Ascending Higher. Strategic Plan

Size: px
Start display at page:

Download "Ascending Higher. Strategic Plan"

Transcription

1 College of Aviation Western Michigan University Ascending Higher Strategic Plan Updated: April 25, 2013

2 College of Aviation Strategic Plan Table of Contents Preamble... 2 Our Mission... 3 Our Vision... 3 Our Values... 3 Section 1: Curriculum... 4 Section 2: Students... 7 Section 3: Research... 9 Section 4: Faculty & Staff Section 5: Facilities, Equipment & Infrastructure Section 6: Outreach Summary Appendix 1: Planning Timelines Appendix 2: Strategic Planning Committee Members Page 1 of 18

3 College of Aviation Strategic Plan (Draft) Preamble Meeting the Challenge Changing the Standard to the State of the Art There are few industries as diverse and global than the aviation and air transportation industries. In the United States alone, the civilian aviation industry accounted for $785.5 billion**, or 5.8% of US GDP*. Traditionally, aviation has been beset with cyclic ups and downs, making for unique business challenges and practices. The College of Aviation (COA) at Western Michigan University (WMU) is dedicated to providing the future aviation workforce and leaders to sustain and grow the aviation industry. The COA focuses on offering unique and enriching scenario-based education programs in professional flight, aviation science and administration, and aviation maintenance technology. We provide a strong set of technical skills combined with the knowledge and practice to allow our graduates to become the managers and leaders in the aviation industry. To meet the challenge of providing the next generation of aviation leaders, aviation programs need to move towards providing a holistic education with strong technical skills that are useful to aviation employers immediately. For the College of Aviation at Western Michigan University, this means preparing our students for the aviation manufacturing and airline industries. This means providing educational experiences based on the performance needs of our employers, business and commercial aviation. To ensure all COA programs provide a career-ready graduate, the COA embarked on a comprehensive strategic planning process in January The plan is focused on Curriculum, Students, Research, Faculty and Staff, Facilities and Infrastructure, and Outreach. The plan outlines goals, strategies, and indicators for each area as a foundation for continuous improvement. Strategic plans lay out the high level needs and goals to be achieved. It is a living document subject to annual review and reporting, covering a five year period. Each stakeholder group will develop the tactical plans necessary to meet the strategic goals of the college. Strategic planning also allows the college to focus its effort and direct its resources. Planning allows us to focus on what we believe we can or wish, to do best. The direction of research, hiring, development, etc., all stem from the strategic plan. Where appropriate, parentheses (.)* indicates specific goals or strategies in the WMU Academic Affairs Strategic Plan 2010 that this plan supports. ** The Economic Impact of Civil Aviation on the US Economy, Federal Aviation Administration, December 2009 Page 2 of 18

4 Our Mission College of Aviation Strategic Plan (Draft) The College of Aviation offers programs of study that prepare career-ready graduates for the aviation industry. We promote and maintain a broad-based, diverse learning environment. Our programs of study emphasize the development and use of critical thinking, communication, leadership, global awareness, and technology. College of Aviation research initiatives provide opportunity for students to study and solve real-world problems while adding to the aviation knowledge base. Our Vision The College of Aviation will be the national and international leader in aviation education and applied research. We will provide high quality innovative undergraduate and graduate programs within a technologically advanced environment. We envision a community of scholars focused on applied research centered about Aviation Operational Performance. Through the development of mutually beneficial relationships, we will bring together industry, academia, and community. College of Aviation graduates will be highly sought after by employers world-wide. Our Values Aviation is an industry based on the confidence and trust of the public. The foundation of that trust lies in each person associated with the aviation industry, beginning with the educational process. In the College of Aviation, we begin building that foundation in our students by modeling and adhering to our set of core values: Equity: fair and equal treatment of everyone associated with the college. Respect: we strive to understand, value, appreciate and acknowledge skills and abilities of those around us. Diversity: we value differences in thought, culture, gender, and ethnicity. Safety: we live and work with a culture of proactive safe practices. Transparency: we strive to be open in our policies, procedures, and practices. Inclusion: we welcome participation from faculty, staff, students, alumni, industry, and community Accountability: we will do what we say to all stakeholders. Ethical: we will do the right thing when no one is watching. Motivated: we strive to stay current, be successful, and constantly look to improve. Page 3 of 18

5 Section 1: Curriculum Curriculum is the central element of the College of Aviation. A high quality curriculum both attracts student to Western Michigan University and makes COA graduates the choice of the aviation industry. In the College of Aviation, we believe that graduates need more than a high degree of technical competence. Each COA graduate embodies a set of ten characteristics that provide a holistic balance to the technical education received. Each degree program integrates these characteristics into the curriculum and all outcomes are mapped and assessed. Each degree program uses a scenario-based education philosophy to prepare each graduate for a career as an aviation professional. Page 4 of 18

6 Goal 1.1 Provide each College of Aviation student opportunity to work with students across aviation disciplines to develop a broad understanding of the aviation industry and working with others across aviation. Strategy 1.1.A: Review and identify changes, additions, and/or deletions to the current aviation core curriculum for all students. Indicator 1.1.A.1: Number of common aviation core courses for all aviation students. Strategy 1.1.B: Develop opportunities for increased interaction for students across the college in common courses. Indicator 1.1.B.1: Number of extra-curricular experiences available for all COA students. Goal 1.2 Provide each College of Aviation undergraduate student with a scenario-based education specific to their chosen major that includes the ten attributes, the use of active learning, technology, and a capstone experience valued by industry. Strategy 1.2.A: Review the aviation administration curriculum and identify changes, additions, and/or deletions required and create a set of specialization areas. (strategy 1.1)* Indicator 1.2.A.1: Curriculum plan, with timelines and resource needs, for aviation administration. Indicator 1.2.A.2: Curriculum review by outside academic and industry sources. Indicator 1.2.A.3: Inclusion of AABI accreditation criteria and assessment. Strategy 1.2.B: Restructure the aviation maintenance science program to into a 3+1 model, completing the Part 147 coursework by the end of semester 6. (strategy 1.1)* Indicator 1.2.B.1: Restructuring of aviation maintenance technology program complete. Strategy 1.2.C: Develop a new upper level set of scenario-based capstone experiences for aviation maintenance science students. (strategy 1.1)* Indicator 1.2.C.1: Curriculum plan, with timelines and resource needs, for aviation maintenance science. Indicator 1.2.C.2: Curriculum review by outside academic and industry sources. Indicator 1.2.C.3: Inclusion of AABI accreditation criteria and assessment. Page 5 of 18

7 Strategy 1.2.D: Review the aviation flight science curriculum and identify changes, additions, and/or deletions required and create a set curriculum focus areas. (strategy 1.1)* Indicator 1.2.D.1: Curriculum plan, with timelines and resource needs, for aviation flight science. Indicator 1.2.D.2: Curriculum review by outside academic and industry sources. Indicator 1.2.D.3: Inclusion of AABI accreditation criteria and assessment. Strategy 1.2.E: Increase the use of educational technology in the classroom that prepare students for the electronic workplace. (strategy 1.4)* Indicator 1.2.E.1: Number of aviation flight science courses that utilized technology in addition to use of the learning management system. Indicator 1.2.E.2: Number of Aviation Management courses that utilized technology in addition to use of the learning management system Indicator 1.2.E.3: Number of Aviation Maintenance courses that utilized technology in addition to use of the learning management system. Goal 1.3 Develop a graduate degree program in the College of Aviation. Strategy 1.3.A: Create a set of courses that support existing graduate degree programs at the university. (strategies 3.1 & 3.2)* Indicator 1.3.A.1: Number of courses created. Indicator 1.3.A.2: Number of colleges using aviation graduate courses. Strategy 1.3.B: Increase faculty participation in graduate activities such as teaching courses and serving on graduate student committees. Indicator 1.3.B.1: Number of COA faculty on the graduate faculty. Indicator 1.3.B.2: Number of COA faculty teaching graduate courses. Indicator 1.3.B.3: Number of COA faculty serving on graduate student committees. Indicator 1.3.B.4: Number of COA faculty chairing graduate student committees. Strategy 1.3.C: Develop a masters degree curriculum with multiple delivery modes for the college. (strategy 3.1)* Indicator 1.3.C.1: Program created and submitted for approval. Indicator 1.3.C.2: Number and types of alternative delivery modes. Page 6 of 18

8 Goal 1.4 Provide opportunities for College of Aviation students to study outside the United States. Strategy 1.4.A: Increase the number of aviation study abroad options with pre-identified transferrable courses. Indicator 1.4.A.1: Number of aviation-specific programs with predetermined courses at host institution that will advance progress towards graduation. Indicator 1.4.A.2: Number of COA student participating in aviation-specific study abroad programs. Indicator 1.4.A.3: Number of COA students participating in study abroad programs in general. Strategy 1.4.B: Develop short study experiences for COA students with an aviation focus. Indicator 1.4.B.1: Number of aviation short study (less than a traditional semester length experience) opportunities. Page 7 of 18

9 Section 2: Students Students are the reason that WMU and the College of Aviation exist. In addition to preparing the next generation of aviation leaders and managers with outstanding curricula, we need to provide a positive and supportive environment within which each individual student learns and grows. This environment includes a closer enrollment balance between programs and exposure to a diverse group of fellow students, mirroring what we see in the aviation industry. An integral part of student development is participation in registered student organizations. Students learn about working toward a common purpose and develop leadership and teamwork skills. The COA is committed to furthering the growth and activities of aviation-related registered student organizations. Goal 2.1 Provide each student with a comprehensive set of services that include academic advising and planning and career mentoring. Strategy 2.1.A: Review the existing set of COA student services and identify changes, additions, and/or deletions required. (strategy 1.7)* Indicator 2.1.A.1: Provide a summary report of student services and a plan of action. Strategy 2.1.B: Improve retention of COA students. (strategy 1.8)* Indicator 2.1.B.1: Retention rate for COA students. Strategy 2.1.C: Increase soft-skill professional preparation of each student. Indicator 2.1.C.1: Number and type of professional enhancement activities for students. Indicator 2.1.C.2: Total number of COA students participating in professional enhancement activities. Goal 2.2 Increase enrollment across the COA, with a program enrollment balance between disciplines of 20% or less. Strategy 2.2.A: Develop a series of specific recruiting events for the COA. (strategies 2.1, 2.4 & 2.6)* Indicator 2.2.A.1: Enrollment numbers for the college. Indicator 2.2.A.3: Number and type of recruiting activities. Indicator 2.2.A.4: Contacts generated at specific aviation recruiting events. Indicator 2.2.A.5: Yield rate for COA. Indicator 2.2.A.6: Number of students enrolled in COA graduate courses. Page 8 of 18

10 Goal 2.3 Increase student diversity in the College of Aviation. Strategy 2.3.A: Increase the diversity of the College of Aviation to match the overall demographic mix of the university. (strategy 7.3)* Indicator 2.3.A.1: Number of students in the COA and program by gender and ethnicity Goal 2.4 Support and grow aviation registered student organizations. Strategy 2.4.A: Increase the activities and size of registered student organizations. Indicator 2.4.A.1: Number of students actively participating in registered student organizations. Indicator 2.4.A.2: Number of type of activities, aside from routine meetings, for each registered student organization. Strategy 2.4.B: Increase support for registered student organizations. Indicator 2.4.B.1: Amount and type of support provided to registered student organizations by the college and university. Page 9 of 18

11 Section 3: Research Western Michigan University is a student-focused, research university. In the College of Aviation, we have determined that applications-based research is appropriate to serve the aviation industry and the university. The college has performed successful research in multiple areas. However, the COA proposes to focus its efforts along our areas of strength to maximize effort and effect. Goal 3.1 Develop a research focus for the COA. Strategy 3.1.A: Identify a research focus for the college. (strategy 5.2)* Indicator 3.1.A.1: Specified and defined set research areas for the COA by faculty. Strategy 3.1.B: Identify a set of research projects for each focus area. (strategy 5.2)* Indicator 3.1.B.1: Specify a set of research topics for each focus area. Goal 3.2 Significantly increase the amount of research activity in the COA. Strategy 3.2.A: Develop research groups within the COA that reflect its focus areas: Safety Management Systems; Education and Training and Human Performance. (strategies 5.1 & 5.2)* Indicator 3.2.A.2: Number of faculty participating in the research process. Strategy 3.2.B: Develop research groups with faculty external to the COA. (strategy 5.2)* Indicator 3.2.B.1: Number of research groups with faculty external to the COA and WMU. Indicator 3.2.B.2: Number of faculty participating in the research process within the external groups. Strategy 3.2.C: Increase the number of proposals submitted by 30% per year. Indicator: 3.2.C.1: Number of internal proposals submitted. Indicator 3.2.C.2: Number of external proposals submitted. Strategy 3.2.D: Increase the dollar level of proposals submitted by 50% per year. Indicator: 3.2.D.1: Value of internal proposals submitted. Indicator 3.2.D.2: Value of external proposals submitted. Page 10 of 18

12 Strategy 3.2.E: Develop incentives and provide release time for faculty to initiate research. (strategy 5.1)* Indicator: 3.2.E.1 Amount of release time provided to faculty to perform research (part of load, not bought out). Goal 3.3 Establish a research center facility for COA. Strategy 3.3.A: Develop a research space that fosters collaboration. (strategies 5.2, 5.5, 6.1 & 6.3)* Indicator 3.3.A.1: Location, size, and equipment in a research center. Indicator 3.3.A.2: Number of researchers utilizing the research center. Indicator: 3.3.A.3: Number of projects utilizing the research center. Page 11 of 18

13 Section 4: Faculty and Staff Highly qualified faculty and staff are essential to the continued success of the College of Aviation. Planned enrollment growth will require additional lines to be identified and funded. Targeted hiring of faculty will be required as programs grow, become more focused and graduate degrees are added to the curriculum. Faculty and staff require, and often request, opportunities for continued professional development. Providing opportunities for professional growth will keep faculty and staff growing and vibrant. Goal 4.1 Create a master plan for hiring of faculty and staff based on updated curriculum and research priorities. Strategy 4.1.A: Determine the number of faculty and staff, and their qualifications, required to implement the various curriculum and associated plans developed. (strategy 7.4)* Indicator 4.1.A.1: Number and type of faculty and staff required per year through Strategy 4.1.B: Develop funding mechanisms to increase faculty and staff as enrollment grows. Indicator 4.1.B.1: Number of faculty and staff hired (replacement and new lines) per year. Goal 4.2 Promote and encourage faculty and staff participation in professional development and growth. Strategy 4.2.A: Based on future curriculum and delivery needs, determine what additional skill sets are required for faculty and staff. (strategy 7.5)* Indicator 4.2.A.1: Listing of professional development requests by type and need. Indicator 4.2.A.2: Number of faculty and staff participating. Indicator 4.2.A.3: Additional skills and certifications acquired by faculty and staff. Strategy 4.2.B: Increase the amount of support, time and cost, for faculty and staff to engage in professional development. (strategy 7.7)* Indicator 4.2.B.1: Amount of funding provided for professional development. Page 12 of 18

14 Section 5: Facilities, Equipment and Infrastructure The College of Aviation utilizes facilities in both Battle Creek and Kalamazoo. The main COA facilities are located in a dedicated complex at the Kellogg Airport in Battle Creek. Facilities include the Aviation Education Center, flight operations building, maintenance education hangar, simulator facility, and fleet maintenance and storage hangars. Flight and maintenance education courses are typically held in Battle Creek. The COA has a small office presence in Kohrman Hall on the main campus in Kalamazoo. Academic advising, courses, and some faculty are housed in the Kohrman facility. Maintaining effective interaction and communication between the two locations is challenging, especially for COA students. Currently, students are assessed a transportation fee that provides for a limited shuttle service between campuses. Several faculty, including the faculty chair, work between the two locations. Goal 5.1 Maintain a master aviation facilities plan and identify changes, additions, and/or deletions required based on updated curriculum and research priorities. Strategy 5.1.A: Review and update the existing Battle Creek master plan. Indicator 5.1.A.1: Battle Creek facilities master plan updated. Indicator 5.1.A.2: Funds acquired that support master facilities plan. Indicator 5.1.A.3: Number of items completed in Battle Creek master facilities plan. Strategy 5.1.B: Develop a infrastructure plan to support transport category aircraft operations and maintenance for educational purposes (ground operations only). Indicator 5.1.B.1: Number of large aircraft infrastructure items obtained for support. Goal 5.2 Develop a set of equipment acquisition needs and plans for each program to meet updated curriculum priorities. Strategy 5.2.A: Develop an equipment needs assessment and acquisition plan for general COA academic needs. Indicator 5.2.A.1: Listing of specific needs for the college in general with justification. Indicator 5.2.A.2: Track progress of acquisition against timelines. Strategy 5.2.B: Develop an equipment needs assessment and acquisition plan for aviation administration. Indicator 5.2.B.1: Listing of specific needs for aviation administration with justification. Indicator 5.2.B.2: Track progress of acquisition against timelines. Page 13 of 18

15 Strategy 5.2.C: Develop an equipment needs assessment and acquisition plan for aviation maintenance science. Indicator 5.2.C.1: Listing of specific needs for aviation maintenance technology with justification. Indicator 5.2.C.2: Track progress of acquisition against timelines. Strategy 5.2.D: Develop an equipment needs assessment and acquisition plan for aviation flight science. Indicator 5.2.D.1: Listing of specific needs for aviation flight science with justification. Indicator 5.2.D.2: Track progress of acquisition against timelines. Goal 5.3 Develop a plan to enhance the Kalamazoo campus space and infrastructure to enhance utilization and connection to Battle Creek. Strategy 5.3.A: Develop in-house video capabilities between locations. Indicator 5.3.A.1: Number of meetings using video between locations. Strategy 5.3.B: Improve temporary use space for faculty and staff moving between locations. Indicator 5.3.B.1: Improvements made to the Kohrman facility. Indicator 5.3.B.2: Number of students utilizing the advising center. Strategy 5.3.C: Provide improved transportation options between Battle Creek and Kalamazoo. Indicator 5.3.C.1: Number of people riding the shuttle between campuses. Indicator 5.3.C.2: Number of people not accommodated by shuttle service. Indicator 5.3.C.3: Hourly shuttle service during hours of operation.. Goal 5.4 Establish a research center facility for the COA.. Strategy 5.4.A: Develop a facility for common use that fosters collaborative research. Indicator 5.4.A.1: Amount of space allocated for a research center. Strategy 5.4.B: Acquire equipment for the research center. Indicator 5.4.B.1: Equipment acquired for the research center. Page 14 of 18

16 Section 6: Outreach The College of Aviation recognizes the need to increase the participation of alumni, donors, industry, and potential students to grow the aviation programs while maintaining a high level of program and infrastructure quality. As state support declines, developing external sources of revenue while attracting the best students presents a challenge. Various initiatives have been put into place but a unified plan is required across the college that coordinates itself with similar university level efforts. Goal 6.1 Develop a COA alumni participation plan. Strategy 6.1.A: Perform a needs analysis to determine what alumni services and communication methods are required. (strategy 8.1)* Strategy 6.1.A.1: Report on current alumni interactions and participation with the college. Strategy 6.1.B: Create a set of alumni services and tools to increase alumni interaction with the college. (strategy 8.1)* Indicator 6.1.B.1: Alumni needs analysis communication and interaction plan, with timeline and resource needs identified, to meet alumni needs that coordinates with the university alumni association. Goal 6.2 Develop a COA development plan. Strategy 6.2.A: Based on overall curriculum and facility needs, create a COA specific development plan with goals, targets, and timelines in conjunction with the WMU development campaign. Indicator 6.2.A.1: COA development plan approved. Indicator 6.2.A.2: Annual progress on plan fulfillment. Goal 6.3 Restructure the COA Advisory Board. Strategy 6.3.A: Evaluate the advisory board structure, activity, and membership and create a plan for future activities. Indicator 6.3.A.1: Report on current industry advisory board structure, activity, and member effectiveness. Indicator 6.3.A.2: Implementation of industry advisory board activity plan for Indicator 6.3.A.3: Industry advisory board activities and measurable effects on the college. Page 15 of 18

17 Goal 6.4 Create a series of community service initiatives for COA students. Strategy 6.4.A: Working with local volunteer organizations, create opportunities for COA students to gain service experience that supports the overall WMU service mission. (strategies 8.3 & 8.4)* Indicator 6.4.A.1: Number of coordinated experiences available for COA students. Indicator 6.4.A.2: Number of students participating. Goal 6.5 Provide opportunities for students entering the COA with previous post-secondary educational experience. Strategy 6.5.A: Increase the number of articulation and joint enrollment programs. (strategies 2.7 & 7.8)* Indicator 6.5.A.1: Number of articulation agreements. Indicator 6.5.A.2: Number of dual enrollment programs. Indicator 6.5.A.3: Number of students enrolled in the COA from articulation programs and dual enrollment programs. Goal 6.6 Create a series of programs for K-12 students that interest them in STEM in general and aviation in particular. Strategy 6.6.A: Create a series of aviation specific STEM programs for K-12 students. Indicator 6.6.A.1: Number of K-12 programs performed annually. Indicator 6.6.A.2: Number of K-12 students participating in COA-STEM programs. Indicator 6.6.A.3: Number of K-12 students who pursue STEM related disciplines. Page 16 of 18

18 Summary The College of Aviation has articulated its needs and priorities for the next three to five years in this strategic planning document. The college is poised and ready to elevate its programs to a higher level, increase enrollment, and move forward securing the resources to fulfill our mission of providing the aviation industry with highly educated career-ready personnel. While this plan looks three to five years into the future, many of the goals and strategies look to be achieved within one to three years. Therefore, this plan will require substantive review and modification during the academic year. In all events, the plan will be reviewed annually and progress noted. Major reviews will occur every five years. Page 17 of 18

19 Appendix 1: Planning Timelines October 2013, 2014: annual plan review. December 2013, 2014, 2015: annual progress report. September 2015: five year major plan review. Page 18 of 18

DRAFT Strategic Plan INTERNAL CONSULTATION DOCUMENT. University of Waterloo. Faculty of Mathematics

DRAFT Strategic Plan INTERNAL CONSULTATION DOCUMENT. University of Waterloo. Faculty of Mathematics University of Waterloo Faculty of Mathematics DRAFT Strategic Plan 2012-2017 INTERNAL CONSULTATION DOCUMENT 7 March 2012 University of Waterloo Faculty of Mathematics i MESSAGE FROM THE DEAN Last spring,

More information

Procedures for Academic Program Review. Office of Institutional Effectiveness, Academic Planning and Review

Procedures for Academic Program Review. Office of Institutional Effectiveness, Academic Planning and Review Procedures for Academic Program Review Office of Institutional Effectiveness, Academic Planning and Review Last Revision: August 2013 1 Table of Contents Background and BOG Requirements... 2 Rationale

More information

I. Proposal presentations should follow Degree Quality Assessment Board (DQAB) format.

I. Proposal presentations should follow Degree Quality Assessment Board (DQAB) format. NEW GRADUATE PROGRAM ASSESSMENT CRITERIA POLICY NUMBER ED 8-5 REVIEW DATE SEPTEMBER 27, 2015 AUTHORITY PRIMARY CONTACT SENATE ASSOCIATE VICE-PRESIDENT, RESEARCH AND GRADUATE STUDIES POLICY The criteria

More information

STUDENT EXPERIENCE a focus group guide

STUDENT EXPERIENCE a focus group guide STUDENT EXPERIENCE a focus group guide September 16, 2016 Overview Participation Thank you for agreeing to participate in an Energizing Eyes High focus group session. We have received research ethics approval

More information

Assumption University Five-Year Strategic Plan ( )

Assumption University Five-Year Strategic Plan ( ) Assumption University Five-Year Strategic Plan (2014 2018) AU Strategies for Development AU Five-Year Strategic Plan (2014 2018) Vision, Mission, Uniqueness, Identity and Goals Au Vision Assumption University

More information

Swinburne University of Technology 2020 Plan

Swinburne University of Technology 2020 Plan Swinburne University of Technology 2020 Plan science technology innovation Swinburne University of Technology 2020 Plan Embracing change This is an exciting time for Swinburne. Tertiary education is undergoing

More information

California Professional Standards for Education Leaders (CPSELs)

California Professional Standards for Education Leaders (CPSELs) Standard 1 STANDARD 1: DEVELOPMENT AND IMPLEMENTATION OF A SHARED VISION Education leaders facilitate the development and implementation of a shared vision of learning and growth of all students. Element

More information

Augusta University MPA Program Diversity and Cultural Competency Plan. Section One: Description of the Plan

Augusta University MPA Program Diversity and Cultural Competency Plan. Section One: Description of the Plan Augusta University MPA Program Diversity and Cultural Competency Plan Section One: Description of the Plan Over the past 20 years, the United States has gone through tremendous changes. Those changes include

More information

The University of North Carolina Strategic Plan Online Survey and Public Forums Executive Summary

The University of North Carolina Strategic Plan Online Survey and Public Forums Executive Summary The University of North Carolina Strategic Plan Online Survey and Public Forums Executive Summary The University of North Carolina General Administration January 5, 2017 Introduction The University of

More information

Communication Disorders Program. Strategic Plan January 2012 December 2016

Communication Disorders Program. Strategic Plan January 2012 December 2016 Communication Disorders Program Strategic Plan January 2012 December 2016 Preamble The Communication Disorders Program (CD) at Georgia State University began with only one faculty member in 1974. The Program

More information

Standards and Criteria for Demonstrating Excellence in BACCALAUREATE/GRADUATE DEGREE PROGRAMS

Standards and Criteria for Demonstrating Excellence in BACCALAUREATE/GRADUATE DEGREE PROGRAMS Standards and Criteria for Demonstrating Excellence in BACCALAUREATE/GRADUATE DEGREE PROGRAMS World Headquarters 11520 West 119th Street Overland Park, KS 66213 USA USA Belgium Perú acbsp.org info@acbsp.org

More information

Mary Washington 2020: Excellence. Impact. Distinction.

Mary Washington 2020: Excellence. Impact. Distinction. 1 Mary Washington 2020: Excellence. Impact. Distinction. Excellence in the liberal arts has long been the bedrock of the University s educational philosophy. UMW boldly asserts its belief that the best

More information

Volunteer State Community College Strategic Plan,

Volunteer State Community College Strategic Plan, Volunteer State Community College Strategic Plan, 2005-2010 Mission: Volunteer State Community College is a public, comprehensive community college offering associate degrees, certificates, continuing

More information

Strategic Plan SJI Strategic Plan 2016.indd 1 4/14/16 9:43 AM

Strategic Plan SJI Strategic Plan 2016.indd 1 4/14/16 9:43 AM Strategic Plan SJI Strategic Plan 2016.indd 1 Plan Process The Social Justice Institute held a retreat in December 2014, guided by Starfish Practice. Starfish Practice used an Appreciative Inquiry approach

More information

Comprehensive Program Review (CPR)

Comprehensive Program Review (CPR) Program Description The MSJC Art Department offers five different awards. For students who intend to transfer to a four-year university, MSJC offers Associates of Art degrees in Art History, Studio Arts

More information

GUIDE TO EVALUATING DISTANCE EDUCATION AND CORRESPONDENCE EDUCATION

GUIDE TO EVALUATING DISTANCE EDUCATION AND CORRESPONDENCE EDUCATION GUIDE TO EVALUATING DISTANCE EDUCATION AND CORRESPONDENCE EDUCATION A Publication of the Accrediting Commission For Community and Junior Colleges Western Association of Schools and Colleges For use in

More information

Xenia Community Schools Board of Education Goals. Approved May 12, 2014

Xenia Community Schools Board of Education Goals. Approved May 12, 2014 Xenia Community Schools of Education Goals Approved May 12, 2014 Pro Tem Priorities Improved Communication Goals Strategies Measureable Actions Timing *Clarify and understand who we serve, how we serve

More information

Lincoln School Kathmandu, Nepal

Lincoln School Kathmandu, Nepal ISS Administrative Searches is pleased to announce Lincoln School Kathmandu, Nepal Seeks Elementary Principal Application Deadline: October 30, 2017 Visit the ISS Administrative Searches webpage to view

More information

2020 Strategic Plan for Diversity and Inclusive Excellence. Six Terrains

2020 Strategic Plan for Diversity and Inclusive Excellence. Six Terrains 2020 Strategic Plan for Diversity and Inclusive Excellence Six Terrains The University of San Diego 2020 Strategic Plan for Diversity and Inclusive Excellence identifies six terrains that establish vision

More information

State Parental Involvement Plan

State Parental Involvement Plan A Toolkit for Title I Parental Involvement Section 3 Tools Page 41 Tool 3.1: State Parental Involvement Plan Description This tool serves as an example of one SEA s plan for supporting LEAs and schools

More information

Accreditation in Europe. Zürcher Fachhochschule

Accreditation in Europe. Zürcher Fachhochschule Accreditation in Europe The Bologna Process & The European Higher Education Area The Bologna Process & The European Higher Education Area The goals of the Bologna Process are to increase Mobility of teaching

More information

VOL VISION 2020 STRATEGIC PLAN IMPLEMENTATION

VOL VISION 2020 STRATEGIC PLAN IMPLEMENTATION VOL VISION 2020 STRATEGIC PLAN IMPLEMENTATION CONTENTS Vol Vision 2020 Summary Overview Approach Plan Phase 1 Key Initiatives, Timelines, Accountability Strategy Dashboard Phase 1 Metrics and Indicators

More information

FACULTY OF PSYCHOLOGY

FACULTY OF PSYCHOLOGY FACULTY OF PSYCHOLOGY STRATEGY 2016 2022 // UNIVERSITY OF BERGEN STRATEGY 2016 2022 FACULTY OF PSYCHOLOGY 3 STRATEGY 2016 2022 (Adopted by the Faculty Board on 15 June 2016) The Faculty of Psychology has

More information

ACCREDITATION STANDARDS

ACCREDITATION STANDARDS ACCREDITATION STANDARDS Description of the Profession Interpretation is the art and science of receiving a message from one language and rendering it into another. It involves the appropriate transfer

More information

10/6/2017 UNDERGRADUATE SUCCESS SCHOLARS PROGRAM. Founded in 1969 as a graduate institution.

10/6/2017 UNDERGRADUATE SUCCESS SCHOLARS PROGRAM. Founded in 1969 as a graduate institution. UNDERGRADUATE SUCCESS SCHOLARS PROGRAM THE UNIVERSITY OF TEXAS AT DALLAS Founded in 1969 as a graduate institution. Began admitting upperclassmen in 1975 and began admitting underclassmen in 1990. 1 A

More information

Focus on. Learning THE ACCREDITATION MANUAL 2013 WASC EDITION

Focus on. Learning THE ACCREDITATION MANUAL 2013 WASC EDITION Focus on Learning THE ACCREDITATION MANUAL ACCREDITING COMMISSION FOR SCHOOLS, WESTERN ASSOCIATION OF SCHOOLS AND COLLEGES www.acswasc.org 10/10/12 2013 WASC EDITION Focus on Learning THE ACCREDITATION

More information

Student Experience Strategy

Student Experience Strategy 2020 1 Contents Student Experience Strategy Introduction 3 Approach 5 Section 1: Valuing Our Students - our ambitions 6 Section 2: Opportunities - the catalyst for transformational change 9 Section 3:

More information

2015 Academic Program Review. School of Natural Resources University of Nebraska Lincoln

2015 Academic Program Review. School of Natural Resources University of Nebraska Lincoln 2015 Academic Program Review School of Natural Resources University of Nebraska Lincoln R Executive Summary Natural resources include everything used or valued by humans and not created by humans. As a

More information

ABET Criteria for Accrediting Computer Science Programs

ABET Criteria for Accrediting Computer Science Programs ABET Criteria for Accrediting Computer Science Programs Mapped to 2008 NSSE Survey Questions First Edition, June 2008 Introduction and Rationale for Using NSSE in ABET Accreditation One of the most common

More information

Position Statements. Index of Association Position Statements

Position Statements. Index of Association Position Statements ts Association position statements address key issues for Pre-K-12 education and describe the shared beliefs that direct united action by boards of education/conseil scolaire fransaskois and their Association.

More information

Higher Education Review (Embedded Colleges) of Navitas UK Holdings Ltd. Hertfordshire International College

Higher Education Review (Embedded Colleges) of Navitas UK Holdings Ltd. Hertfordshire International College Higher Education Review (Embedded Colleges) of Navitas UK Holdings Ltd April 2016 Contents About this review... 1 Key findings... 2 QAA's judgements about... 2 Good practice... 2 Theme: Digital Literacies...

More information

BYLAWS of the Department of Electrical and Computer Engineering Michigan State University East Lansing, Michigan

BYLAWS of the Department of Electrical and Computer Engineering Michigan State University East Lansing, Michigan BYLAWS of the Department of Electrical and Computer Engineering Michigan State University East Lansing, Michigan 48824-1226 ADOPTED 9-24-71 AMENDED 2-3-72 5-31-77 4-26-83 2-10-88 6-7-90 5-5-94 4-27-95

More information

PROPOSAL FOR NEW UNDERGRADUATE PROGRAM. Institution Submitting Proposal. Degree Designation as on Diploma. Title of Proposed Degree Program

PROPOSAL FOR NEW UNDERGRADUATE PROGRAM. Institution Submitting Proposal. Degree Designation as on Diploma. Title of Proposed Degree Program PROPOSAL FOR NEW UNDERGRADUATE PROGRAM Institution Submitting Proposal Degree Designation as on Diploma Title of Proposed Degree Program EEO Status CIP Code Academic Unit (e.g. Department, Division, School)

More information

Director, Ohio State Agricultural Technical Institute

Director, Ohio State Agricultural Technical Institute Director, Ohio State Agricultural Technical Institute The Ohio State University invites applications and nominations for the position of Director, Ohio State Agricultural Technical Institute (Ohio State

More information

MSW POLICY, PLANNING & ADMINISTRATION (PP&A) CONCENTRATION

MSW POLICY, PLANNING & ADMINISTRATION (PP&A) CONCENTRATION MSW POLICY, PLANNING & ADMINISTRATION (PP&A) CONCENTRATION Overview of the Policy, Planning, and Administration Concentration Policy, Planning, and Administration Concentration Goals and Objectives Policy,

More information

The Teaching and Learning Center

The Teaching and Learning Center The Teaching and Learning Center Created in Fall 1996 with the aid of a federal Title III grant, the purpose of LMC s Teaching and Learning Center (TLC) is to introduce new teaching methods and classroom

More information

Self Assessment. InTech Collegiate High School. Jason Stanger, Director 1787 Research Park Way North Logan, UT

Self Assessment. InTech Collegiate High School. Jason Stanger, Director 1787 Research Park Way North Logan, UT Jason Stanger, Director 1787 Research Park Way North Logan, UT 84341-5600 Document Generated On June 13, 2016 TABLE OF CONTENTS Introduction 1 Standard 1: Purpose and Direction 2 Standard 2: Governance

More information

Colorado State University Department of Construction Management. Assessment Results and Action Plans

Colorado State University Department of Construction Management. Assessment Results and Action Plans Colorado State University Department of Construction Management Assessment Results and Action Plans Updated: Spring 2015 Table of Contents Table of Contents... 2 List of Tables... 3 Table of Figures...

More information

FRANKLIN D. CHAMBERS,

FRANKLIN D. CHAMBERS, CURRICULUM VITAE FRANKLIN D. CHAMBERS, Ph.D. EDUCATIONAL BACKGROUND Doctor of Philosophy: Organizational Communications Howard University, Washington, D.C. Masters Degree: Educational Administration Howard

More information

Online Master of Business Administration (MBA)

Online Master of Business Administration (MBA) Online Master of Business Administration (MBA) Dear Prospective Student, Thank you for contacting the University of Maryland s Robert H. Smith School of Business. By requesting this brochure, you ve taken

More information

Division of Student Affairs Annual Report. Office of Multicultural Affairs

Division of Student Affairs Annual Report. Office of Multicultural Affairs Department Mission/Vision Statement Division of Student Affairs 2009-2010 Annual Report Office of Multicultural Affairs The Office of Multicultural Affairs provides comprehensive academic, personal, social,

More information

University of Toronto

University of Toronto University of Toronto OFFICE OF THE VICE PRESIDENT AND PROVOST Governance and Administration of Extra-Departmental Units Interdisciplinarity Committee Working Group Report Following approval by Governing

More information

Goal #1 Promote Excellence and Expand Current Graduate and Undergraduate Programs within CHHS

Goal #1 Promote Excellence and Expand Current Graduate and Undergraduate Programs within CHHS Goal #1 Promote Excellence and Expand Current Graduate and Undergraduate Programs within CHHS Objectives Actions Outcome Responsibility Objective 1 Develop innovative alternative methodologies for educational

More information

SELF-STUDY QUESTIONNAIRE FOR REVIEW of the COMPUTER SCIENCE PROGRAM

SELF-STUDY QUESTIONNAIRE FOR REVIEW of the COMPUTER SCIENCE PROGRAM Disclaimer: This Self Study was developed to meet the goals of the CAC Session at the 2006 Summit. It should not be considered as a model or a template. ABET Computing Accreditation Commission SELF-STUDY

More information

What is an internship?

What is an internship? What is an internship? An internship or work placement is an important opportunity to gain working experience in a particular career area. There are generally two types of internship that are available,

More information

A Strategic Plan for the Law Library. Washington and Lee University School of Law Introduction

A Strategic Plan for the Law Library. Washington and Lee University School of Law Introduction A Strategic Plan for the Law Library Washington and Lee University School of Law 2010-2014 Introduction Dramatic, rapid and continuous change in the content, creation, delivery and use of information in

More information

What Is a Chief Diversity Officer? By. Dr. Damon A. Williams & Dr. Katrina C. Wade-Golden

What Is a Chief Diversity Officer? By. Dr. Damon A. Williams & Dr. Katrina C. Wade-Golden What Is a Chief Diversity Officer? By Dr. Damon A. Williams & Dr. Katrina C. Wade-Golden To meet the needs of increasingly diverse campuses, many institutions have developed executive positions to guide

More information

Statewide Strategic Plan for e-learning in California s Child Welfare Training System

Statewide Strategic Plan for e-learning in California s Child Welfare Training System Statewide Strategic Plan for e-learning in California s Child Welfare Training System Decision Point Outline December 14, 2009 Vision CalSWEC, the schools of social work, the regional training academies,

More information

An Introduction to LEAP

An Introduction to LEAP An Introduction to LEAP Liberal Education America s Promise Excellence for Everyone as a Nation Goes to College An Introduction to LEAP About LEAP Liberal Education and America s Promise (LEAP) is a national

More information

Cultivating an Enriched Campus Community

Cultivating an Enriched Campus Community Cultivating an Enriched Campus Community The Goal: Create and support a dynamic inclusive campus community that provides high-quality, student-centered outof-class learning experiences to prepare students

More information

Developing a Distance Learning Curriculum for Marine Engineering Education

Developing a Distance Learning Curriculum for Marine Engineering Education Paper ID #17453 Developing a Distance Learning Curriculum for Marine Engineering Education Dr. Jennifer Grimsley Michaeli P.E., Old Dominion University Dr. Jennifer G. Michaeli, PE is the Director of the

More information

SERVICE-LEARNING Annual Report July 30, 2004 Kara Hartmann, Service-Learning Coordinator Page 1 of 5

SERVICE-LEARNING Annual Report July 30, 2004 Kara Hartmann, Service-Learning Coordinator Page 1 of 5 Page 1 of 5 PROFILE The mission of the Service-Learning Program is to foster citizenship and enhance learning through active involvement in academically-based community service. Service-Learning is a teaching

More information

UK Institutional Research Brief: Results of the 2012 National Survey of Student Engagement: A Comparison with Carnegie Peer Institutions

UK Institutional Research Brief: Results of the 2012 National Survey of Student Engagement: A Comparison with Carnegie Peer Institutions UK Institutional Research Brief: Results of the 2012 National Survey of Student Engagement: A Comparison with Carnegie Peer Institutions November 2012 The National Survey of Student Engagement (NSSE) has

More information

Curriculum Development Manual: Academic Disciplines

Curriculum Development Manual: Academic Disciplines 0990 SAN JACINTO COLLEGE DISTRICT Curriculum Development Manual: Academic Disciplines 2017-2018 Developed and Compiled by the Curriculum Process Task Force Originally Adopted May, 1999 Revised May 2017

More information

Initial English Language Training for Controllers and Pilots. Mr. John Kennedy École Nationale de L Aviation Civile (ENAC) Toulouse, France.

Initial English Language Training for Controllers and Pilots. Mr. John Kennedy École Nationale de L Aviation Civile (ENAC) Toulouse, France. Initial English Language Training for Controllers and Pilots Mr. John Kennedy École Nationale de L Aviation Civile (ENAC) Toulouse, France Summary All French trainee controllers and some French pilots

More information

Core Strategy #1: Prepare professionals for a technology-based, multicultural, complex world

Core Strategy #1: Prepare professionals for a technology-based, multicultural, complex world Wright State University College of Education and Human Services Strategic Plan, 2008-2013 The College of Education and Human Services (CEHS) worked with a 25-member cross representative committee of faculty

More information

STRATEGIC GROWTH FROM THE BASE OF THE PYRAMID

STRATEGIC GROWTH FROM THE BASE OF THE PYRAMID Executive Education STRATEGIC GROWTH FROM THE BASE OF THE PYRAMID This innovative, new five-day program shares key strategies, frameworks and processes that helps companies build sustainable, scalable businesses

More information

Field Experience and Internship Handbook Master of Education in Educational Leadership Program

Field Experience and Internship Handbook Master of Education in Educational Leadership Program Field Experience and Internship Handbook Master of Education in Educational Leadership Program Together we Shape the Future through Excellence in Teaching, Scholarship, and Leadership College of Education

More information

Program Change Proposal:

Program Change Proposal: Program Change Proposal: Provided to Faculty in the following affected units: Department of Management Department of Marketing School of Allied Health 1 Department of Kinesiology 2 Department of Animal

More information

Workload Policy Department of Art and Art History Revised 5/2/2007

Workload Policy Department of Art and Art History Revised 5/2/2007 Workload Policy Department of Art and Art History Revised 5/2/2007 Workload expectations for faculty in the Department of Art and Art History, in the areas of teaching, research, and service, must be consistent

More information

Strategic Planning for Retaining Women in Undergraduate Computing

Strategic Planning for Retaining Women in Undergraduate Computing for Retaining Women Workbook An NCWIT Extension Services for Undergraduate Programs Resource Go to /work.extension.html or contact us at es@ncwit.org for more information. 303.735.6671 info@ncwit.org Strategic

More information

Request for Proposal UNDERGRADUATE ARABIC FLAGSHIP PROGRAM

Request for Proposal UNDERGRADUATE ARABIC FLAGSHIP PROGRAM Request for Proposal UNDERGRADUATE ARABIC FLAGSHIP PROGRAM Application Guidelines DEADLINE FOR RECEIPT OF PROPOSAL: November 28, 2012 Table Of Contents DEAR APPLICANT LETTER...1 SECTION 1: PROGRAM GUIDELINES

More information

M.S. in Environmental Science Graduate Program Handbook. Department of Biology, Geology, and Environmental Science

M.S. in Environmental Science Graduate Program Handbook. Department of Biology, Geology, and Environmental Science M.S. in Environmental Science Graduate Program Handbook Department of Biology, Geology, and Environmental Science Welcome Welcome to the Master of Science in Environmental Science (M.S. ESC) program offered

More information

university of wisconsin MILWAUKEE Master Plan Report

university of wisconsin MILWAUKEE Master Plan Report university of wisconsin MILWAUKEE Master Plan Report 2010 introduction CUNNINGHAM 18 INTRODUCTION EMS CHEMISTRY LAPHAM 19 INTRODCUCTION introduction The University of Wisconsin-Milwaukee (UWM) is continually

More information

CONNECTICUT GUIDELINES FOR EDUCATOR EVALUATION. Connecticut State Department of Education

CONNECTICUT GUIDELINES FOR EDUCATOR EVALUATION. Connecticut State Department of Education CONNECTICUT GUIDELINES FOR EDUCATOR EVALUATION Connecticut State Department of Education October 2017 Preface Connecticut s educators are committed to ensuring that students develop the skills and acquire

More information

Lecturer Promotion Process (November 8, 2016)

Lecturer Promotion Process (November 8, 2016) Introduction Lecturer Promotion Process (November 8, 2016) Lecturer faculty are full-time faculty who hold the ranks of Lecturer, Senior Lecturer, or Master Lecturer at the Questrom School of Business.

More information

Mission Statement To achieve excellence in our Pharm.D. and graduate programs through innovative education and leading edge research.

Mission Statement To achieve excellence in our Pharm.D. and graduate programs through innovative education and leading edge research. Mission Statement To achieve excellence in our Pharm.D. and graduate programs through innovative education and leading edge research. We will achieve our mission by graduating outstanding future pharmacists

More information

Progress or action taken

Progress or action taken CAMPUS CLIMATE ACTION PLAN October 2008 Update (Numbers correspond to recommendations in Executive Summary) Modification of action or responsible party Policy Responsible party(ies) Original Timeline (dates

More information

Understanding Co operatives Through Research

Understanding Co operatives Through Research Understanding Co operatives Through Research Dr. Lou Hammond Ketilson Chair, Committee on Co operative Research International Co operative Alliance Presented to the United Nations Expert Group Meeting

More information

Executive Summary. Walker County Board of Education. Dr. Jason Adkins, Superintendent 1710 Alabama Avenue Jasper, AL 35501

Executive Summary. Walker County Board of Education. Dr. Jason Adkins, Superintendent 1710 Alabama Avenue Jasper, AL 35501 Dr. Jason Adkins, Superintendent 1710 Alabama Avenue Jasper, AL 35501 Document Generated On November 3, 2016 TABLE OF CONTENTS Introduction 1 Description of the School System 2 System's Purpose 4 Notable

More information

TABLE OF CONTENTS. By-Law 1: The Faculty Council...3

TABLE OF CONTENTS. By-Law 1: The Faculty Council...3 FACULTY OF SOCIAL SCIENCES, University of Ottawa Faculty By-Laws (November 21, 2017) TABLE OF CONTENTS By-Law 1: The Faculty Council....3 1.1 Mandate... 3 1.2 Members... 3 1.3 Procedures for electing Faculty

More information

Executive Summary. Laurel County School District. Dr. Doug Bennett, Superintendent 718 N Main St London, KY

Executive Summary. Laurel County School District. Dr. Doug Bennett, Superintendent 718 N Main St London, KY Dr. Doug Bennett, Superintendent 718 N Main St London, KY 40741-1222 Document Generated On January 13, 2014 TABLE OF CONTENTS Introduction 1 Description of the School System 2 System's Purpose 4 Notable

More information

Education: Professional Experience: Personnel leadership and management

Education: Professional Experience: Personnel leadership and management Cathie Cline, Ed.D. Education: Ed.D., Higher Education, University of Arkansas at Little Rock, December 2006. Dissertation: The Influence of Faculty-Student Interaction on Graduation Rates at Rural Two-Year

More information

Nurturing Engineering Talent in the Aerospace and Defence Sector. K.Venkataramanan

Nurturing Engineering Talent in the Aerospace and Defence Sector. K.Venkataramanan Nurturing Engineering Talent in the Aerospace and Defence Sector K.Venkataramanan 1.0 Outlook of India's Aerospace &DefenceSector The Indian aerospace industry has become one of the fastest growing aerospace

More information

University of Colorado Skaggs School of Pharmacy and Pharmaceutical Sciences Programmatic Evaluation Plan

University of Colorado Skaggs School of Pharmacy and Pharmaceutical Sciences Programmatic Evaluation Plan University of Colorado Skaggs School of Pharmacy and Pharmaceutical Sciences 2015 Programmatic Evaluation Plan The purpose of this document is to establish and describe the programmatic evaluation plan

More information

SECTION I: Strategic Planning Background and Approach

SECTION I: Strategic Planning Background and Approach JOHNS CREEK HIGH SCHOOL STRATEGIC PLAN SY 2014/15 SY 2016/17 APPROVED AUGUST 2014 SECTION I: Strategic Planning Background and Approach In May 2012, the Georgia Board of Education voted to make Fulton

More information

Michigan State University

Michigan State University Michigan State University Dean of the College of Agriculture and Natural Resources Michigan State University (MSU), the nation s premier land-grant university, invites applications and nominations for

More information

Dual Career Services in the College of Engineering. Melissa Dorfman Director, Dual Career Services (cell)

Dual Career Services in the College of Engineering. Melissa Dorfman Director, Dual Career Services (cell) Dual Career Services in the College of Engineering Melissa Dorfman Director, Dual Career Services dorfmanm@umich.edu 5-6417 646-7663 (cell) Agenda Setting the Stage: Prevalence of Dual Career Situations

More information

African American Studies Program Self-Study. Professor of History. October 9, 2015

African American Studies Program Self-Study. Professor of History. October 9, 2015 African American Studies Program Self-Study Director: Administrator: John Thornton Professor of History Deirdre James October 9, 2015 This self-study represents an update of the Academic Planning Self-Study

More information

Department of Plant and Soil Sciences

Department of Plant and Soil Sciences Department of Plant and Soil Sciences Reappointment, Promotion, and Tenure and Cumulative Post-Tenure Review Policies and Procedures TABLE OF CONTENTS Reappointment, Promotion, and Tenure 1. Role of Plant

More information

School Leadership Rubrics

School Leadership Rubrics School Leadership Rubrics The School Leadership Rubrics define a range of observable leadership and instructional practices that characterize more and less effective schools. These rubrics provide a metric

More information

La Grange Park Public Library District Strategic Plan of Service FY 2014/ /16. Our Vision: Enriching Lives

La Grange Park Public Library District Strategic Plan of Service FY 2014/ /16. Our Vision: Enriching Lives La Grange Park Public Library District Strategic Plan of Service FY 2014/15 2015/16 Our Vision: Enriching Lives Our Mission: To connect you to: personal growth and development; reading, viewing, and listening

More information

Definitions for KRS to Committee for Mathematics Achievement -- Membership, purposes, organization, staffing, and duties

Definitions for KRS to Committee for Mathematics Achievement -- Membership, purposes, organization, staffing, and duties 158.842 Definitions for KRS 158.840 to 158.844 -- Committee for Mathematics Achievement -- Membership, purposes, organization, staffing, and duties of committee -- Report to Interim Joint Committee on

More information

Chapter 2. University Committee Structure

Chapter 2. University Committee Structure Chapter 2 University Structure 2. UNIVERSITY COMMITTEE STRUCTURE This chapter provides details of the membership and terms of reference of Senate, the University s senior academic committee, and its Standing

More information

Katy Independent School District Paetow High School Campus Improvement Plan

Katy Independent School District Paetow High School Campus Improvement Plan Katy Independent School District 2017-2018 Campus Improvement Plan Generated by Plan4Learningcom 1 of 15 Table of Contents Comprehensive Needs Assessment 3 Demographics 3 Student Academic Achievement 4

More information

CONTRACT TENURED FACULTY

CONTRACT TENURED FACULTY APPENDIX D FORM A2 ADMINISTRATOR AND PEER EVALUATION FORM FOR CONTRACT TENURED FACULTY (The purposes of evaluation are described in Article 12 of the VCCCD Agreement) DATE OF VISIT: ARRIVAL TIME: DEPARTURE

More information

Manchester Essex Regional Schools District Improvement Plan Three Year Plan

Manchester Essex Regional Schools District Improvement Plan Three Year Plan Whole Child Goal 1: Develop and articulate a Pre K-12 social emotional program strand. Resources & Research, pilot, and implement curricula, programs, and strategies that promote Universal Design for Learning

More information

FORT HAYS STATE UNIVERSITY AT DODGE CITY

FORT HAYS STATE UNIVERSITY AT DODGE CITY FORT HAYS STATE UNIVERSITY AT DODGE CITY INTRODUCTION Economic prosperity for individuals and the state relies on an educated workforce. For Kansans to succeed in the workforce, they must have an education

More information

University of Toronto Mississauga Degree Level Expectations. Preamble

University of Toronto Mississauga Degree Level Expectations. Preamble University of Toronto Mississauga Degree Level Expectations Preamble In December, 2005, the Council of Ontario Universities issued a set of degree level expectations (drafted by the Ontario Council of

More information

Implementing Our Revised General Education Program

Implementing Our Revised General Education Program Implementing Our Revised General Education Program Dr. Clifton Franklund, General Education Coordinator 08/21/2017 We are Implementing this Semester! After eight years of work, it s actually happening!

More information

National Survey of Student Engagement (NSSE)

National Survey of Student Engagement (NSSE) 2008 NSSE National Survey of Student Engagement (NSSE) Understanding SRU Student Engagement Patterns of Evidence NSSE Presentation Overview What is student engagement? What do we already know about student

More information

ASSESSMENT OF STUDENT LEARNING OUTCOMES WITHIN ACADEMIC PROGRAMS AT WEST CHESTER UNIVERSITY

ASSESSMENT OF STUDENT LEARNING OUTCOMES WITHIN ACADEMIC PROGRAMS AT WEST CHESTER UNIVERSITY ASSESSMENT OF STUDENT LEARNING OUTCOMES WITHIN ACADEMIC PROGRAMS AT WEST CHESTER UNIVERSITY The assessment of student learning begins with educational values. Assessment is not an end in itself but a vehicle

More information

GREAT Britain: Film Brief

GREAT Britain: Film Brief GREAT Britain: Film Brief Prepared by Rachel Newton, British Council, 26th April 2012. Overview and aims As part of the UK government s GREAT campaign, Education UK has received funding to promote the

More information

College of Science Promotion & Tenure Guidelines For Use with MU-BOG AA-26 and AA-28 (April 2014) Revised 8 September 2017

College of Science Promotion & Tenure Guidelines For Use with MU-BOG AA-26 and AA-28 (April 2014) Revised 8 September 2017 College of Science Promotion & Tenure Guidelines For Use with MU-BOG AA-26 and AA-28 (April 2014) Revised 8 September 2017 Introduction Marshall University Board of Governors (BOG) policies define the

More information

Comprehensive Program Review Report (Narrative) College of the Sequoias

Comprehensive Program Review Report (Narrative) College of the Sequoias Program Review - Child Development Comprehensive Program Review Report (Narrative) College of the Sequoias Program Review - Child Development Prepared by: San Dee Hodges, Rebecca Griffith, Gwenette Aytman

More information

SACS Reaffirmation of Accreditation: Process and Reports

SACS Reaffirmation of Accreditation: Process and Reports Agenda Greetings and Overview SACS Reaffirmation of Accreditation: Process and Reports Quality Enhancement h t Plan (QEP) Discussion 2 Purpose Inform campus community about SACS Reaffirmation of Accreditation

More information

Internship Program. Employer and Student Handbook

Internship Program. Employer and Student Handbook Internship Program Employer and Student Handbook TABLE OF CONTENTS INTRODUCTION...2 Purpose...3 Long Term Goals...3 What is an Internship?...3 History...4 QUALIFICATIONS, BENEFITS & GETTING STARTED...4

More information

WHY GRADUATE SCHOOL? Turning Today s Technical Talent Into Tomorrow s Technology Leaders

WHY GRADUATE SCHOOL? Turning Today s Technical Talent Into Tomorrow s Technology Leaders WHY GRADUATE SCHOOL? Turning Today s Technical Talent Into Tomorrow s Technology Leaders (This presentation has been ripped-off from a number of on-line sources) Outline Why Should I Go to Graduate School?

More information

DESIGNPRINCIPLES RUBRIC 3.0

DESIGNPRINCIPLES RUBRIC 3.0 DESIGNPRINCIPLES RUBRIC 3.0 QUALITY RUBRIC FOR STEM PHILANTHROPY This rubric aims to help companies gauge the quality of their philanthropic efforts to boost learning in science, technology, engineering

More information

Preliminary Report Initiative for Investigation of Race Matters and Underrepresented Minority Faculty at MIT Revised Version Submitted July 12, 2007

Preliminary Report Initiative for Investigation of Race Matters and Underrepresented Minority Faculty at MIT Revised Version Submitted July 12, 2007 Massachusetts Institute of Technology Preliminary Report Initiative for Investigation of Race Matters and Underrepresented Minority Faculty at MIT Revised Version Submitted July 12, 2007 Race Initiative

More information