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Town Hall MeetingFebruary 2014
TOPICSStrategic Planning Initiative
Enrollment Management Consultation
“Unplugged”
University Marketing
Student Engagement Center
Eagle Athletics
Strategic Planning Initiative
Where we’ve been (Process)
What we’ve learned (Insights)
Where we’re going (Vision)
How we’ll get there (Path)
Where we’ve been – The Process
Town Hall Meetings
Community Advisory Groups
Facilitator-led Planning Meeting (held at Red River Army Depot community center)
Review of Findings
What we’ve learned - Your Insights
Key Themes (from town halls)
Core Values
Strategic Objectives
Key Themes—Strengths Personal connections
Association with the A&M System
Support of local community
Quality of faculty
Physical setting
Campus-wide concern for students
Key Themes—Areas for Development
Emphasis on quality academics rather than low tuition
More opportunities for hands-on learning
Additional student activities and recreation space
Academic technology
Global learning opportunities
Enrollment processes
Scholarship funding
Themes—our niche? Liberal arts and sciences vs. professional
orientation
Face-to-face vs. expansion of on-line
Traditional undergraduates vs. non-traditional and graduate students
Developing depth in majors (content) vs. liberal learning (“soft” or essential skills)
Core Values Passion for Excellence
Culture of Success
Integrity, Honesty & Visibility
Community Leadership
Learning Community
Stewardship of Valuable Resources
Strategic Objectives (Action Steps)Develop comprehensive academic master
plan
Integrate, update, improve enrollment management services
Re-establish First-Year Experience
Create strategic communication plan
Strategic Objectives (Action Steps)
Enhance student activities - strategic, aligned with academics
Revisit and document advising process
Create and distribute codes of conduct for faculty & staff and honor code for students
Hold campus “Unplugged” event
Strategic Objectives (Action Steps)
Develop comprehensive faculty orientation
Establish Office of Professional Development (extended learning opportunities)
Develop community service initiatives
Strategic Objectives (Action Steps)
Develop and enhance global and international programming and opportunities
Create student “lingering spaces”
Refine budget process and align with strategic planning
Where we’re going – The Vision Comprehensive and focused
Best undergraduate experience in Texas from freshman year forward
Common themes/approaches across curricula (liberal learning, community as classroom, high-impact practices)
Non-traditional and graduate programming responsive to community needs
Community resource and leader
How we’ll get there– Next Steps Refine and vet core values
Responsible parties develop plan to execute strategic objectives according to timeline
Academic master plan refines university vision
Revisit and possibly redraft mission statement
Monitor progress on strategic objectives and develop new goals on annual basis
Enrollment Management ConsultationAmerican Association of Collegiate
Registrars & Admissions Officers
Dr. Stanley Henderson, Vice Chancellor for Enrollment Management & Student Life, University of Michigan-Dearborn
Planning should function as a restart for “downward expansion” and a recommitment to core values
Consultant Observations Texas A&M University has a world class reputation
for excellence; Texas A&M-Texarkana is a beneficiary of that reputation for excellence in that the campus gives an A&M degree – the excellence is assured by the governing board
A&M Texarkana is, obviously, not the same kind of place as College Station; the Texarkana campus overlays the excellence with small campus atmosphere and concern for individual students, faculty involvement with teaching, etc.
Consultant Observations The campus has had exceptional support from the
Texarkana community, as well
Parents are reported as being very impressed with the campus
Students specifically reference the campus as a “community”
- They mention interactions with faculty - They claim more opportunities to be involved than on other campuses - They sense a concern for their well-being
Consultant Observations - They speak about the campus’s overall care for them
- They warmly describe the campus’s friendliness
- One student during the on-site visit disclosed very personal information in front of other students that gave an incredible testimony of how safe she felt among her peers – she credited that to the sense of community on campus
- Graduate students seem exceptionally involved on campus as part of the community rather than just unconnected people taking classes, as grad students often are; they appear to be remarkable, contributing citizens of A&M-Texarkana
Consultant Observations
President Cutrer picked up on this sense of community in her investiture speech
The consultant had the experience of a faculty member coming up to him in the University Center and saying in a welcoming manner, “I don’t think I know you. I’m so-and-so,” and then proceeding to show genuine interest in what I was doing on campus
Consultant Observations
It could safely be said that Texas A&M-Texarkana is not an institution of higher education where things happen to people in a passive environment, but, instead, is a community of higher education where people are members, where they participate, contribute, and watch each other’s back
“Unplugged”
Heath Coston
Undergraduate Student RepresentativeStrategic Planning Board
University Marketing
Royall & Company
Super Sunday
Student Engagement Center
Eagle Athletics
Future Town Hall with Mike Galvan
NAIA Application
Coaching Staff
Focus on Student Athletes
What’s on your mind?
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