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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 5% 0% Provost, All Colleges, SA, ODI, OMSS, CISP, SDS
Percent gap for six-year graduation rate between minority students and majority students 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 ARCHIVED PROGRESS PROGRESS MAY 2019
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: 508
LSAT: 154
MCAT: 516
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 ARCHIVED PROGRESS PROGRESS MAY 2019
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, CS
Undergraduate student placement rate 76% 85% Provost, All Colleges, CS

II. Research, Scholarship and Creative Activities

Goal 1: Achieve national recognition for research excellence.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY ARCHIVED PROGRESS PROGRESS MAY 2019
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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 UToledo 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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 ARCHIVED PROGRESS PROGRESS MAY 2019
Total UToledo enrollment 20,648 22,000 Provost, All Colleges, DEM, F&A
Annual net revenue increase $753.7 million 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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 UToledo 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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 UToledo campuses as measured by the Campus Climate SurveyDeveloped by UToledo 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 ARCHIVED PROGRESS PROGRESS MAY 2019
Completion of UToledo branding process and development of consistent messaging 0% 100% 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 UToledo academic programs and research, and UToledo Athletics events Baseline to be created in 2017 Increase by 5% annually Provost, All Colleges, Ath, MarCom
Goal 3: Grow the UToledo health-care system to better serve northwest Ohio.
OUTCOMES BASELINE 2016 TARGET 2022 RESPONSIBILITY ARCHIVED PROGRESS PROGRESS MAY 2019
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 ARCHIVED PROGRESS PROGRESS MAY 2019
Undergraduate alumni annual giving participation rate 5.25% 8% with annual growth of 0.25% 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 UTF, Alum, Dev
Support provided from the UToledo Foundation to the University FY 2016 five-year moving average $14.75 million Increase by 5% annually over the five-year moving average UTF, Dev
Planning and initiation of a comprehensive capital campaign 0% 100% President, Provost, 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 ARCHIVED PROGRESS PROGRESS MAY 2019
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 UToledo sporting events 28,386 attendees at football, men's and women's basketball Increase fan attendance by 2% annually Ath

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 1: IMPROVE UNDERGRADUATE STUDENT SUCCESS, RETENTION AND DEGREE COMPLETION.

May 2019

Outcome: Overall undergraduate first-year retention rate


  • The first-to-second year undergraduate student retention rate increased by 1.5 percent, from 74.4 percent in 2016-17 to 75.9 percent in 2017-18.

  • The Division of Student Affairs awarded more than $325,000 to 365 undergraduate students as part of the Rocket Recovery grant program since the program was launched in August 2017. Among students who received Rocket Recovery grants, the fall 2017 to fall 2018 retention rate was 75.5 percent, and the fall 2018 to spring 2019 retention rate was 82.3 percent.

  • The Ohio Strong Start to Finish program, a grant-funded project to improve completion of gateway English and math courses, is addressing professional development for advisors with a key area of focus on the expansion of mid-term grade reports to improve student success. The expansion of mid-term grade reports at UToledo is planned for fall 2019, with the Office of the Provost strongly encouraging that faculty submit mid-term grade reports for students in all courses, especially in 1000- and 2000-level courses. Knowledge of mid-term grades is critical to the retention of students, particularly in their first years. This information will enhance our ability to identify at-risk students at an early stage and undertake appropriate interventions.

  • In fall 2018, the Office of the Provost convened a task force on the First Year Experience (FYE) course, which is working to revise substantially the FYE course to improve retention and student success. In fall 2019, UToledo will pilot 14 sections of a revised model of the FYE course with participation from seven colleges. This pilot will place students in a content-based course with a focus on building relationships with faculty mentors and peers, as well as building knowledge and habits of mind critical to student success. Following assessment of the initial pilot, plans are to expand the revised FYE course in order to increase first-year student retention.

  • In summer 2017, UToledo piloted an early-arrival summer bridge program called Summer Scholars in University College with 36 incoming freshmen. Students who participated in the 2017 Summer Scholars program showed a 19 percent higher first-to-second year retention rate, compared to their University College peers (66 percent vs. 47 percent); and a 9 percent higher retention rate, compared to students across the University with similar characteristics (66 percent vs. 57 percent). In addition, the cumulative GPA of 2017 Summer Scholars students was 2.13, compared to 1.86 of the University College comparison group.

  • In summer 2018, the Summer Scholars early-arrival program was expanded to include 93 students who participated from five colleges, including University College, the Judith Herb College of Education, the College of Arts and Letters, the College of Natural Sciences and Mathematics and the College of Health and Human Services. The fall 2018 to spring 2019 retention rate of students who participated in the summer 2018 Summer Scholars program was 91.2 percent, compared to the overall UToledo undergraduate student fall 2018 to spring 2019 retention rate of 90.5 percent. The goal is to expand the Summer Scholars program in summer 2019 to serve 200 students across six colleges, to include the College of Engineering and the five colleges that participated in summer 2018. During summer 2019, the Summer Scholars program will operate eight sections with 200 students from six colleges.

  • The fall 2018 to spring 2019 retention rate for students who participated in the 2019 Multicultural Emerging Scholars (MESP) summer bridge program had a fall 2018 to spring 2019 retention rate of 90 percent, compared to the overall entering students’ (fall 2018 cohort) fall to spring retention rate of 90.5 percent. Data on pair analysis comparison is currently under review.

  • UToledo was selected to participate in an ambitious national effort of the Association of Public and Land-grant Universities (APLU) to increase college access, close the achievement gap and increase the number of degrees awarded by 2025. This national initiative – Powered by Publics: Scaling Student Success – involves approximately 100 universities across the country, working within 16 clusters to implement innovative and effective practices to advance student success on their campuses. The cluster to which UToledo belongs has identified financial barriers to degree completion as the area of focus for its work. The Office of the Provost has pulled together a cross-functional leadership team with representatives from Academic Affairs, Student Affairs, Enrollment Management, and Business and Finance. The team is gathering data on students’ financial issues, including identifying University processes that impact student financial issues. The team met in May 2019 to establish the agenda for working on this project during the 2019-20 academic year. The UToledo team has periodic teleconferences with other members of the cluster to share information regarding members’ activities, report on progress and best practices, and identify priorities.

  • In fall 2018, the Office of the Provost launched an initiative among the deans, associate deans and department chairs to strengthen UToledo’s commitment to being a “student-ready university,” with a focus on the conviction that every student can succeed, and with the goal of identifying and implementing best practices for student success.

  • In fall 2018, the Office of the Provost implemented an award program (Program for Academic Excellence) that provided seed money to support the development of innovative programs designed to improve student success, with a total of 15 projects receiving one-year funding based on faculty and/or college proposals for the 2018-19 academic year. All funded programs will be completed by December 2019. The outcomes of these programs will be assessed to provide guidance for the program going forward.

  • The Office of the Provost created a working group with Information Technology and Institutional Research to develop a repository for key student success metrics. This work entails developing common definitions for metrics, identifying the appropriate data sources and developing the tools to make the data accessible to relevant stakeholders across the University. This work will enhance our capacity to make evidence-based decisions regarding targeted student success initiatives, and to track and monitor progress.

  • This spring, the Office of the Provost launched an initiative to improve retention efforts at the college level by providing earlier and better data on at-risk students to the colleges. Using a predictive analytics model, we identified four real-time predictors of risk for student non-retention and developed a risk score for each student based on these metrics. Midway through spring 2019 semester, each college was provided a risk score for students with at least one risk factor and asked to use the data to reach out to students and intervene as appropriate. This initiative is the first phase of a larger project to provide and encourage the use of predictive analytics at the college level to support the University’s retention efforts.

  • In spring 2019, the Office of the Provost will launch an initiative to improve support for students transitioning between majors, as many transitioning students are at risk for non-retention. The Advising Transitions Project will include students who are in a major but seeking an alternative, students who are undecided/have not declared a major, and students who are ineligible for their preferred major. The data indicates that approximately one-third of UToledo’s students change majors during the course of their studies, which is consistent with major change rates nationally. The Advising Transitions Project will target transitioning students at greatest risk of non-retention.

  • In fall 2019, the Office of the Provost, in collaboration with the Division of Student Affairs (including the Office of Career Services), will establish a Pre-Health Professions Advising Center to support the growing population of pre-health professions students at The University of Toledo. The establishment of a Pre-Health Professions Advising Center at UToledo would strengthen recruitment and support services for both prospective and current students.

  • The University of Toledo is participating in a statewide initiative called Ohio Strong Start to Finish that is designed to strengthen student success and address attainment gaps for underrepresented minority students.

  • The University of Toledo is participating in two highly competitive national programs of the Association of Public and Land-grant Universities (APLU), including: (i) the Student Experience Project, which is designed to improve success among underrepresented minority students in STEM programs; and (ii) the APLU’s Transformation Cluster Initiative that includes 100 universities across the nation working collaboratively in regional clusters to create and test solutions that help students succeed in college, complete their degrees and be well-prepared for the workforce.

  • University College is piloting a living/learning community and has secured the 4th floor of Academic House for participating students. Recruiting efforts are underway, and students who join the community will enroll in three classes together in fall 2019. Their transitions to college will be supported by faculty and peer mentors.

  • A retention initiative is underway to develop video modules that will assist first-time or returning adult students with improving their math and writing skills, as well as developing an orientation or special event specifically for nontraditional students. The video modules will be available by mid-June 2019 on Blackboard, and the orientation program will take place prior to the beginning of fall 2019 semester.

  • Through the use of Platinum Analytics systems, the University is able to predict student demand for courses and determine the supply of seats needed to ensure on-time program completion. Using Platinum Analytics during fall semester 2018, the Office of the Provost was able to make 18 course recommendations to the colleges, highlighting high-demand courses. The colleges made changes that allowed an additional 172 students to enroll in courses needed for degree completion.

November 2018

Outcome: Overall undergraduate first-year retention rate


  • The first-to-second year retention rate increased by 1.5 percent, from 74.4 percent in 2016-17 to 75.9 percent in 2017-18.

  • During the 2017-18 academic year, the DFW (D grade, fail, withdraw) rate decreased in 75 percent of courses with the highest DFW rates.

  • During the summer of 2017, UToledo piloted an early-arrival, summer bridge program called “Summer Scholars” in University College with 36 incoming freshmen. Students who participated in the Summer Scholars program showed a higher overall retention rate from fall 2017 to fall 2018, as well as a higher overall GPA compared to other students in University College and compared to students across the University with similar characteristics. The fall 2017 to fall 2018 retention rate of Summer Scholars students was 66 percent, compared to 47 percent of their University College peers, and compared to 57 percent of overall University students with similar characteristics. This is a 9 percent higher retention rate among Summer Scholars when compared to overall UToledo students and a 19 percent higher retention rate among Summer Scholars students compared to their peers in University College. In addition, the cumulative GPA for 2017 Summer Scholars students was 2.13, compared to 1.86 of the University College comparison group.

  • During the summer of 2018, the early-arrival summer bridge program called “Summer Scholars” was expanded to include 93 students who participated from five colleges, including University College, as well as the colleges of Arts and Letters, Natural Sciences and Mathematics, Health and Human Services and the Judith Herb College of Education.

  • A Retention Solutions Team was established by the Division of Student Affairs last year with representation from the Office of the Provost, Student Orientation, Housing, Financial Aid and the Office of Success Coaching. The team reviews situations of students evicted from campus housing for financial reasons, addresses mental-health issues and issues related to student financial issues, overall, as well as student employment.

  • The Division of Student Affairs awarded more than $168,000 to 190 undergraduate students as part of the University’s “Rocket Recovery” grant program, and 96 percent of the students who received emergency funding were retained from fall 2017 to spring 2018.

  • A First-Year Experience Orientation Course Committee was established in fall 2018 to redesign the first-year experience orientation course to improve the impact on student retention and success, with joint leadership from Faculty Senate and the Office of the Provost.

  • In fall 2018, the Office of the Provost established a new program (Program for Academic Excellence) that would provide seed funding support for faculty and/or colleges to encourage innovative projects and programs that promote student success. Fifteen projects received one-year support.

  • At the fall 2018 meeting of the Academic Leadership Team (which consists of all department chairs, associate and assistant deans, college deans and staff in the Office of the Provost), the Office of the Provost launched a student success initiative called “Focusing on Being a Student-Centered University,” which focuses on the implementation of strategies at the department and college levels that are designed to promote and strengthen UT’s commitment to being a “student-centered university.”

  • The Learning Enhancement Center had a 4 percent increase in students who sought tutoring and a 9 percent increase in the number of student visits from spring 2017 to spring 2018. In addition, the Learning Enhancement Center added online sessions for supplemental instruction in the spring of 2017; the number of students who participated in these online sessions increased by 44 percent from spring 2017 to spring 2018.

  • The number of points of contact between Success Coaches (Center for Success Coaching) and undergraduate students increased by 60 percent from 2016-17 to 2017-18 (from 238,732 students in 2016-17 to 397,990 students in 2017-18).

  • A total of 405 students attended Success Series workshops offered by the Center for Success Coaching during the 2017-18 academic year.

  • During the 2017-18 academic year, the University’s Starfish Early Alert system was expanded to include all 1000-/2000-level, undergraduate, general education courses in the College of Arts and Letters, as well as all courses for student-athletes. Early alert efforts continued with lower-level mathematics courses in the College of Natural Sciences and Mathematics and lower-level English courses in the College of Arts and Letters. The early alert system had an impact on twice as many undergraduate students last year, compared to the previous academic year (9,883 students in 2017-18 and 4,127 students in 2016-17).

  • The University of Toledo is participating in a statewide initiative called the Ohio “Strong-Start-to-Finish” initiative, which is designed to strengthen student success and address attainment gaps for underserved minority students.

  • The University of Toledo is participating in two highly competitive national programs of the Association of Public and Land-Grant Universities (APLU), including: (i) the “Student Experience Project” of the APLU, which is designed to improve success among underrepresented minority students in STEM programs; and (ii) the APLU’s “Transformation Cluster Initiative” that includes 100 universities across the nation working collaboratively in regional clusters to create and test solutions that help students succeed in college, complete their degrees and be well-prepared for the workforce.

  • An associate vice provost for student success and an associate vice provost for faculty development related to student success were appointed in August 2018 to provide leadership for student success initiatives in the Office of the Provost.

May 2018

Outcome: Overall undergraduate first-year retention rate


  • 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, UToledo 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.

October 2017

Outcome: Overall undergraduate first-year retention rate


  • 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 UToledo 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 1: IMPROVE UNDERGRADUATE STUDENT SUCCESS, RETENTION AND DEGREE COMPLETION.

May 2019

Outcome: Overall undergraduate six-year graduation rate


  • The six-year graduation rate for undergraduate students increased from 41.9% in 2017 to 47.4% in 2018, and preliminary data show that we are on track to increase the six-year graduation rate to 50.6% in 2019 – an 8.7% increase over the last two years. (Note: The 2019 six-year graduation rate is current as of June 4, 2019 and has the potential to increase as we continue to enter spring 2019 graduation information into Banner, and as additional students graduate following the summer 2019 session.)

  • Degree requirements for 43 of the University’s 102 undergraduate academic programs have been revised to now require 120 credit hours to complete, while not jeopardizing program quality or accreditation requirements. In 2016, only 4 of UToledo’s undergraduate academic programs required 120 credit hours to complete.

  • Using predictive analytics, the University is able to predict student demand for courses and determine the supply of seats needed to ensure on-time program completion. For fall 2018 semester, using Platinum Analytics, the Office of the Provost was able to make 18 course recommendations to the colleges, highlighting high-demand courses. The colleges made changes that allowed an additional 172 students to enroll in courses needed for degree completion.

  • In fall 2018, the University launched a pilot program in Competency-Based Education (CBE), with three online courses in the Department of Applied Organizational Technology in the College of Business and Innovation, and the goal of decreasing time-to-degree based on students’ satisfactory progress in meeting course requirements. An additional six CBE courses were piloted during spring 2019 semester. During fall 2019, UToledo will launch a CBE version of its existing RN-to-BSN program in the College of Nursing, the first of its kind for public universities in Ohio.

  • The University implemented the second year of Winter Intersession courses for students interested in continuing to make progress toward their degrees during winter break. In 2018, during the first Winter Intersession offered, we enrolled 38 students in nine courses. With revisions to the program this year, UToledo enrolled 99 students in 10 courses (both online courses and in-person courses – mostly online – and both undergraduate and graduate courses).

  • This is the first academic year of the University’s Tuition Guarantee program, which provides a fixed tuition and fee rate for four years of undergraduate course work, an initiative that contributes to transparency and affordability for students and their families.

  • In an effort to lower costs for students, the University collaborated with the UToledo Barnes & Noble bookstore to implement a digital course content program that significantly lowers textbook costs. During the 2018-19 academic year, faculty teaching 20 courses voluntarily participated in the digital textbook initiative, and approximately 6,000 students had a total savings of $578,000. During the last two academic years, since the establishment of this initiative, UToledo students who registered in digital textbook courses had collective cost savings of more than $900,000.

November 2018

Outcome: Overall undergraduate six-year graduation rate


  • The six-year graduation rate for undergraduate students increased by 5.5 percent, from 41.9 percent in 2017 (for the 2011 cohort) to 47.4 percent in 2018 (for the 2012 cohort).

  • Degree requirements for a substantial number of academic programs have been reduced to 120 credit hours, while not jeopardizing accreditation requirements in order to improve time-to-degree for undergraduate students. As of fall 2018, 43 undergraduate degree programs have been approved at 120 credit hours and an additional seven academic programs are currently in the approval process, which will brings the total to 50 academic programs by the end of the fall 2018 semester. This constitutes 49 percent of the University’s academic programs now requiring 120 credit hours to graduate, and the Office of the Provost is working with the colleges to identify additional programs to submit for reduction during the current 2018-19 academic year.

  • Through the use of Platinum Analytics systems, the University is able to predict student demand for courses and determine the supply of seats needed to ensure on-time program completion. Using Platinum Analytics during fall semester 2018, the Office of the Provost was able to make 18 course recommendations to the colleges, highlighting high-demand courses. The colleges made changes that allowed an additional 172 students to enroll in courses needed for degree completion.

  • During the current academic year (2018-19), a pilot program is underway to provide Competency-Based Education (CBE) in three online courses in the Department of Applied Organizational Technology, with the goal of decreasing time-to-degree based on students’ satisfactory progress in meeting course requirements. An additional six CBE courses will be piloted during the spring 2019 semester.

  • The University will implement the second year of offering winter intersession courses for students interested in continuing to make progress toward their degrees during the winter break.

  • The University continues to work on expanding summer session courses in 2018 to provide students with additional opportunities to reduce time-to-degree and make progress toward graduation.

May 2018

Outcome: Overall undergraduate six-year graduation rate


  • 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.

October 2017

Outcome: Overall undergraduate six-year graduation rate


  • 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 1: IMPROVE UNDERGRADUATE STUDENT SUCCESS, RETENTION AND DEGREE COMPLETION.

May 2019

Outcome: Percent gap for first-year retention rate between minority students and majority students


  • The raw percentage gap for first-to-second year retention between underrepresented minority students and majority students decreased by 5.44 percent from fall 2016 to fall 2017 for the 2017 cohort (14.3 percent in 2017, compared to 19.74 percent in 2016).

  • We will not have first-to-second year retention data for the fall 2018 cohort until September 2019.

  • Thirty (30) first-year students participated in the fifth cohort of the 2018 Multicultural Emerging Scholars (MESP) summer bridge program, which includes an early-arrival program and living learning community.

  • The fall 2018 to spring 2019 retention rate for students who participated in the summer 2019 Multicultural Emerging Scholars (MESP) summer bridge program had a fall 2018 to spring 2019 retention rate of 90 percent, compared to the overall entering students’ (fall 2018 cohort) fall-to-spring retention rate of 90.5 percent. Data on pair analysis comparison is currently under review.

  • The Office of Multicultural Student Success established the Multicultural Orientation and Resources for Excellence (M.O.R.E.) program to provide co-curricular learning opportunities designed to contribute to student success for underrepresented minority students; and also established the M.O.R.E. Institute, which is an early-arrival program for first-year, underrepresented minority students and their parents/guardians.

  • Last year, the Division of Student Affairs implemented the M.O.R.E. Monday program designed to engage underrepresented minority students in co-curricular learning opportunities that contribute to student success.

  • 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. Note that there was a 100 percent retention rate from fall 2018 to spring 2019 among the 16 students who participated in the TAWL program during the 2018-19 academic year; a 93 percent retention rate from fall 2018 to spring 2019 among the 15 students who served as Primos mentors during the 2018-19 academic year; and a 93 percent retention rate from fall 2018 to spring 2019 among the 15 first-year Latino students who participated as mentees in the Primos program.

  • This year, the Office of Diversity and Inclusion established a pilot retention initiative for underrepresented minority students in the colleges of Engineering and Arts and Letters, as well as the Judith Herb College of Education. Student success teams were established in each of the three colleges and are closely monitoring student progress. Initial data on student performance in this pilot initiative will be available in summer 2019.

  • A diversity and inclusion presentation was made at each of the fall 2018 student orientation sessions by members of the Office of Multicultural Student Success’ team.

  • The University of Toledo is participating in a statewide initiative called the Ohio Strong Start to Finish initiative designed to strengthen student success and address attainment gaps for underrepresented students.

  • UToledo received a $250,000 grant from the APLU to enhance the experience of historically underrepresented minority students in STEM majors (the Student Experience Project). With this project, we will develop and test interventions that improve outcomes by addressing students’ experiences. The first round of institutional data collection occurred in spring 2019, with the first interventions to be tested in fall 2019.

  • Among this year’s cohort of Faculty Fellows in the Office of the Provost, a Fellow was appointed to work with the Office of Diversity and Inclusion to identify best practices related to retention and completion among underrepresented minority students.

  • The College of Engineering is recruiting students into its new GEARSET program, which stands for Greater Equity, Access and Readiness for Success in Engineering Technology. The goal is to increase recruitment and retention of students from the Toledo metropolitan area, as well as improve transfer rates and success of students who are pursuing engineering from University College. Students will participate in the Multicultural Emerging Scholars (MESP) summer bridge program in summer 2019 and participate in a learning community in fall 2019.

  • The University of Toledo College of Law held its first Launch into Law diversity recruitment program in January 2019, with 11 participants – nine of whom self-identified as members of minority groups and 10 of whom self-identified as female. Two of the students have been accepted to the College of Law and a third student is on the waitlist. Participants demonstrated an average improvement of 4.6 points on practice LSATs conducted on days one and four, with LSAT training provided during the session. Planning for the second program in January 2020 is underway.

November 2018

Outcome: Percent gap for first-year retention rate between minority students and majority students


  • The raw percentage gap for first-year retention between underrepresented minority students and majority students decreased by 5.44 percent for the 2017 cohort. The retention gap for the 2017 cohort was 14.3 percent, compared to 19.74 percent for the 2016 cohort.

  • Thirty (30) first-year students participated in the fifth cohort of the 2018 early-arrival Multicultural Emerging Scholars (MESP) summer bridge program, which includes an early-arrival program and living-learning community.

  • Students who participated in MESP were provided support through peer student mentoring, which continued during the fall 2018 semester.

  • The Office of Multicultural Student Success established the Multicultural Orientation and Resources for Excellence (M.O.R.E.) program to provide co-curricular learning opportunities designed to contribute to student success for underrepresented minority students. It also established the M.O.R.E. Institute, which is an early-arrival program for first-year, underrepresented minority students and their parents/guardians. M.O.R.E. Institute participants (87) had higher grade-point averages (2.3 average GPA) and earned more credit hours (11 credit hours) than students with similar preparation. In addition, 94 percent of the students who participated in the M.O.R.E. Institute were retained from fall 2017 to spring 2018.

  • Last year, the Division of Student Affairs implemented the M.O.R.E. Monday program designed to engage underrepresented minority students in co-curricular learning opportunities that contribute to student success. The 29 students who participated in the M.O.R.E. Monday program had an average GPA of 2.55 in spring 2018 and over 89% of these students returned in fall of 2018.

  • The Office of Residence Life hosted a resource fair for high-risk, underrepresented minority students living in temporary housing.

  • 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. Note that there was an 89 percent retention rate in fall 2018 among the 17 students who participated in the TAWL program during the 2017-18 academic year and a 75 percent retention rate in fall 2018 among the 11 first-year Latino students who participated in the Primos mentoring program during the 2017-18 academic year.

  • This year, the Office of Diversity and Inclusion established a pilot retention initiative for underrepresented minority students in the colleges of Engineering and Arts and Letters, as well as the Judith Herb College of Education.

  • A diversity and inclusion presentation was made at each of the fall 2018 student orientation sessions by members of the Office of Multicultural Student Success team.

  • The University of Toledo is participating in a statewide initiative called the Ohio “Strong-Start-to-Finish” initiative, which is designed to strengthen student success and address attainment gaps for underserved students.

  • The University of Toledo is participating in a national program of the Association of Public and Land-Grant Universities (APLU) - the “Student Experience Project” - which is designed to improve success among underrepresented minority students in STEM programs.

  • Among this year’s cohort of Fellows in the Office of the Provost, two Fellows were appointed to work with the Office of Diversity and Inclusion to identify best practices related to retention and completion among underrepresented minority students for implementation at UT.

May 2018

Outcome: Percent gap for first-year retention rate between minority students and majority students


  • 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.

October 2017

Outcome: Percent gap for first-year retention rate between minority students and majority students


  • 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 1: IMPROVE UNDERGRADUATE STUDENT SUCCESS, RETENTION AND DEGREE COMPLETION.

May 2019

Outcome: Percent gap for six-year graduation rate between minority students and majority students


  • As of June 4, 2019, the six-year graduation rate for the 2013 cohort of underrepresented minority students is 28.8 percent (projected to be 29.4 percent by the end of summer 2019), compared to the six-year graduation rate for the 2013 cohort of majority students, which is 58.4 percent (projected to be 58.9 percent by the end of summer 2019). The six-year graduation rate for underrepresented minority students in the 2012 cohort was 23.8 percent, compared to the six-year graduation rate for majority students in the 2012 cohort, which was 57 percent. The 2013 cohort graduation rates are preliminary at this time, as we continue to enter spring 2019 graduation information into Banner and as additional students graduate following the summer session of 2019. Note that in fall 2018, we revised the metrics we use to assess the performance gap between underrepresented minority students and majority students in first-year retention and six-year graduation rates. We are now using the raw percentage gaps. Based on the revised metrics, the target goal is to reduce the size of the six-year graduation gap by 50 percent by 2022. To achieve our target 2022 goal, our goal is to reduce the six-year graduation gap by 2.64 percent per year through 2022. We are on track to exceed the benchmark for the 2013 cohort, which was established as a 25.7 percent graduation rate for underrepresented minority students.

  • Thirty (30) first-year students participated in the fifth cohort of the 2018 early-arrival Multicultural Emerging Scholars (MESP) summer bridge program, which includes an early-arrival program and living-learning community.

  • Seven (7) students from the first cohort (summer 2015) of the MESP program graduated within four years in spring 2019.

November 2018

Outcome: Percent gap for six-year graduation rate between minority students and majority students


  • The raw percentage gap for the six-year graduation rate between underrepresented minority students and majority students decreased by 3.03 percent in 2018 for the 2012 cohort. The six-year graduation rate gap for the 2012 cohort was 32.26 percent, compared to 35.29 percent for the 2011 cohort.

  • In addition to the Summer Scholars early-arrival summer bridge program noted above (I. 1.1.), 30 students participated in the 2018 early-arrival Multicultural Emerging Scholars Program (MESP) summer bridge program.

  • Students who participated in MESP were provided support through peer student mentoring, which continued during fall 2018 semester.

  • This year, the Office of Diversity and Inclusion established a pilot retention initiative for underrepresented minority students in the colleges of Engineering and Arts and Letters, as well as the Judith Herb College of Education.

  • A diversity and inclusion presentation was made at each of the fall 2018 student orientation sessions by members of the Office of Multicultural Student Success team.

  • Among this year’s cohort of Fellows in the Office of the Provost, a Fellow was appointed to work with the Office of Diversity and Inclusion to identify best practices related to retention and completion among underrepresented minority students for implementation at UT.

  • The University of Toledo is participating in a statewide initiative called the Ohio “Strong-Start-to-Finish” initiative, which is designed to strengthen student success and address attainment gaps for underserved students.

  • The University of Toledo is participating in a national programs of the Association of Public and Land-Grant Universities (APLU) - the “Student Experience Project” which is designed to improve success among underrepresented minority students in STEM programs.

May 2018

Outcome: Percent gap for six-year graduation rate between minority students and majority students


  • 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.

October 2017

Outcome: Percent gap for six-year graduation rate between minority students and majority students


  • 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 1: IMPROVE UNDERGRADUATE STUDENT SUCCESS, RETENTION AND DEGREE COMPLETION.

May 2019

Outcome: Student support as measured by the National Survey of Student Engagement score “support for overall well-being”


  • The University of Toledo administers the National Survey of Student Engagement (NSSE) in alternate years, with the most recent NSSE survey administered in spring 2019. Results of the spring 2019 survey will be available in summer 2019.

  • The results of the National Survey of Student Engagement from 2017 are being reviewed by the Student Affairs Leadership Team (SALT), with an action plan to address the survey results to be completed in May 2019 and the development of strategies to improve student satisfaction and student success.

  • The Division of Student Affairs implemented the Rocket Care initiative in collaboration with Faculty Senate in fall 2017, and 55 percent (180) of the 327 students who had a Rocket Care form submitted on their behalf returned to classes in fall 2018. Seventy-two (72) percent of the 203 students who had a Rocket Care form submitted on their behalf were retained from fall 2018 to spring 2019.

  • Of the 264 students who used the University’s Student Food Pantry from July 1, 2018, to December 31, 2018, 87.5 percent of these students were retained from fall 2018 to spring 2019.

  • In spring 2019, the Division of Student Affairs launched a new Student Food Recovery Network to help reduce food insecurity among UToledo students while reducing food waste at the University. In partnership with the University’s Dining Services, leftover food from catering events is delivered to the UToledo Student Food Pantry, as well as food pantries in the Toledo community. Students are able to sign up for Meal Alerts and receive a text message notification when food is available. Frozen foods are made available in the Student Food Pantry.

  • The University’s Student Food Pantry has provided meals and snacks to more than 2,000 students since it opened on campus in 2016.

  • The Division of Student Affairs has awarded $325,000 to 365 undergraduate students as part of the University’s Rocket Recovery emergency grant program since it was launched in August 2017. The fall 2017 to fall 2018 retention rate for grant recipients was 74.5 percent, and the fall 2018 to spring 2019 retention rate was 82.3 percent for grant recipients. (Note that grant program funding was made available by the Great Lakes Higher Education Corporation and Affiliates.)

  • UToledo launched an electric scooter-sharing program on Main Campus in fall 2018 to provide students with additional modes of environmentally friendly transportation on campus and to enhance campus life. During the first two months that the Lime scooters were on campus, more than 5,500 students, faculty and staff logged more than 19,000 miles. The scooters were used for 32,000 trips, with the average trip on campus being 0.42 miles. UToledo is among the top-performing universities in the U.S. for Lime scooter adoption, and we had to double the number of scooters on Main Campus to meet the demand. The scooters are now available on the Health Science Campus.

  • During the spring 2019 semester, the University held a Student Appreciation Day on Main Campus with food and entertainment.

November 2018

Outcome: Student support as measured by the National Survey of Student Engagement score “support for overall well-being”


  • The University of Toledo administers the National Survey of Student Engagement (NSSE) in alternate years, with the next NSSE survey to be administered in the spring of 2019.

  • The results of the National Survey of Student Engagement from 2016-17 are being reviewed by the Student Affairs Leadership Team (SALT), with an action plan to address survey results and develop strategies to improve student satisfaction and success to be completed by May 2019.

  • The Division of Student Affairs implemented the “Rocket Care” initiative in collaboration with the Faculty Senate in fall 2017, and 55 percent (180) of the 327 students who had a Rocket Care form submitted on their behalf returned to classes in fall 2018.

  • During the 2017-18 academic year, 60 percent of students who used the University’s food pantry returned to classes in fall 2018 (525 students used the food pantry in 2017-18 and 315 of these students were retained in fall 2018).

  • The Division of Student Affairs awarded more than $168,000 to 190 undergraduate students as part of the University’s “Rocket Recovery” grant program, and 96 percent of the students who received emergency funding during the 2017-18 academic year were retained from fall 2017 to spring 2018.

  • UT is among 208 colleges and universities nationwide receiving the “Best for Vets in 2019” (veterans) designation, according to the Military Times’ annual survey.

  • UT received the Governor’s Distinguished Hispanic Ohioan Award in October 2018 at the 38th Annual Hispanic Ohioans gala event. UToledo was chosen in the category of “Nuestra Familia,” or “Our Family,” which honors individuals and organizations that encourage the inclusion of Latinos in Ohio and are committed to making the state a welcoming place for everyone.

  • UT launched an electric scooter-sharing program on Main Campus in fall 2018 to provide students with additional modes of environmentally friendly transportation on campus and to provide students with an opportunity to enjoy a new experience as part of campus life. During the first two months that the Lime scooters were on campus, more than 5,500 students, faculty and staff logged more than 19,000 miles; the scooters were used for 32,000 trips, with the average trip on campus being .42 miles. UToledo is among the top-performing universities in the U.S. for Lime scooter adoption.

May 2018

Outcome: Student support as measured by the National Survey of Student Engagement score “support for overall well-being”

  • 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.

October 2017

Outcome: Student support as measured by the National Survey of Student Engagement score “support for overall well-being”


  • 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 1: IMPROVE UNDERGRADUATE STUDENT SUCCESS, RETENTION AND DEGREE COMPLETION.

May 2019

Outcome: Reduction in number of undergraduate degree programs that are more than 120 credit hours


  • During the last three years, the Office of the Provost has worked closely with academic programs to reduce the number of undergraduate degree programs requiring more than 120 credit hours to graduate.

  • Degree requirements for a substantial number of academic programs have been reduced to 120 credit hours, while not jeopardizing accreditation requirements in order to improve time-to-degree for undergraduate students.

  • As of spring 2019, 54 undergraduate degree programs have been approved at 120 credit hours and an additional academic program is in the approval process. As of spring 2019, 53 percent of the University’s 102 academic programs now require 120 credit hours to graduate, and the Office of the Provost is working with the colleges to identify additional programs to submit for reduction during the 2019-20 academic year.

  • Note that the baseline metric for this outcome was established in 2016 as the University having four programs at 120 credit hours to graduate; within three years, the University has exceeded the target metric of having 50 percent of academic programs at 120 credit hours to graduate.

November 2018

Outcome: Reduction in number of undergraduate degree programs that are more than 120 credit hours


  • The Office of the Provost is working closely with academic programs to reduce the number of undergraduate degree programs that require more than 120 credit hours to graduate.

  • Degree requirements for a substantial number of academic programs have been reduced to 120 credit hours, while not jeopardizing accreditation requirements to improve time-to-degree for undergraduate students. As of fall 2018, 43 undergraduate degree programs have been approved at 120 credit hours, and an additional seven academic programs are in the approval process, which will bring the total to 50 academic programs by the end of the fall 2018 semester. This constitutes 49 percent of the University’s academic programs now requiring 120 credit hours to graduate. The Office of the Provost is working with the colleges to identify additional programs to submit for reduction during the 2018-19 academic year.

May 2018

Outcome: Reduction in number of undergraduate degree programs that are more than 120 credit hours


  • 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.)

October 2017

Outcome: Reduction in number of undergraduate degree programs that are more than 120 credit hours


  • 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 2: IMPROVE GRADUATE AND PROFESSIONAL STUDENT SUCCESS THROUGH TIMELY DEGREE COMPLETION.


May 2019

Outcome: Two-year graduation rate of full-time master’s degree students


  • New professional development initiatives are being implemented for graduate students and faculty to support mentoring, scholarship, writing and research.

  • The College of Graduate Studies is supporting student advising practices and allocating graduate student funds to support a two-year graduation rate for full-time master’s students.

  • In an effort to increase access and time-to-degree, the College of Graduate Studies is working, in collaboration with UToledo Online, to develop opportunities to expand and promote online graduate course offerings.

  • Among this year’s cohort of Fellows in the Office of the Provost, two Fellows were appointed to work with the College of Graduate Studies: (i) a Fellow to identify potential funding sources and develop external grants to increase support for graduate education; and (ii) a Fellow to assist the College of Graduate Studies in efforts to expand and develop interdisciplinary graduate curricula.

November 2018

Outcome: Two-year graduation rate of full-time master’s degree students


  • New professional-development initiatives are being implemented for graduate students and faculty to support mentoring, scholarship, writing and research.

  • The College of Graduate Studies is supporting student advising practices and allocating graduate student funds to support a two-year graduation rate for full-time master’s students.

  • In an effort to increase access and time-to-degree, the College of Graduate Studies is working, in collaboration with UToledo Online, to develop opportunities to expand and promote online graduate course offerings.

  • Among this year’s cohort of Fellows in the Office of the Provost, two were appointed to work with the College of Graduate Studies: (i) a Fellow to identify potential funding sources and develop external grants to increase support for graduate education; and (ii) a Fellow to assist the College of Graduate Studies in efforts to expand and develop interdisciplinary graduate curriculum.

May 2018

Outcome: Two-year graduation rate of full-time master’s degree students


  • 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.

October 2017

Outcome: Two-year graduation rate of full-time master’s degree students


  • 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).

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 2: IMPROVE GRADUATE AND PROFESSIONAL STUDENT SUCCESS THROUGH TIMELY DEGREE COMPLETION.

May 2019

Outcome: Graduate and professional students’ entrance exam scores


  • The current LSAT medium for students entering the College of Law is 152, an increase from the 150.7 baseline established in 2016.

  • For the 2018 entering class in the College of Medicine and Life Sciences, the middle 50 percent of MCAT scores was 506-511, unchanged from last year, corresponding to the national percentile range of 71st to 85th percentile.

November 2018

Outcome: Graduate and professional students’ entrance exam scores


  • The current LSAT medium for students entering the College of Law is 152, increased from the 150.7 baseline established in 2016.

  • For the 2018 entering class in the College of Medicine and Life Sciences, the middle 50 percent of MCAT scores was 506-511, unchanged from last year, corresponding to the national percentile range of 71st - 85th percentile.

May 2018

Outcome: Graduate and professional students’ entrance exam scores


  • 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.

October 2017

Outcome: Graduate and professional students’ entrance exam scores


  • 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 2: IMPROVE GRADUATE AND PROFESSIONAL STUDENT SUCCESS THROUGH TIMELY DEGREE COMPLETION.

May 2019

Outcome: Licensure and board pass rates


  • College of Law graduates achieved an 84 percent first-time pass rate on the July 2018 Ohio Bar exam, an increase of 10 percent compared to last year in July 2017 (74 percent first-time pass rate). This is five percentage points higher than the state average in Ohio for first-time takers in July 2018 at 79 percent and third among the state’s nine law schools (behind only Cleveland State and Ohio State).

  • The College of Law has implemented a number of initiatives during the last several years to improve graduate bar success, including aligning the college’s curriculum with bar-tested subjects, developing a new first-year support program, expanding the college’s third-year bar preparation course, and implementing a legal analysis course and academic success contracts. The college also established the position of director of academic success and bar preparation, with the director providing oversight of the bar passage program designed to prepare both third-year students and graduates for the bar exam. Through post-graduation mentoring, every UToledo College of Law graduate is paired with a faculty member to provide support during bar exam study.

  • The 2018 NAPLEX (North American Pharmacist Licensure Exam) passage rate was 96.781 for students in College of Pharmacy and Pharmaceutical Sciences, with a national average of first-time takers pass rate on NAPLEX of 88.48%.

  • Based on 2017-18 data, the College of Medicine and Life Sciences had a pass rate of 97 percent on the United States Medical Licensing Examination (USMLE)/Step 1, compared to the national pass rate of 96 percent; and the college had a mean score of 230, which is higher than the national mean score of 229.

  • The College of Medicine and Life Sciences had a pass rate of 96 percent on the USMLE/Step 2, compared to the national pass rate of 97 percent; and the college had a mean score of 244, which is higher than the national mean score of 243.

  • The College of Medicine and Life Sciences had a pass rate of 98 percent on the USMLE/Step 3, compared to the national pass rate of 98 percent. (Note that mean scores were not provided.)

  • The College of Medicine and Life Sciences has implemented a number of initiatives to improve learning outcomes and enhance board pass rates for medical students, including revising the curriculum and integrating foundational and clinical science into the clinical clerkship. Planning also is underway for exam preparation courses for USMLE/Step 1 and Step 2 courses to be offered in the summer of 2019.

  • In addition, the College of Medicine and Life Sciences has revised all of its foundational science courses and threads based on faculty and student feedback, with improved student satisfaction noted at all levels. All threads of the new foundational science curriculum includes NBME examination, providing additional exposure to USMLE style questions and positive impact on Step 1 and 2 performance anticipated with the curriculum change.

  • The College of Medicine and Life Sciences also has provided M3 with USMLE Clinical Knowledge (CK) and Clinical Skills (CS) preparatory material and skills assessment, respectively; the college also developed a board review course for the new M2 curriculum.

November 2018

Outcome: Licensure and board pass rates


  • College of Law graduates achieved an 84 percent, first-time pass rate on the July 2018 Ohio Bar exam results, an increase of 10 percent from July 2017 (74 percent first-time pass rate in July 2017), above the state average in Ohio this year at 79 percent.

  • The College of Law has implemented a number of initiatives during the last several years to improve graduates' bar exam success, including aligning the college’s curriculum with bar-tested subjects, developing a new first-year support program, expanding the college’s third-year bar preparation course and implementing a legal analysis course and academic success contracts. The college also established the position of director of academic success and bar preparation, with the director providing oversight of the Bar Passage program designed to prepare both third-year students and graduates for the bar exam. Through post-graduation mentoring, every UToledo College of Law graduate is paired with a faculty member to provide support during bar exam study.

  • The College of Medicine and Life Sciences had a pass rate of 97 percent on the United States Medical Licensing Examination (USMLE)/Step 1, compared to the national pass rate of 96 percent, and the college had a mean score of 230, above the national mean score of 229.

  • The College of Medicine and Life Sciences had a pass rate of 96 percent on the USMLE/Step 2, compared to the national pass rate of 97 percent, and the college had a mean score of 244, above the national mean score of 243.

  • The College of Medicine and Life Sciences had a pass rate of 98 percent on the USMLE/Step 3, compared to the national pass rate of 98 percent. (Note that mean scores were not provided.)

  • The College of Medicine and Life Sciences has implemented a number of initiatives to improve learning outcomes and enhance board pass rates for medical students, including revising the curriculum and integrating foundational and clinical science into the clinical clerkship (August 2017). Planning is underway for exam preparation courses for USMLE Step 1 and Step 2 courses to be offered in the summer of 2019.

  • During the last four years (2014-2017), the College of Pharmacy and Pharmaceutical Sciences has had 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.

May 2018

Outcome: Licensure and board pass rates


  • 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.

October 2017

Outcome: Licensure and board pass rates


  • 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 2: IMPROVE GRADUATE AND PROFESSIONAL STUDENT SUCCESS THROUGH TIMELY DEGREE COMPLETION.

May 2019

Outcome: Percent of graduating medical residents who enter practice in northwest Ohio


  • 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.

  • A goal was established to increase UToledo student match into UToledo graduate medical education programs, and 20 UToledo 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.

  • The College of Medicine and Life Sciences is evaluating an incentive plan to retain UToledo residents as family medicine faculty.

November 2018

Outcome: Percent of graduating medical residents who enter practice in northwest Ohio


  • 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.

  • Goal to increase the number of UToledo students who match into UToledo Graduate Medical Education programs; and 20 UToledo students 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 periods.

  • The College of Medicine and Life Sciences is currently evaluating an incentive plan to retain UToledo residents as family medicine faculty.

May 2018

Outcome: Percent of graduating medical residents who enter practice in northwest Ohio


  • 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 UToledo student Match into UToledo Graduate Medical Education programs, and 20 UToledo 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.

October 2017

Outcome: Percent of graduating medical residents who enter practice in northwest Ohio


  • 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 2: IMPROVE GRADUATE AND PROFESSIONAL STUDENT SUCCESS THROUGH TIMELY DEGREE COMPLETION.

May 2019

Outcome: Number of new residences or fellowships available at ProMedica Toledo Hospital and ProMedica Toledo Children’s Hospital


  • 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.

  • A sports medicine fellowship has been established, with UToledo assuming sponsorship of this program from ProMedica.

  • A forensic pathology fellowship has been approved.

  • A new fellowship in hematology/oncology has been approved.

  • Note that the College of Medicine and Life Sciences has established six additional programs since 2016, with the 2022 goal to establish eight additional programs.

November 2018

Outcome: Number of new residences or fellowships available at ProMedica Toledo Hospital and ProMedica Toledo Children’s Hospital


  • 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; it began in July 2018.

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

  • A rheumatology fellowship has been established.

  • A sports medicine fellowship has been established, with UToledo assuming sponsorship of this program from ProMedica.

  • A forensic pathology fellowship has been approved.

  • A new program in hematology/oncology has been approved.

  • Note that the College of Medicine and Life Sciences has established six additional programs since 2016, with the 2022 target goal to establish eight additional programs.

May 2018

Outcome: Number of new residences or fellowships available at ProMedica Toledo Hospital and ProMedica Toledo Children’s Hospital


  • 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.

October 2017

Outcome: Number of new residences or fellowships available at ProMedica Toledo Hospital and ProMedica Toledo Children’s Hospital


  • 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 UToledo 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 3: PREPARE STUDENTS FOR ADVANCED ACADEMIC STUDIES AND CAREER SUCCESS.

May 2019

Outcome: Program-level student learning outcomes, assessments and achievements aligned to UToledo’s institutional learning outcomes as documented in the annual review process


  • Academic programs are revising their assessment plans to align program student learning outcomes (SLOs) with the new institutional student learning outcomes (ISLOs).

  • By fall 2018, 214 of 307 academic and service units (70 percent) have updated and submitted revised plans to align SLOs with ISLOs and these plans have been reviewed by their University Assessment Committee (UAC) liaison; 26 of 307 academic and service units (8 percent) have submitted revised plans and are awaiting review by their respective UAC liaison; 31 of 307 academic and service units (10 percent) are in the process of revising their plans; and 36 of 307 academic and service units (12 percent) have not yet started to update their plans to the new template.

  • UToledo is now using a nationally normed instrument to assess student learning outcomes and is participating in the American Association of Colleges & Universities’ Valid Assessment of Learning in Undergraduate Education (VALUE) assessment initiative.

  • A team of seven faculty members was selected in fall 2018 to participate in the institutional assessment of student work related to the critical thinking learning outcome. These faculty will pilot the implementation of the critical thinking VALUE rubric in their courses in spring 2019, with feedback from AAC&U to follow.

November 2018

Outcome: Program-level student learning outcomes, assessments and achievements aligned to UToledo’s institutional learning outcomes as documented in the annual review process


  • Academic programs are revising their assessment plans to align program student learning outcomes (SLOs) with the new Institutional Student Learning Outcomes (ISLOs).

  • By fall 2018, 214 of 307 academic and service units (70%) have updated and submitted revised plans to align SLOs with ISLOs, and these plans have been reviewed by their University Assessment Committee (UAC) liaison; 26 of 307 academic and service units (8%) have submitted revised plans and are awaiting review by their respective UAC liaison; 31 of 307 academic and service units (10%) are in the process of revising their plans; and 36 of 307 academic and service units (12%) have not yet started to update their plans to the new template.

  • UT is now using a nationally normed instrument to assess student learning outcomes and is participating in the American Association of American Colleges & Universities’ VALUE (Valid Assessment of Learning in Undergraduate Education) assessment initiative.

  • A team of seven faculty members was selected in fall 2018 to participate in the institutional assessment of student work related to the “critical thinking” learning outcome, and these faculty will pilot the implementation of the “critical thinking” VALUE rubric in their courses in the spring of 2019, with feedback from AAC&U to follow.

May 2018

Outcome: Program-level student learning outcomes, assessments and achievements aligned to UToledo’s institutional learning outcomes as documented in the annual review process


  • 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 UToledo 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.”

October 2017

Outcome: Program-level student learning outcomes, assessments and achievements aligned to UToledo’s institutional learning outcomes as documented in the annual review process


  • 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).

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 3: PREPARE STUDENTS FOR ADVANCED ACADEMIC STUDIES AND CAREER SUCCESS.

May 2019

Outcome: Percentage of distance-learning courses that are Quality Matters-certified or meet Quality Matters standards


  • As of November 2018, UToledo ranked third for the number of courses (32) receiving QM certification during the 2018 calendar year of the 176 institutions across the nation that have at least one course receive official QM certification.

  • UToledo’s total number of QM-certified courses by May 2019 is 87, with three more courses in various stages of the review process.

  • UToledo ranks sixteenth in the nation for the number of QM-certified courses, and we have the highest number of QM-certified courses in Ohio.

  • In May 2019, UToledo presented “QM Implementation and Growth: How UToledo Reached Over 86 QM-Certified Courses” at the annual meeting of the Ohio Quality Matters Consortium.

November 2018

Outcome: Percentage of distance-learning courses that are Quality Matters-certified or meet Quality Matters standards


  • UT Online continues to increase the percentage of online courses for which a version of the course received official Quality Matters (QM) certification or meets Quality Matters standards (per internal review), with a total of 18.2 percent of courses now meeting QM certification or QM standards (i.e., meeting QM standards, but not officially certified.) (Note: 18.2 percent of QM-certified or meets standards include data through Oct. 11, 2018.)

  • As of November 2018, UToledo ranked third in the number of courses (32) receiving QM certification during the 2018 calendar year of the 176 institutions across the nation that have at least one course receiving official QM certification.

May 2018

Outcome: Percentage of distance-learning courses that are Quality Matters-certified or meet Quality Matters standards


  • 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.

October 2017

Outcome: Percentage of distance-learning courses that are Quality Matters-certified or meet Quality Matters standards


  • 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).

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 3: PREPARE STUDENTS FOR ADVANCED ACADEMIC STUDIES AND CAREER SUCCESS.

May 2019

Outcome: Number of undergraduate-to-graduate pipeline programs


  • Last year, the College of Graduate Studies developed guidelines and procedures for the establishment of undergraduate-to-graduate pipeline programs that are consistent with Higher Learning Commission (HLC) accreditation guidelines and Ohio Department of Higher Education guidelines on credit hour limitations, registration and financial aid considerations. These guidelines were shared with graduate programs.

  • Three new undergraduate-to-graduate pipeline programs have been established, including a B.S. in pharmacy-to-M.A. in law; a B.A.-to-M.A. in sociology; and a B.A.-to-M.A. in criminal justice.

  • The College of Graduate Studies continues to review and identify programs with potential to develop pipeline programs.

November 2018

Outcome: Number of undergraduate-to-graduate pipeline programs


  • The College of Graduate Studies developed 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. These guidelines were shared with graduate programs.

  • Two new undergraduate-to-graduate pipeline programs were established, including a BS in pharmacy-to-MA in law and a BA-to-MA in sociology. Two additional undergraduate-to-graduate pipeline programs are currently in development, and the College of Graduate Studies continues to review programs with potential to develop pipeline programs.

May 2018

Outcome: Number of undergraduate-to-graduate pipeline programs


  • 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.

October 2017

Outcome: Number of undergraduate-to-graduate pipeline programs


  • 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 UToledo 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.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 3: PREPARE STUDENTS FOR ADVANCED ACADEMIC STUDIES AND CAREER SUCCESS.

May 2019

Outcome: Undergraduate participation rates in experiential learning


  • Last year, Career Services hired two new career consultants to work with assigned colleges to strengthen existing and develop new internships and placement opportunities for students.

  • 6,960 undergraduate and 385 graduate students have signed up for the Handshake program since its inception. The program is an online, interactive database that assists students with searches related to internships and employment.

  • In response to the spring 2018 First Destination Survey, 83 percent of graduating seniors reported participation in some form of experiential learning during their studies at UToledo.

  • A new internship program called Rocket Ready will be launched in fall 2019. Rocket Ready assists students with no internship requirements for their programs of study. The Rocket Ready program will help students secure internships or micro-internships in their fields of study.

  • Approximately 575 residential students are actively engaged in the Division of Student Affairs’ living learning communities based on academic and/or professional interests. These communities are established in both University housing and the Honors Academic Village and are focused around academic majors, interest areas and program participation.

  • The Office of the President and the Office of the Provost appointed a Service Learning (SL) Course Designation Advisory Committee to recommend a plan for developing SL-designated courses to increase the number of service learning courses we offer. In December 2019, Faculty Senate endorsed the SL course designation, and it is anticipated that approved SL-designated courses will be offered in fall 2019. The University Teaching Center is providing workshops on the development of service learning courses to integrate service learning pedagogy into existing courses, or to create new SL-designated courses, with course design based on best practices and national standards for service learning curricula.

November 2018

Outcome: Undergraduate participation rates in experiential learning


  • The Career Services implemented the Career Services’ Ambassadors program, which trains student ambassadors to advise fellow students with a focus on preparation of resumes, cover letters, interview tips, job/internship searches and more.

  • During the early fall 2018 semester (August to October 2018), nine career ambassadors have conducted 253 student consultations. In addition, career ambassadors assist in outreach presentations and employment searches.

  • The Office of the Provost has established a Service Learning Advisory Committee to develop recommendations on the establishment of a service learning course designation process (SL course designation), with representation from the Office of the Provost, the Division of Student Affairs, the Office of University Engagement and Faculty Senate.

  • Last year, the Career Services hired two new career consultants to work with assigned colleges to strengthen existing, and develop new, internships and placement opportunities for students.

  • To date, 22 percent of undergraduate students (3,546) have signed up for “Handshake,” an online, interactive database that assists students with searches related to internships and employment.

  • In response to the spring 2018 “First Destination Survey,” 83 percent of graduating seniors reported participating in some form of experiential learning during their studies at UT.

  • The Office of the President and the Office of the Provost appointed a “Service Learning (SL) Course Designation Advisory Committee” to recommend a plan for developing designated SL courses and increasing the service-learning courses that we provide our students, and indicating that a course is SL-designated on students’ transcripts.

May 2018

Outcome: Undergraduate participation rates in experiential learning


  • The 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.

October 2017

Outcome: Undergraduate participation rates in experiential learning


  • Career Services 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 Career Services in its efforts to assess its programs and services.

I. STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Goal 3: PREPARE STUDENTS FOR ADVANCED ACADEMIC STUDIES AND CAREER SUCCESS.

May 2019

Outcome: Undergraduate student placement rate


  • Last year, Career Services hired two new career consultants to work with assigned colleges to strengthen existing and develop new internships and placement opportunities for students.

  • The Center for Experiential Learning and Career Services implemented the Career Services’ ambassadors program that trains student ambassadors to advise fellow students with a focus on preparation of resumes, cover letters, interview tips, job/internship searches and more.

  • During the 2018-19 academic year, career ambassadors conducted 600 student consultations. In addition, career ambassadors assisted in outreach presentations and employment searches.

  • During the 2018-19 academic year, 416 students met with career consultants for career planning and other services.

  • During the 2018-19 academic year, Career Services staff delivered 102 classroom presentations at nine UToledo colleges and other venues on campus, with a total of 2,793 students in attendance.

  • In spring 2019, Career Services hosted a JCPenney Suit Up event that was attended by 323 students.

  • The University’s Rocket Connect Mentoring Program now has 1,477 active members and includes students, alumni and UToledo faculty and staff. The Rocket Connect Mentoring Program engages students with alumni and other mentors in their fields of study to explore career options and internships.

  • An assistant director for career development was hired to provide leadership in the area of identifying and establishing new internships and placement opportunities for students.

  • The UToledo College of Engineering’s Career Development Center marked a milestone with its 20th annual Career Expo in fall 2018, celebrating 20 years of placing more than 20,000 engineering co-ops. More than 190 companies from across the United States and 700 UToledo engineering students and alumni attended the expo. The College of Engineering hosts semiannual career expos to offer students the opportunity to network with potential employers.

November 2018

Outcome: Undergraduate student placement rate


  • Last year, the Career Services hired two new career consultants to work with assigned colleges to strengthen existing, and develop new, internships and placement opportunities for students.

  • Career consultants have been assigned to specific colleges to increase collaboration.

  • An assistant director for career development was hired to provide leadership in the areas of identifying and establishing new internships and placement opportunities for students.

  • The UToledo College of Engineering’s Career Development Center marked a milestone with the hosting of the 20th annual Career Expo in the fall of 2018, celebrating 20 years of placing more than 20,000 engineering co-ops. More than 190 companies from across the U.S. and 700 UToledo engineering students and alumni attended the fall expo at UT. The College of Engineering hosts semiannual career expos to offer UToledo students the opportunity to network with potential employers.

May 2018

Outcome: Undergraduate student placement rate


  • The Career Services hired two career consultants to work with assigned colleges to strengthen existing and develop new internships and placement opportunities for students.

October 2017

Outcome: Undergraduate student placement rate


  • See above (1.3.4), the 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.

May 2019

Outcome: 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)


  • Data has been collected regarding research funding and publications leading to the identification of biomedical science and environmental sustainability (energy and water) as the two areas of research excellence.

  • Subcommittees were formed in fall 2017, and meetings took place throughout the 2017-18 academic year to provide direction and further refine the scope of the research areas identified.

November 2018

Outcome: 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)


  • 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 fall 2017 and meetings took place throughout the 2017-18 academic year to provide direction and further refine the scope of the research areas identified.

May 2018

Outcome: 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)


  • 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.

October 2017

Outcome: 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)


  • 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.

II. RESEARCH, SCHOLARSHIP AND CREATIVE ACTIVITIES

Goal 1: ACHIEVE NATIONAL RECOGNITION FOR RESEARCH EXCELLENCE.

May 2019

Outcome: 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)


  • Three additional areas of established research excellence were identified following a review of faculty proposals by the University Research Council and external reviewers.

  • The three research areas include astronomy and astrophysics; solar, energy, water quality and sustainable technologies; and cell architecture and dynamics.

  • In addition, spotlight areas of unique research distinction also were identified, as well as emerging areas of research excellence and areas of future opportunities.

  • The spotlight areas of unique distinction include research in human trafficking, disability and society, and hypertension and precision medicine.

  • Areas of emerging research excellence also were identified and include legacy cities; and cancer, immune therapy and precision molecular therapy.

  • The areas of future research excellence opportunities were identified and include vector biology, smart transportation, data 2 decision, bio-psycho-social determinants of chronic disease, and community-based STEAM (science, technology, engineering, the arts and mathematics).

November 2018

Outcome: 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)


  • Three additional areas of research excellence were identified following a review of faculty proposals by the University Research Council and external reviewers.

  • The three research areas include astronomy and astrophysics; solar, energy, water quality and sustainable technologies; and cell architecture and dynamics.

  • In addition, “spotlight” areas of unique research distinction also were identified, as well as emerging areas of research excellence and areas of future opportunities.

  • The “spotlight” areas of unique distinction include research in human trafficking, disability and society, and hypertension and precision medicine.

  • The areas of emerging research excellence identified include legacy cities; and cancer, immune therapy, and precision molecular therapy.

  • The areas of future opportunity include vector biology, smart transportation, data 2 decision, BioPsychoSocial determinants of chronic disease, and community-based STEAM (Science, Technology, Engineering, the Arts and Mathematics).

May 2018

Outcome: 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)


  • 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.

October 2017

Outcome: 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)


  • 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.

II. RESEARCH, SCHOLARSHIP AND CREATIVE ACTIVITIES

Goal 2: INCREASE THE NATIONAL PROMINENCE OF FACULTY DERIVED FROM THEIR RESEARCH, SCHOLARSHIP, AND CREATIVE AND PERFORMING ARTS ACTIVITIES.

May 2019

Outcome: UToledo's national ranking in research expenditures


  • The National Science Foundation report on fiscal year 2019 research expenditures has not yet been released.

  • During the 2017-18 academic year, UToledo increased external research awards by 21 percent compared to the previous year with 326 research awards and approximately $46.7 million in external funding. In addition, new awards increased by 40 percent, from $19 million to $27 million.

November 2018

Outcome: UToledo's national ranking in research expenditures


  • UT is ranked No. 194 nationally by the National Science Foundation for research and development expenditures in fiscal year 2017.

  • The National Science Foundation report on fiscal year 2018 research expenditures has not yet been released.

  • The UToledo Strategic Plan, Path to Excellence, includes in Goal 2 under Research, Scholarship and Creative Activities, that UToledo will increase its national ranking in research expenditures from 190 to 160, and its ranking among Ohio’s public universities from 6th in the state to 3rd. The ranking of 190 that was recorded in the Strategic Plan was the most recent ranking available from the NSF at the time the Plan was submitted to the Board of Trustees in Spring, 2016. That year reported by the NSF was 2015. The NSF generally reports the numbers in late fall of each year, and there is a lag of over a year before numbers are reported. Since the Strategic Plan was submitted, the NSF reported its 2016 ranking in November, 2017 where UToledo stood at #197 and most recently in November, 2018 its rankings of universities for 2017 where UToledo stood at #194. Since UT’s awards grew by over 20% in FY18, we expect that UT’s ranking to be reported in fall, 2019 to move even more positively toward the 160 target.

May 2018

Outcome: UToledo's national ranking in research expenditures


  • 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 UToledo in FY18, compared to $38.6 million in FY17.

October 2017

Outcome: UToledo's national ranking in research expenditures


  • 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.

II. RESEARCH, SCHOLARSHIP AND CREATIVE ACTIVITIES

Goal 2: INCREASE THE NATIONAL PROMINENCE OF FACULTY DERIVED FROM THEIR RESEARCH, SCHOLARSHIP, AND CREATIVE AND PERFORMING ARTS ACTIVITIES.

May 2019

Outcome: UToledo’s ranking in research expenditures among Ohio public research universities


  • The National Science Foundation report on fiscal year 2019 research expenditures among Ohio public research universities has not yet been released.

November 2018

Outcome: UToledo’s ranking in research expenditures among Ohio public research universities


  • UT ranks sixth among Ohio public universities for fiscal year 2017, according to National Science Foundation rankings of research and development expenditures.

  • The National Science Foundation report on fiscal year 2018 research expenditures among Ohio public research universities has not yet been released.

May 2018

Outcome: UToledo’s ranking in research expenditures among Ohio public research universities


  • National Science Foundation report on Ohio’s ranking in research expenditures not yet available.

October 2017

Outcome: UToledo’s ranking in research expenditures among Ohio public research universities


  • 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.

II. RESEARCH, SCHOLARSHIP AND CREATIVE ACTIVITIES

Goal 2: INCREASE THE NATIONAL PROMINENCE OF FACULTY DERIVED FROM THEIR RESEARCH, SCHOLARSHIP, AND CREATIVE AND PERFORMING ARTS ACTIVITIES.

May 2019

Outcome: Number of faculty publications in high-impact and high-profile journals will increase


  • UToledo Libraries faculty and staff, under the leadership of the dean of UToledo Libraries, consulted with deans, department chairs and faculty and conducted research to identify a database and metrics to measure faculty publications in high-impact and high-profile journals (“UT Research Productivity and Impact Study,” Dean’s Office, UToledo Libraries 2018.)

  • As a result of this study, three-year datasets were identified to allow for the measurement of the number of faculty publications, the number of citations and the h-impact (a measure of impact factor related to faculty publications), then a baseline metric for all three measurements was established for the three-year dataset covering the period from 2015-2017.

  • According to the data, the number of faculty publications and citations increased by 12 percent for the three-year data sets from 2014-2016 to 2015-2017. UToledo faculty ranked third in Ohio in relation to the h-index (a measure of impact factor) for publications from 2015-2017 (h-index for UToledo from 2014-2016 was 31 and from 2015-2017 was 40).

  • In addition to using the 2015-2017 data set as a baseline, the 2022 target was established as a 5 percent increase in all three categories: an increase in the h-index from 40 to 42; an increase in total faculty publications from 3,283 to 3,447; and a 5 percent increase in citations from 12,474 to 13,097. In addition, the 2022 target includes maintaining our rank of No. 3 among the state’s public universities in each of these three categories. The University of Toledo ranked third among Ohio public universities in each of these categories from 2015-2017.

  • According to the results of the data set released April 1, 2019 for the three-year period from 2016-2018, The University of Toledo continues to rank third in total number of publications for Ohio public universities, behind Ohio State University and the University of Cincinnati. In addition, for the 2016-2018 data set, UToledo continues to rank third in the number of citations of our published research (behind Central State University and Ohio University), with a 19.2 percent increase compared to last year’s data set (2015-2017). We also maintained our third place rank in h-index for Ohio public universities, behind Ohio State University and the University of Cincinnati, with our h-index increasing from 40 in last year’s data set (2015-2017) to 47 in this year’s data set (2016-2018).

  • We will continue to report data in three-year accumulations through the end of the strategic plan; however, we also will begin this year with the separate reporting of InCites data to measure faculty publications.

  • The University of Toledo has purchased a license for InCites software, which will allow us to compare how our faculty publications are performing in their particular disciplinary categories. InCites is available and University Libraries is conducting outreach and training, beginning with the College of Engineering.

  • In addition, we have acquired Cabell’s Whitelist and Cabell’s Blacklist, which provide information regarding publishers and publications. The College of Business and Innovation is using these products.

  • With support from the provost, deans and the Office of Research and Sponsored Programs, the library is managing implementation of the products. The first will import publication data into Faculty 180 to aid faculty members in building their online dossiers. The second is an online research portal that will highlight research accomplishments and make them known worldwide. For an example, see scholars.duke.edu to view a portal that uses the same software we will use to construct UToledo’s research portal.

  • The Office of the Provost and the Office of Research and Sponsored Programs sponsored several workshops for faculty during the 2018-19 academic year on skill building related to publishing in high-impact journals.

November 2018

Outcome: Number of faculty publications in high-impact and high-profile journals will increase


  • The number of faculty publications and citations increased by 12 percent from 2014-16 to 2015-17, and UToledo faculty ranked third in Ohio in relation to the h-index (impact factor) for publications from 2015-17.

  • Note that a baseline was established for this outcome based on 2014-16 data, which identifies 2,920 total journal publications, 9,487 citations and an h-index (impact factor) of 31. The 2022 target was established as a 17 percent increase in all three categories.

  • (Note: databases searched and report prepared by the Dean’s Office, UToledo Libraries, “UT Research Productivity and Impact Study, 2018.”)

May 2018

Outcome: Number of faculty publications in high-impact and high-profile journals will increase


  • 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.

October 2017

Outcome: Number of faculty publications in high-impact and high-profile journals will increase


  • 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.

II. RESEARCH, SCHOLARSHIP AND CREATIVE ACTIVITIES

Goal 2: INCREASE THE NATIONAL PROMINENCE OF FACULTY DERIVED FROM THEIR RESEARCH, SCHOLARSHIP, AND CREATIVE AND PERFORMING ARTS ACTIVITIES.

May 2019

Outcome: 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


  • A baseline was established for 2016-17, with 174 (or 21 percent) of tenure-track faculty selected in 2016-17 as Fellows of national societies, receiving national named fellowships, Fulbright or other prestigious appointments, or national or international awards and honors; holding leadership positions in national organizations; or serving on national grant review panels or study groups. The baseline metric was established based on data collected from departmental and college annual reports for the 2016-17 academic year.

  • The proposed target for 2022 is 25 percent of tenure-track faculty selected to prestigious national appointments as described above.

  • To more accurately measure the number of faculty who serve in these capacities, the Office of the Provost is working on revisions to the University’s Annual Report of Professional Activities (ARPA) form for faculty so this information is available for tracking in Faculty 180, as faculty members enter their ARPA reports annually, beginning in fall 2019.

  • The Office of the Provost is exploring the possibility of establishing a focal point at the University to support and assist faculty with the nomination process in order to increase the number of faculty who serve in national leadership roles.

November 2018

Outcome: 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


  • A baseline was established for 2016-17, with 174 (or 21 percent) of tenure-track faculty selected in 2016-17 as Fellows of national societies, receiving national, named fellowships, Fulbright or other prestigious appointments, or national or international awards and honors; holding leadership positions in national organizations; or serving on national grant-review panels or study groups.

  • (Note: data collected from departmental and college annual reports for the 2016-17 academic year; report prepared by the Office of the Provost, 2018.)

  • During the 2017-18 academic year, three UToledo faculty members were selected as Fellows of the American Association for the Advancement in Science.

  • In the fall of 2018, Dr. Amanda Bryant-Friedrich, interim dean of the College of Pharmacy and Pharmaceutical Sciences, was named a Fellow of the American Chemical Society; and Dr. Paul Erhardt, Distinguished University Professor of Medicinal Chemistry, was inducted into the American Chemical Society Medicinal Chemistry Division Hall of Fame.

  • Enjie Hall, UToledo director of campus accessibility and student disability services, was appointed to serve on the Board of Directors of the national Association of Higher Education and Disability.

May 2018

Outcome: 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


  • During the current academic year (2017-18), three UToledo faculty members were selected as fellows of the American Association for the Advancement of Science.

October 2017

Outcome: 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


  • 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.

II. RESEARCH, SCHOLARSHIP AND CREATIVE ACTIVITIES

Goal 2: INCREASE THE NATIONAL PROMINENCE OF FACULTY DERIVED FROM THEIR RESEARCH, SCHOLARSHIP, AND CREATIVE AND PERFORMING ARTS ACTIVITIES.

May 2019

Outcome: Number of faculty and staff participating in local and community engagement activities will increase.


  • The University established the new position of director of strategic initiatives in fall 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 Office of Research 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 the region.

  • The Office of the Provost established a baseline for 2016-17, with 48 percent of faculty participating in one or more community engagement activities. A 2022 goal of 55 percent of faculty participating in one or more community engagement activities has been set.

  • Note that there is no overall database of community engagement activity of faculty and staff at this time. The only source of aggregate data is Faculty 180, the online database for faculty activity reporting, which is limited to information about faculty who applied for tenure and/or promotion during the 2017-18 academic year, and a review of their dossiers related to listing of community service (58 faculty dossiers reviewed). Once all tenure-track faculty enter their information into the Faculty 180 system during the 2018-19 academic year, it is anticipated that a more comprehensive database may become available.

November 2018

Outcome: Number of faculty and staff participating in local and community engagement activities will increase.


  • The Chancellor’s Award (Ohio Department of Higher Education) was awarded to Dr. Tom Bridgeman, director of the UToledo Lake Erie Center, in recognition of his leadership and expertise in the Harmful Algal Bloom Research Initiative for the Ohio Department of Higher Education. The Chancellor’s Award recognizes exemplary faculty, administration and students who have gone above and beyond the call of duty in using the power of higher education to impact the communities where they are located and for the greater good of Ohio.

  • In fall 2018, UT’s Department of Pediatrics’ literacy program celebrated 20 years with the goal of collecting 20,000 children’s books. The “Reach Out and Read” program has provided more than 258,000 books to children across the region during the last 20 years.

  • 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 Office of Research 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.

  • The Office of the Provost established a baseline for 2016-17 with 48 percent of faculty participating in one or more community engagement activities. Note that there is no overall database of community engagement activity of faculty and staff at this time. The only source of aggregate data is Faculty 180, the online database for faculty activity reporting, which is currently limited to information on faculty who applied for tenure and/or promotion during the 2017-18 academic year, and a review of their dossiers related to listing of community service (a total of 58 faculty dossiers reviewed). Once all tenure-track faculty enter their information into the Faculty 180 system, more comprehensive data will become available.

May 2018

Outcome: Number of faculty and staff participating in local and community engagement activities will increase.


  • 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 UToledo 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.

October 2017

Outcome: Number of faculty and staff participating in local and community engagement activities will increase.


  • 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 UToledo will be administered in November 2017 to all faculty and administrators on both campuses to assist with assessment and planning.

II. RESEARCH, SCHOLARSHIP AND CREATIVE ACTIVITIES

Goal 3: REINVENT AND REINVEST IN RESEARCH PROCESSES TO IMPROVE PRODUCTIVITY.

May 2019

Outcome: Carnegie Classification for UToledo’s research activity and graduate programs to hold at R2


  • During the 2017-18 academic year, external research awards increased by 21 percent compared to the previous year, with 326 external research awards and approximately $46.7 million in external funding. In addition, new awards increased by 40 percent, from $19 million to $27 million.

  • The National Science Foundation report regarding fiscal year 2019 research expenditures has not yet been released.

  • The Office of Research and Sponsored Programs identified three additional areas of research excellence at UToledo, spotlight areas of unique research distinction, areas of emerging research excellence and areas of future research excellence.

  • The Office of Research and Sponsored Programs is investing in research support infrastructure (see below) to enhance the productivity of faculty researchers.

November 2018

Outcome: Carnegie Classification for UToledo’s research activity and graduate programs to hold at R2


  • During the 2017-18 academic year, external research awards increased by 21 percent compared to the previous year, with 326 external research awards and approximately $46.7 million in external funding. In addition, new awards increased by 40 percent from $19 million to $27 million.

  • The Office of Research and Sponsored Program is in the process of implementing plans for five identified areas of research excellence at UT.

  • The Office of Research and Sponsored Programs is investing in research support structure (see below) to enhance the productivity of faculty researchers.

  • With the support of University Libraries and the Office of Research and Sponsored Programs, in May 2018, the UToledo president and provost recognized 26 faculty across the University who were selected for their outstanding contributions in scholarly and creative activity during the past three years.

May 2018

Outcome: Carnegie Classification for UToledo’s research activity and graduate programs to hold at R2


  • 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).

October 2017

Outcome: Carnegie Classification for UToledo’s research activity and graduate programs to hold at R2


  • 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.

II. RESEARCH, SCHOLARSHIP AND CREATIVE ACTIVITIES

Goal 3: REINVENT AND REINVEST IN RESEARCH PROCESSES TO IMPROVE PRODUCTIVITY.

May 2019

Outcome: Investment in research support infrastructure


  • IRB Manager was successfully implemented during the 2018-19 academic year for human subjects research. All new IRB (Institutional Review Board) protocols are submitted through the IRB Manager software system.

  • The Office of Research and Sponsored Programs is working with the Office of Information Technology to explore ways to fund and implement InfoEd during the 2019-20 academic year.

  • An Office of Proposal Development was established to assist faculty with preparation of competitive proposals to external agencies. The office worked with the senior director of research development to hold grant development workshops on both campuses, with specialized workshops and internal faculty review panels to support the submission of NSF CAREER proposals.

  • The Office of Proposal Development also assisted the College of Engineering with the Write Like an Engineer workshop for graduate students seeking to publish high-quality journal articles.

  • The Scholars Institute Program in the Office of Research and Sponsored Programs offered workshops to help researchers prepare successful grant proposals and to develop a fundable research program. During the 2018-19 academic year, workshops open to all faculty were held on Health Science Campus to assist medical faculty/professionals, as well as Main Campus.

  • Rocket Innovations participated in both workshops and held many individual meetings with faculty to learn more about their research and new ideas. The goal of these meetings is to assist faculty with the submission and securing of grants and other funding.

  • Rocket Innovations so far has conducted 15 NSF I-Corps Site programs at The University of Toledo and will continue to do so at a rate of four per year. Faculty members participate in these programs and are assisted with the advance of their technical projects and ideas; provided with training in the development of their research; and assisted with the development of grant and funding submissions.

  • The Office of Technology Transfer and the Human Research Protections Office held workshops to assist faculty in protecting their intellectual property and provide information on protocols and policies for working with human subjects.

  • The Office of Research and Sponsored Programs worked with the Office of Government Relations to identify and submit high-priority research project ideas to U.S. Congress to enhance areas of research excellence, and to establish research collaborations with national laboratories, including the Lawrence Berkeley National Laboratory and the Pacific Northwest National Laboratory in environmental sciences and advanced imaging applications.

  • In January 2019, the Human Research Protections Program (IRB) put into place policy and procedural changes to conform to the final rule for the protection of human subjects as defined in CFR, Subpart A.

  • Working with the Research Council, UToledo Research Compliance has addressed dual-use research with the development of a new policy and formation of the Institutional Review Entity.

  • UToledo Research Compliance has addressed controlled substance use in research with the development of a new policy.

November 2018

Outcome: Investment in research support infrastructure


  • The Office of Research and Sponsored Programs worked with the Office of Information 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).

  • Three vendor finalists were invited to campus, and the committee made a recommendation in May 2018.

  • Final recommendations were that one system (IRB Manager) was to be selected to support compliance programs (for Institutional Review Board research protocols) and another system (InfoEd) was recommended to provide grant development and grant accounting support.

  • Funds were identified to purchase IRB Manager and, beginning in October 2018, all new IRB (Institutional Review Board) protocols are now submitted through the IRB Manager software system. Legacy data has to be entered in the new system, but renewals and amendments are also to be entered into the new system.

  • The Office of Research and Sponsored Programs is working with the Office of Information Technology to explore ways to implement InfoEd in spring 2019.

  • Planning is moving forward to hire new staff to support post-award function and compliance (including external control).

  • There is a need for additional grant writers dedicated to specific colleges to improve grant award success. However, due to lack of funding, this hiring plan was not implemented. Instead of moving forward with this plan, the Office of Research and Sponsored Programs hired an additional part-time grant writer to assist the current grant writer.

  • The Office of Research and Sponsored Programs is working on a plan to create a new office of “proposal development” to assist faculty with research grant proposals.

  • An additional staff member was hired to oversee export control issues.

May 2018

Outcome: Investment in research support infrastructure


  • 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.

October 2017

Outcome: Investment in research support infrastructure


  • 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.

May 2019

Outcome: Retention rate of non-faculty staff


  • The retention rate of non-faculty staff for the first quarter of 2019 (Jan. 1, 2019 to March 31, 2019) is 97.48 percent, well above the 2022 target of 83 percent.

  • In fall 2017, the University launched a new leadership development program for staff members, and an inaugural cohort of 22 staff was selected, graduating in November 2018. The second cohort of 21 UToledo staff members was selected to participate in the UToledo Staff Leadership Development Program in fall 2018 and will graduate in fall 2019.

November 2018

Outcome: Retention rate of non-faculty staff


  • The retention rate of non-faculty staff for the second quarter of 2018 (April 1 - June 30, 2018) is 93.7 percent, well above the 2022 target of 83 percent.

May 2018

Outcome: Retention rate of non-faculty staff


  • The retention rate of non-faculty staff for the first quarter of 2018 is on track to meet the target goal for staff retention.

October 2017

Outcome: Retention rate of non-faculty staff


  • For 2017, the year-to-date retention rate of non-faculty staff is 86.8% (partial year calculation from Jan. 1-Oct. 31, 2017).

III. FACULTY, STAFF AND ALUMNI

Goal 2: FOSTER A CULTURE OF EXCELLENCE BY SUPPORTING RETENTION, PROMOTION AND HIGH JOB SATISFACTION FOR FACULTY.

May 2019

Outcome: Percent of full professors in the pool of full-time faculty


  • Sixteen (16) faculty members 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.

  • Six (6) faculty members who participated in the 2017-18 ATP program submitted dossiers for full professor in September 2018 (38 percent of the 2017-18 ATP cohort), and all six of these faculty members were successfully promoted to full professor for fall 2019.

  • Eighteen (18) faculty members were selected to participate in the 2018-19 ATP program, now in its second year, including nine who participated in the 2017-18 ATP program and made significant progress.

  • University-wide, 26 associate professors were promoted to full professor for fall 2018, compared to an average of 16 faculty promoted to full professor per year during the last three years.

  • Twenty-two (22) faculty members were promoted to full professor for fall 2019 (note that this number may change with new hires during the summer of 2019).

  • During the 2018-19 academic year, the Office of the Provost launched a new mentoring program, with launch committees established for 17 newly hired, tenure-track faculty in 11 departments of the colleges of Arts and Letters, Business and Innovation, Engineering, Health and Human Services, and Natural Sciences and Mathematics. In several departments, launch committees also were established for a second-year, tenure-track faculty member; and in one department, a launch committee was established for a third-year, tenure-track faculty member. Each launch committee uses best practices to help the new faculty member set goals and identify areas of focus, as well as resources, including attention to the needs of women and underrepresented minority faculty.

  • UToledo also participates in an NSF IDEAL-N ADVANCE grant (Advancement of Women in STEM fields grant, specifically in Sciences, Social Sciences, and Engineering) with Case Western, BGSU, Carnegie Melon, Cleveland State, Duquesne, IUPUI, Kent State, University of Akron and the University of Pittsburgh, with Case Western serving as the PI. Note that IDEAL-N stands for Institutions Developing Excellence in Academic Leadership – National. Each of the universities participating in the grant have a change implementation team, led by a co-director. Dr. Jamie Barlowe, former vice provost for faculty affairs, served as the co-director for the UToledo team. A new co-director has yet to be named following her retirement in spring 2019.

  • University-level tenure and promotion guidelines were developed during the 2017-18 academic year. During the 2018-19 academic year, colleges and departments continued to work on aligning their college-level and department-level tenure and promotion elaborations with University-level guidelines.

November 2018

Outcome: Percent of full professors in the pool of full-time faculty


  • 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.

  • Six (6) faculty who participated in the 2017-18 ATP program submitted dossiers for full professor in September 2018 (38 percent of 2017-18 ATP cohort submitted dossiers).

  • Seventeen (17) faculty were selected to participate in the 2018-19 ATP program, including nine faculty who had participated in the 2017-18 ATP program and made significant progress.

  • Twenty-six (26) associate professors 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.

  • During the 2018-19 academic year, the Office of the Provost launched a new mentoring program for new tenure-track faculty, with plans underway to develop mentoring programs for all tenure-track faculty. College mentoring plans are being developed and will include mentoring programs for associate professors.

  • University-level tenure and promotion guidelines were developed during the 2017-18 academic year and vetted by deans, department chairs and faculty, and endorsed by the Faculty Senate in April 2018. During the 2018-19 academic year, colleges and departments are working to align their college-level and department-level tenure and promotion elaborations with the University-level guidelines.

May 2018

Outcome: Percent of full professors in the pool of full-time faculty


  • 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.

October 2017

Outcome: Percent of full professors in the pool of full-time faculty


  • 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

III. FACULTY, STAFF AND ALUMNI

Goal 2: FOSTER A CULTURE OF EXCELLENCE BY SUPPORTING RETENTION, PROMOTION AND HIGH JOB SATISFACTION FOR FACULTY.

May 2019

Outcome: Rate of tenure-track assistant professors achieving tenure and promotion in seven years


  • Fifteen (15) tenure-track assistant professors were tenured and promoted to associate professor for fall 2018 (compared to 13 assistant professors promoted to associate professor in fall 2017).

  • Ten (10) assistant professors were tenured and promoted to associate professor for fall 2019.

  • Eighty-eight (88) faculty renewals were approved (first-, second-, third-, fourth- and fifth-year progress toward tenure and promotion to associate professor), with a 100 percent approval rate for fall 2018.

  • Eighty-five (85) of 88 faculty renewals were approved (first-, second-, third-, fourth- and fifth-year progress toward tenure and promotion to associate professor) for fall 2019, with three renewals pending.

  • As noted above, the Office of the Provost implemented a new faculty mentoring program for newly hired tenure-track faculty, with departmental launch committees designed to provide mentoring support for faculty success.

November 2018

Outcome: Rate of tenure-track assistant professors achieving tenure and promotion in seven years


  • Fifteen (15) tenure-track assistant professors were tenured and promoted to associate professor for fall 2018 (compared to 13 assistant professors in fall 2017).

  • Eleven (11) assistant professors were promoted to associate professor for fall 2018 in the College of Medicine and Life Sciences and the Judith Herb College of Education.

  • Two (2) faculty received tenure for fall 2018 in the College of Law.

  • Eighty-eight (88) faculty renewals were approved (first-, second-, third-, fourth- and fifth-year progress toward tenure and promotion to associate professor), with a 100 percent approval rate.

May 2018

Outcome: Rate of tenure-track assistant professors achieving tenure and promotion in seven years


  • 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.

October 2017

Outcome: Rate of tenure-track assistant professors achieving tenure and promotion in seven years


  • Draft of university-level tenure and promotion guidelines has been developed in fall 2017.

III. FACULTY, STAFF AND ALUMNI

Goal 2: FOSTER A CULTURE OF EXCELLENCE BY SUPPORTING RETENTION, PROMOTION AND HIGH JOB SATISFACTION FOR FACULTY.

May 2019

Outcome: Average time spent as associate professor before progressing to full professor rank.


  • The average time at associate professor rank for faculty promoted to full professor for fall 2018 was 6.34 years (note that the baseline metric for 2016 is 7.1 years and the 2022 goal is 6.8 years).

  • The new Associate-to-Professor (ATP) program in the Office of the Provost implemented in fall 2017, and the newly implemented faculty mentoring program in 2018-19, are initiatives designed to decrease the average time spent as associate professor before progressing to full professor rank.

November 2018

Outcome: Average time spent as associate professor before progressing to full professor rank.


  • The average time at associate professor rank for faculty promoted to full professor for fall 2018 was 6.34 years (note that baseline 2016 is 7.1 years and 2022 target goal is 6.8 years).

  • The new Associate-to-Professor (ATP) program in the Office of the Provost implemented in fall 2017 and the newly implemented faculty mentoring program in 2018-19 are initiatives designed to decrease the average time spent as associate professor before progressing to full professor rank.

May 2018

Outcome: Average time spent as associate professor before progressing to full professor rank.


  • 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.

October 2017

Outcome: Average time spent as associate professor before progressing to full professor rank.


  • 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.

III. FACULTY, STAFF AND ALUMNI

Goal 3: INCREASE DIVERSITY AMONG ALL EMPLOYEES.

May 2019

Outcome: Academic and administrative units having approved diversity hiring plans


  • The Office of Human Resources and the Office of Diversity and Inclusion continue to work to ensure that academic and administrative units are on track to meet the 2022 target of 100 percent approved diversity hiring plans.

  • Under the direction and charge of the vice president for diversity and inclusion, a template for diversity hiring plans is in progress in collaboration with the Office of Equal Opportunity and Affirmative Action, as well as the Office of Faculty Labor Relations and Academic Inclusion.

  • In March 2019, the Office of Diversity and Inclusion received a three-year historical workforce report from the Office of Institutional Research that was reviewed by the Office of Equal Opportunity and Affirmative Action and the Office of Faculty Labor Relations and Academic Inclusion. The report included new faculty hires, terminations and promotions. This data will be used as baseline data for units as they prepare their diversity hiring plans.

  • During the spring 2019 semester, the Office of the Provost held a special meeting with approximately 80 members of the Academic Leadership Team (including deans, associate deans, department chairs and directors, as well as members of the provost’s staff) on best practices related to diversity and faculty recruitment, with the vice president for diversity and inclusion from Kent State University as facilitator.

  • As a follow-up to the session above, in April 2019 the Office of the Provost held a workshop for new and continuing department chairs and directors regarding diversity issues related to faculty recruitment.

November 2018

Outcome: Academic and administrative units having approved diversity hiring plans


  • The Office of Human Resources and the Office of Diversity and Inclusion continue to work to ensure that academic and administrative units are on track to meet the 2022 target of 100 percent approved diversity hiring plans.

  • Under the direction of the vice president for diversity and inclusion, a template for diversity hiring plans is currently in progress.

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

May 2018

Outcome: Academic and administrative units having approved diversity hiring plans


  • 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.

October 2017

Outcome: Academic and administrative units having approved diversity hiring plans


  • 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.

III. FACULTY, STAFF AND ALUMNI

Goal 3: INCREASE DIVERSITY AMONG ALL EMPLOYEES.

May 2019

Outcome: Percentage of employees participating in annual diversity training


  • UToledo employees participate in diversity training programs through face-to-face sessions provided by the Office of Diversity and Inclusion; online training; and discussion during new employee orientation.

  • As of the end of the first quarter of FY19, 138 new employees received diversity training during new employee orientation.

  • The Office of Human Resources and the Office of Diversity and Inclusion continue to work on updating 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.

November 2018

Outcome: Percentage of employees participating in annual diversity training


  • 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.

  • For fiscal year 2017, 649 new employees received diversity training during new employee orientation.

  • For the first half of 2018 (most recent data available), 409 new employees received diversity training during new employee orientation.

  • The Office of Human Resources 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.

May 2018

Outcome: Percentage of employees participating in annual diversity training


  • 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.

October 2017

Outcome: Percentage of employees participating in annual diversity training


  • 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.

III. FACULTY, STAFF AND ALUMNI

Goal 4: STRENGTHEN EMPLOYEE WORK-LIFE BALANCE, SENSE OF COMMUNITY AND PRIDE IN WORK.

May 2019

Outcome: Overall work satisfaction average from a nationally normed campus assessment


  • In spring 2018, UToledo employees participated in The Chronicle of Higher Education’s Great Colleges to Work For 2018 survey, which closed in April 2018.

  • Baseline and target metrics were established in fall 2018 based on survey results, with a baseline of 70 percent overall work satisfaction and a 2022 target of 75 percent overall work satisfaction (based on Carnegie research average).

  • In fall 2016, the UToledo president and provost launched The University of Toledo Leadership Institute (UTLI) to provide leadership development for UToledo faculty. Twenty-one faculty members participated in the inaugural UTLI; 21 participated in the second year’s cohort during 2017-18; and a third cohort of 21 faculty members have been selected to participate in this year’s UTLI during 2018-19.

  • Two UToledo faculty members were selected to participate in the first year of the Mid-American Conference (MAC) Academic Leadership Development program in 2017-18, and three UToledo faculty participated in the second year of the MAC leadership program in 2018-19.

  • The Office of the Provost expanded the Provost’s Faculty Fellows program this year (2018-19), with eight faculty selected to work on projects related to enhancing student success of both undergraduate and graduate students.

  • A new faculty mentoring program was implemented in fall 2018, with departmental launch committees established for 17 newly hired, tenure-track faculty in 11 departments in the colleges of Arts and Letters, Business and Innovation, Engineering, Health and Human Services, and Natural Sciences and Mathematics to provide a supportive environment for newly hired, tenure-track faculty.

  • During the 2018-19 academic year, the Office of the Provost established a series of workshops for new and continuing department chairs to provide professional development opportunities related to departmental leadership and to share best practices among participants.

  • During the 2018-19 academic year, the Office of the Provost held onboarding and professional development workshops for new and continuing deans.

  • In fall 2018, the Office of the Provost implemented a new series of monthly faculty forums on topics related to the future of higher education. The Future of Higher Education Forums were held monthly during the 2018-19 academic year, and faculty and staff across the University were invited to attend; faculty members were invited to serve as presenters. All of the forums were live-streamed and archived for future viewing opportunities.

  • In October 2018, the Office of the Provost partnered with the UToledo Police Department to offer de-escalation training to faculty and staff to address conflict situations.

  • During the 2018-19 academic year, UToledo President Dr. Sharon L. Gaber continued to host Breakfast with the President sessions for faculty and staff. These informal sessions provide the opportunity to receive University updates directly from the president, and also provide the president with the opportunity to gain employee input. This is an opportunity to exchange ideas among participants in order to help improve the University.

  • In fall 2018, the Office of the Provost implemented monthly Faculty and Staff Social events (on the last Friday of the month) to provide an opportunity for faculty and staff from across the University to gather in an informal, casual setting to relax and meet with colleagues – both old and new. Faculty and Staff Socials were held monthly throughout the 2018-19 academic year.

November 2018

Outcome: Overall work satisfaction average from a nationally normed campus assessment


  • In spring 2018, UToledo employees participated in The Chronicle of Higher Education’s “Great Colleges to Work For” 2018 survey, which closed in early April.

  • Baseline and target metrics were established in fall 2018 based on survey results, with a baseline of 70 percent overall work satisfaction and a 2022 target of 75 percent overall work satisfaction (based on Carnegie research average).

  • In the fall of 2016, the UToledo president and provost launched The University of Toledo Leadership Institute (UTLI) to provide leadership development for UToledo faculty, with 21 faculty from departments and colleges across the University participating in the inaugural Leadership Institute. Twenty-one faculty participated in the second year’s cohort in 2017-18, and a third cohort of 21 faculty members was selected to participate in this year’s UTLI.

  • Three UToledo faculty were selected to participate in the second year of the Mid-American Conference (MAC) Academic Leadership Development program.

  • The Office of the Provost expanded the Provost’s Faculty Fellows program this year, with eight faculty selected to work on projects related to enhancing student success.

  • A new faculty mentoring program was launched in fall 2018 with departmental “launch” committees established for all newly hired tenure-track faculty to provide a supportive environment. Mentoring programs will be established within each of the colleges for all tenure-track faculty during the next year.

  • This fall, the Office of the Provost established a series of workshops for new and existing department chairs to provide professional development opportunities related to departmental leadership and to share best practices.

  • This fall, the Office of the Provost implemented a new series of monthly faculty forums on topics related to the future of higher education. The “Future of Higher Education Forums” are held monthly, and faculty and staff across the University are invited to attend and also serve as presenters. The September 2018 forum focused on crisis training to assist students, and the Office of the Provost partnered with the Division of Student Affairs to offer this program; the October forum focused on best practices in online and blended learning; and the November forum focused on measuring and communicating faculty members’ research impact. The December workshop will focus on developing one’s emotional intelligence. All of the monthly forums are live-streamed and archived for future viewing opportunities.

  • This fall, the Office of the Provost established a series of workshops for academic deans on key issues related to decanal leadership and to share best practices.

  • In October 2018, the Office of the Provost partnered with the UToledo Police Department to offer de-escalation training to faculty and staff.

  • UT President Dr. Sharon L. Gaber continues to host her “Breakfast with the President” series for faculty and staff during the fall 2018 semester. These informal sessions provide faculty and staff the opportunity to receive University updates directly from the president, and also afford the president the opportunity to gain employee input and exchange ideas among participants to help improve the University.

  • In the fall of 2018, the Office of the Provost launched monthly “Faculty and Staff Social” events (on the last Friday of the month) to provide an opportunity for faculty and staff across the University to gather in an informal, casual setting to relax and meet with colleagues – both old and new. Faculty and staff socials will continue to be held monthly during spring 2019 semester.

May 2018

Outcome: Overall work satisfaction average from a nationally normed campus assessment


  • In spring 2018, UToledo 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.

October 2017

Outcome: Overall work satisfaction average from a nationally normed campus assessment


  • 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.

III. FACULTY, STAFF AND ALUMNI

Goal 5: ENGAGE ALUMNI, FRIENDS AND STAKEHOLDERS MEANINGFULLY IN THE LIFE OF THE UNIVERSITY.

May 2019

Outcome: Number of alumni and friends involved annually in academic programs and co-curricular activities


  • The Office of the Provost is working with the deans to review current levels of engagement of alumni and friends who serve on college and department advisory boards, and to identify opportunities for alumni, friends and stakeholders of the University to engage meaningfully in academic programs or other activities of the University.

  • A baseline metric was established in fall 2018, with approximately 650 alumni/friends of the University serving on college and department advisory boards. A goal was established to increase that number by 10 percent by 2022.

  • The data to establish a baseline metric was obtained from reviewing annual department and college reports, and by direct reports from the deans. Baseline metrics and target goals may be further refined based on Faculty 180 entries as this information becomes available during the 2019-20 academic year, and ongoing.

November 2018

Outcome: Number of alumni and friends involved annually in academic programs and co-curricular activities


  • The Office of the Provost is working with the deans to review current levels of engagement of alumni and friends who serve on college and departmental advisory boards, and to identify opportunities for alumni, friends and stakeholders of the University to engage meaningfully in academic programs or other activities of the University.

  • A baseline was established in fall 2018 with approximately 650 alumni/friends of the University serving on college and department advisory boards, and a target goal was established to increase the number by 10 percent by 2022. (Note that data was obtained from annual department and college reports and by direct reports by deans. Baseline and target goals may be further refined according to faculty 180 entries as this information becomes available.)

May 2018

Outcome: Number of alumni and friends involved annually in academic programs and co-curricular activities


  • 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.

October 2017

Outcome: Number of alumni and friends involved annually in academic programs and co-curricular activities


  • 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.

May 2019

Outcome: Capital funding increase in the annual operating budget


  • The FY19 operating budget includes a 2 percent increase in capital funding.

November 2018

Outcome: Capital funding increase in the annual operating budget


  • The FY19 operating budget includes a 2 percent increase in capital funding.

May 2018

Outcome: Capital funding increase in the annual operating budget


  • For the combined UToledo 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.

October 2017

Outcome: Capital funding increase in the annual operating budget


  • For the combined UToledo 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).

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 1: BUILD A STRONG FINANCIAL FOUNDATION.

May 2019

Outcome: Net income margin and investment capital of UTMC


  • The University of Toledo Medical Center (UTMC) has identified several areas of focus – including primary care, behavioral health, consultative services and orthopaedics – and is committed to expanding its behavioral health services (most recently through the opening of the inpatient detoxification unit) and will continue to evaluate key service lines, including primary care, orthopaedics, heart and vascular care, oncology, stroke and trauma.

  • In order for UTMC to invest in capital and adapt services to meet the needs of the community, UTMC will evaluate initiatives to remove significant indirect costs from the health system and continue to reduce overhead to allow for capital generation that advances the medical center’s clinical mission.

  • Revenue growth opportunities include the expansion of primary care/family practice with the buildout of the Glendale Medical East building, with occupancy expected in the fourth quarter of FY19; expansion of the adult inpatient detoxification unit, which was completed in April 2018; and an assessment of the feasibility of developing an inpatient, long-term, acute-care hospital program.

  • Additional revenue growth opportunities include the ongoing growth of the medical oncology program through faculty recruitment and implementation of multiple clinical-research trials; and growing the behavioral health program by expanding adult inpatient detoxification services. Recently, a market assessment was completed regarding the feasibility of developing adult, inpatient psychiatric services and adolescent substance-abuse services.

  • Following a feasibility study, UTMC has successfully launched a bariatric surgery program.

  • UTMC continues to consolidate ambulatory care (ongoing).

November 2018

Outcome: Net income margin and investment capital of UTMC


  • The University of Toledo Medical Center (UTMC) has identified several areas of focus - including primary care, behavioral health, consultative services and orthopaedics - and is committed to expanding its behavioral health services (most recently through the opening of the inpatient detoxification unit) and will continue to evaluate key service lines, including primary care, orthopaedics, heart and vascular, oncology, stroke and trauma.

  • For UTMC to invest in capital and adapt services to meet the needs of the community, UTMC will evaluate initiatives to remove significant indirect costs from the health system and continue to reduce overhead to allow for capital generation that advances the medical center’s clinical mission.

  • Revenue growth opportunities include the expansion of primary care/family practice with the buildout of the Glendale Medical East building, the expansion of the adult inpatient detoxification unit to be completed by April 2018, and an assessment of the feasibility of developing an inpatient, long-term, acute-care hospital program.

  • Additional revenue growth opportunities include the growth of the medical oncology program through faculty recruitment and the implementation of multiple, clinical research trials, which is ongoing. A market assessment also is underway related to the feasibility of developing adolescent substance-abuse services and adult, inpatient psychiatric services.

  • Following a feasibility study, UTMC has successfully launched a bariatric surgery program.

  • UTMC continues to consolidate ambulatory care (ongoing).

May 2018

Outcome: Net income margin and investment capital of UTMC


  • 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.

October 2017

Outcome: Net income margin and investment capital of UTMC


  • Expanding service lines, while continuing to focus on key service areas.

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 1: BUILD A STRONG FINANCIAL FOUNDATION.

May 2019

Outcome: Colleges meeting their agreed-upon contribution goals


  • The Office of the Provost continues to work with deans to assess their agreed-upon contribution goals.

  • 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.

November 2018

Outcome: Colleges meeting their agreed-upon contribution goals


  • The Office of the Provost is working with college deans to meet their agreed-upon contribution goals.

  • 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.

May 2018

Outcome: Colleges meeting their agreed-upon contribution goals


  • 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.

October 2017

Outcome: Colleges meeting their agreed-upon contribution goals


  • 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

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 1: BUILD A STRONG FINANCIAL FOUNDATION.

May 2019

Outcome: Key leverage ratios, as measured by annual Moody’s ratios


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

November 2018

Outcome: Key leverage ratios, as measured by annual Moody’s ratios


  • For FY17, the Financial Leverage Ratio is Aa and the Debt Affordability Ratio is A, both in line with the 2022 target. (Note that the 2018 ratios are not available until 2019.)

  • Overall, for 2017, Moody’s has assigned The University of Toledo a rating of A1 with a stable outlook.

May 2018

Outcome: Key leverage ratios, as measured by annual Moody’s ratios


  • 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.

October 2017

Outcome: Key leverage ratios, as measured by annual Moody’s ratios


  • For FY17, the key leverage ratios would yield an Aa rating.

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 2: ENSURE ADAPTABILITY, SUSTAINABILITY AND FISCAL HEALTH FOR ACADEMIC PROGRAMS.

May 2019

Outcome: 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


  • The Committee on Institutional Effectiveness and Planning (CIEP) in the Office of the Provost has established a baseline of 62.8 percent of academic programs meeting their instructional efficiency goals for the 2016-2017 academic year, based on national peer data. A target was established for 80 percent of academic programs to meet their instructional efficiency goals by 2022.

  • CIEP reported that 69.8 percent of academic programs met their instructional efficiency goals during the 2017-18 academic year, based on national peer data; this is an increase of 7 percent from the previous year.

  • For the 2018-19 academic year, we are waiting for the release of national peer data from the Delaware Cost Study project, which is a national initiative with approximately 700 colleges and universities participating. It focuses on instructional costs and productivity with national benchmarks for peer institutions, including variations in costs by academic discipline. Data and results for the 2018-19 academic year will be available in July 2019, following the release of this year’s national peer data report from the Delaware Cost Study.

  • It should be noted that there is ongoing discussion regarding the identification of UToledo’s peer institutions as it relates to comparable academic disciplines and programs.

November 2018

Outcome: 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


  • The Committee on Institutional Effectiveness and Planning (CIEP) in the Office of the Provost has established a baseline of 62.8 percent of academic programs meeting their instructional efficiency goals for the 2016-17 academic year, based on national peer data; and a target goal was established for 80 percent of academic programs to meet their instructional efficiency goals by 2022.

  • CIEP reports that 69.8 percent of academic programs met their instructional efficiency goals during the 2017-18 academic year, based on national peer data; this is an increase of 7 percent from the previous year.

May 2018

Outcome: 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


  • 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.

October 2017

Outcome: 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


  • 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.

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 3: INCREASE REVENUE AND OPERATING EFFICIENCIES.

May 2019

Outcome: UToledo enrollment


  • UToledo enrolled the best academically prepared class of first-year students in school history in fall 2018, with an average ACT score of 23.02 and an average GPA of 3.45.

  • Total enrollment for fall 2018 was 20,304, compared to 20,579 in fall 2017. The fall 2018 enrollment includes 16,065 undergraduate students and 4,239 graduate and professional students. The fall 2017 enrollment included 16,194 undergraduate and 4,385 graduate students.

  • The University experienced a significant increase in doctoral students enrollment, and the College of Law experienced a nearly 10 percent increase in student enrollment this year.

  • Direct-from-High School (DHS) enrollment increased by 1.7 percent in fall 2018 compared to last year.

  • Enrollment of transfer re-admits increased by 21 percent compared to last year (transfer re-admits are former UToledo students who dropped out for at least one semester and returned to UToledo after earning credit at another institution).

  • College Credit Plus enrollment increased by 7.9 percent.

  • During the 2018-19 academic year, UToledo implemented the second year of Winter Intersession courses, including online courses, which helped students make progress in their programs while increasing enrollment.

  • Initiatives are underway to enhance and expand existing and new transfer pathways, including implementation of the state of Ohio’s Transfer Assurance Guides (TAGs), UToledo’s Rocket Express partnership with Owens Community College, as well as collaborations with other area community colleges.

  • UToledo is exploring the possibility of a new 2+2 program with Owens Community College in nursing. UToledo also is exploring the possibility of a 2+2 program with Northwest State Community College in the area of criminal justice.

  • In fall 2018, Chancellor John Carey, Ohio Department of Higher Education, sent a letter of appreciation to UToledo for the 50 or more faculty members who served on statewide faculty panels and committees related to the development of transfer guidelines, including Ohio Guaranteed Transfer Pathways. Many UToledo faculty continue to serve on one or more statewide panels or committees as the transfer guidelines work continues.

  • The Office of the Provost is an active participant in the state’s Northwest Region Higher Education Compact that was launched in March 2018. Compact members meet regularly with representatives from UToledo, Bowling Green State University, Owens Community College, Northwest State Community College, Terra State Community College and Rhodes State College. For 2019, the region is the recipient of a second Regional Transfer Grant from the Ohio Department of Higher Education, which will be used to fund information-sharing workshops at community colleges in the region. This Ohio Articulation and Transfer Network Regional Consortium grant, runs from January through June 2019. As a component of this program, UToledo personnel have given presentations at all regional community colleges (Owens, Northwest, Terra and Rhodes) during the spring 2019 semester.

  • In spring 2019, a University-wide campaign was launched with the goal of registering 90 percent of current undergraduate students by May 1 for fall 2019 semester. As a result of this cross-University initiative, 86 percent of current undergraduate students registered for fall 2019 before summer break, an increase from 74 percent at the same time last year. In addition, several colleges exceeded the 90 percent target, and all colleges improved significantly compared to last year.

  • The Office of the Provost and the Council of Deans are working with the Enrollment Management Division to review and revise the schedule of University preview and experience days in 2019-20 for students and their families to ensure high value experiences for those considering applying to and attending The University of Toledo. The vice president for enrollment management met with the Council of Deans in May 2019 to discuss the revised plan for 2019-20.

  • The Enrollment Management Division implemented a number of changes in spring 2019 to expand outreach to new and continuing students through phone calls, emails and meetings with students and families to assist with the financial aid application process and other financial issues.

  • Enrollment Operations instituted staffing changes to meet the demand of peak application times in November and December, which significantly improved turnaround times.

  • A strategic plan has been developed for international admissions, with a focus on high schools in primary countries where most of our international students originate. This will enable targeted high school visits and building relationships in these key areas, with a clear plan for growth in each of these countries.

  • The Enrollment Management Division is working with four community colleges in Ontario, Canada, with the goal of creating transfer agreements. During fall 2018, direct-from-high-school (DHS) students increased within 11 of the 18 primary counties identified in Ohio and southeast Michigan when compared to fall 2017.

  • Digital messages are being updated for online programs through a partnership with Madhouse, a Toledo marketing firm, with University College leading this effort for improved online recruitment.

  • A need was identified for additional staffing for transfer-student admissions during peak times. Enrollment Operations now has a temporary employee dedicated specifically to transfer operations.

  • Adult, transfer, online and military admissions web pages were redesigned during fall 2018.

  • Revisions and improvements to recruitment materials are ongoing each time a print piece is developed or updated.

  • Rocket Solution Central expanded training and professional development related to customer service and developed a Rocket Solution Central Standards of Service document to foster a shared vision and accountability for superior customer service.

  • The Enrollment Management Division increased educational outreach to both internal and external constituents through presentations at area high schools, First-Year Experience classes, FAFSA completion workshops, orientations, admissions events and other venues.

  • The Enrollment Management Division increased UToledo’s social media presence through Twitter.

  • Rocket Solution Central developed a rapid response process to alert appropriate offices and administrators as soon as a student financial problem is identified.

  • Efforts are underway to identify and correct inaccurate, inconsistent and unclear messaging related to ongoing changes in admission policies, academic programs, scholarship programs, tuition, print and digital communication, etc.

  • The Office of Student Financial Aid revised all 2018-19 forms used by students and parents to ensure consistent use of terminology, eliminate redundancy and simplify instructions. In addition, a regular review of internal and external messaging has been incorporated into the Office of Student Financial Aid’s academic year planning process.

  • The Office of Student Financial Aid and Rocket Solution Central continue to streamline financial aid and admissions application processing by leveraging technology and reducing manual processes.

November 2018

Outcome: UToledo enrollment


  • UT enrolled the best academically prepared class of first year students in school history in fall semester 2018, with an average ACT score of 23.02 and an average GPA of 3.45.

  • Total enrollment for fall 2018 is 20,304, compared to 20,579 students enrolled in fall 2017. The fall 2018 enrollment includes 16,065 undergraduate students and 4,239 graduate and professional students. The fall 2017 enrollment included 16,194 undergraduates and 4,385 graduate students.

  • The University experienced a significant increase in doctoral students’ enrollment, and the UToledo College of Law experienced a nearly 10 percent increase in student enrollment this year.

  • The freshman class is 1.5 percent larger in fall 2018 than the entering class in fall 2017, with 3,269 new students enrolled.

  • This is the sixth consecutive year with an increase in the number of students who returned to campus for their second years.

  • Direct-from-High School (DHS) enrollment increased by 1.7 percent in fall 2018 compared to last year.

  • Enrollment of transfer readmits increased by 21 percent compared to last year. (Transfer readmits are former UToledo students who dropped out for at least one semester and returned to UToledo after earning credit at another institution).

  • College Credit Plus enrollment increased by 7.9 percent.

  • During the 2018-19 academic year, UToledo will implement the second year of winter intersession courses, including online courses, which will help students make progress in their programs and increase enrollment at the University.

  • Summer session courses will be expanded to help students make progress in their programs and increase enrollment for summer semester 2018.

  • Initiatives are underway to enhance and expand existing and new transfer pathways, including implementation of the state of Ohio’s Transfer Assurance Guides (TAGs) and UT’s Rocket Express partnership with Owens Community College, as well as collaborations with other community colleges in the region.

  • UT is exploring the possibility of a new 2+2 program in nursing with Owens Community College. UToledo also is exploring the possibility of a 2+2 program with Northwest State Community College in the area of criminal justice.

  • In the fall of 2018, Chancellor John Carey, Ohio Department of Higher Education, sent a letter of appreciation to UToledo for the 50 or more UToledo faculty who served on statewide faculty panels and committees related to the development of transfer guidelines, including Ohio Guaranteed Transfer Pathways. Many UToledo faculty continue to serve on one or more statewide panels or committees as the transfer guidelines work continues.

May 2018

Outcome: UToledo enrollment


  • 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.

October 2017

Outcome: UToledo enrollment


  • 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 UToledo enrollment.

  • Summer courses will be expanded in summer 2018 to increase UToledo enrollment and to provide students with additional opportunities to progress toward their degrees.

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 3: INCREASE REVENUE AND OPERATING EFFICIENCIES.

May 2019

Outcome: Annual net revenue increase


  • Net revenue increased by 2.3 percent between FY16 and FY18 ($700.9 million vs. $716.8 million). (Note: 2016 net revenue excludes $40 million from the Academic Affiliation Agreement with ProMedica.)

  • Net revenue for FY19 will be established at the end of the current fiscal year, June 30, 2019.

November 2018

Outcome: Annual net revenue increase


  • Net revenue increased by 2.3 percent between FY16 and FY18 ($700.9 million vs. $716.8 million).

  • The initial 2016 baseline metric of $753.7 million is not consistent with 2016 net revenue (net revenue of student institutional aid). The correct number (which is used above and included in previous progress report updates) is $700.9 million.

May 2018

Outcome: Annual net revenue increase


  • 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.

October 2017

Outcome: Annual net revenue increase


  • 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.)

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 3: INCREASE REVENUE AND OPERATING EFFICIENCIES.

May 2019

Outcome: Percentage share of the State Share of Instruction (SSI) funding pool


  • Final allocations indicate that UToledo’s FY19 State Share of Instruction (SSI) is 6.99 percent, which is within 0.5 percent of FY16 market share (7.8 percent, compared to 6.8 percent).

  • The Office of Finance and Administration provides support for this outcome by modeling market share trends and reviewing the Office of Institutional Research’s data submissions to the Ohio Department of Higher Education.

November 2018

Outcome: Percentage share of the State Share of Instruction (SSI) funding pool


  • Preliminary estimates indicate that UT’s FY19 State Share of Instruction (SSI) is 7.1 percent, which is within .5 percent of FY16 market share (7.8 percent compared to 6.8 percent).

May 2018

Outcome: Percentage share of the State Share of Instruction (SSI) funding pool


  • 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.

October 2017

Outcome: Percentage share of the State Share of Instruction (SSI) funding pool


  • For FY18, UT’s percentage share of SSI is estimated to be 7.2%.

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 3: INCREASE REVENUE AND OPERATING EFFICIENCIES.

May 2019

Outcome: Revenue from commercialization of research and technology transfer


  • Data for FY19 will be available after June 30, 2019.

  • The Office of Technology Transfer assists investigators with the patenting and commercialization of technologies developed from University research. Associates guide inventors through the patenting and commercialization process, provide opportunities to interact with industry, gather and report feedback from companies, notify investigators of industry-sponsored funding, and directly contribute to the translation of faculty research through licensing. A number of lectures, presentations and talks with faculty on both campuses have taken place to educate them regarding the technology transfer process.

  • Dr. Vijay Goel, Distinguished University Professor and director of the UToledo Engineering Center for Orthopaedic Research Excellence, was presented with the 2018 Ohio Faculty Council Technology Commercialization Award by Chancellor John Carey of the Ohio Department of Higher Education in Columbus in October 2018. Dr. Goel was recognized for his accomplishments toward the development and commercialization of the Libra Pedicle Screw System, which is being used in a growing number of hospitals and spinal surgery centers.

November 2018

Outcome: Revenue from commercialization of research and technology transfer


  • Total income from technology transfer for FY18 is $2.05 million.

  • Technology transfer for FY2013-2017 includes (per $10 million research expenditures): invention disclosures 12.3; licenses 2.2; license income $128,629; reimbursement rate 56%; startups formed 0.40.

  • Dr. Vijay Goel, Distinguished University Professor and director of the UToledo Center for Orthopaedic Research Excellence, was awarded the 2018 Ohio Faculty Council Technology Commercialization Award by Chancellor John Carey of the Ohio Department of Higher Education in Columbus in October 2018. Dr. Goel was recognized for his accomplishments toward the development and commercialization of the Libra Pedicle Screw System, which is being used in a growing number of hospitals and spinal surgery centers.

  • A UToledo alumnus who graduated in 2014 with a bachelor’s degree in mechanical engineering technology and participated in UT’s LaunchPad incubation program had his invention, called the “Grypmat,” included in Time magazine’s “Best Inventions of 2018” issue.

May 2018

Outcome: Revenue from commercialization of research and technology transfer


  • 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.

October 2017

Outcome: Revenue from commercialization of research and technology transfer


  • Total income from technology transfer for FY17 is $5.8 million. Reports on performance of other Ohio universities is not yet available.

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 3: INCREASE REVENUE AND OPERATING EFFICIENCIES.

May 2019

Outcome: Revenue generated or cost reduction/avoidance from technology services and products


  • Implementation of the new telecommunications system, Cisco VOIP (voice over internet protocol), approved by the Board of Trustees, has begun and will be completed over FY19 and FY20.

  • The University continues to move University technology/key applications to the 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 the cloud. Employee (faculty and staff) H drives will be moved to the cloud during summer 2019, which will add storage capacity and reduce capital costs.

  • UToledo negotiated a substantial cost reduction for McKesson electronic medical record (EMR) support.

  • UToledo completed a new agreement with Ellucian among five of Ohio’s public universities for Banner version 9 renewal that includes a cost reduction. This agreement is already driving cost efficiencies. It is expected to drive $4.2 million in cost savings for the five schools during the five-year term. A joint development team is being established with the other Inter-University Council (IUC) schools to drive improved functionality in Banner version 9 upgrades and lower costs of third-party software products that function in the Banner ecosystem.

November 2018

Outcome: Revenue generated or cost reduction/avoidance from technology services and products


  • Continue to move University technology/key applications to the 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 the cloud.

  • Plans are underway to move H drives of faculty and staff to the cloud during FY19 and FY20, which will add storage capacity and reduce capital costs.

  • Negotiated a substantial cost reduction for McKesson EMR support.

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

  • In progress to build a joint development team with other Ohio public universities to drive improved functionality in Banner version 9 upgrades and lower costs of the third-party software products that function in the Banner ecosystem.

May 2018

Outcome: Revenue generated or cost reduction/avoidance from technology services and products


  • 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.

October 2017

Outcome: Revenue generated or cost reduction/avoidance from technology services and products


  • 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.

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 3: INCREASE REVENUE AND OPERATING EFFICIENCIES.

May 2019

Outcome: Cost savings from operating efficiencies


  • The FY18 cost savings from operational efficiencies were 54.5 percent of the 2022 target. (Note: The target is 10 percent of FY17 operational expenses.)

  • The FY19 cost savings from operational efficiencies will be calculated at the end of the current fiscal year on June 30, 2019.

November 2018

Outcome: Cost savings from operating efficiencies


  • FY18 cost savings from operational efficiencies are at 54.5 percent of the 2022 target. (Note: Target is 10 percent of FY17 operational expenses.)

May 2018

Outcome: Cost savings from operating efficiencies


  • Administrative dashboard reports that focus on trends in employee FTEs and departments’ expenses are in development.

October 2017

Outcome: Cost savings from operating efficiencies


  • Dashboard reports that focus on trends in employee FTEs and departments’ expenses are in development.

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 4: IMPROVE UT’S INFRASTRUCTURE.

May 2019

Outcome: Completion of projects and initiatives proposed for the first five years of the Multiple-campus Master Plan


  • The Office of Finance and Administration estimates that 21 percent of the projects and initiatives proposed for the first five years of the Multiple-Campus Master Plan will be completed by the end of FY19. This is improved from the 20 percent reported for FY18.

  • With the combination of the remainder of FY19-FY20 state and local funds, we expect that by the end of FY20, we will have completed an additional 6 to 9 percent of the projects and initiatives proposed for the first five years of the Multiple-Campus Master Plan.

  • FY18 projects completed include: Dining hall renovations (Ottawa East and Thompson Student Union); addition of Chick-fil-A in the Student Union; William S. Carlson Library renovations; minor renovations to Carter Hall for the start of the 2017-18 academic year; North Engineering boiler plant and chilled water plant upgrades; Main Campus chilled water plant upgrades; research lab renovations in the Block Health Sciences Building; Parks Tower renovations; relocation of Office of Finance and Administration departments (General Accounting, Accounts Payable, Payroll) from Scott Park to University Hall; relocation of Purchasing (Procurement) offices from Scott Park to the Ruppert Health Center; relocation of the Office of the Treasurer from Scott Park to Rocket Hall; Carlson Library bridge replacement; Health Education Building renovations; improved bicycle network connectivity with the completion of Bancroft Street and University Hills reconstruction; renovation of Student Involvement and Career Services offices; and expanded use of branded banners and exterior signage on campus.

  • Projects completed or on track to be completed by the end of FY19 include: overhead utilities relocated as the beginning of construction of Goddard Recreation Field; locker rooms and coaches’ offices relocated as the first step in relocating soccer to Main Campus; renovation of the Center for Administrative Support (the former Child Care Center) to house Human Resources; and research lab renovations in rooms 207/209 and room 210 in the Health Education Building.

November 2018

Outcome: Completion of projects and initiatives proposed for the first five years of the Multiple-campus Master Plan


  • The Office of Finance and Administration estimates that 20 percent of the projects and initiatives proposed for the first five years of the Multiple-campus Master Plan have been completed through the end of FY18. This is an increase from the 11 percent reported in May 2018.

  • With the combination of FY19-20 state and new local funds, work will begin on an additional 5-10 percent of projects and initiatives proposed for the first five years of the Multiple-campus Master Plan.

  • FY18 completed projects include: dining hall renovations (Ottawa East and Thompson Student Union), addition of Chick-Fil-A in Student Union, Carlson Library renovations, minor renovations to Carter Hall for the start of the 2017-18 academic year, North Engineering boiler plant and chilled water plant upgrades, Main Campus chilled water plant upgrades, research lab renovations in the Block Health Sciences Building, Parks Tower renovations, relocation of the finance offices (General Accounting, Accounts Payable, Payroll) from Scott Park to University Hall, relocation of purchasing (procurement) offices from Scott Park to the Ruppert Health Center, relocation of the treasurer’s office from Scott Park to Rocket Hall, Carlson Library bridge replacement, Health Education Building (HEB 100) renovations and HEB 110 renovations, improved bicycle network connectivity with the completion of Bancroft and University Hills reconstruction, renovation of the Student Involvement and Career Services offices, and expansion of branded banners and exterior signage on campus.

May 2018

Outcome: Completion of projects and initiatives proposed for the first five years of the Multiple-campus Master Plan


  • 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.

October 2017

Outcome: Completion of projects and initiatives proposed for the first five years of the Multiple-campus Master Plan


  • 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.

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 4: IMPROVE UT’S INFRASTRUCTURE.

May 2019

Outcome: State funds invested annually into deferred maintenance projects


  • On March 30, 2018, then-Ohio Gov. John Kasich signed House Bill 529, which provides funding for capital projects. UToledo is set to receive requested funds for FY19-FY20 in the amount of $21.023 million.

  • Of the $21.023 million received from the state for FY19-FY20, more than 60 percent has been spent on deferred maintenance. The deferred maintenance projects include:
    • Underground steam/condensation infrastructure improvements ($2 million)
    • Building envelope/weatherproofing ($2 million)
    • Mechanical system improvements ($2 million)
    • Electrical system enhancements ($2 million)
    • North Engineering lab/classroom renovations ($2 million of $3 million)
    • Classroom renovations ($0.5 million of $1.5 million)
    • Research laboratory renovations ($0.2 million of $1.5 million)
    • Building automation system upgrades ($1.5 million of $2 million)
    • John F. Savage Arena pedestrian bridge replacement ($0.75 million of $1 million)
  • The amount of state funds invested in deferred maintenance projects for FY19-FY20 totals $12.95 million (62 percent of $21.023 million).

November 2018

Outcome: State funds invested annually into deferred maintenance projects


  • On March 30, 2018, Gov. John Kasich signed House Bill 529, which provides funding for capital projects. UToledo is set to receive requested funds for FY19-20 in the amount of $21.023 million.

  • Of the $21.023 million received from the state for FY19-20, nearly half will be spent on deferred maintenance. The deferred maintenance projects include:
    • Underground steam/condensation infrastructure improvements ($2 million)
    • Building envelope/weatherproofing ($2 million)
    • Mechanical system improvements ($2 million)
    • Electrical system enhancements ($2 million)
    • North Engineering lab/classroom renovations ($1 million [out of $3 million])
    • Classroom renovations ($.5 million [out of $1.5 million])
    • Research laboratory renovations ($.5 million [out of $1.5 million])

  • The total amount of state funds invested in deferred maintenance projects for FY19-20 totals $10 million (48 percent of $21.023 million).

May 2018

Outcome: State funds invested annually into deferred maintenance projects


  • For FY17 and FY18, UToledo 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. UToledo is set to receive requested funds for FY19-20 in the amount of $21.073 million.

October 2017

Outcome: State funds invested annually into deferred maintenance projects


  • For FY17 and FY18, UToledo received $21.6 million in state appropriations.

  • Approximately 50% has been, or will be, invested into deferred maintenance projects.

IV. FISCAL POSITIONING AND INFRASTRUCTURE

Goal 4: IMPROVE UT’S INFRASTRUCTURE.

May 2019

Outcome: Completion of the UToledo Technology Strategic Plan


  • The UToledo Technology Strategic Plan version 1.0 was completed, as well as a cybersecurity technology plan.

November 2018

Outcome: Completion of the UToledo Technology Strategic Plan


  • The first documents defining the UToledo Technology Plan have been completed and are under review.

  • Approval was obtained from the Board of Trustees to replace the current telecomm system with new Cisco VOIP, which will be implemented during FY19 and FY20.

May 2018

Outcome: Completion of the UToledo Technology Strategic Plan


  • The first documents defining the UToledo Technology Plan have been completed and are under review.

October 2017

Outcome: Completion of the UToledo Technology Strategic Plan


  • The first documents defining the UToledo 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.

May 2019

Outcome: UT's ranking in U.S. News & World Report among public, national universities


  • A University-wide task force was 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 UToledo’s academic programs. The focus remains on student success measures (retention and graduation, both overall and for various sub-groups) as the primary area where the University must improve.

  • The University-wide task force has developed a comprehensive plan addressing all aspects of the rankings formula, with action items identified across all variables in order to elevate the University’s ranking into the top 100 among public, national universities. This plan was adjusted in fall 2018 to take into account changes to the rankings formula introduced by U.S. News & World Report, with the latest edition of rankings (including Pell-eligible students and their retention and graduation rates).

  • A reputation-building marketing campaign was implemented in 2016-17 and continues annually, featuring distinctive University programs, faculty research, initiatives and other achievements. The campaign includes monthly features from October through April shared via printed postcards and emails to higher education peers and an interactive website that highlights multimedia content (utoledo.edu/features).

  • A targeted advertising campaign was implemented in 2018-2019 with The Chronicle of Higher Education and Inside Higher Ed, featuring print and digital ads and email banners directing readers to the utoledo.edu/features website.

November 2018

Outcome: UT's ranking in U.S. News & World Report among public, national universities


  • 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 is developing 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. This plan is being adjusted in fall 2018 to take into account changes to the formula introduced by U.S. News & World Report with the latest edition of rankings.

  • A reputation-building marketing campaign was implemented in 2016-17 and is ongoing to feature distinctive University programs, faculty research, initiatives and other achievements. The campaign includes monthly features from October through April shared via direct mail, printed postcards and emails to higher education peers and an interactive website that highlights multimedia content (utoledo.edu/features).

  • A targeted advertising campaign was implemented in 2017 with The Chronicle of Higher Education, featuring print and digital ads and email banners directing readers to the utoledo.edu/features website.

May 2018

Outcome: UT's ranking in U.S. News & World Report among public, national universities


  • 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.

October 2017

Outcome: UT's ranking in U.S. News & World Report among public, national universities


  • 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.

V. REPUTATION AND ENGAGEMENT

Goal 1: IMPROVE AND STRENGTHEN OUR NATIONAL AND INTERNATIONAL REPUTATION, AND IMPROVE TIES AT THE LOCAL AND REGIONAL LEVELS.

May 2019

Outcome: Number of nationally ranked academic programs and departments


  • As of spring 2019, The University of Toledo has 20 undergraduate, graduate, online and professional programs that are nationally ranked by U.S. News & World Report. Plans have been developed and are being implemented in several additional programs to increase the number of ranked programs.

  • In spring 2019, the following programs moved up in the rankings: undergraduate business, full-time law, nursing master’s, nursing practice/doctorate, graduate programs in education, and graduate programs in social work.

  • In addition, in spring 2019 rankings, the engineering graduate program is nationally ranked.

  • All ranked graduate and professional programs as of spring 2019 include: occupational therapy, pharmacy, physician assistant, online graduate education, speech-language pathology, law, clinical psychology, physics, nursing practice/doctorate, physical therapy, education, nursing/master’s, online graduate nursing, social work, psychology, engineering, and biological sciences.

  • All ranked undergraduate programs as of spring 2019 are: business, engineering and online bachelor’s.

November 2018

Outcome: Number of nationally ranked academic programs and departments


  • The Office of the Provost has compiled a list of all ranked programs, as well as 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 raise its rankings according to the formulae established for each field.

  • As of fall 2018, The University of Toledo has 18 undergraduate, graduate, online and professional programs that are nationally ranked by U.S. News & World Report. Plans have been developed and are being implemented in several other programs to increase the number of ranked programs at the University.

  • UT’s undergraduate Business program moved up in the U.S. News & World Report ranking from 249 in 2018, to 235 in 2019.

May 2018

Outcome: Number of nationally ranked academic programs and departments


  • 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.

October 2017

Outcome: Number of nationally ranked academic programs and departments


  • 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.

V. REPUTATION AND ENGAGEMENT

Goal 1: IMPROVE AND STRENGTHEN OUR NATIONAL AND INTERNATIONAL REPUTATION, AND IMPROVE TIES AT THE LOCAL AND REGIONAL LEVELS.

May 2019

Outcome: Individual program ranking in U.S. News & World Report


  • The Office of the Provost has compiled a list of all ranked programs and identified programs that have the potential to be ranked among U.S. News & World Reports’ listed programs.

  • Each college with ranked programs or programs with potential to be ranked has developed a written plan and set goals to increase their rankings by 2022, taking into account the formulae established for their specific academic fields.

  • These plans are being implemented by the colleges with support and oversight from the Office of the Provost.

  • For a list of the 20 current individual program rankings in U.S. News & World Report, see above (V.1.2.)

November 2018

Outcome: Individual program ranking in U.S. News & World Report


  • Personnel representing all ranked or rank-eligible undergraduate, graduate, online and professional programs have developed written plans and set goals to increase their rankings by 2022. These plans are being implemented by the colleges, with support and oversight from the Office of the Provost.

  • All ranked or rank-eligible undergraduate, graduate, online, and professional programs have developed written plans and have set goals to increase their rankings by 2022. These plans are being implemented by the colleges with support and oversight provided by the Office of the President.
  • UT’s undergraduate Business program moved up in the U.S. News & World Report ranking from 249 in 2018, to 235 in 2019.

May 2018

Outcome: Individual program ranking in U.S. News & World Report


  • 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.

October 2017

Outcome: Individual program ranking in U.S. News & World Report


  • 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.

V. REPUTATION AND ENGAGEMENT

Goal 1: IMPROVE AND STRENGTHEN OUR NATIONAL AND INTERNATIONAL REPUTATION, AND IMPROVE TIES AT THE LOCAL AND REGIONAL LEVELS.

May 2019

Outcome: Average ACT score of incoming cohort of full-time undergraduate students


  • UToledo welcomed the best academically prepared class of first-year students in school history for the fall 2018 semester.

  • The average ACT score in fall 2018 was 23.02, and the average GPA was 3.45.

  • We successfully enrolled more high-achieving students, which will contribute to improved retention and graduation rates.

November 2018

Outcome: Average ACT score of incoming cohort of full-time undergraduate students


  • UT welcomed the best academically prepared class of first-year students in school history for the fall 2018 semester.

  • The average ACT score in fall 2018 is 23.02, and the average GPA is 3.45.

  • We successfully enrolled more high-achieving students, which will contribute to improved retention and graduation rates.

May 2018

Outcome: Average ACT score of incoming cohort of full-time undergraduate students


  • 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.

October 2017

Outcome: Average ACT score of incoming cohort of full-time undergraduate students


  • 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.

V. REPUTATION AND ENGAGEMENT

Goal 1: IMPROVE AND STRENGTHEN OUR NATIONAL AND INTERNATIONAL REPUTATION, AND IMPROVE TIES AT THE LOCAL AND REGIONAL LEVELS.

May 2019

Outcome: UToledo's designation as a Carnegie Community Engaged Institution


  • The University established the new position of director of strategic initiatives in fall 2017 to track and promote university-community engagement. Efforts are ongoing to collect and communicate this information as a resource to University and community constituents.

  • In February 2019, the University released its initial annual engagement report (2018 Annual Report on The University of Toledo’s Community Engagement) to highlight the impact the University has on the community and region through the efforts of students, faculty, staff and alumni. (The report is available at utoledo.edu/engagement/docs/community-engagement-report.pdf).

  • In April 2019, the Office of the Provost hosted the University’s inaugural Annual Research Symposium with this year’s focus on Impacting our Region through Community-Engaged Research. The symposium featured 40 community-engaged research projects conducted by UToledo faculty, staff and students in collaboration with community partners from the city of Toledo and the northwest Ohio region.

  • During the last academic year, UToledo students collectively performed more than 43,000 hours of community service. This is in addition to the 770,000 hours that students gave back to the community as part of their program through experiential learning, such as student teaching, clinical rotations and internships in our community.

  • During the University’s annual Big Event held in March 2019, more than 1,000 faculty, staff, students and alumni volunteered to spend time with seniors, visit patients in the hospital, help with spring cleanup in the community and engage in other community-service projects.

  • The Office of Government Relations is working with the Office of Research and Sponsored Programs on the midterm 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 UToledo received this APLU designation in 2013, and work on this review will lay the groundwork for the renewal of our 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 on economic engagement.)

November 2018

Outcome: UToledo's designation as a Carnegie Community Engaged Institution


  • 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 Office of Governmental 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 ground work 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.)

  • In the fall of 2018, the UToledo College of Nursing and ProMedica announced an expanded partnership to strengthen nursing education and address current and future health-care industry challenges. The expanded partnership will increase academic-clinical collaborations to advance nursing education, research and practice for undergraduate and graduate students.

  • A new initiative was developed in fall 2018 between The University of Toledo and the Toledo Museum of Art to advance visual literacy education. This agreement formalizes an ongoing effort to expand the teaching of visual literacy to UToledo students across all disciplines.

  • The mayor of Toledo and UToledo president kicked off “Rocket Week” in August 2018 with an official proclamation from the mayor and a ceremonial raising of the UToledo flag outside One Government Center.

  • UT’s Center for Health and Successful Living was recognized with the Debra A. Green Community Service Award in October 2018 for its work of providing advocacy and support services to the breast cancer community.

May 2018

Outcome: UToledo's designation as a Carnegie Community Engaged Institution


  • 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 UToledo 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 UToledo 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 UToledo 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.

October 2017

Outcome: UToledo's designation as a Carnegie Community Engaged Institution


  • 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.

V. REPUTATION AND ENGAGEMENT

Goal 1: IMPROVE AND STRENGTHEN OUR NATIONAL AND INTERNATIONAL REPUTATION, AND IMPROVE TIES AT THE LOCAL AND REGIONAL LEVELS.

May 2019

Outcome: Percentage of students who feel safe on UToledo campuses as measured by the Campus Climate Survey


  • The University’s Campus Climate Survey was administered in April 2018, and survey results indicate that 86.7 percent of respondents answered “agree” (58.5 percent) or “strongly agree” (28.2 percent) to the question “I feel safe on UToledo’s campus.”

  • The Campus Climate Survey is administered in alternative years, with the next survey scheduled for 2020.

November 2018

Outcome: Percentage of students who feel safe on UToledo campuses as measured by the Campus Climate Survey


  • The University’s Campus Climate Survey was administered in April 2018 and survey results indicate that 86.7 percent of respondents answered “agree” (58.5 percent) or “strongly agree” (28.2 percent) to the question “I feel safe on UToledo campus.”

  • The Campus Climate Survey is administered in alternative years, with the next survey scheduled for 2020.

  • The state of Ohio certified the UToledo Police Department for meeting the third and latest group of new state standards for bias-free policing and other standards in order to strengthen community and police relations.

May 2018

Outcome: Percentage of students who feel safe on UToledo campuses as measured by the Campus Climate Survey


  • 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.

October 2017

Outcome: Percentage of students who feel safe on UToledo campuses as measured by the Campus Climate Survey


  • 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.

V. REPUTATION AND ENGAGEMENT

Goal 2: DESIGN A UNIFIED BRANDING AND MARKETING PROCESS FOR NATIONAL AND INTERNATIONAL VISIBILITY AND REPUTATION-BUILDING.

May 2019

Outcome: Completion of UToledo branding process and development of consistent messaging


  • Following the first two phases of the brand development process in 2018 (with BVK, a branding corporation in Milwaukee), the University began the remaining process of message development and implementation with assistance from Toledo design firm Madhouse.

  • Brand messaging and tagline development were completed in spring 2019, including a round of market research testing with current and prospective students.

  • The Office of Marketing and Communications has been sharing the new University of Toledo brand with various campus units and will hold a series of brand camps for key communicators in June 2019 to ensure consistent use of the new brand components.

  • The “Fueling Tomorrows” tagline was selected in spring 2019, and the initial brand rollout is scheduled for July 1, 2019.

November 2018

Outcome: Completion of UToledo branding process and development of consistent messaging


  • The University engaged with an external advertising agency and in April 2018 conducted qualitative and quantitative research that engaged University stakeholders to determine common perceptions and values that positively impact engagement with UT.

  • 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 in the spring of 2018.

May 2018

Outcome: Completion of UToledo branding process and development of consistent messaging


  • 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.

October 2017

Outcome: Completion of UToledo branding process and development of consistent messaging


  • 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.

V. REPUTATION AND ENGAGEMENT

Goal 2: DESIGN A UNIFIED BRANDING AND MARKETING PROCESS FOR NATIONAL AND INTERNATIONAL VISIBILITY AND REPUTATION-BUILDING.

May 2019

Outcome: Total favorable mentions in highly valued, national media outlets


  • Earned media efforts have resulted in 6,158 media mentions during FY19, to date.

  • National and international media placements have included coverage of “How Blue Light Speeds Blindness,” with national coverage in CNN/HLN, Forbes, Fortune, Fox News, Guardian, Hello!, Huffington Post, Men’s Health, MSN, Newsweek, Popular Science, Teen Vogue, USA Today and U.S. News; and with international coverage in Australia, Brazil, Canada, China, Egypt, France, India, Italy, Malaysia, Nigeria, the Philippines, Russia, Singapore and the United Kingdom.

  • Additional media placements regarding University research and scholarship includes coverage of human trafficking, public labor law, disability studies, trauma related to mass shootings, new materials to create more efficient light bulbs, the link between gut bacteria and high blood pressure, research on plant memory, biofilter technology discovered to protect drinking water, diabetes treatment, research on craft beer and other areas of University research and scholarship.

November 2018

Outcome: Total favorable mentions in highly valued, national media outlets


  • Developed 180 news releases in FY18 that resulted in more than 20,000 media mentions in local, regional and national media outlets.

  • Subscribed to EurekAlert!, a global news service operated by the American Association for the Advancement of Science, beginning in July 2018 to enhance research news outreach.

  • Targeted media campaigns received widespread national coverage, including toy research in December 2017, news of a World War II veteran who graduated from UToledo in May 2018 and research on the impact of blue light from cellphones on eyesight in August 2018.

  • Planning is underway with the Office of the Provost and Office of Marketing and Communications to feature UToledo faculty researchers at the national level in the public radio segment known as “Academic Minute” that features faculty research related to the public good.

May 2018

Outcome: Total favorable mentions in highly valued, national media outlets


  • 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.

October 2017

Outcome: Total favorable mentions in highly valued, national media outlets


  • The baseline for media mentions is currently being established.

V. REPUTATION AND ENGAGEMENT

Goal 2: DESIGN A UNIFIED BRANDING AND MARKETING PROCESS FOR NATIONAL AND INTERNATIONAL VISIBILITY AND REPUTATION-BUILDING.

May 2019

Outcome: Exposure for UToledo academic programs and research, and UToledo athletic events


  • Earned media efforts have resulted in 6,158 media mentions during FY19, to date. In addition, the Office of Marketing and Communications sent 133 news releases and drafted 710 articles for UToledo News during the same period.

  • As part of strategic marketing efforts to increase awareness and recognition of the University’s academic excellence, UToledo maintains an active presence on several social media platforms, including Facebook, Instagram, Twitter and LinkedIn.

  • On Facebook, the University received more than 5.2 million impressions on content from March 2018 to March 2019. This content received more than 237,000 comments, reactions, shares and clicks during that time. The University’s Facebook footprint has grown 4.6 percent during the previous year, totaling 58,000-plus followers.

  • On Instagram, the University averages 83,000-plus impressions weekly.

  • On Twitter, the University received more than 10.2 million impressions during the time period sampled. From that content, the University received more than 910,000 retweets, replies and clicks through Twitter engagements.

  • The University began committing resources to posting content of value to LinkedIn on Oct. 1, 2018. From Oct. 1, 2018 to March 31, 2019, this content had already garnered more than 1.8 million impressions.

  • The Office of Marketing and Communications also plays a key role in video creation. The social media team created more than 150 videos during this 12-month period, with 1.77 million views across all social platforms.

  • The University had 14 national television broadcasts during the 2018-19 academic year; eight for football, four for men’s basketball and one each for baseball and softball. National broadcasts were on ESPN platforms (9), CBS Sports Network (3) and the Big Ten Network (2).

  • The University had 131 events streamed live on the internet during the 2018-19 academic year on ESPN3, ESPN+ and other platforms. Of these 131 events, 85 were home events and 63 were produced by the University’s academic Department of Communication for ESPN. The sports with live-streamed events were women’s basketball (32), men’s basketball (26), baseball (20), softball (18), women’s volleyball (17), women’s soccer (8), football (5), women’s swimming and diving (3), men’s tennis (1) and men’s golf (1).

  • Televised events produced by The University of Toledo included the first production of the Inverness Intercollegiate Men’s Golf Tournament in September 2018, one of the only school-produced college golf tournaments in the country.

  • Buckeye Cable Sports Network (BCSN) produced and aired 20 Rocket athletic events in 2018-19 in baseball, softball, women’s volleyball, women’s soccer, women’s swimming and diving, and men’s tennis.

  • The [Toledo] Blade covers Rocket football and baseball on a near-daily basis, as well as other sports on an occasional basis.

  • The University collaborated with WTOL to produce 18 weekly, 60-second “Rocket Insider” segments in 2018-19.

  • Articles on the Rocket football team and players have been featured in national publications, including The Athletic, ESPN.com, Sporting News, USA Today and other publications.

  • The University collaborated with Buckeye Cable Sports Network (BCSN) to produce seven episodes of “The Rocket Roundup” in 2018-19, a monthly, half-hour news magazine that exclusively focuses on Rocket athletics.

  • Video highlights are included for all home football and basketball games (and away games for football) and some Olympic sports events on the University’s athletics website and social media. Video interviews and other special videos are regularly featured.

  • UToledo athletics uses social media/multiple platform coverage for all sports on Twitter, Instagram, Facebook and Snapchat, with Twitter coverage for all UToledo events (home and away), and Instagram and Snapchat coverage for home games.

  • UToledo athletics added “BoxOutSports” graphics for Twitter in August 2018, which allows for the use of attractive game-day social media graphics for all sports.

  • Facebook “likes” of @UTRockets increased from 32,803 to 35,804 from May 1, 2018 to April 22, 2019, with approximately 800 posts during this time.

  • Twitter followers of @UTRockets increased from 13,745 to 15,984 from May 1, 2018 to April 22, 2019, with approximately 3,800 tweets during this time.

  • Instagram followers of @UTRockets increased from 8,276 to 11,800 from May 1, 2018 to April 22, 2019, with approximately 750 posts during this time.

  • A new podcast about Rocket athletics (“The Rocket Liftoff”) made its debut in September 2018 with 18 episodes as of April 22, 2019.

  • A complete redesign of the UToledo athletics website (UTRockets.com) was completed in August 2018. Since that time, there have been 831 stories/news releases posted on the site, an average of approximately 24 per week (through April 22, 2019). The new website has had approximately 465,000 users, with a total of more than 832,000 sessions averaging more than two minutes each.

  • Alumni outreach has been added to the UToledo athletics website, and includes an alumni survey form and an all-time letter-winners list.

November 2018

Outcome: Exposure for UToledo academic programs and research, and UToledo athletic events


  • Developed 180 news releases in fiscal year 2018 that resulted in more than 20,000 media mentions.

  • Shared 820 news articles with the UToledo community in fiscal year 2018 to highlight campus events, research and other news.

  • In fiscal year 2018, UToledo was ranked for the second year as 14 out of 331 Division I institutions for social media engagement by Rival IQ, including Twitter with 10.7 million impressions and nearly 1 million engagements; Facebook with 8.9 million impressions and 388,560 engagements; YouTube with 2.6 million video views and 137 video projects, and Instagram with 83,000 impressions weekly. (Note: “Impressions” refer to the number of times users saw a post from UT, and “engagement” refers to the number of times users took an action on a post.)

  • UT football had seven national television broadcasts during the 2017 season, and plans are to have at least seven broadcasts in 2018. All other football games are streamed live on ESPN3 or ESPN+.

  • All women’s basketball home games and most away games are streamed live on ESPN3 or ESPN+. One game was broadcast on the Big Ten Network in 2017-18.

  • Buckeye Cable Sports Network (BCSN) produced and aired 20 Rocket athletic events in 2017-18, and plans are to do the same in 2018-19.

  • The (Toledo) Blade covers UToledo football and basketball on a near-daily basis, and covers other sports on an occasional basis.

  • Three football players have been promoted in 2018 for a total of 10 national position awards and other honors through email, social media and videos.

  • Articles on the UToledo football team and players have been featured in national publications, including The Athlete, ESPN.com, Sporting News and USA Today.

  • A total of 68 home events were produced by UToledo and live-streamed on ESPN3 or ESPN+ during the 2017-18 season. The sports included nearly all events in women’s volleyball, women’s soccer, men’s basketball, women’s basketball, baseball and softball. Additional events in women’s swimming and diving, men’s tennis and women’s tennis also were produced.

  • School production for ESPN will continue during the 2018-19 academic year, including the first production of the Inverness intercollegiate men’s golf tournament in September 2018, one of the only school-produced, college golf tournaments in the country.

  • UT Athletics works with WTOL to produce the weekly, 60-second “Rocket Insider” promo, and with Buckeye Cable Sports Network produces “Rocket Roundup,” a monthly news magazine featuring Rocket athletics.

  • Video highlights are included on the Department of Intercollegiate Athletics website and on social media for almost all home events, as well as away games for football.

  • UT Athletics uses social media/multiple platform coverage for all sports on Twitter, Instagram, Facebook and Snapchat, with Twitter coverage for all UToledo events (home and away) and Instagram and Snapchat coverage for home games.

  • Added “BoxOut Sports” graphics for Twitter in August 2018, which improved the look and flexibility of UT’s coverage of all sports.

  • Facebook “likes” of @UTRockets increased from 32,803 to 34,278 from May 1 - Oct. 9, 2018, with approximately 500 UToledo Athletics’ posts during this time.

  • Twitter followers of @UTRockets increased from 13,745 to 15,256 from May 1 - Oct. 9, 2018, with approximately 2,552 UToledo Athletics’ posts during this time.

  • Instagram followers of UTRockets increased from 8,276 to 10,200 from May 1 - Oct. 9, 2018, with 588 UToledo Athletics’ posts during this time.

  • A new, weekly podcast about Rocket Athletics (“The Rocket Liftoff”) debuted in September 2018.

  • A redesign of the UToledo Athletics website (UTRockets.com) was completed in August 2018.

  • A total of 1,130 stories were posted on the UToledo Athletics website during the 2017-18 academic year, including 56 stories that featured the academic achievements of UT’s student-athletes.

  • Alumni outreach has been added to the UToledo Athletics website and includes an alumni survey, an all-time letter-winners list and a link to stories about UToledo alumni.

May 2018

Outcome: Exposure for UToledo academic programs and research, and UToledo athletic events


  • 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 UToledo 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.

October 2017

Outcome: Exposure for UToledo academic programs and research, and UToledo athletic events


  • The Department of Intercollegiate Athletics has five national television broadcasts in football, with each broadcast including 30-second institutional commercials.

  • Additional exposure for UToledo 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 UToledo 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.

V. REPUTATION AND ENGAGEMENT

Goal 3: GROW THE UToledo HEALTH-CARE SYSTEM TO BETTER SERVE NORTHWEST OHIO.

May 2019

Outcome: Center for Medicare and Medicaid Services (CMS) composite quality score


  • The University of Toledo Medical Center (UTMC) has established the objective of achieving the Hospital Compare Overall Quality Star Rating of 3 stars by December 2019 and has communicated this goal to faculty and staff in order to demonstrate overall hospital quality and high-quality patient care.

  • UTMC has established the objective to eliminate the medical center’s “Hospital-Acquired Condition” (HAC) reduction program penalty and neutralize Value-Based Purchasing related penalties by December 2019.

  • UTMC also has established the objectives of improving clinical documentation and improving health quality information management.

November 2018

Outcome: Center for Medicare and Medicaid Services (CMS) composite quality score


  • The University of Toledo Medical Center (UTMC) has established the objective of achieving the Hospital Compare Overall Quality Star Rating of 3 stars by December 2019 and has communicated this goal to faculty and staff to demonstrate overall hospital quality and high-quality patient care.

  • UTMC has established the objective to eliminate the medical center’s “Hospital-Acquired Condition” (HAC) reduction program penalty and neutralize value-based purchasing related penalties by December 2019.

  • UTMC also has established the objectives of improving clinical documentation and improving health-quality information management.

May 2018

Outcome: Center for Medicare and Medicaid Services (CMS) composite quality score


  • 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.

October 2017

Outcome: Center for Medicare and Medicaid Services (CMS) composite quality score


  • Specific action plans have been developed for each element.

V. REPUTATION AND ENGAGEMENT

Goal 3: GROW THE UToledo HEALTH-CARE SYSTEM TO BETTER SERVE NORTHWEST OHIO.

May 2019

Outcome: Rating on question “how would you rate your hospital” in the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS)


  • The national benchmark for high-level organization is an annual increase of 3 percent. Three basis points per year is recognized as outstanding.

  • The University of Toledo Medical Center (UTMC) has created a standardized, evidence-based patient experience model for the inpatient units (HCAHPS) that provides professional training and development for nurses and physicians.

  • UTMC developed and implemented the iCARE Evidence-Based Healthcare Leadership Academy to support UToledo healthcare leaders’ professional development to enhance patient satisfaction outcomes. The academy provides professional development in the areas of performance management, critical conversations, team building, time management, meeting effectiveness, resource management, recruitment, onboarding, progressive discipline and culture building.

  • UTMC redesigned and streamlined its customer service, complaint and grievance collection processes to include phone, email, web, social media and internal modality.

  • UTMC has implemented active training programs within all inpatient floors, the orthopaedics clinic and the emergency department.

  • UTMC will continue to execute evidence-based ancillary services programming around nine specific behaviors to provide the highest level of patient experience in all facilities.

  • UTMC has completed a detailed service excellence plan to create an innovative and patient-centered culture that improves quality and safety, as well as influences consumer perceptions across the continuum of care.

November 2018

Outcome: Rating on question “how would you rate your hospital” in the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS)


  • The University of Toledo Medical Center (UTMC) has created a standardized, evidence-based patient-experience model for the inpatient units (HCAHPS) that provides professional training and development for nurses and physicians.

  • UTMC developed and implemented the iCARE Evidence-Based Healthcare Leadership Academy to support UToledo health-care leaders’ professional development to enhance patient satisfaction outcomes. The academy provides professional development in the areas of performance management, critical conversations, team building, time management, meeting effectiveness, resource management, recruitment, onboarding, progressive discipline and culture building.

May 2018

Outcome: Rating on question “how would you rate your hospital” in the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS)


  • 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 UToledo 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.

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October 2017

Outcome: Rating on question “how would you rate your hospital” in the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS)


  • 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.

V. REPUTATION AND ENGAGEMENT

Goal 3: GROW THE UToledo HEALTH-CARE SYSTEM TO BETTER SERVE NORTHWEST OHIO.

May 2019

Outcome: Number of new patients


  • 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 detoxification services and recruiting necessary providers. It expanded inpatient beds from 10 to 18 and opened an intensive outpatient treatment program in April 2018. The service line is identified as Recovery Services.

  • UTMC also is focusing on increasing the number of Medicaid patients.

  • During the next three-to-five years, UTMC will expand its UToledo Physicians practice to meet the needs of the community.

  • Since 2014, UTMC has expanded its UToledo Physicians practice by 31 percent.

November 2018

Outcome: Number of new patients


  • UTMC is investing in service lines in relation to psychiatry, orthopaedics and family practice by expanding services and resident positions, as well as 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, with new beds opening in April of 2018.

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

  • Over the next three-to-five years, UTMC will expand its UTP physician practice to meet the needs of the region.

  • Since 2014, UTMC has expanded its UTP physician practice by 31 percent.

May 2018

Outcome: Number of new patients


  • 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.

October 2017

Outcome: Number of new patients


  • 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.

V. REPUTATION AND ENGAGEMENT

Goal 4: INCREASE PHILANTHROPY IN SUPPORT OF THE UNIVERSITY’S STRATEGIC GOALS.

May 2019

Outcome: Undergraduate alumni annual giving participation rate


  • UToledo’s undergraduate alumni giving participation rate was 5.34 percent as of June 30, 2018.

  • The alumni giving participation rate for FY19 will be established at the end of the current fiscal year on June 30, 2019.

November 2018

Outcome: Undergraduate alumni annual giving participation rate


  • UT’s undergraduate alumni participation rate is 5.34 percent as of June 30, 2018.

May 2018

Outcome: Undergraduate alumni annual giving participation rate


  • The alumni participation rate was 4.68 percent through the end of April for the 2018 fiscal year.

October 2017

Outcome: Undergraduate alumni annual giving participation rate


  • Alumni giving is ongoing, and is currently 2.25% through the end of October for FY18.

V. REPUTATION AND ENGAGEMENT

Goal 4: INCREASE PHILANTHROPY IN SUPPORT OF THE UNIVERSITY’S STRATEGIC GOALS.

May 2019

Outcome: Total fundraising to the University as measured by total gift amount


  • During FY18, new fundraising revenue for UToledo more than doubled, reaching $50.9 million for FY18, compared to $22.1 million for FY17.

  • Total fundraising to the University for FY19 will be finalized at the end of the current fiscal year on June 30, 2019.

  • During the University’s second annual Day of Giving (“Rocket Forward: You Launch Lives” – a 36-hour social media fundraising campaign) held Oct. 17-18, 2018, the number of donors nearly doubled compared to last year’s participation, with 3,156 donors giving this year, compared to 1,600 donors last year. Alumni and friends, faculty, staff and students contributed $717,375 during the 2018 Day of Giving campaign. During the 2017 Day of Giving campaign, donors contributed $450,000 in support of student scholarships and programs of the University.

November 2018

Outcome: Total fundraising to the University as measured by total gift amount


  • New fundraising revenue for UToledo more than doubled, reaching $50.9 million for FY18, compared to $22.1 million for FY17.

  • During the University’s second annual Day of Giving (“Rocket Forward: You Launch Lives” 36-hour social media fundraising campaign) held Oct. 17-18, 2018, the number of donors nearly doubled last year’s participation, with 3,156 donors giving this year compared to 1,600 last year. Alumni, friends, faculty, staff and students contributed a total of $717,375 during the 2018 Day of Giving campaign. During the 2017 Day of Giving campaign, donors contributed $450,000 in support of student scholarships and programs at the University.

May 2018

Outcome: Total fundraising to the University as measured by total gift amount


  • New fundraising revenue for UToledo is expected to more than double, reaching $48.3 million for FY18, compared to $22.1 million for FY17

October 2017

Outcome: Total fundraising to the University as measured by total gift amount


  • Total fundraising is ongoing.

V. REPUTATION AND ENGAGEMENT

Goal 4: INCREASE PHILANTHROPY IN SUPPORT OF THE UNIVERSITY’S STRATEGIC GOALS.

May 2019

Outcome: Support provided from the UToledo Foundation to the University


  • Support provided to the University from the UToledo Foundation in FY18 increased by 18.8 percent during the five-year average total support to UToledo. (Note that the five-year average as of 2017 was $15.4 million, and in FY18 the UToledo Foundation provided $18.3 million in support of the University.)

  • Support provided to the University from the UToledo Foundation in FY19 will be calculated at the end of the current fiscal year on June 30, 2019.

November 2018

Outcome: Support provided from the UToledo Foundation to the University


  • Support provided to the University from the UToledo Foundation in FY18 increased by 18.8 percent during the five-year average total support to UT. (Note that the five-year average as of 2017 was $15.4 million, and in FY18 the UToledo Foundation provided $18.3 million in support of the University.)

May 2018

Outcome: Support provided from the UToledo Foundation to the University


  • Support provided to the University from the UToledo 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 UToledo Foundation provided $16.8 million in support to the University.)

October 2017

Outcome: Support provided from the UToledo Foundation to the University


  • Ongoing.

V. REPUTATION AND ENGAGEMENT

Goal 4: INCREASE PHILANTHROPY IN SUPPORT OF THE UNIVERSITY’S STRATEGIC GOALS.

May 2019

Outcome: Planning and initiation of a comprehensive capital campaign


  • The University is in the silent phase of a comprehensive capital campaign.

  • The Campaign Steering Committee, with membership of lead donors and supporters of the University, has been established and its second meeting has taken place.

  • The theme of UToledo’s comprehensive campaign is “Ready to Launch.”

  • A case for support prospectus has been completed.

  • A comprehensive stewardship plan has been developed.

  • Colleges and units of the University have developed priorities and statements of support.

  • Leadership and major gift solicitations have taken place.

  • In spring 2019, a fundraising workshop was held for the deans by the senior associate vice president for development, and the Office of the Provost continues to work with the Development Office to identify ongoing training opportunities for the deans and other academic leaders.

November 2018

Outcome: Planning and initiation of a comprehensive capital campaign


  • The Campaign Steering Committee, with membership of influential donors and supporters of the University, has been established and will hold its first meeting in October 2018.

  • The theme of UT’s comprehensive campaign is “Ready to Launch.”

  • A Case for Support prospectus has been completed.

  • The University is in the silent phase of the campaign, and colleges and units of the University have developed their statements of support.

May 2018

Outcome: Planning and initiation of a comprehensive capital campaign


  • 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.

October 2017

Outcome: Planning and initiation of a comprehensive capital campaign


  • The Division of Advancement is conducting a feasibility study for the comprehensive campaign; it will be completed by April 2018.

V. REPUTATION AND ENGAGEMENT

Goal 5: IMPROVE UNDERGRADUATE STUDENT SUCCESS, RETENTION AND DEGREE COMPLETION.

May 2019

Outcome: GPA ranking for student-athletes among all Mid-American Conference (MAC) institutions


  • Student-athletes at The University of Toledo continue to rank among the top of Mid-American Conference (MAC) institutions in grade point average (GPA).

  • UToledo student-athletes earned a combined GPA of 3.306 in the spring 2019 semester, the highest semester GPA ever for the Rockets, edging out the previous record of 3.29 set in fall 2017. It is also the ninth consecutive semester in which UToledo student-athletes have earned a semester GPA of 3.2 or higher.

  • A record 51 student-athletes earned president’s list honors with a perfect 4.0 GPA (the previous record was 49 in spring 2016); 46.9 percent (173 of 368) earned a spot on the dean’s list by achieving a GPA of 3.5 or higher; and 73.4 percent (271 of 369) made the honor roll by achieving a 3.0 GPA or higher.

  • Information about full-year GPAs for student-athletes is not yet available for the 2018-19 academic year.

  • GPA rankings for the 2018-19 academic year among all Mid-American Conference (MAC) institutions will be announced in August 2019.

November 2018

Outcome: GPA ranking for student-athletes among all Mid-American Conference (MAC) institutions


  • Student-athletes at The University of Toledo continue to rank among the top of the Mid-American Conference (MAC) institutions in GPA.

  • UT student-athletes earned the MAC Institutional Academic Achievement Award for 2017-18 for the highest overall institutional GPA for student-athletes among all MAC institutions, with the highest ever institutional grade-point average of 3.266 among student-athletes.

  • This is the fifth time in the last seven years that the Rockets have won this award.

  • In addition, for the first time, UToledo female student-athletes received the MAC Faculty Athletics Representative Academic Achievement Award for the conference institution with the highest overall GPA rank for both men and women student-athletes in 2017-18. This is the first time UToledo women student-athletes have won the award. The UToledo men student-athletes have won the award three times. UToledo had the highest GPA rank, as the Rocket women carried the highest league GPA in women’s golf, while posting the second-highest GPA ranks in women’s soccer and women’s tennis, and the third-best GPA ranks in women’s cross country and women’s track and field during the 2017-18 academic year.

  • UT also earned the MAC Jacoby Trophy for 2017-18, recognizing the top women’s athletics program based on league competition.

May 2018

Outcome: GPA ranking for student-athletes among all Mid-American Conference (MAC) institutions


  • 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.

October 2017

Outcome: GPA ranking for student-athletes among all Mid-American Conference (MAC) institutions


  • 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.

V. REPUTATION AND ENGAGEMENT

Goal 5: IMPROVE UNDERGRADUATE STUDENT SUCCESS, RETENTION AND DEGREE COMPLETION.

May 2019

Outcome: Attendance at UToledo sporting events


  • Attendance was strong in football, men’s basketball and women’s basketball during the 2018-19 academic year.

  • UToledo football led the Mid-American Conference (MAC) in fan attendance for the second straight year with an average of 21,352 per home game (the MAC average for 2018-19 is 15,531 per home game), which is an increase of 3 percent in football fan attendance from last year. A sell-out for the UToledo vs. Miami (Fla.) game in September 2018 included 28,117 fans in attendance.

  • Season ticket sales increased by 14 percent for UToledo football, to 11,830 packages sold, which is the second highest of all time.

  • UToledo women’s basketball led the Mid-American Conference in fan attendance for the 2018-19 season – for the 29th consecutive season – averaging 3,728 in fan attendance per home game (the MAC average fan attendance for 2018-19 was 1,460 per home game). This is a 9 percent increase for UToledo women’s basketball. In addition, women’s basketball ranked in the top 30 nationally in the NCAA for fan attendance per home game. This includes a season best of 6,059 against Notre Dame on Dec. 8, 2018, the third-largest attendance in UToledo’s history.

  • Men’s basketball increased attendance by 13 percent, with an average fan attendance of 4,771 per home game, and ranked third in the MAC for fan attendance for the 2018-19 season (the MAC average was 2,934 fan attendance per home game). This includes a sell-out and largest home fan attendance (since the Savage Arena renovation in 2008) against Buffalo in February 2019, with 7,401 fans in attendance.

  • In addition, the Glass Bowl was recently ranked the No. 4 college football stadium in the country, based on a national fan poll and published by Business Insider. It also was selected as one of the top 25 stadiums in the nation, according to the Podium.com Fan Poll.

November 2018

Outcome: Attendance at UToledo sporting events


  • After four home football games, the UToledo Rockets led the MAC in attendance with an average of 25,153 fans; the MAC average was 17,405 for fan attendance.

  • In addition, the UToledo Glass Bowl was recently ranked as the No.4 college football stadium in the country, based on a national fan poll conducted by Podium.com Fan Poll and published by Business Insider, with the ranking of the top 25 stadiums in the nation.

May 2018

Outcome: Attendance at UToledo sporting events


  • 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).

October 2017

Outcome: Attendance at UToledo sporting events


  • 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

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Alum Alumni Relations
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CE Community Engagement (to be created)
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F&A Finance and Administration
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GC General Counsel
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Last Updated: 6/30/19