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The College of Arts and Sciences will provide an innovative array of both traditional undergraduate and graduate programs which meet the needs of the Northwest Florida region.
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Strategic Priorities
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will respond to regional higher education program needs by providing an appropriate array of innovative undergraduate and graduate programs, including programs of distinction, which are reviewed on a periodic basis.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will biannually assess the number of academic program offerings and compare those offerings to comparable state and peer institutions. While the college will not attempt to compete with peer institutions in regard to the number of program offerings, an acceptable array of programs must be offered if the institution is to be programmatically competative. The biannual comparison of CAS programs will be evaluated by the dean and chairs to determinte peer competitiveness.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop a crosswalk (chart/table) which lists and compares all academic programs in the college to those of selected state and peer institutions. This crosswalk will become the baseline for tracking and assessing CAS's programs in comparison to peer institutions. An annual assessment of program offereings will be made to determine if the college is offering a reasonable array of academic programs and maintaining academic competitiveness among peer institutions.
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The college will participate in identifying programs of distinction using peer institution models and standards for determining programs of distinction. Using recognized standards for achieving program of distinction status, programs achieving this status will be assessed every five years to assure that the programs continue to meet agreed upon national standards.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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Criteria for identifying programs of distinction will be collected from peer or other similar institutions. A designated team consisting of chairs and faulty will then develop baseline data for the college which define the standards and guidelines for designating programs as "programs of distinction." This baseline data will then serve as a guide to assure that programs identified as "programs of distinction" continue to meet the standards.
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All academic programs in the college will be reviewed on a five-year cycle to assure program quality, program currency, program cost effectiveness, and program viability. The evaluation process will include national accreditation reviews (when appropriate); state mandated reviews, elective reviews, and administrative recommended reviews. The dean will conduct a summary evaluation of this information annually and include the results in the CAS annual report.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The program review will serve as the benchmark for determining the quality of the program based on recognized program review standards for determining program quality. Benchmark data may include national accreditation standards, discipline specific standards, self-study standards, peer institution program standards, and program standards approved at the state level. In effect, the program review report will serve as the primary indicator in validating program quality.
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The program review will serve as the benchmark for determining the currency of the program based on recognized program review standards. Benchmark data may include national accreditation standards, discipline specific standards, self-study standards, peer institution program standards, and program standards approved at the state level. In effect, the program review report will serve as the primary indicator in validiting program currncey.
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The program review process will serve as the benchmark for determining program cost effectiveness and viability. Benchmark data may include national accreditation standards, discipline specific standards, self-study standards, peer institution standards, and program standards approved at the state level. Program cost effectiveness and viability will speficially inclde data on student enrollments, student FTEs produced, cost of instruction per student FTE, and other agreed upon measures.
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In conjunction with developing and maintaining appropriate undergraduate and graduate programs in the arts and sciences, the college will additionally develop and maintain both a traditional and non-traditional general studies curriculum which meets the liberal studies education need of students.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will assign an individual to coordinate the general studies curriculum. The coordinator will monitor the curriculum in regard to: 1)assuring that the general studies curriculum meets state requirements; 2)that it functions as a flexible model for articulation with commuity colleges and the military; and 3)that it continues to offer students a quality general studies/liberal arts experience. An annual evaluation of the components of GS program will be submitted to the Dean for review.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The coordinator of the general studies curriculum will develop or otherwise identify a crosswalk (comparative table) which compares UWF's general studies curriculum to all other Florida public institutions. This crosswalk will become the benchmark for assessing UWF's general studies curriculum on an annual basis. Based on an annual evaluation of the crosswalk, recommendations may be made regarding any needed changes in the composition of UWF's general studies curriculum.
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The coordinator of the general studies curriculum will develop a survey that will be sent out annually to a random sample of students regarding their perceptions of UWF's articulation of the general studies curriculum with community colleges. This survey would be sent to non-tratitional transfer students, specifically those in the military. The results of the survery would provide benchmark data on transfer students' satisfaction with the flexibility of the general studies curriculum.
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The coordinator of the general studies curriculum will develop a satisfaction survey to be sent out annually to a random sample of traditional resident students to assess their satisfaction with the quality of the general studies curriculum. The data generated by this survey will become another benchmark for assessing the overall quality of the general studies curriculum.
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In addition to maintaining a strong traditional general studies curriculum, the college will develop selected courses for delivery to nontraditional students. The coordinator of the general studies program will assist departments in regard to selecting appropriate courses for delivery through a distance learning format. An assessment of the annual changes in the nontraditional general studies program will be included in the coordinator's annual report to the dean of the college.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The coordinator of the general stuudies curriculum will develop a crosswalk (table/chart) which compares the traditional general studies curriculum to the non-traditional GS curriculum. The non-traditional component of the crosswalk will document and track all non-traditional GS course offerings. Non-traditional GS courses may include web-based, CD Rom, two-way interactive, or other alternative means of delivery. From this crosswalk, non-traditional GS courses can be tracked and assess.
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In addition to maintaining traditional arts and sciences programs, the college will be proactive in responding in a timely manner to critical societal and cultural needs by developing degree programs and certification tracks of opportunity or need which address national, regional, or state work-force development priorities.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The dean, with input from academic department chairs, will develop an ongoing listing of potential programs/courses of opportunity in regard to certification and licensure opportunities for work-force and manpower training needs (including military) in the region. An ongoing listing of programs of opportuity will then be used to target critical regional or state needs which the college has the potential to provide. The dean and chairs will audit this list annually and establish priorities.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The assessment of progress on this measure will be determined by the actual number of non-traditional program, certification, and licensure tracks that are developed and implemented annually by the college. Additionally, non-traditional programs will be evaluated by the degree to which they are entrepreneurial in nature and provide additional revenue, above the cost of development and delivery, to the college. Determining the cost-effectiveness of the delivery of programs is a major objective.
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The college will seek and maintain national accreditation of all appropriate academic programs.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The dean will monitor the accreditation reviews of all accredited programs. Continued accreditation of programs will serve as the accountability measure for the assessment. The dean will include an annual update of the status of all accredited programs in the CAS annual report to the provost.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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Assessment of this measure will be determined by the successful reaccreditation of programs which have been determined by the university and college program to be accredited. A crosswalk should be developed which documents the on-going status of accreditation reviews (coordinated with the UWF Planning Office) in order to track and monitor all accredited programs. Additionally, an annual review of all accredited programs should occur through the Dean's Office to verify progress.
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The decision to accredit new programs or to continue the accreditation of existing programs will be determined based on an assessment of the cost-effectiveness of the program. An analysis of the overall cost-effectiveness of accreditation will include faculty and other resources needed, program delivery costs, current or projected FTE generation, and the opportunity cost of the accreditation.
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The college will develop and integrate appropriate instructional technology applications into existing programs and utilize technology to further enhance and strengthen existing and future collegiate programs.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college technology team will develop a priority listing of courses in both general studies and in academic degree programs which best accommodates the integration and use of technology. A systematic and ongoing assessment will occur annually to assure that cutting-edge technology is being integrated into appropriate courses. An annual report of the progress of technology integration will be generated by the technology team and submitted to the dean for inclusion in the CAS annual report.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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College course syllabi will be updated to include a description of the degree to which the course utilizes technology to support or enhance the course. Additionally, separate course syllabi for non-traditional courses will be developed for courses which are designed primarily for distance delivery to non-traditional students.
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A matrix of courses will be developed showing the degree to which technology has been integrated into courses which were developed primarily for distance delivery to non-traditional students. This matrix will be monitored regularly by the Dean's Office staff to track the degree to which technology is being integrated into both traditionally and non-traditionally delivered courses and programs.
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The College of Arts and Sciences will support all programs with and exemplary faculty and staff who will provide outstanding instruction, research, and service to the college and university.
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Strategic Priorities
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will make a commitment to the selection of high-quality faculty and support staff.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop and implement a faculty and staff recruiting plan designed to support the recruitment of high-quality faculty. The plan's success will be measured annually by the dean and the quantative impact of the plan will be included in the CAS Annual Report.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop a faculty recruitment plan. The success of the plan will be determined annually based on the accomplishment of the goals and objectives included in the plan. The Dean's annual report to the provost will incorporate an analysis of the success of the college plan. Goals and objectives may include such measures as the number of individuals recruited compared to a baseline, and evidence of a goal-oriented recruitment plan.
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The college will develop a staff recruitment plan. An assessment of the success of the plan will be determined annually based on the accomplishment of the goals and objectives included in the plan. The Dean's annual report will include an analysis of the success of the college plan. Goals and objectives may include such measures as the number of individuals recruited compared to a baseline, and evidence of a goal-oriented recruitment plan.
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The college will develop and implement a faculty and staff retention plan designed around measurable outcomes pertaining to retaining quality faculty and staff. Success will be determined by an annual quantative assessment of the retention rate of nontenured faculty (and staff) as well as the tenure and promotion success rate of all new faculty. A separate plan will be developed for staff retention.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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1. |
A quantifiable faculty retention plan will be implemented in the college. An assessment of the success of the plan will be determined annually based on the accomplishment of the goals and objectives included in the plan. The Dean's annual report to the provost will include an analysis of the success of the plan. Goals and objectives may include such measures as the numbers of individuals retained, using a baseline for comparison, and evidence of a goal-oriented effort.
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A quantifiable staff retention plan will be developed for the college. An assessment of the success of the plan will be determined annually based on the accomplishment of the goals and objectives included in the plan. The Dean's annual report to the provost will incorporate an analysis of the success of the plan. Goals and objectives may include such measures as the numbers of individuals retained, using a baseline for comparison, and evidence of a goal-oriented effort.
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The college will develop and implement an adjunct faculty development plan which standardizes the orientation of all new adjuncts. Additionally, the plan will require the consistent evaluation of instruction as well as the annual review of the individual's academic qualifications. Each department chair will be responsible for implementing and monitoring unit plans. An annual report will be required to verify that the plan is being implemented and assessed.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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A quantifiable adjunct faculty development plan will be developed which includes such assessment measures as a standardized orientation, consistent and rigorous teaching evaluations, update training, and assigned faculty mentors. An analysis of the success of the adjunct faculty development plan will be reported annually by the dean in the college report.
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The college will provide appropriate professional development opportunities for all full-time faculty and staff.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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A professional development plan for all full-time faculty and staff will be developed and implemented by the college. This plan will include measurable outcomes including annual documentaiton of the professional development activities of all faculty and staff, dollars spent, training received, and benefits accrued to the faculty, staff, and college. An annual report will be submitted to the dean for review and inclusion in the CAS annual report sent to the provost.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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1. |
A quantifiable faculty development plan will be implemented in the college. An assessment of the success of the plan will be determined annually based on the accomplishment of the goals and objectives included in the plan. The Dean's annual report will incorporate an analysis of the success of the college plan. Quantitive measures may include categories such as dollars committed to faculty travel and faculty research, sabbatical leaves, and other professional development activities.
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A quantifiable staff development plan will be developed for the college. An assessment of the success of the plan will be determined annually based on the accomplishment of the goals and objectives included in the plan. The Dean's annual report will incorporate an analysis of the success of the college plan. Assessment measures may include the numbers of dollars spent on staff development, descriptions of activities and training, and related staff development activities.
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Efforts will be made by the college administration to recruit and retain a diverse faculty and staff.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop a recruitment and retention plan which produces a diversified faculty and staff. The success of this plan will be measured by the increase or decrease in the number of minority faculty and staff hired and retained annually.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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1. |
A faculty recruitment plan will be developed which produces a divese faculty. The success of the plan will be determined annually based on the accomplishment of the goals and objectives included in the plan. The dean's annual report to the provost will include an analysis of the success of the college plan. Goals and objectives may include such measures as the number of individuals recruited, compared to a baseline, and evidence of a goal-oriented recruitment plan.
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A staff recruitment plan will be developed which produces a divese staff. An assessment of the success of the plan will be determined annually based on the accomplishment of the goals and objectives included in the plan. The Dean's annual report to the provost will include an analysis of the success of the college plan. Goals and objectives may include such measures as the number of individuals recruited, compared to a baseline, and evidence of a goal-oriented recruitment.
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The college will support the role of faculty in regard to providing outstanding instruction, basic and applied research and/or engaging in appropriate scholarship, and providing service as defined by the institutional mission statement.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college administration will track and document the quality of instruction, faculty research and scholarship, and service of each faculty member. An annual report of faculty performance in these areas will be reviewed by the dean to assess the overall productivity of faculty. Quantitative data on all faculty will be generated annually and quantitatively assessed.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop a matrix comparing and documenting the quality of instruction of all full- and part-time faculty. This matrix will be used to establish a baseline for assessisng and comparing the quality of instruction. This data is not intended to compare individual faculty instruction; rather, it it will be used to develop a collegiate and departmental profile to improve the overall quality of instruction within the college.
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The college will develop a matrix which tracks and documents research and scholasrship of all tenured and tenure-earning faculty. This matrix will be used to establish a baseline for assessisng and comparing research and scholarship productivity. These data are not intended to compare individual faculty in regard to research and scholarship; rather, they will be used to develop a college and departmental profile of the overall quality and quantity of research being produced within the college.
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The college will develop a matrix which tracks and documents faculty service of all full-time faculty. This matrix will be used to establish a baseline for assessing amd monitoring all faculty service activities. These data are not intended to compare individual faculty service efforts; rather, they will be used to develop a college and departmental profile of the service activities taking place within the college.
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The College of Arts and Sciences will recruit and retain a population of high-quality undergraduate and graduate students.
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Strategic Priorities
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop specific strategies for recruiting and retaining an academically talented undergraduate and graduate student population of high academic quality and intellect.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college and academic departments will develop a recruiting, advising, and retention plan for academically talented undergraduate and (if applicable) graduate students. The plan will incorporate measurable outcomes which will be designed to assess new student recruitment and annual retention. Annual comparisons will be made to determine the success of the plan in regard to student recruitment and retention.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop a matrix which tracks and monitors student enrollments to assure that a diverse and academically talented undergraduate and graduate student population is maintained. The matrix will serve as a baseline regarding student diversity by department within the college and provide a means to measure any increases or decreases in student diversity. The annual report to the provost will include an analysis of student divesity. Student scores on the ACT, SAT, and GRE may be used.
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The college faculty will actively seek to involve selected undergraduate and graduate students in meaningful research and scholarship during their matriculation at UWF.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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Department chairs will track and document all student participation with faculty in cooperative research or scholarly activities. A departmental report of student participation in research and scholarship within the college will then be submitted to the dean for assessment. A comparison of the degree and number of student-faculty research projects undertaken annually can then be compared from year to year.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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Academic departments will develop a matrix which tracks and monitors student research activities which involve both students and faculty. The matrix will serve to develop baseline data regarding student research activities by department within the college and will then provide a means to measure any increases or decreases in joint research projects. The CAS annual report to the provost will include an annual analysis of student/faculty research projects.
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The college will provide an internal organizational structure to advise and support students in regard to their academic progress and overall success.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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Records of student advising sessions will be kept by assigned advisors for the purpose of documenting the frequency and purpose of the advising. An annual report of the number and frequency of advising sessions will be generated and sent to the dean for analysis and verification of advising. The advising report will additionally be compared to retention rates within the college.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The College will develop a student advising and academic support plan which includes qualitative and quantitative components and which documents that students receive regular academic advising and counseling. Baseline data will be used to assess the impact the plan on student retention. Data derived from this plan will then be used to determine the effect of the plan on retention.
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The College of Arts and Sciences will support the UWF mission of providing non-traditional educational opportunities for students by developing and delivering a limited number of high-quality programs to off-campus sites by traditional and alterative delivery modes. Selected programs will be developed using distance delivery methods.
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Strategic Priorities
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will identify, develop, and deliver distance education programs for selected external populations via web-based or other distance delivery models for the purpose of meeting regional military higher education needs.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will assess the current level of distance learning programs/courses within the college and identify those programs/courses which best meet the needs of military personnel. An annual report will be developed to verify the additions or deletions of distance learning programs or courses.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop a matrix of all courses/programs in the college which are currently available for distance delivery to military personnel. The college will annually update this matrix and consider adding or deleting programs as needed. Interaction with area military education and training personnel will occur biannually to assess the viability of exisitng programs and the need for the development of any new programs.
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The college will continue to support UWF’s distance learning mission of providing courses and programs to non-military students at off-campus sites by developing selected programs and placing full-time qualified faculty at appropriate off-campus sites.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will assess and maintain records related to the current level of distance learning program/course development for nontraditional students (other than military) within the college and identify those programs/courses available for distance larning delivery. This information will be tracked annually by the dean.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop a matrix of all courses/programs in the college which can be delivered via distance learning to non-traditional students. Using this matrix, the college will biannually review all courses/programs developed for distance delivery and consider adding or deleting programs as needed. An annual review will occur to assess the viability of exisitng distance learning programs and the need for the development of any new programs for non-traditional students.
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The College of Arts and Sciences will engage in short- and long-range planning activities with the intent of better utilizing limited resources for more efficient program delivery and improved program quality.
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Strategic Priorities
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college administration, faculty, and staff will engage in short- and long-range program planning in order to develop a more efficient and cost-effective collegiate organizational model.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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Organized and systematic short- and long-range planning will occur annually within the college and in all academic departments and support units. The annual academic planning document will verify the accomplishment of this task.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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In conjunction with UWF's Strategic Planning process, the college will develop an ongoing strategic planning process which requires both a short- and long range planning. Each department/unit will develop plans which include current and projected staffing requests, staff/faculty replacements, budget increases or changes, new intitiatves, and other budget related needs based on the unit's plan. Each department/unit plan should relate directly to the unit's goals and objectives.
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The college administration, faculty, and staff will develop three-year course schedules in order to produce higher course enrollments and improved cost efficiency in program delivery.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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Three-year course schedules will be developed by each department within the college. These course schedules will be reviewed and updated annually by each department chair and then submitted to the dean for verification of the completion of the task.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop a three-year course scheduling matrix to reduce the number of low-enrollment courses and increase the number of higher enrolled courses. The viability of the new schedule will be based on its cost effectiveness compared to the college's 2002-2003 instructional costs. The effectiveness of the new schedule will be determined by a comparison of the unit's FTE generation and adjunct costs prior to the three-year schedule with FTE and adjunct use after the new schedule.
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The college administration, faculty, and staff will engage in developing strategies through short- and long-range planning which enable the college to become more entrepreneurial in nature in anticipation of a continuing decline in state budget support for higher education.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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Short- and long-range planning for the purpose of developing more entrepreneurial activities within the college will be undertaken. Entrepreneurial efforts will be specifically identified as a critical component of the overall college planning process and will be documented annually within the college through the planning document.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will identify all entrepreneurial activities and the revenue generated from such activities using the 2002-2003 fiscal year as a baseline. Entrepreneurial efforts will be tracked annually to determine the degree to which the college is able to generate new sources of revenus. The dean and chairs will collectively develop a list of potential activities which may generate new sources of revenue. The development of new programs for distance delivery will be especially emphasized.
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The College of Arts and Sciences will develop effective marketing, public relations, and fund-raising strategies that promote the college, its faculty, students, and staff.
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Strategic Priorities
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will utilize such tools as the CAS Report to disseminate information to alumni, friends of the college, and to the broader community to better inform a large external constituency of the breadth, depth, and needs of the College of Arts and Sciences.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will develop an assessment tool in the form of a short questionnaire that will be sent to external constituents. This survey will solicit input from recipients of the CAS Report to assess the viability of the report as a public relations tool for the college. Results of the survey will serve as an accountability measure to assess the viability of this priority.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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1. |
The college will develop a survery to be sent to all alunmi and friends of the college. Returned surveys will be evaluated to determine constituent interest in and support for the college and its programs. Also, the survey will be used to determine sources for fund-raising, program interest, the identification of regional program needs, and other information which would help the college to be more responsive to regional and community needs.
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This college will build on a marketing plan utilizing such tools as the CAS Report to enhance fund-raising and the general support of the college and its programs.
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Accountability Measures
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The college will utilize the CAS Report and similar tools to develop a support base for collegiate and departmental fundraising efforts. This priority will be measured by documenting the annual revenue generated through fundraising efforts. Annual fundraising will be benchmarked to the 2002-2003 fiscal year for the college.
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Accountability Measure Data
Text Updated: Apr 10, 2003 | Current as of May 23, 2013
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The annual CAS Report will become a primary tool for college fund-raising efforts. The 2002-2003 fiscal year will be used as the benchmark for assesssing the college's fund-raising efforts through the use of the CAS Report. Fund-raising efforts will become a measurable component of the college's strategic planning and fund-raising efforts will be documented and assessed annually.
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