Strategy Statement
AI 1a
AI 1b
AI 1c
AI 2a
Evaluate the academic program inventory for
additions and deletions.
Expand engineering and health profession
programs.
Expand graduate programs
3 Important Steps
1. Cost/benefit analysis
2. Feasibility study
3. Create strategic program. Support/abandonment plans
1. Expand programs:
Engineering (Electrical, Civil and Mechanical), ET (Mechatronics,
Construction, Energy, BAAS), Nursing (LVN/BSN, RN/BSN, MSN), MLS (PH,
Explore, CSDO)
2. Resources Plan (Faculty, Equipment/replacement plan, Space, Open
times)
3. Organization of 2 new colleges
Specific Time Frames
1. 6 months
2. 3 months
3. 3 months
FY14 Public Health (new)-Lewis
FY14 Electrical Eng (new)-Martinez
FY15 Construction (new)-Mollick
FY15 Mechanical Eng (new)-Martinez
FY16 Mechatronics (new)-Mollick
FY15 LVN to BSN (expand)-Rugari
FY? RN to BSN (expand)-Rugari
1. Academy of Environmental Science (Restructure the program)
1. 1 year
2. Create strategic enrollment marketing plan targeted at graduate
2. May 2014 (Plan, budget, univ strategic
students. Increase stipends for GAs. Increase scholarships for graduate
plan, enrollment plan)
students. Explore grants ex. STEM. Web presence in colleges/departments.
Expand the mission of CII to encourage cross1. Improve awareness/participation of CII programs
disciplinary collaboration, promote scholarship of
2. Implement mobile learning-bring own device
teaching and learning, and implement best
3. Develop evaluations for online courses
practices in teaching and learning.
1. 1 year-increase part by 10% (overall)
2. 1-3 years (get grant implement)
3. 1 year to develop plan
Specific Resources
1. IR
2. SEMEC Program Mix Subcommittee
3. Faculty
4. Department Heads and Deans
5. Curriculum committees
6. AVPs
7. Provost
Who needs to be involved?
1. $$-can't do with existing resources;
stipends
2. $$-need lots of money,
people/techs, consulting (external
grants, etc.)
3. $$-need money for consulting,
faculty (content experts)
Hurdles/
Challenges
AVP Academic Programs-Champion
Others: faculty, Department Heads, Dean, Healthy, relevant and
Turf, money, tradition, sacred cows
Curriculum Committee, Academic Council, innovative program inventory
Provost
1. Predictable funding
Rollout of new programs
2. Organization to implement
within one year and expansion
3. Culture to support (commitment)
of existing programs.
4. Passion
Resources to match-Pierce
1. Hiring Coordinator-$52,000
2. Hire external agency and use
YouTube videos
What does success look like?
Programs will be identified,
Facilitator (External & Internal), Rep from resources allocated, ongoing
faculty, Deans, someone who analyzes
marketing (ongoing
data
communications with
prospects)
1. CII staff, deans, department heads,
faculty involved in CII programs
2. Director of CII, AVP Academic Affairs,
CIO, pilot group
3. CII staff, department heads,
faculty/faculty senate, AVP (Taylor),
Provost, deans and students
1. Increased faculty
participation; faculty
implementing new teaching
strategies.
2. Infrastructure in place;
faculty trained; "widespread"
use in pilot classes
(students/teachers using
mobile devices for learning);
more engaged students
3. Well developed faculty
supported plan
Post-It Notes
1. Great start with data. Cost benefit. Good plan.
2. There are no sacred cows
3. Very sound framework. Details are needed.
4. Include Noel Levitz market data for resources. Include prioritization for new programs. Don't be afraid to cut programs or restructure. Consider more cross-discipline programs to max
resources, break down silos, etc.
1. Establishment of colleges seems premature in particular in case of Engineering programs. Do we know sufficient demand exists?
2. “Success” should not be based on creation of program, but on demand/retention/graduation
3. Include a communication plan for potential & existing students to keep connections going
4. Work with EM, Honors College, Marketing areas of university – need to get the word out and do strategic recruitment for the new programs plus don’t work in a silo
5. College of Health Profession College of Engineering in next 5 years
6. Resources
7. Sharing list of program expansion with graduate marketing efforts
8. Occupational therapy
9. Look at support fields and how resource those Chemistry/Physics/Biology balance growth
10. Have you considered M.S. counseling psychology in Allied Health?
11. Established graduate programs
12. Healthy enrollment
13. Funded as health rather than education
14. OT/PT
15. Sports Medicine and Exercise Science must be included in College of Health Professions
a. The short list of careers that KINE majors move directly into upon graduation include: Athletic Trainers, Cardiac Rehab Specialists, Clinical Exercise Physiologists, Pharmaceutical Reps,
Wellness Coordinators
b. Accepted into Professional Studies - Physical Therapy, Occupational Therapy, Physician Assistant.
16. College of Health Professions College of Engineering – Great sooner the better
17. College of Health Professions – Talk to Kinesiology Folks about areas that apply – Examine physical, sports medicine, etc.
18. Are there ways to modify some existing programs with a minor focus area to let us start getting growth sooner?
19. Consider History of Tech course for both colleges
20. Organized development program for colleges
21. Needs a marketing plan components
1. Graduate marketing plan needs to multi layered and expanded to 2020
2. Who will monitor the communication grad office has staff of 3 people
3. Isn’t the University seeking a marketing person? – Coordinate efforts with that person?
4. Partner with Industry – document job placement
5. Coordinate efforts with program mix group AI 1.a strategy
6. Graduate-based decision-making!!!
7. Outstanding-objective analysis
8. Need to add a “client relationship management/communication” solution to resources (not Ellucian BRM) but perhaps sales force
9. Use the expertise of EM as a resource because of their success
10. Needs Actions still talking about data & marketing
11. Need more GA’s funded from Rsh money
12. You have the data – don’t waste more time
Keeping team enthusiasm, funding through
13. Move On!
budget processes, academic silo
14. Calculate cost of degree – Flat fee with mobile device and eBooks – or online resources –
15. Flexible entry & scheduling
16. Great comment on needing a system instead of a fix.
17. One thought is instead of just gathering data is “How do we shape the environment?” what can we do to advertise? What can we do to exploit the current market? Marketing Firms and
statistics based on what there is currently available. We must decide what is not available/no data exists.
18. It is crucial at this point in the University’s growth that graduate education gets attention.
19. Need funding for gas stipend
20. Online advertising on national level – Tired of seeing Phoenix, Grand Canyon U, Etc. with all of the online programs. Same with WGU?
21. Hire recruiter/marketer to assist departments in promoting programs? Could help overcome “silos”.
22. Resources – facilities. Support – human. Critical number of majors
23. Timeline to determine how long to allow low numbers
24. What will happen to numbers in current cost? Low chemistry numbers, low phys numbers low geol numbers.
1. Evaluation of online courses and environment
2. Great ideas.
3. Perhaps one reason there is limited faculty buy-in is based on lack of demonstrated success of programs. What is the improvement in learning abased on new technique?
4. Tie this to student-centered. We must make the connection to the mission
5. Idea is worth exploring
6. Present best practice allow faculty to implement ideas as they apply
7. I like exploring online delivery & preparing with infrastructure and a plan
8. See COBA’s assurance of learning program
9. Percent are misleading use a number
10. What does the “dream” faculty innovation space look like, so we know
1. Faculty apathy/time, facility/space,
reward system ("what’s in it for me?") and 11. Quality of online instruction is a serious issue here
12. Where is emphasis on getting late adopters to consider blended classes
past reputation
2. Securing grants; infrastructure problems; 13. Shift focus from CII to Faculty – culture change – CII is driven operate in background
14. Goals should be quality and not participation-based
faculty adoption down the road; wireless
15. Why is BYOD a good idea? Needs to be communicated to community for success implementation
capabilities
16. Need sound/qualitative evaluation mechanism for online courses.
3. Faculty push back; money; training for
17. Not sure of the need to change the course evaluation – faculty should be uniformly evaluated whether face to face or online – keep it simple too
planning; past reputation; getting faculty 18. Do not use – Quality matters
feedback/participation
19. Instead of evaluation of online courses, establish an online course approval system where all online courses must be approved before implementation. This would mainly involve course
content with admittedly is a tricky business but the biggest complaint I hear is that many online courses quite frankly stink.
20. Faculty under scrutiny for online will deter teachers
21. Make sure faculty aren’t threatened through good communication; stress positive approach; not unitive
22. How does this fit into the recent decision about tech purchases? If I have a desktop, how do I bring my own device?
23. Campus must be wireless – access for BYOD in all classrooms; in all building
24. Support for access
25. Increased infrastructure
26. Online evaluation good idea – check with Kansas State IDEA Institute for format
27. IT support needs upgrade
Strategy Statement
AI 2b
AI 3a
3 Important Steps
1. Technology infrastructure-make bring your own device the "Norm"
Use the campus master plan as a guide to pursue 2. Have a plan for the Gates Building. Fort Worth campus ready for a
campus enhancements
Tuition Revenue Bond (TRB). Proposal in 3-6 months.
3. Review of Campus Master Plan and upgrade
Use predictive modeling to continually identify
emerging risk factors and possible gaps in
provision of student support programs.
1. Communicate with IR to develop an in-house predictive model (similar
to the Noel Levitz model) or continue to use Noel Levitz with sustained
funding.
2. Conduct the ongoing assessment and link at-risk students with
appropriate programs and services.
3. Create/conduct a predictive model focused on at-risk students on
suspension and warning.
Specific Time Frames
Specific Resources
Who needs to be involved?
What does success look like?
Hurdles/
Challenges
Post-It Notes
1. Faculty and students are
using personal devices in the
rooms, meeting rooms rather
than classrooms.
2. TRBs are funded fully by
legislature. Land in Fort Worth
acquired.
3. Review results in clear focus
and allocate resources.
1. Legal, privacy, technology integration
and funding
2. Strong legislative push to start now.
Resources for land acquisition in Fort
Worth.
3. Input from "stakeholders" - students,
faculty, staff. Mesh with strategic growth
goals.
1. Fort Worth/Stephenville/Waco focus mostly on SWM which is well informed
2. What about growth in Waco? MCC is it a good investment?
3. Capacity/needs Study for Fort Worth/Midlothian/Waco should be undertaken. If we build it, will they come?
4. BYOD – good idea – device needs to have wireless access
5. Incorporate mobile learning initiative
6. Don’t know if this is in the proper place in the strategic plan. Getting land & building buildings…not innovative. What about these will be innovative? Does campus plan address
innovation? What infrastructure needs to be in place for us to be “innovative”?
7. Weatherford?
8. How do we use facilities to engage students?
9. What do students want their learning spaces to look like?
10. Court major donors & name buildings after donors (as opposed to retired admin)
11. Like – looking at growing Fort Worth campus to assist in creased formula funding
12. I like checking in with the campus master plan which includes outreach sites
13. Tarleton has a Stephenville campus master plan & is following it. This objective might need to be more focused on outreach sites – particularly SW Metroplex
14. Technology infrastructure is a good idea. Do not focus on just student own device.
15. Perhaps a second idea is for you to expand the land acquisition proposal to include all external sites. What is needed? What is the growth? Focusing solely on Fort Worth may be less
helpful
16. Agree on Campus Master Plan. It must be transparent.
1. Morgan (IR team)
2. Retention team
3. Deans, enrollment management,
department heads
1. At least one intervention
associated with each emerging
risk
2. Term and term retention
3. Increase in success of
students on suspension and
warning
1. Distributing the emerging information to
relevant parties
2.
3. Has never been conducted
1. Develop a mechanism of faculty referral to programs and services
2. Educate faculty about what programs are ready
3. The predictive model also needs to be tweaked at each loop!
4. Based on Fall 2013 observations, participation in the new FYS is a good predictor of success
5. Are we getting a good rate of return by investing on at-risk students?
6. Doing our own in house predictive models is preferred to Noel-Levitz. – We can be more flexible in identifying risk groups
7. Focus was not for all students – mainly undergrads
1. Programs has never been done before
2.
3. Training and marketing
1. Define retention challenged programs – could mean programs where many change majors (There may be a good reason for dropping a major-it is a bad fit, it’s hard, etc.)
2. What, specifically, would these funds be used for? (more programmatic funding)
3. If a program has a high failure rate – important to determine why and what can be improved
4. Great Idea!!! Consider targeting/mandating students on academic probation/suspension to receive career counseling.
5. Possibly require students who don’t file a degree plan within the recommended timeframe to receive career counseling.
6. All to impact retention
7. Need cost benefit analysis
8. Need feasibility study
9. The at-risk targeting is good. There is also a need to direct and recruit students who aren’t at risk into academic support programs – everything from study abroad, honors, research
opportunities, etc. In other words, increase placement and involvement in academically enriching experiences (as well as explaining opportunities for such programs)
Consensus building and $
1. Define what “each”
2. “look like” for: new faculty, doctoral faculty, masters faculty, sustained expectation for post tenure review by college
1. 1 year
2. 3-6 months
3. 6 months
1. Technical staff, faculty and students 1. Technical staff, faculty and students
2. Leadership (VPs), facilities people
2. Leadership (VPs), facilities people
3. VP of Finance & Administration
3. VP of Finance & Administration
1. 12 months
2. Ongoing
3. 12 months
1. Morgan (IR team)
2. Academic Affairs/Student Life
3. Funding
AI 3b
Develop and implement innovative mechanisms
to proactively connect students to appropriate
academic support programs.
1. Develop programs for at-risk students (those on warning or suspension)
1. 12 months
2. Determine retention on challenged programs and create targeted
2. 12 months
interventions
3. 12 months
3. Implement a computer-based program and train faculty how to use
1.
2. More programmatic funding
3. Academic Affairs and Student Life
1. Faculty, deans and department heads
2.
3.
1. Increase in academic
support program fewer
students go from warning to
suspension
2. Increase retention in
academic programs
3. 35% of courses will be
involved
AI 4a
Strengthen the quality of teaching, research and
service programs.
1. How to measure it in each department and college?
2. Use the measure in promotion, tenure and evaluations
3. Communicate profile to stakeholders
1. FY14
2. Implement FY15
3. FY15 and beyond
Faculty, department heads, deans,
champion at each college
Faculty, department heads, deans,
champion at each college
Completed profile
AI 4b
Strategically hire faculty focused on emerging
program needs and based upon a philosophical
student-focused approach.
1. Justify new hires based on emerging needs
2. Set higher expectations in hiring process
3. Use values from step 1 into the screening process
For all:
Spring 2014
For all:
For all:
1. Be prepared to pay higher prices
Deans, department heads, search
2. Broaden our search methodologies committees
For all:
1. Lack of office space
For all:
Enhancing the brand to attract 2. Lack of classrooms/lab space
3. Interviewing money/recruitment of
candidates as faculty.
faculty
1. Startup funds for research faculty – The best candidates will not come if they do not receive the resources needed to do their research
2. Make sure salary levels are known up front for new positions
3. Align budget for faculty resources with strategic plan
AI 4c
Create an innovative Think Tank focused on
academic achievement and student success.
1. Create an Academic Affairs/Student Life Initiate (One Day)
2. Academic Affairs/Student Life Leadership Pairs beginning with SSMI and
1. 12 months
Student Life and expanding to Enrollment Management and others
2. Spring 2014
3. Academic Affairs/Student Life student training and student guide
3. Spring 2014
training for FAQ in one large room with rotating deans/directors (case
studies)
1. Funding and planning team
2. Collaboration from departments
3. Student Life and Academic Affairs
leaders
1. Collaborative programming
(increased)
2. Increase collaboration and For all:
research
Never been done before
3. Increase collaboration and
research
1. This is a program, not a think tank! – One day is not a think tank
2. Funding needed
3. Need more focus of classroom/teaching innovative and the impact of that on student success
4. Peer cohorts between divisions – Great idea!
5. Use the CII “Excellence in Teaching Conference” more effectively to highlight what is already going on at Tarleton. Poorly attended now – perhaps move this event to a non-teaching day
and promote at all levels.
6. Development faculty (new Ph.D. vs. recruiting scholars
1. Representatives from each division
2. Academic Affairs and students
3. Student Life and Academic Affairs
leaders
Strategy Statement
ST 1a
ST 1b
ST 1c
3 Important Steps
Require a minimum of 3 ALEs for every student to
include an internal/external internship; a
1. Rework the structure of the ALE office
multicultural experience through a service
2. Study Abroad Road Map
learning or study away/abroad; and a third
3. Increase awareness and participation
proposed by the student as meeting the ALE
objectives
Develop innovative alternatives to replace
traditional developmental education.
Implement a first-year seminar that increases
learning and study skills in the discipline.
Specific Time Frames
1. August 2014
2. December 2014
3. August 2014
1. Develop a developmental education/TSI plan for Tarleton State with the
new state standards
1. Next 6 months
2. Develop non-course based instruction for developmental math, English
2. Next 6 months
and writing
3. Next 12 months
3. Increase the number of faculty teaching developmental education
courses
1. DT reconvene FYS to: what worked? What didn't? Consistency and SLOs
(university wide and discipline specific)
Time decisions made by February 15 for
2. DT committee-decide 8 v 16 week courses
Fall schedules are being created now.
3. Transitions Week-Date and Content
Specific Resources
1. $
2. ALE budget
3. $
1. New THECB standards for ALE, etc.
2. Funding for non-course based
instruction
3. Funding for personnel
For all:
1. Training information for
consistency
2. Mobile card swipe readers
3. Faculty willing to teach
Who needs to be involved?
What does success look like?
1. More involvement (faculty
staff and students) and
increas in university funds
1. ALE council and other interested parties
2. University using the road
2. ALE council and other interested parties
map to utilize the study
3. RLL, leadershio, SL office, ALE, CS,
abroad programs
department heads
3. When the strategies have
been met (when students
graduate with at least 3 ALEs)
1. Developmental Ed Council and Brenda
Faulkner
2. English department, Math department, 1. 60% or more faculty and
Academic Support Center, Center for
staff will know about TSI/Dev
Readiness and Success
Ed
3. English department, Math department
and Developmental Ed Council
For all:
1. Faculty-specific teachers
2. Student Life reps
3. Dr. Taylor
4. Dr. Leese
5. Dr. Edwards
6. RL&L
7. L Townes
For all:
1. Consistency-course
content/rigor
2. Student retention
3. Fewer no drops based on
changing majors because of
FYS
4. Better attendance
5. Faculty clamoring to teach
FYS because it is viewed as a
privilege to get to teach the
course
6. Tenure & TT faculty as
faculty of record on each FYS
Hurdles/
Challenges
1. Having a full time employee, $ and one
25% effort employee per department
2. Buy-in and $
3. $
Post-It Notes
1. Count Tarleton Shadows as an ALE
2. Require at least one ALE of service during college of 100 hours
3. Explain to students how the experience will benefit them for their future connection
4. Could we require an ALE for all student leadership programs?
5. To consider departments set aside money to support a student – students to study abroad / or study away
6. It seems like we need a marketing campaign re: ALE. We need to make sure faculty, staff & students understand the benefit of this requirement. – It might be helpful to have individual
testimonies of students who benefitted.
7. For clarity’s sake can we choose either ALE or REAL and stick with it?
8. More money and full time designated, devoted staff
9. Have ALE day each semester for students to present/discuss their experience
10. ALE’s need to be more consistent – some now too easy / some too difficult
11. Good presentation!!
12. Increase awareness – use residential living and learning and student government
13. Internship could be required or available of each major complete with CRN#
14. Good to hear that the ALE program is being restructure
15. Program needs to expand to other locations (Tarleton)
16. Might need more than one full time person
17. We should have an involvement fair to highlight real options
18. Incentives for faculty to get involved in ALE activities (reduced teaching load, travel funds, time for research/presentation form experiences)
19. Resources, especially people, will be essential in making this happen
20. The “pro-active” advising group discussed integrating experience/service/internships as part of the advising piece. ALE & Proactive advising could be a natural fit
21. This program is valuable but students are unaware of the benefits. You (TSU) is going to have to launch a strong & aggressive marketing campaign for this
22. There has to be an office of ALE with 2 employees (full time) to get this off the ground
23. Get serious TSU or go home.
24. It will be essential to have a culture of reflection at TSU so the Chalk & Wire reflection isn’t such a shock
25. All students should have 3 ALEs
26. Communicate ALE changes and requirements clearly to all campus.
27. Get rid of Chalk & Wire and replace with user-friendly option.
28. Equitable for non-traditional students who may have work or children and for low socio-economic status
29. What are messages to students about benefits and drawbacks if completing or not completing their 3 ALEs
30. 250 hours is too many and needs to be re-thought
31. More funding for study abroad
32. Get a fixed time direction
33. What are you going to do for a single mom who can’t leave kids to go to Spain for 6 weeks? Need alternatives
34. How to handle at all locations/modes of delivery (online completion students)
35. Must have right people/staff/faculty in place
36. Don’t appoint someone “Good old boy system”
37. Is all a realistic goal? (students with 3 ALE)
38. Off-campus/non-traditional requirements?
39. Challenge is to designate 3 in each degree int with the curriculum with the reduction of hours required
40. Extra work for faculty should be compensated in courses associated with ALEs
41. Rework structure of ALE
42. Increase awareness and participation
43. Implement road map
44. I believe at the huge meeting in August that the President host, ALE’s should be discussed or announced. Get everyone on FOCUS.
45. I still don’t see if the student understands the benefit of ALE
1. Communicate strategy
2. Programmatic funding
3. Lack of funding
1. Create collaboration with Ranger College to deliver
2. Hurdle – Faculty cooperation and scheduling
3. Hire more faculty in Math, English, and Reading
4. “Non-course based instruction”? Could you give an example? Would it be the faculty’s responsibility?
5. How do we get students to attend non-course based instruction?
6. Partner with Ranger College to deliver developmental education
7. TSI students participants – would home a FYS for those students
8. No graduate students teaching developmental courses for TSI students
9. Policy and Procedures to use state money for TSI
10. More staffing
11. Advisor training recapped to TSI & how to better serve students during orientation and advising
12. Utilization of Peer-to-Peer
13. How could we collaborate with student life?
14. Good – make sure all students, parents, faculty and staff understand TSI
15. Good topic for FYS to be covered by instructor
16. Departments with high develop students additional support
17. Educate campus on this plan; also on choices Tarleton makes to meet requirements and potential impact on overall university.
18. Need increased staff support to meet demand/changes related to TSI/College readiness
19. English, Math, and Reading (C&I)
For all:
1. Lack of consistency across the university
2. Lack of enough faculty to keep it at 30
students per class
3. Lack of outcomes
4. If outcomes set, failure to meet them
5. Need better/more focused faculty
training now that we have 2 semesters
under our belt
1. Consider an FYS handbook for the faculty to improve consistency, content, SLOs and specific activity ideas
2. Consider "Train the Trainer" sessions
3. Best faculty need to teach….how to accomplish this?
4. Consider adding more Student Life as faculty
5. Consider changing name so it better reflects the major.
6. Reconsider Tenure/TT suggestion
7. Consider limiting faculty to only one session per long semester
8. Consider assigning one TTM to faculty member for entire semester
9. Consider strengths training as one class session
10. Consider Transitions Week and Faculty Evaluations as we move forward
11. Look at trends with D/F/W and FTIC in re: to success of FYS
Strategy Statement
ST 1d
ST 1e
Expand proactive academic advising.
Increase the use of flipped and hybrid courses
3 Important Steps
1. Assessment of Academic Advising institutionally (on/off campus and
online)
2. Identification of all resources available to support proactive advisement
Aug-14
activities
3. Integration of A&M System academic advising council, Texas Legislature
requirements and Tarleton
1. Fort Worth cohort for redesign/flipped classroom
2. Increase campus awareness of redesign opportunities.
3. Identify hybrid and flipped classes at registration.
ST 2a
ST 3a
1. FYS Content committee discuss methods to incorporate core values in to
FYS
2. Faculty Senate, Staff Council and SGA will promote core value initiatives.
Enhance the impact of the university's core values
Develop a reward system to recognize core values.
on student success.
3. Demonstrate core values in to processes i.e., talk about core values
when student asks to live off-campus, judicial, etc. Must be external and
internal link to exemplary service.
ST 3b
Increase enrollment of international students.
Achieve Hispanic-Serving Institution (HSt) status.
1. 3-6 months
2. 6-12 months
3. 3 months
1. How do we define what is co-curricular (what does this include?)
1. August 2014
2. Identify appropriate stakeholders and resources (faculty/staff/students) 2. March 1, 2014
3. Implementation and buy-in (support)
August 2015
Develop and implement a comprehensive cocurricular program that reinforces student
learning outcomes.
ST 3c
Specific Time Frames
1. Setup International student services and recruitment
2. Maximize transfer students from community colleges
3. Provide scholarships/out-of-state tuition waivers
1. Recruit from local community colleges (Spring 2014)
2. Strategically target Hispanic students most likely to enroll based on
predictive modeling (NL) (Spring 2014)
3. Develop targeted retention plans that are comprehensive (community,
social and academic)
Specific Resources
1. 25-30 council members, ITV
technology
2. Subcommittees of council
3. External consultant/constituent to
assist with review and
implementation (NACADA or
recognized institution-SHSU?)
Who needs to be involved?
What does success look like?
For all:
Established, written
For all:
standards/expectations
Council, A&M System, Student Life
regarding Academic Advising
departments, community college partners
activities for all Tarleton
students
1. More flipped and hybrid
courses, impacts retention.
1. CII team, faculty participants
2. Knowledgeable faculty-can
1. $ and existing technology
2. Faculty fellows, CII director, CII Fac Dev answer student questions;
2. $, stipend, technology
Manager.
more applicants
3. Banner, DuckTrax, Registrars office 3. Registrar team, advising, CII/Fac Dev
3. Students educated course
Mgr
choices; efficient use of class
time; more student
engagement.
For all:
1. OrgSync-personnel, training,
ongoing communication
2. Personnel-Certification of
Requirements
3. Co-curricular Advisory Council
(Faculty/Staff/Students)
4. Scholarship $ for participation
5. Incentives/Recognition
1. Before summer training-4 months
1.
2. SGA-3 to 6 months, Faculty Senate-6 to
2. $$$, time and effort
12 months, Staff Council-3 to 6 months
3. Time and $$$
3. 6-9 months
1. December 2014
2. August 2014
3. May 2014
1. International recruiter
1. Spring 2014
2. Spring 2014
3. December 2014
1. Outreach and school relations
recruiters. Designated recruiter/family
relations person (bilingual).
Coordinate with International
Recruitment to engage students from
Central and South America. Spanish
language marketing (including web).
2. Use NL predictive model (keep it
updated)
3. Special transition week and
scholarship programs
Hurdles/
Challenges
For all:
1. Locations/modes of delivery
2. Established "habits"
3. Accreditation expectations
4. Staffing
5. Cross-training
6. Facilities/space consideration
7. Funding
8. Role of faculty advisors in future
Post-It Notes
1. Clear communication about academic advisement procedures for staff who interact with parents
2. I have heard students say they know nothing about My Degree Works, maybe have a session during orientation prior to them being advised that will help prepare them for what they will
face later that day with advising
3. Non-advising center faculty need to use “notes” in Degree Works for continuity and better communication on individual students. This should be promoted if not required by deans or DHs
4. Better training for students to take ownership of their own degree requirements instead of being spoon fed.
5. Great job, Rusty
6. Established written standards that are well-known across campus
7. How to implement strengths and My Plan into AA?
8. Consistency
9. Hire more advising staff tied to each college and station them at the distant sites
10. Record notes for every advising session in Degree Works!!
11. Hire more staff for Stephenville advising – doesn’t there need to be a set ratio
12. Students need an advising handbook/guide book
13. Need more rules clearly written down
14. Advisors need specific instructions per program and options – Degree Works must match actual program requirements (not your fault)
15. Students with more than 30 hours need to be advising in their home department. Lots of bad advising of junior and senior level students.
16. Challenge: getting folks to change what they have always done.
17. Holds and educating students (and faculty) about holds.
18. Space and facilities
19. Ask the students – get their perspective on this and any proposed changes.
20. Great! – Also consider implementing, as part of the pro-active advising model, require the following
a. Career counseling with students who –don’t file a degree plan within the recommended time frame – Are on academic probation or suspension – all first time to campus students
21. Consistent information, “company line” if you will, is a huge improvement. People across campus need a general understanding about TSI. There is “Mis-Info” across campus currently.
22. TSI trained faculty/staff needs to do training for OA’s
23. Question: Who is in charge? It seems like allowing all departments to develop individually will undermine consistency.
1. Allow faculty & adjunct to complete a survey & submit with syllabus answering key indicators that would enable CII to evaluate which courses are face to face, hybrid, flipped, etc. (Don’t
use that verbiage in survey, instead ask identifying questions.)
2. Potential Obstacle – Have we evaluated the model? Do our students like this model? It seems like more contact/active time for students and it seems like some (especially those who
work) might prefer the traditional model.
1. Students don't know F2F is flipped-may 3. Does this model carry more hours per course?
not want any online component. Educating 4. Another obstacle – Online and flipped courses are restricted to International students (1 per semester max), so we rule out some degree programs for international students. Some fully
with different styles. Educate the campus. funded embassy –sponsored international students are restricted from taking any online courses.
2. Faculty uninterested, more $ to sustain 5. Registrar is already looking at how to better identify hybrids and labels but it needs to be clear – use common language
6. Which students will 1)see and 2) understand
the program
7. Flipped? Reading – A great option for non-trad and adult learners!
3. Change current course listings, faculty
8. Must have an aggressive marketing plan and definition highlighted!
identify, hybrid and flipped classes.
9. Love the fact we already have the technology, it will be about educating the faculty about “flip”. Could tie into ALE.
10. I love this concept. Wish flipped classes existed when I was a student.
11. Can it expand to Waco and Midlothian campus
12. Great ideal
For all:
1. Ex Cabinet
2. Academic leadership-deans and
department heads
3. Student Life personnel
4. Faculty
5. Students
6. Community members and leadership
For all:
1. Increased retention
2. Increased student
engagement in campus and
community events
3. Completed/UTIL transcripts
4. Articulate skills/learning for
career interest
5. Enhanced NSSE scores
For all:
1. Buy-in from campus
2. Identifying resources and funding
3. Appropriate/Const Tracking
4. Marketing importance to campus and
community
5. Identifying appropriate student learning
outcomes
1. Involvement – Top down?
2. Good Job! Now let’s go!
3. Fund/provide training from professionals in the area of OrgSync
4. Networking with other schools and or campuses that have successfully implemented co-curricular best practices
5. Involve faculty – how??
6. Can we transfer Chalk and Wire content to OrgSync to phase out Chalk and Wire
1. Diane Taylor and Dr. Mike Leese
2. Dr. Shipman, Dr. Leese, Ben Kunze and
Chance Cerda
3. Cabinet, key best practices share ideas
with others
1. Core values are a part of
student language. Students
can demonstrate core values
2. Groups embrace core
values
3. Walk the walk and talk the
talk is second nature
1. Buy-in (must choose right faculty)
2. $$$, apathy and identify champions
3. Seeing the benefits
1. Could we showcase thee core values along the wall of the walkway leading up to the TSC?
2. Buy in of faculty here is critical
3. Key people cabinet? How?
4. Could core values be identified in certain ALE’s? If so, those ALE’s could be promoted as exposure to particular core values
5. Measuring core values for employee evaluations will be tricky
1. Funding-recruiter, scholarships, agents,
college funding
For all:
1. School relations
2. SSMI
3. International Student Services
1. Promote civility
2. Use Dr. Velasco on this. He has already volunteered
3. Target scholarship money here. See if longs would endow it.
4. Need to increase HS staffing in all areas at TSU (academia, student life, athletics)
For all:
5. Contact universities in Texas with a high Hispanic population and find out what they do that is different to meet the needs of students/families in this area.
1. Funding
6. In addition to marketing/recruitment, it seems like we need to create a climate of Hispanic friendliness on campus to enhance word of mouth marketing (offering Spanish language
For all:
services on campus, etc.)
2. Cultural/family dynamics
Increased Hispanic enrollment
3. History & traditions at Tarleton-need to 7. Need to have more Spanish speaking employees across the board
change cultural attitudes toward minorities 8. Offer incentive to those that are willing to participate in translations during campus events
9. Available resources for faculty/staff to learn language….
10. Understanding the culture to build programs beyond the classroom….(for retention)
11. Explore culture training in house…
12. A great market to enhance growth and diversity
Strategy Statement
ST 3d
Implement a comprehensive holistic wellness
program.
3 Important Steps
1. Define Holistic Wellness-students, faculty, staff committee
2. Identify stakeholders and resources
3. Implementation and Buy-in
1. Campus understanding and definition of "multicultural" programs
2. Collaboration with targeted areas (student organizations, athletics and
academic areas)
3. Structured, purpose with marketing around campus
Specific Time Frames
1. Fall 2014
2. December 2014
3. Fall 2015
1. 6-12 months
2. 6-12 months
3. 6-12 months
ST 3e
Implement multicultural programming that will
reach more students with greater impact.
DE 1a
1. Name and operationalize P20 leadership group for public school
1. June 1, 2014
Strengthen partnerships with community colleges, partnerships
2. Feb 1, 2014
universities and P-12 systems.
2. Form academic and service agreements with CC (Honors and Counseling)
3. August 1, 2014
3. Collaborating with other universities for Doctoral programs
DE 1b
DE 1c
DE 1d
DE 2a
Specific Resources
For all:
1. Needs assessment
2. Position (full time) office
3. Facilities
4. Committee
5. Incentives
6. Advising knowledge 6 hours lower
level elective
7. $100,000 start up funding
Who needs to be involved?
For all:
For all:
1. Lower annual insurance
RLL, RS, Counseling, Student Health
payout
Center, Kinesiology, Bio-Med, Psychology, 2. Better class attendance,
Cabinet, religious leaders, staff council,
GPAs
faculty senate, Career Services
3. Retention
4. Increase #s in Rec Center
For all:
1. Money
2. Campus buy-in
For all:
3. University climate survey (consider
ODI, International Programming, SSMI,
staff council and faculty senate)
Student Life, Faculty and Administration
4. Facilities
5. Avoid silo mentality
6. Scholarships for "flu" students
Time, travel and funds
Hurdles/
Challenges
What does success look like?
For all:
Staffing, $$$
1. Maybe more human resources than career services?
2. Occupational wellbeing can be covered through counseling center or psychology department? Just wonder if it is a stretch?
3. Great idea!!
4. Provide wellness coach to F/S/S who will develop a plan and or assessed the F/S/Stu. Then offer the incentive if F/S/Stu implements plan.
5. Like core values wellness elements should play a role in course syllabi
6. FYS?? – Co-Curricular? – Transcript??
7. Can that be a recognition method? Like ALE’s
8. Hurdle – We have cut PE and Wellness from the core. 6 hours electives are unrealistic. Consider another avenue
9. Have someone to teach and talk about the importance of wellness as part of Health class and include in new faculty/staff orientation
10. Thank you for including the religious/spiritual aspect of wellness. 57% of incoming students (Astin, Astin, & Lindholm) indicate they are expecting the university to facilitate spiritual
growth. So we have an expectation from our students to be met!
For all:
1. Funding
2. Persuading others of importance of
multicultural programming
3. Collaboration
4. Sharing responsibility
5. Indentifying university priorities
6. Overcoming "small Tarleton" mindset
(2K to 10K students)
7. SILOs and growing pains
8. Recruiting student/faculty/staff from
diverse backgrounds
9. Surrounding communities
10 TSU encourage community engagement
1. Increase faculty participation and have students attend programs.
2. How will the 4 GDALs of strategic plan cross lines to support other measures? Do we still have silos?
3. Definition of multicultural for university
4. University must place multicultural as top 3 priority
5. Time off for volunteering
6. Faculty commons
7. Diversity faculty
For all:
For all:
For all:
Deans, transfer services, outreach, public Add partnership programs and
People paradigms
school leadership, TAMUS, CC leadership initiatives
1. Universal access listingshare point
2. Enhanced engagement with
partnerships (internships,
financial support, new
projects, increased placement
rate and stronger
relationships.
3. Unified strategy across
disciplines and departments.
Sense of urgency for all units
to develop partnerships.
Increased # of partners.
Post-It Notes
1. Why not engage Tarleton alumni as ambassadors to strengthen partnerships?
2. How can we parallel these actions with those in strategy 1B?
1. Lack of response/delay. Uncertainty with
definition of partnership
2. Historical disappointments (Bad blood)
and cost
3. Cost and time. Individual buy-in within
units
1. Consider that not all partnerships require Advancement & External Relations to cease the moment to ask for large donations…when small funding/feedback/in kind for specialized projects
is the actual need.
2. Use career development coordinators (as liaisons) to articulate to students the professional and personal needs in for particular industry. (soft skills, academic content, etc.)
3. Consider success from vantage point of impact on students
4. Faculty need to consider integration into classroom and be open and flexible
5. Engage Advancement & External Relations with community relationships.
6. Think about working with fundraising staff in working with partnerships when they might already be engaged in donor cultivation or solicitation
7. Promote partnerships among units at TSU that take advantage of existing resources to promote distinctive qualities that Tarleton possesses.
8. Is there a need for coordination/interface between 1A & 1B? If so – do we need to write that into plan?
For all:
For all:
Deans, department heads, VPs, directors, Progress in Carnegie
Executive directors
framework
For all:
Awareness and buy-in
1. Engage Advancement and External Relations with community partnerships
2. Where do you get money for time travel
3. Kids college
4. Utilize faculty “experts” as public speakers for groups with the local community. Some universities do this by creating a so-called “speakers bureau”. Ask faculty/staff to report speaking
engagements that they arrange independently.
5. It’s not buy-in by faculty/staff. It’s about sharing with whole university.
6. Integrate personal development and feel good programing
For all:
Consulting support, staff (major gift
officers, adv services officer) and
budget time for travel
1. Consultants, president, VPA&E, cabinet,
AVP Development, AVP Marketing,
Director Adv Services, Director
Development
2. Consultants, president, Executive
cabinet
3. VP, AVP Development, CFO and budget
leaders, president and Exec cabinet
4. President, VP and Adv staff, AVP
Development, Director of Development,
Major gift officer, Campaign director
For all:
1. Prospect reluctance
2. Proper staffing
3. Funding
For all:
1. Minimum of $300,000-advertising
and additional staff & consulting.
2. People- all M&C staff, 10+
community members, 2-3 new staff
and 10-12 student workers
For all:
M&C leadership and staff, Exec cabinet,
faculty/staff leadership, feedback
committee, students, alumni
Strengthen mutually beneficial partnerships with
business and industry groups and friends of the
university
1. List existing partnerships
2. Engage with current partners to strengthen relationships
3. Deploy resources to cultivate future/potential partnerships
development.
1. May 2014
2. January 2015
3. February 2014
1. No cost
2. Travel funds & time, external
relations $$, 1 person per unit
minimum
3. Travel funds & time and cost of
potential external resources
Establish a center for community engagement
1. Hire director
2. Collect current activity baseline data (within Carnegie framework)
3. Form relationships with key university and community stakeholders
1. March 1, 2014
2. July 1, 2014
3. December 1, 2014
1. Salary
2. Time
3. Time, travel and funds
Implement a comprehensive capital campaign.
1. Launch feasibility study. (Prospect research, preparing case statement,
finalize prospect list, assemble campaign packet, contact prospects for
interviews, conduct interviews, consultants analyze prospect interview
info, review draft of consultant report, revise and finalize consultant
report, presentation to executive cabinet on final report)
2. Revise and finalize CASE statement based on feedback from prospects in
relation to university priorities guided by strategic plans.
3. Staff major gift function
4. Work with prospects to achieve campaign goals
1. 6 months - June 2014
2. June/July 2014
3. June 2014
4. beginning September 2014
Launch a marketing and branding campaign.
1. Identify roles and coordinate efforts including a branding feedback
committee.
2. Create branding guidelines including graphic and web style guides and
implementation policies including social media
3. Launch strategic branding campaign (tagline!)
In a year-Tagline-known by all-all
campuses and communities. Consistent
logo
For all:
1. Capital campaign
successfully underway
2. More resources available
for university/students/faculty
& staff
For all:
1. Poor communication
2. Reluctance of buy-in from members of
university community
3. Funding
4. Trouble with consensus pf message
5. Demand on staff
1. Noted that new Exec Director of M&C will bring own ideas
2. Consulting factored into time, resources and processes
3. Branding campaign longer than 6-12 months
4. Ground working process during this time
5. Annual review of technologies and publications
Strategy Statement
3 Important Steps
Who needs to be involved?
1. 6 months
2. 3 months
3. 3 months
For all:
Time, personnel involvement, TT
resources and TAMUS
For all:
For all:
Complete communication
President, Exec cabinet, IT staff, M&C staff
process strategy that includes
and faculty/staff leadership
social media
1. Charge each unit to create an aspirational list of personnel and
programmatic recognitions/awards
2. Generate a communication model to broadcast achievements.
3. Integrate recognition/awards for programs and personnel into WEAVE
and unit strategy plans.
1. Spring 2014
2. January 2015
3. Spring 2014
1. Time
2. Exec. Director M&C
3. Time
1. Unit leaders
2. Exec Director M&C, deans, directors,
etc.
3. Unit leaders
1. List of distinctive programs.
2. Select "X"# to promote/focus.
3. Allocate resources.
1. 3 months (spring break)
2. May 1, 2014
3. September 1, 2014
1. No cost
2. Needs assessment
3. $ & facilities
1. Department/College recommendation
2.
3. Additional faculty
1. March 2014, 3-6 months
2. June 2014, 3-6 months
3. August 2014, 6-12 months
For all:
1. Need a mechanism for reporting
2. Need a champion to be responsible
for entire campus
3. Possible travel and human resource
to collect data assertively, notify and
encourage students to apply for
awards
For all:
1. Student engagement
2. JTAC
3. Asst Rodeo Coach
4. Asst Director Rec Sports
5. SGA advisor
For all:
1. Increase participation
2. National recognition
3. Scholarships
4. National positions
For all:
6 months
For all:
1. FTE-already in place
2. Intern (Intern to Learn)
3. Office space
4. Furniture
For all:
1. Tye Minckler
2. Elaine Chew
3. Larry Smith
4. Cabinet (decision making)
For all:
Decision to pursue awards
structured approach to
quality.
DE 2c
1. Based on identified in DE 2b, create policies and guidelines for email,
Based upon identified needs, implement solutions
social media, web and other areas identified.
that improve communication processes including
2. Identify means of communicating and distributing policy information
social media.
3. Create a timeline for above
DE 3a
Enhance the external recognition of Tarleton
programs
DE 3b
Enhance the national reputation of distinctive
academic programs.
1. Gather sources of preexisting data (website, email, social media)
2. Create communications survey and conduct focus groups
3. Compile report of findings
DE 3c
1. Define the distinctive non-academic and competitive programs
Enhance the national reputation of distinctive non2. Take inventory of our current programs
academic competitive programs.
3. Identify the potential opportunities for recognition
DE 3d
Enhance the national reputation of Tarleton
athletic programs.
ES 1a
1. Identify requirements
Pursue Malcolm Baldridge National Quality Award 2. List resources needed for state level award
3. Present findings-decision making
Hurdles/
Challenges
What does success look like?
For all:
For all:
Time, qualtrics, assistance from
President, Exec Cabinet, Exec Director,
Institutional Research and meaningful
M&C staff, IR, Faculty/Staff leadership
involved
Develop a needs assessment and identify preexisting data that continually provide
opportunities to improve communication
processes.
Incorporate service standards into position
descriptions and annual reviews.
Specific Resources
1. 3 months out
2. 6 months out
3. within a year
DE 2b
ES 1b
Specific Time Frames
For all:
Finalized assessment and
present to cabinet
Post-It Notes
1. How will you align to DE3? And other DE2 strategies?
2. Seems to be lots of process to get to implementation. Could we pick a few, e.g. email and implement more quickly?
For all:
3. Timeline for this should be flexible
Qualitative and Quantitative participation,
4. Has anyone suggested Hanover Research? We are contracted with them for 12 months. They will conduct the study for us.
time (lack of) and other demands on staff 5. Buy in seems to be the biggest theme throughout the strategic plan process.
6. Gather/identify? Is that the action?
For all:
1. University buy-in
2. Snag in 2B
3. Demand on staff
4. Poor communication during process
5. No consensus
1. Functional list
2. Units contributing and using 1. Lack of participation
2. Ineffective model and buy-in
model
3. Lack of participation and buy-in
3. Reports reflect
implementation
1. Weighting system
2. Identify what recognition is warranted and thoroughly evaluate the recognition and scale it – is this regional, state, national or international recognitions. This assists in how to promote
it.
3. Student success and alumni success should be considered in the external recognition
1. The Chancellor was quoted in 2 meetings last week as saying that “each regional should have one of these.” Re: Tamu CC Drone Project
2. Sign me up for 5K recruiting budget
3. 5,000 – How do we gain access?
4. 5 departments a year get $5,000 for recruiting and advertising - $25000 first year + 1,250 next year
5. First two years one from each college
6. Can’t repeat for five years – unless we have covered all departments who want in.
7. Cost $25,000 first year and 30,000 after (2nd year)
For all:
1. $$$$
2. Time
3. Buy-in to reporting
1. Have you thought of J-TAC and Publishing awards
2. Great job! Consider – to get a national recognition need to use marketing and coms division and not so much of the JTAC with a campus population focus.
3. Need to be more inclusive of all student group/areas for recognition – could start with these 4 but expand to more
4. Great ideals
5. Student buy-in will be big
6. Finding will play a factor
7. How would we invite AA to collaborate?
None identified
1. Anyone supervising at Tarleton go thru training of Tarleton supervising
2. Don’t go for the award unless it can be used for “reputation improvement”
3. I am unsure the Baldridge award is the best measure for us. Isn’t’ there a better measure for us? Really we need a culture change. Go through the Cameron & Quinn “Diagnosing and
Changing Org. Culture” Competing values
4. Perhaps we should say “Malcolm Baldridge and/or other quality awards.” Not sure if Baldridge is growing in favor or not.
5. Supervisors go through 6 sigma training/project?
6. Need to educate faculty/staff about the goal. There needs to be buy-in. Just having one person in place does not help create a campus culture of service.
1. Busy, follow up commitment
2. Busy, buy-in, commitment, tenure
3. Top support-won't see immediate gainmust still place value
1. Can’t just be accomplished by employee services – must have buy-in from department heads
2. Handing out plan won’t work if it is not correlated to job responsibilities
3. Service Standards should be expanded to non-academic areas who are usually the first point of contact – financial aid, enrollment management, business services
4. Training new hires to create culture of exemplary services – GREAT
5. Developing standards and best practices for services
6. Benchmarking
7. Not just give plan out, but discuss
8. Something easy to do
9. Can service mean defining community service criteria!
10. Incorporate into hiring process too
11. Job description is actual job and not window dressing
12. Adjuncts?
13. What tools could you get to evaluate?
14. Restricted on purpose
15. Few people understand this even on a surface level
Not addressed. Strategy leader not available.
1. New hires receive strategic plan and values. Incorporate into new hire
orientation.
2. Incorporate service standards into evaluation process
3. Define service standards. Survey, identify broad view, consider the
people receiving the service.
1. 6 months
2. Deans report to deans council-best
definitions
3. Spring 2014
1. Purchase the plans
2. Time
3. Data and time
1. Angie Brown
2. Provost
3. Mike Haynes
1. People can connect their
duties to the strategic plan
2. Document submissions are
incorporated in evaluation
process.
3. Presentations at regional
meetings, picture/baseline
Strategy Statement
3 Important Steps
Specific Time Frames
Specific Resources
For all:
1. Web services to help add links to
websites
2. Time for people to come up with
questions
3. Analyze data collected (IR)
Who needs to be involved?
For all:
1. IR
2. Academics-everyone (emails)
3. Web services
4. Faculty Senate
5. Survey committee (IR)
What does success look like?
For all:
1. Change up questions after a
year.
2. Change in feedbackshowing change
3. Process to analyze and
evaluate data
Hurdles/
Challenges
For all:
1. No analyzing feedback
2. Not 100% participation
3. Ignoring feedback received
Implement ongoing assessments of constituent
service satisfaction.
1. Customer service link on emails
2. Add service to class surveys
3. Link to survey on websites
For all:
3 months
ES 2a
Identify and resolve service risks, problems and
opportunities.
1. Complete software implementation:
a. Adaptive
b. EPA
c. e-procurement
d. Higher One
e. Cashiering automation
f. Touchnet upgrade
2. Finalize capital plan for deferred maintenance
3. Train and support budget managers
a. breakfast meetings
b. mentoring program
c. improved reporting
1a. Summer 2014
1b. December 2014
1c. Spring 2014
1d. Summer 2014
1e. ?
1f. ?
2. Spring 2014
3a. Done!
3b. Summer 2014
3c. Fall 2014
For all:
1. Budget analyst FTE
2. $$$
3. unknown
For all:
VPFA senior staff
For all:
Clear financial plan, informed For all:
stakeholder, mistake free
Change management
efficient processes
ES 2b
Develop leading edge IT infrastructure and
support.
1. IT Consultant
2. Banner resources
3. Sharepoint
1. Fall 2014
2. Spring 2015
3. Fall 2014
1. Budget
2. Resources
3. Software
For all:
More productive,
collaborative and compliant
Use Six Sigma, Lean or other efficiency practices
to implement solutions.
1. Apply Six Sigma to cashiering and departmental accounts receivables.
2. Provide training/communication to campus community about process
improvement
3. Document current initiatives
1. Spring/Fall 2014
2. Start Summer 2014-ongoing
3. Fall 2014
For all:
1. Time
2. Intern to Learn
3. Technology
4. $$$
5. IT programming
6. Data
7. SharePoint
8. Training
For all:
1. Banner stakeholders
2. ADMOD/UPMC
3. IT/Cabinet
For all:
1. Larry Smith
2. Management Faculty
3. Lisa Lewis
4. VPFA leadership-initially to be
expanded to other divisions
For all:
1. More efficient process
2. Time savings
For all:
3. Money savings
1. Culture change
4. Wider understanding of Six 2. Marketing/Communication
Sigma and process
improvement
ES 3a
Enhance the sustainability program at Tarleton.
1. Standardize recycling and trash container systems on-campus
1a. Determine campus standard
1b. Develop proposal, approval and funding
1c. Develop communication plan
1d. Develop implementation
1e. Schedule complete project
2. AASHE & STARS-Ability to track and measure sustainability successes on
campus
2a. Join AASHE
2b. Evaluate and purchase web based stars assessment tracking program
2c. Meet with key stakeholders to develop assessment plan
2d. Develop communication plan
2e. STARS training
2f. Begin data entry
1a. 1 month
1b. 1-2 weeks
1c. 1-2 weeks
1d. 1 week
1e. Fall 2014
2a. Done
2b. Done
2c. One month
2d. One month
2e. Two months
2f. Fall 2014
1. Improved appearance on
campus for parents and
perspective students.
1. $$$$, collaboration with assistance
Improved segregation of
with service and residential staff,
1. External Relations, RLL staff, Env
recyclable materials. Improved
potential increase of recyclable may Advisory Council, Faculty Senate, Staff
local, regional and national
1. Resistant to change
create changes to recycling center.
Council, SGA, TSC, Rec Sports, Athletics
perceptions. Improve or
2a. $$$
2. External Relations, Comm plan, Env Adv
compliment recruitment
2b. Academic collaboration, Service
Council, students, SSC
2. National recognition of
departments
Tarleton's efforts within
sustainable programs, degrees
and initiatives.
ES 3b
Incorporate sustainability into the curriculum.
Planning is well underway, in approval process.
ES 1c
ES 2c
Post-It Notes
1. We need to also assess services needs of faculty/staff
2. Need to find out the service level/standard that is expected – then assess where we are
3. I believe post-semester survey is required for all classes, not just online
4. Survey should be approved by committee headed by M. Haynes
5. Use Qualtrics to analyze data
6. We need an effective, transparent process where we continue to review service results
7. Have the survey link
8. Once data is analyzed where do reports go?
9. Develop action plan on feedback?
10. Review process for feedback questions data analysis
11. Be willing to change outside of the box focus for improved service
12. Two things
13. Academic affairs Connie Mathews trail case for email survey
1. Should involve other divisions as well
2. Problem prevention is hard to publicize and not “sexy” - obstacle
3. Those are all “internal” things – what about service risks having to do with students or other external systems?
4. Create a behavior intew. Team to look at the holistic need assessment
5. Will (?) need to expand beyond VPFA division
6. F&A improvement specific – This effort needs to become a continuous improvement effort across campus
7. From outside source?
8. Training for staff on lean?
9. Make it easy and it will be easy to make culture change
10. More specific about resources?
11. People, tools, student workers time?
12. Recycles next to trash cans every one!
13. Specifics about resources?
14. Do “regular” employees need to do anything to make this work?