1 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 preparation for productive citizenship and career success is academic rigor and studentcentered learning within a liberal arts framework. This plan will serve as a roadmap for enhancing UMW s core mission while updating and reshaping the educational experience to ensure its pertinence in today s complex, evolving environment. The University of Mary Washington is proud to reaffirm the transformative power of higher education, especially higher education grounded in the liberal arts tradition. The goals in this plan promote the quality and impact of this distinctive institution. The University aspires to be a recognized national leader among public liberal arts universities of its size, delivering a relevant, engaged educational experience to an increasingly diverse student population. REAFFIRMING THE VISION The University of Mary Washington will be a premier, nationally recognized, public liberal arts university, providing undergraduate and graduate students a superior environment for learning and serving. Building on its tradition of honor, teaching innovation, inclusiveness, and collaboration with our regional community, the institution will prepare students for intellectual, professional, and public leadership. UMW will be both accessible and challenging, a school of choice for outstanding, aspiring, motivated students as well as for talented faculty committed to excellence in teaching, research, professional accomplishment, and service to the communities beyond the campus. University of Mary Washington graduates will be widely recognized as well-prepared for lifelong learning, appreciated for their research and creative productivity, and sought after by employers for their knowledge; speaking, writing and digital skills; their personal integrity; and their strong ethic of public service. Offering rich cultural assets and professional development opportunities, the University will become a hub for regional engagement and development and will provide leadership in areas of institutional strength. UMW will also be the employer of choice for those seeking an engaging, enriching work environment. CHALLENGES and OPPORTUNITIES As it moves forward in the 21 st Century, the University of Mary Washington will boldly address critical challenges as well as take advantage of significant opportunities. These include the following: Capitalize on the resources of UMW s unique location. Solidify and expand UMW s national leadership in digital pedagogies. Keep the University accessible and affordable. Achieve and sustain optimal enrollment levels in undergraduate and graduate programs. Create a work culture and reward structure that attracts and retains an excellent, increasingly diverse, committed faculty and staff. Further develop and enhance distinctive programs to strengthen the visibility and reputation of UMW. Support student achievement and satisfaction leading to high retention and graduation rates, as well as graduates who are exceptionally well prepared for career success and responsible citizenship. Foster a culture of sustainability to strengthen the university s reputation as a green campus.
2 2 GOALS Goal 1: Reframe Liberal Education at UMW and Promote Professional Development in the Liberal Arts Context The liberal arts and sciences curriculum is core to UMW s mission and identity. It provides the basis for both critical engagement with the great challenges of our time and the practical skills and habits of mind to contribute to professional success and well-being alike. Liberal learning extends across disciplines and is collaborative among students and faculty. UMW will build upon its strengths, capitalize on its location, lead in the promotion of digital liberal arts, and foster students development as autonomous agents and stakeholders in their larger communities, and prepare students to flourish in the professional world. Goal 2: Establish and Promote Areas of Distinction UMW has several outstanding opportunities that with further development, support, and promotion will bring greater visibility and recognition to the university as a whole. UMW will capitalize upon its unique geographic location, enhance and promote its distinctive majors and academic programs, support the needs of large and popular majors, spotlight leadership in digital pedagogies, develop and support the visual and performing arts, and creatively enhance its strong traditions of leadership, community engagement, and personal integrity. Goal 3: Strengthen Recruitment and Academic Support for Underrepresented Students as well as for Adult, Transfer, and Graduate Students The proportion of students from underrepresented populations will grow significantly in coming years. Given the changing demographics of the region there is opportunity to serve more underrepresented and nontraditional students. UMW will work to attract and enroll larger numbers of these students and to ensure their success at the University. Adult graduate and transfer students are integral to UMW s enrollment profile and reflect UMW s commitment to meeting the educational needs of the region. Ensuring that the Stafford and Dahlgren campuses are vibrant educational centers will be essential components of achieving this goal. Goal 4: Enhance and Expand Opportunities for Student On-Campus Engagement The University of Mary Washington will build upon its strength as a primarily residential, highly engaged community to further invigorate and energize the quality of student life outside the classroom. UMW will expand opportunities for student engagement and social activities, maximize success and strategic investment in intercollegiate athletics, and expand efforts to blend curricular and co-curricular learning opportunities. Goal 5: Promote Excellence and Sustainability in Support of University Operations The success of the University is dependent on the effectiveness and efficiency of its operations, as well as the quality and commitment of its workforce. Ensuring appropriate support for university staff is a fundamental value that helps the University fulfill its mission and enhances the well-being of its students and employees. UMW will utilize long-term planning, effective data management, and commitment to financial and environmental sustainability to ensure both the fiscal and environmental sustainability of all university initiatives.
3 3 TACTICAL OPERATIONS PLAN In order to achieve the overarching strategic goals identified in this plan, UMW will pursue steps outlined in the following tactical operations plan. This plan, which includes a number of both short-term and long-term strategies and initiatives, will be reviewed and revised annually by the President and the senior leadership team. In consultation with the Board of Visitors, the institution s governing body, elements of the tactical operations plan will be utilized to guide budget planning and investments in facilities, programs, and operational systems. Goal 1: Reframe Liberal Education at UMW and Promote Professional Development in the Liberal Arts Context 1.1. By May 2017, the university community will comprehensively map the liberal arts curriculum to reaffirm and further articulate UMW s liberal arts values. This mapping will identify broad content areas and competencies that reflect our vision of an educated global citizen in the 21 st century and will serve as a prelude to a new general education program to be designed in AY and implemented by fall Faculty, in partnership with staff from the library, Division of Teaching and Learning Technologies and the Teaching Center will pursue strategies to make UMW a nationally recognized center for the digital liberal arts, where the curriculum will promote advanced digital fluency for all students Incorporate digital fluency in the curriculum, either as part of general education or by enhancing the digital content within major programs. The Teaching, Technology, and Innovation division will design a plan in AY to guide this conversation Restore the line item in the budget for a regular replacement cycle for faculty and staff computers beginning in fall Fund the creation in FY 2017 of a digital repository, to be fully operational by AY , which will include archival collections, openly accessible versions of faculty scholarship, and significant student scholarship, both traditional and digital As faculty engagement with on-line and hybrid teaching grows, increase DTLT resources to ensure that faculty are appropriately trained in these teaching modalities and to incorporate digital technologies that promote pedagogical excellence in both traditional and on-line courses Ensure that students will continue to have opportunities to work closely with outstanding faculty by attracting and retaining excellent, diverse candidates and supporting their efforts with a workload conducive to excellent teaching and research endeavors Beginning no later than FY 2017, make annual installments each year for three years toward meeting the benchmarks for faculty pay established by the updated 2011 compensation study while also addressing salary inversion and compression, especially at the associate and full professor ranks Academic Affairs and Human resources will develop in AY a tactical plan to promote and support the hiring and retention of diverse faculty, to be implemented in fall Metrics on
4 4 underrepresented faculty will be updated annually with a goal of exceeding national averages by 2% by In spring 2016, the Provost will appoint a committee to study faculty workloads across departments. The committee will report recommendations to the Provost to create a more equitable system to be implemented in spring These may involve a move to an alternative course credit model, a reinstitution of a banking system for independent studies and internships, or other strategies Expand opportunities for student-faculty collaboration on undergraduate research and creative projects, building on tools and pedagogies currently in place Develop a summer institute model, similar to the summer science institute, serving at least three additional academic departments, with the goal of increasing student participation in summer research projects by 25% by Beginning in FY 2017, commit additional resources, including library acquisitions, to expand faculty/student research. Maintain record of student participation in credit-bearing research projects on the annual Dashboard of key indicators Starting in AY , expand Research and Creativity Day, either to include a fall session or to make the current day a non-instructional day, titled Research, Creativity, and Recognition Day and promoted as an opportunity for community outreach and recruitment By fall 2020, complete the Jepson Science Center addition and renovation to ensure sufficient research and instructional space to serve growing student interest in STEM fields, meet the needs of Commonwealth for graduates in high-demand STEM fields, attract high achieving STEM students, support collaborative faculty-student research in the sciences, and promote instruction, research and other projects focusing on environmental sustainability. Expand total faculty FTEs both in core disciplines and interdisciplinary STEM initiatives that enable further growth in student enrollment In spring 2016, the Associate Provost for Academic Engagement and Student Success will recommend leadership and staffing needs to enhance the Center for Career and Professional Development The Associate Provost will recommend a plan to staff the Center, through reallocation or new hires, including a director and an internship coordinator As new staffing is in place, the Associate Provost will work with Center leadership to develop a tactical plan with measurable outcomes to promote collaboration among all university partners engaged in students continuing professional development and provide pervasive and impactful professional development opportunities for students Develop strong connections between academic and career advising By AY , ensure that faculty and staff have appropriate resources (including a comprehensive advising manual) and training to provide effective academic and career advising By AY , ensure that all academic programs have effectively mapped and communicated applicable skills mastered by students who successfully complete their programs By AY , develop opportunities to share best practices among faculty and professional advisors.
5 1.8. Streamline and enhance collection of employment-related data, both through exit surveys of graduating seniors (already being conducted) and through alumni surveys conducted once every five years, with initial implementation of the latter no later than AY Data will be transparent and readily available for department and division use and for more effective communication, especially to prospective students, about student professional success By May 2017, each department will assess the use of digital networks and social media (such as departmental websites, LinkedIn, and other social media) and develop a plan to support career exploration, mentoring opportunities, alumni engagement, and engagement with other regional professionals. Goal 2: Establish and Promote Areas of Distinction 2.1. Highlight disciplines that tap into the unique resources of UMW s location at the confluence of the District of Columbia, Richmond, the U.S. Naval base at Dahlgren, and the Chesapeake Bay Develop and implement a model for a D.C. Semester. Departments will propose programs and courses, including but not limited to theatre and the arts, government, public policy, international affairs, economics, science, museum studies, social justice, and education, to establish at least three programs to be phased in from AY through AY Beginning in AY , engage departments to propose and develop at least three new courses in Richmond related to state government, museum studies, history and historic sites, education, and the arts Beginning in AY , engage departments to propose and develop at least two new courses in the natural sciences to utilize the resources of the Chesapeake Bay Beginning in AY , engage departments to expand opportunities in areas such as security studies, physical and biological sciences, and data science at the naval base at Dahlgren, and provide the needed additional library acquisitions to support such programs Beginning in AY , identify an appropriate space and build a lab that will enhance and further distinguish our distinctive program in Historic Preservation Beginning in AY , address the staffing needs in large and popular major programs with potential to grow. The provost will work with deans and department chairs of these majors to ensure advising capacity and course availability for traditional and transfer students Extend Domain of One s Own to prepare students for engaged citizenship and the 21 st century workplace Beginning with the fall 2017 entering class, all students will be introduced to the project, integrated from admissions and orientation activities through supported curricular experiences to career development In FY 2018 and beyond, ensure financial support and professional development opportunities for faculty and staff to create domains and incorporate them into the teaching and learning environment Ensure that senior exit surveys, alumni surveys (see 1.8), and other instruments measure the impact and effectiveness of the Domain of One s Own program Establish academic and co-curricular programs in honor, leadership and service that complement the Mary Washington traditions exemplified by the legacy of Professor James Farmer and alumna Jean Donovan.
6 Support the development of more service learning courses, starting in AY Ensure that the Horizons co-curricular educational program, begun in AY , effectively engages students to develop leadership skills aligned with the UMW values of honor, leadership, and service and, starting in AY , develop and implement metrics to test the program s success Expand student and recent alumni participation in programs like the Peace Corps, AmeriCorps and the Teach for America by 20% by Position the fine and performing arts to support the academic, studio, and performance needs of UMW students, to provide appropriate venues to fulfill the University s role in the cultural life of the community, and to strengthen and enhance student recruitment as well as recognition and visibility for the University. Address the critical facilities needs of the arts, the physical footprint for which has not changed in over 60 years Develop a plan in to design and then build, by 2020, a free-standing facility for theatre and dance to accommodate all performance, teaching, and ancillary needs. Sites both on- and off-campus, within walking distance from the Fredericksburg campus, should be explored In coordination with planning for the new theatre facility, plan a comprehensive renovation of DuPont, Melchers, and Pollard to address the specialized needs of music, art history, and studio art, to be implemented upon completion of the new theatre facility In conjunction with planning for renovated arts facilities, explore expansion of the Dodd Auditorium stage to better serve the needs of the Philharmonic and other performing groups Concurrent with building plans, develop a targeted recruiting plan that promotes the University s teaching excellence in the arts to identify, recruit, admit, and yield diverse, talented students from Virginia and beyond Starting in FY 2018, expand resources devoted to student arts making on campus to increase experiential learning opportunities for students in the arts Starting in FY 2020, expand resources for guest artists to connect professionals with UMW students, thereby creating significant relationships with working artists that will enhance the visibility of the arts at UMW During AY , establish a task force to study the benefits and consequences of establishing a School of the Arts--initially as an entity within the College of Arts and Sciences--as a means of better serving students in the arts and elevating the visibility of the arts community at UMW. Goal 3: Strengthen Recruitment and Academic Support for Underrepresented Students as well as for Adult, Transfer, and Graduate Students 3.1. Develop a tactical recruitment plan that seeks to increase underrepresented students, as defined by SCHEV, from 39.6% (fall 2014) to 48% of the student body by fall During AY , develop a tactical plan to ensure appropriate academic and student life support services meet the needs of all underrepresented students, including summer transition program students In AY , establish a Division of Continuing Education to create, facilitate, and oversee adult credit and non-credit programs.
7 The Division will oversee establishment of high quality programs, as determined through market research, to serve the unmet needs of the large adult education population in the region, including veterans, first-generation, and other non-traditional students. Division staff will partner with the college deans and department chairs in identifying appropriate faculty staffing The Division will ensure that programs are delivered with the kind of flexibility and convenience suited to working adults (e.g., evening, weekend, on-line, hybrid, low-residency, 8-week semesters) while ensuring availability of online courses to meet critical enrollment needs. Appropriate training in on-line and hybrid teaching will be overseen by DTLT staff Division staff will coordinate and provide walk-in support for Stafford students, as demand dictates In AY , establish a Transfer Center within the Office of Academic and Career Services to ensure the success of transfer students Transfer Center staff will connect relevant administrators and faculty at partner schools with their counterparts at UMW to develop additional articulation agreements with community colleges Transfer Center staff will provide advising support appropriate to the unique needs of transfer students, both before matriculation and in transition through their first semesters at UMW Transfer Center staff will work closely with Admissions, the Registrar, deans, and department chairs to ensure that the university effectively supports transfer students from their initial registration for courses through degree completion Build enrollment in the University s graduate programs to serve the needs of the area s working adults and as a strategic enterprise to grow enrollment By May 2016, establish aggressive, achievable annual enrollment goals for each graduate program and strategic recruitment plans to ensure success at enrolling talented graduate students In AY , enhance and bolster the existing advanced degree and non-degree programs in Education and Master s program in Business By fall 2018 implement flexible scheduling and delivery systems to ensure that graduate program offerings are delivered in times, locations, and instructional methods that are most convenient to students. Appropriate training in on-line and hybrid teaching will be overseen by DTLT staff Develop on-line delivery of select graduate and advanced programs, including endorsements and other non-degree programs in the College of Education, to be implemented starting in fall Develop new professionally-oriented graduate programs and courses, based on market research, that are appropriate to UMW s mission and capabilities. Programs currently under discussion include security and conflict studies and data science; the first new program should be implemented by fall Goal 4: Enhance and Expand Opportunities for Student On-Campus Engagement 4.1. The Division of Student Affairs will strengthen and expand pathways to undergraduate student success.
8 Beginning in FY 2017, provide resources to increase the quantity and quality of student engagement opportunities, including development of a robust schedule of weekend student activities Grow, improve, and continually assess the new student orientation program. By AY , develop one new transition program for first-year and transfer students Continue to define and grow peer mentoring opportunities. By the start of AY , articulate stronger and more defined roles for orientation peer mentors in residence halls and in FSEM classes The Division of Student Affairs will support the development of student affinity organizations that provide opportunities for civic engagement, athletic competition, and other co-curricular activities. Such organizations, operating in conformity with UMW s community values, will not discriminate in the selection of members and will expand opportunities and engage students from diverse backgrounds. Two groups will be established in AY , with another two to follow in each of AY and Emphasize and build upon UMW s ongoing success and investment in intercollegiate athletics to further enhance student life on campus In AY , the President will establish a task force to conduct a comprehensive feasibility study involving all university stakeholders of establishing one or more additional intercollegiate men s and women s sports programs, including football. The study will conclude with recommendations by a target date of May Build campus engagement and bolster retention through increased blending of curricular and co-curricular opportunities and connections Expand living and learning communities beyond the first year to serve as homes for affinity groups, student clubs, or language communities. Student Affairs and student success programs will work together to propose and establish at least one community in each year of the plan starting in Student Affairs staff and faculty will work together to strengthen support for struggling students. During AY , the division, alongside colleagues in Academic Services/Student Success, will have devised a method of identifying and intervening with vulnerable students in their first semester. 8 Goal 5: Promote Excellence and Sustainability in Support of University Operations 5.1. Ensure that UMW is able to hire and retain outstanding and diverse support staff who are enabled to contribute to overall student success Starting in AY , work with representatives in Richmond and other state agencies in the Fredericksburg region to seek alignment of UMW salaries with the high cost of living in northern Virginia Conduct a comprehensive review of staff classifications and pay band assignments to ensure appropriate recognition of staff, to be completed by May By FY 2018, reestablish tuition support for staff seeking degrees relevant to their job responsibilities and expand other resources to support staff professional development.
9 Starting in AY , participate in the Great Colleges to Work For survey on a regular basis and use the results to identify and address challenges and opportunities to enhance the wellbeing of all members of the University community Establish regular procedures for planning and data management Immediately establish a committee to conduct ongoing analyses of business processes and data management tools to ensure efficient and effective use of resources to enhance university operations Starting in AY , update the facilities Master Plan, linking both short- and long-range plans for new construction to plans for addressing deferred maintenance and, as appropriate, recommending selective demolition By fall 2017, implement an enterprise scheduling system for course and events scheduling to ensure efficient, transparent, and accessible use of campus space Ensure that financial and environmental sustainability concerns are carefully considered in all decision-making processes All significant expenditure and programmatic proposals should include careful analysis of financial and environmental impact The President s Council on Sustainability will annually update recommendations for steadily reducing the University s carbon footprint, promoting sustainability initiatives, and enhancing the University s visibility and reputation as a green campus. February, 2016
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
Davidson College Library Strategic Plan 2016-2020 1 Introduction The Davidson College Library s Statement of Purpose (Appendix A) identifies three broad categories by which the library - the staff, the
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
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
School Education of Leadership Sciences and Education Sciences 2013-2014 2014-2015 FACULTY & PERSONNEL HANDBOOK School of Leadership and SECTION 1: SOLES General Information University Graduate Academic
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
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
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
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
CURRICULUM VITAE FRANKLIN D. CHAMBERS, Ph.D. EDUCATIONAL BACKGROUND Doctor of Philosophy: Organizational Communications Howard University, Washington, D.C. Masters Degree: Educational Administration Howard
Blending the Arts and to Create Powerful Outcomes Texas Boys Choir, Inc. Strategic Plan 2013-2019 Table of Contents Overview.............................. 3 Texas Boys Choir, Inc. Strategic Plan................
ARTS ADMINISTRATION CAREER GUIDE Fine Arts Career Services The University of Texas at Austin @UTFACS UTexas.edu/finearts/careers FACS@austin.utexas.edu FINE ARTS CAREER SERVICES OFFERS: ONE-ON-ONE ADVISING
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
PLAN 2020: Gateway to the Future Enter Engage Excel PLAN 2020: GATEWAY TO THE FUTURE P L A N 2 0 2 0 : G AT E WAY T O T H E F U T U R E E N T E R E N G A G E E X C E L For more than a century-and-a-half,
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,
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
for Retaining Women Workbook An NCWIT Extension Services for Undergraduate Programs Resource Go to /work.extension.html or contact us at firstname.lastname@example.org for more information. 303.735.6671 email@example.com Strategic
Building a Vibrant Alumni Network Initiatives in support of the Elon Commitment strategic plan theme #6: Developing innovative alumni programs to advance and support the Elon graduate Background To meet
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.
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
SACS Preparation Division of Student Affairs Upward Bound Program REQUIREMENTS: The institution provides student support programs, services, and activities consistent with its mission that promote student
James Madison University Civic Action Plan Executive Summary James Madison University s mission states: We are a community committed to preparing students to be educated and enlightened citizens who lead
Mathematics Program Assessment Plan Introduction This assessment plan is tentative and will continue to be refined as needed to best fit the requirements of the Board of Regent s and UAS Program Review
Texas Woman s University Libraries Envisioning the Future: TWU Libraries Strategic Plan 2013-2017 Envisioning the Future TWU Libraries Strategic Plan 2013-2017 2 TWU Libraries Strategic Plan INTRODUCTION
Materials linked from the 5/12/09 OSU Faculty Senate agenda 1. Who Participates Value of Athletics in Higher Education March 2009 Prepared by Edward J. Ray, President Oregon State University Today, more
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
Higher Education Six-Year Plans 2018-2024 House Appropriations Committee Retreat November 15, 2017 Tony Maggio, Staff Background The Higher Education Opportunity Act of 2011 included the requirement for
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
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
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
University of Essex Access Agreement 2011-12 The University of Essex Access Agreement has been updated in October 2010 to include new tuition fee and bursary provision for 2011 entry and account for the
Aurora College Annual Report 2015 8912 Introduction The Annual Report for 2015 is provided to the community of Aurora College as an account of the school s operations and achievements throughout the year.
The Ohio State University Library System Improvement Request, 2005-2009 Introduction: A Cooperative System with a Common Mission The University, Moritz Law and Prior Health Science libraries have a long
University of Essex Access Agreement Updated in August 2009 to include new tuition fee and bursary provision for 2010 entry 1. Context The University of Essex is academically a strong institution, with
San Diego State University Division of Undergraduate Studies Sustainability Center Sustainability Center Assistant Position Description I. POSITION INFORMATION JOB TITLE DEPARTMENT Sustainability Center
Developing an Assessment Plan to Learn About Student Learning By Peggy L. Maki, Senior Scholar, Assessing for Learning American Association for Higher Education (pre-publication version of article that
PROGRAM PRESENTATION School of Library and Information Science 228 Marist Hall 620 Michigan Avenue, N.E. Washington, D.C. 20064 Voice: 202-319-5085 Committee on Accreditation American Library Association
FY16 UW-Parkside Institutional IT Plan Report A. Information Technology & University Strategic Objectives [1-2 pages] 1. How was the plan developed? The plan is a compilation of input received from a wide
Facilities and Technology Infrastructure Report For the Ohio Board of Regents Second Report on the Condition of Higher Education in Ohio Introduction. As Ohio s national research university, Ohio State
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
College of Education & Social Services (CESS) Advising Plan April 10, 2015 To provide context for understanding advising in CESS, it is important to understand the overall emphasis placed on advising in
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)
NEW MEXICO STATE UNIVERSITY Educational Leadership and Administration Annual Evaluation and Promotion/Tenure Guidelines Unanimously Approved by Faculty on November 10 th, 2015 ELA Department P & T Policies
Public School Choice DRAFT Why Public School Choice? The educational ecosystem continues to see different types of schools and instructional choices being offered by private schools, charter organizations,
Job Description Head of Religious, Moral and Philosophical Studies (RMPS) George Watson s College wishes to appoint a Head of Religious, Moral and Philosophical Studies (RMPS) from January 2018. The post
Change Your Life. Change The World. Hartford Public Library has gained national recognition in redefining the urban public library in the 21 st century as an innovative and stimulating place where people
Arizona Department of Education Tom Horne, Superintendent of Public Instruction STANDARDS AND RUBRICS FOR SCHOOL IMPROVEMENT 5 REVISED EDITION Arizona Department of Education School Effectiveness Division
ESTABLISHING A TRAINING ACADEMY ABSTRACT Betsy Redfern MWH Americas, Inc. 380 Interlocken Crescent, Suite 200 Broomfield, CO. 80021 In the current economic climate, the demands put upon a utility require
Position Specification University of Michigan Dean, School of Information 2015-2016 2015 Korn Ferry. All Rights Reserved. POSITION SPECIFICATION Position Institution Reporting Relationship Location Website
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
Residence Halls & Strategic t Planning Overview District Governing Board 3.10.09 Residence Halls Overview Residence Halls: Marapai Supai Kachina 1 Supai Hall Kachina Hall Marapai Hall Marapai Hall 1968
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
SEARCH PROSPECTUS: Dean of the College of Law TABLE OF CONTENTS 3 The College of Law 4 Mission of the College of Law Academics and Curriculum at the College of Law 5 History, Accreditation and Enrollment
SOM STRATEGIC PLAN 2017-2020 (with metrics/action plan for 2018) revised 8/30/17 HSC/SOM GOAL 1: IMPROVE HEALTH AND HEALTHCARE IN THE POPULATIONS WE SERVE. Measure of success: Improvement in state ranking
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
NORTH CAROLINA STATE BOARD OF EDUCATION Policy Manual Policy Identification Priority: Twenty-first Century Professionals Category: Qualifications and Evaluations Policy ID Number: TCP-C-006 Policy Title:
IMPERIAL COLLEGE LONDON ACCESS AGREEMENT BACKGROUND 1. This Access Agreement for Imperial College London is framed by the College s mission, our admissions requirements and our commitment to widening participation.
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
LaGrange College Faculty Handbook 2008-2009 (All policies in this Handbook have been approved by the LaGrange College Board of Trustees through either a specific vote of the Board or through the delegation
OHIO STATE S STRATEGIC PLAN TIME AND CHANGE Enable, Empower and Inspire TABLE OF CONTENTS Letter from Board Chair Alex Shumate and President Michael V. Drake, MD Introduction Ohio State's Aspiration The
AGENDA Symposium on the Recruitment and Retention of Diverse Populations Tuesday, April 25, 2017 7:30-8:30 a.m. Symposium Check-in and Continental Breakfast Foyer 8:30-9:30 a.m. Opening Keynote Session
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
State Budget Update February 2016 2016-17 BUDGET TRAILER BILL SUMMARY The Budget Trailer Bill Language is the implementing statute needed to effectuate the proposals in the annual Budget Bill. The Governor
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
Department of Communication Promotion and Tenure Criteria Guidelines Teaching The primary difference between competence and excellence in teaching is systematic documentation of reflection and improvement
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
UNIVERSITY OF DERBY JOB DESCRIPTION JOB TITLE DEPARTMENT / COLLEGE LOCATION Associate Professor: Learning and Teaching Centre for Excellence in Learning and Teaching Kedleston Road JOB NUMBER 0749-17 SALARY
Promotion and Tenure Guidelines School of Social Work Spring 2015 Approved 10.19.15 Table of Contents 1.0 Introduction..3 1.1 Professional Model of the School of Social Work...3 2.0 Guiding Principles....3
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
University of Essex Access Agreement 2011-12 The University of Essex Access Agreement has been updated in October 2010 to include new tuition fee and bursary provision for 2011 entry and account for the
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
Office of the President 1700 Van Hise Hall 1220 Linden Drive Madison, Wisconsin 53706-1559 (608) 262-2321 Phone (608) 262-3985 Fax e-mail: firstname.lastname@example.org website: www.wisconsin.edu/ Testimony in front
PROPOSED MERGER - RESPONSE TO PUBLIC CONSULTATION Paston Sixth Form College and City College Norwich Vision for the future of outstanding Post-16 Education in North East Norfolk Date of Issue: 22 September
2016 Annual Report to the School Community Toorak Primary School School Number: 3016 Name of School Principal: Name of School Council President: Date of Endorsement: Julie Manallack Michelle Osborne All
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...
WSU LIBRARIES DECISION MATRIX FY 2001-2003 Revised and Submitted to the Faculty and Staff by Ruth M. Jackson, Ph.D. Dean of University Libraries and Professor November 9, 2001 WSU LIBRARIES DECISION MATRIX
Oklahoma State University Policy and Procedures REAPPOINTMENT, PROMOTION AND TENURE PROCESS FOR RANKED FACULTY 2-0902 ACADEMIC AFFAIRS September 2015 PURPOSE The purpose of this policy and procedures letter
University of Delaware Library STRATEGIC PLAN OVERVIEW The Library, Museums, and Press (hereafter referred to as the Library) are fundamental to ensuring the realization of the University of Delaware s
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
2015 Annual Report to the School Community Narre Warren South P-12 College School Number: 8839 Name of School Principal: Rob Duncan Name of School Council President: Greg Bailey Date of Endorsement: 23/03/2016
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,
ACRL stards guidelines Characteristics of programs of information literacy that illustrate best practices: A guideline by the ACRL Information Literacy Best Practices Committee Approved by the ACRL Board
THE ST. OLAF COLLEGE LIBRARIES FRAMEWORK FOR THE FUTURE The St. Olaf Libraries are committed to maintaining our collections, services, and facilities to meet the evolving challenges faced by 21st-century