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?