The Ohio State University aspires to be among the world's
truly great universities - advancing the well-being of the people of Ohio
and the global community through the creation and dissemination of knowledge.
Ohio needs a great teaching and research university for a rich flow of
ideas, innovation, and graduates from a wide variety of disciplines. Ohio
also needs a great university to be what The New York Times has called
a "revving economic engine" that spurs strategic growth in the new Information
Any review of the comparative data makes it clear that
our focus must be on building academic excellence. For while the University
needs to continuously improve in many areas, we will never be a great
university without dramatically enhancing the reality and perception of
our teaching and learning as well as our research and scholarship - and
without enhancing the service activities that flow from our excellence
in these endeavors.
Over recent years, we have focused on four core elements:
Becoming a national leader in the quality of our academic programs; being
universally recognized for the quality of the learning experience we offer
our students; creating an environment that truly values and is enriched
by diversity; and expanding the land-grant mission to address our society's
most compelling needs.
These core elements are reflected in the six strategies
and 14 supporting initiatives that follow. While the University will undertake
many more initiatives over the next five years, these are considered the
Strategy: Build a World-Class Faculty
1. Over the next three to five years, recruit at least
12 faculty members who have attained or have the potential to attain the
highest honors in their disciplines, concentrating these appointments
in areas of strategic focus.
2. Implement a faculty recruitment, retention, and development
plan - including a competitive, merit-based compensation structure - that
is in line with our peer institutions.
Strategy: Develop Academic Programs that Define Ohio State
as the Nation's Leading Public Land-Grant University.
3. Continue the Strategic Investment approach by competitively
funding initiatives that build programmatic strength and open new fields.
Build on existing capabilities and capture opportunities specific to Ohio
State and to Ohio. Maintain ongoing multidisciplinary initiatives where
appropriate and develop new initiatives that draw on University-wide strengths
to attack major problems of the next quarter century. Create multidisciplinary
centers that can attract additional faculty in key areas, helping reduce
student-faculty ratios in high-demand fields.
4. Significantly increase space dedicated to funded research
beyond what is currently planned. Include a multidisciplinary building
devoted to high-quality research space as well as to office and meeting
Strategy: Enhance the Quality of the Teaching and Learning
5. Transform the Library into a 21st century Information
Age center within the next five to ten years.
6. Upgrade the quality of our classroom pool space and
enhance the appearance of the campus facilities and grounds.
7. Provide faculty, staff, and students with the latest
technology tools for leadership in teaching, research, and career development
within the next five years.
Strategy: Enhance and Better Serve the Student Body.
8. Within the next three years, make admissions to Ohio
State selective throughout the year for new freshmen and for all transfer
9. Create a rich educational environment for undergraduates.
Increase course accessibility, reduce class sizes, and establish at least
ten scholars programs within five years - expanding opportunities for
students to live with those who share common interests and enhancing students'
academic success and sense of community. Provide academic programming,
advising, and career counseling within these communities.
10. Provide ample need-based and merit-based aid for undergraduates
and a competitive financial aid and fellowship support package for graduate
and professional students to improve Ohio State's graduate and professional
Strategy: Create a Diverse University Community.
11. Hire at least five to ten women and five to ten minority
faculty at a senior level each year for five years through the Faculty
Hiring Assistance Program (FHAP) and other initiatives.
12. Recruit, support, and retain to graduation larger numbers
of academically able minority students.
Strategy: Help Build Ohio's Future.
13. Significantly strengthen the scope and effectiveness
of our commitment to P-12 public education, with a special focus on the
education of underserved children and youth. In so doing, work with the
State of Ohio and selected local school districts. This initiative will
be a University-wide partnership, with the College of Education in the
lead college role.
14. Become the catalyst for the development of Ohio's technology-based
economy. Increase collaborations with the private sector to enhance research,
successfully transfer University technology, and provide experiential
learning and career opportunities for students.
To successfully implement this ambitious agenda, the University
must take four Facilitating Actions: Obtain increased state support, improve
the organization and delivery of instruction, increase organizational
flexibility, and improve the faculty work environment. The Plan identifies
specific steps to meet these needs.
Over the next five years, the University expects to invest
in the range of $750 million in new and reallocated resources to implement
this plan, with spending scaled up or down depending upon actual funding.
The Plan identifies potential sources for the needed revenues. A set of
strategic indicators will help measure our progress.