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!