Tackling Challenges: 2020-22 Key Initiatives
President Postel has identified several key initiatives focusing on increasing efficiencies, addressing operational challenges and embracing innovative ideas to prepare UToledo for the future. The work is not intended to be a replacement for the existing Strategic Plan, but rather an attempt to build necessary infrastructure needed for future success. With the goal of creating a solid foundation upon which to build future growth, each initiative is being co-led by members of the UToledo campus community.
Key Initiatives |
Team Leaders |
Develop and implement a systemic approach to the elimination of racism on our campuses. |
Cristina Alvarado, director of immersive and simulation-based learning Team MembersDr. Charles Beatty-Medina |
Develop a department and plan for Enterprise Risk Management |
Charles Jake, vice president and general counsel Team MembersDr. Tim Brakel |
Develop and implement a Strategic Enrollment Management plan. |
Dr. Dave Meredith, vice president for enrollment management Team MembersDenise Bartell |
Enhance educational opportunities and partnerships through Academic Affiliation Agreement with ProMedica |
Dr. Chris Cooper, executive vice president for clinical affairs and dean of the College of Medicine
and Life Sciences Team MembersDr. Basil Akpunonu |
Enhance, stabilize and sustain UTMC |
Rick Swaine, chief executive officer of UTMC Team MembersDustin Ballinger |
Develop and implement Reinvestment Strategy |
Dr. Karen Bjorkman, provost and executive vice president for academic affairs Team MembersDr. Heidi Appel |
Develop and implement Budget Modernization |
Sabrina Taylor, assistant vice president of budget and planning Team MembersBen Barros |
Modernize Human Resources |
Melissa Hurst, executive director of talent strategy and development Team MembersDr. Marci Cancic Frey |
The working teams are focusing on the essential operations and assessing current obstacles within their initiative. Each team’s charge includes brainstorming possible resolutions and preparing action plans to address these fundamental operational challenges. Each team’s plan is expected to be implemented within the next 12-18 months.
Recognizing that some of these challenges will require one-time investment funding, the team focusing on Reinvestment Strategy will play a critical supporting role in the work of all of the 2020-22 Key Initiatives.
Updates from Team Leaders
April 15: Plans to Modernize Human Resources Shared with Trustees
April 14: Update to the Board of Trustees on modernize human resources initiative
April 14: Update to the Board of Trustees on develop and implement reinvestment strategy initiative
Feb. 10: Budget Modernization, Risk Management Updates Provided to Board of Trustees
Feb 10: Update to the Board of Trustees on develop a department and plan for enterprise risk management initiative
Feb. 10: Update to the Board of Trustees on the develop and implement budget modernization initiative
Dec. 14: Trustees Approve Budget, Support for Strategic Initiatives
Dec. 14: Key Initiatives updates to UToledo Board of Trustees
Dec. 10: Update from the team working to develop and implement reinvestment strategy
Dec. 8: Update from the team working to develop and implement budget modernization
Dec. 3: Update from the team working to enhance educational opportunities and partnerships through Academic Affiliation Agreement with ProMedica
Dec. 1: Update from the team working to enhance, stabilize and sustain UTMC
Nov. 19: Update from the team working to develop a department and plan for enterprise risk management
Nov. 17: Update from the team working to develop and implement a systemic approach to the elimination of racism on our campuses
Nov. 12: Update from the team working to develop and implement a strategic enrollment management plan
Nov. 10: Update from the team working to modernize human resources
Working Timeline
2020
October - Team Development
Mid October-Late November - Plan Development
December 14 - Report Out Implementation Plan
2021
January 2021 - Begin Implementation
June 2021 - Progress Report
December 2021 - Progress Report
2022
June 2022 - Final Report
Online Recommendation Form
For those interested in sharing ideas for improvement and innovation with one or more of the working teams, please fill out the online recommendation form.