Self evaluation

Office of the President University of Cincinnati P.O. Box 210063 Cincinnati, OH 45221-0063 Phone: Fax: Email:

(513) 556-2201 (513) 556-3010 President@uc.edu

CONFIDENTIAL MEMORANDUM

TO:

Margaret Buchanan, Chair C. Francis Barrett Gary Heiman University of Cincinnati Board of Trustees Compensation Subcommittee

FROM:

Gregory H. Williams President

RE:

Annual Performance Review and Evaluation

DATE:

May 16, 2011

Enclosed is a summary of my activities and accomplishments for the Board of Trustee’s consideration during the annual review of my performance. Under my leadership during this first full year of my presidency, the University of Cincinnati has achieved a successful transition to a new vision for the university as well as significant strides, including the establishment of UC Health and its operating structure, further progress on budget stability, significant progress on the Proudly Cincinnati campaign, and the launch of our new strategic plan, UC2019►: Accelerating Our Transformation. In addition to my self-evaluation, I have included goals and benchmarks for the coming year, 2011-12.

c: S. Heimann, Chair, Board of Trustees

Gregory H. Williams, President University of Cincinnati Self Evaluation Submitted to the Board of Trustees May 16, 2011

Section I: 2010-11 GOALS Strategic Plan One of my highest priorities this year has been to create and launch a new strategic plan.

I unveiled UC2019►: Accelerating Our Transformation at the New Student Convocation with Investiture last September. The plan has been widely embraced by UC stakeholders, including those in our regional community. It is now well on its way to implementation, with Phase 1 discussions completed and Phase 2 now beginning. The UC2019 plan delineates clear metrics with clear targets, which are stretch goals designed to build on UC’s previous success and long history, and to move us up the ladder in comparison to the nation’s most prominent universities.

The plan also strives to include and place more emphasis on key areas of the university that were not fully reflected in UC|21 (such as mission-based health care, diversity and global engagement). I have charged Provost Ono with coordinating UC2019’s implementation.

In September 2010, I submitted to the Board of Trustees a baseline President’s UC2019 Report Card, which will provide the foundation for measuring our future progress on UC2019.

This report card encompasses 59 metrics among our nine operating principles: Learning, Discovery, Community, Economy, Sustainability, Global Engagement, Diversity, Mission-Based Health Care (to be determined) and Collaboration. The Report Card metrics include first-year retention rate, graduate rate, U.S. News and World Report ranking, total research funding, faculty awards, National Academies members, institutional liquidity, endowment assets, alumni giving rate, annual giving and national rank on annual giving, the number of students studying abroad, recycling and carbon footprint, as well as comprehensive demographics on the university’s diversity mix and many other measures. (Please find enclosed a copy of the strategic plan as well as the report card.) An Academic Master Plan vision document (also enclosed) has been completed and an action plan is expected by fall.

Much of my work this year has been devoted to tirelessly telling the story of our UC2019 aspirations and introducing our strategic plan to a wide variety of audiences. I have spoken at 196 events in the past 12 months, with the majority of these events presenting an opportunity to spread the word about our vision to become one of best universities in the world. These events range from campaign events, university-wide events like MainStreet Stride and student programs to many fraternity dinners, regular Student Luncheons, University House functions, and regional and community programs. This pace is similar to my predecessor’s (see enclosed list of my speeches for the past 12-months).

As we pursue our blueprint for the future, it is critically important to assemble the right team and structure to move us forward. I have taken steps to reinforce the strength of our new singleprovost structure, adding the College of Medicine to the provost’s reporting responsibilities, and 1

effective July 1, I am adding Enrollment Management and the Vice President for Research to the provost’s office as well. I have made critical hires, including Provost Santa Ono, three deans – Gregory Sojka, Cady Short-Thompson and David Szymanski – and soon a fourth dean representing the vitally important College of Medicine is expected to be named. My new Executive Vice President, Karen Faaborg, has also joined the team and has coordinated critical searches, organized the visits of external presidential consultants and served as a key liaison to the faculty. To help us in our rise to eminence, I have consulted with a team of external university presidents to gain an outside perspective on our strengths and weaknesses – including Steven Beering, President Emeritus, Purdue University; John DiBiaggio, President Emeritus, Tufts University; Shirley Strum Kenney, Past President, Stony Brook University; and Henry Yang, Chancellor, University of California-Santa Barbara. I am beginning to act on their key recommendations. I have also met with the departing President of the Association of American Universities, Bob Berdahl.

In line with our UC2019 aspirations to strengthen UC’s stature in research and scholarship, I have asked Provost Santa Ono to implement new procedures to measure productivity and ultimately invest in those academic areas in which we excel. Provost Ono has created and charged a blue-ribbon task force whose membership is under development and so far includes the following: Dean Larry Johnson (chair), Executive Vice President Karen Faaborg, Director of Institutional Research Lee Mortimer, and Vice Provost Gigi Escoe, who are meeting on a weekly basis to develop metrics to measure UC’s performance in research, scholarship and other areas.

Their analysis will advise the Provost and President as they invest strategically in strengthening the academy. Provost Ono has also launched a university-wide assessment of all of UC’s doctoral programs. The reviews involve external reviewers (more than half of which are members of the National Academies) as well as a complete analysis of metrics from Academic Analytics and the National Science Foundation.

Other infrastructure changes have begun to be made to create a structure that supports our UC2019 aspirations. For example as a result of my call for doubling the number of faculty and student awards, a new Office of Nationally Competitive Awards has been established. Housed in the Honors Program and reporting to the provostal area, this office is dedicated to helping our best and brightest students compete for – and hopefully win – scholarships and fellowships such as the Rhodes, Marshall, Truman, and Goldwater scholarships. The plan is to develop a mentoring network of UC faculty and staff who will help in preparing our awards candidates.

UC Forward, our UC2019 concept for bringing greater innovation and interdisciplinarity into our curriculum, is also beginning to take shape.

To reinforce our vision of UC as a first-choice destination for prospective students, I embarked on a series of Presidential Road Trips, which took me to 11 high schools (through May 15, 2011) in Dayton, Clermont County, Columbus, Mason, Cincinnati and Cleveland, reaching more than 3800 students. These trips also provided opportunities to meet with the editorial boards of the Columbus Dispatch, Cleveland Plain Dealer, and the Dayton Daily News, leading to media contact and exposure for the University of Cincinnati on some key issues. We also incorporated into our trips foundation activities reaching donors and alumni as well as a research-related visit to Wright Patterson Air Force Base.

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UC faculty and staff are also key players in our UC2019 aspirations. I have begun impromptu visits to reach out to them, stopping by unannounced to buildings across our campus to visit with employees within their departments, getting to know the great people who work to fulfill our UC mission and thanking them for their work. These visits have led one administrator to send this comment to one of my assistants: “It is motivating to have the leader of the university put a bit of skin in the game and stop in personally. No other President has cared enough to do it. It made an impact.” I also pride myself on being out and about on campus – visiting students, faculty and staff at the student union, at the Bookstore, at the athletics offices and sporting events, and in the dining facilities.

Very much related to our Community and Collaboration operational principles in UC2019, I continue to serve on the board of directors for the Cincinnati USA Regional Chamber of Commerce, the Uptown Consortium, and 3CDC. I am also a member of the Cincinnati Business Committee and am an active member of the CBC Venture Capital Task Force.

Proudly Cincinnati Campaign Another of my highest priorities this year has been the Proudly Cincinnati campaign and taking steps to ensure its successful completion. I have played a key role in the additional $157.5 million that has been raised for the Proudly Cincinnati campaign since my arrival in November 2009. The campaign total now stands at $769 million, and we are laser-focused on our $1 billion goal.

During the past year, I participated in 47 UC Foundation events attended by 5,500 people – locally and regionally (Columbus, Dayton, Cleveland) as well as in New York City, Washington DC and Florida. Within Cincinnati, I spoke at West Side, East Side and Central Cincinnati alumni events as well as traditional events including the UC Day celebration. At all of these regional and local programs, I spoke about the vision for the university, UC2019; the importance of transforming lives, education and knowledge; and our ambitions to become a first-choice destination for students, patients, faculty and staff. Included in these events were campaign dinners at University House for nearly every college (CCM, CECH, Arts & Sciences, Allied Health Sciences, University Libraries, Clermont, Raymond Walters, Business, Medicine, Law); the 20 guests I hosted at each of the 7 home basketball games (for a total of 140 donors); and 20 guests at each of 6 home football games (totaling 120 donors). At these sporting events, I mix and mingle with many more people than the 120 guests noted above, I talk to many other guests invited by the Athletics Department and the colleges, and talk with students and other fans.

I also continue to meet and cultivate alumni, potential new donors and new friends of the university. I remain active in encouraging and supporting the engagement of alumni and donors in campaign committees and regional networks. My one-on-one meetings with individuals help target support for specific UC programs and initiatives.

Closely related to the Proudly Cincinnati campaign, I have established UC2019 goals that fall under the Foundation’s territory. One of those goals is to increase alumni giving participation to at least 18.19%. Under my leadership and urging, the Foundation has launched some new initiatives to achieve this improvement in alumni giving, which is not only vitally important for UC’s fiscal health moving forward but is also a key metric used by U.S. News & World Report in 3

its rankings of colleges and universities. Launched in October 2010, the Foundation’s new 1819 initiative has gained university-wide momentum and is already making a difference. Even though it is still a new effort, 1819 has already increased UC’s participation rate from 11% to the current 12.5% (April 15, 2011).

In addition to personal meetings with donors and alumni, I personally express the university’s gratitude to donors who make gifts of $10,000 or more, this year sending 440 letters personally acknowledging such gifts and thanking donors for their generous UC support. As a part of the faculty/staff campaign, I also sent 1,421 letters to UC faculty and staff members who are donors, welcoming them to the new UC Loyalty Society, which recognizes those with more than 10 years of giving to UC. UC Health Another key priority this year was our Academic Health Center and UC Health during this profoundly important transition year to a new health system. While creating our new health system to replace the alliance that has ceased to exist might be viewed as a major challenge, I prefer to view it as a major opportunity. I worked closely and tirelessly with UC Health to ensure continued support for the College of Medicine, our AHC and to address ongoing issues and priorities.

Both the Academic Health Center and UC Health are critically important components of our university’s success as well as critical components of our UC2019 ambitions. This year, we have successfully launched the new UC Health system, and with the astute oversight of the Board of Trustees, created the structures to oversee and operate it. The selection of James Kingsbury as the new CEO to lead UC Health has put us on a path future for great future success. This year, the UC Health System has successfully expanded to embrace the Drake Center and the Lindner Center of HOPE. To ensure ongoing success, I regularly attend UC Health board meetings and meet with the College of Medicine Dean and Vice President for Health Affairs as well as Jim Kingsbury. I also attend UC Physicians’ meetings and meet periodically with department chairs at the College of Medicine.

A sign of even greater things to come is U.S. News & World Report’s ranking of UC Health’s University Hospital as the No. 1 hospital in the Greater Cincinnati region. Our UC faculty, staff and students are key contributors to this achievement. UC Physicians expects to announce soon it has reached 1 million visits this fiscal year for the first time ever. The selection of our next VP for Health Affairs and the College of Medicine Dean is also imminent and will be a stellar addition to our team to ensure a great future for the Academic Health Center and UC Health.

Given its importance to our Academic Health Center and to UC Health, I have also had discussion with Commissioner Greg Hartmann on the indigent care levy and am working to ensure that the county continues to recognize the levy’s profound importance to our community’s health and wellness.

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Budget Like each of the three preceding goal areas, our budget also represents one of my very highest priorities. UC continues to make progress on our financial stability and is experiencing further success with Performance-Based Budgeting.

The university has conducted a review of the PBB model that it has implemented. The external reviewers providing this examination gave positive feedback related to the concept and implementation of our budgeting system. Further refinements, including the allocation of indirect charges to Revenue Supports and an allocation of a funding pool for institutional priorities, are being considered for implementation in the future.

Our FY 2010 results with PBB were very positive, because of the Revenue Generators’ success in growing revenue while at the same time maintaining current expense levels. A projected 8% budget reduction resulted in a overall reduction of 4% for the university, while the colleges experienced a net cut of just 1.2%.

Through the work of the PBB Development Team, the President’s Budget Advisory Committee, the Provost and the Senior VP for Administration & Finance, a Revenue Split Model has been developed, proposed and accepted by the Deans. It will split excess revenue income from PBB using this ratio: 25% College, 25% Provost, 50% Institutional Priorities. The Institutional Priorities Split is prioritized and decided with the mutual agreement of myself, the Provost and the Senior VP for Administration & Finance.

I have taken a visible and personal role in working with our state legislators, the governor and our federal representatives in Congress to ensure the best possible scenario in support from state and federal sources. In the past 12 months, I have personally met on more than 37 occasions with elected officials in the state of Ohio and with Ohio’s Congressional delegation, including five times with the new Governor, John Kasich, and twice with Chancellor James Petro. With former Chancellor Eric Fingerhut, I participated in the announcement of two more Ohio Centers of Excellence with bases at UC. My meetings with elected officials included, at the state level, Rep. Bob Mecklenborg, Columbus Mayor Mike Coleman (UC alum), Sen. Bill Seitz, Sen. Shannon Jones, Speaker Bill Batchelder, Sen. Gary Cates, Sen. Chris Widener, Sen. President Tom Niehaus, Rep. Randy Gardner, Sen. Eric Kearney, Rep. Peter Beck, Rep. Ron Maag, Rep. Lou Blessing and many others. My meetings at the federal level included Small Business Administration chief Karen Mills, U.S. EPA chief Lisa Jackson, who announced a new expanded Memorandum of Agreement with UC, Rep. Steve Stivers, Rep. Jim Jordan, Sen. Rob Portman, Sen. Sherrod Brown, Speaker of the House John Boehner’s Chief of Staff, and Speaker Boehner himself, Rep. Steve Chabot, and Rep. Bill Johnson. I also participated in Sen. Sherrod Brown’s higher education summit. This bipartisan conference, which included U.S. Senator Rob Portman, focused on economic development and higher education.

Our FY2010 overall closed with an audited financial statement delivered by outside auditors, who noted in the year-end review the effectiveness of our efforts to contain costs and enhance business practices. Our structural deficit in unrestricted net assets was reduced to $6.5 million by fiscal year-end and increases in operating revenues were twice the increase in operating expenses.

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One of the key measures of the university's financial health is the State of Ohio's Senate Bill 6 ratio. By the end of FY2010, our ratio was 3.3, an increase from 2.3 the year before. (A ratio of 1.75 for two years puts an institution on fiscal watch. Maximum ratio is 5.0.).

For FY 2011, our university adopted a cautiously optimistic budget. To date, projections are holding.

For FY2012, we are braced for a significant decrease in state assistance due to the loss of onetime federal stimulus funds. To prepare for this, we took an additional budget cut in FY 2010 and FY 2011, totaling $15 million. Although this advance cut will not cover the entire amount of the expected loss of approximately $27 million in state subsidy for FY2012, it will reduce the impact of state losses. While we were planning for a 20 percent cut from the state, we now anticipate a cut in the range of 14%, and we are in the advanced stages of planning for how these cuts will be made. This projected shortfall is based on an assumption that the Board of Trustees will approve a tuition increase of 3.5 percent, and that we will pay only those salary increases that we are contractually obligated to meet.

I will continue to work closely with our governor, chancellor, and legislators both at the state and national level, and I will continue to closely monitor our budget progress, ensuring that we continue to examine how we do business, set priorities, and take steps to strengthen our position.

Athletics & Its Budget While we allocated additional monies toward Athletics this year, we have also made progress in adjusting Athletics to the concept that the athletics deficit is not something that can be addressed solely through our university general fund.

I work closely with the Athletics Director and the appropriate administrators to address current Athletics budget issues with a focus on increasing resources on an annual basis and closely monitoring spending to ensure fiscal responsibility and integrity. We expect to have more details soon on an avenue we have been pursuing, which will help bring about a better bottom line for our Athletics Department.

The Senior VP for Administration & Finance and the VP for Finance meet regularly over the course of the fiscal year with the Department of Athletics to discuss current trends and potential issues and initiate the appropriate steps to control spending, if necessary, as the year progresses.

Part of the ongoing fiscal dialogue includes both Nippert Stadium and Fifth Third Arena. The revenue generation and fan experience limitations of both venues impact the ability to increase revenues and attendance. Due to these constraints, we will continue to play some football games at Paul Brown Stadium while studying campus athletic facilities to determine future opportunities in this area.

I am actively involved in Big East presidential deliberations, including on the recent conference realignment discussions. These deliberations are a significant time commitment in terms of participate and research, and they are very important to the future of our Athletics department and its success.

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Both the Athletics Director and I are engaged with commissioners of other BCS conferences, too, and the presidents and athletic directors of their respective member schools. We are working proactively to keep a healthy Big East conference and to be prepared for any eventualities. We will continue to monitor the situation and keep the lines of communication open.

I have also been personally involved in our Big East contract negotiations with our coaches and in addressing compliance issues. I also have attended team banquets, every football recruitment session this year and I personally met with almost every men’s basketball recruit as well as women’s volleyball and women’s basketball recruits.

Enrollment On the question of what UC’s optimal enrollment should be, we have begun to take significant steps toward clarifying that this year.

To kick off the Integrated Enrollment Planning process for the 2010-11 year and to kick off the development a five-year enrollment plan, a leadership retreat was held in August 2010. Vice Presidents, Deans, several associate deans, Strategic Enrollment Management members and key enrollment staff attended. The discussion involved assessment of the "enrollment landscape" as well as a review of what our admitted students communicated about the perceptions of UC as well their perceptions of our process.

The UC2019 strategic plan unveiled in September carries with it some enrollment-related goals.

The 5-year enrollment planning effort was put on hold to allow time for an Academic Master Plan to take shape – the enrollment plan must be an outgrowth of the AMP. Despite the delay, some priorities are emerging – for example, continuing to grow UC's international population is critical, as well as our diversity – both ethnic and geographical (in-state vs. out of state).

Semester Conversion While semester conversion began prior to my arrival, I remain vigilant to ensure that all is on course for a smooth conversion to semesters from quarters and for our curricular renewal, in August 2012. We will be ready to advise students starting this September. All the registration and courses must be ready to go in our online registration systems by February 2012. I have been helping to spread the word about this upcoming massive change in my events with students.

About 30,000 UC students are current students who will be impacted by the conversion before they graduate. When we started the curricular-revision process, UC had about 13,000 courses on the books, including many that were old and dormant. When conversion is complete, we will have close to 8,880 courses. We have hired an additional 18 student advisers that have been stationed in the colleges to help students with the conversion. We plan to keep these positions even after the conversion has taken place, which will greatly improve our advising capabilities for the long-term.

UC Bicentennial Tom Humes and Bill Mulvihill are working closely with me to assemble the planning team for our 200th anniversary celebration. Tom Humes is the chair of the UC Bicentennial Commission, and I have confirmed Myron Ullman as an honorary co-chairman, have approached one other acclaimed business leader and am in the process of contacting a third business leader.

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USO/IUC This year proved to be a transitional year for the University System of Ohio as the former chancellor stepped down and a new Chancellor, James Petro, took the helm. With the state’s new governor (John Kasich) as well as Chancellor Petro, I have made significant progress in moving UC to prominence among the state’s public universities and the Inter-University Council (IUC) institutions. The governor and Mr. Petro have both visited our campus and gained a greater appreciation for UC as a major research university, a flagship university in the state’s higher education system, and as a powerful force for economic development and commercialization of intellectual property. I have been invited by Gov. Kasich to be part of a special meeting coming up on June 6 in Columbus.

We have been very engaged in the state’s discussion of a possible “charter/entrepreneurial university” concept for public universities, and I have been spending a lot of time on this, working with the Faculty Senate, the governor and chancellor as well as the legislature. The concept behind it is to provide universities with regulatory relief, to allow greater efficiency and time savings. As the state continues its exploration of the charter university/entrepreneurial university concept, I have kept in close contact with our Faculty Senate and its cabinet, attending monthly sessions with their cabinet and the full senate meetings. The senate’s Ad Hoc Committee on Deregulation, Autonomy, and Internal Restructuring (DAIR) is working closely with the state on this concept and the concept of regulatory relief.

AAUP Negotiations Under my leadership, we successfully concluded the collective bargaining negotiations on a new contract with the AAUP and other unions without any problems or mishaps. Negotiations began on March 9, 2010, and we reached a tentative agreement on August. 23, 2010. The final approval by the Board of Trustees took place on September 21. In between, negotiations took place during 23 meetings on these dates: April 7, 20, 26, 29 May 5, 6, 11, 14, 21 June 2, 3, 7, 9, 23, 25, 28, 29 July 2, 9, 12, 21 August 11, 19

SECTION II: 2011-12 GOALS Each of my goals is designed to accelerate the transformation of UC into one of the best research universities in our nation and to target our resources on those areas in which we excel. In 201112, we will make measurable progress in each of the following areas.

Economy/Budget I will continue to work closely with the Board of Trustees, the two Senior Vice Presidents, the colleges, the Foundation, and our governor, chancellor, and legislators, both at the state and national level, to ensure a healthy and stable budget for the University of Cincinnati. I will continue to closely monitor our budget progress and ensure that we examine how we do 8

business, set priorities, and take steps to strengthen our position. UC cannot sit back and “do business as usual”; we must continue to proactively pursue new and more efficient ways of doing things, reallocating resources to our priorities, and holding costs down.

Fundraising and Proudly Cincinnati I will remain focused on the successful completion of our $1 billion Proudly Cincinnati campaign, on the goals of UC2019 related to annual giving and annual alumni giving. Working with the UC Foundation, I will also lay more groundwork for what comes next once Proudly Cincinnati is completed.

UC Health My immediate goal is a College of Medicine that is viable and thriving. We must build a solid foundation for moving forward so that our academic medical center can make further strides to become one of the best health centers in the nation.

UC2019 Goals The objectives we have set for each of UC2019’s nine operating principles are among my top priorities. Moving the needle on these metrics is of paramount importance and during 2011-12, we will achieve measurable progress in the following, while also creating an action plan for implementation: •

Learning – Build experiential and interdisciplinary learning experiences into all degree programs; encourage the development of innovative pedagogical techniques such as those being developed in the UC Forward Initiative and used by the Live Well Collaborative (we need to find ways to move the Live Well Collaborative model more fully into our curriculum); change our focus from growing enrollments to targeting our enrollment to achieve the appropriate student mix and profile.

•

Discovery – Develop ways to reward and promote faculty for being entrepreneurial and innovative in developing tech transfer and patents and working with community partners to solve real-world problems; maintain our collections, laboratories and other core facilities at appropriate levels to support world-class research; developing the Live Well Collaborative model mentioned above and expanding it into our curriculum we will lead to greater opportunities for technology transfer with local, national and international companies; develop a more supportive infrastructure for research, learning from others in the Association of American Universities. On July 1, I plan to become a member of the Third Frontier Advisory Board replacing Sandra Degen as she steps down as vice president for research. My continuing work with the Cincinnati Business Committee’s Venture Capital Task Force is also imperative in furthering our research ambitions, not just for the university but also for our region and state.

•

Community – Enhance the partnerships inherent in our urban location and resources in Cincinnati.

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•

Economy – Capitalize on UC’s expertise in innovation to impact economic development in the Cincinnati region; involve faculty, staff, and alumni more meaningfully in fundraising as we move toward completion of the capital campaign and the annual giving goal of $125 million when the campaign is completed; explore the potential of regulatory relief as a means of achieving greater efficiencies and savings; work with the Governor, Chancellor and the Inter-University Council to ensure that higher education remains a key state funding priority.

(See Economy/Budget above).

•

Sustainability – Continue our efforts to reduce our carbon footprint and promote our designation as the first “green” public university in Ohio; embed the importance of sustainability efforts in the curriculum.

•

Global Engagement – Encourage faculty to expand and leverage their personal international connections to create more international programs for students and to engage in international projects and activities; increase the number of international students and expand student exchange and study abroad opportunities for UC students.

•

Diversity – Implement and take steps to ensure that the work of the Diversity Council’s fiveyear plan task force is acted upon and that strides are made on the plan’s goals.

•

Mission-Based Health Care – Ensure that the College of Medicine, with its new leadership, is viable and thriving (see above, UC Health); define and promote the unique function of health care in an academic medical center as it relates to the mission of the university in teaching, research and service to the community; define and strengthen the partnerships between and among the colleges in the Academic Health Center, UC Physicians, UC Health, and Cincinnati Children’s Hospital Medical Center; nurture and develop interdisciplinary work across the colleges in the academic medical center and the other colleges in the university as well as with our partners in the community.

•

Collaboration – Build our business and industrial partnerships through such initiatives as the Live Well Collaborative and other efforts; increase the number of students engaged in co-ops and internships with local and regional companies; encourage the development of crossdisciplinary projects across all units of the university; continue to serve on the Cincinnati Business Committee’s Venture Capital Task Force; become a member of the Third Frontier Advisory Board; and continue to serve on the Cincinnati USA Regional Chamber of Commerce Board of Directors, the CBC and 3CDC to develop strategic connections and interrelationships between the university and the region.

Athletics – Big East I will continue to work closely with the Athletics Director and others to improve the Athletics budget issues with a focus on both increasing revenues and monitoring spending. I will also remain active in the Big East discussions and prepare for what the future may hold for the conference.

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Performance Bonus Criteria Performance Bonus Criteria for the past year should be based upon my progress on the goals for 2010-11, and for the coming year, it should be based on my progress on the 2011-12 goals outlined above as well as the progress on the goals of the strategic plan.

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UC2019

Accelerating Our Transformation

Introduction & Context During 2009-2010, US News placed UC on its “up and coming university” and Best National Universities lists. The Chronicle of Higher Education called UC a “research heavyweight,” Forbes magazine named UC one of the world’s most beautiful campuses, and UC became the only public institution in Ohio named a “green university” by Princeton Review. As we approach the milestone of our university’s 200th anniversary in 2019, we have a unique opportunity…and a responsibility….to build not only on these accomplishments but also on all of the strengths of our past and present, to create a future that places our university among the best in the world.

This document sets the agenda of the University of Cincinnati for the near future as we build toward our bicentennial celebration.

It unveils UC2019 .

The UC2019 plan reflects the consultation of many people. This plan took shape through extensive discussions with UC’s vast array of stakeholders, including our Board of Trustees, President’s Cabinet, deans, faculty, students, staff, alumni, donors and friends of the university.

Many who contributed to this plan will remember that its predecessor, UC|21, emerged from a process that was massive and historic. It is too soon to justify such a time- and resource-consuming process again.

We all recognize that the old plan, after six years, needed some work. In developing this new plan, our process was more streamlined and cost-effective.

The university community will recognize the themes presented here because we have been discussing them since President Williams arrived. The goals presented here take us in a new direction. They reflect that we, as a community, know how UC measures up and where it needs more energy.

UC|21 was about “defining.” UC2019 is about “achieving.” We are ready take our place among the elite institutions of this nation. We can and will be more competitive, on measurable metrics, with appropriate benchmark institutions. We will measure ourselves against the premier group known as the Association of American Universities and against the Top American Research Universities as defined in the “Lombardi report.” We will set objectives that will move us up these ladders.

To become a truly global university, we will achieve greater success in world-wide education and outreach. If students come to UC and never have the chance to venture outside the United States, we are failing them miserably. Similarly, if we want our students to thrive in a global environment, we must be open and committed to attracting students from around the world. To educate tomorrow’s citizens, we must expand opportunities for global engagement in our curriculum.

In our role as a global university, we also commit ourselves to enhancing our diversity.

The Princeton Review has ranked us among America’s 20 most diverse campuses. But we can do better. We must maintain and improve our record on inclusiveness.

Concerns about the environment, the global climate and our carbon footprint are real.

In our role as a good citizen, UC will now count sustainability among our measures of success. We are proud to be part of the American College and University Presidents’ Climate Commitment. Named a “green university” by Princeton Review and the only public institution in Ohio to achieve that status, we have a great track record in the careful and responsible approach to our environment and resources. We will stay committed to this issue, not only because it is good for future generations, but because careful use of resources is important now.

We have made many great strides in recent years, but we must accelerate our advancement. We need focused, ambitious, achievable and measurable goals.

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Excellent health care and patient services represent much of who we are as a university.

Approximately half the university’s resources are applied to the excellent health care we provide, improving the quality of life and the general well-being of people everywhere. UC will create one of America’s great academic health centers, where new discoveries and research breakthroughs are developed and shared worldwide.

Our collective success will be measured by our ability to meet the goals set forth here. Our individual performances will be measured by the responsibility we take in contributing to collective success. The goals attached here offer a map of how we will move from a period of definition into a period of focus and achievement.

Vision We commit to the University of Cincinnati becoming a first-choice destination for students, patients, faculty and staff.

Excellence pervades our research, learning, campus, collaborations, opportunities, athletics, support, health care and diversity. We stand ready to accomplish a transformation that achieves prominence.

We will measure our success against the elite set of peers represented by the Association of American Universities and The Top American Research Universities.

We will prioritize and target our resources on those areas in which we excel.

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Mission The University of Cincinnati serves the people of Ohio, the nation, and the world as a premier, public, urban research university dedicated to undergraduate, graduate, and professional education, experience-based learning, and research. We are committed to excellence and diversity in our students, faculty, staff and all of our activities. We provide an inclusive environment where innovation and freedom of intellectual inquiry flourish. Through scholarship, service, partnerships, and leadership, we create opportunity, develop educated and engaged citizens, enhance the economy and enrich our University, city, state and global community.

UC2019

Accelerating Our Transformation

Core Principles All people benefit from the creation, understanding and dissemination of knowledge. That concept lies at the core of the University of Cincinnati’s mission and vision. The university’s mission is centered on people in a variety of manifestations. We are committed to:

Transforming lives through education of our students, preparing emerging generations for lives of ongoing discovery and full engagement as they shape an evolving world excellent health care we provide to all, building the quality of life and the general well-being of people everywhere economic development capacity based on a capable workforce of prepared and dedicated alumni marketable discoveries generated by innovative faculty, and unmatched intellectual resources service defined by quality and effectiveness, applying the benefits of knowledge to the betterment of all

Transforming education through continually improved quality of the academic enterprise, driven toward measurable outcomes and assessment a commitment to integrated academic experiences emphasizing purposeful student development, rich in contextual learning such as research, co-op, study abroad, industrial collaboratives, service learning, internships, practicum experiences, all leading to rigorous assessment aggressively inclusive pathways of access to affordable university programs and resources alignment with state initiatives to guarantee a return on public investment maintaining access to an increasingly diverse student population to cultivate future generations of scholars and researchers who will ensure our long-term competitiveness a rich campus life, including nationally competitive athletic programs and recreational sports

Transforming knowledge through ongoing discovery in an environment of intellectual freedom that promotes and rewards inquiry, analysis and the generation of new knowledge collaboration in various contexts to encourage the real-world application of ground-breaking innovation leveraging resources as a complex, comprehensive urban research university to fully support the acquisition, discovery and application of knowledge innovation in multidisciplinary collaborative education and research, leveraging UC’s relationships with the business, civic, cultural, educational, health care and professional communities composing our urban environment

3

Operational Principles In achieving its strategic goals, the University of Cincinnati will be guided by the following operational principles:

Learning The University of Cincinnati as a community is dedicated to learning and scholarship, and to creating an environment where freedom of inquiry and discourse may occur in a climate of inclusiveness and civility. Through experiential education and research, we will build rigorous learning experiences that will integrate theory and practice, produce a sense of contextual complexity and community engagement, and create learning that is exceptionally self-directed, integrative and transformational.

Discovery A university must be more than a repository of information or a conduit for transmitting information. A university must be a place where knowledge is created, where research, creativity and scholarship produce new ways of understanding and changing the world. Innovation and entrepreneurship are necessary for stimulating new ideas and for taking our research into the public domain. The university will pursue public and private support for innovation initiatives, and focus resources through an infrastructure designed to support innovation.

Community The University is committed to creating a vibrant campus community, while also participating fully with the people of our Uptown neighborhood, Greater Cincinnati, and beyond. The university’s understanding of community will be guided by open communication, personal safety, sustainable operations, responsible development, quality service, competitive and respected sports programs, willing partnership and a climate of inclusion.

Economy We recognize that this university exists through the generosity of many, the protection of our representative government, the will of Ohio’s taxpayers, and the support of our community. In order to achieve its goals, the University of Cincinnati must exercise responsibility by maintaining strong fiscal stewardship, achieving financial stability, creating opportunity for sustainable growth, and building real value for the citizens of our city and state.

4

UC2019

Accelerating Our Transformation

Sustainability In all operations, the University of Cincinnati will understand and respect the needs of future generations and the limits of natural systems within which humanity is necessarily embedded and dependent. Our careful and responsible approach to our environment and resources will ensure that they are sustainable over time.

Global Engagement The University of Cincinnati will realize its global influence through a genuinely international awareness and experience. We will identify, develop and integrate the knowledge and skills that each person needs in order to live successfully within our world-wide community and to contribute to human advancement in meaningful ways. Our students will understand and be able to succeed throughout the ever-evolving modern world.

Diversity The University of Cincinnati is committed to creating and maintaining a community that is broadly diverse and inclusive. In all aspects of university operations, the university will promote full participation and access without regard to race, ethnicity, gender, age, disability status, socioeconomic status, gender identity, sexual orientation, religion and regional or national origin.

Mission-Based Health Care The University of Cincinnati ensures that our region will have access to the highest-quality care. We will achieve medical advances and research breakthroughs that are only possible at a comprehensive research university. We are committed to innovation and discovery in medical care and knowledge.

Collaboration The University of Cincinnati must maintain vigorous collaborative engagement within our urban environment and throughout our global community. As a contributing citizen of the City of Cincinnati, the State of Ohio, the United States of America, and the global community, the University of Cincinnati will act as a willing partner for initiatives that advance the common good. In particular, the university will work with the State of Ohio to create a fully functional University System of Ohio, with the private sector to foster real-world experiences for students and faculty and with international resources to maintain a global perspective for all university endeavors.

5

Goals Guided by our Vision, Core Principles and Operating Principles the University of Cincinnati will achieve specific, objective and measurable goals. Our goals are aspirational and, where possible, connected to external benchmarks. We will monitor our progress through an annual report card, as well as a continually updated institutional dashboard.

While the UC2019 plan uses our bicentennial as both the compass and beacon for momentum, we will aim to achieve most of these goals within five years and will measure our success against the elite set of peers represented by the Association of American Universities and The Top American Research Universities. We will focus our resources on those areas where we can excel, particularly where we can help our students go farther, further, faster.

Learning Target

First-Year Retention Rate Six-Year Graduation Rate Articulation & Transfers from UC Regionals Transfers from Non-UC Colleges and Universities National Merit Scholars (Total Enrolled) National Merit Scholars (New) U.S. News Ranking SSI Measure (Overall Satisfaction) NSSE Measure – Freshmen NSSE Measure – Seniors Graduate Student Satisfaction Survey (Master’s) Graduate Student Satisfaction Survey (Doctoral) ACT Scores of Entering Class Academic Progress Rate E-Classrooms (% of Centrally Controlled Classrooms) Libraries (Number of Volumes) Libraries – National Ranking (ARL) Out of State Enrollment Wireless Coverage

Discovery

6

Total Research Funding Total Research Expenditures Total Research Expenditures – Rank Among Publics Federal Research Expenditures Federal Research Expenditures – Rank Among Publics Corporate Research Investment Number of Patent Applications Number of Patents Issued Number of Invention Disclosures National Academies Members Faculty Awards Doctoral Degrees Awarded Post-Doctoral Fellowships Awarded % of Undergraduate Students Involved in Research

90% 75% 1500 2,500 200 60 Top 100 5.55 53 54 95% 97% 27 1.000 100% 4 M 45 18% 100% Target $500 million $500 million 20 $350 million 20 $20 million 100 20 160 15 14 425 350 (forthcoming after semester conversion)

UC2019 Community

Accelerating Our Transformation

Target

MainStreet Visitors (TUC and CRC) Attendance at Campus Venues Students Participating in Volunteer Activities Participation in Fine Arts Fund Campaign* Participation in United Way/Community Shares Campaign* University Athletics Winning Percentage (Big East) % of FTE Students Taking Service Learning Courses

3,000,000 500,000 9000 10% 15% .575 (forthcoming after semester conversion)

*These two workplace giving efforts are included here because they are historically the two community- based fundraising programs monitored by the university.

Economy

Target

OBR Financial Health Composite Score Institutional Liquidity* Annual Giving Annual Giving – Rank Among Publics Overall Alumni Giving Participation Rate Faculty/Staff Campaign Participation Endowment Assets Endowment Assets – Rank Among Publics

3.4 25% of total expenditures and transfers $125 M 20 18% 50% $1.104 B 20

*The target for institutional liquidity is not tied to a five-year timeline. Institutional liquidity goals are based on Board policy enacted in 2006.

Sustainability

Target

Carbon Footprint (Total Metric Tons of Carbon)

Recycling as a Percentage of Waste Stream Grade – The College Sustainability Report Card Attendance at Sustainability Programming & Outreach

Global Engagement

Target

Number of Students Studying Abroad International Student Enrollment – Percentage % of FTE Students Taking Globally Engaged Courses

Diversity

Reduction 70% A- 15,870

1,500 8% (forthcoming after semester conversion) Target

See University Diversity Plan (In Process)

Mission-Based Health Care

Target

Metrics to be determined

Collaboration

Students Engaged in Internships and Co-ops Master Agreements with Companies

Target 6500 20

7

By Reference The University of Cincinnati is a diverse and multi-faceted institution with global reach and transformative power. In our efforts to achieve the goals outlined in this plan, the University of Cincinnati will adopt a number of strategies. The strategies necessary to achieve our goals are largely presented specifically in affiliated documents that will be incorporated into this plan by reference.

8

University Mission Statement www.uc.edu/about/ucfactsheet.html#mission

Statement of Just Community Principles www.uc.edu/justcommunity/Just_Community_prinicples.html

HLC/NCA Institutional Self-Study www.uc.edu/hlcaccreditation/

University System of Ohio Strategic Plan for Higher Education www.uso.edu/strategicplan/downloads/documents/strategicPlan/USOStrategicPlan.pdf

Catapult Plan for Athletics www.gobearcats.com/ot/catapult.html

UC Branding Standards www.uc.edu/ucomm/documents/UCBrandingStandards.pdf

American College & University Presidents’ Climate Commitment www.presidentsclimatecommitment.org/

Sustainability Plan www.uc.edu/af/sustainability/inventory%26action_plan.html

Case Statement of the Proudly Cincinnati Campaign www.uc.edu/proudlycincinnati/priorities/

Semester Task Force Report and Resources and data from eCurriculum www.uc.edu/conversion.html

Integrated Core Learning Vision www.uc.edu/icl/icl_vision/default.html

General Education Guidelines www.uc.edu/gened/documents/Semester_GenEd_Core_9-09.doc

University System of Ohio Centers of Excellence www.uc.edu/provost/documents/University_of_Cincinnati_USO_CoEx_Report_2009.pdf

UCit Strategic Plan www.uc.edu/ucit/documents/STPlan_09-10.pdf

Research Strategic Plan www.uc.edu/ucResearch/documents/Research_Strategic_Plan_2009.pdf

Emergency Operations Plan (and Annexes) www.uc.edu/pubsafety/emergency_services/Emergency_Prep.html

Diversity Plan In process

Five-Year Enrollment Plan In process

UC4518

UC2019

Accelerating Our Transformation REPORT CARD 2010

2006 2007 2008 2009 2010

LEARNING

Five Year Target

Change Since Most Recent Measure

Change Since Baseline Year*

First-Year Retention Rate 80% 82% 83% 85% 85% Six-Year Graduation Rate 52% 52% 55% 55% 56% Articulation and Transfer from UC Regional Campuses 559 658 654 774 862 Transfer Students from Non-UC Schools & Universities 1,349 1,288 1,550 1,720 1,771 Number of Merit Scholars (Total Enrolled) 89 117 113 120 135 Number of Merit Scholars (New) 39 29 44 23 45 U.S. News Ranking 139 148 149 146 156 SSI Measure (Overall Satisfaction) 4.82 5.08 5.24 NSSE Measure-Freshmen (All Categories Combined) 46.9 49.2 NSSE Measure-Seniors (All Categories Combined) 50.2 50.7 Graduate Student Satisfaction Survey (Masters Students - Overall Satisfaction) 91% 92% 92% 88% 90% Graduate Student Satisfaction Survey (Doctoral Students - Overall Satisfaction) 90% 92% 92% 93% 93% ACT Scores of Entering Class 24.0 24.1 24.8 24.8 25 University Athletics Academic Progress Rate (Single Year) 0.944 0.947 0.959 0.968 E-Classrooms - (% of Centrally Scheduled Rooms) 72% 72% 75% 75% 83% Libraries: Number of Volumes 3,209,337 3,418,599 3,631,658 3,715,957 Libraries: National Ranking (ARL) 49 58 72 71 Out -of -State Enrollment (Percentage) 16.2% 16.4% 16.3% 16.1% 16.8% Wireless Coverage (Estimated) 54% 56% 56% 56% 57% *Change Since Baseline Year is “Not Available” (NA) when data for 2010 is not yet available.

90% 75% 1500 2,500 200 60 Top 100 5.55 53 54 95% 97% 27 1.000 100% 4 M 45 18% 100%

0.0% 1.0% 11.4% 3.0% 12.5% 95.7% -10 3.1% 4.9% 1.0% 2.0% 0.0% 0.8% 0.9% 8.0% 2.3% 1 0.7% 1.0%

0.0% 1.0% 11.4% 3.0% 12.5% 95.7% -10 3.1% NA NA 2.0% 0.0% 0.8% NA 8.0% NA NA 0.7% 1.0%

YE A R AT A G L A N C E Rising Reputation – The new edition of U.S. News & World Report’s annual college guide lists the University of Cincinnati among its “Best National Universities” and continues to cite UC as an “up and comer.”While gathering data for the annual guide, U.S. News asked college administrators “to nominate institutions that they think have recently made the most promising and innovative changes in the areas of academics, faculty, student life, campus or facilities.” UC ranks 11th among this group of “up and comers.”

Record Enrollment, Record Quality – Projected enrollment for fall 2010 shows that UC will welcome its largest crowd of students in history, with more than 41,250 students expected. The first-year class also is slated to be the most academically prepared ever, with an average ACT of 25, higher average GPA, and a record 45 National Merit Scholars. Raymond Walters College and Clermont College are on target to break records, with enrollment at 5,000 at RWC and 4,000 at Clermont.

Increasing Satisfaction – The Student Satisfaction Inventory from 2010 compared to 2008 shows that UC student satisfaction increased in more than 50 percent of the categories measured – even parking, which is a challenge on any urban campus. The Office

Significant Progress Significant Progress Emerging Emerging

of Institutional Research found no statistically significant drops in student satisfaction from the last survey in 2008.

Graduation Numbers Up – The number of UC students applying for Commencement in June 2010 reached the highest level in two decades. The Office of Institutional Research reports that 4,728 degrees were awarded at the June 11-12th Commencement Weekend activities, including associate’s, baccalaureate, master’s, and doctoral and professional degrees. The Class of 2010 included Mostafa Ibrahim, an engineering major and Darwin Turner/ Cincinnatus scholarship recipient who was featured in a Time Magazine cover story in 2006.

He was selected for the article when he chose UC over Ivy League schools, including Harvard.

Ibrahim plans to attend Yale medical school in fall 2010.

UC Tops In Architect Survey – ARCHITECT magazine recently published its first-ever rankings guide to architecture schools, and – as with other architectural rankings – UC placed among the nation’s best. The architecture program at DAAP was rated in the nation’s top five in terms of delivering a “practice-based education.”

Assessment Strides – The Association of American Colleges and Universities, the

Progress Needed Progress Needed Baseline Year

leading national association concerned with the quality, vitality and public standing of undergraduate liberal education, showcased UC’s assessment efforts in an online publication this year. Recent UC assessment tools have found that employers who hire our UC students to co-op do see verifiable gains in students’ general education skills, including critical thinking, effective communication, knowledge integration and social responsibility.

Honors on the Rise – The University Honors Program is growing in both size and academic standing. The number of honors students has risen from 269 four years ago to 325 students. The average ACT of these students has risen from 28.2 to 31.4.

Learning Communities Rock – As of fall 2009, more than half of entering Uptown Campus baccalaureate students enroll in learning communities or other cohort-based learning experiences that allow them to establish an academic support network and friendships with other students taking the same classes during their first year of college. This represents a steady increase since 2002 from 16 percent to 51 percent of new students. Of students enrolled in learning communities for their first year, their retention rates are 10 percent higher, their GPAs are significantly higher, and they earn significantly more credit hours toward their degrees than non-learning community students with similar academic credentials.

UC2019

2006 2007 2008 2009 2010

DISCOVERY

Five Year Target

Total Research Funding $332,655,266 $333,502,261 $353,029,246 $377,865,075 $443,034,127 Total Research Expenditures $294,150,000 $336,717,000 $344,045,686 $356,752,000 Rank Among Publics 40 23 34 Federal Research Expenditures $201,742,000 $219,317,000 $221,186,244 $229,324,000 Rank Among Publics 28 18 25 Corporate Research Investment in UC $6,253,398 $8,726,966 $14,820,755 $12,563,034 $15,233,890 Number of Patent Applications 73 56 43 64 50 Number of Patents Issued 11 13 8 7 16 Number of Invention Disclosures 116 111 115 113 82 National Academies Members 6 7 8 8 9 Faculty Awards 12 7 5 Doctoral Degrees Awarded 268 259 316 241 276 Post-Doctoral Fellowships Awarded 276 288 277 % of Undergraduate Students Involved in Research (forthcoming after semester conversion) *Change Since Baseline Year is “Not Available” (NA) when data for 2010 is not yet available.

$500 million $500 million 20 $350 million 20 $20 million 100 20 160 15 14 425 350

YE A R AT A G L A N C E AAU Contender? – The Chronicle of Higher Education identified UC as a “research heavyweight”in its coverage of universities that can make a good case for membership in the invitation-only and elite Association of American Universities (AAU).

Record Setting Research – For Fiscal Year 2009, UC announced another record high in research funding with a total of $378 million, up $25 million over the prior year. Gains at the college level were achieved in particular by Engineering and Medicine. The College of Engineering increased its sponsored research from $30.5 million to $48 million. The College of Medicine increased its research holdings to $130 million.

Four UC Centers Of Excellence Named – Gov. Ted Strickland and the Ohio Board of Regents named UC in four of five rounds of Centers of Excellence announced so far for the state.

In the Advanced Energy center, UC’s Sustaining the Urban Environment Center will improve the health and wealth of Ohio’s urban dwellers through the development of technologies that promote the evolution of economically and environmentally sustainable urban regions. In the Biomedicine and Health Care center, UC’s neurosciences, environmental health and cancer, pediatrics, and diabetes and obesity programs will work to strengthen Ohio’s international reputation as a leader in bioscience research and development. UC’s Nanoscale Sensor Technology Center

Change Since Most Recent Measure

was named the only sensor center in the state of Ohio as part of the state’s Advanced Materials and Sensors Center of Excellence. The fourth center at UC, named in a ceremony on the Uptown campus, supports the state’s work in Advanced Transportation and Aerospace and includes UC’s intelligent air and space vehicle energy systems center.

NSF Streak in Chemistry – In the McMicken College of Arts & Sciences’chemistry department, every assistant professor hired from 1998 to 2008 has won a prestigious National Science Foundation (NSF) CAREER award. The consecutive string is based on an award that is intended for faculty members beginning their tenure-track careers. UC’s winners include: Anna Gudmundsdottir, William Connick, Theresa Reineke, James Mack II, Ruxandra Dima, Suri Iyer, Hairong Guan and George Stan. Guan and Stan are the most recent winners with awards announced in 2010.

Eminent Scholar in Aerospace – Gui-Rong Liu has been selected to serve as an Ohio Eminent Scholar in Aerospace Systems in the College of Engineering and Applied Science. The international expert in computational solid mechanics will join the faculty in fall 2010. The position was made possible with a Third Frontier and Ohio Board of Regents Ohio Eminent Scholar Award to attract world-class talent in areas of key economic development for the state.

Inventors Honored – UC launched a Cincinnati chapter of the National Academy of

17.2% 3.7% -11 3.7% -7 21.3% -21.9% 128.6% -27.4% 12.5% -28.6% 14.5% -3.8%

Accelerating Our Transformation REPORT CARD 2010

Change Since Significant Progress Significant Progress Baseline Year*

Emerging Emerging

17.2% NA NA NA NA 21.3% -21.9% 128.6% -27.4% 12.5% NA 14.5% NA

Progress Needed Progress Needed Baseline Year

Inventors, becoming one of five charter members. The academy recognizes inventors who have a patent issued from the U.S. Patent and Trademark Office, enhances the visibility of technology and academic innovation, encourages the disclosure of intellectual property, educates and mentors innovative students, and encourages inventions to benefit society. UC inducted 123 patent-holding faculty into the academy this year.

White House Recognition of Pianist – A member of the piano faculty at the CollegeConservatory of Music, Awadagin Pratt, performed at the White House as part of “A Celebration of Classical Music,”hosted by First Lady Michelle Obama. More than 100 middle-school and high-school students attended the day of music, participating in workshops and performances with guest artists.

First in the State – Professor Emeritus of Engineering William Vanooij and his colleagues at ECOSIL Technologies LLC of Fairfield, Ohio, won the first Ohio Patent Award from the Ohio Academy of Science in recognition of a patented method of treating metal to bond better with rubber. The award, co-sponsored by the Ohio State Bar Association Intellectual Property Law Section, also recognizes ECOSIL’s attorney, Martin J. Miller. The invention uses silanes – a class of chemicals that contains the element silicon – as a coupling agent to bond two otherwise nonbonding and incompatible surfaces. Cooper Tire & Rubber in Findlay, Ohio, has successfully tested the chemical on the steel cords in their tire belts to improve the performance of radial tires.

UC2019

2006 2007 2008 2009 2010

COMMUNIty

Five Year Target

Change Since Most Recent Measure

Accelerating Our Transformation REPORT CARD 2010

Change Since Significant Progress Significant Progress Baseline Year*

Emerging Emerging

Number of Mainstreet Visitors (TUC and CRC) 1,740,000 1,930,000 2,100,000 2,144,138 1,979,855 3,000,000 -7.7% -7.7% Down Arrow Down Arrow Progress Needed Progress Needed Attendance at Venues on Campus, including CCM, Nippert Stadium, and Fifth Third Arena NA 367,383 408,979 402,768 420,283 500,000 4.3% 4.3% Up Arrow Baseline Up Arrow Year Students Participating in Volunteer Activities NA 4,529 5,986 6,487 7,979 9000 23.0% 23.0% Up Arrow Up Arrow Participation in Fine Arts Fund Campaign** 6.8% 5.6% 6.2% 6.8% 6.7% 10% -0.1% -0.1% Participation in United Way/Community Shares Campaign** 13.7% 10.5% 11.5% 11.9% 15% 0.4% NA University Athletics Winning Percentage (Big East Only) 0.461 0.428 0.464 0.518 0.420 .575 -18.9% -18.9% Down Arrow Down Arrow % of FTE Students Taking Service Learning Courses (forthcoming after semester conversion) *Change Since Baseline Year is “Not Available” (NA) when data for 2010 is not yet available. **These two workplace giving efforts are included here because they are historically the two community-based fundraising programs monitored by the university.

YE A R AT A G L A N C E Recognition for Beautiful Campus – Forbes named UC one of the world’s most beautiful college campuses. Others making the list compiled by the magazine included Oxford University (England), Princeton, Stanford, Yale and the University of Virginia. Forbes stated: “Architecture students at UC need only step outside the classroom to observe some of the more cunning modern architecture of their day. Kevin Lippert, publisher of the Princeton Architectural Press, says the school has positioned itself for the 21st century with a wholly renovated campus.”

Back-to-Back Champs – The Bearcat football team attracted 30,000 fans to New Orleans as the Bearcats, winners of back-to-back Big East championships, competed in the Allstate Sugar Bowl. The team’s relationship with 11-year-old cancer patient, Mitch Stone, the son of two UC alumni, Dee and Anthony Stone, touched the hearts of thousands across the region and was chronicled in a New York Times article.

Service Learning Boom – UC’s Service-Learning initiative has grown to a total of 182 courses in 2009-10, a 300 percent increase over the past two years.

New Life for Old Plant – Batavia Township trustees cleared the way for UC to begin classes at the old Ford plant beginning this fall. The trustees unanimously approved zoning plans for UC to use an 18-acre portion of the 230-acre site of the old Ford plant. UC Clermont College will occupy the first floor of the building, offering allied health classes. The second

floor will be occupied by the colleges of Nursing and Allied Health Sciences, offering classes from their programs.

Finding the Way – The installment of Uptown directional signage resulted from a collaboration among the City of Cincinnati, Uptown Consortium and the University of Cincinnati.

Uptown Consortium will manage and maintain the wayfinding system.

Mascot of the Year – UC’s Bearcat won the Top Mascot of the Year title in a competition sponsored by Capital One. Millions of votes were cast during the competition, with the winner announced during halftime of the January 1 Capital One Bowl Game.

Crime Reduction – Criminal activity declined at UC in 2009, according to crime statistics, continuing a trend that shows a dramatic reduction in crime over the last 12 years. The data also showed that UC compares very favorably with other large, urban research-intensive universities around the nation. Figures compiled by UC Public Safety show that on-campus crime decreased by 13 percent in 2009 compared to 2008. Over the same period, off-campus total crime decreased by 5 percent. Over the last 12 years, campus crime has dropped nearly by half.

Report Card on the Region – The UC/United Way Community Research Collaborative developed regional benchmarking metrics for Agenda 360 and Vision 2015. The metrics will be released in late September 2010.

Uptown Crossings – Towne Properties, Al. Neyer, Inc. and Cassidy Turley have joined forces to enhance the development potential for the Uptown Crossings project between Calhoun and McMillan streets across the street from the Uptown campus.

Activity on Short Vine – Plans for University Plaza development on the south end of Short Vine have been completed with construction expected to begin in winter 2010-2011.

The Uptown Consortium partnered with Keep Cincinnati Beautiful to launch a Storefront Art Program along Short Vine. Recycled materials will be made into art installations in approximately six vacant storefronts. DAAP students will be engaged as volunteers. In addition, a leasing consultant was hired to develop a leasing and branding strategy and to attract new tenants to Short Vine. The Consortium also worked with the Short Vine Business Association and UC Athletics to produce street parties on Short Vine during home games in fall 2010.

Clermont Cougars – The Clermont College Cougars men’s and women’s basketball teams earned bids to the USCAA National Tournament in Uniontown, Pa. Both teams finished in third place. Jose Narvaez, forward, was named to the First Team Division 2 All-American Team and Kraig Unger, guard, earned Honorable Mention Division 2 All-American. Guards Dawn Rapp and Sarah Stratman were named to the All-Academic Team.

New and Improved Portal – UC launched a new, user-friendly web site for community and business organizations to gain access to UC resources and partners.

UC2019

2006 2007 2008 2009 2010

ECONOMY

Five Year Target

Trademarks, Licensing Income at Record Level – The sale of university-branded apparel has earned the highest licensing income amount ever in UC’s history – nearly $782,000, up 52 percent from last year. In 2009-10, UC posted its most profitable year ever for licensing income from the sale of UC-branded apparel. Overall, this most-recent year of income earnings is 46 percent higher than the average over the past 10 years. Rising enrollment and sports success contribute to these earnings, but they are also the result of strategic planning with key licensees, according to Marty Ludwig, director of Trademarks and Licensing at UC. Balancing the Budget – For the university’s FY 2011 Budget, an overall reduction of 8 percent was taken to stave off a $19.9 million shortfall.

Proudly Cincinnati – UC’s $1 billion major campaign stands at $686,786,261 as of July 31, 2010. Major gifts during FY 2010 included a multi-million commitment from Western & Southern to benefit the Cancer Consortium, a $1 million gift from the Kim and Gary Heiman Family Foundation to benefit Judaic Studies, a multi-million dollar commitment and external challenge by Larry Sheakley to help build the Jefferson Avenue Sports Complex, and a $1 million bequest from Brian Rowe for the College of Engineering and Applied Science.

Change Since Significant Progress Significant Progress Baseline Year*

0.8 4.9% 0.5% 6.7% -19 0.4% 5.5% 6.1% -1

0.8 Up Arrow Up Arrow Progress Needed Progress Needed 4.9% 0.5% Baseline Year 6.7% Up Arrow Up Arrow NA Down Arrow Up Arrow 0.4% 5.5% Up Arrow Up Arrow 6.1% Up Arrow Down Arrow NA

Faculty/Staff Campaign – The 2010 Faculty-Staff Campaign generated a recordbreaking 3,309 donors, with the highest participation rate since the campaign’s inception (32.5 percent). In all, $4.6 million was raised.

Pennies of Pride – The Student Government, in conjunction with the UC Foundation, launched a Proudly Pennies initiative in January 2010, introducing a creative new concept for involving students and the entire community in Proudly Cincinnati. This student-led campaign has raised $94,783.59 (almost 9.5 million pennies) toward its goal of $10 million (1 billion pennies). The initiative also is increasing student awareness of the impact and need for private support at UC and provides real-life exposure to the importance of philanthropy and stewardship. $5 Million Grant Funds Renovations – A National Institutes of Health (NIH) grant totaling nearly $5 million is funding extensive renovations of the College of Medicine’s Department of Environmental Health. Funding will be used to renovate the Kettering Laboratory research complex, located on the Academic Health Center campus. The 93,000-squarefoot facility has four wings, with the oldest dating back to 1949. Renovations will continue through 2014.

Stimulus Funds Boost Research – The National Institutes of Health awarded $8 million in stimulus funds for the Familial Intracranial Aneurysm II study, a collaborative research effort of investigators from multiple institutions. The study, with UC serving as the coordinating center, examines genetic and other environmental risk factors for intracranial aneurysm in the hope of identifying how aneurysms develop and applying that knowledge to improve screening, diagnosis and prevention.

Premier Research Training – The National Institute of Environmental Health Sciences awarded $2.5 million to the UC College of Medicine to continue a comprehensive

REPORT CARD 2010

Change Since Most Recent Measure

OBR Financial Health Composite Score*** 2.6 2.8 2.5 2.3 3.1** 3.4 Institutional Liquidity**** (As % of Total Expenditures and Transfers) 11.2% 18.4% 23.3% 25.0% Annual Giving (CASE) $101,803,163 $100,411,406 $214,851,310 $103,899,213 $104,425,962 $125 million Annual Giving (CAE) $70,706,000 $69,486,347 $160,124,169 $89,726,964 $95,737,064 Rank Among Publics 44 51 20 39 20 Overall Alumni Giving Participation Rate 8.5% 8.7% 9.6% 10.8% 11.2% 18% Faculty/Staff Campaign Participation 21.0% 22.0% 22.0% 27.0% 32.5% 50% Endowment Assets $1,101,100,000 $1,185,400,000 $1,099,104,693 $832,900,000 $883,700,000 $1.104 billion Endowment Assets Rank Among Publics 18 22 23 24 20 *Change Since Baseline Year is “Not Available” (NA) when data for 2010 is not yet available. **This 2010 figure is based on an unaudited projection. ***The Ohio Board of Regents’ Financial Health Composite Score is based on a scale of 0-5; fiscal watch after two consecutive years of 1.75 or lower. ****The target for institutional liquidity is not tied to a five-year timeline. Institutional liquidity goals are based on Board policy enacted in 2006.

YE A R AT A G L A N C E

Accelerating Our Transformation

Emerging Emerging

training program for environmental and cancer researchers. The five-year grant, in its 21st consecutive year of funding, provides support to eight doctoral candidates and four postdoctoral trainees annually. Since its inception, the grant has provided support for over 100 students who have gone on to careers in academia, government and industry.

Third Frontier Success – Ohio voters approved Issue One, renewing bonds for the Third Frontier in support of economic development and research. The College of Engineering’s Jason Heikenfeld won a $3 million Third Frontier Award for The Ohio Center for Microfluidic Innovation (OCMI). The center’s team anticipates that it will jumpstart a surrounding industrial cluster in Southwest Ohio spanning advanced materials sales, device production and product integration. They forecast a near-term impact of more than 50 new Ohio jobs created, with the longer term opportunity of $1.1 billion in Ohio revenue and more than 1,000 sustainable jobs. General Nano, a company co-founded by UC’s Vesselin Shanov and Mark Schulz, along with industry colleague Joseph Spengard, received a $2 million Third Frontier award for the manufacture of carbon nanotube “yarn” for the aerospace and defense industries. Another $1.1 million in Third Frontier funds went to Yellow Springs-based YSI Inc., Riehl Engineering and the university, including chemistry professor William Heineman, to produce an advanced nutrient sensor to monitor environmental waters for nitrate, a major pollutant associated with wastewaters and agricultural runoffs.

Athletics Record-Makers – UCATS surpassed the 5,000 member mark, up from less than 2,000 members in 2005-06. In addition, the UC football season ticket revenues have exceeded the $5 million mark for the first time in school history.

UC2019

2006 2007 2008 2009 2010

Sustainability Carbon Footprint (Total Metric Tons of Carbon) 358,947 Recycling as a Percentage of Waste Stream 60% NA NA Grade - The College Sustainability Report Card NA C- C+ B- B+ Attendance at Sustainability Programming and Outreach 12,435 *Change Since Baseline Year is “Not Available” (NA) when data for 2010 is not yet available.

YE A R AT A G L A N C E UC Makes “Green” List – Princeton Review named UC among the nation’s top “green” universities in its first-ever list of schools leading in environmental practices and in preparing the next generation of green professionals. UC was the only public university in Ohio to make the list and the only university in the Greater Cincinnati region to do so. In the green highlights published specifically about UC, Princeton Review praised the university for incorporating sustainability throughout university operations and classrooms, studying and conducting research on sustainability issues in an urban context, and having buildings that meet LEED (Leadership in Energy and Environmental Design) standards.

Bike Share Program Launched – On Earth Day this year, UC rolled out the region’s

YE A R AT A G L A N C E Five Fulbrights – Five of UC’s best and brightest students will travel abroad during the 2010-11 academic year to teach or conduct research as recipients of prestigious Fulbright Scholarships. Four UC students and one new graduate received Fulbright U.S. Student Program Scholarship awards for academic year 2010-11. This year’s student recipients will study in Albania, Austria, Germany and Iceland.

International Leader – According to an annual survey involving students at 123 universities around the world, UC ranks among the best in the eyes of international students. The

REPORT CARD 2010

Change Since Change Since Significant Progress Significant Progress Most Recent Measure Baseline Year*

Emerging Emerging Reduction Progress Needed Progress Needed 70% A- Baseline Year 15,870

only bike-share program for faculty, staff and students. The program works just like checking out a book at the library. The campus community borrows bikes to use on or off campus.

During the program’s first three months, there were more than 558 uses of the 30 bikes in the fleet. The primary hub for bike-borrowing is the Campus Recreation Center.

First Gold for LEED Certification – UC earned its first gold-level LEED certification, emblematic of excellence in environmentally-friendly building practices, for the Center for Academic and Research Excellence (CARE)/Crawley Building on the Academic Health Center campus. The Center opened in September 2008 and is UC’s fifth LEED-certified building.

Saving Energy And Millions – Overall, in the last five years, the university has avoided about $13 million in energy costs, thanks to conservation and other efforts. A four-million-gallon thermal-energy storage tank, being constructed under the new Jefferson Avenue Sports Complex, will chill water via electricity at night, when unit costs for electricity are less expensive, for reuse in the heat of the day when the chilled water provides cooling for campus buildings. The project – to cost about $5 million – will save the university between $400,000 to $500,000 per year.

Re-Use Market – At the end of each spring quarter, UC students moving out of the residence halls and local housing hold a re-use free market to recycle and provide no-longerneeded furniture, clothing, electronics and household items to fellow-students and members of the community who can use them. During 2009-10, an estimated 1.3 tons was saved from landfills at the Re-Use Market.

2006 2007 2008 2009 2010

global engagement Students Studying Abroad 844 International Student Enrollment — Percentage 5.3% % of FTE Students Taking Globally Engaged Courses ( forthcoming after semester conversion) *Change Since Baseline Year is “Not Available” (NA) when data for 2010 is not yet available.

Five Year Target

Accelerating Our Transformation

Five Year Target

Change Since Change Since Significant Progress Most Recent Measure Baseline Year*

Emerging

874 831 836 1,500 0.6% NA Down Arrow Down Arrow Progress Needed 5.3% 5.0% 5.0% 8% 0.1% NA Sideways Arrow Sideways Arrow

Baseline Year

broad-ranging survey shows that UC ranks in the top 10 in 32 different categories.

Partnership with Iraqi Universities – As part of a new educational linkage program, UC stands among only a handful of American universities to forge new partnerships to help Iraqi universities. A five-person delegation from UC went to Iraq in June as the U.S. State Department launched a new university linkage program that provides technical and educational support for college programs serving undergraduate students in Iraq. UC is only one of five U.S. institutions selected for the three-year partnership serving five Iraqi institutions.

Preparing for the World Cup – The city of Recife in Brazil will be one of that country’s host cities for the prestigious World Cup in soccer in 2014. To prepare for that international event and to make long-term improvements to the metropolis first founded in the 1500s, the city is exploring investment in a redevelopment plan devised with the assistance of UC planning students and faculty.

Road to Cairo – Study abroad opportunities in the Middle East have expanded with UC’s membership in the AMIDEAST Academic Consortium. The first UC student to take advantage of that relationship was senior Ann Royse, who headed off to study in Cairo, Egypt in early 2010.

UC2019

2006 2007 2008 2009

DIVERSITY

Change Since Most Recent Measure

Accelerating Our Transformation REPORT CARD 2010

Significant Progress Significant Progress Gen-1 House Earns Attention – UC’s Gen-1 House – a living-andEmerging learning residence to support first-generation freshmen from economically Emerging Needed disadvantaged backgrounds – was one of onlyProgress three “exceptional initiatives” in the Progress Needed Midwest to be honored with the first CollegeKeys Compact Innovation Awards.

The award was presented at the 2010 College Board Midwestern Regional Forum in February. The Gen-1 House also received national attention from NBC Nightly News, New York Times, USA TODAY and other news media.

YE A R AT A G L A N C E Change Since Baseline Year*

Female Student Headcount 19,363 19,839 20,195 21,571 6.8% NA % Female Students 54.5% 54.3% 54.5% 54.4% -0.1% NA Male Student Headcount 16,164 16,679 16,877 18,096 7.2% NA % Male Students 45.5% 45.7% 45.5% 45.6% 0.1% NA American Indian Student Headcount 113 129 113 111 -1.8% NA % American Indian Students 0.3% 0.4% 0.3% 0.3% 0.0% NA African American Student Headcount 3,858 3,745 3,726 3,818 2.5% NA LGBTQ Coordinator – UC has funded and is in the process of hiring a full% African American Students 10.9% 10.3% 10.1% 9.6% -0.5% NA time staff member to oversee the university’s programming and outreach to the Asian Student Headcount 974 1,027 1,032 1,192 15.5% NA lesbian, gay, bisexual, transgender and questioning community. % Asian Students 2.7% 2.8% 2.8% 3.0% 0.2% NA Hispanic Student Headcount 523 553 570 664 16.5% NA Parker Memorialized – UC and community donors raised over $100,000 % Hispanic Students 1.5% 1.5% 1.5% 1.7% 0.2% NA to establish the Linda Bates Parker Scholarship, in memory of a 1970 African White Student Headcount 25,613 26,475 27,206 29,212 7.4% NA American alumnus of the McMicken College of Arts & Sciences who led UC’s Career % White Students 72.1% 72.5% 73.4% 73.6% 0.2% NA Development Center for 22 years before her death on Dec. 10, 2009. Bates Parker Non-Resident Alien Student Headcount 1,885 1,930 1,867 1,938 3.8% NA worked at UC for 39 years and dedicated herself for nearly 45 years to empowering 5.3% % Non-Resident Alien Students 5.3% 5.0% 4.9% -0.1% NA others. She helped develop some of UC’s first distance-learning courses and taught Race/Ethnicity Unknown Student Headcount 2,561 2,659 2,558 2,711 6.0% NA a course on managing diversity in the workplace. The new scholarship will benefit % Race/Ethnicity Unknown Students 7.2% 7.3% 6.9% 6.8% -0.1% NA students from Cincinnati’s West End. Minority Student Headcount 5,468 5,454 5,441 5,785 6.3% NA % Minority Students 15.4% 14.9% 14.7% 14.6% -0.1% NA Veteran-Friendly University – For the second year in a row, the University Multi-Racial Student Headcount 19 NA of Cincinnati was highlighted among 15 percent of the nation’s higher educational % Multi-Racial Students 0.05% NA institutions for embracing the nation’s veterans as students. G.I. Jobs, published by Native Hawaiian or Other Pacific Islander Headcount 2 NA a veteran-owned business, placed UC on its 2011 list of military friendly schools. % Native Hawaiian or Other Pacific Islander Headcount 0.01% NA

Full Time Faculty Female Headcount 889 907 927 931 0.4% NA Full Time Faculty % Female 37.9% 38.5% 40.0% 40.7% 0.7% NA Full Time Faculty Male Headcount 1,459 1,450 1,390 1,357 -2.4% NA Full Time Faculty % Male 62.1% 61.5% 60.0% 59.3% -0.7% NA Full Time Faculty American Indian Headcount 6 9 9 8 -11.1% NA Full Time Faculty % American Indian 0.3% 0.4% 0.4% 0.3% -0.1% NA Full Time Faculty African American Headcount 91 96 87 82 -5.7% NA Full Time Faculty % African American 3.9% 4.1% 3.8% 3.6% -0.2% NA Full Time Faculty Asian Headcount 233 251 226 234 3.5% NA Full Time Faculty % Asian 9.9% 10.6% 9.8% 10.2% 0.4% NA Full Time Faculty Hispanic Headcount 44 41 40 45 12.5% NA Full Time Faculty % Hispanic 1.9% 1.7% 1.7% 2.0% 0.3% NA Full Time Faculty Multi-Racial Headcount Full Time Faculty % Multi-Racial *Change Since Baseline Year is “Not Available” (NA) when data for 2010 is not yet available.

UC2019

2006 2007 2008 2009

DIVERSITY

Change Since Most Recent Measure

Full Time Faculty Native Hawaiian or Pacific Islander Headcount Full Time Faculty % Native Hawaiian or Pacific Islander Headcount Full Time Faculty White Headcount 1,773 1,746 1,675 Full Time Faculty % White 75.5% 74.1% 72.3% Full Time Faculty Non-Resident Alien Headcount 103 95 86 Full Time Faculty % Non-Resident Alien 4.4% 4.0% 3.7% Full Time Faculty Race/Ethnicity Unknown Headcount 98 119 194 Full Time Faculty % Race/Ethnicity Unknown 4.2% 5.0% 8.4% Full Time Faculty Minority Headcount 374 397 362 Full Time Faculty % Minority 15.9% 16.8% 15.6%

2 0.1% 1,685 0.6% 73.6% 1.3% 102 18.6% 4.5% 0.8% 130 -33.0% 5.7% -2.7% 371 2.5% 16.2% 0.6%

Full Time Staff Female Headcount 2,110 1,968 1,981 Full Time Staff % Female 56.7% 55.9% 56.4% Full Time Staff Male Headcount 1,612 1,550 1,534 Full Time Staff % Male 43.3% 44.1% 43.6% Full Time Staff American Indian Headcount 16 16 12 Full Time Staff % American Indian 0.4% 0.5% 0.3% Full Time Staff African American Headcount 725 669 623 Full Time Staff % African American 19.5% 19.0% 17.7% Full Time Staff Asian Headcount 105 120 102 Full Time Staff % Asian 2.8% 3.4% 2.9% Full Time Staff Hispanic Headcount 21 19 19 Full Time Staff % Hispanic 0.6% 0.5% 0.5% Full Time Staff Multi-Racial Headcount Full Time Staff % Multi-Racial Full Time Staff Native Hawaiian or Pacific Islander Headcount Full Time Staff % Native Hawaiian or Pacific Islander Full Time Staff White Headcount 2,646 2,483 2,388 Full Time Staff % White 71.1% 70.6% 67.9% Full Time Staff Non-Resident Alien Headcount 86 75 66 Full Time Staff % Non-Resident Alien 2.3% 2.1% 1.9% Full Time Staff Race/Ethnicity Unknown Headcount 123 136 305 Full Time Staff % Race/Ethnicity Unknown 3.3% 3.9% 8.7% Full Time Staff Minority Headcount 867 824 756 Full Time Staff % Minority 23.3% 23.4% 21.5% *Change Since Baseline Year is “Not Available” (NA) when data for 2010 is not yet available.

1,959 -1.1% 55.7% -0.6% 1,555 1.4% 44.3% 0.6% 11 -8.3% 0.3% 0.0% 618 -0.8% 17.6% -0.1% 103 1.0% 2.9% 0.0% 25 31.6% 0.7% 0.2% 2 0.1% 4 0.1% 2,514 5.3% 71.5% 3.6% 84 27.3% 2.4% 0.5% 153 -49.8% 4.4% -4.3% 763 0.9% 21.7% 0.2%

Accelerating Our Transformation REPORT CARD 2010

Change Since Baseline Year* Significant Progress

Emerging NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA

NA NA NA NA NA NA NA NA

Progress Needed

UC2019

2006 2007 2008 2009 2010

MISSION-BASED HEALTH CARE

Five Year Target

Metrics to be determined * *Change Since Baseline Year is “Not Available” (NA) when data for 2010 is not yet available.

YE A R\ AT A G L A N C E

UC Health Transition – UC’s Board of Trustees approved an agreement in principle for the structure of the newly forming UC Health system, which is replacing the Health Alliance.

Earlier in the year, UC successfully concluded mediation talks to allow the Jewish Health System and Fort Hamilton Hospital and Healthcare Corporation to exit from the alliance.

UC Health includes University Hospital, West Chester Hospital, UC Physicians and others in affiliation with UC’s Academic Health Center.

Surgery, Stenting Equally Effective – A major study of people at risk for stroke, conducted in part at the UC Neuroscience Institute, shows that two medical procedures designed to prevent future strokes are safe and effective overall. Physicians will now have more options in tailoring treatments for their patients at risk for stroke. In the trial of 2,502 participants, carotid endarterectomy (CEA), a surgical procedure to clear blocked blood flow

YE A R AT A G L A N C E State Funding For Co-op – The Ohio State House and Senate agreed to provide $100 million in funding for co-operative education across the state, with many people at UC supporting this effort and working to make it happen. The funding will come from casino licensure fees.

Hub of Innovation – With UC programs in design and marketing playing a key role, Ohio Gov. Ted Strickland announced the designation of a Cincinnati “Consumer Marketing Hub of Innovation and Opportunity” for the state. The hub brings together the Cincinnati USA Regional Chamber, Procter & Gamble, Kroger Company, UC, Macy’s and many other companies to strengthen Cincinnati’s already-strong reputation in the consumer marketing industry and to create even more job opportunities in this area. The hub has a goal of creating

REPORT CARD 2010

Change Since Change Since Significant Progress Most Recent Measure Baseline Year*

Emerging

Progress Needed Baseline Year

and considered the gold standard in preventive treatment, was compared to carotid artery stenting (CAS), a newer and less invasive procedure that involves threading a stent and expanding a small protective device in the artery to widen the blocked area and capture any dislodged plaque. The study appeared in the online edition of the New England Journal of Medicine. It was one of the largest randomized stroke prevention trials ever.

UC Prof Heads Salt Study – Professor of Medicine Jane Henney chaired a committee that wrote the recent national report finding “the vast majority of the U.S. population is consuming sodium levels that are simply too high to be safe.” The study received widespread coverage in the news media, including the New York Times.

Blood Test Identified for LAM – Researchers at UC and Cincinnati Children’s Hospital Medical Center have found that a certain blood test can successfully identify lymphangio-

2006 2007 2008 2009 2010

COLLABORATION Students Engaged in Internships and Co-ops 4,386 Master Agreements with Companies NA *Change Since Baseline Year is “Not Available” (NA) when data for 2010 is not yet available.

Accelerating Our Transformation

5,043 NA

5,336 NA

leiomyomatosis (LAM) in some patients, eliminating the need for surgical lung biopsy to make a diagnosis.The findings were published in the journal CHEST. LAM is a rare but serious lung disease that affects women, causing shortness of breath and lung collapse, called a pneumothorax.

School-Day Environmental Exposures – UC environmental health experts have partnered with the Cincinnati Health Department and Cincinnati Public Schools to address environmental links to a problem that affects up to 24 percent of school-age children in Cincinnati: asthma. Patrick Ryan, PhD, leads this community-based research project to examine how idling buses and traffic near schools impacts the health of children. His team hypothesizes that levels of traffic-related particles are significantly elevated on school grounds when compared with ambient community levels due to the proximity of school buses and major roads.

Five Year Target

5,483 NA 12

200,000 new jobs by 2020.

Ohio Master Agreement – Using UC’s five-year-old master agreement with Procter & Gamble as a model, the state of Ohio completed a statewide master agreement for P&G and all of Ohio’s 14 public universities. UC’s master agreement with P&G led to an eight-fold increase in research spending at UC, according to P&G. The state hopes the new statewide agreement is the first of many to follow with other major businesses.

UN Haiti Response – Data from the United Nations and other sources were organized into an open information network to support relief and rebuilding in response to the Haiti earthquake. UC scientists in the McMicken College of Arts & Sciences, led by assistant professor of geography Richard Beck, set up and hosted two servers, one for the development of

Significant Progress

Change Since Change Since Most Recent Measure Baseline Year* Emerging

6,500 2.8% NA #VALUE! #VALUE! Progress Needed 20

Baseline Year

the UN’s disaster web site and one to allow UN researchers to exchange satellite data for a satellite feed to Port-au-Prince.

Landmark Ohio Law Rooted in UC Students’ Work – A model innocence reform bill for the nation, signed into law in the state of Ohio this year, had its roots in the work of nine UC College of Law students. The Ohio Innocence Project (OIP), over its seven-year existence, has secured the freedom of eight innocent men who were wrongfully convicted.

The new law will make Ohio a national leader in the implementation of best practices to prevent the possibility of wrongful convictions. For example, among the new provisions, are a requirement for the preservation of DNA evidence in all cases of serious crime, such as homicide and sexual assault, and a requirement for police lineups and eyewitness photo ID procedures to be conducted in double-blind fashion.

UC2019

UC BY THE NUMBERS

Accelerating Our Transformation REPORT CARD 2010

www.uc.edu/reportcard

ENROLLMENT (Projected September 2010) 41,250 (up 4.0% from Fall 2009) PROGRAMS OF STUDY (2010) First Professional (MD, JD, etc.) 4 Doctoral (PhD, DSc, etc.) 67 Master’s (MA, MS, MBA, etc.) 85 Bachelor’s (BS, BA, BSW, etc.) 103 Associate (AA, AAS, AGS, etc.) 49 LIBRARIES UC Libraries holds 3.7 million books, journals and other materials PERSONNEL (June 2010) 2,654 Faculty Full Time 3,229 Faculty Part Time 3,525 Staff Full Time 438 Staff Part Time 9,846 Total (Without Students) 6,531 Student Workers and Graduate Assistants 16,377 Grand Total ENDOWMENT (June 2010) $883.7 Million EXTERNAL GRANTS AND CONTRACTS (2009) $377.9 Million (including affiliates) LAND AND BUILDINGS Acreage 473 Gross Square Footage 13,453,824 Buildings 117

Acknowledgments Institutional Research Office of the President University Relations Creative Services (UC4518)

Academic Master Plan: Phase 1 A component of

UC2019

Accelerating Our Transformation

March 2011 Dear University Community: This document presents phase 1 of the University of Cincinnati (UC) Academic Master Plan (AMP), one component of the university’s strategic plan, UC2019 Accelerating Our Transformation, that was launched by President Gregory Williams at his investiture in September 2010. Our work to this point is intended to be visionary, seeking to understand and preserve the best of the University’s past while also imagining new possibilities. It integrates the work of a host of University leaders and stakeholders to answer one overarching and recurring question: How can we be even greater in 2019 and meet the goals of UC2019 ?

With UC2019 , President Williams unveiled a plan for UC’s future that commits and inspires all of us to transform lives, education, and knowledge — our Core Principles — and to do so, moreover, in multiple settings: our home colleges, the wider university community, our state, our nation, the world. The UC2019 document is guided by the following Vision statement: We commit to the University of Cincinnati becoming a first-choice destination for students, patients, faculty and staff. Excellence pervades our research, learning, campus, collaborations, opportunities, athletics, support, health care and diversity. We stand ready to accomplish a transformation that achieves prominence.

Santa J. Ono Senior Vice President and Provost for Academic Affairs

We will measure our success against the elite set of peers represented by the

Association of American Universities and The Top American Research Universities.

We will prioritize and target our resources on those areas in which we excel.

In addition, the plan’s nine operational principles set out goals and expectations that can guide all of our academic work within UC2019 . Further points of intersection within the network of these nine principles can serve as mutually reinforcing structures to produce the synergies that propel us forward even during a constrained resource environment.

We believe, as President Williams does, in the transformative power of education. Under the leadership of President Williams I then set in motion a two-phase process to implement an academic plan within UC2019 . The first phase brought together four working groups — students, staff, and faculty, as well as deans and other administrators — to help define what we mean by transforming lives, to fashion an image of the University of Cincinnati at its best in 2019, and to plot a course that will get us there. These working groups were composed of a diverse mix of campus leaders, constituted both horizontally (across the University) and vertically (within colleges) in order to get the broadest and most representative set of voices and perspectives on UC’s ambitions, concerns, barriers, strengths, and resources.

This Plan proposes to imagine through the visioning work (phase 1) — and then to make real through an action plan (phase2) — our academic endeavors under UC2019 . The Plan’s second phase, accordingly, will include a business plan to bring that UC2019 vision into being. In addition, special reports from the following initiatives will also need to be integrated into a final version of the Academic Master Plan: the five-year diversity plan, the report of the blue-ribbon committee on academic information technology, the distance learning report, and the report on the University Honors Program.

As we look forward towards the President’s vision for UC’s future, we can also look back towards those indications of our success that already exist. As a top 25 public research university, we have recently been labeled a “research heavyweight” by the Chronicle of Higher Education and named one of the world’s most beautiful campuses by Forbes. We have been

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pointed out as a model of a green university, a diverse one, a veteran-friendly one, and along the way (while serving a student population that now stands at over 40,000), we have become one of the region’s largest employers. US News ranks UC not only as one of the Best National Universities but also as an “Up and Comer” by reason of “promising and innovative change” across academics, student and faculty life, and facilities.

All these are justifiable points of pride for our administrators and staff, our students, faculty, and alumni. But as President Williams has pointed out, while we should be pleased with our successes, “We know that change and growth are constants.” Great organizations — great communities — don’t rest on their laurels. If “vision” here is a meaningful word, it must become an active one, identifying clearly where we are and where we want to go. More than this, we must plan a road that leads us there. And then? Start paving that road with specifics: what happens when, who works in concert with whom, what are the necessary plans for targets and priorities, timetables and costs?

What follows, then, is the compilation and synthesis of a great deal of work by many enthusiastic stakeholders in our University’s future, the talking points and recommendations of all four Academic Master Plan working groups as well as reports from every UC college and unit.

The report is organized using the UC2019 Operational Principles that establish the framework for this Academic Master Plan: Learning Discovery Community Economy Sustainability Global Engagement Diversity Mission-Based Health Care Collaboration Taken together, this material constitutes the highlights of a long and in-depth conversation, infused with equal amounts of realism and idealism, serious but also excited about the future of the institution as we move toward the University of 2019.

Best wishes,

Santa J. Ono Senior Vice President and Provost for Academic Affairs

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Academic Master Plan: Phase 1 A component of

UC2019

Accelerating Our Transformation

ACADEMIC MASTER PLAN: DEFINING AND AMPLIFYING THE VISION The following statement for the Academic Master Plan is organized around the nine Operational Principles of UC2019 and reflects the voices of numerous University constituents, their thoughts and ideas about what will make UC even better in its bicentennial year. It provides the foundational underpinning that will guide the second phase of planning when we will establish priorities and a business plan, the roadmap that will result in a reality. The following also recognizes the need to further identify intersections that cross over the nine principles and that can move UC towards a more richly integrative planning structure.

PRINCIPLE: LEARNING

The University must strengthen and extend its broad curricular offerings to provide an innovative curriculum for the 21st century, one that will help develop the minds of our students as active, critical-minded participants in the workforce and in civic life. We need to recognize that world-class learning both inside and outside the classroom, through a complex set of relationships and intersections, is critical to educating the whole student.

Emphasizing learning and real-world problems

One recurring theme in our visioning discussions is UC’s emphasis on experiential learning (sometimes also termed “applied learning”) and an engagement with real-world problems. We view learning experiences such as co-op, internships, student research, study abroad, interdisciplinary collaboratives, clinical experiences, student teaching and service learning — with their common thread interweaving theory with practice — as essential to UC’s identity. Not only serving as a considerable strength upon which to build, experiential learning must be reflected within all degree programs.

Developing innovative pedagogical techniques

We can achieve transformative learning across the university’s units through our interest in innovative pedagogical techniques and the instructional technologies that make them possible. And any serious resolve to meet learning goals requires an equally serious approach to assessment: measurement of student learning and progress, review of standards and metrics, and an awareness of the perspectives of employers, graduate schools, and other external constituencies.

Providing students with 21st -century learning tools

It is essential that we give our students and faculty 21st-century learning tools. These include, on the student side, the structures of Integrated Core Learning (ICL), learning communities, effective use of new technologies, expanded opportunities for experiential and interdisciplinary learning, state-of-the-art research facilities for graduate students - and on the faculty side, incentives for excellent teaching, greater interdisciplinary approaches and support for faculty development programs.

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For such learning tools to work most effectively, connection is key — both synergism among colleges, and clear connections between the classroom and the real world. Cross-disciplinary problems such as transportation (including issues such as design, safety, health care, or economic concerns) provide an opportunity for just such connections at the curricular level, with e-portfolios providing students with the tool to map such connections as individuals.

Making excellent teaching a priority

Excellent teaching must be a university priority, backed up with significant incentives to teach (as measured by student learning) and supported by faculty-development programs. These might include additional training and advising resources for faculty, including knowledge about instructional technology through the Faculty Technology Resources Center (FTRC), pedagogy programs offered through the Center for the Enhancement of Teaching & Learning (CET&L), and incentives focused on criteria for reappointment, promotion, and tenure as well as merit. We also need to ensure that we have the learning environments and technological infrastructure to deliver and support innovative pedagogy, 21st-century learning tools, distance learning, and undergraduate research, including IT, classrooms, library facilities, and other collaborative spaces. Our online courses and programs must meet national standards — through such assessment as provided by Quality Matters, for instance — in ways that are as student oriented as we expect for face-to-face classes.

Improving the way we measure student learning

We also need better ways to measure learning outcomes, particularly as guided by the Integrated Core Learning model at the undergraduate level and the Graduate Program Review process at the graduate level. In experiential learning, for example, we should build upon the use of authentic context assessment as is available through ILEAP and PAL. Our semester-conversion program eCurriculum allows us to do much more than simply count the number of courses or students involved, but we will also be able to gather information about opportunities and demand for such courses, so as to better understand where to focus or reallocate resources. As a further tool for capturing student learning outcomes, we should expand the use of e-portfolios so that students might archive the results of their learning, reporting on their learning experiences within the traditional classroom as well as through their experiential and co-curricular learning.

Other assessment measures might capture the academic success of our transfer students (from within UC or from other institutions); program-specific measures emerging out of board licensure processes; or student awards and post- baccalaureate awards, e.g. scholarships to attend graduate school.

Optimizing enrollment targets to enhance quality and access

Out of fiscal necessity, UC has focused on growing enrollment for the last decade. In doing so, however, we have replaced student populations demonstrating limited success with those more likely to be retained and graduated. Simple numbers (of students, faculty, or staff ) are not the only metric; enrollment targets must also attend to issues of appropriate mix and profile.

High performing students increase rank, improve retention numbers, and improve profitability; they also come with high expectations. Optimizing the size of our graduate enrollments in research-based programs, especially at the doctoral level, is yet another important calculation.

To optimize enrollment targets, then, we must consider conventional growth and new physical spaces alongside less traditional methods, including satellite campuses, technology to link remote program enrollments, and joint ventures with other institutions both nationally and internationally. While size is certainly a factor, quality and mix are our goals.

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Academic Master Plan: Phase 1 A component of

UC2019

Accelerating Our Transformation

PRINCIPLE: DISCOVERY

If transformational research output is our goal (a term that also applies to creative work), then we must measure that goal more effectively and comprehensively, through results as well as research dollars.

Solving real-world problems through world-class research

World-class research, and an emphasis on the real-world problems that research can take on and solve, is a hallmark of UC intellectual life. Many faculty seek out this sort of interaction on their own, and we can help to make it happen more often across campus, and in a more directed and supported manner, by establishing cross-disciplinary research teams and facilitating retreats and workshops to create the energy and inspiration for interdisciplinarity that is not currently part of our university culture.

Building on current Centers of Excellence and expanding to identify other areas of strength and critical need to solve real-world problems

We need to build on existing OBR Centers for Excellence to see if these eleven centers truly establish our excellence, and determine what new centers might be critical for the future. We should hire strategically to support those areas, as well as identifying other sources of potential strength in the effort to solve real-world problems. The discussion should focus on what we have now that is world-class, and also about what will make us world-class. In particular, our Centers of Excellence must help us to connect interdisciplinary models and teams to solve social problems as well as environmental, medical, biological, and physical ones.

As we identify the centers of excellence that characterize UC and make us unique as well as move us forward, we might pay particular attention to over-the-horizon trends in research opportunities and related curricular opportunities, especially ones that lend themselves to multi- and interdisciplinary approaches. Such interdisciplinary collaborations should be guided by an advisory board and must also be captured in RPT, merit, workload, and other faculty assessment documents and processes.

Hiring strategically to support developing areas of excellence, interdisciplinary research projects, and other areas of critical need

Appropriate and targeted faculty hires are essential to an ongoing, accelerating research agenda across the disciplines. We should ask hard questions when hiring faculty, to gauge their readiness to participate in the culture defined above, and whenever possible try to link real-world research with inquiry-based learning. We also need to develop strategies for crosscollege and cross-department hires, including those that can be self sufficient.

Maintaining and enhancing resources and support for faculty research

World-class research relies on world-class methods and materials. Thus it is essential that our library collections, both electronic and print, as well as our laboratory and other core facilities critical for research programs, be maintained at appropriate levels. In these ways, we can support research in all disciplines and enable faculty to compete successfully for federal and other funding that is critical for conducting their research.

Rewarding Innovation

We should develop ways to reward and promote faculty for being entrepreneurial (licensing income, patents, etc.) through the RPT process as well as through a range of both external and internal faculty awards, and other means of recognition that also raise UC’s reputation with national and international audiences. Review and assessment of our progress in attracting productive researchers and engaged students is equally important, as is attracting external research funding.

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Partnering with the community to solve real-world problems

We need to partner with our community through relationships that enhance our research and scholarship and that value the strengths and resources that businesses, community agencies, schools, and other community partners bring to UC. Research partnerships with business and industry can also help us to contribute towards the development of new technologies and services. By tying research to learning in a community context, we can enhance discovery for both students and faculty as well as for the community.

We also need to consider collaborative research involving students as well as community partners, to include University Libraries personnel in research review and counting, and to capture data about performing arts exhibitions, service to journals, hosted symposia, and presentations at national/international venues.

Increasing our emphasis on student research

Enhancing discovery also means increasing our emphasis on student research, and we must create more research opportunities for all students, not only those in University Honors.

Student research also must be envisioned and pursued broadly, not just within STEMM disciplines. We should make research centers, and research itself, more interdisciplinary, with more cross-listed courses on the model of the NSF-funded nanotechnology course. We might also create social science, science, and humanities certification programs that prepare students for research opportunities.

Information is vital, so UC also needs to better advertise its landscape of research opportunities to incoming freshmen. An office of student research needs to support the development of classes, the training of instructors, and the certification of students, also serving as a hub of information. Expanding the Undergraduate Research web site (at http://www.uc.edu/ ucResearch/UndergraduateResearch.html) can help to expand the Honors gateway approach to serve all students. Pairing students with trained researchers, and encouraging faculty to include student travel (as well as co-op/internship student salaries) on every research proposal, would be another way of establishing an undergraduate research culture. Research mentoring programs could link first-year students with seniors or graduate students, and research fairs could be open to all students.

Hardcore methodological courses are vital for graduate students to conduct research. And the graduate curriculum might need to be carefully reviewed or redesigned to enable students to produce widely recognized publications.

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PRINCIPLE: COMMUNIT Y

Active involvement in the community — defined broadly and variously as comprising the UC culture and branch campuses, the Cincinnati area, the state and region, the nation, the world — is a central part of UC’s identity and of the aspirations of UC2019 . Community is one of our richest resources and one of the top five reasons students come here. It is a distinguishing UC characteristic — and an important marketing tool for both students and faculty. With our Just Community Principles as one driver of community building, we must envision other ways to leverage our urban setting and commitment to community. We must ensure that community remains important for students as a resource for their own learning and discovery and areas to which they can contribute.

Building on our urban location and resources in Cincinnati toward greater connection and involvement in the national and international community

The University of Cincinnati presence in the local community has always been strong, since the days of Herman Schneider and the founding of co-op in 1906, and it is still growing. It has been said about UC that a university is rarely as directly involved in its community as we are, a characteristic that we can publicize more widely and that will lead to growing relationships.

We should capitalize on these connections and bring external experts (from business, industry, other universities) to campus for extended academic experiences benefiting both faculty and students. We ought to begin thinking of UC as both within and beyond its boundaries, as bringing the best through Cincinnati — as an epicenter for business as well as academics, something like an intellectual chamber of commerce. Faculty co-op opportunities might take advantage of our urban location and resources to facilitate even larger and greater connections: with the region, the nation and the world.

Community begins at home, though, so promoting a sense of University community is an important step in extending UC’s impact and identity farther afield. Thus, a sense of inclusion and partnership can easily expand to incorporate the global community, particularly in these days of global transport, knowledge transfer, and communications. The challenge may be to highlight our global reach without destroying what is mutually nourishing about community connections.

Breaking down barriers that inhibit cross-college conversations

Community must also focus on enhancing connections between our main campus and regional campuses for the purpose of articulation and transfer. We need to continue to promote the cross-college conversations begun as part of the semester conversion process. Collaborations among colleges, appropriate academic service units, and student affairs units facilitate mutually supportive goals and directly relate to student learning and life skill development. Our organizational structure must streamline communication so that collaborative, cross-college teams might eliminate duplication of resources and services, develop common timelines for administrative and program tasks, and provide high levels of service for all members of the UC community.

7

PRINCIPLE: ECONOMY

The financial health of the university depends partly, of course, on state and federal funding, as well as on tuition and fees. But the former is limited (and not, in any case, under our direct control) while the latter also has limits. While increased efficiency can significantly enhance financial stewardship, UC must explore still other avenues and sources of support. Of these, development is perhaps the most obvious and traditional source.

Enhancing support from alumni, faculty, and staff

Alumni support plays a particularly crucial role in any campaign, and we might involve students and faculty more often in meaningful conversation with alumni, especially those alumni who have not given in a long time. We might seek to engage alumni in more institutional activities, as well, and look for ways to leverage our relationships with co-op employers. For instance, we might investigate the possibilities of a college scholarship ceremony, career mentoring, or a senior class gift related to graduation year. We should invite key alumni to present, teach, and otherwise contribute to students and faculty in areas of their expertise and our need. In other words, we should give alumni jobs to do, not merely campaign goals and updates: let them participate in the planning process, so that they can get more fully involved in the process of giving.

We will need to look across students and faculty in all colleges to see who has the skill-set to interact with donors, and develop and work with those who want to help. Involving faculty more fully in the Capital Campaign is another approach, especially as they often maintain extensive networks that are not always connected with the development process.

Enhanced alumni support might well be accompanied by enhanced faculty and staff giving, and several schools report encouraging news from that front. Economy in a larger sense encompasses more than fundraising, of course. By giving back in the form of community development, UC can improve the quality of life across our city and region, which in turn makes both the city and university more attractive to prospective residents, students, and businesses. Business partnerships, especially in research and development, provide one more route to economic impact and stability.

Educating key constituents about the value of UC

We also need to educate legislators about the value of higher education for promoting economic development in the state. An annual Higher Education Appreciation Day would help lay the foundations for education legislation on the full complement of issues relating to campus life. Legislatures view us as work force development, and we need to demonstrate that we are a critical part of promoting Southwest Ohio as a regional and national economic driver. This might involve faculty-industry exchanges, IUC discussions as a way to define and emphasize statewide agendas and priorities, and dynamic presentations, including videos, to communicate who our students and faculty are and what we’re prepared to bring to the work force of the future.

We also need more intentional and strategic communications to brand us and make our impact public. An annual economic impact report, for example, would show how we create wealth in the area, how we affect communities near and far, and thus what economic impact we have on our city, state and country.

Establishing UC as an economic driver through intellectual activity

We need to be purposeful, too, about our role as an institution in facilitating the change from a manufacturing to a knowledge-based economy. This is strongly related to innovation, one key to a strong economy, so we must capitalize on UC’s expertise in innovation to impact economic development. Often, innovation requires transcending conventional academic

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areas, and so our administration needs to be flexible in allowing for funding and support of these kinds of programs.

Since student innovation also plays an important role, offering courses in which students are involved in creating intellectual property and innovative content is one way for us to distinguish ourselves as a great university. Courses might encourage or even require interdisciplinary teams to solve real-world problems in order to promote this sort of innovation.

As examples, the Live Well Collaborative Studios and the UC Forward Initiative incorporate sponsored research into coursework by way of such interdisciplinary teams.

9

PRINCIPLE: SUSTAINABILIT Y

All units of the university recognize the importance of sustainability and are addressing that broad issue in varied ways. Recycling is part of the daily maintenance and operation of many UC colleges, and students have expressed an interest in more (and more conveniently located) recycling bins near classrooms to allow them to recycle more conveniently. Sustainable design is another way in which units are addressing this problem, both by renovating so as to reduce their facilities’ carbon footprint and also by choosing such designs for new buildings.

Programs and curricula, finally, can strongly affect the imprint that UC and its students, faculty and staff have on our shared environment.

Creating a culture in which sustainability is integral

Emphasizing sustainability is one undeniable way to bring UC people and programs to bear to have real impact on the world. We should tie environmental thinking into real world problem solving within and across our colleges. And we must create a culture in which sustainability is integral, not peripheral, in which not only environmental matters are considered, but also how the university moves forward responsibly and responsively.

Embedding sustainability in the curriculum

We have recommended that all students have a basic level of global engagement. We ought to do the same for sustainability, making it an educational objective so as to embed sustainability in the curriculum and develop service learning classes focused on improving the sustainability of UC. We can also influence business processes and our physical plant by capitalizing on our talent pool here, harnessing faculty and student expertise in solving sustainability issues — which we will add to with on-campus training.

Promoting more fully our existing efforts and strengths

Traditional systems and emerging systems compete for sustainability, and there are many levels to look at. What is appropriate to sustain a culture? In the face of global change, what should a contemporary university look like?

We have a good reputation in the area of sustainability. We are the only Ohio institution to be identified as a green university, for example, and we should expand on our designation as an OBR Center of Excellence in Sustaining the Urban Environment. A good deal is going on already, and we are leading in some areas, such as the Climate 101 lecture series, where we offer a larger number of lectures than many schools. But we should try to make our series even more prominent and build further on our existing efforts - Sustainable Design Policy, six LEED buildings, energy projects and upgrades, storm water management master plan, the first bikeshare program in the region — to expand our overall educational outreach and programming.

Efforts would be further enhanced by creating lists from colleges of sustainability opportunities and activities and identifying opportunities for collaboration with the city and peer institutions.

Reducing waste and expanding recycling

We should reduce waste, expand recycling, implement a composting program, and aim to go paperless (as with electronic submission of RPT files) for all administrative functions by 2019. Technology can facilitate better communication among faculty, students and the larger community, a more fluid access to data for assessment and decision-making, and increased staff readiness through professional development opportunities distributed via technology.

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Academic Master Plan: Phase 1 A component of

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Using the faculty-staff committee effectively

The President’s Advisory Council for Environment and Sustainability (PACES) is an All University Committee that serves as the hub for individuals and groups at UC who are involved in a wide variety of issues focused on sustainability. The committee needs to have more buy-in from all colleges and units, and it might hold a series of seminars with thought leaders to educate the UC community on what a sustainable university might be and what issues might need to be addressed towards that goal.

11

PRINCIPLE: GLOBAL ENGAGEMENT

Global engagement coheres around multiple issues such as expanding and internationalizing the student experience (by engaging with people and cultures on campus as well as off ); the role of international students; global projects; education abroad; and an internationally focused curriculum. UC2019 must find a way to engage and harness the potential of the international community that is part of our own, and we should leverage our city’s broad, culturally diverse community and experiences toward this end.

Expanding international partnerships and faculty engagement

Expanding international partnerships, including research collaborations abroad, is critical to meeting the objectives of this goal. Some of these partnerships are direct relationships with overseas universities, but many are also personal relationships between faculty members.

We should engage faculty to expand and leverage their personal international connections, and be strategic about our relationships with other institutions, partnering with like-minded, similarly scaled partners with common interests. We should encourage all faculty members engaged in international projects and activities to report those to the community through UCosmic.

Increasing the number of international students

Here at home, University of Cincinnati programs, courses, and majors can have the same effect of broadening student learning, faculty research, and general international awareness.

Meeting the 2019 goal of increasing international student enrollment to 8% of the overall student population is inherently broadening as well, enriching programs and courses with a global perspective while also providing substantial financial resources to the university.

Expanding Education Abroad

The exposure works to the same effect, and even more directly, by way of student exchange and education abroad. Integrating research, internationalism and the student experience is a challenge. Study abroad could be both expanded and streamlined to ensure consistency across programs. Faculty need to be encouraged and trained to develop and lead study abroad programs. Because many students have constraints, academically and financially, with traveling abroad to study, and it is difficult for many to apply and be eligible for foreign work permits, we need to be creative in thinking about developing the international dimension of a UC education through internships, international co-op, and service-learning alongside traditional classroom-based study abroad.

Encouraging more foreign-language skills

Encouraging more foreign-language skills among our students will encourage global thinking, as will lectures and other events with a global focus. This might be accomplished by better language training, more exchange across student organizations, increased financial support for cultural events and organized cultural/language mixings, or the expansion of international educational experiences focused on language study. Increasing and formalizing “language exchange” by partnering American students with international students should be encouraged by all of the colleges.

Developing a minimum global requirement for each degree program

In the curriculum, we might develop a minimum global requirement for each degree program (beyond the existing cultural competence expectation), and strive to create learning scenarios — whether through study abroad or a sub-set of courses — that focus on international problem-solving.

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Leveraging UCosmic to the fullest extent possible to expand international opportunities

We need to leverage UCosmic to the fullest extent possible, both in order to expand international opportunities, and also to serve as an information nexus concerning international agreements, contracts, and possibilities: Improved evaluation and assessment would be useful here as well. With strong encouragement from Deans and Department Heads, faculty involvement in international activities could be captured more comprehensively, tracking academic-leave activities in international settings, Fulbright awards, participation in international conferences and programs, and teaching and research abroad. We might also benefit from knowing whether our graduates go to foreign countries upon graduation, including our international students returning to their home countries.

Creating global lectures

If we can’t take students to a country, we can bring other countries to them. We can link people in courses and projects across the globe through technology, at least some of it through conference calls or video conferences, as one way to increase global engagement (as well as sustainability). Outstanding technology and careful planning will be required if we are to synchronize multinational classrooms.

13

PRINCIPLE: DIVERSIT Y

As emphasized in UC’s 2011 Five-Year Diversity Plan (a full copy of which is forthcoming) “Diversity envelops culture, inclusion and the creation of an environment that supports differences and affirms each individual’s value, potential and contribution to the UC community.“ As detailed in this section, the concept of diversity has multiple exemplars. Crucial goals such as fair and broadly representative hiring practices as well as student recruitment and retention (with associated issues like financial aid and on-campus support groups), thus hold a prominent place in virtually every unit’s self-assessment and will prove essential to inculcating diversity on campus. Programs, centers, and curricula form another front on which diversity issues may be addressed and supported by each office and program of the university.

Embedding the principles of diversity throughout all of UC

Diversity is excellence: it enriches the educational experience, bringing a richer perspective to everything we do. A list of related attributes might emphasize inclusiveness, openness, respect, a place where everyone can feel welcome and able to do their best work. As much as possible, education should be accessible to all. Access without support is not opportunity.

Clarifying the outcomes in the balance of access and support

As a university, as a community, we need to continue conversations about this conflicted term , “What is diversity?” (If it is everything, it risks being nothing.) The diversity task force has recognized “a very broad and inclusive concept of diversity that included commonly recognized considerations such as race, ethnicity, gender, age, disability status, socioeconomic status, sexual identity, sexual orientation, religion, and regional or national origin.” It relates to all aspects of campus life, including recruitment, retention, teaching and learning. We must define our terms and goals precisely enough to make the pursuit of diversity meaningful, and to commit our resources in an intelligent way.

Redesigning existing programs to provide common diversity experiences

There are a variety of ways to approach diversity for students. We might redesign Welcome Week to ensure that all freshmen have a common diversity learning experience; offer financial support for cultural activities; encourage pedagogies that support student mixing and group work around a range of student characteristics (major, race, background, age, gender, etc); resuscitate activities around the Just Community principles; or create a student leadership diversity council.

New faculty receptions and orientation might be other opportunities for enhanced diversity training, centering on course design and openness to varied learning styles.

Striving for excellence: A plan for achieving diversity

In tough funding times, programs related to diversity can be among the first to go. Diversity awareness, like multicultural competence, should be expected of all faculty, staff, and students, because diversity is a component crucial to institutional excellence.

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Accelerating Our Transformation

PRINCIPLE: MISSION-BASED HEALTH CARE

Many colleges at UC are major partners in the health-care mission, both within the University of Cincinnati and across our region. In particular, our colleges of Allied Health Sciences, Medicine, Nursing, and Pharmacy are all part of the Academic Health Center, one of the most innovative health research complexes in the nation. Other schools and units, while they may not conduct research or teach in health care fields, still contribute to high-quality regional health care — in the case of the Colleges of Business and Engineering and Applied Science, for example. Education and Law are two others which might not at first glance appear to be linked to mission-based health care, but which make signal contributions nonetheless. And undergraduate students, as well, through research projects, can also be involved in important ways with supporting our health-care goals.

Promoting scholarship in key health areas and engaging students in research

At UC our faculty physicians also do scholarly work, which differentiates us from many other health care systems. We need to keep promoting this as part of our identity, expanding and linking such relationships across the institution to develop a comprehensive, integrated health care delivery system for the UC community and beyond. A key part of this is identifying health issues in our region and targeting research in those areas, highlighting our twin strengths in scholarship and patient care.

Educating students about health care and creating incentives for wellness

Since many of our students are health care poor, we have an obligation to make sure they have easy access to health care and to create incentives for wellness. Promotion of and education about health care will also help us to stay engaged and provide essential services for the poor and underserved groups in our region, as well. We have to look both at direct service and at those things we do to educate the providers of the future, for this region and beyond. While cross-institutional collaboration can help make the most of our resources, we must engage community partners in this effort, and look for other academic partners as well.

Thinking outside the box

We need to think in an innovative fashion and on a global scale, with such projects as medical advances in engineering and architecture, research in topics such as obesity and diabetes that crosses many colleges and disciplines, or relationships between engineers and physicians towards the development of minimally invasive devices. Such projects give us the kinds of models that can enhance and accelerate our capacity to be transformative.

Choosing campus-wide global health themes

To foster collaboration and interdisciplinary partnerships, we might periodically choose a topic that could be broadly based across colleges — perhaps not just around regional but global themes — and focus on that as a university. For example, a new state law requires that all kindergarteners, 4th and 5th graders have their body mass indexes measured. Could this be an entryway to get involved with Cincinnati Public Schools, do pre- and post-studies with grants, change lunch programs, teach reading, and treat obesity and nutrition more generally?

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PRINCIPLE: COLLABORATION

Collaboration is at the heart of much that we do at UC. As a campus embedded in local, state and regional economies, we have a responsibility to act in accordance with the best interests of those communities. And we frequently have the opportunity to leverage our practical and intellectual work to the betterment of much larger communities. UC schools and units express this knowledge and this responsibility in myriad ways: business and industrial partnerships, internships and co-ops, service and experiential learning courses, curricular and interdisciplinary work linking UC colleges, and collaborative projects to facilitate work with local, regional, and national employers, schools, state and federal agencies, and non-profit organizations. The UC Research Institute should serve as a portal for corporate relationships as they relate to research.

Expanding our definition of collaboration to include our students

Like other broad terms, collaboration can mean many things, but one metric in our context is co-op and internships. When we convert to semesters, we will have course-based data on collaboration and innovations for experiential learning built into the system and new ways for our students to develop new knowledge through course-based learning outcomes that cross disciplinary boundaries.

Creating structures for collaborative work with our community partners

We might look for examples of community partnerships to our cohort programs with Cincinnati Public Schools, the Cincinnati police, and others, building a pipeline of students to meet their needs for training. Internal collaboration through increased interdisciplinary work can also open doors to external collaboration with industry partners, as in the areas of sustainability and energy. We might also look at needs-based opportunities around the hospital and then further engage graduate students and faculty in healthcare as well as meeting the hospital’s needs. Through such developments, it is essential that we build the databases such as ILEAP and PAL that allow us to track these new efforts as well as the assessment that allows us better to understand and improve them.

Managing the challenges of Performance-Based Budgeting and RPT processes

We must also ensure that we prevent barriers to collaborative work among faculty arising because of responses to aspects of Performance-Based Budgeting that are perceived as discouraging interdisciplinary efforts. Such collaborative efforts also need recognition within annual reviews and RPT processes. In this latter regard it would be most useful to develop a database and assessment process for collecting and evaluating collaborative work, including projects involving alumni and the community.

We will be better served if we think first within and across colleges, rather than just externally.

While we do not have a great many interdisciplinary degree programs, we are already collaborating on many projects in ways not measured by student FTEs and degree programs.

As we engage in more creative collaborative relationships, we can also more effectively articulate the end results and develop appropriate metrics. For student skills in collaboration, for example, one metric would be feedback from employers to see whether graduates have been adequately prepared. Establishing and promoting annual themes to unify research, curriculum, or teaching, and to cross multiple disciplinary lines while remaining linked to mission-based activities would be one more way to foster a culture of useful, rather than superficial, collaboration.

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Recognizing the benefits of collaboration

Collaboration in the final analysis is a vehicle, a means. If done well, it can be a powerful tool towards the goal of creating and developing new knowledge that students gain by experience (in industry, research, etc.) There is a real need to catalogue specific research activities that students can choose, and to align those activities so that student research helps them solve real-world problems. We may need a mechanism to direct students to the most strategic projects, and we may need other ways to recognize and celebrate collaboration, such as through hosting collaboration fairs and industry symposia on campus as well as identifying yearly themes that cross college lines to shape curricula, research, and other mission-based activities.

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President Gregory H. Williams - Speeches and Speaking Engagements - May 1, 2011 to April 30, 2011

Date 5/4/10 5/7/10 5/7/10 5/12/10 5/13/10

Organization President's Office, Faculty Senate Journalism Program College of Law UC Foundation Faculty Senate

Event Faculty Awards Celebration UC Journalism Hall of Fame Law Hooding Cleveland Alumni Reception Faculty Senate Meeting

5/14/10 MainStreet 5/15/10 5/20/10 5/21/10 5/21/10

emcee welcome welcome campaign report

Topic Faculty Awards Hall of Fame congratulations Proudly Cincinnati Vision-Memo to Cabinet

Length 60 5 3 10 10

Time 3:00 PM 11:00 AM 1:00 PM 5:00 PM 3:30 PM

MainStreet Stride

emcee

awards, inaugurate Student Govt

20

12:00 PM

C-Ring Award Dinner College of Business Advisory Council Meeting PRAISE Conference President's Cabinet

welcome report welcome meeting

winners future college accomplishments

5 15 5

6:00 PM 6:30 PM 8:30 AM 10:00 AM

5/22/10 Skidmore College

Skidmore College Commencement

advice

4

11:00 AM

5/25/10 Board of Trustees 5/25/10 Emeriti Association 5/25/10 CCM UC Foundation, College of Allied Health 5/27/10 Sciences

Board of Trustees Meeting Emeritus luncheon E-Media Awards Dinner - 20/20 Awards

report keynote welcome

be ready when the tap on the shoulder comes good news UC, future Role of E-Media at CCM

5 15 10

8:30 AM 12:30 PM 6:00 PM

College of Allied Health Sciences Proudly Cincinna

campaign

Proudly Cincinnati

10

11:00 AM

6/1/10 UC Foundation, Alumni Association

Alumni Association Event

welcome,

5

5:30 PM

6/2/10 Real Estate Center 6/3/10 UC Foundation

600 PNC Real Estate Awards Dinner Videotaping for Webinar

keynote welcome

15 1

7:45 PM 10:00 AM

6/3/10 First-Year Experience Program

First Year Experience and Learning Communities Rec

keynote

10

6:25 PM

6/4/10 Research Office 6/5/10 Athletics 6/7/10 Osher Lifelong Learning Institute SMTI, Assn of Public and Land-Grant 6/9/10 Universities,

Undergraduate Research Luncheon All-Sports Breakfast OLLI 20th Anniversary Luncheon

keynote welcome welcome

Alumni Association, Proudly Cincinnati motivational bio Campaign thank you First Year - A time of transition you will remember forever undergraduate research athtletics OLLI

15 5 5

12:00 PM 9:00 AM 12:00 PM

National Meeting - Science & Math Teacher Imperati

welcome

Science and Mathematics

10-15

12:00 PM

6/9/10 Queen City Foundation

QCF 40th Anniversary - Award Dinner

keynote

UC Day Banquet Faculty Senate Meeting Videotaping Hooding and Master's Recognition 1970 Reunion and Commencement Commencement - Morning Commencement Brunch Commencement - Afternoon Book Club Meeting CET interview with Barbara Kellar President's Cabinet Meeting BoT Meeting

present Nancy Hamant report present award welcome welcome, thanks welcome welcome, present gifts welcome book talk interview, taped as live meeting report

Women's Center College of Business College of Allied Health Sciences President's Office

6/10/10 UC Alumni Association 6/10/10 Faculty Senate 6/10/10 Intl Council for Small Business 6/11/10 Graduate School 6/11/10 UC Foundation, Alumni Assn 6/12/10 Student Affairs 6/12/10 President's Office 6/12/10 Student Affairs 6/14/10 Evelyn Sears' Book Club 6/15/10 CET Connect 6/18/10 President's Cabinet 6/22/10 Board of Trustees

Type

Value of Education in Improving Life Nancy Hamant Update Award to Oscar Robertson 1970 - need for education congrats, UC update 1970 - need for education congratulations 1970 - need for education Life on the Color Line UC, GHW update

5 5 10 2 5 5 5 15 5 30 45 10

7:00 PM 3:30 PM 5:15 PM 10:00 AM 12:45 PM 9:00 AM 12:30 PM 2:00 PM 6:00 PM 1:00 PM 2:30 PM 8:30 AM

President Gregory H. Williams - Speeches and Speaking Engagements - May 1, 2011 to April 30, 2011

6/22/10 Enrollment, Admissions

Student Orientation Leaders Event

guest speaker

personal experience, leadership tips

15

6/23/10 USO - Chancellor's Office, GRUC

Center of Excellence-Aerospace Eng - Announcement

greetings

aerospace

3

6/24/10 Alumni Assn 6/25/10 International Council for Small Business 6/29/10 Cincinnati USA Regional Chamber

West Side Alumni Reception 55th Annual Intl. Council for Small Business Conf Leadership Exchange Panel Discussion

welcome, thanks welcome introduce moderator

UC, future greetings Introduce Sandra Danoff Advanced Transportation and Aerospace Cincinnati as Silicon Valley of Consumer Marketing

5 10 2

6:00 PM 8:30 AM 12:30 PM

2

10:00 AM

2

2:00 PM 6:00 PM

7/6/10 Ohio Board of Regents, USO

Center of Excellence Announcement - Advanced Trans greetings

7/9/10 Governor's Office

Media Conference on Hub of Innovation - Consumer M greetings

3:00 PM

7/15/10 Ohio Campus Counsel, MitchMcCrate

Ohio Campus Counsel Summer Meeting Reception

greetings

law

5

7/16/10 Career Development Center 7/16/10 President's Office Goering Center for Family and Private 7/19/10 Business 7/25/10 Athletics 7/27/10 UC Alumni Association 7/29/10 College of Law 7/30/10 UC Foundation 8/23/10 GRUC

Diversity Recruiting and Training Institute President's Cabinet

greetings meeting

diversity

5 120

Goering Center Business Awards Finalists Event

greetings

business community

5

5:30 PM

Football Recruits UCAA Annual Meeting Legal and Leadership Institute (high schools) UCF Executive Committee Meeting Enquirer Editorial Board Meeting

greetings report guest speaker report meeting

his sports background accomplishments, future law, his life update UC

10 15 20 15 60

12:30 PM 6:00 PM 9:00 AM 11:00 AM

8/24/10 City of Cincinnati

Media Event-Neighborhood Enhancement Program

greetings

Corryville clean up effort

2

10:00 AM

IUC SW Ohio Regional Economic Dev Event

panel

60

11:45 AM

9/2/10 Women in Science and Engineering 9/17/10 President's Office 9/17/10 Provost Office 9/19/10 President's Office, Student Affairs 9/19/10 President's Office, UC Foundation 9/20/10 Faculty Senate 9/20/10 Faculty Senate 9/21/10 Board of Trustees 9/21/10 Arts & Sciences 9/21/10 Greek Alumni Affairs Council 9/23/10 Cincinnati Rotary Club 9/23/10 Housing Opportunities Made Equal 9/24/10 UC Foundation

WISE Summer Research Presentations President's Cabinet New Faculty Orientation New Student Convocation with Investiture Investiture Luncheon First Meeting of Faculty Senate - September Faculty Governance 101 - Boot Camp Board of Trustees Meeting A&S Freshman Welcome Day Greek Affairs Alumni Council Reception Rotary Club meeting HOME Annual Dinner Proudly Pennies Bearcat Rally

greetings meeting greetings speech greetings Introduce Provost Ono greetings, thanks report card, good news keynote featured remarks guest speaker keynote speaker pep talk

2

future strategic plan unveiled, UC2019 thank you UC2019 importance of governance Report Card, good news Book, Life on the Color Line Strategic Plan, future strategic plan community, race Proudly Pennies

5 13 5 5 5-6 20 20 10 15 15 5

11:45 AM 10:00 AM 8:00 AM 2:00 PM 11:30 AM 2:30 PM 9:00 AM 8:30 AM 2:00 PM 6:30 PM 12:45 PM 7:00 PM 12:00 PM

9/26/10 AACRC

Akwaaba Celebration

welcome back, welcome

new Afr. Am. Students

5

4:45 PM

9/27/10 State Rep. Dale Mallory

House Resolution Presentation

brief thank you

5

11:30 AM

9/28/10 Dhani Jones, Bengal Player 9/28/10 Athletics Department

In the Zone Interview All-Staff Welcome Back

interview welcome back

15 5

3:30 PM 8:30 AM

9/1/10 IUC Southwest Ohio Universities

university impact on economic development research

Community Engagement Honor Roll personal story of GHW athletics

8:30 AM 10:00 AM

President Gregory H. Williams - Speeches and Speaking Engagements - May 1, 2011 to April 30, 2011

9/28/10 10/1/10 10/2/10 10/4/10

Athletics Department RECESS Club UC Foundation, A&S PNC Branch Opening - Ribbon-Tieing

Student-Athlete Welcome Back RECESS Club Meeting Court Archaeological Research Facility PNC Grand Opening at TUC

10/4/10 UC Foundation

Video Shoot - 1819 Promotion

10/8/10 Junior League of Cincinnati Book Club

Sustainers Book Club meeting

welcome back guest speaker thank the Courts welcome pitch for alumni membership book talk

athletics Strategic Plan, future donation of$500,000 PNC relationship

5 20 5 5

6:00 PM 12:45 PM 10:45 AM 11:15 AM

1819

2

9:00 AM

Life on the Color Line

15

9:30 AM

10/11/10 Northeast Community Challenge Coalition

NECC Red Ribbon Breakfast

personal story

substance abuse, assets in life

15

9:00 AM

10/11/10 UC Foundation 10/12/10 UC Foundation, CECH 10/14/10 GRUC, President's Office 10/14/10 President's Office, GRUC 10/14/10 UC Foundation 10/15/10 President's Office 10/22/10 UC Foundation 10/22/10 UC Foundation 10/23/10 UC Foundation 10/23/10 Delta Tau Delta 10/24/10 Parents Association 10/25/10 UC Foundation, McMicken A&S 10/26/10 Student Affairs, Diversity Council 10/27/10 Athletics 10/27/10 President, Faculty Senate 10/28/10 President's Office, GRUC 10/28/10 GRUC, President's Office

Gary and Kim Recognition Dinner Campaign Leadership Reception Centerville High School Dayton Daily News Editorial Board Meetign Dayton Alumni, Donor Luncheon President's Cabinet Meeting UC Foundation Executive Committee Meeting Rieveschl Luncheon UC Foundation Board Meeting Centennial Dinner - Delta Tau Delta Parents Brunch Campaign Leadership Reception Ethnic Reception Legion of Excellence Dinner State of University Address, All-Univ Faculty Mtg. Glen Este High School - Road Trip NewRichmond Hight School - Roadtrip

Welcome, thanks greetings featured speaker meeting greetings, thanks meeting report greetings report greetings keynote greetings greetings greetings major address keynote keynote

$1 M Gift to Judaic Studies campaign book, UC UC, Dayton UC, future

5 5 30 60 10 120 10

5:00 PM 6:00 PM 11:00 AM 9:30 AM 12:15 PM 10:00 AM 3:30 PM 12:00 PM 8:00 AM 8:10 PM 10:30 AM 6:00 PM 4:00 PM 6:15 PM

10/28/10 President's Office. Clermont College, GRUC

Clermont College Faculty Meeting

10/28/10 Clermont College, GRUC

first year here, UC2019 update

GHW, UC GHW, UC

15 5 15 5 5 3 20 60 60

10:30 AM 9:00 AM

brief greetings

UC, future

5

12:45 PM

UC East Dedication (Old Ford Plant)

greetings

Clermont College

7

2:30 PM

10/29/10 Student Affairs

Linda Bates Parker CDC Dedication

brief remarks about Linda Linda Bates Parker

5

4:00 PM

10/29/10 African American Alumni Association 10/29/10 African American Alumni Association 11/3/10 President's Office, GRUC 11/3/10 President's Office, GRUC 11/3/10 President's Office, GRUC 11/3/10 UC Foundation 11/4/10 CECH 11/5/10 UC Foundation UC Foundation, College of Allied Health 11/8/10 Sciences

Onyx Reception Homecoming Weekend Kickoff Dublin Coffman High School -Roadtrip Bishop Hartley High School - Roadtrip Columbus Dispatch Editorial Board Meeting UC Foundation Reception Iraqi Delegation Visit - Saladdin University Foundation - All-Staff Meeting

brief remarks greetings keynote keynote meeting greetings brief greetings brief welcome

UC2019, diversity UC2019, diversity GHW, UC GHW, UC UC, state UC future international relationship UC, future, thank you

5 5 60 60 30 5 5 10

6:00 PM 7:00 PM 9:45 AM 11:00 AM 2:00 PM 6:00 PM 12:40 PM 8:30 AM

Allied Health Sciences Campaign Dinner

welcome

college future

5

6:00 PM

Neurosciences Institute Leadership Committee Dinne

welcome

excellence in neurosciences

5

6:00 PM

Mason High School Assembly

keynote

uc, his life

45

10:30 AM

11/9/10 Neurosciences Institutue 11/10/10 GRUC/Admissions

little fact UC facts campaign, A&S diversity athletics

President Gregory H. Williams - Speeches and Speaking Engagements - May 1, 2011 to April 30, 2011

11/10/10 GEARUP

GEARUP Program Officers Networking Conference

keynote speech

GHW, UC, education

30

8:15 AM

11/12/10 11/15/10 11/16/10 11/16/10

Veterans Day Event Mercantile Speaker Series BoT Meeting Niehoff Farewell Reception

emcee guest speaker report thanks, gift

veterans favorite books update Mr. Niehoff

60 60 10 5

10:00 AM 12:00 PM 8:30 AM 12:00 PM

11/17/10 UC Foundation, Alumni Association, Athletics P&G Alumni Reception

brief greetings

UC future, P&G relationship

5

4:30 PM

11/17/10 President's Office

Thank You Lunch - Convocation with Investiture Com

welcome, thank yiou

Investiture thank you

2

12:30 PM

11/18/10 Student Affairs 11/18/10 Faculty Senate 11/18/10 UC Foundation, University Libraries

Student Luncheon (Quarterly) Faculty Senate Meeting Libraries Campaign Dinner

discussion, questions report greetings

Update libraries future

60 10 5

12:00 PM 3:30 PM 6:00 PM

11/18/10 UC Foundation, University Libraries

University Libraries Campaign Leadership Reception

welcome

UC2019, Proudly Cincinnati

10

6:00 PM

11/19/10 President's Office 11/20/10 Student Affairs 11/20/10 Claudia Abercrumbie 11/22/10 English Department, President's Office 11/22/10 UC Foundation - College of Medicine 11/30/10 UC Foundation, College of Business 12/5/10 UC Foundation 12/9/10 Faculty Senate 12/9/10 Athletics 12/10/10 Dianne Dunkelman 12/10/10 Walnut Hills High School 12/11/10 Student Affairs 12/11/10 President's Office 12/14/10 President, A&F 12/16/10 UC Foundation, College of Medicine 1/8/11 WDBZ 1/10/11 UC Foundation, Clermont College 1/12/11 Business Courier 1/12/11 Student Affairs, AACRC 1/13/11 UC Health 1/14/11 Academic Health Center 1/14/11 Faculty Senate

President's Cabinet Meeting Admissions Open House Men of Honor Dinner Presidential Lecture with Rita Dove AREVA video taping College of Business Campaign Dinner Feast of Carols Faculty Senate Meeting Football Banquet Dinner Honoring Barbara Kellar Student Assembly Commencement Commencement Brunch Budget Planning Retreat AREVA Corporate Visit Michelle Graves show "On the Money" Clermont College Donor Dinner Business Beat TV Show Martin Luther King Tribute Reception and Booksigning for Juana Bordas Martin Luther King Memorial Celebration Faculty Senate Meeting

meeting welcome remarks introduce winner introduction introduction to video greetings greetings report greeting, welcome accolades main speaker emcee awards introduction, welcome welcome - PowerPoint interview welcome interview welcome welcome brief remarks report

UC assets Mitchel Livingston, winner Rita Dove, poet AREVA pitch CoB future happy holidays, thank you Budget, Commencement football team Barbara Kellar GHW, UC service to society congratulations budget challenges UC overview UC, personal life campaign UC martin luther king Juana Bordas Martin Luther King Day update

120 10 1 5 1 5 1 10 2 3 45 7 10 5 3 30 5 30 3 3 5 10

10:00 AM 8:50 AM 8:00 PM 8:00 PM 10:00 AM 6:00 PM 12:00 PM 3:30 PM 7:00 PM 7:00 PM 10:00 AM 9:30 AM 11:30 AM 9:00 AM 9:30 AM 3:00 PM 6:00 PM 4:00 PM 12:00 PM 6:30 PM 11:00 AM 3:30 PM

1/18/11 U.S. EPA, President's Office

Regional Innovation Technology Cluster

greetings

UC-EPA, UC2019, water research

3

11:00 AM

1/18/11 Beta Theta Pi 1/18/11 President's Office, U.S. EPA 1/21/11 President's Office 1/24/11 UC Foundation, Raymond Walters 1/25/11 Board of Trustees 1/28/11 Student Affairs

Beta Theta Pi Dinner MOU Signing President's Cabinet Raymond Walters College Donor Dinner Board of Trustees Meeting Cincinnatus XV Scholarship Competition

guest speaker Photo meeting welcome report welcome, keynote

UC, Greeks EPA

10 15 120 5 5 10

6:00 PM 2:00 PM 10:00 AM 6:00 PM 8:30 AM 8:30 AM

ROTC, GRUC Mercantile Library Board of Trustees Board of Trustees

campaign Update UC

President Gregory H. Williams - Speeches and Speaking Engagements - May 1, 2011 to April 30, 2011

2/2/11 UC, WCPO

Profiles in Courage

2/2/11 Zanger Communications, Chamber

Videtaping for Great Living Cincinnatians

Mitchel Livingston Sandra Beckwith, John Tew, Oscar interviews on video Robertson greetings/discussion uc brief remarks diversity report udpate welcome campaign keynote UC2019: The Global University thank you Semester Conversion International education/study brief remarks, discussion abraod opening remarks global engagement opening remarks global engagement informal UC opening remarks global engagement opening remarks global engagement discussion UC's academic standing President and first-generation brief hello, Q&A students brief remarks farewell keynote UC2019 report Update taped interview President's life performing arts Center of announcement Excellence report good news greetings UC and DC connections meeting featured speaker book

1

6:30 PM

45

2:30 PM

120 5 10 5 30 5

6:30 PM 11:30 AM 3:30 PM 6:00 PM 11:30 AM 5:00 PM

5

12:00 PM

10 10 10 10 120

6:00 PM 12:00 PM 5:30 PM 6:00 PM 11:30 AM 6:00 PM

15

6:00 PM

3 30 10 60

4:00 PM 10:30 AM 3:00 PM 3:00 PM

5 5 120 20

8:30 AM 5:30 PM 10:00 AM 1:30 PM

3/22/11 Cincinnati State Teacher Marsha Watts-Visher Psychology Class

bio, life

bio, life

90

1:00 PM

3/22/11 UC Foundation, College of Business

Campaign Leadership Dinner

welcome

campaign-business

10

6:00 PM

3/28/11 UC Foundation, Medicine

College of Medicine Scholarship Campaign Leadershi

welcome, opening

campaign

10

6:00 PM

3/30/11 Sherrod Brown, U.S. Senator

Senator's Ohio College Presidents Summit

Introduction

3

9:00 AM

You See Potential Conference

opening keynote

30

8:00 AM

4/8/11 Chancellor's Office 4/11/11 Provost's Office 4/13/11 UC Foundation

Luncheon with Chancellor, Presidents Academic Master Plan Unveiling Telefund Reception

welcome greetings informal

Robert Braun of NASA personal story, advice on succeeding chancellor UC2019 academic master plan thank you

1 5 5

12:00 PM 1:00 PM 5:30 PM

4/13/11 UC Foundation, Economics Center

Economics Ctr for Education and Research Annual Ln

Opening remarks

Economics Center

5

12:00 PM

4/14/11 Faculty Senate

Faculty Senate Meeting

report

SB5, Charter Universities

20

3:30 PM

introduction

UK President Todd Lee

5

6:00 PM

2/7/11 2/8/11 2/10/11 2/10/11 2/12/11 2/15/11

President's Office Student Affairs, Diversity Council Faculty Senate UC Foundation, College of Law League of Women Voters Provost's Office

Rosenthal Dinner Ethnic Receptioin Faculty Senate Meeting College of Law Donor Dinner Susan B. Anthony Luncheon Semester Conversion Thank You

2/15/11 Student Affairs

Quarterly Student Luncheon

2/17/11 2/18/11 2/18/11 2/19/11 2/20/11 2/21/11

Orlando Donor/Alumni Dinner Sarasota Luncheon Reception at Kendle's House Naples Dinner Miami Donor Brunch Dinner with Academic Consultants

UC Foundation UC Foundation UC Foundation UC Foundation UC Foundation President's Office

2/22/11 CECH

Gen-1 House Dinner

2/23/11 Provost's Office 2/25/11 Cincinnati Women's Club 2/25/11 UC Foundation 3/3/11 WSTR, GRUC

Farewell Reception for Dean Andrea Lindell Lucheon Meeting UC Foundation Executive Committee Meetign Lincoln Ware TV Show

3/3/11 Ohio Board of Regents 3/15/11 3/16/11 3/18/11 3/20/11

Board of Trustees UC Foundation, College of Law President's Office Women Helping Women

4/1/11 Student Affairs

Center of Excellence Announcement Board of Trustees Meeting Washington D.C. Reception - Law President's Cabinet Meeting Sunday Salon Talk

4/14/11 Ohio Valley Affiliates in Life Sciences (OVALS) OVALS Meeting

introduce honoree

7:00 PM

President Gregory H. Williams - Speeches and Speaking Engagements - May 1, 2011 to April 30, 2011

4/15/11 President 4/15/11 UC Foundation

President's Cabinet Meeting UC Foundation Executive Committee

opening report, update

Update

120 10

12:00 PM 2:00 PM

4/15/11 UC Foundation

Benefactors Dinner

welcome, recognition

UC2019 achievements, highlights

11

6:00 PM

4/16/11 UC Foundation

UC Foundation Board of Trustees Meeting

update

Update

10

8:00 AM

4/18/11 College of Medicine Faculty

CoM Faculty Forum

presentation

GHW, CoM future, vision

45 minutes

4:00 PM

4/20/11 Diversity Council

Diversity Conference

opening, closing

diversity

5

8:00 AM

4/20/11 Green Partnership for Greater Cincinnati

Green Partnership Appreciation Dinner & Roundtable

roundtable discussion

sustainability at UC

75

5:45 PM

4/25/11 Osher Lifelong Learning Institute

Session on Life Adventures with Mrs. Williams

class

President Williams and Mrs. Williams' lives

90

2:00 PM

4/26/11 President's Office

Pizza Party for Student Government & GSGA Leaders

greetings

informal discussion

120

5:00 PM

4/27/11 YMCA

YMCA Racial Justice Book Event

book talk and Q&A

book

60

5:30 PM