New Vision Statement and Environmental Scanning

At the Board of Trustees meeting that concluded June 25, a strategic vision statement for the university was endorsed: “Ohio University will be the nation’s best transformative learning community where students realize their promise, faculty advance knowledge, staff achieve excellence, and alumni become global leaders.”  Given this development, aligning the environmental scan with this core strategic goal should be a priority.

In Provost Benoit’s presentation to the Board on June 24, she put forward the argument that at the roots of every transformative learning community are meaningful and consistent interactions with faculty and staff.  Those interactions take place in many ways and in multiple venues.   I’ve created a diagram of sorts, based on her presentation, which identifies some of the key ways of advancing the university’s ability to grow its effectiveness as a transformative learning community.

What the slide tries to illustrate is that there are two key means by which we can continue to improve our effectiveness as a transformative learning community—by prioritizing our activities and by building faculty and staff commitment to the institution.  In order to do both of these things, we must have resources to devote to these two areas.

There are four majors ways in which we can acquire those resources—by reallocation, by improving retention, by strategically growing enrollment, and by increasing donations.  But in generating those resources, we need to remain committed to maintaining affordability.

Arguably resources should be prioritized in ways that would best enable us to support an engaged faculty and staff, a nimble and effective curriculum, measurable and meaningful co-curricular activities, extensive mentoring, and abundant research/creative activity experiences that have meaning and opportunities for students.  These are the primary elements of a transformative learning community.  But in an era of economic uncertainty, resources cannot be invested absent attention to productivity, efficiencies, and effectiveness.  For instance, not all means of mentoring can be pursued.  We need to identify the strongest approaches to mentoring, select a limited set of strategies that are productive and efficient, and carefully assess their effectiveness.

In the University Environmental Scan and the planning unit scans, special attention should be paid to identifying the trends that appear to have the greatest impact on our ability to create ways of sustainably supporting faculty/staff, curriculum, co-curricular activities, mentoring, and research/creative activity experiences.


One Response

  1. I attended the APLU Commission on International Programs summer meeting this week in Arizona. One of the issues discussed was centralized administrative systems that effectively promote and support global education from the bottom up. I look forward to having this conversation in the OHIO context.

    Regarding transformative learning, have a look at this blog from Leipsig:

Leave a Reply

Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Google+ photo

You are commenting using your Google+ account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )


Connecting to %s

%d bloggers like this: