Division of Academic Affairs
Faculty/Staff General Meeting
Fall 2015
Texas Higher Education Coordinating Board
Strategic Plan
2015 - 2030
By 2030, at least 60 percent of Texans ages
25-34 will have a certificate or degree.
THECB 60x30 Goals
COMPLETION
By 2030, at least 550,000 students in that year will complete a
certificate, associate, bachelor’s, or master’s from an
institution of higher education in Texas.
• During the 15 years of this plan, Texas will award 6.4 million certificates
or degrees.
• Growth in certificates and degrees among two- and four-year colleges
will be critical for reaching the 60 percent in the 60x30 goal and
educating a skilled workforce.
• Growth in credentials must be consistent across demographic categories
COMPLETION STRATEGIES
Support the completion pipeline by providing access to multiple postsecondary options.
•
•
•
Collaborate with K-12 in improving college and career readiness.
Build credentials at each level
Increase the participation of economically disadvantaged high school students in dual credit
Improve academic preparation and academic support for students to enter and complete higher education.
•
•
•
Support students in their academic preparation for postsecondary education.
Streamline credential pathways through the P-16 continuum
Scale up and share practices that support underprepared students
Structure programs and support services to be responsive to the changing needs of the student population to help
students persist through key transitions in higher education.
•
•
•
Use innovative approaches for content delivery
Employ High-Impact Practices (HIPs) like evidence-based teaching and learning practices shown to improve learning
and persistence for college students from many backgrounds.
Increase use of predictive analytics to identify and assist students at risk of not completing.
MARKETABLE SKILLS
By 2030, all graduates from Texas public institutions of higher
education will have completed programs with
identified marketable skills.
• Where marketable skills exist within programs,
institutions need to promote them.
• Where skills don’t exist, institutions need to incorporate
them.
MARKETABLE SKILLS STRATEGIES
Identify marketable skills in every higher education program.
• Convene a statewide group to explore general characteristics of marketable skills by meta-majors.
• Establish collaborations between institutions and state, regional, and local employers to define
desirable skills, and identify in-demand programs and courses that offer those skills.
• Leverage existing efforts (e.g., the Liberal Education and America’s Promise – LEAP – initiative)
Communicate marketable skills to students, families, and the workforce.
• Increase the quality and availability of information targeted to students about the transition from
higher education to the workforce
• Ensure marketable skills are integrated into curricula so that students can demonstrate and
communicate those skills
STUDENT DEBT
By 2030, undergraduate student loan debt will not exceed
60 percent of first-year wages for graduates of
Texas public institutions.
•
Students – Make an impact by maintaining the lowest possible debt levels and
making good decisions
•
Two- and four-year colleges – Affect affordability by striving to reduce expenses,
while maintaining quality and ensuring that students know what they are buying
and where their educational choices will lead them after college.
•
The state – Can influence affordability by adequately funding higher education.
STUDENT DEBT STRATEGIES
Finance higher education in a manner that provides the most effective balance among
appropriations, tuition and fees, and financial aid.
Make higher education more affordable for students.
• Fully fund grants for eligible students.
• Support innovative approaches for more affordable credentials.
• Reduce time to degree through alternate degree pathways to completion.
Build the financial literacy of Texans to promote a better understanding of how and why to pay for higher
education.
• Implement personal financial literacy programs to support students going to college.
• Convene a statewide advisory group to determine ways to better advise students and parents on
financial aid options.
AASCU is a Washington-based higher education association of
nearly 420 public colleges, universities and systems whose
members share a learning- and teaching-centered culture, a
historic commitment to underserved student populations and a
dedication to research and creativity that advances their regions’
economic progress and cultural development.
Guiding Principles for AASCU Institutions:
Access and Inclusion
Service
Student-Focused
Leadership
Innovation
Accountability
Major Initiatives Lead by AASCU:
American Democracy Program - focused on preparing the next generation of
informed, engaged citizens for our democracy.
National Blended Course Consortium – focused on the development of an
archive of digital courses available to all AASCU institutions that address
broad, common learning objectives and can be adopted on a metadisciplinary basis.
Redesigning the 1st Year – focused on the development of best practices to
promote student success amidst changing demographics and changing
societal norms.
Institutional Strategic Planning Process
Communicate and Develop Inter-divisional Strengths
Division Goals
External
Institutional
Goals
SEM
Academic Plan
Retention Plan
Budget Plan
Marketing/Recruiting Plan
Student Services Plan
Advancement Plan
Technology Plan
Institutional
Initiatives
Inter-divisional and SEM Initiatives
Department
Goals
Aligning our Current Initiatives
Where do we stand?
Nationally (AASCU)
•
•
•
•
•
•
•
•
•
•
Center for Civic Engagement (ADP)
ACE Courses (ADP)
Foundations of Science course (NBCC)
EWCAT course (NBCC)
Student Success Initiative (FYE)
Bearkat Learning Communities (FYE)
UNIV 1301 (FYE)
ELITE Program (FYE)
McNair Program (FYE)
DELTA and highly successful online programming (NBCC)
Aligning our Current Initiatives
Where do we stand?
State (THECB)
1. Completion
• Provide access to multiple postsecondary options
 Leader in Articulation Agreement development
 Leader in Reverse Transfer Agreement development
 COE efforts with public school entities and agencies (Charter
School)
 Online degrees (BGS for completers)
Aligning our Current Initiatives
Where do we stand?
•
Improve academic preparation and academic support





•
Sam Center
Modification of Admission Standards
Supplemental Instruction
Student Success Initiative
Academic Success Centers (Reading, Writing, and Math tutoring)
Structure programs and support services to be responsive to the changing
needs of the student population
 ELITE
 McNair
 Pay It Forward
Aligning our Current Initiatives
Where do we stand?
2. Marketable Skills
•
Identify marketable skills




•
A partial list was established by the THECB for core inclusion
TCCAO is working with THECB to establish a more exhaustive list
SHSU Alumni/Employer survey
President/Provost Roundtable discussion
Communicate marketable skills to students, families, and the workforce
 Extraordinary effort to update baccalaureate core
 Core assessment
 Updating catalog software to allow for dynamic publication of programmatic
information
 Marketing/Recruiting initiative
Aligning our Current Initiatives
Where do we stand?
3. Student Debt
• Make higher education more affordable for students
 Annually awarding $4.5 million in scholarships
 Increasing number of TA/RA positions
 Establishing self-funded work study program and locally funding programs
like ELITE with BOT money
 Most efficient institution in Texas (lowest funding, lowest TRB, below
average administrative costs, average tuition and fees)
• Build the financial literacy of Texans
 Money Management Center
 FYE/UNIV 1301
Aligning Our Future Initiatives
Where Do We Go?
•
We must maintain our alignment with external parameters as we launch academic and
organizational initiatives
 Consider Texas workforce demands (STEM and Health Science)
 Initiatives must be driven by our academic values and strengths
 Protect the breadth and quality of our academic mission
•
Continue to operate efficiently and effectively




Capital equipment funding (HEAF) increased
TRB’s were approved
Special line item funding for new Health Sciences
Formula funding increase is enrollment driven – growth is necessary if we want to launch new initiatives
and invest in existing programs
 We must continue to reinvest in existing programs to meet completion goals and maintain our State and
National reputation
Aligning Our Future Initiatives
Where Do We Go?
We must maintain the culture that defines
Sam Houston State University
 The success of our students, academically, and in the workforce will be the primary
measure by which we will be judged
 Continue to institutionalize the values and “skills” that define our culture
 Make a deliberate effort to address the needs of students from a quickly changing
demographic population
 Continue to offer experiences beyond the classroom to allow students to develop
 Continue to grow development opportunities for faculty and staff
 Respond to legislative mandates in a manner that protects our values and culture