1 / 22

Enhancing Academic Quality and Student Success at Bowling Green State University

Bowling Green State University aims to be a leading learning community, fostering individual growth and shaping future leaders through discovery and collaboration. Our strategic focus on investing in faculty, academic programs, and technology is essential for increasing student success and enhancing our academic profile. We address budgetary policies, efficiently reallocating resources to improve quality and sustain financial health. Through careful analysis of trends and peer comparisons, we are committed to recruiting and retaining students, optimizing administrative infrastructure, and advancing higher enrollment rates.

dyami
Télécharger la présentation

Enhancing Academic Quality and Student Success at Bowling Green State University

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Academic Affairs

  2. Vision Bowling Green State University aspires to be a premier learning community, and a national model, for developing individuals and shaping the future through learning, discovery, collaboration and personal growth

  3. Strengths Weaknesses Opportunities Threats

  4. Total Full-Time (FT) Faculty

  5. Total Student Credit Hours (SCH)

  6. SCH per FT faculty

  7. Percent of FT TTF to FT Faculty

  8. NSICP TrendsFTE Student per TT Faculty/FTE Student per NTT Faculty

  9. NSCIP Peer Comparisons* * Based upon Fall 2009 data

  10. General Observations We are good………. But is good, good enough?

  11. Vision Bowling Green State University aspires to be a premier learning community, and a national model, for developing individuals and shaping the future through learning, discovery, collaboration and personal growth

  12. Focus Invest strategically in Faculty + Invest strategically in Academic Programs + Invest strategically in Facilities and Technology + = High Quality Academic Programs and Enhanced Student Success

  13. Budgetary Policy Changes from Prior Year • Open faculty lines return centrally • strategic reallocation between Colleges • held central for subsequent focused investment • Plans are required for optimal use of Colleges/Units Reserves • Using data to inform budgetary decisions • Peer, Productivity, Enrollment Trends, Outcomes

  14. Necessary……. • Protect core academic foundation (i.e., Accreditation, etc.) • Ensure financial sustainability • Adequate and appropriate facilities …………But not sufficient to improve quality

  15. Budget Priorities Quality • Strategically invest in faculty • Academic programming • Recruit and Retain Students Efficiency and Effectiveness • Administrative Infrastructure

  16. Budget Priorities: Quality Strategically Invest in Faculty • Overall, increase the percent of TT Faculty • Balance productivity of faculty • Where appropriate, enhance operating budgets • Development funds to support teaching/research

  17. Budget Priorities: Quality • Academic programming • Refocus current programming • General Education Renewal • Support “high impact” programming (retention, quality, and/or recruitment) • Reallocate resources from “limited impact” programming or low demand programs • Create new academic programming that: • Supports the enhancement of the academic profile of traditional student body • And/or increases overall enrollment

  18. Budget Priorities: Quality • Recruit and Retain Students • Enhance academic profile of traditional students • Increase overall enrollment of new students • International (UG and Grad) • Distance Learning (UG and Grad) • Transfer (2+2, etc.) • Increase retention and 6 year graduation rate • Advising, Long-term Goal: 22,500 to 25,000 HC enrollment

  19. Budget Priorities: Efficiencies and Effectiveness • Administrative Infrastructure • Rethink - Quality • Realign - Focus • Reduce – reallocation of resources • For Example, • Centralize vs. Decentralize • Advising, International programs, Learning communities, Faculty development, Support services • Missing Infrastructure • Assessment, Research support, Decision Support, Curriculum Management

  20. Budget Priorities Quality • Strategically invest in faculty • Academic programming • Recruit and Retain Students Efficiency and Effectiveness • Administrative Infrastructure

  21. Establishing the financial foundation for the future • Grow quality of academic programming • Increase profile and number of UG and Graduate students • Increase external research funding

More Related