This plan does not include every activity that will take
place at Ohio State over the next five years - opting instead for a more
focused and manageable list of initiatives. As already noted, the initiatives
and facilitating actions herein are only a few of many important activities
that are ongoing at the University, some of which carry substantial price
tags to which we are already committed. However, the initiatives noted
in this document, in the aggregate, should also play a major role in moving
the University toward its vision.
Over recent years, a handful of excellent planning documents
have made scores of useful recommendations on ways to improve the University.
For example, The G-QUE (Graduate Quality of University Experience) and
I-QUE (Inter-professional Quality of University Experience) reports contain
many excellent recommendations on improving life for graduate and professional
students. We expect many of these recommendations to be implemented. The
same holds true for the Research Commission Report, recommendations from
which are being implemented over a period of years.
Recently, the University issued an excellent Diversity
Action Plan with many compelling recommendations. We are committed to
implementing these recommendations, including the creation of a Council
on Diversity, more support for The Women's Place, and accountability measures
such as Diversity Council Report Cards and administrative evaluations.
We face many challenges in seeking to become a truly great
public teaching and research university. Among them is a more meaningful
system of faculty and staff development, along with improved professional
development to benefit our students, including more and better training
for graduate teaching associates. We also need a more systematic, campus-wide
approach to planning that improves constancy of purpose and alignment
of goals while improving follow-through. There are many good ideas for
new multidisciplinary programs, including a proposed Institute for the
Study of Race and Ethnicity in the Americas. While it is not specifically
highlighted in the plan, we are working hard to better prepare students,
faculty, and the community for the global community of the 21st century.
And just as market-competitive compensation is necessary to recruit and
retain an excellent faculty, so is it essential to recruit and maintain
a top-quality staff.
Many exciting initiatives are under way to help us contribute
to Ohio's future. Three such outreach efforts coincide with the Ohio Board
of Regents' current statewide priorities: Economic development, healthcare
delivery, and improvement of primary and secondary education. A fourth
area of ongoing emphasis is Campus Partners. Education and economic development
were discussed earlier in the report. Regarding the others:
- Healthcare Delivery. We are committed to becoming one of
the nation's leading academic medical centers by combining research
excellence in cancer, cardiology, and other fields with state-of-the-art
healthcare delivery. The Ohio State Academic Medical Center's mission
of teaching, research, and patient care increasingly extends beyond
campus laboratories, clinics, and hospitals to the people of Ohio
and sometimes the world. Initiatives range from a $60-70 million Heart
Hospital scheduled to open in 2003 (complementing our new Heart &
Lung Research Institute) to the Collaborative Task Force for Healthy
Communities - 16 University specialists in areas such as public health,
oncology, cardiology, pulmonary disease, and psychology. Task Force
members will work closely with the Columbus Department of Health and
the Ohio Department of Health to establish principles and practices
that will bring about a healthier city and state population.
- Campus Partners. A partnership of The Ohio State University,
the City of Columbus, and the neighborhoods of the University District,
Campus Partners is a non-profit community development corporation
committed to revitalizing those neighborhoods. In so doing, it creates
an improved environment for students and faculty, provides opportunities
for experiential learning, protects the University's investment, and
improves a section of Columbus that has declined in appearance and
safety. One objective is to facilitate greater cooperation and coordination
to improve neighborhood public services, e.g., crime reduction, more
effective trash collection, better code enforcement, etc. Another
is to increase the level of home ownership in the University District.
And still another is to complete the University Gateway Center, a
$100 million, mixed-use urban redevelopment project.