MISSION STATEMENT

Kent is dedicated to providing a superior university education, to advancing significant research and creative activities, and to furthering the fulfillment of societal goals. The oldest state university in Northeast Ohio, Kent reflects the advantages of the vital cultural and commercial region in which its eight campuses are located.

Kent offers an extensive array of associate, baccalaureate, master’s and doctoral degrees. Undergraduate programs are based on the conviction that a liberal education broadens intellectual perspectives, addresses ethical and humane values, and prepares students for productive and responsible citizenship. Graduate programs provide advanced professional education and intellectual depth. Kent serves a talented, culturally rich student body from Ohio and around the world, including historically under-represented and nontraditional students. Admission to the residential Kent Campus is selective, while the Regional Campuses offer open admissions. All campuses provide a wealth of services and activities.

Kent's diverse faculty, skilled in the scholarship of teaching, discovery, application and integration, foster the intellectual life of the university. An environment of academic and artistic freedom is enhanced by an excellent research library and numerous opportunities to collaborate with other institutions, public agencies, and the private sector. At Kent a major focus is responding to social, cultural and economic challenges. In a complex changing world, Kent affirms its position as an essential, dynamic resource for the State of Ohio and beyond.

PREAMBLE

Aligning our Goals for the Future with Today’s Realities

Our vision for the future of Kent State University is comprehensive and ambitious, our strategic goals challenging and our core values fundamental to our success. The University community affirms these goals as critical to our continued excellence. We also recognize the importance of meeting the needs of learners in the face of tightening resources, shifting demographics and fundamental change in approaches to academic delivery.

The strategic directions presented here focus on new initiatives for the future. They are intended to reinforce the University’s strong academic traditions, as well as the residential identity of the Kent campus, while adjusting services and programs to meet the needs of new kinds of learners. The plan requires that we establish priorities among programs and services and make resource decisions based on those priorities.

Specific actions listed with each strategic direction are examples of how our objectives can likely be achieved; they are not intended as a comprehensive list. Some will take their final shape through planning at the unit level; others must be implemented at the administrative level with support from the entire University community. Implementation of these plans will strategically position Kent State University to achieve new levels of excellence in the first five years of the new millennium.

VALUES

Kent State University will achieve new levels of academic excellence in the 21st century by fostering intellectual curiosity, integrity, civility and achievement, while holding abundant regard for tradition, diversity and individuality. We are committed to our students and to a mission of teaching, research, creative activity and community collaboration as we advance knowledge and wisdom that benefit the society we serve.

VISION

Kent State University will pursue knowledge and learning relevant to the demands of an evolving society. As a learning community, we will foster a rich environment for scholarship, innovation and enterprise, and equip graduates to be leaders in the knowledge-based, global economies of the future. As committed participants in their own education, students will be actively engaged in the scientific discoveries and creative endeavors of a university recognized for both the strength of its research programs and the excellence of its undergraduate teaching.

The University will continue to affirm the value and diversity of all members of its community; enhance our prominence by attracting and retaining talented students, faculty and staff; pursue the potential of a seamless eight-campus network; and engage broad philanthropic support. Kent State will become a model of university citizenship by addressing societal problems through creative and resourceful partnerships and outreach. In doing so, we will become even more vital to the state of Ohio and increasingly important to the nation and the world. We are committed to effecting positive change as we continue the University’s unique legacy of inquiry, democratic debate and social engagement.

STRATEGIC DIRECTIONS

1. Ensure that undergraduate and graduate education reinforce one another to create the optimal learning environment.

Kent must continue to provide a robust undergraduate education to meet the academic goals of a broad range of students. Kent also is committed to strong graduate programs that provide intellectual depth in selected disciplines. Important to the success of this direction will be the continued development of a learning community that values teaching excellence and academic quality at the undergraduate level, as well as the advancement of knowledge through rigorous research, creative activity and extramural funding. Such an environment enhances the experiences of undergraduate students and strengthens the base of support for the University’s graduate studies and research.

Careful balance and reciprocity between the missions of graduate and undergraduate education will result in a synergy that can improve both. This strategy will strengthen Kent State’s position as one of only five Ohio universities recognized for its research by the Carnegie Foundation for the Advancement of Teaching. It will also enhance the excellence of undergraduate education at Kent, which has earned distinction through hosting a number of honorary societies, including a chapter of Phi Beta Kappa.

Approaches to achieving this strategy include, but are not limited to, the following:

• Broaden opportunities for undergraduates to participate in research and internships.
• Affirm the important role of research and the acquisition of new knowledge in a scholarly community.
• Strengthen support for institutes and programs that attract extramural funding and graduate students.
• Ensure that research, creative activities and the acquisition of new knowledge make a positive impact on teaching and the overall quality of the undergraduate experience.
• Recognize and reward the differential roles and responsibilities of faculty who fulfill the University’s mission and, in particular, the specific missions of their academic units.
• Develop more effective ways to evaluate and recognize the contributions of academic units that serve primarily undergraduates.
• Enhance the resources of programs that maximize the relationship between faculty research and student participation in the generation of new knowledge.
• Maximize student potential for career placement by aligning graduate and undergraduate curricula with external demands for workforce development.
• Sustain the Library as a primary focus of University life; seek private funds to maintain competitive holdings and technology.
• Judiciously review and specifically define the overall mission of individual units and departments.
• Other approaches to be developed in annual planning.

2. Increase the University’s capacity to competitively recruit and retain students. Kent State’s position as a major public university located near several urban centers attracts an unusually pluralistic student population. One-third of our students attend regional campuses that currently offer primarily two-year degrees; a significant number are enrolled in professional schools and specialty programs; and about one-fourth of Kent Campus students are pursuing graduate degrees. Many are the first in their families to attend college.

Providing access to Kent State, in terms of financial aid and competitive tuition rates, will be more important than ever in coming years. Student retention can be enhanced through careful attention to student recruitment. Targeting admissions toward those individuals who are most likely to benefit from the Kent experience – including nontraditional students – will enhance retention. Another factor that is key to competitively recruiting and retaining students is the quality of academic instruction, which has a direct bearing on student satisfaction.

Approaches to achieving this strategy include, but are not limited to, the following:

• Determine the characteristics of students who are most likely to enroll and succeed at Kent State; target recruitment approaches toward these populations.
• Recruit students whose needs and educational goals most closely match Kent State’s academic curricula and student services.
• Strive to continue recruiting students with progressively higher GPAs at all campuses, while continuing to provide opportunities to participate in higher education through open-access campuses.
• Increase the endowment for merit scholarships to aid in the recruitment of a diverse, academically talented student body.
• Strengthen the quality of the Kent learning experience for all students by emphasizing the Honors College as a model of best practices.
• Strive for a consistent level of excellence in instruction and services that distinguish Kent State from other schools.
• Create additional links and partnerships with K-12 schools that support the recruitment of a talented and diverse student population.
• Other approaches to be developed in annual planning.

3. Provide a learning environment that supports student success. To create a truly learner-centered environment, the University must embrace a more diverse definition of the student. This means providing services and academic opportunities that meet a broad range of educational needs and goals – both inside and outside the classroom. Demographic data show a marked increase in new types of students, including part-time, mid-career, intermittently enrolled, place-bound and international students. To sustain a supportive learning environment, the University must ensure that its educational programs are responsive and relevant to the learning styles, dynamic careers and workforce expectations of the 21st century. This will require a thorough and continual review of all curriculum and graduation requirements, as well as administrative and academic support services.

State subsidies are based not only on enrollment levels, but increasingly on such factors as graduation rates and retention of at-risk students. To capture performance-based funding from the state and protect Kent State’s investment as a residential campus, we must do a better job of retaining students. Retention can be improved through careful attention to the student living environment, co-curricular programs and the integration of academic and non-academic learning experiences.

Approaches to achieving this strategy include, but are not limited to, the following:

• Develop student learning outcome assessments for all academic programs.
• Commit to ongoing assessment of academic programs and services to ensure they meet the changing needs and attitudes of the student population.
• Encourage students to take responsibility for their own growth and academic success.
• Develop staffing goals for the number of full-time faculty members needed to achieve University initiatives in specific units; strive to meet these goals to improve the core activities of the University and support student success.
• Schedule courses and services to meet the needs of various kinds of students, as well as to ensure that degree requirements can be met within a reasonable amount of time.
• Develop academic advising processes that meet the diverse needs of students, provide a mentoring relationship and lead to academic success.
• Improve academic advising at both the unit and College levels.
• Invest in ongoing improvements in the physical environment of classrooms and laboratories, such as those recommended by the Classroom Quality Review Committee.
• Highlight the ways in which a liberal education helps to develop well-rounded citizens who are able to think critically, solve problems and make humane and ethical decisions.
• Ensure Kent State graduates are able to discern the quality of different sources of information and can appreciate the role of information in a democratic society.
• Create a campus environment that reflects global perspectives through increased recruitment of international students and faculty, as well as expansion of opportunities to study abroad.
• Promote health and wellness by providing easily accessible health, psychological and other support services.
• Other approaches to be developed in annual planning.

4. Maximize the impact of Kent State’s eight-campus network by operating as one University, focused on common goals and problem-solving. The unique resources of an eight-campus network give Kent State a distinct advantage in fulfilling the educational needs of learners throughout Northeast Ohio. Kent State provides learners with access to a University education close to where they live and work. Whatever campus they choose to attend, students are assured of educational standards consistent with Kent’s reputation for high-quality programs and degrees. Continued attention to such academic integrity will help to position Kent State as the first choice for public higher education in Northeast Ohio.

This regional network also brings specific strengths to the University’s outreach activities and workforce development programs in Ohio and beyond. To realize the full potential of this advantage, the University community will need to think differently about the eight campuses ? as a consortium of integrated partners ? while maintaining responsiveness to specialized local needs.

Approaches to achieving this strategy include, but are not limited to, the following:

• Organize functions to avoid unnecessary duplication, increase efficiency and achieve a seamless integration of services and programs.
• Conduct a network-wide analysis of degrees, programs and services to identify the University’s strengths and unique qualities; use this to establish a distinct niche among Ohio’s public universities.
• Coordinate academic standards, offerings and policies across all campuses to ensure a consistently high-quality experience for students, as well as service to the community.
• Market internally and externally the resources of one University in eight locations as providing the most opportunities for learners across Northeast Ohio.
• Realize the potential of the eight-campus network to promote degree completion and encourage students to take full advantage of academic offerings.
• Encourage communities served by the regional network to take advantage of the cultural and intellectual resources available at all eight campuses.
• Identify and remove barriers to collaboration among campuses. Foster greater cooperation among faculty and staff who share similar research and professional interests, academic goals and service functions.
• Facilitate collaboration that is based on solving problems and providing workforce development relevant to the communities served by the University.
• Clearly articulate, communicate and strengthen the varied roles of individual campuses. Align faculty, staff and unit rewards with these roles.
• Other approaches to be developed in annual planning.

5. Use technology as a tool to enhance learning and University operations. Technology is pervasive and vital for many, if not all, University operations. Technology encompasses more than just computers; it also refers to laboratory equipment and other scientific, industrial and health-care tools for research and learning. Equipment should be appropriate to providing students with up-to-date experiences relevant to their own disciplines. Kent State is committed to advancing its competitive position in the area of technology – not for its own sake – but to realize such long-term advantages as increased enrollment and retention, improved learning and greater operating efficiency.

Kent State’s ability to develop a system of academic delivery that meets the needs of lifelong learners will be critical to enrollment in the 21st century. Although the number of traditional college-age students in Ohio will continue to decrease until about 2010, demographic trends show a rapidly growing population of nontraditional students. These students are likely to seek the convenience of distributed learning in order to upgrade job skills, change careers or enrich their personal lives. Our goal is to develop tools and teaching methods that enhance access to a University education while sustaining the quality and integrity of Kent’s academic traditions. Sophisticated technological tools can enhance the learning experience in any setting. Regardless of whether students live a distance away – or on the Kent Campus – they will want and need to use these powerful tools for learning.

The dynamic nature of technology suggests continual monitoring of emerging trends within academic and professional disciplines, as well as a system of rewards for the creative and appropriate use of technology. In addition, emphasis on University-wide technological standards (such as software packages) for routine functions will help to eliminate redundancies and limit the number of systems and products that must be maintained, repaired and supported through training programs.

Approaches to achieving this strategy include, but are not limited to, the following:

• Maximize the potential of technology to enhance traditional classroom instruction, as well as to increase student access to various degree programs.
• Ensure that all Kent State graduates achieve the basic level of technological skill necessary to responsibly access and evaluate information through various media.
• Develop a sustained presence in the emergent, Web-based market for higher education; realize distributed learning as a new source of instructional revenue.
• Maintain a competitive level of technology - including scientific equipment - across all eight campuses.
• Prepare students to take advantage of the growing demand for information literacy in the workplace.
• Conduct research on the effective use of technology to enhance teaching and learning.
• Develop advising tailored to the needs of distributed-learning students.
• Provide leadership for collaborative efforts that address statewide issues of information management and research.
• Promote visionary development of new technologies and skills to enhance learning and outreach in a global society.
• Continue to provide training and incentives that support faculty and staff in mastering new technologies.
• Provide improved data to support administrative analysis and decision-making.
• Other approaches to be developed in annual planning.

6. Articulate and promote Kent State’s distinct institutional identity.

Establishing a well-defined public image that communicates the University’s value and character will undergird our efforts to recruit students, faculty and staff; build partnerships; stimulate alumni involvement; and increase philanthropic support in the 21st century. Taxpayers, alumni, corporations, potential students and others need to know how Kent State is advancing research and creative activities and furthering societal goals.

Promotion of Kent’s unique characteristics - a large public University combined with the convenience of an eight-campus network, a nationally recognized research program in which undergraduates are encouraged to participate, a breadth and depth of quality academic programs with the option of a traditional residential experience, and a learning community that values civility and democratic debate – will clearly position Kent State as the region’s first choice for public higher education.

Approaches to achieving this strategy include, but are not limited to, the following:

• Develop and promote a consistent message that clearly defines Kent State’s quality, value and relevance to both internal and external audiences.
• Communicate that Kent State University students, faculty and staff possess the commitment and awareness necessary to effect positive changes in the world.
• Define and publicize what it means to be a Carnegie Research II university, focusing on student opportunities, faculty achievement and the application of scholarship.
• Publicize faculty contributions to the social, economic and cultural well-being of the State of Ohio and the nation.
• Promote the advantages of attending a major, multi-campus institution while affirming the special residential character of the Kent Campus.
• Promote Kent State’s beautiful campuses as ideal settings for scholarship and personal development.
• Highlight the central role of faculty excellence and academic quality in forging a favorable reputation for the University.
• Emphasize quality in the workplace culture as an important means of sustaining a quality reputation for Kent State.
• Honor the memory of May 4, 1970, by strengthening Kent State’s unique commitment to inquire, learn and reflect on non-violence, democratic values and the promotion of civil society.
• Other approaches to be developed in annual planning.

7. Create an infrastructure that supports multidisciplinary teaching and research.

Some of the most worthwhile academic endeavors are inherently problem-based rather than discipline-centered. Internal policies and procedures within academic disciplines, however, often present challenges to faculty and staff who want to pool their talents across academic units and campuses. Achievement of this objective is dependent on the recognition that academic collaborations are not always isolated within one discipline, but may occur naturally across academic units and, in some cases, across institutions.

Approaches to achieving this strategy include, but are not limited to, the following:

• Direct resources toward selected -problem-based initiatives- that seed effective multidisciplinary research, instruction and community service.
• Identify and mitigate current barriers to interdisciplinary research and teaching.
• Strengthen centers of multidisciplinary scholarship and encourage collaborative efforts to obtain outside funding.
• Establish policies and systems that recognize and reward team-teaching and the creation of interdisciplinary courses and programs.
• Other approaches to be developed in annual planning.

8. Seek and develop mutually beneficial partnerships and collaborations. Outreach activities extend the University’s resources in the form of faculty expertise, access to current research, community service, student interns and workforce training. In turn, the University receives financial and technical support for research, donations of equipment, student internships and an infusion of “real-world” ideas and applications.

Northeast Ohio provides a wealth of opportunities for Kent State to interact with business; industry; and cultural, health-care and social service organizations. Collaboration with national and international partners also has a significant intellectual and economic impact. Willingness to engage with a variety of external partners, including other educational institutions, will be key to ensuring the relevance and viability of Kent State’s academic programs in the future.

Approaches to achieving this strategy include, but are not limited to, the following:

• Develop partnerships that realize the advantages of our location in the rich commercial and cultural region of Northeast Ohio; ensure that collaborations provide a benefit to the University in terms of student learning, faculty opportunities or increased resources.
• Direct resources toward partnerships that can become catalysts for economic and workforce development.
• Encourage faculty members and professional staff to cultivate appropriate professional, scientific or community contacts that enhance scholarship and service.
• Acknowledge the effort necessary to carry out partnerships and community service; support faculty, staff and students who engage in them.
• Emphasize external relationships and multidisciplinary collaboration as an advantage in obtaining external funding.
• Combine the respective expertise of faculty members, librarians and multimedia specialists to develop new learning tools.
• Expand service learning opportunities for students.
• Other approaches to be developed in annual planning.

9. Develop multiple sources of revenue and financial support.

As the proportion of funding received from the state continues to decline, the University must develop supplemental sources of revenue and increase philanthropic support. This strategy is necessary for Kent State to carry out innovative programs while maintaining broad access to a high-quality education. Achievement of this direction can increase the resources available for the University’s core academic mission.

The growing demand for lifelong learning represents a significant potential to increase earned revenue. The University’s ability to deliver a quality learning experience to this expanding audience can help to increase enrollment, or at least prevent losses to competitors. Another way to increase available resources is to discover additional operating efficiencies. Through increasingly wise use of existing resources, funds can be redirected to strategic priorities. Matching individual responsibilities and functions with University expectations will also be important in achieving this aim.

In addition, a successful fund-raising campaign to increase the University’s permanent endowment will be critical to reaching new levels of excellence for Kent State’s second century of service. University investment in fund-raising can yield long-term income for endowed faculty positions, student scholarships and graduate assistantships. A broad campaign may also provide resources for upgraded facilities and support for academic programs.

Approaches to achieving this strategy include, but are not limited to, the following:

• Grow enrollments in programs that currently operate under capacity; grow enrollments through distributed learning approaches.
• Enhance revenue by intensifying student recruitment efforts in geographic areas where there are more prospective students.
• Optimize existing resources by operating the University in the most efficient, streamlined way possible without sacrificing quality in our service of the public trust.
• Promote the awareness that all faculty and staff have a role in strengthening the revenue base through the quality of their daily interactions with students and the services they provide.
• Realize the potential of public-private partnerships to increase revenues from technology transfer and contract services.
• Launch and execute the first University-wide campaign to raise $100 million in private support.
• Foster a spirit and environment for sustained private giving.
• Increase the number of endowed faculty positions.
• Build on the University’s investment in the Centennial Commission to sustain the momentum of fund-raising efforts.
• Create future donors by cultivating ties with existing students through excellent student services, individual advising, athletic events, cultural programs and other experiences that develop Kent pride.
• Expand the role of alumni as volunteers and benefactors of the University.
• Emphasize the investment aspect of philanthropy and show donors how gifts make a difference.
• Other approaches to be developed in annual planning.

OUTCOMES

The purpose of this Strategic Plan is to guide the spirit and substance of our pursuits in the fulfillment of the University’s mission. Recognizing that a patently explicit plan will invariably stifle initiative and fail to address some situations, the Strategic Plan sets broader parameters that are open to interpretation by the faculty, staff and administrators charged with implementation. Specific plans – and benchmarks for desired outcomes – are to be fleshed out in the course of annual planning. Some of these plans will be developed at the unit level; others will lend themselves to implementation at the divisional and administrative levels.

The process of strategic planning serves to call attention to - and rally support for - a shared vision and course of action that will be of greatest benefit to Kent State University. Simply defining objectives and taking steps to implement them does not, however, guarantee the success of strategic planning as a process. Ongoing development of approaches and assessment of the effectiveness of the actions taken will be necessary, especially with respect to those elements articulated in the vision statement. Also of value will be careful analysis of measurable outcomes. In addition, changes in the external environment must be continually monitored in terms of their expected impact on the University’s chosen direction. Finally, communication of results to the University community will facilitate a continuous feedback loop that will, in turn, aid future planning efforts.

Upon approval of the Strategic Plan by the University Board of Trustees, an action plan for implementation will be developed. It will provide clear indications as to the outcomes expected, the persons responsible for both initiating and following up specific actions and the timeline for implementation. The action plan will be communicated widely.

There will be rigorous attention to linking the Strategic Plan to specific components of annual plans at the unit and divisional levels. Budget allocations will be tied to achievement of unit plans that support the University’s mission and initiatives. As a result of the Strategic Plan, the content and format of annual plans is expected to differ considerably. For example, rather than recapping the accomplishments of the previous year, unit plans will focus on the steps needed to achieve desired outcomes for the future. Some goals will take more than one year to complete, while others will be short-term in nature.

Some of the approaches recommended in the Strategic Plan can be undertaken by each individual, who, as a member of the University community, must reflect on how his or her attitudes and behaviors support or detract from the core educational mission of the institution. Some approaches can be undertaken collectively by workplace units, where there is already a foundation of strength and dedication. Still others must be undertaken by leaders at all levels, such as Executive Officers, because their responsibility is broad and their actions have broad practical and symbolic impact. Outcomes of the strategies adopted will be influenced by the internal culture of the University community. In fall of 1997, the University conducted an extensive self-study that measured the perceptions of faculty, staff and administrators in regard to Kent State University’s organizational culture. The Cultural Self-Study Advisory Committee has made recommendations based on its identification of cultural factors that may influence implementation of the University Strategic Plan.

The Strategic Plan is closely linked with recommendations made by the Kent State University Centennial Commission in June 1998. This 160-member group, composed primarily of volunteer alumni and other friends of the University, examined issues related to building excellence for Kent State’s second century of service. From this external perspective, members of the Centennial Commission reached conclusions about the University’s challenges and opportunities for the future. This work is reinforced and expanded upon in the nine strategic directions presented here by the University community.