Ģ����Ƶ

31 October 2024

Ģ����Ƶ University's regional campuses in Chillicothe, Ironton (Southern), Lancaster, St. Clairsville (Eastern), and Zanesville have provided students throughout Southeastern Ģ����Ƶ with access to a quality educational experience since the Chillicothe campus opened in 1946. Situated in primarily Appalachian communities that have experienced declining populations and changing industries over the past several decades, these campuses embody OHIO’s foundational and current access mission and deliver a high-quality educational experience to students who choose to remain in their home communities. Regional campus students experience a student-centered learning environment characterized by small class sizes, qualified professors, and efficient use of instructional technologies. Since Ģ����Ƶ University programs have a single curriculum, the educational experience students receive is expected to be equivalent, and established learning outcomes are expected to be met, regardless of delivery location or modality.

OHIO’s regional campuses serve both traditional and non-traditional students who choose to study at a regional campus for a variety of reasons. Whether students are working, taking care of families, financially constrained, place-bound, or seeking means to improve their career opportunities, enrolling through a regional campus gives students options. Students attending an OHIO regional campus can choose to pursue associate or baccalaureate degrees, or a limited number of certificates. Through a student-centric institutional relocation policy, students can also begin at a regional campus before relocating to the Athens campus to complete a degree program. The campuses' open admissions policy allows Ģ����Ƶ high school graduates to be admitted; transfer student admission follows a university-wide standard. The campuses are commuter-friendly and provide students opportunities to earn credit while still in high school through the statewide College Credit Plus program.

Strategic Planning and the OneOHIO Initiative

In spring 2017, former OHIO President M. Duane Nellis formed a Regional Higher Education Study Committee to review and evaluate the regional campuses and to develop strategic recommendations that would ensure a sustainable future. The RHE Study Committee, comprised of representatives from across the university, was charged with developing recommendations in five critical areas: organizational and reporting structures; academic program development and delivery; alignment across academic programs and administrative structures; financial sustainability; and student services. On November 1, 2018, the RHE Study Committee submitted their report and recommendations to the President, which was subsequently presented to the OHIO Board of Trustees on January 18, 2019. The results of this work became the OneOHIO Initiative.

Following the adoption of the RHE Study Committee recommendations by the OHIO Board of Trustees, the university began moving forward with implementing critical and significant changes to the overall structure and operations of OHIO’s regional campuses. Workstreams were created for each of the key implementation areas, which were again inclusive of representation from across the university. The Workstreams were focused on accreditation and regulatory compliance, administrative efficiency, course/program approval process redesign, engagement ecosystem, faculty integration, instructional efficiency (phase 1), and new/expanded programming. The individual Workstreams met throughout 2019 – 2020 to develop and submit implementation plans and recommendations to the OneOHIO co-chairs; more than 135 faculty and staff participated in the effort.

The OneOHIO Initiative began implementation in August 2020. A OneOHIO Initiative report was presented to university leadership in October 2020. It highlighted key implementation goals of reduced competition between OHIO campuses, aligned administrative functions that resulted in cost savings, evolved leadership structure with new focus for regional campus deans, enhanced instructional efficiency and streamlined course scheduling practices, renewed focus on community engagement and outreach, and new program development focused on growth sectors and workforce needs.

The Fall 2020 implementation of the OneOHIO Initiative included realignments of administrative and academic functions. Some realignments were within the regional campus structure, while other realignments included Athens campus units. Areas that went through a realignment process in connection to the OneOHIO Initiative included:

• Administrative: facilities management, admissions, communications, student services (Note: regional IT was realigned across the regional campuses in Summer 2019, in anticipation of OneOHIO recommendations.)
• Academic: programs previously aligned to Regional Higher Education were shifted to academic colleges on the Athens campus; direct reporting lines for regional campus faculty moved to the respective academic department or school. (Note: individual meetings were held with multi-disciplinary faculty where they were given a choice in their department/school alignment.)

In Fall 2021, two task forces were developed to continue implementing the Faculty Integration recommendations from the OneOHIO Initiative. Task force membership included representation from the Athens campus and regional campuses. These task forces focused on promotion and tenure processes and topics relevant to the Faculty Senate’s Professional Relations Committee and Faculty Senate’s Educational Policy and Student Affairs (EPSA) Committee. Their work led to changes to the OHIO Faculty Handbook, as well as faculty guidelines within the academic colleges.

The second phase of the Instructional Efficiencies Workstream began in November 2021 and concluded in Spring 2022. The result of this second phase was a refined set of scheduling principles and practices, as well as a recommendation for a permanent university committee focused on schedule planning. The Schedule Planning and Coordination Committee (SPCC) was established in Fall 2022 and is comprised of academic planning representatives from each

academic college, RHE, OHIO Online, Registrar’s office, and Provost’s office. The SPCC meets monthly to discuss university scheduling timelines, practices, policies, and opportunities.

The following outlines the structure and operations of Ģ����Ƶ University’s regional campuses, post OneOHIO, and illustrates how the Ģ����Ƶ University regional campuses continue to meet the HLC branch campus definition.

Governance and Oversight

Designated by the Executive Vice President and Provost, the Office of Regional Higher Education oversees the operations and governance of the five regional campuses. The central Regional Higher Education (RHE) office is maintained by a Vice Provost for Regional Higher Education & Partnerships, to whom the five regional campus deans report. In addition to these five Deans of Campus and Community Relations, the RHE leadership structure includes staff who support budget, operations, academic programming, student services, information technology, facilities, marketing and communication, community engagement, and campus administration: see details below.

Institutional planning, governance, and oversight processes are inclusive of the regional campuses as demonstrated by Regional Higher Education’s involvement in critical executive level planning and decision-making groups. Specific examples of inclusion in institutional planning and governance processes include:

• Regional Higher Education representation on institutional budget planning committees

  The Director of Budget and Operations is an active member of the university Budget Planning Council, Chief Financial and Administration Officers (CFAO) Group (and subgroups), Scholarship Leveraging Committee, Data & Reporting Users Group, and represents the regional campuses on ad hoc budget committees and budget staff meetings. As a representative of Regional Higher Education on these groups, the Director influences the budgeting strategy for the university and ensures decisions are inclusive of regional campus needs, opportunities, and challenges.

• Vice Provost for Regional Higher Education & Partnerships part of academic leadership

  The Vice Provost for Regional Higher Education & Partnerships is an active member of Provost Senior Staff (PSS) Advance Group, Deans Council, Academic Leadership Council, Friday Group, Dynamic Strategy: Engage, Strategic Enrollment Management Advisory Group, Capital Funding & Priorities Committee, Corporate Engagement Network, Innovating OHIO’s Outreach Committee, Black Alumni Reunion: Networking Committee, Scholarship Leveraging Committee, and ASCENT. Through this representation and participation, the Vice Provost can ensure regional campuses are represented in executive level academic and community engagement planning. Similarly, this participation ensures the ability to keep the greater university community informed of the activities and needs of the regional campuses.

• Academic planning and student support representation

  The Associate Vice Provost for Regional Higher Education & Partnerships is an active member of the university Associate Deans Council, Assistant Deans Council, Tuition Appeal panel, Friday Group, Veteran’s Committee, Community Engagement Committee, Data & Reporting Users Group, and ad hoc university-wide committees focused on students and/or programs. The Associate Vice Provost also co-chairs the Schedule Planning and Coordination Committee and is a member of the Patton College of Education academic leadership team. This engagement ensures Regional Higher Education is represented in conversations and decisions that directly affect program delivery / availability and student support services for regional campus students.

• Faculty Senate and University Curriculum Council

  The memberships of OHIO’s Faculty Senate and University Curriculum Council are inclusive of regional campus faculty members, as required by the Faculty Handbook. Through their participation, regional campus faculty have an opportunity to engage in institutional conversations, planning, and policy development regarding academic standards, expectations, processes, and needs. The faculty then have the responsibility to keep their campus communities informed.

While working in coordination with each other and the Office of Regional Higher Education, the individual regional campuses each maintain an organizational and governance structure. The campus dean, faculty, and directors or managers of various service operations (i.e. student services, library, facilities, IT) ensure the local, day-to-day operations of the campus.

Faculty governance structures were adjusted during the OneOHIO Initiative. Regional campus faculty still engage locally at each campus, typically through an unofficial faculty chair or other lead role that is voted on, or otherwise determined, by the campus faculty. However, regional campus faculty are now also directly aligned with their academic department on the Athens campus. Through this alignment, faculty continue to engage in curricular decisions and activities, which now have a university wide impact. Additionally, this alignment affords opportunities for regional campus faculty to serve on department or college committees, which provides enhanced insight into the regional campus structure, needs, and experiences for the Athens units. As noted above, regional campus faculty represent their campus on Faculty Senate and the University Curriculum Council.

Prior to the OneOHIO Initiative, a RHE Leadership group provided a comprehensive level of governance and oversight of the regional campuses. That group was comprised of regional campus deans, associate deans, faculty senators, faculty division coordinators, and central RHE staff. This has changed since the OneOHIO Initiative and the implementation of the current administrative and academic structures; however, regular and consistent engagement with university leadership, campus deans, functional leads (e.g. facilities, IT, library, communication, as well as Athens academic and administrative leadership) helps ensure executive level decisions made by the Vice Provost have broad input. Examples of meeting structures to support collaborative approach to unit governance:

• RHE central leadership and the regional campus deans meet weekly or bi-weekly to review governance and operations, to discuss needs and opportunities, and to determine policies and practices that are specific to the regional campuses.
• Directors of Student Services meet with each other and the Associate Vice Provost monthly. Additional meetings with Athens campus functional leads (i.e. Enrollment Management, advising and career, orientation, financial aid, etc.) occur at different intervals from monthly to semi-annually.
• RHE functional leads (e.g. facilities, IT, communication) engage regularly with their Athens counterparts and are often included in all-function staff or leadership meetings.
• Regular all-RHE meetings with faculty and staff, as well as regular all-campus meetings, provide an opportunity for regional faculty and staff to be kept apprised of current issues, opportunities, and needs. Active participation during the meetings is encouraged.

Administrative Structures and Staffing

As a result of the OneOHIO Intiative and pre-OneOHIO efficiency alignments, the administrative structure of Regional Higher Education is categorized at central- and campus- levels.

• RHE central-level structure

  The unit is led by the Vice Provost for Regional Higher Education & Partnerships. Direct reports to this position include a Director of Budget and Operations, Associate Vice Provost for Regional Higher Education & Partnerships, Special Assistant and Director of Administration, Director of RHE IT, Director of RHE Facilities Management, Senior Director of Regional Campus Marketing & Partner Outreach, and five Deans of Campus and Community Relations. Positions with a central-level role are expected to have a broad, complex understanding of the complete operations of all five regional campuses and to provide strategic recommendations and information to the Vice Provost regarding processes, policies, resources, needs, opportunities, and challenges for the five regional campuses. Further engagement from this group with the individual campus deans and campus functional staff is regular and frequent. Central-level staff are also primary points of contact within their functional area for colleagues on the Athens campus in reciprocal units.

• Regional campus-level structures

  Each regional campus Dean provides operational leadership for their designated campus and serves as the primary point of engagement and support for their local community and community organizations. Direct reports include the Director of Student Services, adjunct faculty, and campus support staff. Indirect reports include campus-level staff in facilities, IT, library, and communication. Although full-time faculty have a primary reporting line to their academic department or school, campus faculty have indirect reporting expectations to their campus Dean. Each campus Dean provides direct input into faculty merit increases and works directly with faculty to ensure service and teaching requirements are met.

Staffing

Employing highly qualified faculty and staff is a priority for the regional campuses. Hiring processes align to university policy, procedures, and practices, as outlined in the Faculty Qualifications Policy 18.001. Regional campuses utilize university hiring tools and systems and follow performance management expectations set forth by Human Resources and outlined on the Faculty Hiring & Qualifications site. The RHE Director of Budget and Operations has worked with staff across the regional campuses to streamline hiring processes and to standardize hiring letters, which has dramatically increased and improved consistency and clarity.

Hiring practices for faculty include local campus and departmental or school consideration for all disciplines. The campus dean makes the offer of employment, but individual course approvals are determined by the department or school. During the 2014-2015 and 2015-2016 academic years, RHE worked with academic leadership across colleges to identify and implement more consistent faculty approval and course clearance processes, both for full-time and adjunct instructors. Processes for hiring faculty and considering qualifications were also addressed during the OneOHIO Initiative. As a result, minimum criteria for course approvals are more widely understood and consistently followed. During 2024, RHE staff began developing a new, internal database for cataloging course approvals, approval adjustments, faculty qualifications (linked to electronic copies of faculty credentials), and teaching histories of all regional campus faculty and adjunct instructors.

Performance Management

Faculty are evaluated for merit and performance by their department chair or school director. Data included in the assessments typically include a combination of course evaluation data, scholarly activity and accomplishment, and service. Regional campus deans may provide information to the chair or director to support this review, but it is up to the individual faculty to solicit the information. However, as noted above, regional deans provide direct feedback to the Vice Provost related to merit increases and specifically address service to the campus and to the community as a component of this input.

Staff who are physically located on a regional campus but who have direct reporting / supervision to a unit or individual not at their same location are evaluated by their supervisor, with input from their campus dean. Examples:

• Manager of Library Services: each campus has a Manager of Library Services that reports indirectly to the campus dean and directly to the Head of Learning Services. Performance management is the responsibility of the direct supervisor (Head of Learning Services), but the campus dean provides input and feedback as a part of the process.
• Manager of Communications and External Relations: each campus has a Manager of Communications and External Relations that reports indirectly to the campus dean and directly to the Senior Director of Regional Campus Marketing and Partner Outreach. The Senior Director meets with each Manager and Campus Dean regularly to discuss needs, expectations, and staff performance, including annual goals established in the performance management process.

Assuring and Improving Educational Quality

One method of assuring and improving educational quality is through regular assessment. All university programs, including those available to regional campus students, must go through a comprehensive 7-year review as established by the University Curriculum Council. This review includes an assessment of program learning outcomes, program assessment data, program goals, and the identification of future needs. Additionally, each program is expected to submit annual reports of student learning outcomes to the Assessment Clearinghouse. Though these processes are managed by the academic colleges / units on the Athens campus, regional faculty are expected to participate. Regional campus faculty who serve in a program coordinator role are compensated by RHE for this work through a course release or stipend.

Programs that have discipline specific accreditation must also review, assess, and update their curricula in line with the standards set forth by these external bodies. Programs available through the regional campuses that assure quality through a discipline specific accrediting body include business, teacher education, nursing, and social work.

Other ways we work to assure and improve educational quality across OHIO’s regional campuses include supporting faculty development:

• Supporting Faculty Development

  All regional campus faculty have an opportunity to utilize development funding each year to remain active and engaged in their field of study: $1300 for tenure-track faculty and $1000 for instructional faculty. Regional faculty can also apply for research funding or a course release through the RHE Faculty Development Committee; faculty must identify the nature and scope of their planned research and how this research will contribute to their field or enhance their teaching.

• RHE Supplemental Support Fund

  This pilot program launched in 2024-2025 to support regional campus faculty and staff who seek professional development that exceeds their annual funding levels.

• Annual Faculty Workshop

  Beginning in Fall 2022, an annual RHE Faculty Workshop provides a mechanism for faculty to collaborate with colleagues in their discipline from other campuses and their department chair or school director (as available) to review the faculty developed Guarantee+ Graduation Plan and corresponding RHE Course Carousel, as well as engage in an annual faculty development activity. The Fall 2024 RHE Faculty Workshop included a hands-on opportunity for faculty to work with colleagues in their discipline area and to understand how AI can be incorporated into their student learning and assessment. Note: the RHE Course Carousel is a defined rotation of regional campus course offerings for fall and spring semesters that are based on the course requirements outlined in the faculty-developed Guarantee+ Graduation Plans.

Instructional Delivery Methods and Scheduling

The regional campuses offer courses in a variety of delivery methods to ensure students have the courses they need to complete BRICKS general education requirements and major requirements for all approved degree programs. Delivery methods include:

• In-person Fully Synchronous

  Class meets in-person on a regional campus for the full contact hour requirement

• In-person Hybrid

  Class meets in-person on a regional campus but for less than the full contact hour requirement

• Online Fully Synchronous

  Class meets online through virtual meeting platform (e.g. Teams) for the full contact hour requirement

• Online Hybrid

  Class meets online through a virtual meeting platform (e.g. Teams) but for less than the full contact hour requirement; remaining content is delivered online format through a Learning Management System (e.g. Canvas) without a formal meeting pattern

• Online Fully Asynchronous

  Class is offered in an online format through a Learning Management System (e.g. Canvas) without a formal meeting pattern

Students who enroll in programs with a clinical or field experience (e.g. education, nursing, social work) will also engage in on-site learning at their placement location.

Technology Enhanced Delivery

The Ģ����Ƶ University Learning Network (OULN) is a live, classroom-to-classroom video instructional system. The OULN system is a distance education modality that is used to expand classroom-based course offerings to students across campuses. The OULN system has been operational for more than 30 years, upgrading software and hardware as technology has evolved. Software and hardware was purchased and installed in five rooms per campus in 2023-2024 and expanded to include 11 high school partner locations in 2024-2025. This new OULN technology offers state-of-the-art, synchronous interaction between and among the campuses and offers the ability for remote login through Zoom, further expanding the ability to connect faculty and content with students. During Fall 2024, the OULN system was in use 160 hours per week to provide access to courses across all five regional campuses and select high school partners.

As early as 2019, individual regional campus faculty began experimenting with other forms of technology that could engage students across the regional campus system while still providing an in-person learning experience for local students. Often referred to as “Zoom in the Room” by faculty, this delivery option includes scheduling two, shared sections of one course and teaching the students concurrently: one in-person (fully or hybrid) and one online (synchronous or hybrid). Faculty have the option to choose this delivery as an alternative to OULN.

Course Scheduling

The regional campuses and Regional Higher Education began intentional schedule collaboration in 2017-2018. Following the OneOHO Initiative and administrative restructuring, the responsibility for regional campus course scheduling shifted to a committee of scheduling coordinators (2020-2022) and then to a centralized RHE Scheduling process (2022-present), led by the Associate Vice Provost. Ensuring regional faculty meet their instructional load is the responsibility of RHE Scheduling, in consultation with the campus deans, department chairs / school directors, and individual faculty.

An efficient course schedule developed through multiple points of engagement and feedback was an expected outcome of the OneOHIO Initiative. The RHE Schedule is expected to address required courses while ensuring overall instructional efficiencies. The current process includes the following points of engagement: regional faculty, campus leadership, student services, and academic department chairs / directors.

Evaluation and Planning

The OneOHIO Initiative was a comprehensive strategic planning and evaluation process that reestablished structures and priorities for the regional campuses. Since then, regional campus faculty and administrators have engaged in university-wide efforts to support the development of the new university mission and vision, as well as the pillars of the President’s Dynamic Strategy. The regional campuses will be involved in the planning and implementation of these pillars.

In addition to the university-level efforts, RHE and the regional campuses routinely engage in evaluation and planning activities that strive to understand needs, opportunities, and challenges. Examples include engaging workforce and community development, understanding regional enrollment patterns, and developing internal opportunities for continuous improvement.

Workforce and Community Development

Supporting the academic, outreach, and engagement needs of the local community is an essential function of each regional campus. The following highlights one example from each campus that is addressing this expectation:

• Chillicothe: robust, noncredit community education courses and workshops
• Eastern: on-campus business incubator space to support small-business entrepreneurship
• Lancaster: partnership with Fairfield County and Hocking College at the Fairfield County Workforce Development Center to deliver credit and noncredit programming
• Southern: annual Community Mental Health Conference
• Zanesville: annual Workforce Summit with community organizations, government, and business leaders

Enrollment Patterns

Implementing a highly efficient regional campus course schedule means more regional campus students are simultaneously enrolled in multiple regional campuses each term. Evaluating program needs and opportunities requires an understanding of these swirling enrollments and mechanisms for clarifying campus identification. Through collaboration between the Office of the Registrar, RHE, and others, new tools are available to help identify student campus affiliation based on physical presence: Service Campus. Using both official enrollment reports along with the Service Campus information, the regional campuses are better equipped to evaluate program enrollment and plan student services.

RHE Advisory Committee for Faculty Integration and Campus Collaboration

Formed in 2024-2025, the committee includes representatives from all regional campuses and each employee type. The committee is charged with bringing forward opportunities and recommendations to the Vice Provost that will have a positive impact on regional campus faculty, staff, and students. The committee will focus on five key areas: faculty integration, administrative alignments, Guarantee+ Graduation Plans and student success, campus and community engagement, and future planning.

Student Support Services and Access

OHIO’s regional campuses are organized in such a way that students can be supported on the local campus and still have opportunities to access information, services, and events on the Athens campus. By providing well-rounded and robust support services, the regional campuses create an environment that supports success.

Regional campus student services offices provide both direct and indirect support to students enrolled on or through their campus. Services are provided to students through in-person appointments (scheduled or drop-in), synchronous / virtual conferencing appointments (scheduled or drop-in), or asynchronous support (email). Coordination and collaboration between and among the regional campuses and the Athens campus helps support the development and maintenance of quality student services. Throughout the academic year, the student services staff from the regional campuses meet with the functional leads from the offices of admissions, financial aid, registration, Enrollment Management, University Advising, orientation programming, Student Affairs, and others to discuss ideas, challenges, processes, and updates.

Admission

Admission to the university through the regional campuses exemplifies the regional campus open access mission; students who have earned a high school diploma or equivalent may be admitted. Students may apply online or in person. Admission processing is managed by the Office of Undergraduate Admissions in Athens.

Financial Aid

Financial aid is processed in Athens for all OHIO students; however, dedicated financial aid staff at three of our regional campuses (Chillicothe, Southern, Zanesville) provide local service and support to the five regional campuses. These staff work with students electronically and face-to- face to review federal financial aid regulations, to assist with understanding and completing required forms, and to identify and assist with problem resolution.

Academic Advising

OHIO’s regional campuses implemented Guarantee+ Graduation Plans in Fall 2023 and the Success Advisor model. Students who began on a regional campus prior to Fall 2023 retain their faculty or staff advisor who works with the student to review program requirements and register for courses each term.

Students who began in Fall 2023 or later are assigned a Success Advisor at their regional campus who will work with them through graduation or relocation to the Athens campus. In addition to a Success Advisor, students are assigned a Faculty Mentor prior to their second year in their program. Success Advisors work with students to understand their program requirements, develop a Graduation Plan, discuss and track degree milestones, register for courses, and identify additional supports a student may need, e.g. tutoring services. Faculty Mentors serve as a discipline specific resource to help students understand expectations within their chosen field, opportunities upon graduation, and curriculum.

Directors of Student Services and campus Success Advisors use the MyOHIO Success Network to support retention and outreach efforts. In Fall 2024, the university launched new tools and resources to support these efforts: Slate for Current Students, enhancements to the Faculty & Advising Center, and enhanced messaging through the Office of the Registrar. Additionally, student services staff regularly collaborate with the Academic Achievement Center to support students who are placed or continued on academic probation.

Career Services

Each regional campus has a position dedicated to career development. Staff in these positions provide career coaching, education, and exploration services to regional campus students. Career Development Coordinators connect students to industry, support student experiential learning opportunities, and strengthen campus and community partnerships with local business and industry.

Library Services

In addition to being able to access on-site library services, regional campus students have access to the robust resources through the university library. Online library resources include access to academic journals, which were greatly expanded for regional students as a result of the OneOHIO Initiative, and direct access to Ģ����ƵLink, a statewide library resource sharing service.

Student Accessibility

Through partnership with the Office of Student Accessibility Services, regional campus students have access to dedicated staff who can help identify accessibility needs and services. The regional student accessibility coordinator positions are shared between campuses.

Tutoring Services

Through partnership with the Academic Achievement Center, regional campus students have access to free tutoring services. Campuses who have students interested in serving as an on- campus peer tutor can offer in-person tutoring. All students can access synchronous online tutoring using Microsoft Teams.

Campus Life

Each campus offers a variety of student clubs, organizations, and engagement opportunities. Students can also choose to engage in university-wide organizations and events through the Center for Student Engagement and Leadership.

Resources: Allocation and Budgeting

Regional campus financial resources are the results of tuition and fee assessment, state appropriations, state capital funding, endowments and gifts, and grant awards.

Budgets for the RHE central office and five campuses are managed by a Director of Budget and Operations who works closely with the RHE Vice Provost and each Dean of Campus & Community Engagement to understand campus budget needs, develop budget plans, identify resources, and execute strategies. The Director of Budget and Operations represents the regional campuses in university-wide budget conversations and policy decisions and subsequently works closely with the Vice Provost to develop the budget strategy for RHE. The regional campus deans are responsible for maintaining a local budget and executing associated budgetary decisions. The budget timeline for RHE is consistent with the University timeline and planning process and includes presentations by the Vice Provost to university leadership.

Each regional campus dean works closely with the Vice Provost and University Advancement to identify opportunities for fundraising efforts that will support program growth and/or development, student support initiatives, campus and community engagement activities, and workforce development opportunities.

Capital funding from the state of Ģ����Ƶ includes funding specifically for regional campuses, which helps to directly address deferred maintenance needs across the five campuses. In addition, one-time-only monies from Regional Higher Education funding combined with development gifts allow the campuses to continuously monitor, maintain, and improve building and grounds. The Director of RHE Facilities Management works closely with the Vice Provost, Director of Budget and Operations, and each campus dean to identify and prioritize capital projects. Budget development for capital projects becomes a collaborative effort that also includes functional offices on the Athens campus like Design & Construction.

In addition to direct expenditures, funding transfers to other OHIO units, direct financial aid to students, and investments, the annual budget for RHE also includes a contribution margin allocation to the Athens campus. This contribution margin or overhead is a set percent of regional campus revenue that supports university-wide units, such as but not limited to the offices of the President, Provost, Finance and Administration, Human Resources, Payroll, Legal Affairs, Enrollment Management, Registrar, Bursar, and Admissions.]

Regional Higher Education Fact Sheets | Fall 2024