| | Presidential Performance Goals for 2006-07
The President’s Priorities developed by the presidential search committee in December 2003 have served as the guidepost in setting my yearly presidential goals. For the 2006-07 academic year, my goals have been focused on ensuring that we continue our work to improve communication with faculty, implement the Information Technology recovery process, implement the comprehensive strategy to reduce high-risk drinking, improve academic integrity, implement the top priorities of Vision OHIO, raise funds to support University strategic priorities, and strengthen the financial control environment. Specifically, my performance goals for 2006-07 are listed below.
Goal: Improve Communication and Collaboration with Faculty
Objectives:
- Improve the internal communication sent to faculty
- Visit the faculty meetings of every academic department on the Athens campus
- Have weekly luncheons with a small group of faculty and the Provost
- Visit the faculty meetings on each regional campus
- Continue to meet with the leadership of the Faculty Senate on a regular basis
- Continue to attend the monthly Faculty Senate meetings
Goal: Implement the Recovery Process for Information Technology
Objectives:
- Oversee the investment of the $4 million allocated for the IT recovery process
- Continue to have the CIO attend weekly cabinet meetings and present updates on the recovery process
- Chair weekly meetings of the Committee on Information Technology and members of the senior leadership team to discuss the status of the recovery process
- Oversee the search process for a new Chief Information Officer
- Begin to rebuild relationships with alumni and donors
Goal: Implement the Comprehensive Strategy to Reduce High-Risk Drinking Among Students
Objectives:
- Meet with the Vice President for Student Affairs regularly to discuss the implementation process
- Oversee the work of the university-wide Committee to Implement the Comprehensive Strategy
Goal: Improve Academic Integrity
Objectives:
- Monitor the review processes for students and faculty involved in the plagiarism cases in the Russ College of Engineering and Technology
- Meet with the Provost regularly to discuss the development of a strategy to improve academic honesty on campus
- Oversee the work of the university-wide Committee on Academic Honesty
Goal: Implement the Top Priorities of Vision OHIO
Objectives:
- Monitor the work of the Committee on General Education Learning Outcomes
- Oversee the process for making investments in undergraduate education
- Oversee the process for making investments in graduate education and research
- Oversee the process for making investments in faculty
- Oversee the process for improving the diversity of students, faculty, and staff
- Develop a five year plan to improve the university’s academic and research performance
Goal: Raise Funds to Support University Strategic Priorities
Objectives:
- Continue to raise $10 million to build the Integrated Learning and Research Facility
- Continue to raise funds to support the Urban and Appalachian Scholars Programs
- Continue to improve relationships with policymakers in Columbus and Washington to secure more funding for university programs and projects
Goals: Strengthen the Financial Control Environment
Objectives:
- Implement best practices exemplified by the Treadway Commission’s Internal Control – Integrated Framework, Control Self-Assessment (CSA) tools, and Sarbanes-Oxley
- Develop and implement multi-year strategies to strengthen the university’s balance sheet
Presidential Performance Goals for 2006-07
Accomplishments as of March 12, 2007
Goal: Improve Communication and Collaboration with Faculty
Accomplishments:
Since the 2006 Fall Quarter, I have met with 845 faculty members in 56 schools, departments, and programs. On three of our regional campuses, I have attended meetings with 58 faculty. Provost Kathy Krendl and I have held luncheons with 64 faculty. I continue to meet with the Faculty Senate leadership on a monthly basis and attend Faculty Senate meetings.
Goal: Implement the Recovery Process for Information Technology
Accomplishments:
I chair the IT Oversight Committee and have shared the status of the recovery process with the members of that Committee on a regular basis. We continue to implement our 20 point recovery plan. Specifically, a new perimeter firewall has been installed and we have drastically reduced the use of social security numbers for employees, students, and alumni. I appointed Brice Bible as our new Chief Information Officer and his appointment is effective April 16th.
Goal: Implement the Comprehensive Strategy to Reduce High-Risk Drinking Among Students
Accomplishments:
Vice President for Students Affairs Kent Smith and I meet regularly to discuss the implementation process for this strategy. The data collected during the 2006-07 academic year so far suggests that the number of students experiencing difficulty with alcohol has been reduced. I continue to monitor the work of the committee that was appointed to implement the comprehensive strategy. I also continue to promote personal and civic responsibility in my speeches to students.
Goal: Improve Academic Integrity
Accomplishments:
Provost Krendl and I meet regularly meet to discuss strategies that are being implemented to improve academic integrity. I receive regular updates from the Office of Legal Affairs and the Provost on the work of the Academic Honesty Hearing Committee. As of early May, four cases were dismissed, 14 required rewrites and one degree has been revoked.
I discuss the work of the Academic Honesty Committee with the Provost on a regular basis. The committee is exploring the development of an honor code, developing an academic honesty Web site, and working with University Judiciaries to more clearly define the academic dishonesty judicial process. The committee’s work will be complete by the end of the academic year. I also have sought input from the leadership of the Student Senate and Graduate Student Senate on their ideas for improving academic integrity.
Goal: Implement the Top Priorities of Vision OHIO
Accomplishments:
The 10 Vision OHIO implementation teams – composed of more than 250 members from across the institution – identified a series of 150 priorities that were directly related to their areas of focus. The Executive Implementation Team, which consists of the chairs and co-chairs of these individual teams, reviewed all the recommendations and reduced the list to 76 initiatives. More than one-third of the 76 initiatives identified by the Executive Implementation Team are either implemented or in committee for review. The top three Vision OHIO priorities for this year were investing in undergraduate education, investing in graduate education and research, and investing in the faculty. I have endorsed the recommendations of the Task Force on Faculty Compensation regarding a five-year plan for increasing faculty salaries.
I continue to monitor the work of the Committee on General Education Learning Outcomes. Its report is due by the end of the 2007 Spring Quarter. The number of applications from students of color has increased from 1,441 in 2006 to 1,614 in 2007. This represents an increase of 173 students. We continue to seek minority and women candidates for all senior-level administrative positions as well as faculty positions. I am working on a plan to improve the University’s academic and research performance.
Goal: Raise Funds to Support University Strategic Priorities
Accomplishments:
We have raised $5 million to build the new Learning and Research Facility. We continue to raise the additional $5 million needed to build the facility. We also continue our efforts to raise funds for opportunity scholarships – the Urban Scholars Program and the Appalachian Scholars Program. This year we have raised more than $1.15 million for these scholarship programs. I continue to meet regularly with key policymakers in Columbus and Washington to secure more funding for university programs and projects.
Goal: Strengthen the Financial Control Environment
Accomplishments:
A multidisciplinary team has been appointed by Vice President for Finance William Decatur. The group’s charge is to review the University’s control environment and develop a plan for improving its system of internal controls. The team will develop plans to improve our control environment, control activities, information, communication, and training. The group also will develop an ongoing system of monitoring for continuous improvement. Higher education best practices will be used.
Presidential Search Committee’s President’s Priorities
In December 2003, the Ohio University presidential search committee, chaired by Mr. Robert Walter, then-chairman of the University’s Board of Trustees, established priorities for its next president to achieve during his/her tenure. Those priorities are listed below:
- Developing and implementing a strategic planning process: The President will lead the University in a comprehensive strategic planning exercise, the result of which should be the identification of clear long- and short-term strategic priorities for the institution. Subsequently, the President will have responsibility for communicating these goals to the campus community and implementing them.
- Enhancing Ohio University’s academic quality: Ohio University is a comprehensive, national university offering distinctive undergraduate education and excellent graduate education. In 2003, U.S. News & World Report ranked Ohio University 45th in the nation for academic quality. The John Templeton Foundation has also recognized Ohio University as one of the top character–building institutions in the country. Ohio University is poised to move to the next level in academic competitiveness and is seeking strong leadership to achieve this goal.
- Increasing the national visibility and profile of the University: Too often, Ohio University is referred to as a “well kept secret” in higher education. As Ohio University competes more aggressively with both large public universities and selective private schools, the benefits of an Ohio University education need to be better defined and, subsequently, communicated more effectively to internal and external audiences, including potential donors, prospective students and faculty, and opinion polls and ratings services.
- Generating resources to solidify the University’s position as an institution of the highest caliber: The University is currently observing its Bicentennial. Among the many accomplishments to be celebrated in conjunction with this notable marker will be the Bicentennial Campaign, currently underway and closing in on its $200 million goal. With over $190 million raised, the next President will arrive in the wake of the most successful fundraising drive in the institution’s history. Nevertheless, like many of its competitors, the University is facing rising costs. Of particular concern are questions regarding the levels and types of financial aid that should be offered by a selective state institution. The next president must capitalize on the momentum of the Bicentennial Campaign, to generate support for Ohio University’s pursuit of excellence from donors, grant agencies, legislators, corporate partners, and regents.
- Measurably improving diversity on campus: Integral to the mission of Ohio University is an effort to improve recruitment and admission of a multicultural student body of racially and ethnically diverse individuals from across the United States and the world, and to improve the campus climate in support of a multicultural community. The President of the University must voice a clear and strong commitment to diversity and work to institutionalize diversity enhancement programs with the support of the Board of Trustees and leaders from among the faculty, staff, students, and alumni.
- Establishing a strong partnership with the local community: Ohio University’s leadership must maintain an awareness of its central and critical position in the region. It must use its considerable strength for advancing its goals while communicating a consideration and respect for the community and its interests. It must maintain its forthright involvement in the larger community. This challenge, well met, will allow both the university and the community to continue their development and to realize their enormous potential.
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