STRATEGIC FUTURE DIRECTIONS
AND ANNUAL PRIORITIES


  

VISION:

Bowling Green State University aspires to be the premier Learning Community in Ohio, and one of the best in the Nation. Through the interdependence of teaching, learning, scholarship, and service we will create an academic environment grounded in intellectual discovery and guided by rational discourse and civility.   Bowling Green State University serves the diverse and multicultural communities of Ohio, the United States and the world.
 

STRATEGIC FUTURE DIRECTIONS:

Champion studentsí success in achieving the University learning outcomes and in developing as principled and engaged citizens.

Priorities: 
  • Develop and implement an enrollment plan that includes both recruitment and retention targets. Aspects of the plan should include improving academic advising and enhancing customer service to students. (1996-1997)
  • Place the student at the heart of the BGSU learning community: "Students First" (1997-1998)
  • Identify learning outcomes for BGSU graduates. (1997-1998)
  • Manage enrollment: set recruitment and retention targets. (1997-1998)
  • Celebrate recruitment success and keep this issue on the forefront of our priorities. (1998-1999)
  • Student success – providing students with the best experience in and out of the classroom. (1998-1999)
  • Continue to focus on enrollment management and student success. (1999-2000)
  • Continue to focus on selective enrollment and student success with special emphasis on retention. (2000-2001)
  • Support graduate student success and more fully integrate graduate education and research into the University community. (2000-2001)
  • Provide quality instructional student advising that is recognized as premier in Ohio and among the best in the nation. (2000-2001)
  • Promote and celebrate student academic achievement at BGSU.  (2001-2002)
  • Provide a university environment that encourages critical exploration of values and develops principled citizens.  (2001-2002)
  • Continue to work toward increasing retention by increasing the number of full-time, tenure-track faculty and reducing class size, particularly in first and second year classes.  (2002-2003)
  • Continue to investigate and find ways to bridge the gulf between student pre-college experiences, learning styles and instructional practices to assure greater student engagement and academic success.  (2002-2003)

Promote an environment that is conducive to faculty and staff success and satisfaction.

Priorities:
  • Provide ongoing training and support for faculty and staff to assist in the implementation of our Vision. (1996-1997)
  • Align reward structures with institutional goals. (1996-1997)
  • Engage in professional development and training of faculty, staff, and administrators. (1997-1998)
  • Develop long-range, competitive compensation plans for faculty and staff. (1998-1999)
  • Provide professional training and development programs for faculty and staff. (1998-1999)
  • Develop the next phase of the Comprehensive Compensation Plan. (1999-2000)
  • Work to support the success of faculty and staff during all stages of their careers. (2000-2001)
  • Continue implementation of the compensation plan. (2000-2001)
  • As the compensation plan is implemented, ensure that recognition is provided for collaborative contributions to the common good.  (2001-2002)
  • Review reward structures and merit policies within departments and divisions to assure that they are aligned with institutional priorities.  (2002-2003)
  • Continue implementation of the compensation plans.   (2002-2003)
Build an identity for BGSU based on critical exploration of values with personalized attention and the opportunities of a major university.
Priorities:
  • Promote a culture of leadership at BGSU. (1997-1998)
  • Promote an educational environment where values exploration, civic engagement and character development are integrated throughout the academic and co-curricular experience. (2000-2001)
  • Continue to assess progress in and establish benchmarks for assurig that critical thinking about values and educating reflective, engaged citizens is central to the student experience.  (2002-2003)
Secure greater funding from non-enrollment sources, including private giving and externally sponsored activities.
Priorities:
  • Generate additional revenue through increased institutional visibility. (1999-2000)
  • Continue to investigate, develop and implement methods of generating additional revenue through increased institutional visibility and a coordinated resource development plan for the University. (2000-2001)
  • Design plan for fund raising efforts.   (2002-2003)
Become a more effective partner with external organizations and become more engaged with the issues, challenges, and opportunities presented by our region, nation, and world.
Priorities:
  • Generate additional revenue through increased institutional visibility. (1999-2000)
Promote enhanced educational opportunities such as evening, weekend, degree completion and distance-learning programs in order to facilitate the success of traditional and non-traditional learners.
  
Promote diversity as reflected in the United States within the University and provide students with opportunities to increase their global awareness.
Priorities:
  • Promote diversity within the University, providing students, faculty and staff with opportunities to increase their global awareness. (1999-2000)
  • Continue to work aggressively toward developing a diverse University learning and work environment.  (2001-2002)
  • Continue to enhance diversity throughout campus; act on the recommendations of the Task Force on Diversity Report.  (2002-2003)
Develop increasingly strategic and integrated approaches to planning, decision making, budgeting, and communications within the university.
Priorities:
  • Develop and implement a marketing plan to enhance and promote our Learning Community. (1996-1997)
  • Restructure the budget process to more closely align budget allocations with University priorities as well as performance and to provide greater incentives for reallocation within areas. (1996-1997)
  • Align reward structures with institutional goals. (1996-1997)
  • Establish university-wide assessment/review processes for academic and non-academic units. (1996-1997)
  • Develop an institutional communication plan: telling our story(ies) internally (1997-1998)
  • Develop a university marketing plan: telling our story(ies) externally (1997-1998)
  • Assessment of academic and non-academic programs and the way in which we deliver these programs. (1998-1999)
  • Develop a comprehensive university plan for all units and divisions. (1999-2000)
  • Use information about student learning to make improvements in curriculum and pedagogy.  (2001-2002)
  • Develop a long-term strategic enrollment plan with specified targets that maximizes program quality and student success.  (2001-2002)
  • Involve all members of the University community in continuing to communicate the value of higher education to external publics.  (2001-2002)
  • Review allocation of resources to units to assure alignment with responsibilities and institutional priorities.  (2002-2003)
  • Keep the goal of student success uppermost while planning campus facilities renovations.   (2002-2003)
  • Improve linkages between academic departments and student organizations for providing campus events.   (2002-2003)
  • Develop and prepare to execute the Academic Plan to chart the academic course for the future.  (2002-2003)
Create an environment where technology enhances and improves teaching, learning, and university operations.
Priorities:
  • Implement our recently developed Campus Technology Plan. (1996-1997)
  • Create an environment where technology enhances and improves teaching, learning, and university operations. (1999-2000)
  • Establish an environment where technology and its applications enhance and improve teaching, learning, research and University operations. (2000-2001)
  • Invest in faculty and staff development to fully utilize technology resources.   (2001-2002)
  • Improve technological support with the goal of providing the highest possible quality experience for both students and faculty and for enhancing distance education efforts.  (2002-2003)
Continuously improve recognition for BGSU's research and creative activities.
Priorities:
  • Ensure that graduate programs are nationally competitive and provide opportunities for graduate students to conduct research with faculty. (1998-1999)
  • Provide increased support and recognition to faculty and staff for securing external funding and emphasize external funding at the department level.   (2002-2003)