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
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.
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.
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.
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.
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.
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.
GOAL 2: Improve graduate and professional student success through timely degree completion.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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).
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.
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.
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.
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.
GOAL 3: Prepare students for advanced academic studies and career success.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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).
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).
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.
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.
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).

II. Research, Scholarship and Creative Activities

Goal 1: Achieve national recognition for research excellence.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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.
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.
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
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.
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.
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.
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.
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.
Goal 3: Reinvent and reinvest in research processes to improve productivity.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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.
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.

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
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).
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
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
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.
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.
Goal 3: Increase diversity among all employees.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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.
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.
Goal 4: Strengthen employee work-life balance, sense of community and pride in work.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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.
Goal 5: Engage alumni, friends and stakeholders meaningfully in the life of the University.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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.

IV. Fiscal Positioning and Infrastructure

Goal 1: Build a strong financial foundation.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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).
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.
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
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.
Goal 2: Ensure adaptability, sustainability and fiscal health for academic programs.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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.
Goal 3: Increase revenue and operating efficiencies.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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.
Annual net revenue increase $753.7 millione 2% annually F&A
  • The average Direct from High School (DHS) tuition and fee revenue increased from $6,156 for fall 2016 to $6,366 for fall 2017.

  • 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.)
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%.
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 universities 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.
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.
Goal 4: Improve UT’s infrastructure.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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.
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.
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.

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
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.
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.
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.
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.
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.
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.
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
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.
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.
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.
Goal 3: Grow the UT health-care system to better serve northwest Ohio.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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.
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.
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.
Goal 4: Increase philanthropy in support of the University’s strategic goals.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY PROGRESS OCT. 2017
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.
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.
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.
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.
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
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.
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.

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: 3/14/18