The University of Toledo’s Path to Excellence

Strategic Plan

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Strategic Planning Co-Chairs
Laurie Dinnebeil, distinguished professor and department chair, Early Childhood and Special Education
Anthony Quinn, associate professor and assistant dean for Diversity and Inclusion, College of Natural Sciences and Mathematics

strategicplanning@utoledo.edu

I. Student Success and Academic Excellence

GOAL 1: IMPROVE UNDERGRADUATE STUDENT SUCCESS, RETENTION AND DEGREE COMPLETION.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
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
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
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
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
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
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
GOAL 2: Improve graduate and professional student success through timely degree completion.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
Two-year graduation rate of full-time master's degree students 80% 82% Provost, COGS, All Colleges
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: 29
LSAT: 154
MCAT: 34.8
Provost, COGS, All Colleges
Licensure and board pass rates Weighted average rate: 87% Weighted average rate: 94% Provost, COGS, All Colleges
Percent of graduating medical residents who enter practice in northwest Ohio 40% 60% COMLS
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
GOAL 3: Prepare students for advanced academic studies and career success.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
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
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
Number of undergraduate-to-graduate pipeline programs 6 10 Provost, All Colleges, COGS
Undergraduate participation rates in experiential learning 65% 80% Provost, All Colleges, CELCS
Undergraduate student placement rate 76% 85% Provost, All Colleges, CELCS

II. Research, Scholarship and Creative Activities

Goal 1: Achieve national recognition for research excellence.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
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
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
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
UT's national ranking in research expenditures 190 160 R&SP, GR, COGS
UT's ranking in research and development expenditures among Ohio public research universities 6th 3rd R&SP, GR, COGS
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
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
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
Goal 3: Reinvent and reinvest in research processes to improve productivity.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
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
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

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
RetentionThe rate of staff who remain calculated against the numbers who depart. rate of non-faculty staff 79.25% 83% HR&TD
Goal 2: Foster a culture of excellence by supporting retention, promotion and high job satisfaction for faculty.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
Percent of full professors in the pool of full-time faculty 25.4% 33% Provost, All Colleges
Rate of tenure-track assistant professors achieving tenure and promotion in seven years 78.6% 82% Provost, All Colleges
Average time spent as associate professor before progressing to full professor rank. 7.1 years 6.8 years Provost, All Colleges
Goal 3: Increase diversity among all employees.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
Academic and administrative units having approved diversity hiring plans 0% 100% HR&TD, ODI
Percentage of employees participating in annual diversity training 0% 100% HR&TD, ODI
Goal 4: Strengthen employee work-life balance, sense of community and pride in work.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
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
Goal 5: Engage alumni, friends and stakeholders meaningfully in the life of the University.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
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

IV. Fiscal Positioning and Infrastructure

Goal 1: Build a strong financial foundation.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
Capital funding increase in the annual operating budget 0% 2% annually F&A
Net income margin and investment capital of UTMC 0% 5% of net patient revenue UTMC, F&A
Colleges meeting their agreed-upon contribution goals 0% 100% Provost, All Colleges, DEM, F&A
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
Goal 2: Ensure adaptability, sustainability and fiscal health for academic programs.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
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
Goal 3: Increase revenue and operating efficiencies.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
Total UT enrollment 20,648 22,000 Provost, All Colleges, DEM, F&A
Annual net revenue increase $753.7 millione 2% annually F&A
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
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
Revenue generated or cost reduction/avoidance from technology services and products $1 million 20% growth annually IT, F&A
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
Goal 4: Improve UT’s infrastructure.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
Completion of projects and initiatives proposed for the first five years of the Multiple-campus Master Plan 0% 100% F&C
State funds invested annually into deferred maintenance projects $4.125 million 30% from state funds annually F&A, F&C, GR
Completion of a UT technology strategic plan 0% 100% IT

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
UT's ranking in U.S. News & World Report among public, national universities 133 100 President, Provost, All Colleges, R&SP, MarCom, GR
Number of nationally ranked academic programs and departments 5 10 President, Provost, All Colleges, R&SP, MarCom
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
Average ACT score of incoming cohort of full-time undergraduate students 22.8 23.5 Provost, DEM, UA
UT's designation as a Carnegie Community Engaged Institution Designation in place Maintain designation through renewal process President, Provost, All Colleges, CE, GR
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
Goal 2: Design a unified branding and marketing process for national and international visibility and reputation-building.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
Completion of UT branding process and development of consistent messaging 0% 100% VPA, MarCom
Total favorable mentions in highly valued, national media outlets Baseline to be created in 2017 Increase by 5% annually Provost, All Colleges, MarCom
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
Goal 3: Grow the UT health-care system to better serve northwest Ohio.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
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
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
Number of new patients 35,049 Increase by 20% UTMC, UTP
Goal 4: Increase philanthropy in support of the University’s strategic goals.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
Undergraduate alumni annual giving participation rate 5.25% 8% with annual growth of 0.25% VPA, UTF, Alum, Dev
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
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
Planning and initiation of a comprehensive capital campaign 0% 100% President, Provost, VPA, UTF, Alum, Dev, MarCom
Goal 5: Increase promotion of the “Rocket” brand institutionally, locally, regionally and nationally via marketing and promotional efforts.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY
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
Fan attendance at UT sporting events 28,386 attendees at football, men's and women's basketball Increase fan attendance by 2% annually Ath

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 and Talent Development
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: 7/14/17