VICE PRESIDENT FOR ACADEMIC AFFAIRS
Goals for 1999-2000 Academic Year Aligned With
Institutional Strategic Goals
Divisional Mission Statement
The mission of the Division of Academic Affairs is to achieve excellence in instruction, research, and public service by securing and retaining a highly qualified and motivated faculty and support staff; maintaining high academic and professional standards for faculty, students, and staff; admitting and retaining qualified and motivated students; and providing essential resources.
Strategic reallocation in support of this mission as informed by the President’s strategic direction is as follows:
1. Integrate technology into administrative and instructional processes.
A. Complete wiring of all classrooms for network connections
B. Provide basic computer orientation for all new faculty
C. Provide development opportunities for all faculty interested in technology as it relates to teaching and learning
D. Establish college-based technology development staff in each college
E. Establish a plan to provide for the development of student basic computer competency
F. Revise the distance learning plan and offer courses through at least one consortium
G. Continue three-year faculty equipment upgrades
2. Increase student enrollment and retention success.
A. Establish a student advising center
B. Increase graduate student stipends
C. Increase staffing in Undergraduate Admissions by at least .5 FTE
D. Define, focus, and implement graduate student recruitment strategies
E. Implement recommendations of the President’s Task Force on Retention
F. Increase recruitment of international students
G. Increase efforts to recruit and retain superior students by expanding scholarship funds
3. Increase and enhance partnerships with the University's external communities.
A. Increase research, policy, and service collaborations, partnerships, and consultancies
B. Increase external gift funding
C. Increase external grant funding
D. Expand connections with international universities
4. Continue integrating the University's strategic planning and assessment processes with the institutional budgeting process.
A. Encourage broader faculty participation in the strategic planning process
B. Integrate The University Center offerings fully into the SHSU strategic planning process
C. Revise institutional mission statement and all mission statements flowing from it
D. Acquire and implement appropriate software and create a common institutional database
E. Fully integrate the institutional effectiveness process into the strategic planning and budgeting processes
5. Respond to SACS review and recommendations.
Other ongoing priorities for reallocation:
A. Enhance student performance on ExCET scores.
B. Increase diversity of faculty and staff.