1 Tallahassee Community College Foundation College Innovation Fund Program Manual REVISED JUNE 2015
2 TCC Foundation College Innovation Fund Page 2 Table of Contents INTRODUCTION & OVERVIEW... 3 PURPOSE... 3 FUNDING PRIORITIES... 3 PROJECT AND APPLICANT ELIGIBILITY... 3 FUNDING PARAMETERS... 4 PREFERRED PROJECTS... 4 AREAS NOT FUNDED... 4 PROPOSAL EVALUATION & SELECTION... 5 MINIMUM REQUIREMENTS... 5 PROPOSAL REVIEW COMMITTEE... 5 EVALUATION CRITERIA... 6 PROJECT ADMINISTRATION... 6 FUNDS RELEASE... 6 OWNERSHIP/ATTRIBUTION OF PRODUCTS CREATED... 6 PROJECT EVALUATION AND REPORTING REQUIREMENTS... 6 HOW TO APPLY FOR FUNDING... 7 PROCEDURE... 7 APPENDIX I CIF GRANT MIDPOINT PROGRESS REPORT... 9 APPENDIX II - CIF GRANT FINAL REPORT. 10 APPENDIX III TCC S STRATEGIC PRIORITIES & STRATEGIES.11
3 TCC Foundation College Innovation Fund Page 3 Introduction & Overview This manual outlines the purpose and administration of Tallahassee Community College Foundation s College Innovation Fund program. The program replaces the TCC Foundation s mini-grant program, and clarifies the focus on the development of innovative projects that address opportunities in key areas. Purpose The purpose of the TCC Foundation s College Innovation Fund is to encourage and provide financial support for faculty, staff, and students to develop and implement innovative projects that will improve the quality and/or quantity of programs and services at Tallahassee Community College. Grant awards from the College Innovation Fund are given for projects that benefit the College and involve costs that fall beyond the College s operational budget. The College Innovation Fund is supported by funds provided through the TCC Foundation, which are separate and distinct from College operating funds. Funding Priorities Applications for College Innovation Fund grants are encouraged for projects addressing perceived shortcomings or opportunities for improvement in the following areas: Student Experience: o Academic Excellence o Customer Service o Student Life o Improving Student Success Rates o Enhancing Technology College Recruitment & Marketing: o Increasing Enrollment o Increasing Presence in the Community o Elevating the College s Image Other: o Any project that does not fit under the categories listed above but will move the College from good to great and aligns with the College s mission. o Any project that relates to the College s strategic priorities and strategies (see Appendix III). Project and Applicant Eligibility All projects must be for the ultimate benefit of TCC s students, not individual faculty or staff. Applications may be made by TCC student groups, faculty, administrative departments, staff, or any team comprised of members of these constituencies.
4 TCC Foundation College Innovation Fund Page 4 Funding Parameters Applicants may apply for up to $7,500 in grant funding. However, projects of significant scope, exceptional merit, or that involve collaborations may be funded at a higher level. Generally, grant awards range from $500 to $5,000. Applications requesting grant amounts in excess of $7,500 must be accompanied by proof of matching funds either from within a Tallahassee Community College department or from some external source. Funds must be used within one fiscal year of the date they are awarded. Preferred Projects The following are examples of the types of projects eligible for funding. This list is not meant to be exhaustive. Any project supporting TCC s mission will be considered. Those aligned with the funding priorities identified above are expressly encouraged. Student Experience: o Enhancing the learning environment o Integrating technology into the curriculum o Improving student performance o Strengthening or expanding support services for students o Designing services for distance education students o Partnering with business and industry to provide work-based learning experiences for students, faculty, or staff o Promoting interdisciplinary collaborations to enhance the quality of education o Developing sustainable extracurricular activities for students o Improving the operation of an administrative office o Exploring and addressing issues related to student success College Recruitment & Marketing: o Collaborating with K-12 schools and/or postsecondary institutions to strengthen or expand curricula o Developing new courses and/or programs o Cooperating with other organizations to provide a program or service to benefit the community o Fostering economic development in the community o Creating innovative ways to market the College Areas not Funded Board policy prohibits funding for political/lobbying activities and religion-related activities. In addition, projects for personal research will not be accepted. Funds for research projects may be available through a Faculty Fellowship offered by TCC or the TCC Foundation.
5 TCC Foundation College Innovation Fund Page 5 Proposal Evaluation & Selection Minimum Requirements A College Innovation Fund proposal must meet all of the following minimum requirements in order to be eligible for funding: Addresses one or more of the program s stated funding priorities Demonstrates how the project will benefit students attending TCC Provides evidence of an innovative approach to improving the quality and/or quantity of programs and services Involves costs that fall beyond the College s operating budget Includes activities that are above the normal workload of the applicant Proposal Review Committee A College Innovation Fund Proposal Review Committee will be established. This committee will evaluate qualified applications received by the June and October deadlines. The committee will review the applications and award CIF grants to the qualified applicants based on merit of the projects. Once the CIF grants are awarded, the TCC Foundation Board of Directors will receive a report on the list of awarded CIF grants. The Proposal Review Committee is comprised of two faculty, two classified staff, one IT staff member, one Contracts and Grants staff member, one SGA representative, one Foundation Board Director, Foundation Executive Director, Foundation CFO, Foundation Development Officer, and Foundation Development & Annual Fund Officer. The Development and Annual Fund Officer solicits and approves volunteers to fill the two faculty slots and the two classified staff slots. Every attempt is made to have faculty and staff represent a variety of divisions and departments. The TCC Grants Administrator will select the Contracts and Grants staff member. The Vice President for Information Technology will select the IT staff member. The Foundation Executive Director will select the Foundation Board Director. The Student Government Association selects the Committee s student representative. Evaluation Criteria Eligible projects will be screened and rated according to the following criteria: 1. Estimated impact in relation to College goals - This can include student success, improved educational programs, teaching effectiveness, and community outreach. 2. Number of students served (short or long term) 3. Innovative approach to improving the quality and/or quantity of programs and services 4. Involves costs that fall beyond the College s operating budget 5. Includes activities that are above the normal workload of the applicant Please note that the Proposal Review Committee will attempt to make a fair distribution by division so that the entire College community can participate in and benefit from these funds.
6 TCC Foundation College Innovation Fund Page 6 Project Administration Funds Release The College Innovation Fund is overseen and administered by the TCC Foundation and TCC s Grants Administrator. College Innovation Fund grants generally should be expended within one year after notification of the award, although exceptions will be considered. Funds not expended will be returned to the College Innovation Fund and added to the sum available for allocation to approved projects in future years. At the end of the fiscal year, any encumbered funds for approved projects not yet completed will be rolled over to the next fiscal year. Ownership/Attribution of Products Created With respect to copyright, ownership of all materials and products whether works in progress or completed which are created with the support of College Innovation Fund grants shall accrue to Tallahassee Community College. Attribution on products created through the College Innovation Fund may refer to the product as being created by or authored by the grant recipient. Project Evaluation and Reporting Requirements Recipients of College Innovation Fund grants are required to submit two reports: 1. Midpoint progress report approximately halfway through the project 2. Final report within 30 days of project completion The progress report is a brief update on the status of activities and should be submitted to the Development and Annual Fund Officer by . Please use the format for the Midpoint progress report provided at the end of the program manual. The format for the final report is provided at the end of the program manual. A copy of the final report should be submitted by to the Development and Annual Fund Officer for distribution to the members of the College Innovation Fund Proposal Review Committee. The TCC Foundation should be highlighted as the donor. It is required for the CIF applicant to send a thank you letter to the TCC Foundation Board of Directors after being awarded the grant. This should be completed at the start of the project. As part of the final report, the CIF applicant will state how they plan to recognize the TCC Foundation as the donor (signage, inclusion in any press and/or presentation, etc.). At the end of each fiscal year, the Development and Annual Fund Officer will compile a brief summary of the awards made that year and make it available along with the College Innovation Fund guidelines to all students, faculty, and staff prior to the start of the next academic year.
7 TCC Foundation College Innovation Fund Page 7 How to Apply for Funding Procedure Complete the application located on the Foundation s website and it to the Foundation Development and Annual Fund Officer. Faculty/Staff will be required to get approval from their supervisor. Students will be required to have a Faculty/Staff sponsor who will submit purchasing orders on behalf of the student. Please make sure to fill out the name and of your supervisor. For students, please fill out the name and of your Faculty/Staff sponsor. After submitting the application, a request for approval from the appropriate supervisor will be ed from the Development & Annual Fund Officer. The deadline for receipt of applications is 5:00 p.m. on each of the two application deadline dates (June 30 and October 31). Where an application deadline date falls on a weekend or College holiday, the deadline will be extended to the first business day following the weekend or holiday. All full-time and part-time faculty and staff, and any student or student group are eligible to apply for a College Innovation Fund grant. Applicants are required to submit a completed CIF application in accordance with the format outlined in the College Innovation Fund grant application package. College Innovation Fund applications are available on the TCC Foundation s website. The review committee reads and evaluates all proposals submitted and selects the highest rated ones for recommendation for funding. In making decisions, the review committee may consult with the applicant and/or the applicant s supervisor about the proposed project. Final approval of all proposals rests with the Foundation Executive Director and the College Innovation Fund Proposal Review Committee. If approved, the Foundation Executive Director will provide notification of approval to the College Innovation Fund Proposal Review Committee, the Development and Annual Fund Officer, and the applicant. Dates & Deadlines Awards may be made two times during each academic year. Deadline dates for submission of applications are June 30 and October 31. If the deadline date falls on a weekend or holiday, the next business day will be considered the deadline date. The review committee meets the following month after each deadline date. Applicants are notified of the status of their applications, including reasons for denial, on August 1 for fall and December 1 for spring. The projects will be implemented from September August after the fall award date and January December after the spring award date. Projects may start any time after notification of awards and must be completed by August for fall and December for spring, although exceptions for longer projects may be made.
8 TCC Foundation College Innovation Fund Page 8 Eligible Budget Expenditures Budget expenditures, which may be requested for funding, include but are not limited to: 1. Equipment 2. Software 3. Instructional Materials 4. Travel 5. Contracted Services 6. Consultants 7. Other
9 TCC Foundation College Innovation Fund Page 9 Appendix I CIF GRANT MIDPOINT PROGRESS REPORT Midpoint Progress Report for Projects Funded Through the College Innovation Fund A midpoint progress report must be completed halfway through the project timeline. Please the report to the Foundation Development and Annual Fund Officer. Project Developer: Project Title: Project Starting Date: Expected Project Ending Date: Total Funds Spent So Far: Attach a brief narrative report (one or two pages) that addresses the following questions. 1. What activities have been completed so far? 2. What activities still need to be completed? 3. What are the next steps in your project? 4. What issues or obstacles have you encountered so far? 5. How did you overcome these issues or obstacles? 6. Will you be able to complete your project by the project end date? 7. Based on your project end date and the progress thus far, will the College benefit from your project? If not, is there a way to modify your project (i.e. more time, more resources, more participants) so it ultimately benefits the College? 8. Please share any other information that you feel is important for the CIF Proposal Review Committee to know.
10 TCC Foundation College Innovation Fund Page 10 Appendix II CIF GRANT FINAL REPORT Final Report for Projects Funded Through the College Innovation Fund A final report must be completed within 30 days after completing the project. Please the report to the Foundation Development and Annual Fund Officer. Project Developer: Project Title: Project Starting Date: Project Ending Date: Total Funds Spent: Attach a brief narrative report (one or two pages) that addresses the following questions. 1. What activities were implemented and completed? 2. What planned activities were not completed (if any)? Why they were not completed? 3. Please restate your outcomes. Describe the results of your project in terms of outcomes included in the proposal. What are the results of your project? Quantify as much as possible by providing data to show the results. 4. Did your project result in any outcomes that were not expected? Did you retain any unexpected outcomes from your project? 5. What issues or obstacles did you encounter with your project? 6. How did you overcome these issues or obstacles? 7. How has the College benefited or will benefit from your project? 8. What experiences from this project would you like to share that might help someone in the future complete a CIF project? What other information would you like to share that you feel is important? 9. How do you plan to highlight the TCC Foundation as the donor (signage, inclusion in any press and/or presentation, etc.)?
11 TCC Foundation College Innovation Fund Page 11 Appendix III TCC S STRATEGIC PRIORITIES & STRATEGIES Student Access Tallahassee Community College Strategic Priorities and Strategies Provide accessible programs, services, and experiences that increase the opportunity for students to define and reach their educational and career goals. Affordability - Keep student costs competitive without weakening the quality of the education they receive and make any increases in cost gradual, moderate and predictable. Comprehensive Career Advising - Design and implement an integrated and sustainable model that assists students in early identification of academic pathways aligned with their career goals and educational needs. Multiple Pathways - Identify, design and market traditional and online educational pathways that lead to degrees, industry certifications, credentials, job placement and further education. Financial Resources - Provide students with timely and accurate assistance in obtaining federal, state, local, institutional, and other financial assistance. Student Success Deliver quality academic programs and learning support services with the appropriate environment and resources for learning. Learning Environment - Develop, execute, and refine appropriate college policies, procedures, and practices that promote a healthy and safe physical and social learning environment for students, employees, and guests of the College. Instructional Excellence - Promote and enhance instruction that stimulates intellectual curiosity and communicates high expectations by designing learning experiences that engage students in active, collaborative learning appropriate to the learner and the subject matter. Student Engagement - Strengthen educational and student support services to develop early connections and increase the breadth, depth and quality of learning through student engagement and service learning both on and off campus. Student Achievement - Leverage the expertise of faculty and staff to integrate and streamline processes and strategies to facilitate student retention and progression from enrollment through goal attainment.
12 TCC Foundation College Innovation Fund Page 12 Student Learning - Develop a continuous improvement cycle for assessing and improving student learning outcomes to assure measurable achievements of general education competencies and program outcomes. Technology Provide appropriate technology and services to facilitate teaching and learning as well as institutional effectiveness and efficiency. Enterprise Resource Planning - Replace the College s existing Enterprise Resource Planning (ERP) software with a robust solution that meets the present and future administrative, reporting and data-driven decision-making needs of the institution. Flexible Models - Create and deploy cost-efficient and easy-to-use models for teaching and learning and for administration that encourage creativity and innovation. (Under consideration) Rapid Analytics - Provide a robust set of business intelligence tools to allow decision makers to easily access and view institutional and comparative data to improve decisionmaking. Demand-driven Programs Align programs to meet academic and workforce needs. Program Review - Conduct comprehensive program reviews for all academic and nonacademic areas of the College to inform decisions to continue, expand, modify, and eliminate programs and services. Data-driven Decisions - Use labor market data to align existing credit and noncredit programs with market demand and improve student outcomes. Forecasting Emerging Demands - Research, develop, and implement credit and noncredit programs designed to anticipate the emerging needs of the region and state. Enrollment Develop and implement a strategic enrollment management process designed to increase student and institutional success. Strategic Enrollment Management - Develop, implement, and assess a Strategic Enrollment Management (SEM) plan designed to achieve the optimum recruitment, retention, graduation and/or goal attainment rates of students. Signature Programs - Identify and market programs that the College excels at that meet the talent demand and growth needs of the region and state. Cultivate Opportunities - Increase opportunities for those groups of regional, statewide, national, and international students whose representation among the College s student body are below the College s strategic enrollment goals. Communications/Marketing
13 TCC Foundation College Innovation Fund Page 13 Develop and implement an institution-wide and data-driven strategic communications/marketing plan. Internal Communication - Provide forums for timely and relevant information among faculty, staff, and students to increase their awareness of College activities, improve their effectiveness, and empower them as passionate ambassadors for the College. External Communication - Provide for timely exchange of relevant information with alumni, friends, the media, prospective students and the community at large related to the College s mission and range of academic and career programs that enhance the College s reputation, influence and relationships as a community institution. Marketing - Maximize the use of traditional, nontraditional, digital, and social media to advance the College s vision to be the college of choice and motivate prospective and current students to enroll. Talent Hire, develop, and retain the best talent for the present and future needs and diversity of the college. Talent Management - Develop a talent-management program designed to attract the best people through recruitment, keep the best people through effective retention practices, and develop the best people through targeted talent-development efforts that sustain our ability to change and improve while maintaining a commitment to mirror the multicultural, racial and gender diversity in our community. Culture - Promote a culture of College-wide organizational learning that focuses on student success, fosters diversity and inclusiveness, encourages innovation and creativity, embraces continuous improvement, and delivers results. Shared Governance - Fully employ the use of standing and ad hoc committees to provide faculty and staff with meaningful opportunities to play significant roles that improve the quality of decisions affecting the College and our students and that lead to individual professional growth through the work they are asked to do. Stewardship Provide effective stewardship to enhance new and existing revenues and resources that promote growth and increase cost effectiveness. College Culture - Promote a culture of stewardship in which all members of the College community embrace their fiduciary responsibilities to optimize College resources in ensuring the success of the College by continuously enhancing operational efficiency and effectiveness. Public Funds - Leverage state and federal funds to demonstrate a sound return on investment that contributes to the economic growth of the region and the state and maintains sufficient financial reserves to provide security, flexibility, and institutional innovation. Foundation - Ensure that the TCC Foundation produces quantifiable results in private giving from individuals, foundations, and alumni through its annual fund and other efforts that support the College s priorities.
14 TCC Foundation College Innovation Fund Page 14 Public Grants and Contracts - Increase external funding through grants, donors, endowments, alumni and other sources. Auxiliary Funds - Increase net revenues from auxiliary enterprises of the College. Entrepreneurism and Innovation - Develop a campus climate that encourages innovation by seeking new ways to enhance organizational innovation and increase revenue from entrepreneurial endeavors. The Environment - Implement policies, procedures, and practices that advance the College s leadership role in promoting sustainable stewardship of the environment. Partnerships Cultivate relationships with community, state and national partners that strengthen our region s cultural enrichment efforts and economic/workforce competitiveness. Business and Community - Advance community relationships and partnerships with business, civic, charitable, not-for-profit and community organizations at all College sites that foster student success, academic excellence, and economic prosperity. Education - Partner with regional school districts, higher education institutions and other organizations to increase the number of people in our region that earn diplomas, certificates, and college degrees. Cultural Arts Community - Advance partnerships with art and cultural organizations to enrich the quality of life in the region by providing support, programs, exhibits, and performances that reflect the interests and diversity of our community. Suppliers - Develop relationships with vendors and suppliers to reduce operational costs to the College and also provide students with scholarship, internship, and job-placement opportunities.
Our Vision To serve as a model unit of support, service, and stewardship of excellence in graduate education to meet the intellectual, academic, and vocational needs of students in the region and beyond.
Academic Affairs Strategic Plan 2012 The Academic Affairs Strategic Plan is a continually evolving plan, building on the university s Strategic Plan and its three pillars: learner-centered, discovery driven,
College of Strategic Plan July, 2013 A Strategic Vision for the College of Mission The College of serves the public good by weaving the cultural, artistic, and intellectual fabric of the university experience
1 Revised August 2013 Revised March 2006 Presented to Planning Council December 1993 Table of Content Mission, Vision, and Core Values... 3 Institutional Goals... 4 Historical Perspective and Current View...
UNIVERSITY OF HAWAI I AT MĀNOA POSITION DESCRIPTION DEAN, COLLEGE OF NATURAL SCIENCES ~~~~~~~~~~~~~~~~~~~~~ Position No: 0089197 Title of Position: Dean Reports to: Vice Chancellor for Academic Affairs,
SYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN These are extraordinary times for higher education and for students aspiring to succeed in a rapidly changing world. Technology is affecting the way we learn
The Western Michigan University Strategic Plan 2015 20 The Western Michigan University Commitment With adoption of its first strategic plan in 2012, the University embraced three basic tenets developed
PACIFIC 2020 Excelling in a Changing Higher Education environment 1 PACIFIC 2020 Excelling in a Changing Higher Education environment STOC KTON SAN FRANC I S C O S A CRA MENTO University of the Pacific
Strategic Planning View Plans OSU System Home System at a Glance System News Administration School of Applied Health and Educational Psychology This is the School of Applied Health and Educational Psychology
Action Plan for the Graduate College Feb. 2012 Western Michigan University Introduction The working premises of this plan are that graduate education at WMU is integral to the identity and mission of the
Idaho State University Strategic Plan Mapping Our Future: Leading in Opportunity and Innovation 2012-2015 Executive Summary 1 Idaho State University 2011-2015 Strategic Plan Vision Idaho State University
2010-2011 Operational Plan Goal 1 Student Learning and Success: Ensure student learning and success by promoting an innovative and supportive learning environment. 1.1 Offer and promote a variety of programs
Fiscal Year 2016 Strategic Planning Document Board Planning Meeting June 30, 2015 Summary Kalamazoo Valley Community College (KVCC) will continue to be a leading community college in the state of Michigan.
STRATEGIC PLAN 2015-2020 EXECUTIVE SUMMARY Georgia Regents University Division of Enrollment & Student Affairs participates in annual strategic planning so that the division can clarify goals and focus
ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 LETTER FROM THE PRESIDENT AND CEO /// The first year of our Strategic Plan, Our Future, is now complete and we are already seeing the positive impact of the
Priority 1: Increase Enrollment and Promote Student Success We will grow and diversify our student population in order to improve higher education participation and supply a well-equipped, educated workforce
Vice President, Lottery and Gaming Talent Management Job Title Vice President Lottery and Gaming Talent Management Type of Position Contract Contract Length Up to 3 years Location Sault Ste. Marie Reporting
The Graduate School STRATEGIC PLAN 2007-2016 Table of Contents Page 1. Introduction 4 2. The Graduate School s Mission, Vision and Core Values.. 5 3. Strategic Advantages. 6 4. Strategic Challenges.. 7
NORTHEAST IOWA COMMUNIT Y COLLEGE Est. 1966 NORTHEAST IOWA COMMUNITY COLLEGE FY2016-2018 strategic plan NORTHEAST IOWA COMMUNITY COLLEGE FY2016-2018 strategic plan It is time to focus on the future. To
University of Georgia College of Public Health Strategic Plan 2010 2015 Vision The College of Public Health at the University of Georgia serves the needs of local, state, national, and international populations
University of Wisconsin Oshkosh Graduate Education Strategic Plan Introduction The University of Wisconsin Oshkosh has a long tradition of providing students with high-quality, affordable graduate education
Public Document 3 Purpose: Outlines the standards that are the foundation for the evaluation. Name of Superintendent: Date: Performance Rating Scale: Distinguished (4) Accomplished (3) standards for most
Guidelines for Massachusetts Early Educator Preparation Programs Participating in the Early Childhood Educator Scholarships Program Background The Departments of Higher Education and Early Education and
Implementing Entrepreneurship Programs Utilizing a Change Management Model Presented By Mary M. Secor Executive Director of Workplace Learning Crisis Prevention Institute firstname.lastname@example.org Implementation
Public Act No. 15-75 AN ACT IMPLEMENTING THE RECOMMENDATIONS OF THE PLANNING COMMISSION FOR HIGHER EDUCATION. Be it enacted by the Senate and House of Representatives in General Assembly convened: Section
Student Equity Plan 2014-2017 November 6, 2014 2 EXECUTIVE SUMMARY (SDCE) provides adult education for the San Diego Community College District. SDCE is the largest, separately accredited continuing education
Information Technology Strategic Plan 2014-2017 Leveraging information technology to create a competitive advantage for UW-Green Bay Approved December 2013 (Effective January 2014 December 2017) Contents
Education Code section 44270.5 allows an examination alternative to the Administrative Services preparation program as long as the examination is aligned with the current Administrative Services Program
COLLEGE OF BUSINESS & ECONOMICS STRATEGIC PLAN FY 2013 FY 2017 Approved by the faculty April 26, 2013 College of Business and Economics Strategic Plan (FY 2013 FY 2017) Radford University (RU) is a comprehensive,
Summary of Mission Statement Mission and Goals Statement University of Maryland, College Park January 7, 2011 The mission of the University of Maryland, College Park is to provide excellence in teaching,
Career Advisory Committee Handbook Importance of Advisory Committees Employers benefit by: Maintaining a direct connection to a trained workforce. Impacting the quality of CLC s career programs. Contributing
Mission Statement Lamar University engages and empowers students with the skills and knowledge to thrive in their personal lives and chosen fields of endeavor. As a doctoral granting institution, Lamar
Sustainable communities Global Prosperity THE CARLETON UNIVERSITY STRATEGIC INTEGRATED PLAN 2013-2018 COLLABORATION, LEADERSHIP AND RESILIENCE SUSTAINABLE COMMUNITIES GLOBAL PROSPERITY CARLETON UNIVERSITY
The College of Business Oregon State University Strategic Plan Approved June 2012 Updated June 2013 Updated June 2014 1 The College of Business Oregon State University Vision Developing professionals who
Business Accreditation Eligibility Application The purpose of this application is to determine if the school meets AACSB s eligibility criteria outlined in AACSB s Standards for Business Accreditation.
Proposal to Change an Academic Program Adding an Online Version of an Existing Program at The University of Minnesota, Crookston Bachelor of Manufacturing Management for Online Delivery Prepared and Submitted
Human Resources POSITION DESCRIPTION (HR 120) CLASSIFICATION: Administrator III DEPARTMENT: CAED WORKING TITLE: Assistant Dean of Development and External Relations FLSA: INCUMBENT: Exempt POSITION DESCRIPTION:
INDIANA UNIVERSITY SCHOOL OF EDUCATION Long-Range Plan An Evaluative Framework for Pursuing School Goals and Submitted by the School of Education Long-Range Planning Committee 3/4/2013 Approved by Policy
NEW PROGRAM PROPOSAL: ACTION AAS IN INDUSTRIAL MAINTENANCE TECHNOLOGY Agenda Item I-3c BIG SANDY COMMUNITY AND TECHNICAL COLLEGE September 18, 2015 Recommendation That the Board of Regents approve an Associate
DOÑA ANA BRANCH COMMUNITY COLLEGE Strategic Plan 2003 Revision THIS DOCUMENT REFLECTS FINAL EDITING COMPLETED APRIL 10, 2003. Table of Contents DABCC Mission Statement....................................................
MIRACOSTA COMMUNITY COLLEGE DISTRICT STRATEGIC PLAN 2014-2017 July 1, 2014 MISSION STATEMENT Mission Statement The MiraCosta Community College District mission is to provide superior educational opportunities
WHITE PAPER Business Analytics and Data Warehousing in Higher Education by Jim Gallo Table of Contents Introduction...3 Business Analytics and Data Warehousing...4 The Role of the Data Warehouse...4 Big
Ch 77, p.1 CHAPTER 77 STANDARDS FOR TEACHER INTERN PREPARATION PROGRAMS 281 77.1(256) General statement. Programs of teacher intern preparation leading to licensure in Iowa are subject to approval by the
Doc. T92-012, as amended Passed by the BoT 4/8/92 Revised 8/6/97 UNIVERSITY OF MASSACHUSETTS PROCEDURES FOR UNIVERSITY APPROVAL OF NEW ACADEMIC DEGREE PROGRAMS, PROGRAM CHANGES, AND PROGRAM TERMINATION
Online Schools of Public Health and Public Health Programs * This paper addresses a specific audience: online schools of public health (SPH) and public health programs (PHP). For the purpose of this paper,
University of Maine at Presque Isle 2020 Strategic Plan Table of Contents History and Planning Process.3 University Vision, Mission, & Institutional Values......4 Strategic Plan....5 2 History and Planning
College of Architecture Strategic Plan 2014-2025 From the Dean The College of Architecture at the Georgia Institute of Technology houses a rich mix of disciplines that are critical in shaping how people
Strategic Plan Cost Estimates The Strategic Plan Steering Committee provides herein cost estimates for each of the Strategic Planning Initiatives. If full implementation were to occur, it would take place
PASADENA CITY COLLEGE EDuCATIONAL MASTER PLAN PCC PROUD PAST GLOBAL FUTURE PROUD PAST, GLOBAL FUTURE The purpose of our Educational Master Plan (EMP) is to guide the college s transformation to educate
The Graduate School 2010-15 Strategic Plan I. EXECUTIVE SUMMARY 1-2 pages A. Mission and goals: Mission: The Graduate School functions to advance excellence in graduate and professional studies including
Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)
FIVE YEAR STRATEGIC PLAN 2011-2016 (LSU SSW Five Year Strategic Plan 2011 2016 unanimously approved 11/18/11) Vision, Values, Mission, and Goals: Vision The LSU School of Social Work (SSW) aspires to be
DRAFT College of Architecture Strategic Plan 2014-2025 Design. Technology. Engagement. School of Architecture School of Building Construction School of City and Regional Planning School of Industrial Design
Towson University Strategic Academic Plan 2010-2016 University Summary Mission Statement Towson University, as the state s comprehensive Metropolitan University, offers a broad range of undergraduate and
U.S. Customs and Border Protection FY 2010 Annual Plan to Assist Historically Black Colleges and Universities 2 3 Table of Contents Executive Summary of Agency Projections 2010.....A Summary of Projected
SBEC/TExES Framework for Principal Certification The following SBEC Principal Domains, Competencies and supporting standards represent the knowledge, skills and dispositions principal candidates should
Strategic Planning & Budget Handbook Revised January 2014 FORWARD The strategic plans for both Central Ohio Technical College and The Ohio State University at Newark support the University System of Ohio
Translating Our Goals into Action Southeastern Illinois College 2012-2017 Strategic Plan SOUTHEASTERN ILLINOIS COLLEGE TRANSLATING OUR GOALS INTO ACTION STRATEGIC PLAN 2012-2017 I n the Spring 2011 semester,
TITLE 135 PROCEDURAL RULE WEST VIRGINIA COUNCIL FOR COMMUNITY AND TECHNICAL COLLEGE EDUCATION SERIES 11 DEGREE DESIGNATION, GENERAL EDUCATION REQUIREMENTS, NEW PROGRAM APPROVAL, AND DISCONTINUANCE OF EXISTING
CSM Foundation Overview 02/26/2015 Presented by Brian Winkelbauer 1 CSMF Mission, Vision and Values Mission The Colorado School of Mines Foundation advances the university s mission by maximizing private
School of Nursing Framework to Foster Diversity 2010-2015 (2009 Draft) School of Nursing Framework to Foster Diversity 2010-2015 INTRODUCTION The School of Nursing The Penn State University Board of Trustees
Institutional Assessment 328 Tigert Hall PO Box 113175 Gainesville, FL 32611-3175 (352) 273-1090 Non-Academic Effectiveness Process Documentation Division of Enrollment Management Mission Statement The
Thomas Nelson Community College 2014-2015 College-wide Outcomes in Response to: ACHIEVE 2015 SIX YEAR STRATEGIC PLAN OF VIRGINIA'S COMMUNITY COLLEGES TNCC 2015 SHAPING OUR FUTURE FIVE YEAR STRATEGIC PLAN
University of North Carolina Tomorrow Commission FINAL REPORT AND RECOMMENDATIONS EXECUTIVE SUMMARY What was the purpose of this study? The purpose of the University of North Carolina Tomorrow Initiative
Finance Division Strategic Plan 2014-2019 Introduction Finance Division The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support
Table of Contents Executive Summary... 3 Preamble... 4 Mission... 5 Vision... 5 Values... 5 Research... 6 Education... 8 Community and Clinical Partnerships... 10 Stony Brook University School of Nursing
OAKLAND UNIVERSITY DEAN OF THE SCHOOL OF HEALTH SCIENCES Oakland University seeks an inspiring and visionary leader to serve as Dean of the School of Health Sciences. The Search Committee will begin reviewing
Skyline College Program Name: Program Review Executive Summary Program Mission and Goals Three Strengths of the Program First Strength: Skyline College Program Review Page 1 of 25 Approved by Curriculum
1 UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! Strategic Imperative #1: Student Success Enhanced Learning,
Standards for Accreditation of Master's Programs in Library & Information Studies Adopted by the Council of the American Library Association January 15, 2008 Office for Accreditation American Library Association
DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION Under the direction of the Executive Dean of Institutional Effectiveness,
Own your future. S T R AT E G I C P L A N 2 0 0 8-2 0 1 3 Own your future. S T R A T E G I C P L A N û 2 0 0 8-2 0 1 3 Yosemite Community College District Dr. Roe Darnell Chancellor Dr. Richard D. Rose
The School of Education & Human Services The College at Brockport State University of New York Strategic Plan 2011-2016 The School of Education & Human Services (EHS) was created by the July 2009 restructuring
Proposal to Change an Academic Program Adding an Online Version of an Existing Program at The University of Minnesota, Crookston Bachelor of Science in Business for Online Delivery Prepared and Submitted
Evaluation of Undergraduate Academic Programs Self-Study Guidelines Office of the Provost Fall 2009 Purpose This guide is designed to support academic unit efforts to evaluate undergraduate academic programs
Standards for Accreditation of Master s Programs in Library and Information Studies Adopted by approval of the Council of the American Library Association, February 2, 2015 Purpose of Accreditation Introduction
Human Resource Office Use Only Approved Job Family Effective Date Overtime Eligible FLSA Test Date YES NO Employee Supervisor Jay Kenton Department Working Title HRIS Position Number Supervisor Title President's
Columbus State University Strategic Plan and Direction 2013-2018 1 Table of contents: 3 Strategic Plan overview 4 Letter from Tim Mescon, Columbus State University president 5 Letter from Tom Hackett and
and Communications STRATEGIC PLAN July 1, 2013 MISSION South Dakota State University provides a rich academic experience in an environment of inclusion and access through inspired, student-centered education;
Library, Information and Technology Services Academic Quality and Engagement [I_AQE] UNIT PRIORITY Support Scholarship & Creative Activity [LITS.01] DIVISIONAL PRIORITY Strengthen scholarship [AA.06] Support