Budget and Finance

UNIVERSITY OF CINCINNATI JUNE 30, 2 008

The vision builds on the University’s Just Community Initiative, endorsed by the University in 2000 to promote
community, justice, and responsibility. UC|21 identifies six guiding principles that build on the University’s rich
heritage as an agent of transformation and discovery, while underscoring its commitment to serve a rapidly changing
world and local Cincinnati community. These principles are:

„ Scholarship „ Leadership
„ Citizenship „ Partnership
„ Stewardship „ Cultural Competency

Urban Research University Objective

The University’s Urban Research University Objective seeks to enhance the University’s academic and research
status by virtue of the University’s engagement in society. This framework and plan is as follows:

z Given the University’s strong and distinctive accomplishments as a research university, the University
will continue to expand and excel in its role as a comprehensive, public research institution – regionally,
nationally and globally.

z The University’s roots are as a municipal university and has evolved with Cincinnati.

z The local community is a resource and problem rich environment that beckons the University as a
community of scholars.

z By fully embracing the urban community, the University seeks a reciprocal partnership right at its
doorstop, where the University’s intellectual power, research capacity, and creativity can be set to work
on society’s most pressing issues:

„ Local Schools „ Economic Development

„ Health Care „ Civic Life

„ Safety „ Racial Relations

„ Entrepreneurialism

Goals

The University’s aspiration to define the new urban research university calls on the University to be a true innovator,
adopting new ways of pursuing the academic enterprise. UC|21 is developing the University’s capacity for change
and commits it to go about the business of higher education more strategically. This vision is driven by a number of
strategic engines, including a budget reorganization tied to six goals, performance-based budgeting, administrative
actions, an exhaustive implementation proposal process, and college and unit alignment efforts. In conjunction with
the Faculty Senate, UC|21 has begun a full review of the University’s governance and committee structures and
implemented change in 2006.

The six goals are:

1. To become a university of choice and a destination campus by keeping students at the University’s
   core.


2. Build on the University’s greatness as a major research university to benefit society, have
   meaningful economic impact and enhance the quality of life for all.


3. Encourage an environment of high-quality learning and world-renowned scholarship.


4. Establish and nurture relationships with the colleagues within the University and with local and
   global communities.


5. Develop an environment where members of the campus community and the community at large
   want to spend time learning, living, playing and staying. Provide long-term support to build a better
   uptown in our neighboring communities.


6. Develop potential, not just in the University’s students, but in the local and global communities.