ohio university college of arts & sciences fall 2014 data summit
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Arts & Sciences Data SummitFall 2014
New First-Year Students in A&S
864
1,014
900882 890
999
1,040
800
850
900
950
1000
1050
1100
F 2008 F 2009 F 2010 F 2011 F 2012 F 2013 F 2014
Undergraduate Student Advising
• A&S student advising survey
• Exit surveys, other departmental data
• Advising plans
Response Rates for Online Course Evaluations in A&S
44%
39%
51%
56%59%
20%
30%
40%
50%
60%
70%
80%
F 2012 Sp 2013 F 2013 Sp 2014 F 2014
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
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
Celebrating the Liberal Arts & Sciences: Teaching & Learning Showcase
Save the date!
Tuesday, April 28
CAS Faculty Promotion & Tenure
Faculty Scholarship
Recent Faculty Composition (FTEs)
20 Books 600 Articles 1000 Presentations
FTE G1 G2 G4 Early Ret
Total
FY13 289.3 102.9 36.5 5.3 434.1
FY14 292.3 108.9 46.6 3.7 451.5
FY15 298.5 123.4 34.6 3.3 459.9
CAS Faculty Trends2001-2014 Full Time Headcount (G1 & G2)
FT H
ead
cou
nt
0
50
100
150
200
250
300
350
400
450
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Group2
Group1
CAS ResearchAward History (2000-2014)
0
2
4
6
8
10
12
14
16
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Fu
nd
ing
($1
M)
Fiscal Year
★
0
50
100
150
200
250
300
350
2010 2011 2012 2013 2014
AWARDS
PROPOSALS
M ‐ General Business ‐ 10.1% O
M ‐ Health Administration ‐ 8.6% O
M ‐ Nursing ‐ 7.9% O
M ‐ Recreation & Sport Pedagogy ‐ 4.4% O
M ‐ Sports Administration ‐ 4.1% O
M ‐ Industrial & Systems Engineering ‐ 3.0% O
M ‐ International Affairs ‐ 2.8% A
D ‐ Physical Therapy ‐ 2.5% A
M ‐ Economics ‐ 2.2% AM ‐ George Voinovich School ‐ 1.8% A
D ‐ Physics & Astronomy ‐ 1.3% A
M ‐ Higher Education ‐ 1.3% A
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
Preliminary Fall 2014 Headcount* by Program Size
Masters Doctoral Total
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
15 smallest programs make upless than 1% of all students
12 Programs make up 50% of headcount
* All numbers from IR's OBI dashboard
Masters/Doctoral ‐ Field of Study ‐ % of headcount Online/Athens
4901 Preliminary
Ohio UniversityGraduate Studies
CAS (F2014)
728 Athens63 Online
791/4901 = 16%
CAS up 14% from last year (MFE)
3,151
Total, 4,901
2,615
Athens Regular Graduate, 2,699
536
Graduate Outreach, 2,202
y = 106.66x + 2873.6R² = 0.9006
y = 3.2647x + 2612.9R² = 0.0359
y = 103.39x + 260.74R² = 0.8885
‐
1,000
2,000
3,000
4,000
5,000
Fall2006
Spring2007
Fall2007
Spring2008
Fall2008
Spring2009
Fall2009
Spring2010
Fall2010
Spring2011
Fall2011
Spring2012
Fall2012
Spring2013
Fall2013
Spring2014
Fall2014*
Trends in Graduate Enrollment Headcount at Ohio University
* Fall 2014 are preliminary from IR's OBI dashboard
Graduate Headcount CAS (2011-14)
0
100
200
300
400
500
600
700
800
F-11 S-12 F-12 S-13 F-13 S-14 F-14
Outreach
Athens
Communications
FORUM1,522 stories67 authors posting 139,668 page views49,713 unique visitors
Web ViewsCAS/ 182,340
Physics 67,053Geology 15,274Themes 10,812
Classics 8,769CLJC 5,787
Af Am St 4,660
29%• Direct Traffic
20%• Organic Search
15%
• Facebook Referral FORUM WEB
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.
• 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.
SPACE
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?
The A&S Context• Current RCM model
• Distribution of revenue though weighted tuition costs us about $15.7 million in “as-earned” but undelivered tuition and non-resident fee revenue.
AS EARNED RCM MODEL DIFFERENCE
AFRICAN AMERICAN STUDIES 1,093,528$ 648,500$ (445,027)$
BIOLOGICAL SCIENCES 7,295,057$ 10,118,760$ 2,823,703$
CHEMISTRY 5,607,122$ 7,960,406$ 2,353,284$
CLASSICS 1,463,696$ 1,084,319$ (379,377)$
ECONOMICS 5,338,270$ 3,559,220$ (1,779,050)$
ENGLISH 9,012,760$ 5,972,439$ (3,040,320)$
ENVIRONMENTAL & PLANT BIOLOGY 3,049,469$ 2,536,494$ (512,976)$
GEOGRAPHY 3,239,798$ 2,465,610$ (774,188)$
GEOLOGY 1,652,660$ 2,004,905$ 352,245$
HISTORY 4,668,612$ 3,264,587$ (1,404,025)$
LINGUISTICS & ELIP 1,893,134$ 1,551,456$ (341,677)$
MATH 11,323,862$ 6,497,974$ (4,825,888)$
MODERN LNG 5,423,780$ 4,401,991$ (1,021,789)$
PHILOSOPHY 3,181,478$ 1,782,256$ (1,399,221)$
PHYSICS & ASTRONOMY 3,958,373$ 4,937,923$ 979,550$
POLITICAL SCIENCE 3,701,942$ 2,960,409$ (741,534)$
PSYCHOLOGY 9,014,381$ 6,031,601$ (2,982,780)$
SOCIOLOGY & ANTHROPOLOGY 7,347,329$ 5,043,985$ (2,303,343)$
WOMENS STUDIES 1,143,027$ 918,035$ (224,992)$
89,408,275$ 73,740,870$ (15,667,405)$
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.
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
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
$20.2 M - $7.8 M revenue increase - $1.3 M “cuts” = $ 11.1 M shortfall
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!
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