ÍÃ×ÓÏÈÉú

Initiatives

Collective Bargaining Contract with Faculty Alliance of ÍÃ×ÓÏÈÉú (FAM)

Significant investment of time over has been dedicated to negotiating the initial contract for ÍÃ×ÓÏÈÉú University so that it sets the stage for positive relationships that enhance the long-term success of the University and its faculty, students and staff. Such steps included: conducting an audit of critical financial and other relevant data, identifying the appropriate members of the negotiating team, gaining an understanding of the interests of the faculty bargaining team members and the labor organization itself, understanding the legal landscape, and creating a communication plan for ensuring that all stakeholders are informed of strategies and processes. The initial contract was approved in April 2025. In the upcoming year, ÍÃ×ÓÏÈÉú will be working on revising policies, practices and governance documents to align with the new contract. 

Long-Term Planning for Financial Stability

Similar to most universities across the nation, ÍÃ×ÓÏÈÉú University must undertake a long-term, collaborative analysis of our budget resulting in a comprehensive, three-year budget strategy to align expenses with revenue. Currently, our revenues are not keeping pace with expenses. Multiple factors--including rising costs of insurance and benefits, inflation, limited state funding, tuition discounting, and fierce competition for student enrollment--have contributed to a significant deficit. While we have managed the shortfall by leveraging reserves, this stop-gap strategy does not eliminate the shortage on a recurring basis and thus is not sustainable. We must enact budget reductions that address the problem permanently.

Tools include: stabilizing and growing enrollment where possible; careful review of support services and operations for possible reductions; continuing strategic hiring of faculty and staff; reducing, improving and reorganizing programs for greater efficiency; enacting faculty workload norms; and continuing advocacy for state budget and donations. The Office of the Provost is working collaboratively with academic deans and other leaders to tackle this critical project.

Department Planning & Improvement

In response to recommendation 23 in the ÍÃ×ÓÏÈÉúRISE strategic plan, the Academic Program Review Committee (chaired by the senior associate provost) developed a new process for the review of academic departments, including its academic programs. This process focuses on the development of strategic improvement goals, an emphasis on continuous improvement, a revision of the review team’s role to include consultation on the strategic improvement goals along with evaluation, and more robust support for departments. Departments began undergoing the DPI process in 2024-2025, as the APEIP process concludes. Approximately ten departments will undergo the DPI each year.

Complying with Senate ÍÃ×ÓÏÈÉú 1, "Enact Advance Ohio Higher Education Act"

On March 28, Ohio Governor Mike DeWine signed into law , which affects multiple aspects of higher education and requires ÍÃ×ÓÏÈÉú University to make several organizational changes before the law takes effect at the end of June. This year, ÍÃ×ÓÏÈÉú will navigate these changes to comply with the law and guided by our core values of Love and Honor and our enduring commitment to providing a supportive community where all students, faculty, and staff can thrive. 

Among other items, Senate ÍÃ×ÓÏÈÉú 1 includes provisions related to:

• Faculty workload, evaluation, post-tenure review, retrenchment, and striking;
• Undergraduate degree program reviews, courses, and syllabi;
• Institutional costs and speaker fees;
• Intellectual diversity and statements of commitment;
• Diversity, equity, and inclusion, and ensuring equal treatment;
• Institutional neutrality; and
• Institutional relationships with China.