Transcript Provost’s Retreat Theme: The Towson Dream August 17

Academic Convocation
Towson University
James F. Brennan
Provost and Vice President
for Academic Affairs
September 28, 2006
Themes
• Enrollment Growth
• Programmatic Enhancement and
Development
• Academic Reputation
• Moving forward.
Enrollment Size and Mix
Enrollment Size and Mix: Our planning tells us that we
will grow by about 3,000 students between now and
2010. We have planned our growth and how we will
make it happen. Our plan tells us we will grow by
another 4,300 students between 2010 and 2015.
That's an average increase of 600 students each year
for the first five years and then 1,000 students each
year for the following 5 years taking us from 18,000
students today to 21,000+ in 2010 and 25,000+ in
2015.
(President Caret, Fall Address, 7 September 2005)
Where we have been
Enrollment Growth, Headcount to 2005
Fall
2001
Fall
2002
Fall
2003
Fall
2004
Fall
2005
Total Enrollment
16,980
17,481 17,188 17,667 18,011
Undergraduate
13,959
14,296 13,981 14,311 14,495
Percent Undergraduate
82%
Full Time 11,757
82%
81%
81%
80%
12,275 12,051 12,405 12,812
Part Time
2,202
2,021
1,930
1,906
1,683
% Undergraduate Part Time
16%
14%
14%
13%
12%
3,021
3,185
3,207
3,356
3,516
Percent Graduate
18%
18%
19%
19%
20%
Full Time
706
762
804
802
819
Part Time
2,315
2,423
2,403
2,554
2,697
% Graduate Part Time
77%
76%
75%
76%
77%
Graduate
Where we are
Full Time Equivalent Students AY 06 - 07
Fall 2006
Actual FTE Enrollment
975
Enrollment FTE Goal
805
Enrollment FTE Exceeding Goal
Undergraduate FTE
Graduate FTE
Total Student FTE
Percent
172
21.0%
14,098
90.0%
1,639
10.0%
15,737
100.0%
Student Headcount and Credit Hours AY 06 - 07
Fall 2006
Headcount Undergraduates
Headcount Graduates
Total Headcount
Undergraduate Credit Hours
Graduate Credit Hours
Total Student Credit Hours
Percent
15,375
81.2%
3,546
18.8%
18,921
100.0%
211,469
91.7%
19,169
8.3%
230,638
100.0%
Enrollment and Program Growth
How we are accommodating growth:
FY07
• 28 new FT, TT faculty positions.
• 12 new staff positions.
• Operational funds increased by an additional
$56,000.
• Health benefits to lecturers, $750,000.
• New adjunct positions, plus raising stipend by
$100 (to $2,450) for total of $500,000.
• Grad Assistant budget moved to state-side,
$500,000.
Enrollment and Program Growth:
Guidelines
• Growth should be intentional and carefully
planned,
• Growth should be targeted to match
identified needs (current and future) of the
metropolis (local, regional, national,
international) with the institutional strengths
determined through a systematic assessment
of our areas of excellence, uniqueness and
highest potential.
Guiding Goals within Mission
• Build on existing strengths,
• Consider discipline-based job and
career projections as well as
interdisciplinary innovations,
• Maryland’s identified workforce needs.
Funding Variables: FY 07 and FY08
• USM proposal for FY07: 7% general
increase; 2% enrollment growth.
• Towson proposal: fund the new growth
at a $5,500 subsidy; move the funding
base of the rest of the enrollment core
to $5,000.
• Towson’s “0-based” budgeting, FY08;
Delaware Study benchmarks.
Pragmatics: Growth
• Enrollment mix keeps graduate students at
20%,
• Housing,
– Currently 3,439 (104% capacity)
– 75.9% of FT Freshpeople (up from 67.6%, F1999)
– Goal to add 600 beds, F-08 (i.e., FY09)
• Accreditation: AACSB, NCATE, Middle States,
Pragmatics: Space
• Capital Plan
– $54.3M Center for the Arts renovation and
addition: completed.
– $117M CLA Complex and Power Plant
expansion: Design completed; Phase I
construction, February 2007.
– $5M Child Care Center: January 2007
completion.
– Lida Lee Tall demolition: January 2007.
Pragmatics: Space
• Capital Plan (continued)
– $1.5M upgrade to Library 3rd floor and entrance:
completed Fall 2006.
– $1.4M renovation of 1st and 3rd floors of 7800 York
Road to accommodate Math: completed, Fall,
2006.
– $1.3M Union renovations and creation of parking
office in Union Garage, under construction.
– $10.6M addition of 550 spaces to Towsontown
Garage, design completed.
Pragmatics: Space
• Capital Plan (continued)
– $6M Towson Center Arena improvements,
design underway.
– $24.4M Campus Site and Safety
Improvements, design underway.
– $36M Union Expansion, planning
underway.
An interdisciplinary Model for
Programmatic Growth
and Enhanced Scholarly Productivity
• pursues an interdisciplinary context
consistent with the metropolitan mission,
• builds on an integrated set of parallel
Institutes that intersect to support innovation
in teaching, research scholarship, and
service,
• support closely aligned new programs and
nurture other interdisciplinary offerings ,
An interdisciplinary Model for
Programmatic Growth
and Enhanced Scholarly Productivity
• centered on 3-fold objectives in
research/scholarship, extramural support,
and collaboration,
• serve as a platform to promote innovation
and cutting-edge scholarship while supporting
the program,
• host a nationally and internationally renowned
scholar to provide intellectual and
programmatic leadership.
Interdisciplinary Model: Institute Themes
•
•
•
•
Metropolitan Issues
Entrepreneurial Issues
Human Development
Writing
Interdisciplinary Model
Institute
Metropolitan Issues
Programs
Immigration
Cultural & Ethnic Studies
Geography & Planning
Urban Education
Local Politics
Ethics & Social Justice
Community Development
Interdisciplinary Model
Institute
Entrepreneurial Issues
Programs
Public Relations
Not for Profit Management
Minorities in Business
Women in Business
Creativity,innovations,inventions
Public Administration
Charter Organizations
Interdisciplinary Model
Institute
Human Development
Programs
Age-based programs
Infancy/childhood
Adolescence
Adulthood
Gerontology
Families
Care-giving across the lifespan
Interdisciplinary Model
Institute
Writing
Programs
English Language Center
Maryland Writing Project
Composition in General
Education
Writing in Disciplines
School of Technology
• Incubated with FCSM.
• Programmatic interface with Workforce
Needs; Articulated with CCs.
• Possible existing: Project Management, IT &
Assurance, Actuarial Science, BTPS in Allied
Health, Media Convergence, Instructional
Tech.
• Possible future: Comp Engineering Tech,
Health Tech/Management, Industrial Design,
Animation, 2+2+1 in Engineering.
Longer Term Enrollment Growth
Community College as Partners
- dual admissions,
- dual advising,
- Towson programs taught on CC sites,
- Clearly articulated learning outcomes
in general education: Faculty
development implications.
A Note on Distance Education
• Targeted pilots of 2005-06.
• Implemented, fall 2006
– Graduate: HRD, Graphics Design,
Homeland Security/Risk Assessment, fall
2006.
– Undergrad: BTPS in Allied Health, fall 2006.
– Graduate: Computer Science track, and
AIT, spring 2007.
Academic Reputation
• January Conference
• Student Surveys, particularly National
Survey of Student Engagement (NSSE)
• Academic Support
– Achievement Center
– Intentional Advising
Retention Rate of Undergraduates
Retention Rate of
Undergraduates
100.0
94.1
95.0
92.0
92.2
91.1
88.7
92.2
91.7
89.9
90.3
87.7
90.0
86.8
86.3
85.0
80.0
75.0
70.0
65.0
60.0
Cohort 2001
Cohort 2002
African American
Cohort 2003
All Minorities
Cohort 2004
All Races
Note: T he percentage of first-time, full-time degree-seeking undergraduates who re-enrolled at T owson University one year after matriculation. Data
Graduation Rates of Undergraduates
Graduation Rates of Undergraduates
70.0
64.1
60.4
65.0
61.0
59.9
58.0
60.0
52.4
55.0
48.4
50.6
57.8
55.6
58.2
50.4
50.0
45.0
40.0
35.0
30.0
25.0
20.0
15.0
10.0
5.0
0.0
Cohort 1996
Cohort 1997
African American
Cohort 1998
All Minorities
Cohort 1999
All Races
Note: T he percentage of first-time, full-time degree-seeking undergraduates who graduated from any Maryland public four-year institution within six
years of matriculation. Data Source: MHEC
Graduation Rate “Gap” between African
American and All Races
Graduation Rate "Gap" Between African American and All Races
18.0
15.0
12.0
Difference in Six Year
graduaton Rate
9.0
6.0
3.0
0.0
Cohort 1996
Cohort 1997
Cohort 1998
Cohort 1999
Towson’s Reputation –
How to Build It
Reputation with students and potential students – the
recognition that Towson is a great place for an
undergraduate education: small classes, contact with FT
faculty in lower and upper division courses, strong liberal
arts/majors, teaching (student/faculty interaction) is prized
as a core value.
Reputation with other organizational/bureaucratic entities –
more problematic and often not as salient as the first and
is validated through more variable and ambiguous sources.
The Honors College.
Honors at Towson
Honors: Admissions
Fall 2001
Fall 2006
%
Applied
461
825
45%
Accepted
461
578
100 to 70%
Enrolled
317
211
68% to 36%
of accepted
Avg GPA
3.68
3.96
Avg SAT
1208
1870 (1250)
Honors: Impact
All Honors
Credit Hours
Faculty Fellows
Fall 2003
Fall 2006
1713
2058
--
3
Honors Scholarships
FY 2004
$136,000
FY 2005
$324,000
FY 2006
$358,000
Concerns
• How does Towson sustain and grow quality as
it moves toward 25,000?
• Of the 717 full-time faculty, 19.4% are
lecturers; if add Visiting and Clinical, 29% of
full-time faculty are other than tenure-track
or tenured.
• Of the 5,163 sections now taught, 20.1% are
taught by adjuncts, who represent the
equivalent of 129.88 FTE faculty
Promotion & Tenure Effective AY 05 - 06
Applications
Approved
Tenure
37
34
Promotions to Associate Professor
24
23
Promotions to Professor
11
9
31*
31*
Post Tenure Reviews
Librarians Promoted
3
Academic Year 2006 – 2007 Increased
Faculty Resources
COLA
Merit
Compression
Promotion
Subtotals
Lecturer Health
PT Salary Incr.
Grand Totals
Salary
Fringes
928,482
671,942
307,692
92,308
203,846
61,154
2,111,962 153,462
750,000
580,000
3,441,962 153,462
Totals
928,482
671,942
400,000
265,000
2,265,424
750,000
580,000
3,595,424
Faculty Workload Comparisons between
AY 2004 ,2005 & 2006
Instructional Productivity
2003 2004
20042005
20052006
Avg Course Units T/TT Faculty excluding Chairs
6.9
7.3
7.1
Avg Course Units Full Time Instructors
8.7
8.1
8.2
Avg Course Units Combined Faculty
7.2
7.4
7.4
118%
114%
108%
T/TT Faculty Meeting or Exceeding Teaching
Expectations
Moving to the Future
• New Academic Programs.
• Growth:
–
–
–
–
–
40 new TT faculty positions (pending appropriations)
funding for part-time and lecturers
operating budgets
Undergraduate need-based financial assistance
Graduate Assistantships.
• Budgeting process.
• Research Intensive status and funding.
• Student Satisfaction and Reputation Measures.
Moving to the Future
• General Education: Planning the Process
in 2007-08.
– Core values in the liberal foundation for an
educated person,
– Civic engagement, citizenship, and
leadership,
– Service learning,
– Diversity and multiculturalism
– Globalization.
Obessa cantavit (Brennan, 2006)