FacultyStaff General Meeting Fall 2015 By 2030 at least 60 percent of Texans ages 2534 will have a certificate or degree Texas Higher Education Coordinating Board Strategic Plan 2015 2030 ID: 489864
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Slide1
Division of Academic Affairs
Faculty/Staff General Meeting
Fall 2015Slide2
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 - 2030Slide3
THECB 60x30 GoalsSlide4
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.Slide5
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 STRATEGIESSlide6
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.Slide7
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 STRATEGIESSlide8
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.Slide9
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 STRATEGIESSlide10
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.Slide11
Access and Inclusion
Student-Focused
Innovation
Service
Leadership
Accountability
Guiding Principles for AASCU Institutions:Slide12
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:Slide13
Institutional Strategic Planning Process
Communicate and Develop Inter-divisional Strengths
External
SEM
Institutional Goals
Institutional Initiatives
Division Goals
Department Goals
Academic Plan
Retention Plan
Budget Plan
Marketing/Recruiting Plan
Student Services Plan
Advancement Plan
Technology Plan
Inter-divisional and SEM InitiativesSlide14
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)Slide15
Aligning our Current Initiatives
Where do we stand?
State (THECB)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) Slide16
Aligning our Current Initiatives
Where do we stand?
Improve
academic preparation and academic
support
Sam CenterModification 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 populationELITEMcNairPay It Forward Slide17
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 coreCore assessmentUpdating catalog software to allow for dynamic publication of programmatic informationMarketing/Recruiting initiativeSlide18
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 CenterFYE/UNIV 1301Slide19
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 effectivelyCapital equipment funding (HEAF) increasedTRB’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 programsWe must continue to reinvest in existing programs to meet completion goals and maintain our State and National reputationSlide20
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?