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.
Fundamental physics and accelerator science in developing countriesChristine Darve
APS2020
Session M19: Physics for Development
Abstract: Education and industrialization are essential to promote positive developments in the least developed countries. The recent evolution of technologies and ICT open the doors to innovative way to support education in developing countries. To enhance the existing African School of Fundamental Physics and Applications (ASP), Massive Open On-line Courses (MOOC) have been prepared and implemented to teach accelerator physics and technologies.
The goal of those initiatives is to catalyze the development of world-class institutions through the production of high–quality scientists and engineers to stimulate economic growth and employment creation. Pursuant to this goal, the objective is to produce the next generation of African scientists and engineers by training them in the necessary technical, entrepreneurial and leadership capacities to solve African problems thus contributing to economic and social transformation.
Fin de siecle: reengineering New Zealand higher education for life after the ...University of Limerick
New Zealand has a large higher education sector, with one of the highest rates of tertiary participation in the OECD. Under the 1989 Education Act, access to university is an entitlement for all students who successfully graduate from high school and, more uniquely, for all permanent residents, regardless of previous educational attainment, once they reach the age of 20 years. The system of budgetary support for higher education is also unusual, insofar as almost half the total funding goes directly to students (in the form of allowances and interest-free loans) rather than as grants to the providers. Sustained high participation rates have put this funding mechanism under strain over the last decade.
The global financial crisis has led to a sharp rise in projected public debt levels. After a major fiscal stimulus package in 2009, the economy is recovering and the government is under intense pressure to cut public spending. New Zealand has very high external debt levels, requiring constant refinancing, and the government needs to restore fiscal stability to retain the country’s AAA credit rating. New government policies are aimed at capping total enrolments in higher education and withdrawing access to loans for under-performing students. Grants to universities have been frozen for 2011 and some related funding lines cancelled. All eight New Zealand universities are currently facing a significant loss of government funding from 2011 and most are in the process of cutting costs and making redundancies.
In the years ahead, the demands on the public purse from an ageing population will intensify, forcing the government to make ongoing real terms cuts to spending on higher education in order to control government debt. These cuts will make the present funding model for New Zealand higher education unsustainable. Alumni donations in New Zealand are relatively uncommon as higher education is widely considered a public service and universities have been relatively unsuccessful in very recent years at growing international enrolments as a way of diversifying their revenue base. The only other source of significant revenue is for universities to be allowed to raise domestic tuition fees over time to full cost-recovery rates and for the government to target declining tuition subsidies and student allowances and loans more precisely on degrees with a strong ‘public good’ dimension (like teacher training) and low-income students.
These changes would signal an end to affordable and easily accessible higher education for New Zealand students. It is hard to avoid the conclusion that the global financial crisis has exposed flaws in the underlying ‘business model’ of New Zealand higher education and, by so doing, is likely to hasten the transformation of the system to a more expensive and selective system.
Higher Education Summit, Auckland, March 2010
Fundamental physics and accelerator science in developing countriesChristine Darve
APS2020
Session M19: Physics for Development
Abstract: Education and industrialization are essential to promote positive developments in the least developed countries. The recent evolution of technologies and ICT open the doors to innovative way to support education in developing countries. To enhance the existing African School of Fundamental Physics and Applications (ASP), Massive Open On-line Courses (MOOC) have been prepared and implemented to teach accelerator physics and technologies.
The goal of those initiatives is to catalyze the development of world-class institutions through the production of high–quality scientists and engineers to stimulate economic growth and employment creation. Pursuant to this goal, the objective is to produce the next generation of African scientists and engineers by training them in the necessary technical, entrepreneurial and leadership capacities to solve African problems thus contributing to economic and social transformation.
Fin de siecle: reengineering New Zealand higher education for life after the ...University of Limerick
New Zealand has a large higher education sector, with one of the highest rates of tertiary participation in the OECD. Under the 1989 Education Act, access to university is an entitlement for all students who successfully graduate from high school and, more uniquely, for all permanent residents, regardless of previous educational attainment, once they reach the age of 20 years. The system of budgetary support for higher education is also unusual, insofar as almost half the total funding goes directly to students (in the form of allowances and interest-free loans) rather than as grants to the providers. Sustained high participation rates have put this funding mechanism under strain over the last decade.
The global financial crisis has led to a sharp rise in projected public debt levels. After a major fiscal stimulus package in 2009, the economy is recovering and the government is under intense pressure to cut public spending. New Zealand has very high external debt levels, requiring constant refinancing, and the government needs to restore fiscal stability to retain the country’s AAA credit rating. New government policies are aimed at capping total enrolments in higher education and withdrawing access to loans for under-performing students. Grants to universities have been frozen for 2011 and some related funding lines cancelled. All eight New Zealand universities are currently facing a significant loss of government funding from 2011 and most are in the process of cutting costs and making redundancies.
In the years ahead, the demands on the public purse from an ageing population will intensify, forcing the government to make ongoing real terms cuts to spending on higher education in order to control government debt. These cuts will make the present funding model for New Zealand higher education unsustainable. Alumni donations in New Zealand are relatively uncommon as higher education is widely considered a public service and universities have been relatively unsuccessful in very recent years at growing international enrolments as a way of diversifying their revenue base. The only other source of significant revenue is for universities to be allowed to raise domestic tuition fees over time to full cost-recovery rates and for the government to target declining tuition subsidies and student allowances and loans more precisely on degrees with a strong ‘public good’ dimension (like teacher training) and low-income students.
These changes would signal an end to affordable and easily accessible higher education for New Zealand students. It is hard to avoid the conclusion that the global financial crisis has exposed flaws in the underlying ‘business model’ of New Zealand higher education and, by so doing, is likely to hasten the transformation of the system to a more expensive and selective system.
Higher Education Summit, Auckland, March 2010
Further and Higher Education
Public/Private Sector Collaboration
For more information on up and coming BCPL conferences and Events
please e-mail Patrick Highton on executive@black-country.ac.uk
Slides from a presentation to campus about the 2014-15 Saskatchewan budget and its implications for the University of Regina. Presentation delivered by Dr. Thomas Chase, Provost and Vice-President (Academic).
University of Alberta Strategy PresentationJoel Gehman
Presentation made on May 25, 2020 by Bill Flanagan to the University of Alberta General Faculties Council outlining the University's strategy for the next 2 and 5 years.
Diverse Perspectives on Managing Facilities DemandsSightlines
Aging campus buildings; growing deferred maintenance; less capital funding; more debt – this is what campus leaders are predicting. While all campuses face challenges, the diversity in facilities needs and investment capacity vary from institution to institution. There is no single solution, but campuses that use performance metrics to diagnose their needs are developing strategies to meet their capital needs and improve operating effectiveness. A panel of senior Business Officers from three highly diverse campuses will demonstrate how they use data, analysis, and modeling to meet facility and financial challenges now and in the future.
ENCUENTRO DE TECNOLOGÍA E INVESTIGACIÓN
BLOQUE: EDUCACIÓN Y RECURSOS HUMANOS
Conferencia Magistral 2 - Australia
Peter Dowd
Executive Director – Mining Education Australia
University of Adelaide
Martes, 17 de setiembre de 2013
Further and Higher Education
Public/Private Sector Collaboration
For more information on up and coming BCPL conferences and Events
please e-mail Patrick Highton on executive@black-country.ac.uk
Slides from a presentation to campus about the 2014-15 Saskatchewan budget and its implications for the University of Regina. Presentation delivered by Dr. Thomas Chase, Provost and Vice-President (Academic).
University of Alberta Strategy PresentationJoel Gehman
Presentation made on May 25, 2020 by Bill Flanagan to the University of Alberta General Faculties Council outlining the University's strategy for the next 2 and 5 years.
Diverse Perspectives on Managing Facilities DemandsSightlines
Aging campus buildings; growing deferred maintenance; less capital funding; more debt – this is what campus leaders are predicting. While all campuses face challenges, the diversity in facilities needs and investment capacity vary from institution to institution. There is no single solution, but campuses that use performance metrics to diagnose their needs are developing strategies to meet their capital needs and improve operating effectiveness. A panel of senior Business Officers from three highly diverse campuses will demonstrate how they use data, analysis, and modeling to meet facility and financial challenges now and in the future.
ENCUENTRO DE TECNOLOGÍA E INVESTIGACIÓN
BLOQUE: EDUCACIÓN Y RECURSOS HUMANOS
Conferencia Magistral 2 - Australia
Peter Dowd
Executive Director – Mining Education Australia
University of Adelaide
Martes, 17 de setiembre de 2013
Similar to Ohio University College of Arts & Sciences Fall 2014 Data Summit (20)
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
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The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
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• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
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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!