A&Spire at a Glance
• Aspirational Statement and Preface
• Theme 1: Advancing Liberal Education in the 21st Century
• Theme 2: Becoming a Nationally Recognized Research Institution
• Theme 3: Strengthening Community Engagement
• Theme 4: Investing in the Health Sciences
• Theme 5: Building the Financial Foundation
• Summary of Acts of Determination
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.
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.
The Dean’s Office will lead efforts to develop pedagogical programming to foster exchanges among the faculty in various disciplines by Fall 2014.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
By Fall 2014 the Council for Informed Engagement will engage strategic leaders from education, service, and research regarding informed engagement with the community.
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.
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.
By Fall 2014 the Dean will appoint a taskforce to consider ways to provide better oversight of all health-related 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.
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.
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.
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.
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.
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.
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.
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.
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).
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.
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).
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).
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.
Obtain funding to support 12 endowed professorships/chairs across Arts & Sciences to reduce the financial strain on the University operational budget.
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.
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.
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.
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.
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.
By Fall 2014 the Dean will seek to endow research centers and to reinvest operational savings back into other centers or into staff lines.
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.
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.
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.
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.
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.