One OHIO Workstreams

Initial Committee Charge

Conduct an analysis of regulatory/reporting and develop requirements with recommendations that inform details of implementation such as program realignment, faculty reporting structure, budget/finance integration, and capital planning.

Findings

This workstream has completed their review of regulatory requirements as well as other institutions' processes. Their findings and recommendations are as follows:  

• Currently, Ohio University reports under a single Financial Aid Program Participation Agreement (PPA) and has IPEDS numbers for each branch campus. (Note: Only one peer institution does not report together with its regional institutions.)
• HLC regulations have some gray areas regarding the definition of a branch campus, so retaining branch campus statuses will remain at this point. 
• Centralizing the budgets, hiring processes, reporting structures, etc. for OHIO may open OHIO to relegating the branch campuses to locations.
  • OHIO will not be audited by HLC again until the 2024 - 2025 academic year (likely fall 2024), so the potential for relegating to locations would not likely occur before then.
  • Once the full budget alignment is known and understood, further research will be needed to determine if OHIO can retain branches or would need to relegate to locations.
    • If campuses are relegated to locations, there would be no impact to OHIO's ratings, rankings, and reporting, and OHIO can continue to report to IPEDS as usual.
    • If campuses are relegated to locations and the institution should with to re-instate them as branches, a full HLC review, including site visits, would be needed.

Committee Membership

* Indicates co-leads

Initial Committee Charge

Deliver a document outlining 10% (at least) efficiency gains for Spring 2020 courses over Spring 2019 courses across the system with documented savings of more than $2M through reduced Group 2/adjunct/overload costs. Report projected saving in Phase 2 beyond Spring 2020 that are possible given additional IT infrastructure, increased onload, and other strategies.

Status

Co-leads presented a scheduling process to Deans Council in December. We expect a highly coordinated scheduling effort as a result that will yield significant gains in efficiency by Spring 2021. Click here to access the plan.

Committee Membership

* Indicates co-leads

Initial Committee Charge

Create a system-wide service management model. Identify and implement efficiency gains of no less than $250,000, recognizing that some investment may be necessary in the short term for a digital-first and efficient system-wide delivery of service. 

Final Report

The team far exceeded its financial impact goal by working to create efficiencies throughout administrative units across the system. Please view their findings, impact, and recommendations in their final report.

Committee Membership

* Indicates co-leads

Initial Committee Charge

Confirm market for expanded programming, identify immediate workforce development program needs, ad prioritize through SEEC with projected enrollment and net revenue details.

Final Report

The team developed location-based evidence to inform opportunities for programming/workforce development/demand across the system. Review the final recommendations here.

Committee Membership

* Indicates co-leads

Initial Committee Charge

Complete current state map of course approval process from start to course launch. Propose process improvements orientated to pace innovation with risk and quality management (Dec). Proceed through college/senate review by June 2020. Identify state and accreditation issues and engage leadership in advocating for change.

Final Report

The workstream completed their process review and submitted their final report. They also worked with OIT to provide requirements for an end-to-end curriculum management system. The OIT report can be accessed here. This report was provided to the Digital Transformation Initiative co-leads for review and consideration.

Committee Membership

* Indicates co-leads

Initial Committee Charge

Create best practice recommendations focused on how the One OHIO process can facilitate the integration of faculty across all campuses into one cohesive faculty. 

Final Report

All RHE programs have been aligned to colleges, and placement of faculty in specific departments has been finalized. The co-leads presented recommendations for faculty integration to the Deans Council in February and have submitted their final recommendations. 

Committee Membership

* Indicates co-leads

Initial Committee Charge

Develop a strategy for engaging with community members and partners from communities across the Ohio ecosystem.

Final Report

This workstream conducted community listening sessions and analysis for community engagement. They have developed their final report with findings and recommendations.

Committee Membership

* Indicates co-leads

Status

This workstream has been aligned under the Digital Transformation Initiative.

Initial Committee Charge

Conduct system-wide identification of multi-point classroom infrastructure needs, cost and time to implement, and projected savings. Identify technology and training support solutions to be implemented for faculty, staff, student, and system-wide collaboration.

Committee Membership

* Indicates co-leads

Status

This workstream has been subsumed by the Strategic Framework.

Initial Committee Charge

Develop a communication strategy for Academic and Administrative Leadership, including executive leaders, to shape the narrative and ensure external stakeholder support for One OHIO model. 

Committee Membership

* Indicates co-leads

Status

This workstream has been aligned under the Student Success Strategic Initiative.

Initial Committee Charge

Create a system-wide service management model. Identify and implement efficiency gains and recognize that some investment may be necessary in the short-term for a digital first and efficient system-wide delivery of service. 

Committee Membership

* Indicates co-leads

Status

This effort has been folded into the ongoing work of existing faculty senate committees.

Initial Committee Charge

Identify changes to the promotion and tenure process based on one university model. Prioritize revisions, present to the Deans’ Council and revise faculty handbook based on approved changes.

Committee Membership

* Indicates co-leads