Baylor > Arts & Sciences > About The College > Strategic Plan > Summary of Acts of Determination

Summary-of-Acts

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Advancing Liberal Education in the 21st Century

1 -- Evaluating the Strength of the Four C’s in the Core Curriculum

The co-chairs of the Arts & Sciences Curriculum Committee will provide a report to the Council of Chairs by Fall 2014 that will summarize student competencies in communication, critical thinking, civic leadership, and Christian perspective in the core curriculum.

2 -- Implementing the 10-Year Enrollment Management Plan

By implementing the approved 10-Year Enrollment Management Plan, Arts & Sciences will achieve a six-year graduation rate of 82 percent, a retention rate of more than 90 percent, and a freshman class consisting of 50 percent high ability students by year 2022.

3 -- Investing in Teaching

The Dean’s Office will lead efforts to develop pedagogical programming to foster exchanges among the faculty in various disciplines by Fall 2014.

4 -- Developing Strategies for Engaged Learning and Merit Scholarships

By Fall 2014 the Dean will form a taskforce to consider strategies to increase student access to undergraduate research opportunities and to assess the feasibility of expanding the activities of the Special Programs Office to improve advisement for merit scholarships and engaged learning experiences.

5 -- Assessing the Structure and Function of the Arts & Sciences Core Curriculum

The Dean and the Council of Chairs will hold colloquia during the 2014-2015 academic year with faculty who teach in the core curriculum to advance the idea that these courses serve a larger purpose of general importance to the University. By Summer 2015, following these colloquia and assessment by the Arts & Sciences Curriculum Committee, the Dean’s Office will determine if further assessment of the core is needed.

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Becoming a Nationally Recognized Research Institution

1 -- Developing Top-Tier Tenure and Promotion Guidelines

By Fall 2014 departments wishing to improve the likelihood of receiving new and replacement faculty lines should provide a strategic plan that includes revisions of tenure and promotion guidelines. Each year departments should assess progress toward Baylor’s stated goal to become a Carnegie Very High Research University.

2 -- Increasing Research and Creative Activities in the Humanities and Social Sciences

By Fall 2014 the Humanities and Social Science departments will submit plans to the Dean’s Office for increasing research activities and engaging in interdisciplinary research. By Spring 2015 the Dean, with guidance from the Humanities and Social Science department chairs, will develop a master space plan and assess the possibility of establishing a Center for Baptist Studies.

3 -- Improving Doctoral Productivity in Arts & Sciences STEM Departments

Over the next 10 years doctoral graduation rates in STEM departments will increase from approximately 20 per year to 80 per year, equaling aspirant universities currently classified as RU/VH.

4 -- Acquiring New Faculty in Arts & Sciences STEM Departments

By Fall 2014, the Dean, in consultation with chairs in Arts & Sciences STEM departments, will determine best practices regarding start-up funds, research space, infrastructural support, and faculty release time for research.

5 -- Increasing Staff Support for Arts & Sciences STEM Departments

By Fall 2014 the Dean will assess ways to improve reporting to the National Science Foundation of staff who support research and will determine the potential additions of clerical and technical staff lines needed to support Carnegie RU/VH research.

6 -- Creating and Enhancing Research Centers in Arts & Sciences STEM

By Fall 2014 the Dean will identify centers that are inactive, determine effective ways to redeploy those resources, and identify new centers needed to facilitate faculty and student research.

7 -- Planning for Masters Programs

By Fall 2014 all departments with masters programs will provide to the Dean a self-assessment upon which to base future decisions regarding program sustainability.

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Strengthening Community Engagement

1 -- Improving Campus Event Coordination and Promotion

By Fall 2014 the Dean will create the position of Events Coordinator and form a Council for Informed Engagement to enhance A&S message delivery on campus and in the community; coordinate events; and communicate effectively with our alumni.

2 -- Improving Waco and Central Texas Community Outreach

By Fall 2014 the Council for Informed Engagement will engage strategic leaders from education, service, and research regarding informed engagement with the community.

3 -- Engaging with University Efforts on Global Education

By Spring 2015 the Council on Informed Engagement will work with the Vice Provost for Global Engagement to implement acts of determination, based on recommendations approved by the Provost.

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Investing in the Health Sciences

1 -- Creating a Space Plan for Health Science-Related Departments

The Dean’s Office will work with the taskforce to study configurations of the Baylor Sciences Building to enhance research and to address the space needs of departments of Communication Sciences and Disorders, Psychology and Neuroscience, and associated clinical programs.

2 -- Creating a Taskforce to Study an Administrative Structure for the Health Sciences

By Fall 2014 the Dean will appoint a taskforce to consider ways to provide better oversight of all health-related sciences.

3 -- Achieving More Favorable Student-to-Faculty Ratios in the Sciences

By Fall 2014 the Dean’s Office and the Arts & Sciences STEM department chairs will evaluate replacement and expansion hires and plan for hiring in support of the health sciences.

4 -- Creating a Faculty Structure for Clinical, Research, and Joint Appointments

By Fall 2014 the Dean’s Office will seek approval of job descriptions for clinical faculty and will assess the need for future clinical lines.

5 -- Benchmarks and Best Practices for Enrollment Management in the Health Sciences

By Fall 2014 the Dean will appoint a standing Arts & Sciences Enrollment Council to offer guidance on shaping the size and profile of the Arts & Sciences freshman class. By Fall 2014 the Dean will form a committee to create a proposal for a program of distinction for science students. Also, the Office of Prehealth Studies will provide leadership in developing a New Student Experience course for Fall 2015 to prepare prehealth students for the rigor of the science curriculum.

6 -- Building Collaborations across School Boundaries and among Medical Schools

By Spring 2015 the Dean’s Office will appoint a taskforce to explore a research center focused on health science initiatives, including bioinformatics. Also, the Dean’s Office will encourage faculty to explore possible research initiatives in Nutrition Sciences and in Child and Family Studies and will work with the Provost’s Office to establish contractual agreements on joint and adjunct faculty appointments between Baylor and Baylor College of Medicine and Scott & White Health.

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Building the Financial Foundation

1 -- Creating a 10-Year Budget Pro Forma

By Fall 2014 the Dean’s Office, in consultation with the Provost’s Office, will complete a budget itemizing revenues and expenditures in the areas of development, stewardship, and university support that will financially sustain A&Spire.

Development Initiatives

1 -- Creating a $10 million Endowed Scholarship Plan for the Next Five Years

By Summer 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will create a prospectus for a $10 million scholarship campaign.

2 -- Creating a $50 Million Development Plan for the Arts District

By Fall 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will identify donors who collectively will contribute at least one-half of the funding for the Arts District. A public campaign will ensue by Summer 2015 to complete the fundraising.

3 -- Creating a Development Plan to Endow Masters Programs in the Arts

By Fall 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will develop a fundraising strategy for this $6 million campaign.

4 -- Creating a Development Plan to Endow 12 Professorships in the Sciences

By Fall 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will design a campaign strategy for the sciences to endow 12 professorships ($36 million).

5 -- Creating a Development Plan to Endow Existing Research Centers in the Sciences

By Fall 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will seek to obtain $15 million to endow the centers for Molecular Bioscience, Mass Spectrometry, and Nuclear Magnetic Resonance, and to complete the endowment for the Center for Microscopy.

6 -- Creating a Development Plan to Acquire Additional Research Space for the Sciences

By Fall 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will create a plan to assess fundraising capabilities for construction of a Clinical Health Sciences facility and to refurbish the Baylor Sciences Building for additional research space.

7 -- Creating a Development Plan to Endow Masters Programs in the Sciences

By Fall 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will develop a strategy for assessing the possibility of endowing the MA and MS degrees in the Department of Communication Sciences and Disorders ($3 million) and in the Department of Geology ($3 million).

8 -- Creating a Development Plan in the Humanities and Social Sciences

By Fall 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will create a strategy for assessing the possibility of endowing six professorships ($12 million) and the Center for Baptist Studies ($5 million).

9 -- Creating a Plan for a Comprehensive Capital Campaign

By Summer 2014 the Dean, the Provost, and the Senior Vice President for Development and Strategic Initiatives will determine a strategy to provide the leadership and staffing to raise at least $100 million within five years for the College of Arts & Sciences. The development staff within Arts & Sciences will grow to assist critical fundraising initiatives.

Judicious Stewardship

1 -- Endowing New Professorships

Obtain funding to support 12 endowed professorships/chairs across Arts & Sciences to reduce the financial strain on the University operational budget.

2 -- Faculty Workloads

By Fall 2014 the Dean’s Office will implement the faculty workload plan. Beginning in the 2015-2016 academic year our goal is that on average each department will reduce by one course per semester the need for temporary lecturer monies. The Dean will propose that one-half of these savings be reinvested into Arts & Sciences for new staff lines.

3 -- Endowing Scholarships

The Dean will seek approval to direct one-half of the cost savings from the Arts & Sciences fundraising campaign back into Arts & Sciences for new staff lines.

4 -- Departmental Financial Profiles

By Summer 2014 the Dean’s Office will complete the departmental financial profiles, and this will allow tracking of financial savings and the effective use of available resources.

5 -- Dean’s Office Financial Profile

By Summer 2014 the Dean’s Office Financial Profile will establish a baseline of reserve funds needed for financial contingencies and will provide a model for annual distribution of funds above the reserve line for strategic projects and financial emergencies.

6 -- Endowing Existing Professorships

By Fall 2014 the Dean will designate the funds from four professorships/chairs that are not assigned to existing faculty to be used in targeted operational budgets.

7 -- Endowing Research Centers

By Fall 2014 the Dean will seek to endow research centers and to reinvest operational savings back into other centers or into staff lines.

8 -- Endowing Masters Programs

By Fall 2014 the Dean’s Office will develop a fundraising initiative for selected masters programs, permitting part of the operational savings to be reinvested into other graduate studies areas of Arts & Sciences.

9 -- Strengthening Staffing Efficiencies

By Spring 2015 the Dean’s Office, in consultation with the Provost’s Office and Human Resources, will conduct a comprehensive clerical and technical staff assessment and determine what additional staff will be needed in the coming decade in light of best practices of comparable universities.

10 -- Facilities and Administrative Revenue Sharing

By Spring 2015 the Dean’s Office will propose that the F&A revenue sharing be adjusted in terms of the allocation received by departments, the Dean’s Office, and the Provost’s Office. This reallocation would begin in the 2015-2016 academic year.

11 -- Enrollment Management

The Dean’s Office will continue to implement the Arts & Sciences enrollment management initiatives. Each percentage increase in freshman retention reduces the necessity of drawing from the University operational budget by as much as $1 million.

University Contributions

1 -- University Contributions to A&Spire

The University will in good faith attempt to provide Arts & Sciences with the resources for faculty and staff hiring strategies, operational budgets, and reinvestment of savings through fundraising and stewardship.