Campus Update. March 6, 2013

Transcription

1 Campus Update March 6,

2 Topics for today Overview of where we are Key areas for action Enrollment management Research and technology transfer EEO Policies, procedures and bureaucracy reduction Next steps in planning 2

3 Thanks to everyone for their forthright discussion and information! 3

4 Five themes The university must be defined by quality Enrollment needs to increase External research funding needs to increase Technology transfer and public/private partnerships need to be formalized and expanded The quality of student life needs to be enhanced 4

5 KBOR Foresight 2020 goals Increase higher education attainment among Kansans Improve alignment of the state's higher education system with the needs of the economy Ensure state university excellence 5

6 Key issues from campus discussion Bureaucracy Need for teamwork Empowerment Restrictive policies Strategic planning and marketing Provincial thinking Service orientation School spirit/activities for students 6

7 Where we are today Very impressive quality across academic programs and support services Departments are very different, even within an individual college or division Many exciting developments: research, teaching, outreach, distance education 7

8 Because of such high quality, there are many options for the future WSU already is very competitive in academic quality Not just a commuter school should be a destination for students seeking educational excellence Major opportunities to increase research and graduate education 8

9 Our ability to affect the quality of life and global competitiveness of this metropolitan area and the state of Kansas is substantial Because of changing situations in the state, there are opportunities for new programs and approaches at both the undergraduate and graduate levels Distance education (faculty already engaged) Community college transfers Professional continuing credit education Degrees for working adults Other traditional research doctorates New health-oriented degrees Expansion of minority recruitment 9

10 10 There are themes that cut across colleges on which we could capitalize; for example: Biotechnology and bioengineering Health and wellness Globalization/global issues Ethics Environment Cancer research Adaptive technologies Forensic science Technology-based entrepreneurship Public policy Sound recording, animation, gaming Human/machine interfaces

11 And, there are some important issues Retention rates are not increasing: KBOR target is 80 percent; current rate is 70 percent Graduation rates are lower than the KBOR target of 50 percent (currently 42 percent) Enrollment is down by over 2,000 headcount since the 1980s 11

12 Graduate student enrollment could be substantially larger Research-based programs could expand Refocus on adult-oriented graduate degrees Expand graduate certificates and link certificates to degrees Funded research is concentrated in a few areas of the institution Distance education support is minimal; professional credit short courses and professional development options could be expanded 12

13 We do not take full advantage of the quality of faculty and staff on this campus by focusing on WSU as a commuter school We are too bureaucratic and operate in silos We have not taken full advantage of developments such as university technology parks, technology transfer, and public/private partnerships Salaries are not following the market as quality demands 13

14 Base state funding for higher education cannot be expected to increase; new sources of revenue will be required if we are to maintain and increase quality while supporting all areas of the university There will be growing external pressure to increase efficiency; integrate new educational approaches (such as MOOCs or three-year degrees); and document learning outcomes 14

15 It is not clear that we have had a campus-wide full discussion of expectations with regard to what it means to be a research university. There are many types of research universities and each have different allocations of time and resources There will be significant differences by area, but we must establish clear, measureable/ assessable goals with regard to expectations (broader definition of what it means to be excellent) 15

16 And the biggest challenge for higher education will not just involve funding Nationally, quality will increasingly be defined by college completion rates and the ability of students to demonstrate that they can use what they know. 16

17 17 Enrollment Trends and Enrollment Management

18 20,000 18,000 16,000 14,000 12,000 Headcount ,000 10,000 Figure 1: Fall 20th Day Headcount and Student Credit Hours (SCH) by Year, 1961 to , ,000 6, ,000 4, ,000 2, ,000 Student Credit Hours* (SCH) 80,000 Headcount 60,000 40,000 20,000 0 Student Credit Hours (SCH) * Student Credit Hours excludes senior citizen discounted hours Year of Fall 20th Day

19 ,000 5,000 4,000 3,000 2,000 1,000 0 Figure 2: Decline in Non-degree Students All Undergraduate Graduate 1980 to 2012 diff (% chg) All -3,814 (-76%) UG -2,415 (-70%) GR -1,399 (-88%) Year of Fall 20th Day Student Headcount

20 ,000 10,000 8,000 6,000 4,000 2,000 0 Figure 3: Decline in Part-time Students All Undergraduate Graduate 1980 to 2012 diff (% chg) All -4,754 (-49%) UG -3,062 (-49%) GR -1,692 (-54%) Year of Fall 20th Day Student Headcount

21 ,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 Figure 4: Decline in Students Age 25 or Older All Undergraduate Graduate 1980 to 2012 diff (% chg) All -2,417 (-28%) UG -1,336 (-25%) GR -1,081 (-34%) Year of Fall 20th Day Student Headcount

22 ,000 3,500 3,000 2,500 2,000 1,500 1, Figure 5: Decline in Non-degree, Part-time Students Age 25 or Older All Undergraduate Graduate 1980 to 2012 diff (% chg) All -3,020 (-88%) UG -1,775 (-87%) GR -1,245 (-89%) Year of Fall 20th Day Student Headcount

23 Headcount Figure 6: Decline in Number of Students Enrolled in Evening* Classes All Undergraduate Graduate * Evening classes beginning at 4:30pm; students can be counted multiple times. Year of Fall 20th Day

24 WSU trends Became a much more traditional university at a time when the trends in higher education are becoming much more non-traditional Lost enrollment in the very populations that are increasingly defining higher education (older, part-time, and casual students) Critical to our mission, location and KBOR plan that we refocus on these populations 24

25 ,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Figure 7: Trends in College Division Student Credit Hours Generated on Fall 20th Day Business Education Engineering Fine Arts Health Professions LAS Humanities LAS Nat Sci & Math LAS Social Sciences Year of Fall 20th Day Student Credit Hours (SCH)

26 ,000 3,500 3,000 2,500 2,000 1,500 1, Figure 8: Trends in College Division Majors Enrolled on Fall 20th Day Business Education Engineering Fine Arts Health Professions LAS Humanities LAS Nat Sci & Math LAS Social Sciences Year of Fall 20th Day Headcount of College Majors

27 Enrollment by college/area Growth has been primarily in LAS, Engineering, and Health Professions Enrollment declined in Business, Education and Fine Arts Because of the quality of faculty and staff, all areas of the university have potential for growth The next level of strategic planning should highlight what is needed to assist with growth 27

28 Given the national and state situations We need to be bold and think about new ways to involve students, expand horizons and effectively reach out to people who can benefit by the great education WSU provides. It also is time to experiment with new models of teaching and learning to take advantage of changing technologies and shifts in the landscape of higher education. 28

29 Because of opportunities, several actions are being taken Phase 1 Strategic Plan is being completed to be submitted to KBOR in June An Enrollment Management Taskforce will be empaneled to begin focusing on level 2 enrollment planning Processes will be put in place to begin departmental-level planning 29

30 30 Research and Technology Transfer

31 31 WSU Research Overview (at a glance)

32 32 WSU Research Overview (at a glance)

33 Research The more proposals we write, the more grants we get NIAR accounts for a disproportionate percentage of grant/contract funding Given recent history, there is a great deal of upside to our funding potential Systematic focus on grant/contract development is necessary to expand funding 33

34 There is significant unrealized potential in technology transfer and public/private partnerships There is strong external interest in WSU establishing a robust program of business spinouts, supporting technology-based new business start-ups and creating additional research partnerships The Wheatshocker site is being considered as a possible location for a public-private partnership building 34

35 35 Restructuring of Research Because of the emphasis on research and technology transfer, ORA is being retitled Research and Technology Transfer The office will move and report to the President; John Tomblin is being named Interim Vice President for Research and Technology Transfer A Director of Technology Transfer position will be established and a search will begin The director will focus on business spinouts and partnerships; patenting and licensing will be outsourced to specialists

36 The Graduate School will remain in Academic Affairs A search will be conducted next year for a dean of the Graduate School Emphases for the Graduate School dean will be on expanding graduate enrollment and working with departments on potential new graduate programs 36

37 37 John Tomblin and the new VPAA will work closely with the deans, the Faculty Senate and the Research Council to assure that the new structure enhances support for faculty and staff researchers

38 Final items Effectiveness and efficiency analysis Pappas Consulting Group leading review Focus on four issues: Enrollment including recruitment and retention Systems and allocation of administrative resources Enhanced coordination/bureaucracy reduction/policy simplification and alignment Support of key areas including distance education, research development, technology transfer and public/private partnerships Identification of resources for reallocation over time to minimize costs while increasing support for key priorities 38

39 Campus facilities master planning Draft plan should be available this spring Link final plan to strategic plan Strategic planning Phase 1 will be completed this spring Phase 2 will focus on academic and direct student support programs Departmental processes will be simplified to focus on specific areas such as enrollment, research, engagement, advising, etc. 39

40 Departments will be asked to discuss individual areas that relate specifically to them Phase 3 planning will begin the spring of next year; it will focus on enabling departments Residence hall and dining facility are moving forward on schedule EEO Office is being established and a director search will begin shortly Focus on training and support 40

41 Thank you for all of your work to make this university special. It s a great day to be a Shocker!! 41