Strategic Plan initiatives...2018/01/12 · o Increasing utilization of social media for marketing,...

STRATEGIC PLAN INITIATIVES

January 30, 2018

Division Level Reports

2018 PRESIDENT’S PLANNING RETREAT

DSA Strategic Plan last updated 1.12.18 Page | 2

ACADEMIC AFFAIRS: Division-Level Report 2015-2020 STRATEGIC PLAN GOALS and GOAL DIRECTIVES

The following are major initiatives the Division of Academic Affairs has established in support of the overall university strategic plan:

GOAL: Academic Excellence Goal Directives:

Promote student success o Improve success in high enrollment, high DFW classes o Enhance FYE and FYS o Strategically use scholarships and grants

Deliver an innovative and relevant program mix o Expand and revitalize graduate program delivery o Expand Engineering and Health Professions programs o Increase strategic program launch and early program monitoring o Develop crosswalks between majors o Reexamine general studies program o Explore creative program delivery and scheduling opportunities o Explore bridge program options

Elevate the academic and research profile o Expand prestigious professional accreditations

-AACSB, ABET, CAATE, CACREP, CSWE o Expand research focus areas

- CRI #2, CRI #1 o Select doctoral program introductions o Enhance experience of high ability students o Improve messaging and marketing of quality academic programs

GOAL: Student Transformation Goal Directives:

Advance a transformational learning environment o Enhance and expand High Impact Experiences (HIEs), High Impact Practices

(HIPs), and Applied and Experiential Learning (ALEs) o Increase use of active learning spaces o Increase opportunities for student research

Provide personal growth experiences for students o Expand leadership opportunities

- John Tarleton Leadership Academy - Corps of Cadets

Engage students meaningfully in and outside the classroom o Create a ‘sense of place’ o Enhance and expand service learning opportunities o Enhance engagement of distance education students


GOAL: Distinctive Engagement Goal Directives:

Strengthen outreach, partnerships, and community engagement o Expand Service Day o Continue Carnegie Community Engagement focus o Encourage entrepreneurship opportunities

Elevate effective communication and marketing strategies o Strengthen cross-divisional strategies o Expand Student Success Collaborative (SSC-EAB) efforts o Explore strategies for academic program launching and re-launching

Enhance philanthropic activity internal and external to the university o Increase college participation in fund raising o Explore opportunities for external service opportunities (Passport Camp)

that enhance funding o Encourage philanthropic behavior in students

GOAL: Exemplary Service Goal Directives:

Embrace a culture of exemplary care and service among faculty, staff, and students o Increase intentional modeling of a service culture

Invest in efficient and effective university support and service systems o Examine support personnel roles and alignment o Improve management of academic processes (substitutions, etc.)

Promote faculty and staff growth and development o Enhance annual department head development activity o Enhance development activities for deans and associate/assistant deans o Enhance development activities for early career faculty o Explore college-level support plans


Enrollment Management: Division-Level Report 2015-2020 STRATEGIC PLAN GOALS and GOAL DIRECTIVES

The following are major initiatives the Division of Enrollment Management has established in support of the overall university strategic plan.

GOAL: Academic Excellence Goal Directives:

Promote student success o Contribution to development of 8-semester advising guides and MAPS (Major Action

Plans) for every major (including campus-specific guides/plans as appropriate) o Renewed commitment to providing uniformly exemplary service across all campuses

through process improvement, modification of lines of supervision, and interoffice collaboration

o Implementation of Transfer Task Force initiatives to better facilitate seamless transfer and emulate transfer-friendliness

o Increase in funds available for “completion grants”, to assist students performing strongly and/or near degree completion but challenged with outstanding balances with university

o Awarding of scholarship monies (converted from foundation loan funds) to target first-time freshmen recruitment and retention of students from 3 most recent FTIC cohorts

o Increase in institutional scholarship funds and awarding to target insufficiently met needs including recruitment of transfer students not yet having completed their Associate’s degree, recruitment of first-time freshmen having completed substantial amount of dual credit coursework, and retention of PSA students to Tarleton

o Providing priority registration to veterans and dependents on VA benefits to enhance access to courses necessary for benefits eligibility

o Providing writing and accounting labs at outreach sites o The Educational Talent Search Program (funded as a TRIO program through the

Department of Education) funds 4 college camps (advising, mentoring, navigating pursuit of postsecondary education) during June for nearly 200 ETS participants.

o More intentional communication campaigns to admitted freshmen to retake TSI exam to reduce number needing to take developmental courses

o Extension of late registration period to allow students to attend each class once before making final add/drop

o Expansion of preparatory services (cultivating volunteer and shadowing opportunities, writing personal statements, etc) for Pre-Professional (Medical, Dental, Veterinary, OT, PT) students

o Enhanced ACT/SAT preparation program (ePrep) and online academic/college planning and exploration (Choices 360) provided to Upward Bound and ETS students, resulting in improving in entrance exam scores and higher admission rates

o Intentionally partnering with school districts (including Ennis ISD and Cedar Hill ISD) having significant populations with underrepresented groups to recruit a more diverse student population

Deliver an innovative and relevant program mix o RELLIS

o Supporting ongoing expansion of departmental degree offerings at all sites

o Active participation in regional P-16 and higher educational councils and consortia


o Facilitate the use of registration waitlisting to better monitor (and respond to) unmet

demand

o Initiating extraction of data from National Clearinghouse to better understand

subsequent migration patterns of admitted and applied students, as well as stop-outs,

as it relates to program choices

Elevate the academic and research profile o Marketing strategies that incorporate faculty profiles/accomplishments

o Supporting departmental/program-level and university accreditation efforts

o Facilitate the provision of secure testing (including Examity – online proctoring service)

to preserve academic integrity


Advance a transformational learning environment o Improve access for students with disabilities in study abroad programs o Increase the number of classrooms at outreach sites with multi-functional furniture

capabilities o Supporting/facilitating the scheduling of hybrid courses

Provide personal growth experiences for students o Career services for students at outreach sites have improved due to dedication of one

staff member, and at program level, improvement in services achieved through joint coordinator position with COBA

o Support and facilitate increasing student participation in institutional service activities across all sites

o Growing support/facilitation of involvement of students at outreach sites in Service Day and other community-oriented events

Engage students meaningfully in and outside the classroom o Providing student workers valuable, real world experience including assisting with

recruiting events, attending chamber luncheons, and serving in community outreach o Increase the number of student organizations (including Waco Diplomats, Criminal

Justice Assocation, NAMI, and Student Social Work Association) on outreach campuses o Assist students in engaging in internship opportunities

o Organize, promote and host annual study abroad fair


Strengthen outreach, partnerships, and community engagement o Expanding partnership with Tarrant County College to co-location of institutions o Continue to grow the community service work-study program o Collaboration with COBA to host 2nd bi-annual Federal Reserve Conference, engaging

students, area bankers, faculty, and business owners. Plans to expand involvement geographically and demographically.

o Growing partnerships with high school/AVID (Advancing Via Individual Determination) counselors (including Alvarado ISD) and teachers to promote Tarleton and college pursuit

o Ongoing, active participation in chambers of commerce within service area, as well as other civic/community organizations and events to foster partnership and awareness


o Hosting community events including “I Run This Town 5K” (Midlothian), Everyday Heroes Luncheon (honoring first responders in Midlothian), and sponsoring monthly Midlothian Business Breakfast)

o Intentional and frequent collaboration with alumni to conduct classroom presentations, participate in mock interviews and job fairs

o Dedicating staff to more intentionally deepen relationships with Top Academic Partner colleges and broadening outreach to metropolitan areas south and east (San Antonio, Houston, Austin, South Texas)

o Connecting employer needs with faculty disciplines to recruit, conduct guest classroom presentations and facilitate networking opportunities

o Strengthening existing and establishing new relationships with Veterans Service Organizations

Elevate effective communication and marketing strategies o Ongoing development and implementation of extensive communication plan, leveraging the

EAB Student Success Collaborative platform, focusing on timely, targeted, success-focused calls to action and intrusive advisement

o Ongoing development and implementation of extensive communication plan, leveraging the TargetX CRM, focusing on timely, success-focused calls to action for recruitment and re-recruitment

o Recruiting employers for sponsored partnerships to fund logo and brand exposure (currently

10 corporate partners)

o Increasing utilization of social media for marketing, awareness, relationship management

and lead generation

o Cooperating with Marketing and Communications to upgrade web pages to responsive

design

o Initiating development of digital customizable viewbook that will better market our

programs to the individual prospective student and allow us to market more effectively at

the program-level

o Cooperating with Marketing and Communications to develop new virtual campus tour

o Cooperating with Marketing and Communications to expand digital marketing efforts

Enhance philanthropic activity internal and external to the university o Supporting/facilitating increase in alumni events hosted at outreach service

communities/areas

o Supporting/publicizing days of giving at outreach sites

o Support and facilitate creative fundraising activities to increase student participation in

study abroad opportunities


Embrace a culture of exemplary care and service among faculty, staff, and students o Ongoing online Texan Services survey to solicit feedback and act upon opportunities to

improve service

o Revival of the Tarleton Veterans Association

o Implementing awarding and counseling practices to reduce the percentage of students

financing their education with loans


o Ongoing meetings and collaboration with Business Services to holistically improve student

service

o Academic Advising Center communicates and cooperates with deans and department heads

frequently to monitor and improve the quality of advisement

o Improved resources and developed rubric for faculty to better assess and provide feedback

for students taking part in mock interviews

Invest in efficient and effective university support and service systems o Onboarding of Campus Logic to improve financial assistance services by better assisting

students through verification process, providing more understandable award letters,

keeping students up-to-date on outstanding debt, and generally improving communication

and support for students

o Onboarding of Terra Dotta software to improve Study Abroad participation experience

o Onboarding of Handshake software to improve career placement experience for students

and college recruiting experience for employers

o Cooperate with other departments to develop workflows that streamline business

processes, and increasingly transitioning to paperless processes

o Utilizing CollegeWeekLive and Zoom functionality to engage in virtual fairs, and deliver

Tarleton-specific media to better engage/recruit students not in our immediate service area

and reducing travel costs

o Onboarding of CLSS course building software - streamline course development and better

regulate standardization of class times to improve student access to needed courses

o 2018 implementation of Transfer Evaluation Systems to improve internal articulation

process and enhance prospective transfer student experience by providing timely, online,

on-demand course equivalence information.

Promote faculty and staff growth and development o Increasingly providing common training opportunities to faculty and staff across all sites

o Ongoing support of employee engagement/attendance to key professional conferences to

stay abreast of emerging trends and best practices

o Offering advising refresher training to departments before Texan Registration Days


Finance and Administration: Division-Level Report 2015-2020 STRATEGIC PLAN GOALS and GOAL DIRECTIVES

The following are major initiatives the Division of Finance and Administration has established in support of the overall university strategic plan. GOAL: Academic Excellence Goal Directives:

Promote student success o Business Services:

- Added additional collection efforts throughout the semester to avoid financial barriers preventing students from persisting at the end of each term.


Advance a transformational learning environment o Information Technology Services:

Help Desk – for the 11-month period of January 1, 2017 through November 30, 2017, the IT Help Desk responded to 21,496 calls.

Zoom – use by Tarleton and ITS support:

For the 6-month period of July 1, 2017 through December 31, 2017, there were:

o 1,655 Meetings o 571 Participants o 355,399 Meeting Minutes o 27,809 of the meeting minutes were facilitated (had a

presence, helped set up meeting, etc.)

Provide personal growth experiences for students o Finance & Administration Division - Student Workers & Intern-2-Learn Program:

each department provides employment opportunities for students and some also participate in the intern-2-learn program

Information Technology Services: User Support Services employs between 28-32 students technicians over the course of an academic year. Strategy is to recruit freshmen and keep them until they graduate in order to help students develop technical skill sets.

Risk Management: success stories include one of our student workers

being able to use his experience performing fire and life safety

inspections to get hired by the City of Austin Fire Protection Engineering

Department and now is a Fire Protection


Strengthen outreach, partnerships, and community engagement


o Finance & Administration Division: Engaged local business/community leaders and financial institutions

representatives through campus tours and discussions.

Elevate effective communication and marketing strategies o Information Technology Services:

Redesign of ITS website for clarity

Enhance philanthropic activity internal and external to the university o Business Services:

Assisted Advancement with the implementation of Community Funded and improvement of Marketplace to accept online donations.


Embrace a culture of exemplary care and service among faculty, staff, and students o Business Services:

Automated short-term loan processing to provide better service to students.

o Procurement & Contracts: Negotiated shipping savings through UPS, which in some cases is saving

departments as much as 50% on shipping costs.

Created procedures to help departmental contract owners identify

deliverables to ensure contract compliance

Working with SSC to develop service level agreements on construction administration process in an effort to increase transparency and end user understanding

Created Director of Vendor Management to serve as liaison and facilitator between SSC and TSU departments/end users

Allow for increased understanding of construction on the part of the end user (departments)

o Risk Management & Compliance: Worked with Student Affairs and student leaders to help ensure safety of

2017 Bonfire Managed the Tornado damage claim in-house saving the university

$225,000 Established a working group to develop and provide guidance to the

campus community related to the compliant operation of Unmanned Aircraft Systems (UAS) or drones on university property.

Updated our departmental website communicating the areas of coverage for each Risk Management and Compliance staff member in an effort to improve service for the campus community.

Established the Risk Management EMS Team to assist when members of our campus community experience medical concerns

Established the building emergency coordinator program to improve response and provide assistance within the buildings when dealing with small-scale emergency incidents.


Title IX

Created and hired a Full-time Title IX Investigator to serve the campus community in the areas in the areas of investigation, outreach and support.

Title IX Coordinator worked in unison with other campus leaders to establish the Violence Prevention and Response Strategic Plan. Additionally, a structure has been developed to promote advocacy programs across divisions in an effort to provide appropriate services to those in need.

Improved the RMC Lab Safety and Fire & Lab Safety Inspection Program. Improved International Travel procedures to align with TAMUS

recommendations. Completed the implementation of the chemical bar-code inventory

system within applicable departments within COST and COAES. Developed and now maintaining a university compliance calendar on the

Compliance Webpage to communicate to departments upcoming compliance related deadlines.

Implemented an automated service on campus to improve the proper destruction of sensitive documents in accordance with System regulation.

Invest in efficient and effective university support and service systems o Employee Services:

Implemented Workday

“Workday provides unified finance, human resources and student, faculty and staff lifecycle management cloud applications designed for the way people work in today’s organizations. We believe a new experience is coming to the A&M System — one that is modern, focused on users and streamlined, with common business processes across the A&M System.” (Source: https://workday.tamus.edu/who-is-workday/)

o Business Services: Automated several processes to allow departments additional control

over budgets o Procurement & Contracts:

Implemented Texan Buy – stable system that allows for automated routing and better spend analysis

Implemented package tracking – decreased number of lost packages and have electronic signature on file of received.

Also able to collect data on number of packages received and delivered

o Information Technology Services: Launched a new mobile application, Modo Labs, to replace legacy mobile

application from Ellucian. Used it initially to target communications related to Transition week and Homecoming.


“Internet in a box” – developed a methodology to deploy portable internet services. This is designed to use at a location for a limited duration.

Increased campus bandwidth from 1 Gb to 2.5 Gb to support increased bandwidth demand.

Re-architected account provisioning to issue accounts earlier in the life cycle of a student. The new method will provision accounts as soon as a student is admitted/accepted as opposed to provisioning the account when they register. This allows students access to the housing system and financial aid system earlier in their relationship to Tarleton.

Security improvements -

Implemented new solutions and procedures that assist with preventative measures regarding security such as data loss prevention (i.e. scanning for inadvertent exposure of personally identifiable information (PII) such as a SNNO imbedded in an email).

Implemented a new solution that provides visibility into Tarleton assets and allows us to see if critical vulnerabilities are identified. The solution also offers functionality that allows us to patch the vulnerabilities remotely once they are identified.

Implemented Banner Workflow to support improved efficiencies. Examples include:

High School Transcript Notification: o Sends an email to the student letting them know that

Admissions has received their transcript.

Drop For Non Pay: o Allows Athletics, VA, Business Services, Third Party

Contracts and Financial Aid to place holds on students who are on the drop list before the student is dropped.

Short Term Loans: o This workflow involves Business Services and Financial Aid.

A student is able to apply for a short-term loan in DuckTrax and it can be approved or denied through workflow.

Loan Revision Request: A student submits this request in DuckTrax and Financial Aid then either approves or denies the request.

Cancel Sections: The Registrar’s Office is able to initiate this workflow. The workflow updates the cancel section, class roster and meeting times. A notification is sent to students and a summary of events are sent to the Registrar’s Office.

Continued investment in technology infrastructure to keep it current, supported and functioning.

Partnered with other System members (TAMU, TAMUCT, TAMUC) to provide reciprocating backup services and support.

Technology support for the BOR visit.

Promote faculty and staff growth and development


o Information Technology Services: ITS outreach to administrative assistants – met with administrative

assistants in departments to discuss ITS services and offer point training when requested.

o Employee Services: Organized two informational sessions with Professor Emeritus Dr. Boyd

Collier for employees to learn strategies for managing personal finances on a biweekly pay schedule


INSTITUTIONAL ADVANCEMENT: FY17-18 Division-Level Report 2015-2020 STRATEGIC PLAN GOALS and GOAL DIRECTIVES

The following are major initiatives the Division of Institutional Advancement has established in support of the overall university strategic plan. ACROSS ALL GOAL AREAS: Planning, collaboration, promotion and execution of events related to the university’s Centennial Celebration as a founding member of The Texas A&M University System and playing host to the Board of Regents meeting. GOAL: Academic Excellence Goal Directives:

Promote student success o Development – Conversion of Tarleton Foundation’s Nowlin Fund - loan fund to

endowed scholarship. o Marketing/Communications - Through print and digital media, tells the

university’s story and collaborates with Enrollment Management on recruitment marketing strategy.

Deliver an innovative and relevant program mix o Marketing/Communications - Through print and digital media, promotes new

initiatives such as The Texan Debate and the Town Hall.

Elevate the academic and research profile o Development - Develop and implement membership strategies for each of the

six academic colleges Deans’ Circles increasing unrestricted funds. o Marketing/Communications - Promotes academics and research through print

and digital media. o Marketing/Communications/Alumni – Promotion of prominent alumnae in key

markets. GOAL: Student Transformation Goal Directives:

Advance a transformational learning environment o Marketing/Communications - Through print and digital media, promotes unique

learning experiences at Tarleton, from Service Day to Applied Learning Experience courses, from internships to student organizations such as the Corps of Cadets.

Provide personal growth experiences for students o Division employs a number of students, providing industry comparable

experiences in communications, marketing, media/creative development, web strategy, event planning, philanthropy, non-profits, public relations, legislative affairs, etc.

o Community Relations – Tarleton Ambassadors student organization o Tarleton Day at the Capitol

Engage students meaningfully in and outside the classroom o Academic Alumni Forum programming


o In conjunction with the Division of Student Affairs develop a student loyalty society.

o Intern-to-Learn (marketing/communications, event management, philanthropy, etc.)

o Marketing/Communications – University licensing, graphic standard and logo promotion reorganization and expansion.

o Advancement - Facilitate student and donor/friend/alumni interaction o Alumni – Affinity Group Program


Strengthen outreach, partnerships, and community engagement o Marketing and Communications provides materials and stories to support and

promote the university’s outreach and community efforts. o Improve accuracy of alumni and donor data to assist in enhancing engagement

with constituencies

Elevate effective communication and marketing strategies o Marketing and Communications - Continuation of brand marketing campaign in

Dallas-Fort Worth, initiating a conversion to a responsive format for the

university’s web sites and launching and improving an internal e-newsletter

(Tarleton Today), conducting an alumni survey to assess the brand campaign and

obtaining new web software to improve search results and the ability to identify

problems, such as broken links across the Tarleton web.

Enhance philanthropic activity internal and external to the university

o Update standards of stewardship using best practices. o Deployed Community Funded platform in November 2017.

o Improve annual giving programs

Review and enhance unrestricted giving circle programs through

acquisition appeals, renewal appeals and stewardship events

Conform to a specific allocation calendar for President’s Circle, Academic

Circle, Student Life Circle and Deans’ Circles

Execute an annual calendar for giving for all academic colleges

Elevate Development social media presence and update Development

web site for ease of information

o Grow major gifts program through strategic moves management specifically

concentrating in the following areas:

Fort Worth, Stadium Renovation/Expansion, Engineering/Engineering

Technology, Endowed scholarships/professorships/departments/colleges


Embrace a culture of exemplary care and service among faculty, staff, and students o Service to Outreach Sites - FY17/18 examples include MLS listening sessions, Fort

Worth marketing/communications staff placement and collaboration, alumni


pinning at outreach centers, homecoming shirt sales, North Texas Giving Day funds directed to Fort Worth, student organization support, fund inclusion for giving days, support of student service efforts.

o Development - Enhancement of Faculty/Staff Campaign and ITS and Business Services, launch Community Funded online giving platform by November 2017.

o Marketing/Communications – Refocused customer service efforts, campus presentations and training, initiating wufoo forms for submitting project requests.

Invest in efficient and effective university support and service systems o Marketing/Communications - Converting to the responsive web format,

converting to Cascade 8 for web operations and adding new video and photo equipment.

Promote faculty and staff growth and development o Blanket support of professional development for division members in the form

of distance and face-to-face delivery.


STUDENT AFFAIRS: Division-level Report 2015-2020 STRATEGIC PLAN GOALS and GOAL DIRECTIVES

University Mission:

Tarleton State University provides an academically challenging education where learning is

grounded in real-world experiences and effective teaching, research, scholarship, and service.

As a member of The Texas A&M University System, Tarleton is rich in history and tradition while

being committed to student success and diversity. Tarleton strives to develop moral and ethical

thinkers, scholars, and leaders who demonstrate civility and integrity, while contributing

meaningfully and responsibly to a global society.

University Vision:

Tarleton will be the premier student-focused university in Texas and beyond. We will transform

generations by inspiring discovery, leadership, and service through exceptional teaching and

research in vibrant learning communities.

University Core Values:

Integrity

Leadership Tradition Civility Excellence Service

Division of Student Affairs Mission Statement

The Division of Student Affairs creates communities that provide a sense of belonging and engage

students to be successful.

2017-18 Strategic Themes

1. Culture of Empowerment. The Division of Student Affairs will create a culture of empowerment

where there is a clarity of focus for the programs and services offered. Students and staff will

develop a sense of confidence in making decisions, which move areas of focus and experiences

towards the vision and mission of Tarleton State University.

2. Student Experience - Transformative Learning and Leadership. The Division of Student Affairs

will approach the development, reimagining, and implementation of programs and services with

intentionality. Further, students and staff will have voice in the Student Affairs culture.

3. University Connection. The Division of Student Affairs will recognize the importance and value

of community. Practices and policies will promote efficiency, effectiveness, and will collaborate

with others to capitalize on diversity of perspectives.


The following are major initiatives the Division of Student Affairs has established in support of the overall university strategic plan.

GOAL: Academic Excellence (AE) Tarleton fosters a teaching and learning environment that inspires students to discover,

innovate, and apply solutions to real world challenges. Tarleton Texans will thrive in a diverse,

global environment and be equipped to grow, adapt, lead, and serve within an evolving

marketplace.

AE Goal Directives: 1. Promote student success

a. Contribute to Reimagine the First Year (RFY) Initiatives established by the University RFY committee.

b. Enhance the co-curricular program in residential living learning communities. c. Advance Healthy Campus 2020 plan developed by the University Wellness

committee. 2. Deliver an innovative and relevant program mix

a. Support College of Education master’s program in higher education in the development of purposeful graduate assistantships and support programs to add to the education experience.

3. Elevate the academic and research profile a. Establish DSA research agenda that aligns with division strategic themes,

highlights Tarleton, and contributes to Student Affairs profession. GOAL: Student Transformation (ST) Tarleton promotes academic achievement, meaningful engagement and personal development,

guided by the university’s core values. Texans will become responsible and ethical citizens,

using their abilities as scholars, leaders, and servants to transform communities and

generations.

ST Goal Directives: 1. Advance a transformational learning environment

a. Establish framework using the University’s core values to bridge and capture learning through co-curricular experiences and extracurricular activities supported by the university.

b. Formalize a comprehensive approach to student development in the areas of leadership, diversity, and civic engagement.

c. Integrate intentional assessment in programs and services 2. Provide personal growth experiences for students

a. Advance the Violence Prevention Strategic Plan b. Support university commitment to Tarleton’s Carnegie Classification for Student

Engagement application. 3. Engage students meaningfully in and outside the classroom

a. Advance the Violence Prevention Strategic Plan b. Address student culture of alcohol abuse and hazing.


GOAL: Distinctive Engagement (DE) Tarleton collaborates to promote an improved quality of life and enhanced access to learning.

The university will be a leader in contributing to the improvement of our community and

society.

DE Goal Directives: 1. Strengthen outreach, partnerships, and community engagement

a. Formalize a comprehensive approach to student development in the areas of leadership, service and diversity.

b. Support university commitment to Tarleton’s Carnegie Classification for Student Engagement application.

c. Enhance relationships with alumni, families, community constituents, and other supporters to connect and highlight DSA student driven priorities and aspirations.

2. Elevate effective communication and marketing strategies a. Establish university-wide awareness and easy accessibility to understanding DSA

reorganization. b. Increase student use of DSA social media resource for campus information. c. Simplify access to information and processes related to support services.

3. Enhance philanthropic activity internal and external to the university a. Establish a DSA philanthropic priority list and outreach plan.

GOAL: Exemplary Service (ES) Tarleton develops deep and broad strengths and skills that provide high standards of care and

quality service. The university will engage and serve with civility and genuine consideration.

ES Goal Directives: 1. Embrace a culture of exemplary care and service among faculty, staff, and students

a. Integrate intentional assessment in programs and services. b. Implement DSA Professional Standards in our operations, programs and services. c. Update student policies and procedures to reflect current best practices, simplify

processes, and align with accountability measures. d. Become accredited programs through national associations, when applicable. e. Become excellent at fiscal management.

2. Invest in efficient and effective university support and service systems a. Develop a facilities management plan to meet the needs of our students and

community. b. Make best use of technology resources to serve and support students. c. Enhance third party contract management to increase student satisfaction.

3. Promote faculty and staff growth and development a. Enhance DSA professional staff interactions within the division to increase

collaboration. b. Establish an ongoing DSA professional development program to enhance skills

and talents. c. Attract highly competitive applicant pool for position vacancies.

Strategic Plan initiatives...2018/01/12 · o Increasing utilization of social media for marketing,...

Documents

Transcript of Strategic Plan initiatives...2018/01/12 · o Increasing utilization of social media for marketing,...