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Ratings for Vision OHIO action plans available for viewing on provost's Web site

May 17, 2006 (corrected May 18, 2006)
By Dru Riley Evarts

Sixteen action plans suggested by Vision OHIO implementation teams and reviewed by the May 3 Action Symposium are now on the provost's Web site, where anyone wanting to read them may do so by going to the university's home page, then the provost's page, then the Vision OHIO section of that, then scrolling down to the "May 3 Action Symposium" to find a report on each plan discussed at the symposium. Comment from Outlook readers is invited on the Vision OHIO message board or by e-mail to provost@ohio.edu.

This set of action plans represents items from eight implementation teams and several items that had been identified by two or more teams. They are not necessarily the highest priority of the teams suggesting them, but ones that the teams thought would lead to fruitful discussions at the action symposium. Time did not permit discussion of all the action plans the teams had devised.

Among other things the tables of eight or 10 participants each did was to assess whether an action plans had (1) potential to achieve the intended goal, and (2) feasibility of being carried out.

Seven of these plans were judged "high" as to whether they could achieve the intended goals, six were judged "moderate," one was judged "low," and two groups did not answer for the reasons explained in the footnotes of the tables. Here is how this set of action plans fared on Action Symposium participants' views of whether the plans could achieve the intended goals:

Action Plans' Potential To Achieve Intended Goals

 Team

 Action Plan

   Achievement Potential

 

High

Mod

Low

Undergrad Priorities I Learning outcomes for all programs and implemented into the UCC review  

 X

 
Undergrad Priorities II Enhance quality of academic advising to improve first-year experience  

 X

 
Graduate Priorities I Lower fees and subsidize health insurance to be more competitive in costs

 X

   
Graduate Priorities II Create Graduate College with dean to advocate for graduate education

 X

   
Research/Creative Activity I Combine offices of Grants Accounting and Research and Sponsored Programs to maximize efficiency

 X

   
Research/Creative Activity II Modify and improve processes and procedures of key research and scholarly activity support functions

 X

   
Academic Calendar Return to semester system

 X

   
Faculty Work Load Set realistic faculty work-load expectations; consider variables, differentials

 X

   
Diversity and Accessibility Infuse diversity concepts in courses; make buildings, walkways accessible by 2011  

 X

 
Diversity and Spousal Jobs Implement hiring program that facilitates "opportunity" diversity jobs for spouses  

 X

 
Faculty/Staff Development Create faculty/staff development office, have comprehensive development plan    

 X

Mentoring *
Develop campuswide mentoring system for faculty, staff, students      
Interdisciplinary Initiatives I Establish interdisciplinary appointment system that secures tagged, dual appts.  

 X

 
Interdisciplinary Initiatives II Have systems of recognition for interdisciplinary faculty, staff and programs  

 X

 
Institutional Effectiveness Identify institution-level indicators of aca- demic excellence and effective programs

 X

   
Daycare  **
Offer daycare for children of faculty,  staff, students and beyond as feasible.      

Explanations:

* = The Undergraduate Priorities I groups said feasibility depends on the plan and the culture of the departments.

**= The Daycare group answered "none of the above," not high, moderate, or low. The Mentoring group marked moderate and high for potential. That could mean moderately high.

 

 
Scores on feasibility of carrying out the action plans were higher. Ten groups said the feasibility of the plans they judged was "high," three judged it "moderate" and one judged it "low." Again, two groups (not the same two as above) did not answer this question for the reasons stated in the footnotes to the table. Here is how these action plans fared in respect to whether the participants thought they were feasible for the university to implement:

 

     Feasibility of Actions Plans' Being Carried Out

 Team

 Action Plan

   Feasibility of Success

     High  Mod  Low
Undergrad Priorities I *
Learning outcomes for all programs and implemented into the UCC review      
Undergrad Priorities II Enhance quality of academic advising to improve first-year experience    

 X

Graduate Priorities I Lower fees and subsidize health insurance to be more competitive in costs

 X

   
Graduate Priorities II Create Graduate College with dean to advocate for graduate education

 X

   
Research/Creative Activity I Combine offices of Grants Accounting and Research and Sponsored Programs to maximize efficiency

 X

   
Research/Creative Activity II Modify and improve processes and procedures of key research and scholarly activity support functions

 X

   
Faculty Work Load Set realistic faculty work-load expectations; consider variables, differentials

 X

   
Academic Calendar Return to semester system

 X

   
Diversity and Accessibility Infuse diversity concepts in courses; make buildings, walkways accessible by 2011  

 X

 
Diversity and Spousal Jobs Implement hiring program that facilitates "opportunity" diversity jobs for spouses

 X

   
Faculty/Staff Development **
Create faculty/staff development office, have comprehensive development plan.      
Mentoring Develop campuswide mentoring system for faculty, staff, students

 X

   
Interdisciplinary Initiatives I Establish interdisciplinary appointment system that secures tagged, dual appts.  

 X

 
Interdisciplinary Initiatives II Have systems of recognition for interdisciplinary faculty, staff, and programs  

 X

 
Institutional Effectiveness Identify institution-level indicators of academic excellence and effective programs.

 X

   
Daycare Offer daycare for children of faculty, staff, students and beyond as feasible.

 X

   

Explanations:

* = The Undergraduate Priorities I groups said feasibility depends on the plan and the culture of the departments.

** = The Faculty/Staff Development group said it needed a more definite plan before it could judge potential feasibility.

 

People participating in the group discussions about these action plans were from various levels throughout the university, including some from regional campuses. Each of the implementation teams, which had been working since the beginning of the academic year to develop their goals and action plans, had one or two representatives at the table discussing that group's proposals.

All goals and action plans were explained to the entire audience before the discussion groups met at their individual tables, and all conclusions were read to the entire audience afterward.

In order to better understand the action plans listed on the tables above, one would do well to read the goals that the action plans were intended to help achieve. They are followed by the Action Symposium's presenters of these goals and action plans. The presenters may be contacted by people who have comments about the goals, action plans, or the Action Symposium participants' assessments.

Undergraduate Priorities I and II: Establish a common intellectual experience that leads to a common set of fundamental intellectual skills. David Ingram, ingram@ohio.edu.

Graduate Priorities I: Increase and improve graduate-student recruitment and retention. Josie Bloomfield, bloomfie@ohio.edu.

Graduate Priorities II: Support high-quality and distinctive graduate-education programs that serve the needs of the region, state and nation. Same presenter.

Research and Creative Activity I and II: Support scholarly activity and research productivity that leads to increased sponsored research, creative activity and national prominence. Jim Rankin, rankinj@ohio.edu.

Faculty Work Load: High-quality undergraduate and graduate programs, and growth in scholarly activity and research productivity. Phyllis Bernt, bernt@ohio.edu.

Academic Calendar: High-quality undergraduate and graduate programs. Shawn Ostermann, osterman@ohio.edu.

Diversity and Accessibility: Develop an environment of inclusiveness in the classroom, the campus and the community. David Descutner, descutne@ohio.edu.

Diversity and Spousal Hiring: Same.

Faculty and Staff Development: Recruit and retain exceptional faculty and staff; foster the development of faculty, staff and students. Sherrie Gradin, gradin@ohio.edu.

Mentoring: Same. Valerie Conley, conleyv@ohio.edu.

Interdisciplinary Initiatives I and II: Establish the centrality of interdisciplinarity of the mission and goals of Ohio University. Josep Rota, rota@ohio.edu.

Institutional Effectiveness: Substantiate the distinctive and distinguishing qualities of Ohio University as a learning-centered research university. Marjorie DeWert, dewert@ohio.edu.

Daycare: Recruit, support and retain exceptional faculty and talented graduate and undergraduate students. Michael Mumper, mumper@ohio.edu.


Dru Riley Evarts is the university editor.

Related Links:

Vision Ohio

Published: Jan 3, 2007 9:35:38 AM
 
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