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Since his first official day, on June 12, 2017, Dr. Nellis spent time visiting all the regional campuses, the Dublin and Cleveland campuses, and all the colleges, as well as the library. He gained insights through public forums and informal gatherings with thousands of faculty, students, staff, alumni, and friends of this great university. And through this input and his commitment to shared governance, he developed key strategic pathways that reflect the diverse voices of those who represent OHIO. These pathways and priorities will continue to redefine Ohio University as a leading-edge public research university. 


Become a National Leader for Diversity and Inclusion

• Chief diversity position at the University has been elevated from vice provost to vice president for diversity and inclusion

• Provide additional support and recognition to help define the University as a national model in this area

• Establish a goal of creating an environment where difference in all of its forms is welcomed and celebrated



Enhance the Overall Academic Quality of the University

• Explore and create more opportunities for student engagement and learning. Complement, not replace the University’s
   Honors Tutorial College (HTC), a hallmark for engaged learning

• Create a task force that will be charged with developing a pathway to a sustainable, robust and expanded University-wide
   Honors Program

• Attract the best and brightest students



Build a University Engagement Ecosystem

• Become a positive catalyst of economic and quality of life change for Appalachia

• Build upon the work of the Center for Campus and Community Engagement. Coordinate work with communities in our
   region to develop approaches that look to a new and sustainable economy through innovation and other strategic

• Position the new Engagement Office as a report to the executive vice president and provost



Become a Place Where Dialogue and Rigorous, Civil Debate are Institutional Hallmarks

• Create a campus-wide lecture series around difficult dialogues, which will be called “The OHIO Challenging Dialogues on
   Contemporary Issues”

• Work with University Foundation to identify funds to support the series that will attract activism, thought-provoking
   dialogue and debate, and affirm the University’s commitment to intellectual diversity



STRATEGIC PRIORITIES That Build Upon Ohio University’s Strengths

• Strengthening global engagement efforts

• Supporting the outstanding faculty and staff of Ohio University by investing in them

• Enhancing graduate student stipends and related benefits

• Strengthening the University’s public service mission

• Enhancing the University’s national research and creative profile, while incentivizing interdisciplinary collaborations

• Seeking a more robust OHIO Online Engaged Learning enterprise (WOW)

• Enhancing the campus infrastructure and ensure a sustainable financial model

• Enhancing the University’s national position as a leading edge laboratory for sustainability

• Taking our branding and marketing efforts to greater heights by finding new, strategic, consistent, and rhetorically
   powerful ways to talk about the University

• Strategically reconnecting with the University's 232,000-strong alumni base






If you have questions, or to provide feedback, please contact president@ohio.edu.