAL 2: Improve graduate and professional student success through timely degree completion.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Two-year graduation rate of full-time master's degree students 80% 82% Provost, COGS, All Colleges
  • Dean of the College of Graduate Studies is working with Graduate Council Executive Committee to decrease number of “incomplete” and “progress” grades to students (IN/PR) to reduce time-to-degree.

  • The dean of the College of Graduate Studies is working with a subcommittee of deans to identify best practices for retention and completion rates of graduate and professional students (to be completed by Feb. 1, 2018).
  • The College of Graduate Studies is in the process of identifying and implementing student success analytics software to facilitate tracking of graduate student progress toward the degree.

  • The College of Graduate Studies is reviewing alternative formats for graduate programs that are responsive to students’ needs (e.g., summer only, evening classes, undergraduate/graduate dual-enrollment programs, online and/or blended degree programs, etc.) to improve the two-year graduation rate of full-time master’s degree students.

  • The College of Graduate Studies is in the process of developing – and requiring – professional development for graduate faculty in the areas of graduate student mentoring and diversity and inclusion.
Graduate and professional students' entrance exam scoresMany graduate and professional programs rely on standardized, national examinations to help admissions offices assess applicants. LSAT: 150.7
MCAT: 508
LSAT: 154
MCAT: 516
Provost, COGS, All Colleges
  • The College of Law has improved students’ entering credentials over the past two years, with the median LSAT increasing from 151 in 2015 to 152 in 2017.

  • In addition, the 25th percentile improved from 147 in 2015 to 150 in 2017; and the median undergraduate GPA increased from 3.27 in 2015 to 3.41 in 2017.
  • The current LSAT medium for students entering the College of Law is 152, up from the 150.7 baseline established in 2016.

  • For the 2017 entering class in the College of Medicine and Life Sciences, the median of MCAT scores was 506-511, corresponding to the national percentile range of the 71st to 85th percentile.
Licensure and board pass rates Weighted average rate: 87% Weighted average rate: 94% Provost, COGS, All Colleges
  • The College of Medicine and Life Sciences has reorganized its curriculum to improve learning outcomes (August 2017), integrated foundational and clinical science in the clinical clerkship (August 2017), and developed new courses to enhance clinical teaching (to be implemented in July 2018).

  • Over the last three years (2014-2016), the College of Pharmacy and Pharmaceutical Sciences has a higher than national average pass rate by first-time takers on the North American Pharmacist Licensure Examination (NAPLEX) and seeks to maintain this position. UT’s first-time takers pass rate on NAPLEX was 91.01% in 2016, compared to the national average of 85.86%.

  • The College of Law increased the first-time pass rate by 11% this year and the College has taken multiple steps over the last two years to improve graduate bar success; including creating the position of Director of Academic Success and Bar Preparation, creating an academic support program, adding a new bar preparation course for third-year law students, and creating a faculty bar mentoring program. This year the College will enter into a contract with BarBRi to provide comprehensive bar services with the goal of increasing bar exam success among our students.
  • The College of Law has implemented a number of initiatives during the last several years to improve graduate bar success, and graduates achieved a 78 percent first-time pass rate in February 2018 Ohio Bar exam results, which ranked second in the state of Ohio, compared to 54 percent and 7th in the state last year.

  • The College of Medicine and Life Sciences has revised its curriculum and integrated foundational and clinical science into the clinical clerkship (August 2017) to improve student learning outcomes and enhance board pass rates for medical students.

  • During the last four years (2014-17), the College of Pharmacy and Pharmaceutical Sciences has a higher than national average pass rate by first-time takers on the North American Pharmacist Licensure Examination (NAPLEX) and seeks to maintain this position. UT’s first-time takers pass rate on NAPLEX was 90.59 percent in 2017, compared to the national average of 87.95 percent.
Percent of graduating medical residents who enter practice in northwest Ohio 40% 60% COMLS
  • The Office of Graduate Medical Education has established a GME resident physician recruiter to provide outreach with medical schools on behalf of the University’s residency programs. Recruiting candidates from the region into residency and the development of fellowship programs to assist in retaining a high-quality workforce in northwest Ohio are part of the overall focus of this position.
  • The Office of Graduate Medical Education established a GME resident physician recruiter to provide outreach to medical schools on behalf of the University’s residency program to recruit a diverse group of residents to the region.

  • A goal was established to increase UT student Match into UT Graduate Medical Education programs, and 20 UT students were retained in 2018.

  • A reorganization of the third year clerkships is underway.

  • Plans are being developed to increase the number of practitioner recruitment events during their residency period.
Number of new residencies or fellowships available at ProMedica Toledo Hospital and ProMedica Toledo Children's Hospital 15 residency and 12 fellowship programs Increase by 8 in total COMLS
  • There has been a significant commitment to grow graduate medical education through Promedica Toledo Hospital and Toledo Children's Hospital and reach the goal of an increase in residency/fellowship programs with the establishment of an endocrinology fellowship, and approval to establish a rheumatology fellowship, internal medicine residency primary track, and anesthesiology critical-care fellowship program.

  • Additionally, the UT family medicine residency program was approved to expand to strengthen primary care training in northwest Ohio.

  • The Graduate Medical Education Office has established an annual process to evaluate requests for new or expanding residency/fellowship programs in alignment with the strategic initiatives of the Academic Affiliation.
  • A committee was established for yearly review of new residency/fellowship program requests.

  • An endocrinology fellowship program was established.

  • An internal medicine primary care track was established for the core residency, beginning in July 2018.

  • The establishment of an anesthesia critical care fellowship has been approved.

  • A rheumatology fellowship has been established.
GOAL 3: Prepare students for advanced academic studies and career success.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Program-level student learning outcomes, assessments and achievements aligned to UT's Institutional Student Learning Outcomes as documented in an annual review process 0% 100% Provost, All Colleges, IR
  • The vice provost for academic affairs is working with the Office of Assessment, Accreditation and Program Review and the colleges to identify program-level learning outcomes (2017-18 academic year).
  • All academic programs are revising their assessment plans to align program student learning outcomes (SLOs) with the new Institutional Student Learning Outcomes (ISLOs).

  • During the 2017-18 academic year, four colleges completed the revisions for their academic programs, and three colleges are close to completing their revisions. The remaining four colleges continue to make progress in the development of their revised student learning outcomes.

  • The Office of the Provost is working with the University Assessment Committee (UAC) to develop and implement a process for measuring UT’s institutional-level student learning outcomes, and the decision was made to identify a nationally normed instrument/metric to measure the University’s learning outcomes.

  • UT is now participating in the Association of American Colleges & Universities’ VALUE (Valid Assessment of Learning in Undergraduate Education) initiative, and two UT faculty are being trained as reviewers for the AAC&U VALUE rubric. Samples of students’ work will be collected in the fall of 2018 and the first ISLO to be assessed as part of this initiative is “critical thinking.”
Percentage of distance-learning courses that are Quality Matters-certified or meet Quality Matters standards 6% certified + 6% meeting standards 33% certified. All new and revised online courses meet QM standards. Provost, All Colleges, DL
  • The vice provost for academic affairs is working with a subcommittee of the Council of Deans/provost’s office staff to develop a plan to increase percentage of Quality Matters-certified distance-learning courses (to be completed Feb. 1, 2018).
  • The percentage of distance-learning courses for which a version of the course received official Quality Matters certification or meets Quality Matters standards (per internal review) increased from 8.5 percent in 2016 to 14.6 percent in 2017.
Number of undergraduate-to-graduate pipeline programs 6 10 Provost, All Colleges, COGS
  • The College of Graduate Studies has developed a template for the development of “pipeline” programs in collaboration with the Office of the Registrar in order to improve coding and procedures that impact students, such as financial aid (to be completed by July 2018).

  • The College of Graduate Studies is developing a BSPS/MS Law in Regulatory Compliance and a pipeline program for the MA in geography.

  • The College of Medicine and Life Sciences is reviewing data on historical outcomes to determine the feasibility of expanding the UT undergraduate to MD pathway program to students from other colleges. Meetings are underway with other colleges to explore this option.

  • A proposal has been submitted to the College of Graduate Studies for a Bachelor of Science in Pharmaceutical Science/MS Law-Regulatory Compliance degree pipeline program.
  • The College of Graduate Studies is conducting an inventory of current master’s degree programs to identify programs with potential to develop pipelines to related undergraduate majors.

  • The College of Graduate Studies is developing clear guidelines and procedures for the establishment of undergraduate-to-graduate pipeline programs that are congruent with Higher Learning Commission (HLC) accreditation guidelines and Ohio Department of Higher Education guidelines on credit-hour limitations, registration and financial aid considerations.
Undergraduate participation rates in experiential learning 65% 80% Provost, All Colleges, CELCS
  • The Center for Experiential Learning and Career Services (CELCS) hired two new career consultants who will work with assigned colleges to strengthen existing, and develop new, internships and placement opportunities for students (December 2017).

  • The annual First Destination Survey was redesigned in spring of 2017 so that now students are able to indicate the specific kinds of experiential learning in which students are participating, which will assist CELCS in its efforts to assess its programs and services.
  • The Center for Experiential Learning and Career Services is in the process of developing a “Rocket Internship Guarantee” program that will be implemented in the fall of 2018 and includes student internships or other forms of experiential learning based on a student’s program of study and may include clinical rotation, field placements, internships, student teaching, research, study abroad, co-ops, service learning, performances and/or exhibitions.
Undergraduate student placement rate 76% 85% Provost, All Colleges, CELCS
  • See above (1.3.4), the Center for Experiential Learning and Career services has hired two new career consultants who will work with assigned colleges to strengthen existing, and develop new, internships and placement opportunities for students (December 2017).
  • The Center for Experiential Learning and Career Services hired two career consultants to work with assigned colleges to strengthen existing and develop new internships and placement opportunities for students.

II. Research, Scholarship and Creative Activities

Goal 1: Achieve national recognition for research excellence.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Implement plan for two areas of excellence: biomedical and environmental sustainability research (spring 2018: implementation and investment plan, developed by the faculty, will be in place. 2022: implementation and investment plan will be 100% completed for its 5-year goal.) 0% completed 100% completed R&SP, Provost, President, appropriate deans and All Colleges
  • Data collected regarding research funding and publications leading to the identification of biomedical science and environmental sustainability (energy and water).

  • Subcommittees have been formed and are meeting in the energy and water area to further define specific areas of strength and plan for submission of material to evaluate areas approved by the University Research Council.
  • Data has been collected regarding research funding and publications leading to the identification of biomedical science and environmental sustainability (energy and water).

  • Subcommittees were formed in the fall of 2017 and meetings took place throughout the 2017-18 academic year to provide direction and further refine the scope of the research areas identified.
Additional areas of excellence to be identified, in collaboration with faculty, with plans for implementation (spring 2018: additional areas of excellence developed by the faculty will be identified with master plans for implementation. 2022: implementation and investment plan will be 100% completed for its 5-year goal.) 0% completed 100% completed R&SP, Provost, President, appropriate deans and All Colleges
  • Draft document to invite faculty to submit suggestions for additional areas of excellence has been approved by the University Research Council and also reviewed by the president and provost. The document is to be distributed university-wide in fall 2017, and follow-up meetings with faculty groups are under way to explain the process.
  • Request for proposals for additional areas of research excellence was distributed to all faculty in the fall of 2017, and faculty submitted “letters of intent” requesting designation as areas of research excellence.

  • The Office of Research and the Research Council reviewed 31 letters of intent submitted by faculty groups for areas of research excellence and identified eight candidate areas for consideration. External reviews were completed for the eight top areas of research excellence submitted.

  • The selection of final areas of research excellence to be determined in consultation with the president and the provost.

  • The target is to identify at least five additional areas of research excellence by June of 2018.
Goal 2: Increase the national prominence of faculty derived from their research, scholarship, and creative and performing arts activities.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
UT's national ranking in research expenditures 190 160 R&SP, GR, COGS
  • National Science Foundation report on research expenditures not yet released. However, sponsored awards for FY17 increased by small amount, with first increase reported in last five years. Increases recorded in Q1 FY18 compared to Q1 FY17 show us on track for achieving year-end goals.
  • National Science Foundation report on national rankings in research expenditures not yet available.

  • UT increased external research funding by 20% compared to the same period last year, with $46.7 million in research funding awarded to UT in FY18, compared to $38.6 million in FY17.
UT's ranking in research and development expenditures among Ohio public research universities 6th 3rd R&SP, GR, COGS
  • National Science Foundation report on research expenditures not yet released. However, sponsored awards for FY17 increased by small amount, with first increase reported in last five years. Increases recorded in Q1 FY18 compared to Q1 FY17 show us on track for achieving year-end goals.
  • National Science Foundation report on Ohio’s ranking in research expenditures not yet available.
Number of faculty publications in high-impact and high-profile journals, with program faculty identifying those journals relating to their disciplines Baseline will be determined when faculty activity reporting software becomes operational in AY 2017-18 Goal to be determined after establishment of baseline Provost, All Colleges, R&SP, IR
  • Dean of libraries, working with library faculty and staff, have identified high-profile journals for each of the colleges, to be reviewed by department chairs and deans of each college.

  • Faculty activity reporting software (Faculty 180) was launched in fall 2017 and will be expanded for all candidates for tenure and/or promotion and all pre-tenure faculty beginning in fall 2018.
  • UT increased the number of faculty publications in high-impact and high-profile journals by 12.4% (from 2,920 fromin 2014-2016 to 3,283 fromin 2015-2017).

  • Citations for faculty publications increased by 31.4% (from 9,487 fromin 2014-2016 to 12,474 fromin 2015-2017).

  • UT ranks third in Ohio from 2015-2017 in relation to impact factor (H-Index) of faculty publications, with an increase of 29% from an H-Index of 31 from 2014-2016 to an H-Index of 40 from 2015-2017.
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 Goal to be determined after establishment of baseline Provost, All Colleges, R&SP, IR
  • Faculty will be invited in spring 2018 to enter information on Faculty 180 to determine number of faculty who are fellows and leaders in national organizations, grant-review panels or study groups. Other survey methods to secure this information are being reviewed by the provost and the Council of Deans.
  • During the current academic year (2017-18), three UT faculty members were selected as fellows of the American Association for the Advancement of Science.
Number of faculty and staff participating in local research and community engagement activities Baseline will be determined when faculty activity reporting software becomes operational in AY 2017-2018 Goal to be determined after establishment of baseline Provost, All Colleges, R&SP, SA, CE
  • The University has created a new Office of Workforce Development and established a Task Force on Workforce Development and an Advisory Board. A survey of workforce development initiatives currently underway, or planned, at UT will be administered in November 2017 to all faculty and administrators on both campuses to assist with assessment and planning.
  • The University established the new position of director of strategic initiatives in the fall of 2017 to track and promote university-community engagement, and efforts are ongoing to collect and communicate this information as a resource to campus and community constituents.

  • The University established an Office of Workforce Development to collaborate with business and industry to contribute to workforce and economic development in the region. An Advisory Task Force on Workforce Development also was established and a survey was distributed to all UT faculty and staff to identify current and planned workforce activities. Survey respondents reported approximately 29 workforce development activities currently underway at UT, including partnerships with the East Toledo Family Center, Lucas County Jobs and Family Services, Toledo Museum of Art, The Toledo Repertoire Theatre, Toledo Public Schools, Jeep, Dana Corporation, First Solar and many other for-profit and nonprofit organizations in the region.

  • The Office of Research and Sponsored Programs is working with the Office of Government Relations to survey faculty involvement in community projects.

  • A new leadership appointment was made for the Jack Ford Urban Affairs Center with the goal of increasing the University’s profile in relation to engagement with the community and region.
Goal 3: Reinvent and reinvest in research processes to improve productivity.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Carnegie Classification for UT's research activity and graduate programs R2 Doctoral Research University and Research Doctoral: Comprehensive Programs with Medical/Veterinary School R2 Doctoral Research University and Research Doctoral: Comprehensive Programs with Medical/Veterinary School President, Provost, R&SP, GR, COGS, IR
  • Office of Research and Sponsored Programs team working on RFP for a complete and robust research systems suite of tools to enhance the productivity of faculty researchers.
  • The Office of Research and Sponsored Programs is working with the University’s Division of Technology to evaluate RFPs/proposals for the implementation of a new comprehensive electronic research administration system to enhance the productivity of faculty researchers (pre-award and post-award technology).

  • The Office of Research and Sponsored Programs hired new staff to support the Institutional Animal Care and Use Committee and the Institutional Review Board.

  • Planning is underway to hire new staff to support post-award function and compliance (including external control).
Investment in research support infrastructure Baseline will be determined after completion of assessment in summer 2017 Investment in research support infrastructure will be at the level of aspirational peers R&SP, Comp, IT, F&A
  • The Department of Internal Audit and Compliance is conducting a research support infrastructure assessment. Its report will be completed by December 2017. The report will then be reviewed by Office of Research and Sponsored Programs, Information Technology and Grants Accounting department. The information necessary to determine the baseline will be available in spring 2018.
  • The Department of Internal Audit and Compliance completed an assessment of the University’s research support infrastructure that is currently being reviewed by the Office of Research and Sponsored Programs.

III. Faculty, Staff and Alumni

Goal 1: Foster a culture of excellence by supporting retention, career progression and high job satisfaction for staff.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
RetentionThe rate of staff who remain calculated against the numbers who depart. rate of non-faculty staff 79.25% 83% HR&TD
  • For 2017, the year-to-date retention rate of non-faculty staff is 86.8% (partial year calculation from Jan. 1-Oct. 31, 2017).
  • The retention rate of non-faculty staff for the first quarter of 2018 is on track to meet the target goal for staff retention.
Goal 2: Foster a culture of excellence by supporting retention, promotion and high job satisfaction for faculty.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Percent of full professors in the pool of full-time faculty 25.4% 33% Provost, All Colleges
  • Developed and implemented Associate to Full Professor (ATF) program to guide and mentor faculty, with 16 faculty participating in inaugural group in fall 2017 with leadership from the Office of the Provost.

  • Draft of university-level tenure and promotion guidelines has been developed in fall of 2017 and is under review by the Faculty Senate
  • Sixteen (16) faculty participated in the inaugural 2017-18 Associate-to-Professor (ATP) program, developed to guide and mentor faculty to full professor, with leadership from the Office of the Provost. The second cohort of faculty will be recruited for 2018-19.

  • Twenty-six (26) faculty were promoted to full professor for fall 2018 - compared to an average of 16 faculty who were promoted to full professor per year during the last three years.

  • University-level tenure and promotion guidelines were developed during the 2017-18 academic year and vetted by deans, department chairs and faculty, then endorsed by the Faculty Senate in April 2018. College and departmental tenure and promotion elaborations will be aligned with the University-level guidelines.
Rate of tenure-track assistant professors achieving tenure and promotion in seven years 78.6% 82% Provost, All Colleges
  • Draft of university-level tenure and promotion guidelines has been developed in fall 2017.
  • Thirteen (13) assistant professors were approved for tenure and promotion to associate professor for fall 2018.

  • Two (2) associate professors were approved for tenure in the College of Law for fall 2018.

  • Two (2) faculty were promoted to associate professor in the College of Medicine and Life Sciences for fall 2018.

  • A faculty mentoring program has been developed and will be implemented in the fall of 2018 for all new, tenure-track faculty.

  • University-level tenure and promotion guidelines were developed during the 2017-18 academic year and vetted by deans, department chairs and faculty, then endorsed by the Faculty Senate in April of 2018. College and departmental tenure and promotion elaborations will be aligned with the University-level guidelines.
Average time spent as associate professor before progressing to full professor rank. 7.1 years 6.8 years Provost, All Colleges
  • The newly established Associate to Full Professor (ATF) program was launched in fall 2017 to provide mentoring and guidance to faculty interested and ready for progression to rank of full professor.
  • Developed and implemented Associate to Full Professor (ATP) program to guide and mentor faculty, with 16 faculty participating in inaugural group in fall 2017 with leadership from the Office of the Provost.

  • A faculty mentoring program has been developed and will be implemented in the fall of 2018 for all new, tenure-track faculty.

  • University-level tenure and promotion guidelines were developed during the 2017-18 academic year and vetted by deans, department chairs and faculty, then endorsed by the Faculty Senate in April of 2018. College and departmental tenure and promotion elaborations will be aligned with the University-level guidelines.
Goal 3: Increase diversity among all employees.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Academic and administrative units having approved diversity hiring plans 0% 100% HR&TD, ODI
  • All academic units now have an inclusion officer.

  • Three administrative units (libraries, athletics, student affairs) have created diversity committees and inclusion officers.

  • The next phase includes developing diversity hiring plans.

  • The Human Resources (HR) department and Office of Diversity and Inclusion (ODI) are conducting an inventory of the number of administrative units with diversity hiring plans and the number of academic units with diversity plans that include diversity hiring plans.

  • Once the baseline set of diversity hiring plans is established, HR and ODI will work together to establish a diversity hiring plan approval process, along with an implementation strategy.
  • The Human Resources department and the Office of Diversity and Inclusion have completed an inventory of the number of academic and administrative units that have a diversity hiring plan and/or inclusion officers.

  • All academic units and three administrative units (Libraries, Athletics and Student Affairs) have created diversity committees and appointed inclusion officers.

  • The next phase includes developing diversity hiring plans in academic and administrative units.

  • A draft of a diversity hiring plan has been developed for the Division of Academic Affairs and is under review by the Office of the Provost.

  • A template for diversity hiring plans for academic units is being developed by the Office of Diversity and Inclusion in collaboration with the Office of the Provost.

  • A new director of affirmative action and equal opportunity/compliance for the University has been hired with a start date of April 30, 2018.
Percentage of employees participating in annual diversity training 0% 100% HR&TD, ODI
  • UT employees participate in diversity training programs through face-to-face sessions provided by the Office of Diversity and Inclusion, as well as online training and new employee orientation.

  • The Human Resources (HR) department and the Office of Diversity and Inclusion (ODI) are moving the online training platform from the Safety Test Bank to LawRoom for the online diversity training courses.

  • From September 2017 to November 2017, 125 current faculty and staff have received diversity training.

  • HR and ODI are in the process of defining and updating policy in this area, determining which employee groups are required to complete annual diversity training (which may differ at UTMC), and identifying a process that will correctly capture which employees have completed training.

  • A face-to-face (as opposed to online) diversity training workshop was created and launched in fall 2017. In June 2017, 30 faculty and staff participated in a 15-hour “Train the Trainer” course, and now conduct training sessions on a volunteer basis for faculty, staff and students.

  • The ODI conducted 12 new employee orientations between May and September 2017, with 550 new employees receiving diversity training.

  • Two new university committees have been created, including the University Council on Diversity and Inclusion and the Council of Inclusion Officers; they serve in an advisory capacity to the vice president for diversity and inclusion.

  • “Dialogues on Diversity” sessions launched in fall 2017.

  • Diversity calendar created online for university-wide community.

  • Second diversity survey launched in spring 2017.
  • UT employees participate in diversity training programs through face-to-face sessions provided by the Office of Diversity and Inclusion, online training and new employee orientation.

  • The Human Resources department and the Office of Diversity and Inclusion are moving the online training platform from the Safety Test Bank to Law Room for the online diversity training courses.

  • From December 2017 to May 2018, 160 faculty and staff received diversity training.

  • The Human Resources department and the Office of Diversity and Inclusion continue to update the University’s diversity policies, determine which employees are required to complete annual diversity training and develop a process to identify when employees have completed their training.

  • A face-to-face (as opposed to online) diversity training workshop was created and launched in fall 2017. In spring 2018, 30 faculty and staff participated in a 15-hour “Train the Trainer” course and now conduct training sessions on a volunteer basis for faculty, staff and students.

  • The Office of Diversity and Inclusion conducted 17 new employee orientations between August 2017 and September 2017, with 650 employees receiving diversity training.

  • Two new university committees have been created, including the University Council on Diversity and Inclusion and the Council of Inclusion Officers; they serve in an advisory capacity to the vice president for diversity and inclusion.

  • “Dialogues on Diversity” sessions were launched in the fall of 2017.

  • A Diversity Calendar was created online for the University-wide community.
Goal 4: Strengthen employee work-life balance, sense of community and pride in work.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Overall work satisfaction average from a nationally normed campus assessment instrument Baseline will be determined when survey is initiated in 2018 Goal to be determined after establishment of baseline President, Provost, HR&TD
  • A review of campus assessment instruments is under way with the goal of conducting a campus survey in spring 2018.

  • The Campus Climate Survey also is scheduled to be administered in spring 2018.

  • A new staff leadership development program was launched in fall 2017, with approximately 22 staff members participating in the inaugural class, beginning in October 2017.
  • In spring 2018, UT employees participated in The Chronicle of Higher Education’s “Great Colleges to Work For” 2018 survey, which closed in April. Baseline and target metrics will be determined when the survey results are released.
Goal 5: Engage alumni, friends and stakeholders meaningfully in the life of the University.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Number of alumni and friends involved annually in academic programs and co-curricular activities Baseline will be determined when database of alumni, friends' and stakeholders' involvement in UT becomes operational in AY 2017-18 Goal to be determined after establishment of baseline Provost, All Colleges, Alum
  • The Office of the Provost has established a working group of provost’s office staff and deans to identify opportunities for alumni, friends and stakeholders of the colleges to engage in academic programs or other activities of the University.

  • Recommendations will be submitted to the provost in February 2018.
  • The Office of the Provost is working with the Council of Deans to review current levels of college and department engagement with alumni and friends of the University and to identify opportunities for alumni, friends and stakeholders of the University to engage meaningfully in academic programs or other activities of the University, including student mentoring and internship development.

IV. Fiscal Positioning and Infrastructure

Goal 1: Build a strong financial foundation.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Capital funding increase in the annual operating budget 0% 2% annually F&A
  • For the combined UT and UTMC budgets, the percentage increase from FY17 to FY18 in capital funding from the annual operating budget is 37% ($5,500,000 to $7,059,507).
  • For the combined UT and UTMC budgets, the percentage increase from FY17 to FY18 in capital funding from the annual operating budget is 37% ($5,500,000 to $7,059,507).

  • The FY19 operating budget will include a 2% increase in capital funding.
Net income margin and investment capital of UTMC 0% 5% of net patient revenue UTMC, F&A
  • Expanding service lines, while continuing to focus on key service areas.
  • UTMC will expand service lines, while continuing to focus on key service areas.

  • UTMC is committed to expanding its behavioral health services, most recently through the opening of an inpatient detox unit; and will continue to evaluate key service lines – including primary care, orthopaedics, heart and vascular, oncology, stroke, and trauma.
Colleges meeting their agreed-upon contribution goals 0% 100% Provost, All Colleges, DEM, F&A
  • The Office of Finance and Administration is providing support for this outcome by developing agreed-upon metrics and updating the deans’ dashboards. The FY17 contribution margins were recently completed and are available for review on the deans’ dashboards
  • The Office of Finance and Administration continues to provide support for this outcome by providing data, developing agreed-upon metrics and updating the deans’ dashboards.

  • College deans are able to access contribution margin data from FY13 through FY17 and are reviewing and analyzing the data to determine their agreed upon contribution goals.
Key leverage ratios, as measured by annual Moody's ratiosMeasurements of financial aspects of a university. Aa in both key leverage ratios A in both key leverage ratios F&A
  • For FY17, the key leverage ratios would yield an Aa rating.

  • For FY18, the financial leverage ratio is Aa and the debt affordability ratio is A, both in line with the 2022 target.

  • Moody’s and S&P have reaffirmed UT’s credit rating.
Goal 2: Ensure adaptability, sustainability and fiscal health for academic programs.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
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 Baseline will be established in AY 2017-18 80% of programs meet their established goals Provost, All Colleges, F&A, IR
  • The Office of the Provost has established a Committee on Institutional Planning and Effectiveness (CIEP) to collect, analyze, monitor and track data in order to make data-driven decisions and align resource allocation with institutional priorities.
  • Colleges and academic departments were provided with baseline data to include in their annual reporting process, beginning in the spring of 2018.

  • Colleges are currently working with the Office of the Provost to assess the baseline data and determine their goals in alignment with the University’s strategic plan.
Goal 3: Increase revenue and operating efficiencies.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Total UT enrollment 20,648 22,000 Provost, All Colleges, DEM, F&A
  • Overall enrollment for fall 2017 was down 0.3%, primarily because new student enrollment was lower than expected at the graduate and undergraduate levels.

  • The interim vice president for enrollment management is in the process of analyzing the factors that contributed to a lower-than-expected yield among admitted undergraduate students.

  • Plans to increase enrollment going forward include implementation of the strategic enrollment plan and an increase in personalization and customization of recruitment of Direct from High School (DHS) students; enhanced messaging to school counselors and parents; enhanced marketing to targeted geographic areas; timely notification of graduate funding offers; and timely and effective financial aid awards.

  • Initiatives underway to enhance and expand existing and new transfer pathways, including TAGS, 2+2 programs and Rocket Express with Owens Community College, as well as other regional community colleges.

  • The interim president of Owens Community College met with advisers, success coaches and academic leaders in fall 2017 to discuss ways to enhance the Rocket Express partnership with UT.

  • UT leadership met with the leadership of Lorain County Community College in fall 2017 to discuss possible future partnerships.

  • Winter Intersession courses will be piloted this academic year to provide students with additional opportunities to progress toward their degrees, as well as increase UT enrollment.

  • Summer courses will be expanded in summer 2018 to increase UT enrollment and to provide students with additional opportunities to progress toward their degrees.
  • Overall enrollment for fall 2017 was down 0.3%, primarily because new student enrollment was lower than expected at the undergraduate and graduate levels.

  • The interim vice president for enrollment management is in the process of analyzing the factors that contributed to a lower-than-expected yield among admitted undergraduate students.

  • Stronger student retention increases for the spring semester of 2018 increased spring enrollment; with an improved undergraduate fall-to-spring semester retention rate of 90.6% for the 2017-18 academic year compared to 89.3% for 2016-17 and 89.1% for the 2015-16 academic year.

  • Plans to increase enrollment going forward include implementation of the strategic enrollment plan and an increase in personalization and customization of recruitment from Direct from High School (DHS) students; enhanced messaging to school counselors and parents; enhanced marketing to targeted geographic areas; timely notification of graduate funding offers; and timely and effective financial aid awards.

  • New email campaigns have been rolled out for all undergraduate student populations.

  • Enhancements have been made to the campus visit program and initial feedback from the first round of campus visits by students and their families has been positive.

  • Fall 2018 confirmations for Direct from High School (DHS) admitted students are up compared to last year.

  • International students admitted for fall 2018 are up 25% over the same time last year.

  • Piloted the offering of winter intersession courses offered in 2017-18 and reviewing results to improve and increase the number of courses offered next year.

  • Summer session courses to be expanded to increase student enrollment in the summer of 2018.

  • College Credit Plus enrollment has increased for summer 2018 courses.

  • Initiatives are underway to enhance and expand existing and new transfer pathways, including implementation of the state of Ohio’s Transfer Assurance Guides (TAGs), 2+2 programs, UT’s Rocket Express partnership with Owens Community College, as well as collaborations with other community colleges in the region.
Annual net revenue increase $753.7 million 2% annually F&A
  • Between FY17 and FY19, adjusting the Direct from High School Merit Scholarship matrix for the incoming class has provided movement toward a targeted annual reduction of total discounts by 2 percent.

  • Net revenue is expected to increase by 4% between FY17 and FY18 ($700.9 million vs. $728.1 million). (Note: FY17 net revenue excludes $40 million from the Affiliation Agreement.)
  • Data will be available at close of fiscal year 2018.

  • Between FY17 and FY19, adjusting the Direct from High School Merit Scholarship matrix for the incoming class has provided movement toward a targeted annual reduction of total discounts by 2 percent.
Percentage share of the State Share of Instruction (SSI) funding pool 7.3% Range within 0.5% of market share Provost, All Colleges, DEM, F&A
  • For FY18, UT’s percentage share of SSI is estimated to be 7.2%.
  • For FY18, UT’s percentage share of SSI is estimated to be 7.2 percent.

  • Preliminary estimates indicate that UT’s FY19 SSI share is on track to be within .5 percent of FY16 market share.
Revenue from commercialization of research and technology transfer FY 2011-14: invention disclosure: 10.0; licenses: 2.2; license income: $128,629; reimbursement rate: 56%; startups formed: 0.40 UT Technology Transfer will continue to be one of the top performers in Ohio in the areas of invention disclosure, licenses, license income, reimbursement rate and startups formed per $10 million in research expenditures annually F&A, R&SP, All Colleges
  • Total income from technology transfer for FY17 is $5.8 million. Reports on performance of other Ohio universities is not yet available.
  • Total revenue from commercialization of research and technology transfer in FY17 is $5.8 million.

  • Data for FY18 will be available at end of fiscal year.

  • Report on performance of other Ohio universities is not yet available.
Revenue generated or cost reduction/avoidance from technology services and products $1 million 20% growth annually IT, F&A
  • Going forward, the University is moving key applications to the cloud to reduce the cash costs of server replacements. Key applications consist of Banner modules, Microsoft Office and Athena EMR.

  • The project with Athena Health to develop and implement its new, cloud-based EMR is well under way, and the system will implement during FY19.
  • Continue to move University technology/key applications to cloud to reduce cash costs of server replacements. Key applications consist of Banner modules, Microsoft Office and Athena EMR (electronic medical records).

  • Microsoft Office 365 was recently moved to cloud.

  • Negotiated substantial cost reduction for McKesson electronic medical record (EMR) support.

  • Completed new agreement with Ellucian among Ohio’s public universities for Banner version 9 renewal that includes a cost reduction.

  • The project with Athena Health to develop and implement its new, cloud-based electronic medical records (EMR) is well underway, and the system will be implemented during FY19.
Cost savings from operating efficiencies Baseline will be determined after completion of assessment in AY 2017-2018 Goal to be determined after establishment of baseline F&A
  • Dashboard reports that focus on trends in employee FTEs and departments’ expenses are in development.
  • Administrative dashboard reports that focus on trends in employee FTEs and departments’ expenses are in development.
Goal 4: Improve UT’s infrastructure.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Completion of projects and initiatives proposed for the first five years of the Multiple-campus Master Plan 0% 100% F&C
  • The Office of Finance and Administration estimates that 10% of projects and initiatives proposed for the first five years of the Multiple-campus Master Plan have been completed.

  • Work completed includes: relocation of Purchasing Group from Scott Park to Health Science Campus (completed), relocation of Treasury Accounting from Scott Park to Rocket Hall (completed), and relocation of Accounts Payable/General Accounting/Payroll offices from Scott Park to main campus (to be completed by December 2017); renovation of research labs within the Block Health Sciences building on the Health Science Campus (to be completed by December 2017); light renovations and deferred maintenance in Carter Hall (completed summer 2017); renovations underway in Parks Tower (to be completed by August 2018); updating of North Engineering steam and chilled water plants( completed October 2017).

  • The Office of Finance and Administration will submit the university’s 6-year capital plan to the state’s Office of Budget and Management by mid-November 2017 for review and to prepare for the university’s two-year capital plan for the upcoming biennium FY 19/20.
  • The Office of Finance and Administration estimates that 15% of projects and initiatives proposed for the first five years of the Multi-Campus Master Plan have been completed, including the $6 million renovation of Carlson Library.

  • Work completed includes: relocation of Purchasing Services from the Scott Park Campus to the Health Science Campus; relocation of the Department of Accounting from Scott Park to Rocket Hall; relocation of Accounts Payable/General Accounting/Payroll offices from Scott Park to Main Campus; renovation of research labs within the Block Health Sciences Building on Health Science Campus; light renovation and deferred maintenance in Carter Hall; renovation in Parks Tower (to be completed by August 2018); and updating of North Engineering’s steam and chilled water plants.

  • The Office of Finance and Administration submitted the University’s six-year capital plan to the state’s Office of Budget and Management in the fall of 2017 for review and prepare for the University’s two-year capital plan for the upcoming biennium in FY19-20.
State funds invested annually into deferred maintenance projects $4.125 million 30% from state funds annually F&A, F&C, GR
  • For FY17 and FY18, UT received $21.6 million in state appropriations.

  • Approximately 50% has been, or will be, invested into deferred maintenance projects.
  • For FY17 and FY18, UT received $21.6 million in state appropriations; approximately 50 percent has been, or will be, invested into deferred maintenance projects.

  • On March 30, 2018, Governor John R. Kasich signed House Bill 529, which provides funding for capital projects. UT is set to receive requested funds for FY19-20 in the amount of $21.073 million.
Completion of a UT technology strategic plan 0% 100% IT
  • The first documents defining the UT Technology Plan have been completed and will be reviewed with leadership and governance groups in spring 2018.
  • The first documents defining the UT Technology Plan have been completed and are under review.

V. Reputation and Engagement

Goal 1: Improve and strengthen our national and international reputation, and improve ties at the local and regional levels.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
UT's ranking in U.S. News & World Report among public, national universities 133 100 President, Provost, All Colleges, R&SP, MarCom, GR
  • A university-wide task force has been established, with representation from the Office of the President, the Office of the Provost, and the Office of Marketing and Communications.

  • The task force has reviewed the formula and variables used for the rankings and assigned areas of responsibility to task force members, based on areas of the formula. Units are developing action plans for their areas of responsibility.
  • A University-wide task force has been established with representation from the Office of the President, Office of the Provost and Office of Marketing and Communications and continues to identify and evaluate the variables and issues that impact recognition at the national level for UT’s academic programs.

  • The University-wide task force has developed a comprehensive plan addressing all aspects of the rankings formula, with action items identified across all variables to elevate the University’s ranking into the top 100 among public, national universities.
Number of nationally ranked academic programs and departments 5 10 President, Provost, All Colleges, R&SP, MarCom
  • The university-wide task force is in the process of identifying currently ranked programs, as well as programs that have strong potential to be ranked.
  • The Office of the Provost has compiled a list of all ranked programs and programs that have the potential to be ranked among U.S. News & World Report listed programs.

  • Each college with ranked programs or programs with the potential to be ranked has developed a plan to elevate their rankings according to the formulae established for each field.
Individual program ranking in U.S. News & World Report Medicine 88, Law 144, Doctor of Pharmacy 60, Doctor of Occupational Therapy 37, Graduate Education online 109 Goals to be set by individual colleges President, Provost, All Colleges, R&SP, MarCom
  • See above, a university-wide task force is in the process of identifying currently ranked programs, as well as programs that have strong potential to be ranked.

  • The College of Medicine and Life Sciences is focusing on increasing research funding and expanding primary care to elevate its rankings.
  • UT’s online programs moved up 17 spots in the rankings of “Best Online Programs: Bachelor’s” for 2018 in U.S. News & World Report; with a ranking of 125 out of 357 this year, compared to last year’s ranking of 142.

  • The online graduate education program in the Judith Herb College of Education moved up 2 spots in the rankings from 109 last year to 107 this year in U.S. News & World Report’s “Best Online Graduate Education Programs” for 2018.

  • UT’s Master’s program in Nursing moved up 20 spots and is now ranked at 183 this year in U.S. News & World Report’s “Best Nursing Schools: Master’s.”

  • UT’s Doctor of Nursing Practice program was ranked for the first time in U.S. News & World Report’s “Best Nursing Schools: Doctor of Nursing Practice” for 2018.
Average ACT score of incoming cohort of full-time undergraduate students 22.8 23.5 Provost, DEM, UA
  • The average ACT composite score for the fall 2017 freshman class is 22.9, increased from 22.8 for fall 2016. We successfully enrolled more high-achieving new students which will contribute to improved retention.
  • The average ACT composite score for the fall 2017 freshman class is 22.9, increased from 22.8 for fall 2016. We successfully enrolled more high-achieving new students which will contribute to improved retention.

  • The average ACT composite score of admitted and confirmed direct-from-high school (DHS) students for fall 2018 is higher than it was at the same time last year.
UT's designation as a Carnegie Community Engaged Institution Designation in place Maintain designation through renewal process President, Provost, All Colleges, CE, GR
  • The University launched a new community engagement initiative in fall 2017 with the goal of collecting information, promoting and communicating university-community partnerships currently under way at UT, with a website to serve as a resource for campus constituents and community constituents. The university also established a new position of Director of Strategic Initiatives to promote university-community engagement.
  • The University established the new position of director of strategic initiatives in the fall of 2017 to track and promote university-community engagement; efforts are ongoing to collect and communicate this information as a resource to campus and community constituents.

  • The Division of Student Affairs met with the director of strategic initiatives to develop strategies to streamline, promote and document civic engagement initiatives for UT students.

  • UT students completed nearly 40,000 hours of service to the community during the 2017-18 academic year. This is a 59 percent increase from the previous year.

  • The Division of Student Affairs purchased a new software package that aids in data collection on student engagement with the community, and data collection for spring 2018 initiatives are currently in progress.

  • The Office of Government Relations is working with the Office of Research and Sponsored Programs on the mid-term review for The University of Toledo’s designation as a member of the Association of Public and Land-Grant Universities’ (APLU) “Innovation and Economic Prosperity (IEP) Universities Designation” program that is part of the APLU’s Commission on Innovation, Competitiveness and Economic Prosperity. The University of Toledo received this APLU designation in 2013, and work on this review will lay the groundwork for the renewal of UT’s designation as a Carnegie Community Engaged University in 2025. (Note that the APLU’s designation as an “Innovation and Economic Prosperity University” recognizes universities for their commitment to regional economic development through their work in economic engagement.)

  • The University established an Office of Workforce Development to collaborate with business and industry to contribute to workforce and economic development in the region. An Advisory Task Force on Workforce Development also was established and a survey was distributed to all UT faculty and staff to identify current and planned workforce activities. Survey respondents reported approximately 29 workforce development activities currently underway at UT, including partnerships with the East Toledo Family Center, Lucas County Jobs and Family Services, Toledo Museum of Art, The Toledo Repertoire Theatre, Toledo Public Schools, Jeep, Dana Corporation, First Solar and many other for-profit and nonprofit organizations in the region.

  • The UT Office of Workforce Development also is engaged with the workforce development initiative at the Ohio Department of Higher Education.

  • The University continues to develop partnerships with the community and region, and this year entered into a collaboration with the Toledo Area Regional Transit Authority (TARTA) to better connect UT’s students, faculty and staff to the community with free access to all TARTA bus routes. In addition, TARTA will manage UT’s bus services that connect the campus with the city.

  • The Office of the President is providing leadership for the Northwest Ohio Regional Higher Education Compact group that was established in January 2018 and includes two-year and four-year colleges and universities from the region to build on existing collaborations and partnerships to increase student access, retention and graduation rates, and to increase efficiencies among our institutions.
Percentage of students who feel safe on UT campuses as measured by the Campus Climate SurveyDeveloped by UT and first used in 2010. 83% Increase by 2% annually Provost, All Colleges, SA, Counsel, CP
  • The Division of Student Affairs, The University of Toledo Police Department (UTPD) and the Transportation department met in September 2017 to discuss campus safety, and the decision was made to increase Night Watch program services.

  • UTPD is working to identify additional survey instruments to measure students’ perceptions of campus safety. Once additional instruments are identified and approved, they will be benchmarked and a target outcome determined.

  • UTPD releases daily messages and videos that promote safety efforts on campus.

  • In fall 2017, UTPD launched a digital media campaign on all UTPD social media platforms; including Twitter, Facebook and Instagram.

  • UTPD sponsored a “Meet the Office of Public Safety” event in fall 2017 and has planned eight “pizza with the police” events during the 2017-18 academic year.
  • The University’s Campus Climate Survey was administered in April 2018 and the results are currently under review.

  • The Division of Student Affairs, The University of Toledo Police Department (UTPD) and Transit Services met in September 2017 to discuss campus safety, and the decision was made to increase Night Watch program services.

  • UTPD is working to identify additional survey instruments to measure students’ perceptions of campus safety. Once additional instruments are identified and approved, they will be benchmarked and a target outcome determined.

  • UTPD releases daily messages and videos that promote safety efforts on campus.

  • In the fall of 2017, UTPD launched a digital media campaign on all UTPD social media platforms, including Twitter, Facebook and Instagram.

  • UTPD sponsored a “Meet the Office of Public Safety” event in fall 2017 and conducted eight “pizza with the police” events during the 2017-18 academic year.

  • In February 2018, as part of a community policing grant, UTPD conducted a campus community survey (and beyond through social media) to gauge the University’s community policing efforts and solicit feedback. The survey remains open indefinitely; however, assessment of survey results is scheduled to begin in May 2018.
Goal 2: Design a unified branding and marketing process for national and international visibility and reputation-building.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Completion of UT branding process and development of consistent messaging 0% 100% VPA, MarCom
  • The Division of Advancement initiated an RFP for a brand study, with responses due by mid-November. An agency will be selected by January, with the project to be completed by July 2018.
  • The Division of University Advancement has completed the first phase of the brand study, which will be completed by June 2018. The second phase of the brand study will be completed by July.

  • A brand study survey was distributed to all faculty, staff and administrators in the spring of 2018 and targeted interviews were held with faculty, staff and administrators.
Total favorable mentions in highly valued, national media outlets Baseline to be created in 2017 Increase by 5% annually Provost, All Colleges, MarCom
  • The baseline for media mentions is currently being established.
  • The baseline for media mentions is in the process of being created. The baseline will be established at the end of the 2018 fiscal year.
Exposure on national television for UT academic programs and research, and UT Athletics events Baseline to be created in 2017 Increase by 5% annually Provost, All Colleges, Ath, MarCom
  • The Department of Intercollegiate Athletics has five national television broadcasts in football, with each broadcast including 30-second institutional commercials.

  • Additional exposure for UT athletics includes: ESPN3 live streaming of fall sports with each including 30-second institutional commercials, as well as seven football games, 15 volleyball matches, eight women’s soccer games and two women’s swimming meets.

  • Social media exposure for UT athletic events includes Facebook (Toledo Rockets), with 31,051 followers and 32,803 “likes” during a typical week; Twitter, with 13,745 followers and total “tweets” of 20,530 during the last year; and Instagram, with 8,276 followers and 1,884 total posts.

  • Each athletic program also maintains a Twitter page and Facebook presence.
  • Five football players were nominated for national awards.

  • Football Head Coach Jason Candle and quarterback Logan Woodside were featured in numerous national media articles.

  • The Blade and/or BCSN had feature stories on every UT sport; and most sports had multiple stories.

  • Every home game of women’s soccer, volleyball, basketball and softball; as well as men’s basketball and baseball, were streamed live. Numerous events pertaining to women’s swimming, men’s tennis and women’s tennis were streamed, as well.

  • The Department of Intercollegiate Athletics continues to enhance multiple social media platforms; including Twitter, Instagram, Facebook and Snapchat, for coverage of all sports.

  • All home football and basketball games had multi-platform social media coverage.

  • Home and away events for all sports had social media coverage on at least one platform, usually Twitter.

  • Multiple stories were posted on the Department of Intercollegiate Athletics’ website each day, often with as many as eight stories in one day.

  • Almost every home event and some away events were featured in video content on the Department of Intercollegiate Athletics’ website.

  • All football games, some basketball games and some Olympic sports events were featured in post-game photo albums on the Department of Intercollegiate Athletics’ website.

  • The alumni section of the Department of Intercollegiate Athletics’ website is in progress.
Goal 3: Grow the UT health-care system to better serve northwest Ohio.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Center for Medicare and Medicaid Services (CMS) composite quality score A national hospital measure used to identify and reward hospitals for quality care. National mean is reported as 0 One standard deviation above the national mean UTMC
  • Specific action plans have been developed for each element.
  • The University of Toledo Medical Center (UTMC) is committed to increasing its Hospital Compare Overall Quality Star Rating to demonstrate overall hospital quality and high-quality patient care, and is in the process of developing measurable initiatives to achieve this goal.
Rating on question "How would you rate your hospital?" in the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS)A national, standardized survey of patients' perspectives on hospital care. 69% 83% UTMC
  • Baseline and target metrics have been established: Baseline 2016: 21st percentile; Target 2022: 35th percentile.

  • Training initiatives are being implemented during the next two years.
  • UTMC has created a standardized, evidence-based patient experience model for the inpatient units that provides professional training and development for nurses and physicians.

  • UTMC developed and implemented the iCARE Evidence-based Health-care Leadership Academy to support UT health-care leaders’ professional development to enhance patient satisfaction outcomes.

  • UTMC redesigned and streamlined its customer service, complaint and grievance collection processes to include telephone, email, web, social media and other modalities.
Number of new patients 35,049 Increase by 20% UTMC, UTP
  • Increasing investment in existing service lines, such as orthopedic and family practice, by expanding resident positions and adding faculty, as well as exploring additional opportunities in behavioral health, bariatric surgery and inpatient, long-term care.
  • UTMC is investing in service lines in psychiatry, orthopaedics and family practice by expanding services and resident positions, and adding faculty.

  • In addition, UTMC is exploring additional opportunities in bariatric surgery and inpatient long-term care.

  • UTMC is reviewing and evaluating the possibility of developing and/or purchasing urgent care sites as an ambulatory initiative.

  • UTMC is actively growing detox services and recruiting necessary providers.

  • UTMC also is focusing on increasing the number of Medicaid patients due to new funding opportunities.

  • During the next three-to-five years, UTMC will expand its UTP physician practice to meet the needs of the region.
Goal 4: Increase philanthropy in support of the University’s strategic goals.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
Undergraduate alumni annual giving participation rate 5.25% 8% with annual growth of 0.25% VPA, UTF, Alum, Dev
  • Alumni giving is ongoing, and is currently 2.25% through the end of October for FY18.
  • The alumni participation rate was 4.68 percent through the end of April for the 2018 fiscal year.
Total fundraising to the University as measured by total gift amountAmount of new gifts, pledges, gifts-in-kind and face value of deferred gifts. FY 2016 three-year moving average $18.3 million Increase by 5% annually over a three-year rolling average VPA, UTF, Alum, Dev
  • Total fundraising is ongoing.
  • New fundraising revenue for UT is expected to more than double, reaching $48.3 million for FY18, compared to $22.1 million for FY17
Support provided from the UT Foundation to the University FY 2016 five-year moving average $14.75 million Increase by 5% annually over the five-year moving average VPA, UTF, Dev
  • Ongoing.
  • Support provided to the University from the UT Foundation in FY17 increased 13.9% over the baseline five-year average total support provided to UT. (Note that the five-year average as of 2016 was $14.74 million; and in FY17 the UT Foundation provided $16.8 million in support to the University.)
Planning and initiation of a comprehensive capital campaign 0% 100% President, Provost, VPA, UTF, Alum, Dev, MarCom
  • The Division of Advancement is conducting a feasibility study for the comprehensive campaign; it will be completed by April 2018.
  • The feasibility study for the comprehensive campaign was completed in May 2018.

  • Case statements for support are being developed by the colleges and units in anticipation of the initiation of the silent phase of the campaign, which will begin in the fall of 2018.
Goal 5: Increase promotion of the “Rocket” brand institutionally, locally, regionally and nationally via marketing and promotional efforts.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017 PROGRESS MAY 2018
GPA ranking for student-athletes among all Mid-American Conference (MAC) institutions Ranked No. 1 among MAC institutions with 3.202 GPA Maintain No. 1 ranking among MAC institutions Provost, All Colleges, Ath
  • Student-Athlete Academic Services is providing 98 tutoring appointments per week and has established partnerships with the Learning Enhancement Center for MATH, EES and PHYS courses.

  • All student-athletes are tracked on STARFISH to monitor their academic progress.

  • More than 230 faculty and staff have opted-in to Blackboard Observer for SAAS advisers to use as a tool to track and monitor student-athletes’ academic progress.
  • Student-athletes at The University of Toledo continue to rank among the top of the Mid-American Conference (MAC) institutions in student-athletes’ GPA.

  • UT student-athletes achieved the highest overall, cumulative GPA in the MAC for fall semester of 2017, with a 3.29 GPA.

  • UT student-athletes earned a combined GPA of 3.235 in the spring 2018 semester.

  • The MAC’s spring 2018 GPA rankings and overall 2017-18 academic year GPA rankings will be announced in summer 2018.

  • The Department of Intercollegiate Athletics hired an academic coordinator, and Student-Athlete Academic Support Services continues to provide resources and services to all student-athletes to improve overall GPA.

  • All student-athletes are tracked on STARFISH and Blackboard Observer to monitor their academic progress.
Fan attendance at UT sporting events 28,386 attendees at football, men's and women's basketball Increase fan attendance by 2% annually Ath
  • Football season ticket sales for 2017-18 have increased approximately 3% compared to last year, with 10,380 season tickets sold.

  • Men’s basketball ticket sales is at 88% of its goal as of October 27, 2017, and women’s basketball is at 95% of the goal for 2017-18. Sales are expected to increase as we approach the final two weeks before the season begins.

  • Attendance at football games is averaging 22,360, which is the No. 1 ranking in the MAC (the MAC average is 16,947).

  • Student attendance at football games averages 4,439 (as of October 27, 2017) per game, with more than 6,000 students attending the home opener against Elon and 4,700-plus for Tulsa and homecoming.
  • Attendance was strong in all three key areas of football, men’s basketball and women’s basketball during the 2017-18 academic year.

  • Football led the Mid-American Conference (MAC) in attendance this year (2017-18).

  • Women’s basketball led the MAC in attendance this year (2017-18) and was 32nd in the nation.

  • Men’s basketball was second in the MAC in attendance this year (2017-18).

KEY

All Colleges All academic colleges Arts and Letters; Business and Innovation; Judith Herb College of Education; Engineering; Graduate Studies; Health and Human Services; Honors; Law; Medicine and Life Sciences; Natural Sciences and Mathematics; Nursing; Pharmacy and Pharmaceutical Sciences; University College
Alum Alumni Relations
Ath Athletics
CE Community Engagement (to be created)
CELCS Center for Experiential Learning and Career Services
CISP Center for International Studies and Programs
COGS College of Graduate Studies
COMLS College of Medicine and Life Sciences
Comp Compliance
Counsel Counseling Center
CP Community Policing/Campus Police
DEM Division of Enrollment Management
Dev Development
DL Distance Learning
F&A Finance and Administration
F&C Facilities and Construction
GC General Counsel
GR Government Relations
HR&TA Human Resources
IR Institutional Research
IT Information Technology
MarCom Marketing and Communications
ODI Office of Diversity and Inclusion
OMSS Office of Multicultural Student Success
President President
Provost Provost
R&SP Research and Sponsored Programs
SA Student Affairs
SDS Student Disability Services
UA Undergraduate Admission
UTF UT Foundation
UTMC University of Toledo Medical Center
UTP University of Toledo Physicians
VPA Vice President for Advancement
Last Updated: 6/15/18