This document summarizes data from an Arts & Sciences summit including trends in enrollment, advising, course evaluations, curricular innovations, faculty promotion and tenure, research awards, and graduate programs. It also discusses the college's financial challenges including a projected $20 million shortfall by 2020 due to increasing costs and deferred building maintenance. Potential solutions discussed include modest tuition increases, fundraising, and new academic programs, but these are not sufficient to close the entire gap. A comprehensive university-wide approach is needed to address the college's financial challenges.
4. Response Rates for
Online Course Evaluations in A&S
44%
39%
51%
56%
59%
80%
70%
60%
50%
40%
30%
20%
F 2012 Sp 2013 F 2013 Sp 2014 F 2014
5. Curricular Innovations in A&S
For example…
Increasing use of active learning
strategies in science and math
departments, with aims to
• engage students
• promote student success/
reduce DFW rates
6. Curricular Innovations in A&S
For example…
Curricular Themes initiative
• formally launched this fall
• two new interdisciplinary team-taught
courses offered this semester:
- CAS 1400X: Food Matters: Explorations
in Food Across the Liberal Arts
- CAS 2500: Breaking the Law Theme
Seminar
7. Celebrating the Liberal Arts & Sciences:
Teaching & Learning Showcase
Save the date!
Tuesday, April 28
9. CAS Faculty Trends
2001-2014 Full Time Headcount (G1 & G2)
FT Headcount
450
400
350
300
250
200
150
100
50
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Group 2
Group 1
10. CAS Research
Award History (2000-2014)
16
14
12
10
8
6
4
2
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Funding ($1M)
Fiscal Year
★
350
300
250
200
150
100
50
0
2010 2011 2012 2013 2014
AWARDS
PROPOSALS
11. Masters/Doctoral ‐ Field of Study ‐ % of headcount Online/Athens
15 smallest programs make up
less than 1% of all students
M ‐ Higher Education ‐ 1.3% A
D ‐ Physics & Astronomy ‐ 1.3% A
M ‐ George Voinovich School ‐ 1.8% A
M ‐ Economics ‐ 2.2% A
D ‐ Physical Therapy ‐ 2.5% A
M ‐ International Affairs ‐ 2.8% A
M ‐ Industrial & Systems Engineering ‐ 3.0% O
M ‐ Sports Administration ‐ 4.1% O
M ‐ Recreation & Sport Pedagogy ‐ 4.4% O
M ‐ Nursing ‐ 7.9% O
M ‐ Health Administration ‐ 8.6% O
M ‐ General Business ‐ 10.1% O
5000
4500
4000
3500
3000
2500
2000
1500
1000
500
0
Preliminary Fall 2014 Headcount* by Program Size
Masters Doctoral Total
12 Programs make up
50% of headcount
Athens 1845 854 2699
Outreach 2186 16 2202
4031 870 4901
Masters Doctoral Total
Athens 37.6% 17.4% 55.1%
Outreach 44.6% 0.3% 44.9%
82.2% 17.8% 100.0%
3 largest programs make up more
than 25% of all students
* All numbers from IR's OBI dashboard
4901 Preliminary
Ohio University
Graduate Studies
CAS (F2014)
728 Athens
63 Online
791/4901 = 16%
CAS up 14% from
last year (MFE)
12. 3,151
Total, 4,901
2,615
Athens Regular Graduate, 2,699
536
Graduate Outreach,
2,202
y = 106.66x + 2873.6
R² = 0.9006
y = 3.2647x + 2612.9
R² = 0.0359
y = 103.39x + 260.74
R² = 0.8885
5,000
4,000
3,000
2,000
1,000
‐
Fall
2006
Spring
2007
Fall
2007
Spring
2008
Fall
2008
Spring
2009
Fall
2009
Spring
2010
Fall
2010
Spring
2011
Fall
2011
Spring
2012
Fall
2012
Spring
2013
Fall
2013
Spring
2014
Fall
2014*
Trends in Graduate Enrollment Headcount at Ohio University
* Fall 2014 are preliminary from IR's OBI dashboard
14. Communications
FORUM
1,522 stories
67 authors posting
139,668 page views
49,713 unique visitors
Web Views
CAS/ 182,340
Physics 67,053
Geology 15,274
Themes 10,812
Classics 8,769
CLJC 5,787
Af Am St 4,660
29%
• Direct Traffic
20%
• Organic Search
15%
• Facebook
Referral FORUM WEB
15. Finance & Administration
• College Staff Enhancements on HR, Data, Business Processes.
• Department Planning Meetings
• CASI—College of Arts and Sciences Administrative Service Initiative
• Strengthening revenue with a variety of projects aimed at recruitment and
retention, new programming, and enhanced summer activity.
• Slow progress on Service Level Agreements (SLAs) and cost review of
university service units.
16. SPACE
• New or repaired seating, carpeting, and drapes in
Ellis, Gordy, Bentley, and Morton all completed by
early Summer.
• The Ryor’s Annex Evacuation Plan. Should be in the
new CCB lab by sometime this Spring semester.
• New leadership in facilities tackling deferred
maintenance problem and clearly improving
communication and crisis response.
• Ongoing building system failures in Ellis, Morton, and
Clippinger, with additional challenges in Bentley,
Irvine, Wilson West, and the Greenhouse.
17. The $20 Million Challenge
• Three core academic buildings require replacement or
renovation: Clippinger $90m, Ellis $13m, Morton $28m
• Unbudgeted debt and depreciation assigned to A&S projected at
$10.5 million (an $8 million increase) by 2020 ($131 million in
“A&S building loans” plus proportional increase in allocated debt
service to A&S.)
• Personnel costs are projected to increase $12.2 million by 2020.
• This $20.2 million increase represents an increase of about a third
in the A&S operating budget by 2020.
• How can the College of Arts and Sciences cover these expenses?
18. The A&S Context
• Current RCM model
• Distribution of revenue though weighted tuition costs us about $15.7 million
in “as-earned” but undelivered tuition and non-resident fee revenue.
20. The A&S Context
• Current RCM model
• A&S contributed $6.9 million to subvention in FY14 but only $1.4 million in
FY15 due almost entirely to increases in salary and fringe benefits. Continued
growth of salaries and benefits will likely eliminate the remaining $1.4 million
for FY16
• Due to current use of FTE and NASF for cost allocation, A&S attracts
substantial, additional costs every time indirect costs go up.
• Number of A&S buildings caught up in the university’s deferred
maintenance problem puts the college in a uniquely dire position.
• A&S is much more integrated into cross-university activities as
compared to other colleges. Therefore, actions we take can have
significant impacts on other colleges.
21. Can we cut our way out of the problem?
• Dump Space: $1,066,902 savings if we cede priority scheduling on university classrooms.
• Cut Phones: $295,776 spent on land lines which are largely unused.
• GI/GII faculty mix: already at 75/25%. 42% of A&S credit hours already taught by non-tenure
track faculty
• Program elimination:
• Undermines core liberal arts mission
• Makes little financial sense because all the social science and humanities departments turn a “profit”
based on unweighted tuition generation
• Cutting the science programs would have far-reaching consequences across the academic programs of
the university, conflicts with national efforts to bolster STEM education and would very negatively impact
the research mission of both the college and university
Potential savings- $ 1.3 million by 2020
22. Can we growing our way out of the problem?
• Tuition increases by 2020- $4.1 million net (2%/1.5%/1.5%/1.5%/1.5%)
• 3% gain in retention through 2020- 120 students and $1.2 million net
• Fund raising- What if we could raise $10 million? (reduce by $125-250K)
• Can F&A recovery be a source of revenue for debt service?
• Projection of A&S Dean’s share for FY16- about $825,000
• These funds committed to start up and other research costs.
• Academic programs that generate additional revenue
• Increasing summer- $1.7 million net increase if we double enrollment
• MFE- $440,000 additional
• Online Masters programs for teachers- $350,000 additional by 2020
• E-learning general education- already in budget and will decline if HSP contracts
Total projected new revenue-$ 7.8 million
23. $20.2 M - $7.8 M revenue increase - $1.3 M “cuts” = $ 11.1 M shortfall
24. What’s next?
• Meeting with campus planners & finance
• Message received
• This is an OU challenge, not an A&S challenge
• Comprehensive re-examination of university priorities & plans
• Stay tuned!
