Division of Academic Affairs

Faculty/Staff General Meeting

Fall 2015

By 2030, at least 60 percent of Texans ages 25-34 will have a

certificate or degree.

Texas Higher Education Coordinating Board Strategic Plan 2015 - 2030

THECB 60x30 Goals

• 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

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.

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.

COMPLETION STRATEGIES

• Where marketable skills exist within programs, institutions need to promote them.

• Where skills don’t exist, institutions need to incorporate them.

MARKETABLE SKILLS

By 2030, all graduates from Texas public institutions of higher education will have completed programs

with identified marketable skills.

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

MARKETABLE SKILLS STRATEGIES

• 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

By 2030, undergraduate student loan debt will not exceed

60 percent of first-year wages for graduates of

Texas public institutions.

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.

STUDENT DEBT STRATEGIES

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.

Access and Inclusion Student-Focused Innovation

Service

Leadership Accountability

Guiding Principles for AASCU Institutions:

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 meta-disciplinary basis.

Redesigning the 1st Year – focused on the development of best practices to promote student success amidst changing demographics and changing societal norms.

Major Initiatives Lead by AASCU:

Institutional Strategic Planning ProcessCommunicate and Develop Inter-divisional Strengths

External

SEM

Institutional Goals

Institutional Initiatives

Division Goals

Department Goals

Academic PlanRetention PlanBudget PlanMarketing/Recruiting PlanStudent Services PlanAdvancement PlanTechnology Plan

Inter-divisional and SEM Initiatives

Aligning our Current InitiativesWhere 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 InitiativesWhere 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 InitiativesWhere 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 InitiativesWhere 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 InitiativesWhere 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 InitiativesWhere 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

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

Aligning Our Future InitiativesWhere Do We Go?