School of Business and Social Sciences Strategic Plan, Shepherd University
|
|
- Owen Nigel Manning
- 8 years ago
- Views:
Transcription
1 School of Business and Social Sciences Strategic Plan, Shepherd University Endorsed by the School faculty on January 30, Strategic Planning Committee* Gordon DeMeritt, Ann Legreid, Mark Stern, Richie Stevens, Chip Zimmer Mission Statement: School of Business and Social Sciences A diverse community of learners who critically reflect upon the individual, the individual in community, and the communities that comprise the world, and who convert theory into practice as engaged citizens and leaders. The BASS mission statement echoes the mission statement of Shepherd University. As such, we are engaged citizens and leaders working to build a better world. Mission Statement: Shepherd University Shepherd University, a West Virginia public liberal arts university, is a diverse community of learners and a gateway to the world of opportunities and ideas. We are the regional center for academic, cultural, and economic opportunity. Our mission of service succeeds because we are dedicated to our core values: learning, engagement, integrity, accessibility, and community. Core Values Committed to excellence, Shepherd University embraces the following five core values: Learning Shepherd University creates a community of learners who integrate teaching, scholarship, and learning into their lives. Engagement Shepherd University fosters environments in which students, faculty, staff, and members of the community engage with each other to form mutually beneficial relationships. We believe that meaningful engagement, with ideas and with people, promotes deep learning and nurtures critical thought. Integrity Shepherd University strives for an environment of honesty and fairness in its actions. University officials seek input from students, faculty, and staff and make informal and objective decisions. We expect all members of the community to act in accordance with this value. 1
2 Accessibility Shepherd University provides services to all qualified students. Our staff and faculty are available to students and are committed to respecting and meeting individual needs. University governance and budgeting structures reflect our commitment to transparent processes and public access to information. Community Shepherd University comprises a community that includes students, faculty, staff, alumni, and involved citizens. We meet the needs of this community through assessment, development, and implementation of innovative programs and initiatives. We strive to create a safe environment based on mutual respect and acceptance of differences. SWOT Analysis: School of Business and Social Sciences Introduction The School of Business and Social Sciences (BASS) sees as its primary mission the engagement of faculty and students in teaching and learning. Consistent with Shepherd University s core value, BASS departments foster environments in which students, faculty, staff, and members of the community engage with each other to form mutually beneficial relationships. We believe that meaningful engagement, with ideas and with people, promotes deep learning and nurtures critical thought. (Shepherd University Strategic Plan, ). Engagement in lifelong learning for both students and faculty is a critical element in our continuing success. The School of Business and Social Sciences is comprised of seven departments housing eleven disciplines that collectively offer eight majors, numerous minors and concentrations, and two graduate programs. The departments are Accounting, Business Administration and Family and Consumer Sciences (FACS), Economics and Finance, Political Science, Psychology, Sociology and Geography (including Anthropology and Criminology), and Social Work. The School houses two graduate programs, i.e. Business Administration and College Student Development and Administration. The School coordinates administrative tasks, disseminates information, supports student and faculty success, promotes community connections, and works in concert with the university s mission and core values of learning, engagement, integrity, accessibility, and community. The Department Chairs, Dean, Administrative Associate, Senior Secretary, and Social Work secretary handle the bulk of the administrative work of the School. A Child Welfare Trainer is funded by a Title IV-E grant and works closely with the faculty and staff in the Department of Social Work. This multi-million dollar grant has served a 15 county region over nearly 20 years in training foster and adoptive parents as well as child welfare workers. 2
3 Thirty-six full-time faculty comprise the residential teaching staff; another thirty-plus faculty are generally part-time each semester. Approximately one-third of the full-time faculty are at the Assistant Professor level and do not have tenure. The faculty represents great breadth in background and academic pedigree and about 85% of them have a terminal degree. Advisory councils and boards offer valuable input to the dean and faculty in their work for the School as, for example, the Dean s Student Advisory Council and advisory boards for Social Work, FACS, and the MBA. Most of the School s staff and faculty are housed in White Hall, a 1970 s structure known for its heavy foot traffic and unfavorable floor plan. The Department of Psychology occupies a partially renovated space on the main floor of Stutzman-Slonaker. The FACS Apparel Construction and Foods labs are also located in Stutzman-Slonaker while the Anthropology/Archeology Lab is located in Snyder. BASS Strengths The School is home to some of the university s most popular majors (Business, Psychology, Sociology), and is second only to the School of Education and Professional Studies in overall enrollment. The programs are among the highest in student FTE and lowest in cost to the university. The School faculty is committed to student success through program rigor, currency, and quality one-on-one mentoring and advising. That commitment includes the adoption of Liberal Education and America s Promise (LEAP) standards from the Association of American Colleges and Universities (AAC & U), i.e. Essential Learning Outcomes and High-Impact Practices. These standards constitute the framework of the university s new Core Curriculum. Instructors coordinate experiential learning opportunities such as internships and co-ops and offer solid guidance in career evaluation and placement. More specifically, instructors are innovative in the use of case studies, simulations, interactive technologies, field experiences, online and hybrid courses, and real-world scenarios with creative problem solving. The School of Business and Social Sciences is a campus leader in conducting domestic and international study tours. All departments have up-to-date assessment plans and data on file and many faculty persons take advantage of the assistance in assessment offered by the Center for Teaching and Learning. Individual departments showcase student capstone and/or special projects in special sessions open to the campus and community. Each year faculty advisors/mentors also help their students prepare for presentations at the Mid-Atlantic Undergraduate Social Science Research Conference. Students in BASS programs invest in the community through volunteerism, service learning, internships, and co-ops, e.g. law enforcement offices, correctional facilities, counseling centers, child welfare agencies, area hospitals, 3
4 small businesses, financial institutions, governmental agencies, Congress, the judiciary, and accounting firms. The School of Business and Social Sciences is home to a rich mix of student organizations and co-curricular opportunities that challenge our students to a high degree of activity on the campus and beyond. The School initiated and co-sponsors Professional Connections Day, inviting professionals from the community to campus for a series of panel discussions on careers and career preparation. Student academic excellence is recognized with departmental scholarships and honors, the Dean s List, graduate awards, the spring Student Recognition Day, and McMurran Scholars Convocation. Graduating business, accounting, and economics students are honored with a reception/banquet and Social Work students have a formal pinning ceremony before each campus commencement ceremony. Most members of the faculty are active researchers, publish their work, and engage in ongoing professional enhancement, some of them earning professional credits each year. They are active across campus in myriad service capacities, including leadership on committees and boards; some also serve in community capacities such as the Rural Financial Planning Initiative Advisory Board. BASS faculty are recipients of university awards, e.g. research and advising, as well as endowed Faculty Excellence Awards. Students and faculty benefit from newly updated classroom technologies, a relatively low student to faculty ratio, and access to nearby metropolitan areas, agencies, information sources, and research facilities. The campus offers a plethora of good resources, e.g. the Scarborough Library; Center for Teaching and Learning; community service coordinator; summer orientations; Student Affairs; Facilities Management; and other entities and programs. The School is characterized by good communication and a culture of collegiality. Retention of faculty and staff has been good. As identified by the Dean s Student Advisory Board, the School is committed to moving Shepherd University forward and to building leaders with the skills and knowledge to shape a better world. Weaknesses From Fall 2006 to Fall 2010 the number of majors in BASS decreased by 3.5%, with the greatest decreases in Economics and Business Administration (University Census Fall 2010). BASS was the only school among the four on Shepherd s campus to show a decrease in that time frame. The School of Business and Social Sciences has an overall budget of $2.5 million, but only 4 percent of that budget is non-personnel, and departments as a whole are seriously underfunded. The budget cannot support additional needed support staff, equipment, infrastructure, and instructional resources. The shortage of funds for faculty professional 4
5 travel and office operations is a pressing and ongoing concern and poses a threat to new faculty recruitment and retention. Unlike some areas on campus, the School of Business and Social Sciences does not assess a large number of course and program fees and, thus, does not have a significant pool of special fees money from which to fund aspects of classroom instruction. The School generates a great deal of tuition revenue, but due to funding formulas, it does not receive in its budget an amount commensurate with the revenue it generates. Grant writing is not well developed in this School. Approximately half of the teaching staff in the School of Business and Social Sciences is composed of part-time adjunct instructors. We recognize the need to augment the proportion of full-time faculty in the interests of maintaining and building our programs, offering value-added advising and mentoring, and bolstering our commitment to experiential student learning opportunities such as service projects and internships. Full-time faculty faces growing workloads in advising, committee service, and teaching responsibilities; the load is particularly heavy for department chairs, some of whom receive only one course release per year. Adding full-time faculty to the ranks and increasing chair release time would help to ease these burdens. Untenured and adjunct faculty would benefit from a more full-blown approach to faculty mentoring. Faculty professional development and scholarly activity have been given greater attention, with heightened expectations, since Shepherd made the transition from college to university. The addition of graduate courses and programs has led to scrutiny of faculty qualifications for graduate faculty status. The university and School must be committed to supporting professional enhancement opportunities for junior faculty development, faculty re-tooling, chairperson training/mentoring, and scholarly research, presentation, and publication. Poor budgets make this difficult. The School lacks a public space, a commons, for faculty and student interaction and relaxation. Similarly, the building does not have adequate space for faculty offices, some classrooms have rather poor viewing angles, and only four cubicles are designated for use by forty adjunct faculty (BASS and History). Like the campus in general, the School does not exhibit much diversity in students, staff, and faculty. The School supports the campus-wide effort to build diversity in these populations. Ethics and integrity education have not been addressed regularly or systematically at the school level. Guest lectures, handouts, and informational sessions could be utilized. The faculty shoulders a very heavy load of advising responsibilities. The School will continue to participate in campus-wide discussions on this important issue. 5
6 The departments have not been aggressive in recruitment, nor have they given appropriate attention to retention. Programs have not been well marketed, web pages and brochures await updating, and there are too few linkages to high schools and community colleges. Fundraising and alumni connections are not currently a part of the culture of the departments. Opportunities Curricular reform is a main point in the university s strategic plan. All departments have made curricular adjustments and innovations over the past year consistent with the plan, LEAP standards, and disciplinary trends. Curricular innovation, graduate programs, and continuing education are areas for growth, in particular, campus internationalization, interdisciplinary studies, criminology, pre-law, ethics education, hospitality-food management, nutrition and wellness, finance, and financial planning. Departments can develop advisory boards, offer courses in creative formats, better define course rotations/schedules, and encourage faculty-student research collaboration. There is great potential for collaboration between disciplines and schools. The FACS Foods Lab, for example, can be utilized in connection with Continuing Education, Nursing, graduate courses, Recreation and Tourism, and special events hosted by students in the FACS program. Faculty workloads are heavy and need to be lightened by the addition of more full-time faculty; faculty line proposals will continue to move forward from the School. We will advocate at appropriate venues for more chair release time. The School remains committed to face-to-face instruction (we offer a few online courses), small to moderate class size, and one-on-one advising and mentoring of its students. Advising is under the microscope on the Shepherd campus and BASS must be active in the discussions, engage in evaluation of its advising repertoire, and take steps to improve in this area. There are ample opportunities for more active engagement of students, i.e. service learning projects, internships and coops, faculty-student research, student assistants, and student representatives on advisory boards. Faculty can be given incentives to incorporate LEAP goals and high-impact practices into the curriculum. Ethics and integrity education can be incorporated into coursework, guest lectures, workshops, and informational segments at School meetings. Technology must remain a priority. It engages students in a global learning environment, supports skills development in data and information management, and prepares graduates to work in a dynamic, technologically savvy world. As previously noted, the Department of Social Work has been very successful in securing grants, particularly, the Title IV-E grants to support education of foster parents and social work practitioners. Grant writing is a definite opportunity for all BASS departments. 6
7 The School is comprised of a dynamic variety of faculty and programs and is known for its deep commitment to academic rigor and student achievement. At the same time the School lacks a unifying theme and/or image for internal reference as well as public relations. School and departmental websites need to be brought into visual consistency with the university brand and upgraded and amplified with an eye to integrated marketing of the School s programs. Recruitment is a topic of discussion, departments utilize admissions data/lists, and program marketing is mainly tied to larger campus efforts. Opportunities for more diversity in the faculty and student body need to be explored and developed. There is a need to showcase and celebrate the achievements and distinctions of the School of Business and Social Sciences. Countless opportunities exist for community outreach in the Eastern Panhandle and proximate areas. This demands resources, reassigned or release time for professors, and appropriate incentive/reward mechanisms to engage more students and faculty in public and private arenas. The School s departments and faculty serve as an information resource center for the region on topics such as small business development, taxation, foster parenting, criminology, and policy analysis. A Speakers Bureau could be developed and linked into the School s website, university communications, and social media. Individual departments have cultivated alumni connections to varying degrees. Alumni connections are integral to fundraising and can play a very useful role in internship and career placements. Most departments do not maintain updated lists of alums. Alumni connections need to be more vigorously developed by departments, the School, and by the university in general. Similarly, emeriti should be more actively integrated into the activities of our School and campus. The School does not have a history of fundraising for its programs and, therefore, most departments do not have established foundation accounts. Like the campus in general, a culture of giving will have to be developed if programs and facilities are to be enriched by donors. Endowments like those established for Business and Accounting are areas to pursue. Threats The major threats to the School can be briefly summarized: Lack of financial resources in support of personnel and program enhancement; shortage of human infrastructure to handle a growing workload in departments and the school; issues of student 7
8 preparedness; flat enrollments; aggressive marketing by other institutions; revenue challenges posed by the in-state and out-of-state ratio; student retention rates below targets; graduation rates below targets; morale issues; and ongoing external accountability pressures such as to the taxpayer, state, and accrediting bodies. BASS Goals and Action Plans University Pathways and Priorities Pathway #1: Inspire student learning and development Strategic Priority #1: Improve the quality of learning across the curriculum Goal #1: Incorporate LEAP standards, including cognitive and affective outcomes, into curricula, instructional methodologies, and all course syllabi Actors: All undergraduate faculty, under the leadership of the chairs Time: Begin academic year , tied to course creation and approval or rotation Measure: Review of syllabi (Guidance from General Studies Committee) Judges: Chairs and Dean Primary Core Values: Learning and Engagement Goal #2: Support faculty innovation in the classroom consistent with LEAP standards, including faculty-student projects Actors: Dean and VPAA; application to BASS Development Committee (define innovation) Time: Begin academic year ; ongoing Measures: Grants (part of stipend based on proposal; final portion based on demonstrated use); summary report Judges: BASS Development Committee; classroom observation Primary Core Values: Learning and Engagement Goal #3: Evaluation of enrollment and retention issues in the major, with recommendations Actors: School committee; Office of Institutional Research Time: Begin academic year ; completed report in Measure: Enrollment-Retention Report Judges: School faculty Primary Core Value: Learning; Engagement 8
9 Pathway #2: Optimize potential of faculty and staff Priority #11: Enhance professional development programs for faculty and staff Goal #1: Evaluate/add means of strengthening departmental and School budgets Actors: Chairs, Dean, Academic Affairs Time: Begin academic year , ongoing Measure: Increases in budgets Judges: Dean and Chairs Primary Core Value: Accessibility Goal #2: Support and encourage faculty scholarly activities and output, e.g. financial support for professional presentations and workshops Actors: Dean, Chairs, Academic Affairs Time: Begin academic year ; ongoing Measure: Faculty annual reports and evaluations Judges: Dean and Chairs Primary Core Values: Learning and Engagement * * * * * * * * * * * * * * * *The BASS Strategic Plan, , was written by the BASS Strategic Planning Committee and is the outcome of more than a year of committee meetings and conversations with the school s faculty and staff. The BASS plan mirrors the form and spirit of the Shepherd University Strategic Plan and utilizes the same Core Values, Pathways, and Strategic Priorities. A school mission statement was written and revised numerous times; that was followed by an environmental scan/analysis of internal strengths, weaknesses, opportunities and threats (SWOT). Goals and action plans were developed as a natural outgrowth of the SWOT analysis. From a list of nearly twenty suggestions, the final document contains five goals with accompanying action plans under the Pathways: 1) Inspire Student Learning and Development, and 2) Optimize Potential of Faculty and Staff. The five goals are tied to Strategic Priorities 1 and 11 from the Shepherd plan. The dean convened the BASS Strategic Planning Committee in the Fall of 2010; meetings and work sessions were held through the spring and summer of A draft document was presented to Chairs Council Fall Semester 2011; it was taken to the full faculty of the school in October. It was revised and endorsed by Chairs Council in November, and endorsed by the school faculty at the January 2012 school meeting. Planning Committee: Dr. Gordon DeMeritt, Department of Business Administration/FACS ; Dr. Ann Marie Legreid, Dean-Planning Chair; Dr. Mark Stern, Department of Political Science; Dr. Richie Stevens, College Student Development and Administration; and Dr. Chip Zimmer, Department of Business Administration/FACS. 9
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 informationSchool 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 informationStrategic 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 informationGetty 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 informationAchievement, 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 informationIn 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 informationRhode Island School of Design Strategic Plan Summary for 2012 2017. critical making. making critical
Rhode Island School of Design Strategic Plan Summary for 2012 2017 critical making making critical executive summary This strategic plan serves as a guide for Rhode Island School of Design (RISD) over
More informationOur 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 informationST. JOHN FISHER COLLEGE. Academic Plan. Academic Planning Committee 1/14/2015
ST. JOHN FISHER COLLEGE Academic Plan SJFC Plan to College Academic Goals and Strategic Initiatives Academic Planning Committee 1/14/2015 Academic Plan Committee: Randall Krieg, Provost, Co-Chair Daryl
More informationTowson University Strategic Academic Plan 2010-2016
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
More informationSELF-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 informationStrategic Plan. Revised, April 2015
Strategic Plan 2011 2020 Revised, April 2015 A Message from the President I am pleased to present Endicott College: Strategic Plan 2011 2020, which was developed by the Endicott College Planning Committee
More informationDean for Natural and Applied Sciences
About Hope College Hope College is a strong co-educational, undergraduate, residential, Christian liberal arts college of 3,300 students from 45 states and 35 different countries. Hope s beautiful and
More informationUWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed!
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,
More informationThe University of West Florida. Department of Criminology & Criminal Justice. Bylaws
The University of West Florida Department of Criminology & Criminal Justice Bylaws 1. Mission The mission of the Department of Criminology & Criminal Justice is to challenge and inspire students to be
More informationCollege 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 informationSTRATEGIC PLAN 2015-2020
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
More informationCollege of Nursing and Health Sciences Strategic Goals and Objectives 2013-
Objective 1.1: Actively pursue VSU s Complete College Georgia Plan (CCG). See www.valdosta.edu/planning Strategy 1.1.1: Develop partnerships with K-12. 1 (USG Strategic Imperative 1a) Strategy 1.1.2: Improve
More informationStrategic Plan Academic Year(s) 2013-2016
Strategic Plan Academic Year(s) 2013-2016 Seidman Strategic Plan (2013-2016) Foundation Our Mission The Seidman College of Business provides a rigorous learning environment, with a student focus, a regional
More informationGraduate Program Goals Statements School of Social Work College of Education and Human Development
Graduate Program Goals Statements School of Social Work College of Education and Human Development December 12, 2014 Program Youth Development Leadership (MEd) Master of Social Work (MSW) Doctorate in
More informationGRADUATE 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 informationCollege 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 informationSYRACUSE UNIVERSITY: ACADEMIC STRATEGIC PLAN
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
More information6,114FALL 2014. Corky Hornet UNIVERSITY PROFILE UNDERGRADUATE CLASS SIZE DEGREE PROGRAMS STUDENT TO PROFESSOR RATIO INTERNATIONAL STUDENTS MASCOT
SCHOOL OF BUSINESS DEAN SEARCH 2015 UNIVERSITY PROFILE FOUNDED IN 1863 ENROLLMENT 6,114FALL 2014 UNDERGRADUATE GRADUATE UNDERGRADUATE CLASS SIZE 20 average DEGREE PROGRAMS 185 Includes bachelor s and master
More informationFirst-Year Seminar Proposal
First-Year Seminar Proposal MOTION The Committee on Educational Policies and Planning moves that the faculty adopt this first-year curriculum consisting of first-year seminars, in place of the current
More informationThe 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 informationGoal #1 Learner Success Ensure a distinctive learning experience and foster the success of students.
Western Michigan University is committed to being learner centered, discovery driven, and globally engaged as it transitions into the next strategic planning cycle. In the first year of the University
More informationCalifornia State Polytechnic University, Pomona University Strategic Plan 2011 2015
California State Polytechnic University, Pomona University Strategic Plan 2011 2015 Introduction On the threshold of its 75 th anniversary, California State Polytechnic University, Pomona, is positioned
More informationOKLAHOMA STATE UNIVERSITY STILLWATER SCHOOL OF APPLIED HEALTH AND EDUCATIONAL PSYCHOLOGY
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
More informationDEFIANCE COLLEGE Business Department Strategic Plan 2013-2016. Mission Statement
DEFIANCE COLLEGE Strategic Plan 2013-2016 The at Defiance is part of the Division of Business, Education, and Social Work. The department includes majors in Business Administration and Accounting; minors
More informationDepartment of Criminal Justice Program Review 2002-2007
Department of Criminal Justice Program Review 2002-2007 Submitted by Phillip Bridgmon, Ph.D., Chair July 31, 2008 2. Five Year Enrollment and Faculty Data The five-year data for criminal justice reflects
More informationStrategic Plan 2011. The College of Arts and Sciences. Vision. www.art-sci.udel.edu/ Leading the Way in Academics, Research and Public Engagement
Strategic Plan 2011 and Sciences Leading the Way in Academics, Research and Public Engagement www.art-sci.udel.edu/ Vision The and Sciences at the University of Delaware will be nationally recognized for
More informationIntent to Plan for Master of Science in Nursing
Shepherd University Board of Governors October 12, 2006 Agenda Item No. 6 Intent to Plan for Master of Science in Nursing Board of Governors approval is sought to plan a Master of Science in Nursing (MSN)
More informationJourney to Excellence
STRATEGIC PLAN: 2010-2015 Journey to Excellence Henry W. Bloch School of Business and Public Administration University of Missouri Kansas City SEPTEMBER 2010 TABLE OF CONTENTS Preface... 3 Where We Are
More informationThe National Communication Association s Standards for Undergraduate Communication Programs Updated April, 2011
The National Communication Association s Standards for Undergraduate Communication Programs Updated April, 2011 A variety of disciplinary organizations have developed specialized accreditation standards
More informationGuidelines for Massachusetts Early Educator Preparation Programs Participating in the Early Childhood Educator Scholarships Program.
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
More informationAn Invitation to Apply: University of North Texas Dallas Founding Dean of the School of Nursing and Health Sciences
An Invitation to Apply: University of North Texas Dallas Founding Dean of the School of Nursing and Health Sciences THE SEARCH The University of North Texas Dallas (UNT Dallas) seeks a dynamic and visionary
More informationDepartment of Marketing College of Business Florida State University. 2007 2011 Strategic Plan
Department of Marketing College of Business Florida State University 2007 2011 Strategic Plan Updated Version Adopted December 10, 2007 International Acclaim. Individual Attention. Department of Marketing
More informationSchool of Communications
School of Communications Grand Valley State University Revised Strategic Plan 2011-14 Basic Version 8/3/11 1 Goals Goal 1: Recognizing that a School structure offers a unique experience for students, faculty,
More informationPamplin College of Business Strategic Plan 2014-2019
Pamplin College of Business Strategic Plan 2014-2019 Adopted: 5-13-2014 Revised: 7-3-2014 1. Introduction Pamplin is a nationally recognized, integral part of Virginia Tech the premier research university
More informationDivision 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 informationStrategic 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 informationMaster of Science in Engineering Management University of Tennessee Chattanooga
NARRATIVE REPORT Master of Science in Engineering Management University of Tennessee Chattanooga Part 1 - Student Experience External Reviewer Report by Dr. Resit Unal, Old Dominion University Are admissions
More informationAn Invitation to Apply:
An Invitation to Apply: The University of Tampa College of Natural and Health Sciences: Department of Nursing Tenure Track Nurse Practitioner Faculty Member With Concentration In Care of Older Adults THE
More informationReview of the B.A., B.S. in Criminal Justice Sciences 43.0104
Review of the B.A., B.S. in Criminal Justice Sciences 43.0104 Context and overview. The B.A., B.S. in Criminal Justice Sciences program is housed in the Department of Criminal Justice Sciences within the
More informationCOMING TOGETHER, ENVISIONING THE FUTURE: THE STRATEGIC PLAN OF THE DEPARTMENT OF COMMUNICATION, UNIVERSITY OF MARYLAND
COMING TOGETHER, ENVISIONING THE FUTURE: THE STRATEGIC PLAN OF THE DEPARTMENT OF COMMUNICATION, UNIVERSITY OF MARYLAND CONTENTS INTRODUCTION 1 MISSION & VISION 1 STRENGTHS, CONSTRAINTS, OPPORTUNITIES 2
More informationSchool of Nursing. Strategic Plan
School of Nursing Strategic Plan 2010 to 2015 Table of Contents Executive Summary...2 Preamble...4 Mission...6 Vision...6 Values...6 Research...8 Education...10 Community and Clinical Partnerships...12
More informationUniversity of Maine at Presque Isle 2020 Strategic Plan
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
More information2012-2017. Strategic Plan
Strategic Plan 2012-2017 An internationally recognized leader in global business education, scholarly excellence, and collaborative community engagement International Business Healthcare Management Entrepreneurship
More informationExecutive Summary... 3 Preamble... 4 Mission... 5 Vision... 5 Values... 5 Research... 6 Education... 8 Community and Clinical Partnerships...
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
More informationTexas Southern University
Texas Southern University College of Education Bylaws 2012 [Type text] 2 College of Education Bylaws Preamble Texas Southern University was founded in 1927 and became a state institution in 1947. Texas
More informationLAW DEAN LEADERSHIP PROFILE
LAW DEAN LEADERSHIP PROFILE THE OPPORTUNITY Suffolk University seeks an entrepreneurial Law School dean who is able to capitalize on the University s urban location and build on its strengths in ways that
More informationFOUNDING DEAN CATERPILLAR COLLEGE OF ENGINEERING AND TECHNOLOGY
FOUNDING DEAN CATERPILLAR COLLEGE OF ENGINEERING AND TECHNOLOGY Bradley University - - an institution with rich tradition, national reputation, and vibrant academic and student life - - announces a nationwide
More informationTerry 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 informationAn Invitation to Apply: La Salle University School of Nursing and Health Sciences Chair of the Undergraduate Nursing Program
An Invitation to Apply: La Salle University School of Nursing and Health Sciences Chair of the Undergraduate Nursing Program THE SEARCH The Chair is empowered by departmental colleagues, by the Dean, and
More informationCollege of Business Strategic Plan 2014-2018
Vision Statement College of Business Strategic Plan 2014-2018 The COB s vision is to accelerate student success through applied business knowledge and to contribute to a better and brighter future for
More informationBOARD OF HIGHER EDUCATION REQUEST FOR COMMITTEE AND BOARD ACTION. COMMITTEE: Assessment and Accountability NO.: AAC 08-01 BOARD DATE: October 19, 2007
BOARD OF HIGHER EDUCATION REQUEST FOR COMMITTEE AND BOARD ACTION COMMITTEE: Assessment and Accountability NO.: AAC 08-01 BOARD DATE: October 19, 2007 MOVED: The Board of Higher Education hereby approves
More informationPage 2. Our Strategic Planning Process (A Summary of the College Strategic Planning Council Bylaws)
Gordon Ford College of Business Plan 2011-2016 Approved by the Planning Council on March 16, 2012 Approved by vote of the College Faculty on August 22, 2012 Endorsed by Student Advisory Council on August
More informationProgram Proposal Master of Social Work Program. (ARC Submission, Feb. 2014)
Program Proposal Master of Social Work Program (ARC Submission, Feb. 2014) Statement of Proposal: The Social Work Convening Group proposes to institute a Master of Social Work, commencing in the fall 2015
More informationHow To Improve The School Of Nursing
Florida Agricultural and Mechanical University School of Nursing Strategic Plan 2010-2020 2020 Vision With Courage Approved by the FAMU School of Nursing Faculty September 19, 2010 Florida A&M University
More informationCollege of Health Sciences. Old Dominion University
College of Health Sciences Old Dominion University Mission Improve individual and community health by advanced professional education, influential research, and responsive service. Vision To be a nationally
More informationAssociate Dean, Graduate Academic & Faculty Affairs College of Professional Studies Boston, MA
Associate Dean, Graduate Academic & Faculty Affairs College of Professional Studies Boston, MA Executive Summary The College of Professional Studies at Northeastern University seeks a seasoned and innovative
More information2015-2018 College of Business Academic Program Planning
2015-2018 College of Business Academic Program Planning INTRODUCTION 2015-2020 College of Business Strategic Plan The College of Business (COB) engaged in an intensive college-wide strategic planning process
More informationCollege: Honors College Academic Plan 2012-2017
: Academic Plan 2012-2017 I. Introduction State your department/school/college mission statement. The s mission is to provide undergraduate students across campus the opportunity to take challenging, interdisciplinary
More informationTexas State University University Library Strategic Plan 2012 2017
Texas State University University Library Strategic Plan 2012 2017 Mission The University Library advances the teaching and research mission of the University and supports students, faculty, and other
More informationSouthern University College of Business Strategic Plan
Southern University College of Business Strategic Plan 2012-2017 Baton Rouge, Louisiana February 24, 2012 This document is the draft Strategic Plan of the College of Business for the period 2012 2017.
More informationDEAN OF THE SCHOOL OF HEALTH SCIENCES
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
More informationChapter Three: Challenges and Opportunities
Chapter Three: Challenges and Opportunities The preparation of Orange County Community College s Periodic Review Report occurs at a time when the College and New York State are experiencing an economic
More informationHow To Plan A College Of Public Health At The University Of Georgia Strategic Plan
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
More informationVision To be the clear business school choice for those who want to engage in real-world learning experiences
1. Introduction 2015-2020 College Of Business Strategic Plan The College of Business (COB) engaged in an intensive college-wide strategic planning process from April, 2014-December, 2015 to develop the
More informationThe School of Education & Human Services The College at Brockport State University of New York. Strategic Plan 2011-2016
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
More informationHealthy People 2020 and Education For Health Successful Practices in Undergraduate Public Health Programs
University of Massachusetts Amherst Amherst, MA Undergraduate Degree in Public Health Sciences Bachelor in Science & 4 Plus 1 BS/MPH http://www.umass.edu/sphhs/public_health/academics/undergraduate/index.html
More information0. 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 informationPROGRAM PUBLIC INFORMATION
Department of Civil Engineering & Construction Management College Of Engineering and Computer Science California State University-Northridge Northridge, Ca Construction Management Program PROGRAM PUBLIC
More informationTransformation through Education:
Transformation through Education: A Strategic Blueprint for Molloy College - 2012 and beyond 2012-2017 Executive Summary Mission Statement Molloy College, an independent, Catholic college, rooted in the
More information9. ACADEMIC QUALITY PLANNING PROCESS AND OUTCOME ASSESSMENT
Page 1 of 32 STANDARDS AND CRITERIA FOR ACCREDITATION OF POSTSECONDARY CONSTRUCTION EDUCATION DEGREE PROGRAMS TABLE OF CONTENTS 1. INTRODUCTION 2. GOVERNANCE AND ADMINISTRATION 3. CURRICULUM 4. FACULTY
More informationPlanning and Review Committee (PCR) AY 2013-14 Annual Report to the Faculty Senate and UW System
1 Results of Program Analysis and Recommendations: Planning and Review Committee (PCR) AY 2013-14 Annual Report to the Faculty Senate and UW System During the 2013-14 academic year, the Planning and Review
More informationHow To Run The Office Of Graduate Student Affairs At Duke
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 informationProvide 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 informationCharting the Future Bachelor of Applied Science in Public Service. I. The Past: Reflecting on our Heritage
Charting the Future Bachelor of Applied Science in Public Service I. The Past: Reflecting on our Heritage A. History and Development of Program/Services The University of Northern Colorado (UNC), in concert
More informationM.S. in Computational Finance and Risk Management University of Washington Seattle
May 2011 M.S. in Computational Finance and Risk Management University of Washington Seattle Introduction University of Washington (UW) proposes to offer a Master of Science in Computational Finance and
More informationMISSION / VISION / VALUES FRAMEWORK
MISSION / VISION / VALUES FRAMEWORK The Mission / Vision / Values Framework builds on the strengths of Concordia today and provides the vision and strategies to build an even stronger and more vital Concordia
More informationSMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Strategic NIMBLE. Plan COMPASSIONATE. 2013-2017 PREPARED.
SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Strategic NIMBLE. Plan COMPASSIONATE. 2013-2017 PREPARED. SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Achieving NIMBLE. the Business COMPASSIONATE. University
More informationSpecific Majors/Degrees Granted: Masters of Arts Human Resources Training and Development
Program Review Committee Report Police Graduate Studies Program Specific Majors/Degrees Granted: Masters of Arts Human Resources Training and Development Overview/History I. Goals and Objectives (Are there
More informationstudents to complete their degree online. During the preliminary stage of included Art, Business, Computer Science, English, Government, History, and
Texas Woman s University College of Arts and Sciences Bachelor of General Studies Program Undergraduate Program Review May 2012 I. PROGRAM REVIEW AND MISSION A. History Texas Woman s University has a proud
More informationOrganization and Bylaws College of Education and Human Development
Organization and Bylaws College of Education and Human Development I. Mission The College of Education and Human Development (EHD) has a special mission within the University of fostering healthy human
More informationStandards for Accreditation of Master s Programs in Library and Information Studies. Introduction
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
More informationPurdue University Department of Computer Science West Lafayette, IN Strategic Plan 2010-2015
Purdue University Department of Computer Science West Lafayette, IN Strategic Plan 2010-2015 Final Version 5.0: May 3, 2010 Computer science is a discipline that involves the understanding and design of
More informationListening Sessions Report
Listening Sessions Report Strategic Plan 2014-2018 Development By Office of Institutional Effectiveness January, 2014 BACKGROUND INFORMATION In spring 2013 OIE worked on preparation and design of the Strategic
More informationDEPARTMENT PLAN. The Department of Counseling, Educational, and Developmental Psychology. College of Education and Human Development
10/23/03 DEPARTMENT PLAN The Department of Counseling, Educational, and Developmental Psychology College of Education and Human Development Eastern Washington University Cheney ω Spokane Washington Formally
More informationProgram Committee Report-Criminal Justice
Program Committee Report-Criminal Justice Goals, Objectives, and Activities The Criminal Justice Program prepares students for careers in criminal justice or for further graduate or professional studies
More informationDraft 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 informationTemplate for Academic Standards Committee Review
Template for Academic Committee Review The numbered titles in this document that appear in boldface print represent the standards being evaluated as met, not met, or partially met on the Program Report
More informationTaking Bold Steps. Taking Bold Steps.
Taking Bold Steps. Taking Bold Steps. Introduction Faculty, staff, and students at Indiana University Kokomo revisited the campus 2011-2015 strategic plan in response to a call for a university wide strategic
More informationAn Invitation to Apply: East Tennessee State University College of Nursing Director of Undergraduate Programs
An Invitation to Apply: East Tennessee State University College of Nursing Director of Undergraduate Programs THE SEARCH The East Tennessee State University (ETSU) College of Nursing invites applications,
More informationPsychological 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 informationThe additional Political Science Program Standards, where relevant, appear in italics.
1 Political Science Program Standards Aligned with College Standards 5.00 COLLEGE STANDARDS FOR FACULTY EVALUATION The additional Political Science Program Standards, where relevant, appear in italics.
More information2. Educational Policy and Accreditation Standards
2. Educational Policy and Accreditation Standards Preamble Social work practice promotes human well-being by strengthening opportunities, resources, and capacities of people in their environments and by
More informationReview of the B.S. in Computer Science 11.0701
Review of the B.S. in Computer Science 11.0701 Context and overview. The B.S. in Computer Science program is housed in the School of Information Technology within the College of Applied Science and Technology.
More informationAcademic Program Review Handbook
Handbook Continuously Improving Programs and Student Learning Revised July 2014 Original Issue: December 6, 2010 Approved: Derry Connolly, President Current Issue: July 3, 2014 Effective: July 3, 2014
More information