Graduate School Strategic Plan July, 2013

Transcription

1 Strategic Plan July, 2013

2 A Strategic Vision for the Mission The South Dakota State University advances post-baccalaureate education to meet the economic, technological and societal needs of South Dakota, the region, the nation and the world through ensuring academic rigor and advocacy. The processes program applications, facilitates timely departmental application review and provides administrative support for matriculation and graduation processes. Additionally, the provides support services for graduate students and interprets and applies the academic policies approved by the Graduate Council. Vision The provides the campus community with modern, efficient administrative processes as well as information about and advocacy for graduate education. Core Values The recognizes and supports: The inherent value of human diversity. The necessity of academic rigor and student scholarship. Pursuit of knowledge and improved understanding for the betterment of local and global communities. Advancing community development through local and global perspectives. Transparency and integrity of academic and administrative processes. Strategic Goals with Action Steps Goal 1: Reach an optimal and sustainable graduate enrollment. a. Masters and PhD enrollments: current, 1308; goal, b. Masters and PhD graduates: current, 356; goal, 392. c. Professional enrollments: current: 409, goal, 416. d. Professional graduates: current, 80; goal,88 students. e. Admission and enrollment projection processes for Fall semesters: current, not implemented; goal, implemented by Fall f. Inter-disciplinary programs: current, 4; goal, 8. g. Collaborative programs with external partners and universities: current, 5; goal, 8. h. Under-represented student body: current, 115; goal, 140. i. STEM graduates: current, 223; goal, 260. Strategic Plan 2

3 Goal 2: Improve program quality. a. Graduate program review: current, Inst. Program Review Handbook; goal, providing comprehensive retention and enrollment reports to programs. b. Attend regional recruitment/graduate fairs: current, zero: goal, 4 fairs annually. c. Host graduate /recruitment fairs: current, zero; goal, 2 fairs annually. d. Recruitment resources: current, zero; goal, establish prospect database and recruitment resource website. e. Expand student scholarly recognition; current, one university-level award; goal, 4 awards. f. South Dakota s; current, zero; goal, implement collaborations with South Dakota Graduate Deans for promotion and advocacy of graduate education. Goal 3: Improve faculty & student participation in graduate education governance. a. Review of policies and practices: current, 2013 Graduate Catalog; goal, reviewed/updated policies and procedures. b. Campus-wide Task Force to review of Graduate Council structure: current, unformed; goal, form and complete study during AY14. c. Faculty Chair of Graduate Council; current, zero; goal implement by Fall d. Advisory Committee; current, zero; goal, implement by Fall e. Graduate student association: current, recently formed; goal, assist with scholarly growth of association. Goal 4: Improve service to constituents. a. Collection of applicant information: current, paper-based; goal, automated, paperless system. b. Application review system: current, paper-based system; goal, bidirectional, paperless review process. c. Collection of student matriculation information: current, paper-based, goal; 5 web-forms. d. Service to off-campus students: current, zero; goal, all important matriculation processes on website in written or video format. e. Student information sessions: current, zero; goal, 3 session types annually f. Faculty information sessions: current, zero; goal, 3 session types annually Strategic Plan 3

4 Goal 5: Grow endowments and foster donor development. a. SDSU Foundation representative: current, zero; goal, ongoing project development and completion. b. Graduate Student Professional Development Fund: current, zero dollars; goal, $20K annual distributions. c. Name the : current, zero; goal, achieved d. Name the Graduate Dean: current, zero; goal, achieved. Strategic Plan 4

5 Performance Indicators Goal 1: Reach an optimal and sustainable graduate enrollment. PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) Masters and PhD enrollments 1308 students 1708 students Graduate Dean, Masters and PhD graduates 356 students 392 students Graduate Dean, Professional enrollments 409 students 416 students Graduate Dean, College of Pharmacy Dean, College of Nursing Dean Professional graduates 80 students 88 students Graduate Dean, College of Pharmacy Dean, College of Nursing Dean Admission and enrollment projection processes for Fall semesters Implemented by Fall Graduate Dean, Inter-disciplinary programs 4 programs 8 programs Graduate Dean, DEFINITION/SOURCE Each program will increase to 105% of the historic maximum enrollment previously achieved between Ensure a graduation rate of 26% of relevant student body. Ensure the planned expansions of PharmD and Doctor of Nursing Practice. Ensure the planned expansions of PharmD and Doctor of Nursing Practice. By Fall 2014, establish a process by which programs & college deans will predict enrollments and admissions for fall, spring, and summer admissions and graduations for use in prediction and planning of graduate program enrollments. Ensure the implementation of Ph.D. programs in Agriculture Biosystems & Mechanical Engineering; Civil Engineering (with SD Mines and Technology); Sustainability and a masters program of Public Health. Strategic Plan 5

6 Collaborative programs with external partners and universities Under-represented student body 5 programs 8 programs Graduate Dean, 115 students 140 students Graduate Dean, Office of Academic Affairs, Diversity Office STEM graduates Graduate Dean, Ensure the implementation of Ph.D. programs in Civil Engineering (with SDMT); Biochemistry (partnership with healthcare providers) and masters program of Public Health. Increase by 3% of underrepresented students ( 4 students annually) by development of outreach programs and promotion of select graduate programs. A stated goal is consistent with planned enrollment and program growth with current rate of retention and graduation. Strategic Plan 6

7 Goal 2: Improve program quality. PERFORMANCE INDICATORS BASELINE 2018 TARGET Graduate program review Attend regional recruitment/graduate fairs Current Academic Quality Institutional Program Review Handbook April 2013 Handbook Retention & enrollment reports provided to programs for internal evaluation and reflection and other improvements to IPR process. RESPONSIBLE OFFICE (INDIVIDUAL) Graduate Dean, Office of Academic Affairs DEFINITION/SOURCE Include enrollment reports prepared from Fall semester extract database, guidelines for preparing items for program improvement which include response to external reviewers, response to data on placement and preparedness of program graduates for the workplace. 4 fairs annually Attend no fewer than 4 regional graduate fairs to promote graduate programs. Host graduate /recruitment fairs 2 fairs annually Host an SDSU graduate fair in Fall & Spring. Recruitment resources Improved student recruitment resources and processes Provide a database for prospective students, build website describing university resources and recruitment strategies. Expand student scholarly recognition One Sponsored Award (JF Nelson) 4 awards Establish no fewer than 4 more student awards to recognize graduate student scholarship [including pedagogy]. South Dakota s Implement collaborations with South Dakota Graduate Deans Through collaborations with South Dakota graduate deans implement SD graduate education website, process for distribution of all SD graduate education promotional materials, and improved advocacy for graduate education within the state. Strategic Plan 7

8 Goal 3: Improve faculty & student participation in graduate education governance. PERFORMANCE INDICATORS BASELINE 2018 TARGET Review of policies and practices Document for review is Graduate Catalog Updated Graduate Catalog RESPONSIBLE OFFICE (INDIVIDUAL) Graduate Council DEFINITION/SOURCE Policies and practices under review and forthcoming recommendations will be action items recorded in the Graduate Council minutes. Campus-wide Task Force to review of Graduate Council structure, composition, and duties Faculty chair of Graduate Council Completed by April Implement by Fall 2013 Graduate Council Graduate Council A campus-wide Task Force review graduate council structure, composition, and duties. The goal will be to identify areas of inequity and inefficiencies with the goal of overall improvement of faculty oversight and transparency. Findings will be presented to the Dean, and Graduate Council. Establish policies and procedures for a faculty member to serve as chair of Graduate Council. Advisory Committee Graduate student association Initially formed/approved AY Implemented by Fall Implemented by Fall Graduate Council Graduate Programs Office of Academic Affairs Graduate Council graduate students Establish a / Graduate Dean Advisory Council to be composed of (but not limited to): representatives of Graduate Council, students, program officials, department heads. Graduate student organization was approved as a student organization during AY13. The will assist with establishing social events, professional development activities, and improved communication channels between the students and the university/ faculty. Strategic Plan 8

9 Goal 4: Improve service to constituents. PERFORMANCE INDICATORS BASELINE 2018 TARGET Collection of applicant information Application review system Collection of student matriculation information Application data collected online is typed into Colleague by hand Paper-based system Automated upload into student information system with automated quality control Implemented a bi-directional paperless application review process. RESPONSIBLE OFFICE (INDIVIDUAL) Information Technology Information Technology Departments forms 5 web-forms Information Technology DEFINITION/SOURCE Data collected using on the online application will be automatically uploaded into Colleague and/or ImageNow. Application documents collected as images and stored in digital format then delivered to faculty for review via a document manager (ImageNow). Decisions of acceptance/denial will be returned to the and ISA (if applicable) via the same system with additional ability to submit departmentgenerated documents for inclusion in applicant s package. Write, test and place into a production a webbased forms for quicker and more accurate the matriculation processes of enrolled graduate students. Service to off-campus students Online instructions/ video for all matriculation processes Information Technology Improved public website with detailed, current instructions as well as online videos describing all student application and matriculation processes. Strategic Plan 9

10 Student information sessions 3 session types annually Faculty information sessions None 3 session types annually Session type to include thesis/dissertation formatting & deposition processes, introduction to, graduate school information to SDSU undergraduates. Expand information to faculty regarding good practices for graduate faculty representative, graduate advising, and changes in the, strategies and resources for graduate recruiting. Strategic Plan 10

11 Goal 5: Grow endowments and foster donor development. PERFORMANCE INDICATORS BASELINE 2018 TARGET SDSU Foundation representative Graduate Student Professional Development Fund Ongoing project identification and development with representative. Established and funded RESPONSIBLE OFFICE (INDIVIDUAL) SDSU Foundation SDSU Foundation Name the Achieved SDSU Foundation Name the Graduate Dean Achieved SDSU Foundation DEFINITION/SOURCE By Summer of 2014 the Dean, Graduate School will meet twice monthly with Foundation representative for project identification, development and execution. By 2018, $20,000 available annually for distribution. By 2018, establish endowment balance for selling of name; precise amount will be subject to university policy. By 2018, establish Endowment balance for selling of Graduate Dean name; precise amount will be subject to university policy. Strategic Plan 11