TEXAS A&M
UNIVERSITY - COMMERCE
DIVISION OF ACADEMIC AND STUDENT AFFAIRS
Strategic
Planning and Evaluation
PROVOST OFFICE
The
purpose of strategic planning and evaluation at the Provost Office level is to
identify and assess, from the University’s strategic plan, the goals and
objectives appropriate to the Division of Academic and Student Affairs and
essential to carrying out the mission of the University.
The
Provost, with advice from the Provost/Deans Council, guides planning and
evaluation in the Division of Academic and Student Affairs. The Provost and the Council will identify and
assess the academic and student affairs goals and objectives in the context of
outcomes appropriate to all academic programs and units within the
Division. Each program or unit will
establish goals derived from and supportive of the mission of Texas A&M
University-Commerce, assess its success in achieving these goals, and
demonstrate the use of the results of the assessment in making appropriate
changes in resources, programs and services.
In other words, we will
·
say what we want to do and how we want to do it;
·
do it;
·
get and reflect on credible feedback on what we’ve done; and
·
act on that feedback so that we become smarter and better at what we
do.
We are a community of learners.
DIVISION OF ACADEMIC AND STUDENT AFFAIRS
MISSION STATEMENT:
The Division of Academic and Student Affairs at Texas
A&M-University-Commerce provides leadership in the development of academic
programs, student affairs and educational support services that fulfill the
mission of the University.
The primary purpose is to nurture a culture for
teaching and learning through research and service.
VISION: The
Division of Academic and Student Affairs at Texas A&M University-Commerce
will be a model of excellence in the development of an outstanding student
body, faculty, and staff focusing on
·
collaborative decision making,
·
high expectations and standards, and
·
connectivity with internal and external communities.
VALUES: Programs within academic and student affairs
will be appealing, accessible, affordable, adaptable, authoritative, and
accountable.
MOTTO: We are a community of learners.
University Goal: Move toward a learning-centered,
student-oriented, collegial culture with high levels of engagement,
expectations, and standards unified by a clear sense of mission.
Division Goal I—Develop
and coordinate an ongoing planning and evaluation process designed to nurture a
community of learners in academic and student affairs.
Measurable Objective I-1---Eighty
percent of critical decisions are research-based, data driven and reflect
adherence to goal achievement and priorities (Critical decisions involve
resource utilization and commitment beyond one year.)
Strategy
I-1-a---Implement procedure for strategic planning for the division during
academic year 2002 (Provost Office)
2.
Document research and data used in critical decision making to meet
goals and priorities
Use of Results of Evaluation I---To be completed Fall
2002
Fiscal Impact---Possible within current allocations
Summary of Last Year’s Achievements---To be completed Fall 2002
Reference: One Year Accomplishment (Retreat)
2.
Identify research based, data driven decisions
3. Clearer goals and well
established priorities, especially for resource management, “get through
without drowning”
University Goal: Become a major higher education presence in the Dallas
Metropolitan area.
Division Goal II---Offer expanded academic and student
services at the Metroplex Center to meet identified needs
Measurable Objective II-1---Maximize
the use of the Metroplex facility within available resources
Strategy
II-1-a---Review data on current status
(Graduate School)
Strategy
II-1-b---Conduct needs assessment to determine offerings needed (Graduate
School)
Strategy II-1-----Evaluate travel efficiencies and alter requests to enable current funding to provide for more faculty engaged in teaching at the Metroplex (Provost Office) as well as more student services (SAEM)
Evaluation Procedure II---
1.
Was the data reviewed?
2.
Was the needs assessment conducted?
3.
Were the travel efficiencies evaluated?
4.
Were more faculty teaching at the Metroplex and more
student services offered?
Use of Results of Evaluation II—To be
completed Fall 2002
Fiscal Impact---Increased revenues due to new-to-the University
students; increased costs due to increased offerings; re-allocation of funding;
more efficient use of travel funding
Summary of Last Year’s Achievements---To be completed Fall 2002
University
Initiative: Develop and Support Innovative Undergraduate Initiatives to Ensure
Student Access and Success
University Goal: Review existing
undergraduate academic programs and support services as well as develop and
implement innovative undergraduate initiatives to ensure undergraduate access
and success.
Division Goal III---At the
undergraduate level, ensure self-improvement of existing academic programs,
student affairs and support programs and development of new and innovative
programs within available resources
Measurable Objective III-1---Each dean
and associate vice president will implement one in-depth review during AY 2002
Strategy
III-1-a---Develop review process(es) (Provost Office)
Strategy
III-1-b---Institute bench marking (Institutional Research)
Strategy
III-1-c---Develop a planning and evaluation process for core curriculum
(University Studies Committee)
Evaluation Procedure III-1---
1.
Were the review processes developed?
2.
Was benchmarking instituted?
3.
Was the planning and evaluation process for core
curriculum developed?
4.
What undergraduate programs completed in-depth review
during FY02?
Use of Results of Evaluation III-1---To be completed
Fall 2002
Measurable Objective III-2---Meet
targets set by the Strategic Enrollment Management Plan for Academic Year 2002
(including undergraduate recruitment, retention and graduation rates) to
achieve an optimal size undergraduate student body
Strategy
III-2-a---Encourage faculty and staff to participate in recruitment and
retention initiatives (Provost Council)
Evaluation
Procedure III-2---
1. Comparison
of data FY01 and FY02
Fiscal Impact---Increase in weighted semester hours formula funding
Summary of Last Year’s Achievements---To be completed Fall 2002
Reference: One Year Accomplishments (Retreat)
1. Increased enrollment and semester credit hours
q 5-10%
q
increase retention rates
University Goal: Identify and strengthen
quality graduate programs, especially at the doctoral level, to serve more
effectively the graduate educational needs of the citizens of Northeast Texas
and the Dallas Metroplex, as measured by increased enrollments, number of
degrees awarded, and industry/educational employer perceptions.
Division Goal IV---At the
graduate level, ensure self-improvement of existing academic and student
support services and the development of new and innovative programs
Measurable Objective IV-1---Each dean
and associate vice president will implement one in-depth review program during
AY2002
Strategy
IV-1-a---Follow-up on consultant’s review of master’s programs (Graduate
School)
Strategy
IV-1-c---Initiate review in selected units (Academic Deans)
Strategy
IV-1-d---Institute bench marking
(Provost Office with Institutional Research)
Strategy
IV-1-e---Encourage faculty and staff to apply for external funding to support
academic programs, research efforts, creative activities, and student
involvement (Provost Council)
Evaluation Procedure IV-1---
1.
Comparison
of enrollments, number of degrees awarded and external funds obtained FY 01 and
FY 02. (AVPSAEM)
2.
Conduct
follow-up studies of perceptions of industry and educational employers related
to performance of recent graduates (Career Services)
Measurable Objective III-2---Meet
targets set in the Strategic Enrollment Management Plan for Academic Year 2002
(including undergraduate recruitment, retention and graduation rates) to
achieve an optimal size graduate student body
Strategy
III-2-a---Encourage faculty and staff to participate in recruitment and
retention initiatives (Provost Council)
Evaluation
Procedure III-2---
1.
Comparison of
data FY01 and FY02
Fiscal Impact---Increase in weighted semester hours formula funding
Summary of Last Year’s Achievements---To be completed Fall 2002
Reference: One Year Accomplishments (Retreat)
1. Increased enrollment and semester credit hours
q 5-10%
q
increase retention rates
University Goal: Continue to enhance, with
appropriate assessment and evaluation, our technology-based learning efforts,
and become the technology-based learning leader in the Northeast Texas and the
Dallas Metroplex regions as measured by the numbers of technology-based
education course offerings and participating students.
Division Goal V--- All
learning and work in the Division of Academic and Student Affairs will be
enhanced by efficient and effective use of technology
Measurable Objective V-1---The
following indicators will be improved: staff communication, core courses,
student/faculty communication, faculty/staff expertise, partnerships
Strategy V-1-a---Encourage and reward faculty who
develop and implement technology based core courses (ITDE)
Strategy
V-1-b---Survey faculty on the degree and sophistication of use of technology in
ten operational areas (Provost Office)
Evaluation Procedure V-1---
1.
Document number of faculty who develop and implement
technology based core courses
2.
Document degree and sophistication of technology usage
in ten operational areas
Fiscal Impact---Cost of rewards.
Increased productivity.
Summary of Last Year’s Achievements---To be completed Fall 2002
University
Initiative: Highlight Programs of
National and Regional Repute
University Goal: Identify one program of national reputation and two
programs targeted for regional prominence.
Division Goal VI---Transform
the university into a nationally recognized institution for math and science
education by 2015
Measurable Objective VI-1---Unite the
university in procurement of resources for the new science building
Strategy
VI-1-a---Coordinate efforts in the sciences and education
Strategy
VI-1-b---Recruit and retain highly qualified faculty (Academic Departments)
Strategy VI-1-d---Work
with other units within the University as well as community supporters to
secure financial support (Provost Council)
Strategy VI-1-e---Develop a unique curriculum with strengths in the sciences and pedagogy (COEHS/A&S)
Strategy
VI-1-f---Develop program requirements for new science building (Building Design
Management Team)
Evaluation Procedure VI-1---
1.
Compare the financial support, enrollments, faculty
qualifications and notable achievements in five year intervals
2.
Program of requirements submitted Spring 2002
Fiscal Impact---Resources available for
math/science education initiative.
Summary of Last Year’s Achievements---To be completed
Fall 2002
Reference: One Year Accomplishments (Retreat)
7. Select key programs
ACADEMIC AFFAIRS STRATEGIC
PLANNING
Educational
activities in Academic Affairs include teaching, research and service. Planning and evaluation for these activities
will be done on the college and department level annually. At the College
level, the plans of the departments will be integrated into the College plan
and forwarded to the Provost.
A
strategic plan will be developed for the College of Arts & Sciences, College
of Business & Technology, College of Education & Human Services,
Continuing Education, Graduate Studies & Research, James G. Gee Library,
and Mayo College consistent with the University’s Strategic Plan. Departments and units within Academic Affairs
will also develop plans to be integrated into the respective college plan as
appropriate. Plans should include the
following:
·
Mission statement (clearly defined purpose appropriate to collegiate
education)
·
Overall college goals (expressed in general terms; broad concepts)
·
Measurable objectives (intended results expressed in precise terms;
specific behaviors to be exhibited) that articulate and integrate departmental
objectives and are consistent with the University’s mission
·
Strategies (how) to achieve goals
·
Procedures, performance indicators or evaluation mechanisms(*) (**) to
be used to evaluate the extent to which these educational goals are being
achieved
·
both quantitative and qualitative data that demonstrate student
achievement should be used
·
may present in matrix format
·
Improvement processes or a brief description of how the results of
these evaluations from prior year are being used to improve educational
programs, services and operations of the college or university (“close the
loop”, that is, use the assessment information)
·
Brief description of the fiscal impact of this strategic plan
·
Brief summary of last year’s achievements based on goals and objectives
(effectiveness measures)
*Measures to evaluate academic programs may include:
· evaluation of instructional delivery
· adequacy of facilities and equipment
· standardized tests
· analysis of theses, portfolios and recitals
· completion rates
· results of admissions tests for students applying to graduate or professional schools
· job placement rates
· results of licensing examinations
· evaluations by employers
· follow-up studies of alumni
· performance of student transfers at receiving institutions
· course embedded assessment
**Must
evaluate success with respect to student achievement in relation to purpose,
including, as appropriate,
·
consideration
of course completion
·
state
licensing examinations, and
·
job
placement rates.
This procedure will be evaluated and revised
regularly.
References:
University Strategic Plan
Criteria for
Accreditation, Southern Association of College and Schools Commission on Colleges
Format
for Academic Affairs Strategic Plan
NAME
OF COLLEGE/DEPARTMENT/UNIT
ACADEMIC
YEAR
Mission Statement:
Goal I:
Objective I 1:
Strategy: I 1 a:
Strategy: I 1 b:
(continue as needed)
Evaluation Procedure(s):
Use of Results of Evaluation:
Objective I 2:
(continue as needed)
Goal II: (continue as needed)
Brief Description of Fiscal
Impact (Revenues/Expenses) of Goals:
Achievements of Prior Year
Based on Goals and Objectives:
STUDENT AFFAIRS AND
ENROLLMENT MANAGEMENT STRATEGIC PLANNING
Programming in Student Affairs and Enrollment
Management will be planned and evaluated annually. Department and area strategic plans,
consistent with the University’s Strategic Plan, will be integrated into the
respective unit’s plan. The Associate
Vice President for Student Affairs and Enrollment Management, with guidance
from the Provost, will oversee the planning and forward to the Provost’s
Office. Plans should include the
following:
·
Mission statement (clearly defined purpose which supports the
institution’s mission and goals)
·
Overall goals (expressed in general terms; broad concepts)
·
Measurable objectives (intended results expressed in precise terms;
specific behaviors to be exhibited) that articulate and integrate departmental
and area objectives and are consistent with the University’s mission
·
Strategies (how) to achieve goals
·
Procedures, performance indicators or evaluation mechanisms to be used
to evaluate the extent to which these goals are being achieved in each unit
·
both quantitative and qualitative data may be used
·
should consider internal and external factors and develop evaluation
methods which will yield information useful to the planning processes of that
unit
·
may present in matrix format
·
Improvement processes or a brief description of how the results of
these evaluations from prior year are being used to improve administrative and
student services of the university (“close the loop”)
·
Brief description of the fiscal impact (revenues and expenses) of this
strategic plan
·
Brief summary of last year’s achievements based on goals and objectives
(effectiveness measures)
This
procedure will be assessed and revised regularly.
References: University Strategic Plan
Criteria for Accreditation, Southern Association of Colleges and Schools
Commission on Colleges
Format for Student Affairs
and Enrollment Management Strategic Plan
NAME OF UNIT/AREA/DEPARTMENT
ACADEMIC YEAR
Mission Statement:
Goal I:
Objective
I 1:
Strategy:
I 1 a:
Strategy:
I 1 b:
(continue
as needed)
Evaluation
Mechanism(s) or Performance Indicator(s):
Use
of Results of Evaluation:
Objective
I 2:
(continue
as needed)
Goal II: (continue
as needed)
Fiscal Impact (Revenues/Expenses) of Goals:
Last
Year’s Achievements Based on Goals and Objectives:
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