Annual Report. The Graduate School

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "2008-09 Annual Report. The Graduate School"

Transcription

1 Annual Report The Graduate School A. HIGHLIGHTS OF THE YEAR Major accomplishments (including student accomplishments) of unit/dept./college during the year. 1 page maximum Under the direction of Associate Dean Johnna Watson, graduate enrollment management had another good year. A record number of graduate students enrolled in fall 2008 bringing the total headcount to 4,971 which represents over 21% of the total headcount and a 3.75% increase from fall The most graduate students ever enrolled, a record 4,975, comprised the graduate class in spring 2009, compared to 4,614 students in spring 2008, a 7.8% increase and over 22% of the total University enrollment. The number of international applications continued to increase and this year exceeded by more than 5% the number received last year. Assistant Dean Greet Provoost lead the development of several new collaborative programs between the Graduate School, various Colleges and universities/governments in China, India, Vietnam, Colombia, Kuwait and Turkey. These arrangements focus on the enrollment of foreign lecturers or other students, fully or partially funded by their respective governments, into UNC Charlotte s graduate programs. At the international undergraduate level we enrolled the first group of Saudi-Arabian female students sponsored by the Saudi-ARAMCO Oil Company. The sponsorship of female students through this scholarship program for undergraduate enrollment in the USA is a first for ARAMCO. As of May, 68 doctoral students graduated in bringing the total number to 381 since the first graduate in In addition to the 68 doctoral graduates, we had 1,082 master s graduates and 163 graduate certificates awarded this year. This year we implemented a number of new features for our on-line graduate applications, including on-line credit card processing for the application fee, a new enrollment module and communication tracks for ApplyYourself and the National Student Clearinghouse. From March through February 28, 2009 we processed 7,978 graduate applications. Of those 74% were from domestic applicants and 26% were international was the fourth year for the Graduate Assistant Support Plan. In the fall 2008 this plan supported 400 full-time doctoral students which represents 93% of all the full-time doctoral students enrolled at UNC Charlotte. GASP has significantly improved retention (> 80%) and is having a positive effect on time-to-degree and graduation rates. Work to create an identity and structure for the graduate student professional development program progressed this year under the leadership of Assistant Dean Katherine Hall-Hertel. The Graduate Institute offered 60 workshops in a variety of areas including professional development, academics, and teaching. In addition to workshops the Institute hosts a dissertation support group that has been particularly successful this year was the inaugural year for the Graduate Life Fellows program. Five graduate students were selected to work with incoming graduate students and provide opportunities for students to network across disciplines. Some example of these initiative can be found at: 1 of 8 7/5/2009

2 B. EXECUTIVE SUMMARY OF ANNUAL PROGRESS IN ACHIEVING STRATEGIC PLAN GOALS 1-3 pages maximum 1. OVERALL PROGRESS IN ACHIEVING GOALS IN STRATEGIC PLAN: Briefly comment on the unit/dept./college s overall progress in achieving goals in the Strategic Plan. Despite a severe economic downturn, the Graduate School continued to make progress in achieving the goals described in our strategic plan. Some of the measureable outcomes we have achieved include: increased graduate enrollment in both the fall and spring terms; supported the planning of 5 new doctoral degree programs and added a graduate certificate in Health IT ; increased private donations for graduate student fellowships and other kinds of funding to attract and retain high quality students; increased ethnic diversity among graduate students who are U.S. citizens, permanent residents or are citizens of other countries; promoted the use of technology by implementing social networking sites for engaging past and future students; provided enhanced Web services for faculty students and staff; improved recruiting and admissions software; played major leadership in programming, testing, and training in the use of Banner; encouraged and supported graduate student professional development centrally and through the individual academic units; improved graduate education and career preparation of professional master s programs; continued a new focus to improve the career development and working conditions for postdoctoral scholars; improved our interface with Graduate Programs by revising forms and form distribution and working toward replacing paper with electronic processing. 2. MAJOR NEW ACTION STEPS PLANNED (IF ANY) TO ACHIEVE GOALS IN STRATEGIC PLAN: Describe major new action steps planned (if any) to achieve goals in the Strategic Plan. Do not include QEP plans in this section. (Note: this section was included in the event that major new action steps became necessary after the Strategic Plan was finalized. For most units/depts./colleges, this section will be blank.) 3. QUALITY ENHANCEMENT PLAN: Develop a Quality Enhancement Plan (QEP) for the coming academic year that identifies a major issue in the unit/dept./college or that is critical to enhancing student learning and/or educational quality. The QEP should identify the issue the unit/dept./college plans to address, the action steps the unit/dept./college will take, and the effectiveness measures that will be used to assess the success of the QEP. Supporting Growth While Enhancing Quality and Competitiveness. In the Graduate School developed a Quality Enhancement Plan using two action themes to 2 of 8 7/5/2009

3 guide our efforts to improve graduate education: (1) attracting quality students and (2) enriching the academic environment. While listed separately both objectives are deeply intertwined and mutually supportive. While attracting quality graduate students, we recognize the complex interplay between the quality of students and the size of enrollment. To educate graduate students for the future, the essential ingredient must be quality in all aspects of graduate education. The University must seek the right-size in the numbers of undergraduates, graduate students, and faculty and then focus on recruiting high quality graduate students. To facilitate this discussion, the Graduate School established the Graduate Enrollment Management Working Group. This group is composed of Associate Deans from the seven colleges as well as administrators from Academic Affairs, Continuing Education, Institutional Research, and the Graduate School. Under the leadership of Associate Dean Johnna Watson the Working Group met throughout the year to consider individual program capacities and then strategic initiatives to facilitate the recruitment of excellent graduate students, mostly involving targeted recruiting, increases in financial support of various kinds for masters and doctoral students, and innovative program development (e.g., certificates and developing professional master s programs). Plans for enriching the academic environment are based on the belief that the success of graduate students during their studies and following graduation is often directly related to the overall academic environment of their graduate school experience. In order to allow graduate students to take full advantage of opportunities to use their expertise to make a meaningful and lasting difference in their discipline and the community, our QEP included a call to establish the Center for Graduate Life where support services that contribute to the development of community for graduate students will be offered. We have requested that space for the CGL be allocated in the Cone Center once the new Student Union opens in August Through the CGL and under the direction of Assistant Dean Katherine Hall-Hertel, we have identified several actions to be taken to help graduate students succeed by fostering cross-disciplinary education, examining and removing barriers to students timely completion of degree programs, promoting graduate students efforts to disseminate their research, encouraging graduate student participation in the intellectual life on campus, and preparing graduate students to teach and communicate in a variety of venues. Additionally, to enrich the academic environment, the Graduate School strives to reduce bureaucratic barriers and improve operational transparency through such actions as streamlining application and enrollment processes, graduate student funding procedures, graduation clearance, and improving access to financial and human resources. This enrichment of the academic environment firmly supports attracting quality graduate students by creating a sense among prospective graduate students that at UNC Charlotte they are important, valued, and that this is their academic and professional home. The strategies to meet the objectives of our QEP align with the goals detailed in the Graduate School Strategic Plan. We view our Strategic Plan and QEP as catalysts for change and believe they are integral to achieving the University s agenda to become a major research University. But, our actions and assessments will not happen without human and financial resources. Therefore, our plans include structures and mechanisms for monitoring and ensuring the continued development and implementation of our objectives. The primary responsibility for oversight resides with the Graduate School working jointly with the Office of Academic Affairs, the Office of Research Services, Student Affairs and the Academic Colleges. 3 of 8 7/5/2009

4 C. ANNUAL EVALUATIONS BY UNIT: Briefly describe any annual evaluations conducted by units/depts./colleges to assess outcomes that are not included in the unit/dept./college s Strategic Plan (.e.g., scholarly productivity.) 1 page maximum Graduate Student Needs Assessment In addition to a number of specific assessments, the Graduate School administered a lengthy needs assessment of currently enrolled students. This year s assessment included more qualitative questions, resulting in richer data. All graduate students enrolled in one or more credits at UNC Charlotte were ed the needs assessment (4,916 students). This year s response rate was high, with 40% of the students completing the survey. The majority of the students that responded (76%) are master s students. Satisfaction The majority of respondents are satisfied with their overall graduate experience at UNC Charlotte. Over 81% indicated that they are satisfied or very satisfied with their graduate program as a whole, and around 83% said the same about the academic community within their graduate programs. The majority of respondents (66%) indicated that they are satisfied or very satisfied with the professional development available to them through their graduate programs and agreed, or strongly agreed, that they have had opportunities to network with professionals in their field (68%); most students (55%) are also satisfied with the research opportunities available through their graduate program. Approximately 81% of the respondents indicated that they are satisfied with the support they receive from the faculty in their graduate program and around 60% expressed their satisfaction with the level of customer service provided by representatives of the Graduate School at UNC Charlotte. Issues of the greatest concern The results of the needs assessment suggest that our graduate students are most concerned with the availability of stipends and funding for the graduate students (28%), availability of classes (27%) and accessible on-campus parking (15%). Additionally, only 3% of the students who have children under 18 years living with them indicated that they were satisfied with the availability of the child care in the area. Based on responses from the Needs Assessment, it is essential to improve the way in which Teaching Assistants are prepared and trained. The Graduate School is undertaking an assessment of training currently offered through departments. The intent is to develop centralized training for TAs that will create a minimum level of required teaching knowledge and skills. This process begins with the appointment of a Task Force on Teaching Assistants. That group is collecting the data needed to make a recommendation on next steps. Assuming the Task Force finds support for centralizing the TA training, the Graduate School will work to develop a comprehensive training plan. Part of this process requires the development of a new mechanism to collect information on TAs and to communicate effectively with those students. Evaluations on the training will be conducted. In addition, evaluations from faculty will be used to determine if the training improves the teaching 4 of 8 7/5/2009

5 performance of the TAs. Post-Doctoral Fellows Needs Assessment For the first time this year we conducted a survey of the post-doctoral fellows on campus to gauge their overall satisfaction. The number of post-docs at UNC Charlotte is small but now is the time to begin to build the infrastructure on campus to support this group since they will certainly increase in number as we advance our research agenda. All postdoctoral fellows working currently at UNC at Charlotte were ed the annual postdoc survey (31 fellows). Of these, 19 fellows responded for a response rate of 61%, which can be considered high for web-based surveys. Of the fellows who completed the survey, 72 % were partnered and 23% had children living with them under the age of 18. Participants represented the gamut of departmental affiliations including: bioinformatics, biology, electrical engineering, geography and earth sciences, kinesiology, mathematics, mechanical engineering, physics and optical science. Approximately 53% of respondents expressed their satisfaction with the overall level of their postdoctoral training at UNC at Charlotte. 42% were neither satisfied nor dissatisfied; roughly 5% were moderately dissatisfied. These results imply that, while many are satisfied with their training, there is room for improvement in the quality of postdoctoral experience. As a result of this survey several recommendations have been made to improve the professional experience and personal support of the UNC Charlotte post-docs. Below are examples of some of the annual evaluations that are conducted on a routine basis: Graduate Application statistics (bi-monthly) Graduate Enrollment reports (monthly, bi-weekly) Graduate retention/attrition reports (bi-annually) Graduate Applicant survey Data Integrity survey (reports are run 1-3 time weekly) Graduate Certificate Program review (five-year cycle) Graduate Faculty review (three to five year cycle) Graduate Faculty criteria review Graduate Assistantship allocation review (three-year cycle) New Graduate Student Orientation survey (bi-annually) Graduate Institute program surveys CGS/GRE Survey of Graduate Enrollment and Degrees (annually) Survey of Earned Doctorates (annually) 5 of 8 7/5/2009

6 D. EXAMPLES OF DATA-BASED IMPROVEMENTS DURING THE YEAR: Describe 3 examples of how the unit/dept./college or division has used assessment data for the purpose of improvement during the year. 1. The Needs Assessment data were useful in providing general support for the Center for Graduate Life concept. The availability of assistantships and stipend money was the top concern voiced by graduate students. These data support the recommendation to split the functions of financial support and the development of soft skills into two areas. The proposed Center for Graduate Life would house services and programs designed to create and foster community while the financial support function would remain in the Graduate School office. 2. As a result of the comprehensive communication study that was completed last summer we have engaged in an examination of the organizational structure of the Graduate School. The goals here are to: Focus our mission on serving students through recruitment, admissions, matriculated student services, graduation and beyond Redistribute staff resources and projects to reflect changing organization and diversity of projects Lower barriers between units so staff see themselves as a single team To help us meet these goals, the Graduate School engaged an outside consultant to work with the Dean and staff to facilitate organizational change. This work is in progress at the time the annual report was being prepared, but the objective is to implement the new organizational structure before beginning of the fall term We routinely survey applicants to the Graduate School using Apply Yourself. In general most survey respondents (95%) find the online application easy to complete, although the residency application is often characterized as difficult. Further, during the application process 53% viewed the Graduate School web site 1-5 times while 44% viewed it more than 5 times. We found that most of our applicants who contacted the Graduate School did so by (59%) although a significant number used the phone (36%). As a result of these surveys, we set goals to reduce the number of phone calls and s sent by applicants, increase website traffic, and market the University. To this end we established a Communications Campaign for our applicants that includes four tracks: Prospect, Applicant in progress, Applicant, and Admitted. Each track has a set of personalized messages that are sent at specified intervals and are designed to inform and encourage the applicant to complete the next step of the process. From August 1, 2008 through April 21, 2009, 97,758 messages were sent to applicants within the four tracks. 42% of the s were opened (the education industry standard is 16%). Even more impressive, in the Admitted track 69% of the Now that you are admitted message were opened. Because of the success of this campaign we are beginning to work with the individual programs to craft directed and personalized communications to their applicants using the Apply Yourself prospect management tool. 6 of 8 7/5/2009

7 E. ASSESSMENT OF EVALUATION METHODS Comment on the strengths and weaknesses of unit/dept/college s assessment methods and describe plans (if any) to strengthen outcomes assessment during the coming year. The on-campus planning and implementation processes for new graduate degree programs provides an effective mechanism for consultation between faculty and administration to enable the campus to continuously maintain and update its long-range goals for the expansion of graduate education. However it is not an effective substitute for program review. Program review at UNC Charlotte continues to be limited to Graduate Certificates and system-mandated reviews of new and lowproductivity programs. The Graduate School does continue its work to help programs evaluate their effectiveness using various quality indicators such as time-to-degree, student retention and attrition, and selectivity in admissions. The Graduate School collects information on newly admitted doctoral and master s students (e.g., number of students who have applied, been accepted, and enrolled, test scores, GPA, and whether they are full time or part time). The Office of Institutional Research collects and publishes attrition/retention and graduation data for enrolled students. This information is available to the graduate programs and is accessible through the Institutional Research web site ( These data can be used to identify enrollment trends within different degree programs and will allow the Graduate School to work with faculty to enhance their effectiveness. A missing component of graduate program review is information concerning faculty productivity. The potential exists to obtain such productivity measures through a subscription to the services provided by Academic Analytics. Data can be presented for book and journal publications, journal citations, federally funded grants and professional awards and honors without asking faculty to self-report this information. While this method of program review would not provide a regular opportunity for self-assessment, it would at least make it possible to bench-mark data that programs could use for evaluation and goal setting. There are four primary concerns for student funding: stipends, expansion of the Graduate Assistant Support Plan, funding for our master s programs and development of new graduate degrees. The Graduate School will continue to provide leadership in the creative mechanism to increase funding for the GASP and will continue to expand our development initiatives. However to be effective we must have access to accurate and relevant data. This is particularly true for financial information especially when funding is limited. In administering graduate student support money, the Graduate School office must have a comprehensive picture of the funding available for graduate students. While this has been a chronic issue, I am hopeful that the work being conducted by the Chancellor s Payments Improvement Committee (process mapping) and the Admissions Business Process Improvement study may improve not only the way we do business on campus but also access to the information we need to do our jobs effectively. 7 of 8 7/5/2009

8 REQUIRED ATTACHMENTS TO ANNUAL REPORT 1. ANNUAL PROGRESS ASSESSMENT OF PERFORMANCE OUTCOMES FOR STRATEGIC PLAN GOALS: After completing sections III I. and III J. of your Strategic Plan (i.e., the annual report section of the strategic plan template), print and attach here your entire Strategic Plan. 2. OUTCOMES DATA ON STUDENT LEARNING: Attach department/college student learning outcomes assessment plan with assessment data collected since 2005 embedded. All departments and colleges MUST include student learning outcomes assessment data here. Departments and colleges without student learning outcomes data in the annual report will be contacted by OAA. 3. (FOR DEANS AND ASSOCIATE PROVOSTS ONLY) MEMORANDUMS TO DEPARTMENT AND UNIT HEADS: Deans and associate provosts are to attach copies of their written feedback to department and unit heads on the status of outcomes assessment in the department or unit, and identifying any areas meriting priority attention in the coming year. 8 of 8 7/5/2009

The Graduate School 2010-15 Strategic Plan

The Graduate School 2010-15 Strategic Plan 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

More information

The mission of the Graduate College is embodied in the following three components.

The mission of the Graduate College is embodied in the following three components. 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

More information

GRADUATE PROGRAM REVIEW POLICY. Texas Southern University

GRADUATE PROGRAM REVIEW POLICY. Texas Southern University GRADUATE PROGRAM REVIEW POLICY Texas Southern University The Purposes of Graduate Program Review Graduate program review at Texas Southern University exists to ensure that programs are functioning at the

More information

The Graduate School Strategic Plan 2009-2011. University of Kentucky

The Graduate School Strategic Plan 2009-2011. University of Kentucky The Graduate School Strategic Plan 2009-2011 University of Kentucky Who We Are The Graduate School was established at the University of Kentucky in 1912. As we approach the Centennial, we have refined

More information

2009-14 Graduate School Strategic Plan

2009-14 Graduate School Strategic Plan 2009-14 Graduate School Strategic Plan Introduction: Vision Statement The mission of the Graduate School is to support the overall mission of Buffalo State at the graduate level, including a commitment

More information

SELF-STUDY FORMAT FOR REVIEW OF EXISTING DEGREE PROGRAMS

SELF-STUDY FORMAT FOR REVIEW OF EXISTING DEGREE PROGRAMS SELF-STUDY FORMAT FOR REVIEW OF EXISTING DEGREE PROGRAMS Although programs engage in continual self-assessment and review of their work, periodic program reviews are designed to provide a broader view

More information

UB Awarded Grants, Scholarships, Tuition Waivers, Assistantships, and Fellowship Programs

UB Awarded Grants, Scholarships, Tuition Waivers, Assistantships, and Fellowship Programs UB Awarded Grants, Scholarships, Tuition Waivers, Assistantships, and Fellowship Programs This lesson will covering UB awarded scholarships, tuition waivers, grants and fellowships. We will look at the

More information

Draft Policy on Graduate Education

Draft Policy on Graduate Education Draft Policy on Graduate Education Preface/Introduction Over the past two decades, the number and types of graduate programs have increased dramatically. In particular, the development of clinical master

More information

Program Overview and Mission

Program Overview and Mission PhD in Nursing Science Plan Graduate Program Review, 2011-2012 Program Overview and Mission The PhD program is an integral part of the CON programs. The overview section provides a good description, showing

More information

SCHOOL OF BUSINESS STATE UNIVERSITY OF NEW YORK AT NEW PALTZ

SCHOOL OF BUSINESS STATE UNIVERSITY OF NEW YORK AT NEW PALTZ SCHOOL OF BUSINESS STATE UNIVERSITY OF NEW YORK AT NEW PALTZ Five-Year Strategic Plan Revised June 1, 2008 by Chih-Yang Tsai, Associate Dean This strategic plan for the School of Business is the result

More information

In Pursuit of Excellence and Equity Gevirtz Graduate School of Education Strategic Plan 2007 2012

In Pursuit of Excellence and Equity Gevirtz Graduate School of Education Strategic Plan 2007 2012 1 In Pursuit of Excellence and Equity Gevirtz Graduate School of Education Strategic Plan 2007 2012 The Gevirtz Graduate School of Education is one of five colleges at the University of California, Santa

More information

The University of Georgia The Graduate School Annual Report 2006

The University of Georgia The Graduate School Annual Report 2006 The University of Georgia The Graduate School Annual Report 2006 Highlighted Achievements The Interdisciplinary Toxicology Program came under the auspices of the Graduate School this year and is comprised

More information

Our Mission To provide leadership, resources, and support for academically rigorous graduate study. *************

Our Mission To provide leadership, resources, and support for academically rigorous graduate study. ************* 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.

More information

Accelerated Graduate Degree Programs Proposal Template

Accelerated Graduate Degree Programs Proposal Template Accelerated Graduate Degree Programs Proposal Template Overview. This template was created to: 1) provide a general overview of the basic elements of accelerated graduate degree programs at the University

More information

The Final Assessment of A Framework to Foster Diversity at Penn State: 1998-2003. The Smeal College of Business Administration

The Final Assessment of A Framework to Foster Diversity at Penn State: 1998-2003. The Smeal College of Business Administration The Final Assessment of A Framework to Foster Diversity at Penn State: 1998-2003 The Smeal College of Business Administration A Framework to Foster Diversity at Penn State: 1998-2003 The Smeal College

More information

Call for Proposals Next Generation Faculty Program

Call for Proposals Next Generation Faculty Program Call for Proposals Next Generation Faculty Program Introduction Traditional faculty hiring at Georgia State University has focused upon the important task of building disciplinary-specific scholarly depth

More information

ELIZABETH CITY STATE UNIVERSITY Graduate Faculty Policy

ELIZABETH CITY STATE UNIVERSITY Graduate Faculty Policy Page 1 of 6 ELIZABETH CITY STATE UNIVERSITY Graduate Faculty Policy Preamble This policy shall govern graduate faculty membership at Elizabeth City State University (ECSU). The provisions of this policy

More information

National Commission for Academic Accreditation & Assessment

National Commission for Academic Accreditation & Assessment National Commission for Academic Accreditation & Assessment Standards for Quality Assurance and Accreditation of Higher Education Programs Evidence of Performance Judgments about quality based on general

More information

Percent of programs with SLOs that are rated in category Established/Refining in Evaluation Rubric. Development of plan to improve advising

Percent of programs with SLOs that are rated in category Established/Refining in Evaluation Rubric. Development of plan to improve advising Missouri Valley College Strategic Plan Implementation Matrix Updated 3/26/13 Strategic Priority 1: Focus on Learning Goal 1: Provide high a. Establish and articulate expectations for welldefined quality

More information

Review of the Master of Business Administration (M.B.A.) 52.0201

Review of the Master of Business Administration (M.B.A.) 52.0201 Review of the Master of Business Administration (M.B.A.) 52.0201 Overview of the program. The Master of Business Administration (M.B.A.) program within the College of Business is an interdisciplinary graduate

More information

Graduate School Strategic Plan 2014-2019. William Andrefsky, Dean

Graduate School Strategic Plan 2014-2019. William Andrefsky, Dean Graduate School Strategic Plan 2014-2019 William Andrefsky, Dean Graduate School Strategic Plan 2014-2019 1 Introduction: The strategic plan of the Graduate School supports the mission and goals of Washington

More information

Academic Program Review

Academic Program Review Academic Program Review UCSF Graduate Council and Graduate Division May 2014 Table of Contents ACADEMIC PROGRAM REVIEW: AN OVERVIEW OF THE PROCESS... 2 ACADEMIC PROGRAM REVIEW: PREPARING THE SELF- STUDY...

More information

Texas A&M University-Kingsville. College of Graduate Studies. Graduate Council. Doctoral Program External Review. Self-Study Instrument AY 2008

Texas A&M University-Kingsville. College of Graduate Studies. Graduate Council. Doctoral Program External Review. Self-Study Instrument AY 2008 Texas A&M University-Kingsville College of Graduate Studies Graduate Council Doctoral Program External Review Self-Study Instrument AY 2008 (revised fall 2007) Texas A&M University-Kingsville College of

More information

Doctor of Philosophy in Nursing (PhD)

Doctor of Philosophy in Nursing (PhD) Doctor of Philosophy in Nursing (PhD) The Research Focused Doctorate The PhD in Nursing program at UAB is designed to prepare nurse scientists for the roles of researchers, scholars and leaders capable

More information

Ph.D. Completion Project: Policies and Practices to Promote Student Success

Ph.D. Completion Project: Policies and Practices to Promote Student Success Ph.D. Completion Project: Policies and Practices to Promote Student Success Executive Summary The Ph.D. Completion Project is a seven-year, two-phase project that addresses the issues surrounding Ph.D.

More information

College of Human Environmental Sciences Strategic Plan for 2012-2015

College of Human Environmental Sciences Strategic Plan for 2012-2015 College of Human Environmental Sciences Strategic Plan for 2012-2015 Revised Fall 2013 Mission: The College will be a well-recognized leader in preparing students to impact the lives of individuals and

More information

DOCTORAL HANDBOOK IN MUSIC EDUCATION

DOCTORAL HANDBOOK IN MUSIC EDUCATION DOCTORAL HANDBOOK IN MUSIC EDUCATION Admission Standards To be admitted to the doctoral program in music education, an applicant must have a master s degree in music education or a total of 30 credits

More information

The Graduate School:

The Graduate School: The Graduate School: A Model to Enhance Quantity and Quality in PhD Production Maresi Nerad South African PhD Panel Report October 2009 South Africa s universities are confronted with two major challenges.

More information

The Graduate School STRATEGIC PLAN 2007-2016

The Graduate School STRATEGIC PLAN 2007-2016 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

More information

Strategic Plan 2012 2020

Strategic Plan 2012 2020 Department of Economics College of Arts and Sciences Texas Tech University Strategic Plan 2012 2020 Mission The Department of Economics is dedicated to excellence in teaching, research, and service. The

More information

Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17

Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17 Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17 Mission The University of Baltimore provides innovative education in business, public affairs, the applied liberal

More information

Agenda Items I.1.a.(1) and I.1.a.(2)

Agenda Items I.1.a.(1) and I.1.a.(2) June, 2015 Agenda Items I.1.a.(1) and I.1.a.(2) REQUEST FOR AUTHORIZATION TO IMPLEMENT A DOCTORATE OF EDUCATION DEGREE IN STUDENT AFFAIRS ADMINISTRATION AND LEADERSHIP AT UW-LA CROSSE PREAPARED BY UW-LA

More information

Montana State University Internationalization Plan Fall 2008

Montana State University Internationalization Plan Fall 2008 Montana State University Internationalization Plan Fall 2008 Introduction Universities have always had to be international institutions because sharing knowledge across borders has always been essential

More information

MINIMUM NAMED ENDOWMENT AND FUND LEVELS POLICY

MINIMUM NAMED ENDOWMENT AND FUND LEVELS POLICY MINIMUM NAMED ENDOWMENT AND FUND LEVELS POLICY The Montana State University Alumni Foundation (Alumni Foundation) Minimum Named Endowment & Fund Levels governance policy establishes the minimum contributions

More information

EARTH & ATMOSPHERIC SCIENCES (EAS) GRADUATE PROGRAM OVERVIEW

EARTH & ATMOSPHERIC SCIENCES (EAS) GRADUATE PROGRAM OVERVIEW 1 Table of Contents EARTH & ATMOSPHERIC SCIENCES (EAS) GRADUATE PROGRAM OVERVIEW 1.0 Application Process 1.1 Admissions Process and Criteria 1.1.1 Masters Degree 1.1.2 Doctoral Degree 1.2 Application Deadlines

More information

Division of Undergraduate Education 2009-2014 Strategic Plan Mission

Division of Undergraduate Education 2009-2014 Strategic Plan Mission Mission The mission of the Division of Undergraduate Education is to promote academic excellence through collaboration with colleges and support units across the University. The mission is realized through

More information

Chapter 5 Graduate Student Affairs Enhancing the Quality of Graduate Student Life

Chapter 5 Graduate Student Affairs Enhancing the Quality of Graduate Student Life Chapter 5 Graduate Student Affairs Enhancing the Quality of Graduate Student Life Contents A. Vision... 2 B. Mission... 2 C. Core Objectives... 2 D. Program Components... 2 1. Signature Programs... 2 2.

More information

TARLETON STATE UNIVERSITY COLLEGE OF GRADUATE STUDIES GRADUATE COUNCIL

TARLETON STATE UNIVERSITY COLLEGE OF GRADUATE STUDIES GRADUATE COUNCIL TARLETON STATE UNIVERSITY COLLEGE OF GRADUATE STUDIES GRADUATE COUNCIL Purpose: To consider all matters relating to graduate programs at Tarleton State University and to recommend practices and procedures

More information

SOCIOLOGY PHD PROGRAM. Student Learning Objectives

SOCIOLOGY PHD PROGRAM. Student Learning Objectives SOCIOLOGY PHD PROGRAM Student Learning Objectives 1. Ability to apply key sociological concepts and research methodologies in critiquing sociological scholarship and in developing and reporting individual

More information

School of Accounting Florida International University Strategic Plan 2012-2017

School of Accounting Florida International University Strategic Plan 2012-2017 School of Accounting Florida International University Strategic Plan 2012-2017 As Florida International University implements its Worlds Ahead strategic plan, the School of Accounting (SOA) will pursue

More information

Admissions Marketing Plan Assessments

Admissions Marketing Plan Assessments Admissions Marketing Plan Assessments Mission: Supporting undergraduate and graduate enrollment. Goals: 1. Create a unified Institutional social media presence 2. Reach and engage prospective students

More information

Evaluation of Undergraduate Academic Programs. Self-Study Guidelines

Evaluation of Undergraduate Academic Programs. Self-Study Guidelines 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

More information

Idaho State University Strategic Plan. Mapping Our Future: Leading in Opportunity and Innovation. 2012-2015 Executive Summary

Idaho State University Strategic Plan. Mapping Our Future: Leading in Opportunity and Innovation. 2012-2015 Executive Summary 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

More information

Getty College of Arts and Sciences Strategic Plan, 2011-16

Getty College of Arts and Sciences Strategic Plan, 2011-16 Getty College of Arts and Sciences Strategic Plan, 2011-16 Mission The Getty College of Arts and Sciences provides a broad-based education that fosters innovative problem-solving skills and teaches students

More information

Administrative Program Reviews

Administrative Program Reviews Support Unit Administrative Support Unit 3.3.1.2 Business Office Human Resources Information Technologies Maintenance (Physical Plant) Unit Mission The purpose of Calhoun Community College s Business Operations

More information

Graduate Education in the United States

Graduate Education in the United States Graduate Education in the United States Finnish Higher Education Experts USA Study Tour 2009 October 26, 2009 Robert Sowell Vice President for Programs and Operations Council of Graduate Schools Outline

More information

1. Improve CLIMATE AND INSTITUTIONAL CULTURE for all employees, in partnership with the community.

1. Improve CLIMATE AND INSTITUTIONAL CULTURE for all employees, in partnership with the community. HUMAN RESOURCES WORKING GROUP: ACTION PLAN VISION PRIORITY: MAXIMIZING OUR HUMAN RESOURCES Diversity of viewpoints, diversity of backgrounds, including gender and ethnic differences, as well as variety

More information

0. PROGRAM DESCRIPTION

0. PROGRAM DESCRIPTION 0. PROGRAM DESCRIPTION DATA SUPPLIED BY PROGRAM Official U of S Program URL: Provide the URL for the graduate program, or department website that introduces the graduate degree, and provides information

More information

ADMISSION REQUIREMENTS PROGRAM REQUIREMENTS. Of interest to PH.D. IN COMPUTER SCIENCE PROGRAM DEGREE PROGRAMS APPLICATIONS REGISTRATION

ADMISSION REQUIREMENTS PROGRAM REQUIREMENTS. Of interest to PH.D. IN COMPUTER SCIENCE PROGRAM DEGREE PROGRAMS APPLICATIONS REGISTRATION PH.D. IN COMPUTER SCIENCE PROGRAM ADMISSION REQUIREMENTS PROGRAM REQUIREMENTS ADMISSION REQUIREMENTS FOR THE PH.D. IN COMPUTER SCIENCE A student can be admitted into one of the following graduate degree

More information

Finance PhD in Business Administration Policies and Procedures

Finance PhD in Business Administration Policies and Procedures Finance PhD in Business Administration Policies and Procedures West Virginia University is proud to add a new chapter to the legacy of the College of Business and Economics with the addition of the Doctor

More information

Transitions from Undergraduate Programs or Professional Companies to Graduate Programs

Transitions from Undergraduate Programs or Professional Companies to Graduate Programs National Association of Schools of Dance ADVISORY Transitions from Undergraduate Programs or Professional Companies to Graduate Programs Definition of Graduate Study All graduate degree programs in dance

More information

Strategic Plan Cost Estimates

Strategic Plan Cost Estimates 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

More information

GRADUATE ADMISSION FREQUENTLY ASKED QUESTIONS (AND ANSWERS) UCLA Chicana and Chicano Studies Graduate Program Updated (August 14, 2013)

GRADUATE ADMISSION FREQUENTLY ASKED QUESTIONS (AND ANSWERS) UCLA Chicana and Chicano Studies Graduate Program Updated (August 14, 2013) GRADUATE ADMISSION FREQUENTLY ASKED QUESTIONS (AND ANSWERS) UCLA Chicana and Chicano Studies Graduate Program Updated (August 14, 2013) FAQ What is the application deadline? The online application (http://www.gdnet.ucla.edu/gasaa/admissions/applicat.htm)

More information

GRADUATE SCHOOL GUIDE

GRADUATE SCHOOL GUIDE IS GRADUATE SCHOOL FOR YOU? CAREER DEVELOPMENT & STUDENT SUCCCESS GRADUATE SCHOOL GUIDE Your interest and success with a particular discipline may lead you to personal satisfaction and the chance to broaden

More information

Strategic Plan 2013-2016

Strategic Plan 2013-2016 Strategic Plan 2013-2016 University of California, Santa Barbara Palmer Director s Note: This strategic plan is the result of extensive planning and the thoughtful collaboration of the Career Services

More information

STRATEGIC PLANNING SUBCOMMITTEE ON GRADUATE EDUCATION

STRATEGIC PLANNING SUBCOMMITTEE ON GRADUATE EDUCATION STRATEGIC PLANNING SUBCOMMITTEE ON GRADUATE EDUCATION Part I. Narrative INTRODUCTION The long history of graduate education at the University of Tennessee extends back to 1821, when the Board of Trustees

More information

Academic Affairs Working Plan 2014-17

Academic Affairs Working Plan 2014-17 1 Division of Academic Affairs Academic Affairs Working Plan 2014-17 Strategic planning in Academic Affairs is guided by the five goals of the SJSU Strategic Plan: Vision 2017 and the planning previously

More information

Terry College of Business Strategic Plan

Terry College of Business Strategic Plan Terry College of Business Strategic Plan The mission of the University of Georgia s Terry College of Business is the pursuit and dissemination of knowledge for the effective and ethical practice of business.

More information

Provide open houses each year for all currently enrolled students. Existing Effort

Provide open houses each year for all currently enrolled students. Existing Effort The University of Tennessee Diversity Plan College/Dept. College of Business Administration Goal One: Create and sustain a welcoming, supportive and inclusive campus climate. Responsible Objectives Strategy/Tactics

More information

Mechanical Engineering Program. Policies and Procedures

Mechanical Engineering Program. Policies and Procedures Mechanical Engineering Program Policies and Procedures For M.S. and Ph.D. Degrees in Mechanical Engineering At the University of California, Merced Submitted by: Ashlie Martini Chair of the Mechanical

More information

College of Medicine Promotion and Tenure Procedure FLORIDA ATLANTIC UNIVERSITY

College of Medicine Promotion and Tenure Procedure FLORIDA ATLANTIC UNIVERSITY College of Medicine Promotion and Tenure Procedure FLORIDA ATLANTIC UNIVERSITY Approved by majority vote of College Faculty March 25, 2014 Table of Contents Introduction... 1 Governance... 1 a. Membership...

More information

NORTH CAROLINA STATE UNIVERSITY. The Graduate School. Graduate Degree Program Review. Revised Format for the Self-Study Report

NORTH CAROLINA STATE UNIVERSITY. The Graduate School. Graduate Degree Program Review. Revised Format for the Self-Study Report NORTH CAROLINA STATE UNIVERSITY The Graduate School Graduate Degree Program Review Revised Format for the Self-Study Report Instructions: Designed for the eight-year review of graduate degree programs,

More information

Department of Management and Human Resources PhD Program

Department of Management and Human Resources PhD Program Department of Management and Human Resources PhD Program The primary goal of the PhD program is to develop top-class researchers in the field of management, with specializations in the areas of entrepreneurship,

More information

SELF-STUDY GUIDELINES. Part I: Program History, Mission, and Administrative Structure

SELF-STUDY GUIDELINES. Part I: Program History, Mission, and Administrative Structure SELF-STUDY GUIDELINES Part I: Program History, Mission, and Administrative Structure I.1 Program History Briefly describe the historical development of the program and associated components. I.2 Mission

More information

College of Arts and Sciences 2014-2019 Strategic Plan

College of Arts and Sciences 2014-2019 Strategic Plan College of Arts and Sciences 2014-2019 Strategic Plan Mission The Thomas Harriot College of Arts and Sciences is dedicated to helping achieve the broader institutional goals of maximizing student success,

More information

Graduate School November 2014

Graduate School November 2014 Graduate School November 2014 2015 16 UNIVERSITY GRADUATE LAURELS BLOCK GRANT PROGRAM REQUEST FOR PROPOSALS PROPOSAL DEADLINE DECEMBER 15, 2014 Introduction The University Graduate Laurels Block Grant

More information

DEPARTMENT OF MARKETING COLLEGE OF BUSINESS ADMINSTRATION POLICY ON REAPPOINTMENT, TENURE, AND PROMOTION (RTP)

DEPARTMENT OF MARKETING COLLEGE OF BUSINESS ADMINSTRATION POLICY ON REAPPOINTMENT, TENURE, AND PROMOTION (RTP) Approved by Academic Affairs May 2010 DEPARTMENT OF MARKETING COLLEGE OF BUSINESS ADMINSTRATION POLICY ON REAPPOINTMENT, TENURE, AND PROMOTION (RTP) I. DEPARTMENT OF MARKETING RTP POLICY A. Preamble B.

More information

THE ASSESSMENT OF GRADUATE PROGRAMS IN ART AND DESIGN. National Association of Schools of Art and Design

THE ASSESSMENT OF GRADUATE PROGRAMS IN ART AND DESIGN. National Association of Schools of Art and Design THE ASSESSMENT OF GRADUATE PROGRAMS IN ART AND DESIGN National Association of Schools of Art and Design Copyright 2009, 1992, 1990 by the National Association of Schools of Art and Design Reston, Virginia

More information

Procedures for Implementing New Graduate Programs 1

Procedures for Implementing New Graduate Programs 1 Procedures for Implementing New Graduate Programs 1 MASTER'S DEGREE PROGRAMS 2 Introduction There are three possible ways to propose new master's degree programs: the standard process (involves two steps),

More information

UNIVERSITY OF HAWAI I AT MĀNOA POSITION DESCRIPTION DEAN, COLLEGE OF NATURAL SCIENCES ~~~~~~~~~~~~~~~~~~~~~

UNIVERSITY OF HAWAI I AT MĀNOA POSITION DESCRIPTION DEAN, COLLEGE OF NATURAL SCIENCES ~~~~~~~~~~~~~~~~~~~~~ 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,

More information

Strategic Plan 2013-2015. The College of Business Oregon State University. Strategic Plan. Approved June 2012 Updated June 2013 Updated June 2014

Strategic Plan 2013-2015. The College of Business Oregon State University. Strategic Plan. Approved June 2012 Updated June 2013 Updated June 2014 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

More information

OFFICE FOR Equity, Diversity, and Inclusion. Unit Plan 2014 17

OFFICE FOR Equity, Diversity, and Inclusion. Unit Plan 2014 17 OFFICE FOR Equity, Diversity, and Inclusion Unit Plan 2014 17 Equity, Diversity, and Inclusion Built on collaboration and innovation, UC San Diego is a preeminent student-centered, research-focused, service-oriented

More information

PhDs in Business. Working at the Frontiers of New Knowledge

PhDs in Business. Working at the Frontiers of New Knowledge PhDs in Business Working at the Frontiers of New Knowledge The primary source of this document came from a presentation at the University of Southern California for a Doctorate in Business Recruiting Forum

More information

1. Number of Degrees Per Year Rolling three-year average of the number of degrees awarded per academic year. Academic Year Average Number of Degrees

1. Number of Degrees Per Year Rolling three-year average of the number of degrees awarded per academic year. Academic Year Average Number of Degrees 18 Characteristics of Texas Public Doctoral Programs Administration of Justice Texas Southern University 1. Number of Degrees Per Year Rolling three-year average of the number of degrees awarded per academic

More information

Application for Participation in the GEM Consortium

Application for Participation in the GEM Consortium Application for Participation in the GEM Consortium I. UNIVERSITY PROFILE AND DIVERSITY: A. University: Primary contact person and contact information: Name: Title: Department: Address 1: Address 2: City:

More information

Strategic Vision Faculty and Staff Recruitment and Development

Strategic Vision Faculty and Staff Recruitment and Development Strategic Vision Faculty and Staff Recruitment and I. End Result: UAF engages in best practices in recruiting, hiring, evaluating, developing and promoting staff. Objective A: To implement regular staff

More information

Guidelines on Employment of Graduate Assistants Third Edition. The Graduate School, New Mexico State University Revised August 1, 2008

Guidelines on Employment of Graduate Assistants Third Edition. The Graduate School, New Mexico State University Revised August 1, 2008 Guidelines on Employment of Graduate Assistants Third Edition The Graduate School, New Mexico State University Revised August 1, 2008 Our graduate assistants are engaged in the teaching and research mission

More information

Guidelines for the Review of Graduate Programs

Guidelines for the Review of Graduate Programs Guidelines for the Review of Graduate Programs Spring 2011 The Council of Graduate Schools is the only national organization in the United States that is dedicated solely to the advancement of graduate

More information

GOAL I - Help students successfully obtain their diverse educational goals

GOAL I - Help students successfully obtain their diverse educational goals IOWA VALLEY COMMUNITY COLLEGE DISTRICT STRATEGIC AGENDA 2010 2013 MISSION: Iowa Valley Community College District is committed to providing quality learning experiences, ensuring student success, responding

More information

Strategic Plan 2020 revision 2013

Strategic Plan 2020 revision 2013 Strategic Plan 2020 REVISION 2013 Strategic Plan 2020 REVISION 2013 Table of Contents Mission, Vision and Core Values 4 Message from the Chancellor 5 Strategic Plan 2020 7 Strategic Goals 8 Strategic

More information

College of Arts and Sciences

College of Arts and Sciences 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

More information

Background. 1 During the fall semester of 2008, graduate faculty members reviewed all syllabi for graduate

Background. 1 During the fall semester of 2008, graduate faculty members reviewed all syllabi for graduate Background Manship School of Mass Communication Annual Report on Mass Communication Graduate Student Learning Assessment May 30, 2011 Amy Reynolds, Associate Dean, Graduate Studies & Research The Manship

More information

Graduate Catalog 2013-2014 Financial Assistance / 23. Financial Assistance

Graduate Catalog 2013-2014 Financial Assistance / 23. Financial Assistance Graduate Catalog 2013-2014 Financial Assistance / 23 Financial Assistance Financial assistance is available to qualified students in all fields of study in the form of (1) graduate assistantships where

More information

The University of North Carolina at Charlotte Graduate Program Feasibility Planning

The University of North Carolina at Charlotte Graduate Program Feasibility Planning The University of North Carolina at Charlotte Graduate Program Feasibility Planning Rationale The fundamental purpose of this planning document is to provide a uniform means by which the University can

More information

18 Characteristics of Texas Public Doctoral Programs University of Texas at San Antonio Doctor of Education (EdD) in Educational Leadership

18 Characteristics of Texas Public Doctoral Programs University of Texas at San Antonio Doctor of Education (EdD) in Educational Leadership of Texas Public Doctoral Programs University of Texas at San Antonio Doctor of Education (EdD) in Educational Leadership Date Program Established - 7/20/1998 For specific information about this Degree

More information

Recommendations of the Task Force on Graduate Education Administration and Delivery

Recommendations of the Task Force on Graduate Education Administration and Delivery Recommendations of the Task Force on Graduate Education Administration and Delivery I. Introduction The task force was established by the Provost and its membership and mandate are provided in Appendix

More information

SCHOOL OF MASS COMMUNICATIONS STATEMENT ON GOVERNANCE

SCHOOL OF MASS COMMUNICATIONS STATEMENT ON GOVERNANCE SCHOOL OF MASS COMMUNICATIONS STATEMENT ON GOVERNANCE Preamble This document is guided principally by a common belief in shared governance at all levels, intent on creating trust and collegiality and aimed

More information

GRADUATE EDUCATION VISION AND STRATEGY AT TCU

GRADUATE EDUCATION VISION AND STRATEGY AT TCU GRADUATE EDUCATION VISION AND STRATEGY AT TCU A Position Paper Prepared by the Committee on Graduation Education October 2004 1 Members of the Committee: Dr. Lazelle Benefield Harris School of Nursing

More information

University of Wisconsin Oshkosh Graduate Education Strategic Plan

University of Wisconsin Oshkosh Graduate Education Strategic Plan 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

More information

Sociology Department Faculty Expectations Handbook For Appointment, Reappointment, Promotion, and Tenure

Sociology Department Faculty Expectations Handbook For Appointment, Reappointment, Promotion, and Tenure Sociology Department Faculty Expectations Handbook For Appointment, Reappointment, Promotion, and Tenure Department of Sociology Fayetteville State University Version Monday, January 8, 2009 1 DEPARTMENT

More information

GRADUATE PROGRAM IN MATERIALS SCIENCE AND ENGINEERING DEGREE REQUIREMENTS Revised: May 20, 2010 Graduate Council Approval: March 4, 2011

GRADUATE PROGRAM IN MATERIALS SCIENCE AND ENGINEERING DEGREE REQUIREMENTS Revised: May 20, 2010 Graduate Council Approval: March 4, 2011 GRADUATE PROGRAM IN MATERIALS SCIENCE AND ENGINEERING DEGREE REQUIREMENTS Revised: May 20, 2010 Graduate Council Approval: March 4, 2011 MASTER'S PROGRAM 1) Admissions Requirements An undergraduate major

More information

THE UNIVERSITY OF MARYLAND ROBERT H. SMITH SCHOOL OF BUSINESS. PhD

THE UNIVERSITY OF MARYLAND ROBERT H. SMITH SCHOOL OF BUSINESS. PhD PhD Program THE UNIVERSITY OF MARYLAND ROBERT H. SMITH SCHOOL OF BUSINESS PhD Shape the future of business scholarship. Welcome to the PhD program at the Robert H. Smith School of Business. We are a collaborative,

More information

Psychological Science Strategic Plan February 18, 2014. Department of Psychological Science Mission

Psychological Science Strategic Plan February 18, 2014. Department of Psychological Science Mission Psychological Science Strategic Plan Department of Psychological Science Mission The Department of Psychological Science strives to achieve and maintain excellence in undergraduate and graduate education,

More information

Texas A&M University Graduate and Professional Student Council Aggies Commit to Graduate and Professional Student Educational Experiences Fellowship

Texas A&M University Graduate and Professional Student Council Aggies Commit to Graduate and Professional Student Educational Experiences Fellowship Texas A&M University Graduate and Professional Student Council Aggies Commit to Graduate and Professional Student Educational Experiences Fellowship Updated November 25, 2014 Table of Contents I. Award

More information

BRYAN SCHOOL OF BUSINESS AND ECONOMICS REQUEST FOR AN INCREASE IN DIFFERENTIAL TUITION FOR THE MASTER OF ARTS IN APPLIED ECONOMICS

BRYAN SCHOOL OF BUSINESS AND ECONOMICS REQUEST FOR AN INCREASE IN DIFFERENTIAL TUITION FOR THE MASTER OF ARTS IN APPLIED ECONOMICS BRYAN SCHOOL OF BUSINESS AND ECONOMICS REQUEST FOR AN INCREASE IN DIFFERENTIAL TUITION FOR THE MASTER OF ARTS IN APPLIED ECONOMICS 1. Executive Summary The Department of Economics at Joseph M. Bryan School

More information

Undergraduate Scholarships

Undergraduate Scholarships The School of Public Affairs awards over $500,000 annually in scholarships and assistantships to our students. Please download the scholarship application for details and submit your completed application

More information

GRADUATE GROUP REVIEW PROTOCOL FOR SCHOOLS

GRADUATE GROUP REVIEW PROTOCOL FOR SCHOOLS GRADUATE GROUP REVIEW PROTOCOL FOR SCHOOLS (Adopted 1.10.10) Overview of the Graduate Council of the Faculties The Graduate Council of the Faculties is advisory to the Provost and Vice Provost for Education.

More information

Graduate Assistants and Fellowships

Graduate Assistants and Fellowships Graduate Assistants and Fellowships The School of Public Health offers Graduate Awards to students who are in good academic standing and demonstrate merit. Students should submit a separate application

More information

Regional Accreditation of Oakland University April 6-8, 2009

Regional Accreditation of Oakland University April 6-8, 2009 1 Regional Accreditation of Oakland University April 6-8, 2009 Oakland University is accredited by: The Higher Learning Commission of the North Central Association of Colleges and Schools NCA accredits

More information

College of Nursing Strategic Plan 2014 2018 Strategic Goals and Objectives:

College of Nursing Strategic Plan 2014 2018 Strategic Goals and Objectives: College of Nursing Strategic Plan 2014 2018 The mission of the College of Nursing is to foster an environment of education of professional nurses. Graduates of the program Strategic Goals and Objectives:

More information