Revised August 2013 Revised March 2006 Presented to Planning Council December 1993

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Revised August 2013 Revised March 2006 Presented to Planning Council December 1993"

Transcription

1 1 Revised August 2013 Revised March 2006 Presented to Planning Council December 1993

2 Table of Content Mission, Vision, and Core Values... 3 Institutional Goals... 4 Historical Perspective and Current View... 5 Overview of Model... 6 Institutional Effectiveness Model... 7 Annual Planning Model... 8 Institutional Planning and Evaluation Council Institutional Planning Structure Membership Terms of Membership Meetings Officers Functions Planning Schedules Five Year Strategic Planning Process Comprehensive Program Review Angelina College Strategic Planning Model Guidelines 2

3 INSTITUTIONAL MISSION, VISION, AND CORE VALUES Mission Statement The mission of Angelina College is to provide quality educational opportunities and services to aid students in the service area in reaching their full potential. Vision Angelina College will be the first choice in value and quality education leading to diverse career pathways throughout its service area. Core Values Angelina College is accountable throughout the community for the core values of: Integrity Honesty, respect, fairness, and ethical conduct; Diversity Individual differences and cultural acknowledgement in the learning and working environment; Excellence and Success Lifelong learning through quality teaching and service experiences for personal, social and economic development; Collaboration and Partnerships Communication which leads to shared goal attainment and connections within the institution and throughout the service area; Institutional Vigor Fiscal accountability, personnel development, growth and improvement in programs, services and learning environment; Innovation Exploration, inquiry and changes to define relevant and services. programs Angelina College Strategic Planning Model Guidelines 3

4 INSTITUTIONAL GOALS Access - Angelina College will promote, deliver, and expand accessible and affordable educational opportunities both in the classroom and through distance learning modalities. The college will provide physical, economic and academic opportunities for post-secondary education and for lifelong learning. Quality Instructional Outcomes - Angelina College will emphasize quality instruction, rate of students transferring to four-year institutions, degree and certificate completion, job placement and personal growth through value added to students lives. Partnerships, Quality Of Life - Angelina College will build community partnerships that will improve economic development, promote educational opportunities through articulation with other educational institutions, and provide opportunities for educational and cultural experiences to enrich the lives of individuals and improve quality of life for East Texans through lifelong learning. Learning Environment - Angelina College will maintain a learning environment designed to enhance intellectual, social and physical development. Resource Management - Resources and fiscal matters of Angelina College will be managed in a sound and prudent manner while enhancing educational offerings and the physical environment to meet student and community needs. Personnel Leadership - Angelina College will provide leadership for our service area through a diverse, competent, dedicated faculty and staff who reflect the educational expectations of our community. Image - Angelina College will project a positive image to its students and to the community at large. Angelina College Strategic Planning Model Guidelines 4

5 Historical Perspective and Current View Angelina College (AC) has always participated in planning and evaluation activities as the general administration believed in the value to this institution. In 1993, the institution invited a planning and evaluation consultant to conduct workshops for administrators, faculty and staff. The goal was to enhance the appreciation and understanding of all participants regarding what must be done to strengthen the institutional planning process. Subsequently a model was developed and presented to the Long Range Planning and Building. Approval by the Board of Trustees was attained on November 8, Over the past two decades this model has been utilized to review institutional data annually and support continuous improvement. While institutional effectiveness was not a new notion, it garnered added attention in higher education when the Commission on Colleges of the Southern Association of Colleges and Schools (SACS) revised accreditation requirements reflecting the inclusion of the concept in 1984 (Head, 2011). In 2005, the importance of institutional effectiveness was strengthened by the provision of a more definitive description of institutional effectiveness and its coverage in both the core requirements (Core Requirement 2.5) and comprehensive standards (Comprehensive Standard 3.3.1). The emphasis continues with the publication of The Principles of Accreditation: Foundation for Quality Enhancement from the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC). Although accreditation does drive institutional effectiveness efforts in many instances, it is important to understand its value in fostering an environment focused on student success and institutional improvement. An effective institution uses data, assessment, and analysis to improve its programs and services. The process of engaging in ongoing, integrated, and institution-wide planning and evaluation is referred to as institutional effectiveness (Commission on Colleges, 2011). Specifically, this practice should include the cyclical evaluation of programs and services, assessment of unit outcomes to include student learning outcomes, and making an informed decision based on data and assessment results. With a renewed commitment to ensure institutional processes reinforce the focus of student success and institutional quality, AC joined the Student Success by the Numbers Initiative (SSBTN) in SSBTN is supported by the Greater Texas Foundation and directed by the Community College Leadership Program at the University of Texas at Austin. This initiative is designed to assist Texas community and technical colleges in understanding and communicating data on institutional performance and student success. More specifically this initiative has helped Angelina College to evaluate and Angelina College Strategic Planning Model Guidelines 5

6 expand the capacity to collect and utilize institutional data and identify strategies to foster a culture of evidence that promotes an effective student success agenda. Overview of Model Angelina College is committed to being an effective institution and accomplishing the goals and objectives identified in the strategic plan. The accomplishments should be evident in the programs and services provided and the operations implemented. However, these must be responsive to internal and external forces as assessed in the planning and evaluation process. A successful planning system requires a more formal structure to document that all steps are known and implemented at an institution of higher education. The model should answer five basic questions (Seymour, 2011): 1. Mission Question: Why do we exist? 2. Vision Question: What do we want to create? 3. Strategy Question: How are we going to get there? 4. Metric Question: How will we know we are successful? 5. Organizational Learning Question: What do we do now? Angelina College s model for planning and evaluation is designed to address these questions and promote institutional effectiveness (Figure 1). The model reflects the institution s commitment to continuous improvement and is in alignment with planning priorities prescribed by McClenney (2013): 1. Commitment to ongoing internal and external assessment 2. A credible, representative group to lead the conversion of all the available data into useful information for planning and decision making. 3. A way to identify strategic or critical issues through the assessment (environmental scanning) activity. 4. Establishment of priorities for the most important next steps flows out of an understanding of the strategic or critical issues. 5. Strategic thinking (vision) is linked to operational planning for the next year. 6. Operational plans drive the way resources are allocated or reallocated. 7. A simple format for planning and a way to involve all units in the annual evaluation of outcomes and the update of plans. 8. Institutional research provides data and useful information at the appropriate time in the planning cycle. Angelina College Strategic Planning Model Guidelines 6

7 9. Plans are utilized to make decisions about staffing, equipment, and special projects. 10. Processes in place to inform and involve constituent groups in planning and budgeting. 11. A way to learn from the evaluation of outcomes and to apply the understandings to alter practices and processes. Institutional Effectiveness Model Figure 1 Angelina College is guided by its mission, vision and core values. This model for planning and evaluation is designed to promote institutional effectiveness. The systematic approach involves collecting data from a variety of sources and involves all personnel areas at Angelina College. The institution s strategic plan serves as the roadmap to how the institution works to fulfill its vision. Angelina College Strategic Planning Model Guidelines 7

8 Utilizing the strategic plan and annual priorities, all units (academic and non-academic) identify expected outcomes, assess the extent to which those outcomes are met and through analysis determine areas for improvement. This process is cyclical in nature. Outcome data from each unit is reviewed annually by the Institutional Planning and Evaluation Council (see Figure 2). Annual Planning Model Figure 2 Angelina College Strategic Planning Model Guidelines 8

9 The execution of the planning and evaluation process filters from the bottom up. All assessment and evaluation data from the previous year is due by August 31 st. Data is maintained in the online assessment management system WEAVEonline. This system allows for the alignment of assessment and planning processes with the strategic plan and institutional priorities. The system also supports the ability to monitor progress and generate reports that will assist in the institutional review of data by the Institutional Planning and Evaluation Council and the Long Range Planning and Building. During the month of September unit planning meetings are conducted in each area to review data from the previous year and to set the agenda for the current year. Each unit is required to produce a unit plan for the current year by October 31 st. The unit plan identifies goals and delineates plans or strategies that will be executed to meet those goals. Action plans are incorporated to address gaps in meeting expected outcomes and promote continuous improvement. The Office of Institutional Effectiveness prepares an institutional effectiveness report and a summative assessment report card reflecting the outcomes from the previous year. The data is first reviewed by the Institutional Planning and Evaluation Council (IPEC) each November. The AC Institutional Needs Assessment is distributed to all employees (administrators, faculty and staff) in February. This assessment facilitates obtaining feedback throughout the institution regarding the needs of the college. The information is collected by the Office of Institutional Effectiveness and reviewed by IPEC in April. Subsequent to recommendations from IPEC, the institutional effectiveness report and summative assessment scorecard is finalized in May. The IPEC review should result in the identification of strengths, weaknesses, opportunities and threats; analysis of internal/external environmental factors; level of institutional goal attainment; and the evaluation of outcome indicators. The Executive Council and the Institutional Research reviews the recommendations from IPEC to identify and propose institutional priorities which are reflected in annual budget development. Based on recommendations from the Long Range Planning and Building, internal and external input, and approval from the Board of Trustees, the annual priorities are set for the upcoming year. Angelina College Strategic Planning Model Guidelines 9

10 Institutional Planning and Evaluation Council The Institutional Planning and Evaluation Council (IPEC) is a vehicle for institutional engagement and provides oversight of evaluative and quality processes which impact budget and resource allocation. The planning structure of the council (Figure 3) is reflective of shared governance reinforcing the commitment by trustees, administrators, faculty, staff and students to improve the institution. The council includes six subcommittees representing the major areas inherent in the mission statement of Angelina College. Institutional Planning Structure Figure 3 Board of Trustees Long Range Planning and Building, Finance, Policy Review President Institutional Planning and Evaluation Council Institutional Research Educational Programs Curriculum Honors and Awards Director of Testing and Student Development Division Director Faculty Staff VP and Dean of Instruction Student Services Student Activities and Athletics Scholarship Communications and Publictions Coordinator PHED Coordinator Coordinator of Records Division Director Faculty Student Staff Learning Resources Library and Instructional Media Technology Division Director Faculty Students Staff Library Director Administrative Processes Beautification and and Safety Admissions Institutional Research Division Director Director Physical Plant Faclty Students Staff Coordinator of IT Coordinator of Institutional Effectiveness Human Resources Faculty Forum Wellness Coordinator of Human Resources Division Director Faculty Students VP pf Business Services Partnerships/ Quality of Life on s Marketing and Development Coordinator Grants Director of Enrollment Services Teaching Center Coordinators Faculty Student VP of Community Services Angelina College Strategic Planning Model Guidelines 10

11 s and Subcommittees Board of Trustees - composed of seven elected persons representing the taxing district, Angelina County. The board has created three committees to facilitate efficient operation: Long Range Planning and Building - focuses on strategic guidelines Finance focuses on annual audit Policy Review focuses on Policy and Procedure Manual All members participate in annual approval of programs, faculty, investment activities and operating budget. Executive Council - composed of the Vice President and Dean of Instruction, Vice President of Business Services, and Vice President of Community Services. This council meets with the President to review general institutional issues, operations, and planning and policy guidelines. Educational Programs Advisory Council - composed of all directors of the instructional divisions and other administrative personnel designated by the Vice President and Dean of Instruction. This council reviews state and national issues and policies impacting instruction. Issues addressed by the council may be related to students, faculty, instructional and support services. Institutional Research - composed of seven members representing major college functions and sources of data. members include the President, VP and Dean of Instruction, Coordinator of Informational Technology and Systems Analyst, Coordinator of Institutional Effectiveness, Coordinator of Records and Reports, and Director of Financial Aid. The operations and/or activities of each of the six subcommittees include the following: Educational Programs - Vocational Certificates, Adult Community Services/Lifelong Learning, Compensatory Education, Instructional Laboratories, Concurrent Program, Distance Learning Student Services Retention, Admissions & Recruiting, Academic Advising, Counseling & Career Development, Student Government, Student Activities & Publications, Student Behavior, Student Records, Financial Aid/Scholarships, Health Services, Athletics, Testing & Student Placement, Student Housing Angelina College Strategic Planning Model Guidelines 11

12 Learning Resources Library, Audio Visual, Telecommunications Administrative Processes - Public Information, Organization & Administration, Financial Resources/Grants & Contracts, Physical Plant (Learning Environment, Maintenance & Construction), Safety & Security, Institutional Research & Reporting, Institutional Effectiveness, Bookstore/Food Service Human Resources - Faculty/Staff Development, Employment Services, Access & Equity (students & employees) Partnerships/Quality of Life - Cultural Events, Small Business Development Center, Public School Partnership, Economic Development Membership The IPEC membership includes the Executive Council, Educational Program Advisory Council, Institutional Research, faculty, non-faculty, classified staff and students (see Figure 3). The committee of 59 includes the following: 1. Executive Council Division Directors Faculty 22 (chairs of 10 faculty standing committees and 12 at-large faculty) 4. Grant Supported Professional staff, non-faculty Classified Staff Students Institutional Research - 2 The Executive Council serves in an ex-officio capacity only. All of the other members of the council are voting members, each with one (1) vote, although most items of business will be decided by consensus procedures. The on s assigns at-large faculty and staff to the council. The 12 at-large faculty will be assigned two to each of the functional areas. Terms of Membership Members are appointed for one or two year terms which may be consecutive. Provisions are made for a staggered replacement to insure continuity. The on s usually determine the rotation process and maintains up-to-date service records for the council. Angelina College Strategic Planning Model Guidelines 12

13 Meetings Two council meetings are held each academic year. In the fall, the agenda focuses on evaluation activities and the meeting in the spring is dedicated to planning. If the need dictates, additional meetings may be called by the chairperson. The number of meetings for each sub-committee may vary. Officers The officers shall include a council member to preside at the council meetings. executive secretary for administration will take the minutes. The Functions Broadly stated, the function of this council is to compile assessment data and evaluate outcomes. More specifically, these functions include: Previous year Assessing the accomplishments of all functional areas, correlating these to goals and objectives and support of the mission. Current year 1. Receiving and reviewing all needs assessment data which includes all proposals and suggestions. 2. Assisting in the establishment of short term goals which includes reviewing current long range goals and those which were accomplished. 3. Recommending appropriate responses to all reports received as follows: a. Refer to standing or ad hoc committee b. Refer to a division c. Request additional information d. Discard 4. Serving as a communication channel to decision making and budget development. Appreciation for Services Rendered Written appreciation for services given is sent to the council members at the conclusion of the service periods. Angelina College Strategic Planning Model Guidelines 13

14 Planning Schedules In regard to strategic planning, Angelina College has two planning schedules: annual and five year. Annual the annual planning model (Figure 2) is the most active and involves planning, assessment, analysis, budget planning, and continuous improvement. Five Year the five year planning model (Figure 4) is dedicated to the evaluation and development of the strategic plan. The cycle begins with a review of the mission, vision and core values. An environmental scan, SWOT, and Gap Analysis are also conducted. As a result of the review and analyses, the institutional goals are defined and an implementation plan is executed. The institution is then engaged in the annual planning model that involves the review of data and the needs assessment by the Institutional Planning and Evaluation Council (IPEC). During the final year the focus becomes goal completion. While the five year planning cycle is coming to an end, emphasis is placed on the continued applicability of goals and outcomes as assessment and evaluation must be continuous. In preparation for developing the new strategic plan, the preliminary findings of the current plan are reviewed and the success of the process is evaluated. Recommendations from IPEC are also reviewed. Five Year Strategic Planning Process at Angelina College Figure 4 Planning Cycle Begins 5 YEARS Annual Review of Progress End of Plan Review Pre-Planning for New Plan Angelina College Strategic Planning Model Guidelines 14

15 Comprehensive Program Review The program assessment schedule runs in conjunction with the 5 year strategic plan schedule. The non-academic units are directly correlated to the strategic plan. The unit plans in these areas are developed in both a tactical and operational manner to support the institution s efforts to sustain the mission. Programs in academic units review outcomes annually and focus on assessing all program learning outcomes in a three year period. The purpose of the comprehensive program review is to perform an internal review of the programs and services offered to students. It is an in depth evaluation of how well programming and services are delivered. Comprehensive reviews are conducted during Year 4 for the academic and non-academic units. Five Year Strategic Plan Schedule Year 1 Year 2 Year 3 Year 4 Year 5 Planning Cycle Begins New Strategic Plan Implemented Annual Analysis of Outcomes (Academic and Non- Academic) Annual Analysis of Outcomes (Academic and Non- Academic) Annual Analysis of Outcomes (Academic and Non- Academic) Annual Analysis of Outcomes (Academic and Non- Academic) Non-Academic Comprehensive Program Review Academic Comprehensive Program Review Planning Cycle is Nearing Completion Annual Analysis of Outcomes (Academic and Non- Academic) Pre-Planning for New Cycle For the purpose of review, program is defined as a group of courses, services or activities designed and implemented by a specific group of people with a common purpose or core set of outcomes. Angelina College Strategic Planning Model Guidelines 15

16 Specifications for Comprehensive Program Review 1. All programs must use at least one external committee to provide feedback. 2. All programs must utilize feedback from students. 3. The following tasks should be completed by the following dates of the designated review year: December 1 Submission of survey to obtain outcome data for each program December 14 Draft of Section I (Program Profile) January 31 Students surveyed by the Office of Institutional Effectiveness January 31 Draft of Section II (Program Content) February 15 Draft of Section V (Future Issues Resources Needed for Future Efforts) February 15 Meeting to discuss Sections I and II March 1 Draft of Section III (Student Outcomes data from Assessment year 1 3 for Academic Units; Administrative Outcomes for Non-Academic Units) March 15 Draft of Section IV ( Strengths, Weaknesses and Recommendations) April 15 Meeting to discuss Sections III and IV May 31 Final document due to the Office of Institutional Effectiveness Outline for Comprehensive Program Review for Academic Units I. The Program Profile A. The Mission/Purpose each unit should describe their program in some detail. Ensure the unit s goals are in line with the institution s mission and goals. 1. Role programs play in the institutional mission 2. Program goals (administrative objectives and student learning outcomes) as they relate to the institution s mission. B. The Faculty this section should include the accomplishments of the faculty and the professional development activities of the faculty (courses taken, special training, conferences attended) 1. Faculty credentials (full and part-time) 2. Accomplishments of faculty 3. Professional development activities of faculty C. The Students this section should address the type of student the program serves to include headcount, demographics, trends in enrollment etc. The importance is to have an understanding of who programs serve and how the characteristics of those they serve impact programs. Angelina College Strategic Planning Model Guidelines 16

17 1. Demographic information on students (gender, ethnicity, age, FT/PT) 2. Enrollment 3. Capacity 4. Contact Hours 5. Number of Sections (Full-time,part-time) 6. Average Class Size 7. Passing, Failing, Attrition, Incomplete 8. Graduates II. III. Program Content this section should define the program in terms of function. A. Definition of Program 1. For Whom is it Intended 2. Criteria for admission to program (if any) B. Curriculum or coursework C. External Accreditation the process and status (if applicable) D. Innovations, new programs, new courses, state-wide or national efforts, diversity applied to curriculum. E. Testing and Remedial Coursework (if applicable) F. Distance Education Offerings and Use of Technology G. Funding for curricular changes or offerings (if applicable) Measuring Outcomes this section should provide information on the results of Assessment Year 1-3. Each Workforce Program should have data completed for five program learning outcomes. Assessment for the General Education/Transfer Program should include all courses in the core to include required Core Objectives. IV. Need for Change/Improvement using the outcome assessment results as well as feedback from students and external sources, this section should include information on the strengths and weaknesses identified and the plan for improvement. A. Strength identified by external sources and students B. Weaknesses identified by external sources and students C. Recommendations by program faculty to improve the program D. Strategies for change V. Future Issues (Resources needed for future efforts) - this section should provide information on the perceived need for future growth, where the program is going and anticipated future changes. A. Anticipated future curricular changes and needs (based on market trends) B. Market trends within the program area C. Equipment, space and faculty needs for future growth or continuation Angelina College Strategic Planning Model Guidelines 17

18 D. Future plans Outline for Non-Academic Program Review (Administrative/ Student Services Units) I. The Program Profile A. The Mission - each unit should describe their program/service in some detail. Ensure the unit s goals are in line with the institution s mission and goals. B. The Staff 1. Professional and administrative staff (credentials, accomplishments, service, professional development). 2. Classified Staff (names, titles, and qualifications for the job) C. The Customers/Clients Served II. Services Provided A. Definition of Day-to-Day Duties B. Innovations, New Projects, New Initiatives, Local, State, National Efforts C. Required Functions of the Unit/Department (description and status of compliance) III. Administrative Outcomes Progress of Unit (should reflect unit plan progress) IV. Need for Change A. Strength identified B. Weaknesses identified C. Recommendations for improvement D. Strategies for change V. Future Issues (Resources needed for future efforts) A. Anticipated future changes and needs based on market trends B. Equipment, space and staffing needs for future growth or continuation D. Future plans of department Angelina College Strategic Planning Model Guidelines 18

19 References Center for Community College Student Engagement. Student Success by the Numbers Initiative. The University of Texas at Austin. Retrieved May 22, 2013, from SSBTN/index.cfm. Commission on Colleges. Principles of accreditation: Foundations for quality enhancement (2012 ed.) Decatur, Ga.: Southern Association of Colleges and Schools. Retrieved May 20, 2013, from Head, R.B. (2011). The evolution of institutional effectiveness in the community college. New Directions, McClenney, B. (2013, April). Focus on student success: Institutional planning, priority setting, and resource allocation. Paper presented at the Student Success By the Numbers Institute, San Antonio, TX. Seymour, D. (2011). Bottom line: Tough times: Strategic planning as a war canoe. About Campus, 16(4) Angelina College Strategic Planning Model Guidelines 19

Strategic Planning Procedure Manual

Strategic Planning Procedure Manual Strategic Planning Procedure Manual Adopted by the Strategic Planning Committee January 2003; revised December 2007, revised November 2011; revised September 2012; revised October 2014; revised June 2015

More information

CHAPTER TWO General Institutional Requirements

CHAPTER TWO General Institutional Requirements CHAPTER 2 GIRs CHAPTER TWO General Institutional Requirements Chapter 2 General Institutional Requirements A. MISSION 1) It has a mission statement, formally adopted by the governing board and made public,

More information

Chapter 2 Planning, Resource Allocation, and Institutional Renewal

Chapter 2 Planning, Resource Allocation, and Institutional Renewal Chapter 2 Planning, Resource Allocation, and Institutional Renewal An institution conducts ongoing planning and resource allocation based on its mission and utilizes the results of its assessment activities

More information

CURRICULUM DEVELOPMENT & REVISION

CURRICULUM DEVELOPMENT & REVISION CURRICULUM DEVELOPMENT & REVISION Developmental Studies Reading / Writing, Math College Success = 1 representative = 1 representative = 1 representative Curriculum and Program Review Committee Purpose

More information

Letter from the President

Letter from the President TABLE OF CONTENTS Letter from the President... 2 Campus Addresses... 3 ECC Advisory Board Members Introduction... 4 College Vision, Mission, and Goals... 5 Purpose & Role of Advisory Boards... 6 Functions

More information

Guidelines 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. 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 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

BOARD AND CEO ROLES DIFFERENT JOBS DIFFERENT TASKS

BOARD AND CEO ROLES DIFFERENT JOBS DIFFERENT TASKS BOARD AND CEO ROLES DIFFERENT JOBS DIFFERENT TASKS Introduction Local boards of trustees and chief executive officers play different roles and have different responsibilities in leading their districts.

More information

Maui College. Advisory Committee Handbook. Maui College

Maui College. Advisory Committee Handbook. Maui College Advisory Committee Handbook TABLE OF CONTENTS Intent of the Committee: Purpose of the Advisory Committee...4 Role of the Advisory Committee...4 Functions of the Advisory Committee...5 Design of the Committee:

More information

Tallahassee Community College Foundation College Innovation Fund. Program Manual

Tallahassee Community College Foundation College Innovation Fund. Program Manual Tallahassee Community College Foundation College Innovation Fund Program Manual REVISED JUNE 2015 TCC Foundation College Innovation Fund Page 2 Table of Contents INTRODUCTION & OVERVIEW... 3 PURPOSE...

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 2012-2014 2012-2014. San Luis Obispo County Community College District

Strategic Plan 2012-2014 2012-2014. San Luis Obispo County Community College District Strategic Plan 2012-2014 2012-2014 S Strategic Plan 2012-2014 San Luis Obispo County Community College District San Luis Obispo County Community College District STRATEGIC PLAN 2012-2014 San Luis Obispo

More information

COMMITTEE PURPOSE STATEMENTS

COMMITTEE PURPOSE STATEMENTS COMMITTEE PURPOSE STATEMENTS ACADEMIC APPEALS COMMITTEES (BRENHAM AND BRYAN) The Academic Appeals Committee reviews appeal letters from academically suspended students after the fall and the spring semesters.

More information

S T R AT E G I C P L A N 2 0 0 8-2 0 1 3

S T R AT E G I C P L A N 2 0 0 8-2 0 1 3 Own your future. S T R AT E G I C P L A N 2 0 0 8-2 0 1 3 Own your future. S T R A T E G I C P L A N û 2 0 0 8-2 0 1 3 Yosemite Community College District Dr. Roe Darnell Chancellor Dr. Richard D. Rose

More information

Karen L. Hays 428 Capstan Court Arnold, MD 21012 Office: (410-777-2332) Cell: (410-404-6345) E-mail: klhays@aacc.edu

Karen L. Hays 428 Capstan Court Arnold, MD 21012 Office: (410-777-2332) Cell: (410-404-6345) E-mail: klhays@aacc.edu 428 Capstan Court Arnold, MD 21012 Office: (410-777-2332) Cell: (410-404-6345) E-mail: klhays@aacc.edu ADMINISTRATIVE EXPERIENCE Vice President for Learning Anne Arundel Community College, Arnold, MD June

More information

Frequency of Assessment. Every three years and at any time of change of mission/philo sophy of the parent institution or the program.

Frequency of Assessment. Every three years and at any time of change of mission/philo sophy of the parent institution or the program. BSN PROGRAM CCNE Standard I: The mission, philosophy, and expected outcomes of the program are congruent with those of the parent institution, reflect professional nursing standards and guidelines, and

More information

Governance Of Teacher Education Programs

Governance Of Teacher Education Programs Policy: 04-04-00 Governance Of Teacher Education Programs OFFICE OF RECORD: College of Education ISSUED BY: Dean, College of Education APPROVED BY: 04-04-00 EFFECTIVE DATE: 1/16/95 Last Revised (8/14/01)

More information

Commission on Peer Review and Accreditation

Commission on Peer Review and Accreditation Commission on Peer Review and Accreditation Network of Schools of Public Policy, Affairs, and Administration ACCREDITATION STANDARDS For Master s degree programs Adopted October 16, 2009 at the NASPAA

More information

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION Under the direction of the Executive Dean of Institutional Effectiveness,

More information

Dean of the College of Pharmacy and Health Sciences

Dean of the College of Pharmacy and Health Sciences 1 Dean of the College of Pharmacy and Health Sciences Texas Southern University invites nominations and applications for the position of Dean of the College of Pharmacy and Health Sciences (COPHS). Reporting

More information

MIRACOSTA COMMUNITY COLLEGE DISTRICT STRATEGIC PLAN 2014-2017

MIRACOSTA COMMUNITY COLLEGE DISTRICT STRATEGIC PLAN 2014-2017 MIRACOSTA COMMUNITY COLLEGE DISTRICT STRATEGIC PLAN 2014-2017 July 1, 2014 MISSION STATEMENT Mission Statement The MiraCosta Community College District mission is to provide superior educational opportunities

More information

EXECUTIVE VICE CHANCELLOR AND PROVOST UNIVERSITY OF CALIFORNIA, RIVERSIDE

EXECUTIVE VICE CHANCELLOR AND PROVOST UNIVERSITY OF CALIFORNIA, RIVERSIDE EXECUTIVE VICE CHANCELLOR AND PROVOST UNIVERSITY OF CALIFORNIA, RIVERSIDE POSITION AND RESPONSIBILITIES The University of California, Riverside is seeking a distinguished and innovative individual to help

More information

Itawamba Community College Program Review Career-Technical and Health Science Programs

Itawamba Community College Program Review Career-Technical and Health Science Programs Itawamba Community College Program Review Career-Technical and Health Science Programs I. Program Information 1. Name of Program Computer Networking Technology 2. Submission Date of Program Review 6/21/2012

More information

RIO HONDO COMMUNITY COLLEGE DISTRICT DEAN, HEALTH SCIENCES

RIO HONDO COMMUNITY COLLEGE DISTRICT DEAN, HEALTH SCIENCES RIO HONDO COMMUNITY COLLEGE DISTRICT DEAN, HEALTH SCIENCES DEFINITION Reporting directly to the Executive Vice President of Academic Services, to provide leadership and direction; to manage, supervise,

More information

TASK FORCE FINDINGS, FINAL REPORT: ENGINEERING TECHNOLOGY Spring 2010 HILLSBOROUGH COMMUNITY COLLEGE, HILLSBOROUGH COUNTY, FLORIDA

TASK FORCE FINDINGS, FINAL REPORT: ENGINEERING TECHNOLOGY Spring 2010 HILLSBOROUGH COMMUNITY COLLEGE, HILLSBOROUGH COUNTY, FLORIDA TASK FORCE FINDINGS, FINAL REPORT: ENGINEERING TECHNOLOGY Spring 2010 HILLSBOROUGH COMMUNITY COLLEGE, HILLSBOROUGH COUNTY, FLORIDA TASK FORCE MEMBERS Alessandro Anzalone, Ph.D., Chair, Program Manager,

More information

Superintendent Effectiveness Rubric*

Superintendent Effectiveness Rubric* Public Document 3 Purpose: Outlines the standards that are the foundation for the evaluation. Name of Superintendent: Date: Performance Rating Scale: Distinguished (4) Accomplished (3) standards for most

More information

Central Role of Planning. The Academic Council.

Central Role of Planning. The Academic Council. ACADEMIC GOVERNANCE I. Central Role of Planning. Planning is a critical element in successful academic governance. Without agreed-upon goals, it is impossible to make progress or measure performance. A.

More information

SBEC/TExES Framework for Principal Certification

SBEC/TExES Framework for Principal Certification SBEC/TExES Framework for Principal Certification The following SBEC Principal Domains, Competencies and supporting standards represent the knowledge, skills and dispositions principal candidates should

More information

PROGRAM RENEWAL REPORT

PROGRAM RENEWAL REPORT PROGRAM RENEWAL REPORT Program Name (Program Code) MTCU Code XXXXX (Credential: Ontario College Certificate/Diploma/Advanced Diploma/Graduate Certificate) April 2012 Table of Contents After completing

More information

Organization and Bylaws College of Education and Human Development

Organization 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 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

Public Act No. 15-75

Public Act No. 15-75 Public Act No. 15-75 AN ACT IMPLEMENTING THE RECOMMENDATIONS OF THE PLANNING COMMISSION FOR HIGHER EDUCATION. Be it enacted by the Senate and House of Representatives in General Assembly convened: Section

More information

Proposed UNTHSC School of Public Health. Faculty Bylaws. May 4, 2012

Proposed UNTHSC School of Public Health. Faculty Bylaws. May 4, 2012 Proposed UNTHSC School of Public Health Faculty Bylaws May 4, 2012 Preamble: The School of Public Health at the University of North Texas Health Science Center (UNTHSC) shall function under the Board of

More information

Florida Atlantic University. Academic Program Review Manual

Florida Atlantic University. Academic Program Review Manual Florida Atlantic University Academic Program Review Manual Procedures for 2014-2015 Reviews Revised September 5, 2014 PURPOSE Under Florida Board of Governors Regulation 6C-8.015 adopted March 29, 2007,

More information

ABHE Commission on Accreditation Manual

ABHE Commission on Accreditation Manual 2012 ABHE Commission on Accreditation Manual 2012, Ed.1 EXCERPT All rights reserved, no part of the Manual may be reproduced in any form or by any electronic or mechanical means, including information

More information

VIII. RESPONSIBILITIES AND FUNCTIONS OF COLLEGE ADMINISTRATIVE OFFICERS

VIII. RESPONSIBILITIES AND FUNCTIONS OF COLLEGE ADMINISTRATIVE OFFICERS VIII. RESPONSIBILITIES AND FUNCTIONS OF COLLEGE ADMINISTRATIVE OFFICERS The President s Cabinet and the Executive Committee are two of the administrative bodies charged with leading and coordinating the

More information

PASCO-HERNANDO COMMUNITY COLLEGE PROGRAM REVIEW TEMPLATES FOR EDUCATIONAL PROGRAMS COMMUNITY/PUBLIC SERVICE

PASCO-HERNANDO COMMUNITY COLLEGE PROGRAM REVIEW TEMPLATES FOR EDUCATIONAL PROGRAMS COMMUNITY/PUBLIC SERVICE PASCO-HERNANDO COMMUNITY COLLEGE PROGRAM REVIEW TEMPLATES FOR EDUCATIONAL PROGRAMS COMMUNITY/PUBLIC SERVICE Part I: Part II: Part III: Program Cover Sheet Introduction to the Process Program Description

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

San Diego Continuing Education. Student Equity Plan 2014-2017

San Diego Continuing Education. Student Equity Plan 2014-2017 Student Equity Plan 2014-2017 November 6, 2014 2 EXECUTIVE SUMMARY (SDCE) provides adult education for the San Diego Community College District. SDCE is the largest, separately accredited continuing education

More information

The University of Akron Wayne College Administrative and Governance Models

The University of Akron Wayne College Administrative and Governance Models The University of Akron Wayne College has created structures and procedures through which it pursues the achievement of its mission and vision. The ADMINISTRATIVE MODEL is designed to facilitate the day-to-day

More information

DR. ERIC GRAVENBERG, INTERIM DEPUTY CHANCELLOR DR. MICHAEL ORKIN, VICE CHANCELLOR FOR EDUCATIONAL SERVICES

DR. ERIC GRAVENBERG, INTERIM DEPUTY CHANCELLOR DR. MICHAEL ORKIN, VICE CHANCELLOR FOR EDUCATIONAL SERVICES DR. ERIC GRAVENBERG, INTERIM DEPUTY CHANCELLOR DR. MICHAEL ORKIN, VICE CHANCELLOR FOR EDUCATIONAL SERVICES INSTITUTE VISION The Enrollment Management Institute (EMI) is a vehicle to enable the Peralta

More information

CALIFORNIA STATE UNIVERSITY, LONG BEACH College of Business Administration

CALIFORNIA STATE UNIVERSITY, LONG BEACH College of Business Administration 1 CALIFORNIA STATE UNIVERSITY, LONG BEACH College of Business Administration CONSTITUTION OF THE COLLEGE OF BUSINESS ADMINISTRATION (Adopted: September 2000 Last Amended: Spring 2015) Preamble We, the

More information

Institutional Effectiveness Model

Institutional Effectiveness Model North Georgia Technical College Institutional Effectiveness Model October 2000 FY 2012 Update (Rev 10-31-11) INSTITUTIONAL EFFECTIVENESS OPERATIONAL PLANNING & EVALUATION STRATEGIC PLANNING AND EVALUATION

More information

RIO HONDO COMMUNITY COLLEGE DISTRICT DEAN, COUNSELING AND STUDENT SUCCESS

RIO HONDO COMMUNITY COLLEGE DISTRICT DEAN, COUNSELING AND STUDENT SUCCESS RIO HONDO COMMUNITY COLLEGE DISTRICT DEAN, COUNSELING AND STUDENT SUCCESS DEFINITION Under general administrative direction, to provide leadership and direction; to plan, manage, and oversee the activities,

More information

The University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007

The University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 The University of Texas at San Antonio Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 Table of Contents Page 1. Introduction... 3 2. Business Affairs Mission, Vision and Core Values 3 3.

More information

Associated Student Organization of Los Angeles Trade-Technical College. Constitutional Preamble. Article I Name

Associated Student Organization of Los Angeles Trade-Technical College. Constitutional Preamble. Article I Name Constitution Associated Student Organization of Los Angeles Trade-Technical College Constitutional Preamble We, as students comprising the ASO, serve to benefit the student body through our support of

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

The University of Toledo Academic Affairs Committee Meeting Higher Learning Commission and Strategic Planning

The University of Toledo Academic Affairs Committee Meeting Higher Learning Commission and Strategic Planning The University of Toledo Academic Affairs Committee Meeting Higher Learning Commission and Strategic Planning David Cutri May 11, 2015 Higher Learning Commission Academic accrediting body for the University

More information

GUIDELINES FOR PROFESSIONAL LIBRARY/INFORMATION EDUCATIONAL PROGRAMS - 2000

GUIDELINES FOR PROFESSIONAL LIBRARY/INFORMATION EDUCATIONAL PROGRAMS - 2000 GUIDELINES FOR PROFESSIONAL LIBRARY/INFORMATION EDUCATIONAL PROGRAMS - 2000 Approved by IFLA's Section on Education and Training Aug. 27, 2000 Prepared by the Working Group on the Revision of the Standards

More information

CONSTITUTION OF THE FACULTY SENATE

CONSTITUTION OF THE FACULTY SENATE CONSTITUTION OF THE FACULTY SENATE Article I - Name and Purpose Section A Name The name of this organization shall be the Faculty Senate of the University of Houston Clear Lake (UHCL). Section B Purpose

More information

Program Development, Revision and Approval Procedures

Program Development, Revision and Approval Procedures Parent Policy: Academic Programs Effective Date: November 1, 2014 Last Reviewed Date: November 1, 2014 Policy Sponsor: Vice President Academic Chief Operating Officer Administrative Associate Vice President

More information

Curriculum Development & Procedures

Curriculum Development & Procedures Curriculum Development & Procedures Contents Curriculum Program, Course Development, and Revision Procedures... 3 Program of Study: Required Actions... 7 Program Termination... 8 Transfer Agreement Process...

More information

SYSTEM OF HIGHER EDUCATION PROCEDURES AND GUIDELINES MANUAL CHAPTER 17 COMMUNITY COLLEGE INSTITUTIONAL ADVISORY COUNCILS

SYSTEM OF HIGHER EDUCATION PROCEDURES AND GUIDELINES MANUAL CHAPTER 17 COMMUNITY COLLEGE INSTITUTIONAL ADVISORY COUNCILS SYSTEM OF HIGHER EDUCATION PROCEDURES AND GUIDELINES MANUAL CHAPTER 17 COMMUNITY COLLEGE INSTITUTIONAL ADVISORY COUNCILS Section 1. Community College Institutional Advisory Council, Formation, Charge and

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

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

Campus Network Planning and Technical Assistance Overview

Campus Network Planning and Technical Assistance Overview Campus Network Planning and Technical Assistance Overview WHAT IS THE PURPOSE OF A NETWORK? Networks are part of the California College Pathways (CCP) Initiative s strategy to expand college and career

More information

ASSOCIATE DEAN, INSTRUCTION

ASSOCIATE DEAN, INSTRUCTION ASSOCIATE DEAN, INSTRUCTION Board Approved May 27, 2015 FLSA: EXEMPT DEFINITION Under the direction of the Vice President of Instruction and the Executive Dean of Instruction, the Associate Dean of Instruction,

More information

Proposal to Streamline and Strengthen Shared Governance at Westminster College

Proposal to Streamline and Strengthen Shared Governance at Westminster College Proposal to Streamline and Strengthen Shared Governance at Westminster College Approved unanimously by Faculty Affairs Committee, March 6, 2015 Approved unanimously by Faculty Senate, March 20, 2015 The

More information

Translating Our Goals into Action Southeastern Illinois College. 2012-2017 Strategic Plan

Translating Our Goals into Action Southeastern Illinois College. 2012-2017 Strategic Plan Translating Our Goals into Action Southeastern Illinois College 2012-2017 Strategic Plan SOUTHEASTERN ILLINOIS COLLEGE TRANSLATING OUR GOALS INTO ACTION STRATEGIC PLAN 2012-2017 I n the Spring 2011 semester,

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

CPME 120 STANDARDS AND REQUIREMENTS FOR ACCREDITING COLLEGES OF PODIATRIC MEDICINE

CPME 120 STANDARDS AND REQUIREMENTS FOR ACCREDITING COLLEGES OF PODIATRIC MEDICINE CPME 120 STANDARDS AND REQUIREMENTS FOR ACCREDITING COLLEGES OF PODIATRIC MEDICINE COUNCIL ON PODIATRIC MEDICAL EDUCATION This document is concerned with ensuring the quality and improvement of colleges

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

Substantive Change Proposal

Substantive Change Proposal Substantive Change Proposal Addition of New Programs: Certificates of Achievement in Project Management and Public Management Folsom Lake College 10 College Parkway Folsom, CA 95630 Los Rios Community

More information

The search for a Visionary and Inspirational leader. for PRESIDENT of Lorain County Community College

The search for a Visionary and Inspirational leader. for PRESIDENT of Lorain County Community College The search for a Visionary and Inspirational leader for PRESIDENT of Lorain County Community College The District Board of Trustees and the Presidential Search Advisory Committee invite nominations and

More information

By-Laws of. The Executive Advisory Board. College of Business. Ohio University. Introduction

By-Laws of. The Executive Advisory Board. College of Business. Ohio University. Introduction By-Laws of The Executive Advisory Board College of Business Ohio University Introduction The purpose of the Executive Advisory Board is to provide advice and counsel to assist the dean and faculty of the

More information

University of Maine at Presque Isle 2020 Strategic Plan

University 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 information

NAAS - inacol Standards for Quality Online Programs

NAAS - inacol Standards for Quality Online Programs NAAS - inacol Standards for Quality Online Programs Institutional Standards Institutional standards address the organization's vision, mission, philosophy and beliefs. The institutional standards define

More information

Chapter Three: Challenges and Opportunities

Chapter 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 information

School of Social Work By Laws

School of Social Work By Laws School of Social Work By Laws BYLAWS OF THE SCHOOL OF SOCIAL WORK RUTGERS, THE STATE UNIVERSITY OF NEW JERSEY PREAMBLE The School of Social Work is a professional degree-granting school located within

More information

Standards for Accreditation of Master s Programs in Library and Information Studies. Introduction

Standards 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 information

Delaware State University. Reflecting on our past while preparing for our future

Delaware State University. Reflecting on our past while preparing for our future Delaware State University Reflecting on our past while preparing for our future EXECUTIVE SUMMARY Delaware State University s foundation dates to May 15, 1891, when the 58 th General Assembly of the State

More information

TABLE OF CONTENTS Licensure and Accreditation of Institutions and Programs of Higher Learning ARTICLE ONE Policies and Procedures

TABLE OF CONTENTS Licensure and Accreditation of Institutions and Programs of Higher Learning ARTICLE ONE Policies and Procedures Board of Governors for Higher Education Sec. 10a-34 page 1 (12-96) TABLE OF CONTENTS Licensure and Accreditation of Institutions and Programs of Higher Learning ARTICLE ONE Policies and Procedures Introduction....

More information

McNeese State University. Academic Program Review. Standards for Graduate and Undergraduate Programs

McNeese State University. Academic Program Review. Standards for Graduate and Undergraduate Programs McNeese State University Academic Program Review Standards for Graduate and Undergraduate Programs Rev. and updated 2012 Approved Academic Advisory Council, Dec 17, 2012 1 Contents Overview... 3 Candidates

More information

School of Nursing Framework to Foster Diversity 2010-2015 (2009 Draft)

School of Nursing Framework to Foster Diversity 2010-2015 (2009 Draft) School of Nursing Framework to Foster Diversity 2010-2015 (2009 Draft) School of Nursing Framework to Foster Diversity 2010-2015 INTRODUCTION The School of Nursing The Penn State University Board of Trustees

More information

ASSOCIATE DEAN OF NURSING, BYRDINE F. LEWIS CHAIR (Salary Range $130,000 to $160,000)

ASSOCIATE DEAN OF NURSING, BYRDINE F. LEWIS CHAIR (Salary Range $130,000 to $160,000) ASSOCIATE DEAN OF NURSING, BYRDINE F. LEWIS CHAIR (Salary Range $130,000 to $160,000) Job Description: The Associate Dean is the program administrator of the School of Nursing appointed by the Dean of

More information

Policy #13.33 SOUTHERN UTAH UNIVERSITY Date Approved: 08/21/15

Policy #13.33 SOUTHERN UTAH UNIVERSITY Date Approved: 08/21/15 Page 1 of 6 I. PURPOSE: To establish policies for the Southern Utah Museum of Art (hereinafter called Museum) regarding its mission, organizational structure, funding, authorization to manage Southern

More information

RE: Revised Standards for Accreditation of Master s Programs in Library and Information Studies

RE: Revised Standards for Accreditation of Master s Programs in Library and Information Studies EBD #10.9 2013-2014 TO: ALA Executive Board RE: Revised Standards for Accreditation of Master s Programs in Library and Information Studies ACTION REQUESTED/INFORMATION/REPORT: For information purposes.

More information

PROGRAM DIRECTOR OF BILINGUAL/ESL ELEMENTARY EDUCATION

PROGRAM DIRECTOR OF BILINGUAL/ESL ELEMENTARY EDUCATION PROGRAM DIRECTOR OF BILINGUAL/ESL ELEMENTARY EDUCATION A. QUALIFICATIONS: 1. The Program Director of Bilingual/ESL Elementary Education shall have the general qualifications of a bilingual/esl teacher

More information

NLNAC STANDARDS AND CRITERIA ASSOCIATE DEGREE PROGRAMS

NLNAC STANDARDS AND CRITERIA ASSOCIATE DEGREE PROGRAMS NLNAC STANDARDS AND CRITERIA ASSOCIATE DEGREE PROGRAMS I. Mission and Governance There are clear and publicly stated mission and/or philosophy and purposes appropriate to postsecondary or higher education

More information

By-Law Revision for the CCSU Faculty Senate s International and Area Studies Committee

By-Law Revision for the CCSU Faculty Senate s International and Area Studies Committee By-Law Revision for the CCSU Faculty Senate s International and Area Studies Committee Draft 2, proposed by the Program Directors in Spring Semester 2014 Current By-Laws (page 1) will be split into two

More information

Regulations for Licensure and Accreditation of Institutions and Programs of Higher Learning

Regulations for Licensure and Accreditation of Institutions and Programs of Higher Learning Note: These regulations are in effect while being revised to comply with Public Act 13-118. All references to the Board of Governors for Higher Education, Department of Higher Education and Commissioner

More information

Educational Master Plan 2010-2015 Goals WORKING DRAFT

Educational Master Plan 2010-2015 Goals WORKING DRAFT Educational Master Plan 2010-2015 Goals WORKING DRAFT 1. PROVIDE SUPPORT TO ENSURE STUDENT RECRUITMENT, RETENTION AND SUCCESS. 1.1. Develop a policy to optimize student opportunity and access linked to

More information

I. JOINT DOCTORAL PROGRAMS A. REQUEST TO NEGOTIATE

I. JOINT DOCTORAL PROGRAMS A. REQUEST TO NEGOTIATE DOCTORAL PROGRAMS It is the policy of the university to allow development of new doctoral programs (either independent or programs developed in conjunction with other institutions). Joint doctoral programs

More information

Technology Master Plan 2010-2015 Irvine Valley College

Technology Master Plan 2010-2015 Irvine Valley College Technology Master Plan 2010-2015 Irvine Valley College Adopted Fall Term 2010 V4.0 Created By: Irvine Valley College Page 1 6/21/2010 Table of Contents Introduction and Overview... 3 Background and Planning

More information

Ohlone Community College August 2013 ACADEMIC DIVISION DEAN KINESIOLOGY, ATHLETICS AND NEWARK CAMPUS

Ohlone Community College August 2013 ACADEMIC DIVISION DEAN KINESIOLOGY, ATHLETICS AND NEWARK CAMPUS Ohlone Community College August 2013 ACADEMIC DIVISION DEAN KINESIOLOGY, ATHLETICS AND NEWARK CAMPUS Provide educational and academic leadership for excellence in teaching and learning within a Learning

More information

STRATEGIC PLAN. February 2014 July 2016 1247 JIMMIE KERR ROAD GRAHAM, NC 27253

STRATEGIC PLAN. February 2014 July 2016 1247 JIMMIE KERR ROAD GRAHAM, NC 27253 STRATEGIC PLAN February 2014 July 2016 1247 JIMMIE KERR ROAD GRAHAM, NC 27253 TABLE OF CONTENTS Institutional Effectiveness/Strategic Planning Membership 1 Vision, Mission, Goals, and Core Values 2 Introduction

More information

Academic Program Review Handbook

Academic 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

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

College of Education. Proposed Organizational Structure for AY 2012/2013. February 10, 2012

College of Education. Proposed Organizational Structure for AY 2012/2013. February 10, 2012 Challenge and Opportunity College of Education Proposed Organizational Structure for AY 2012/2013 February 10, 2012 In the near term, the College of Education cannot sustain its AY 2011/2012 program and

More information

Weber State University Information Technology

Weber State University Information Technology Current as of March 12, 2012 Weber State University Information Technology Program Review Handbook March 12, 2012 Table of Contents WSU and Information Technology Mission Statements...3 Purpose & Goals

More information

PLAN FOR INSTITUTIONAL SELF-STUDY NCA Accreditation A DECADE OF RENAISSANCE

PLAN FOR INSTITUTIONAL SELF-STUDY NCA Accreditation A DECADE OF RENAISSANCE PLAN FOR INSTITUTIONAL SELF-STUDY NCA Accreditation A DECADE OF RENAISSANCE Saint Louis University, a Jesuit, catholic university, founded in 1818 is undertaking the process of institutional self-examination

More information

BOARD OF GOVERNORS STATE UNIVERSITY SYSTEM OF FLORIDA NEW DOCTORAL DEGREE PROPOSAL STAFF ANALYSIS

BOARD OF GOVERNORS STATE UNIVERSITY SYSTEM OF FLORIDA NEW DOCTORAL DEGREE PROPOSAL STAFF ANALYSIS BOARD OF GOVERRS STATE UNIVERSITY SYSTEM OF FLORIDA NEW DOCTORAL DEGREE PROPOSAL STAFF ANALYSIS Program: Doctor of Social Work CIP Code: 51.1503 Institution: Florida Atlantic University Proposed Implementation

More information

Fayetteville Technical Community College ADVISORY COMMITTEE HANDBOOK

Fayetteville Technical Community College ADVISORY COMMITTEE HANDBOOK Fayetteville Technical Community College ADVISORY COMMITTEE HANDBOOK Current Version Originally Published Fall 2009 Last Revised: Aug 13, 2009 Proponent: Associate Vice President for Curriculum Programs

More information

Valdosta State University Harley Langdale, Jr. College of Business Administration Business Advisory Board By-Laws Approved October 27, 2006

Valdosta State University Harley Langdale, Jr. College of Business Administration Business Advisory Board By-Laws Approved October 27, 2006 ARTICLE I: MISSION STATEMENT Valdosta State University Harley Langdale, Jr. College of Business Administration Business Advisory Board By-Laws Approved October 27, 2006 The name of this advisory board

More information

Previous Approvals: April 5, 2005; May 6, 2008; November 2, 2010; May 3, 2011, May 3, 2011, May 7, 2013

Previous Approvals: April 5, 2005; May 6, 2008; November 2, 2010; May 3, 2011, May 3, 2011, May 7, 2013 RYERSON UNIVERSITY POLICY OF SENATE PERIODIC PROGRAM REVIEW OF GRADUATE AND UNDERGRADUATE PROGRAMS Policy Number 126 Previous Approvals: April 5, 2005; May 6, 2008; November 2, 2010; May 3, 2011, May 3,

More information

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals

PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals PERFORMANCE EXPECTATION 1: Vision, Mission, and Goals Education leaders ensure the achievement of all students by guiding the development and implementation

More information

TEAC principles and standards for educational leadership programs

TEAC principles and standards for educational leadership programs Teacher Education Accreditation Council TEAC principles and standards for educational leadership programs 1.0 QUALITY PRINCIPLE I: Evidence of candidate learning Programs must provide sufficient evidence

More information

NEW GRADUATE DEGREE PRELIMINARY REVIEW AND PROPOSAL OUTLINE

NEW GRADUATE DEGREE PRELIMINARY REVIEW AND PROPOSAL OUTLINE Office of the Provost and Executive Vice President for Academic Affairs MSC05 3400 1 University of New Mexico Albuquerque, NM 87131-0001 505.277.2611 NEW GRADUATE DEGREE PRELIMINARY REVIEW AND PROPOSAL

More information

Bakersfield College Program Review Annual Update

Bakersfield College Program Review Annual Update Bakersfield College Program Review Annual Update I. Program Information: Program Name: Counseling and Advising Department Program Type: Instructional Non Instructional Program Mission Statement: Academic

More information

Florida Agricultural and Mechanical University School of Nursing Strategic Plan 2010-2020

Florida Agricultural and Mechanical University School of Nursing Strategic Plan 2010-2020 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 information