DEPARTMENT OF POLITICAL SCIENCE
STRATEGIC PLAN
MISSION STATEMENT
The Department of Political Science is dedicated to excellence in teaching, research, and service, and to offering an undergraduate curriculum designed to provide students with a solid foundation and broad understanding of the discipline of political science, and to allow students to specialize in areas of particular substantive interest. Our masters program in public administration produces trained public servants, and our doctoral program in political science develops sophisticated, skilled scholars and researchers. We provide services to local, regional, and state governmental agencies through our Center for Public Service, and new Lewis and Maxine Earl Survey Research Laboratory.
VISION STATEMENT
The Department of Political Science aspires to the highest national standards in teaching, research, and service, while maintaining an educational and professional atmosphere of diversity and inclusiveness at all levels. We look to increase the popularity of our undergraduate major, to make our graduate programs nationally recognized programs of choice, and to serve our students, profession, and community in diverse ways.
Department of Political Science Core Values
- Excellence in all of our activities.
- Outstanding teaching and student advisement at all levels.
- Critical thinking, creativity, and originality as they may foster excellence in teaching, research, and service.
- Research and scholarly activity that are of high quality.
- Community service at all levels -- local, regional, state, national.
- Ethical principles and standards.
- Academic freedom, personal responsibility, and the traditions of higher education.
GOALS, CRITICAL SUCCESS FACTORS, and
OBJECTIVES (including Strategies and Assessments)
Goal 1. Access and Diversity: Increase diversity among our Political Science students and faculty.
Critical Success Factors:
- An increase in the numbers of all students, especially minority and underrepresented groups.
- An increase in the numbers of MA and PhD students.
- Two new ethnic minority faculty members.
- Have donors for minority scholarships.
Objectives:
Objective 1.1: Increase the number of minority students among our majors.
Strategies:
- Develop brochures and other recruitment materials that express our concern and interest in minority affairs.
- Engage our current minority students in these efforts and to have them serve as role models.
- Cooperate with the office of Admissions and New Student Relations to identify potential minority students and to make contact with them.
- Contact campus-wide minority student organizations for their help in recruiting students into our graduate programs.
- Develop our department web site to be more attractive to minority students.
- Make in-person recruitment visits to largely minority institutions.
Assessments:
- Number of ethnic minority students.
- Number of personal contacts with minority students.
- Degree of involvement with minority student groups assisting in recruitment.
Objective 1.2: Increase support for minority students.
Strategies:
- Solicit donations from former students/alumni (including minority students) to raise special scholarship funds for minority individuals.
- Recognize such donors at our annual department banquet.
Assessments:
- Levels of support for minority students.
- Number of personal contacts for securing scholarship funds.
- Amount of scholarship funds.
Objective 1.3: Increase the number of high-quality students among our majors.
Strategies:
- Engage our current students in these efforts and have them serve as role models.
- Cooperate with the office of Admissions and New Student Relations to Identify potential students and to make contact with them.
- Work with the Honors College to recruit Political Science and pre-law majors
- Develop a more attractive department web site.
Assessments:
- Number of undergraduate majors.
- Number of personal contacts with prospective students.
- Changes/increases in SAT, and class rank for new majors.
Objective 1.4: Increase the number and quality of graduate students.
Strategies:
- Engage our faculty and current students in these efforts.
- Cooperate with the Graduate School to identify potential new students and to make personal contact with them
- Do a better job recruiting from within TTU.
- Develop our department web site to be more attractive and informative.
- Make in-person recruitment visits to nearby institutions.
Assessments:
- Number of graduate students.
- Number of personal contacts with graduate students.
- Number of contacts with on-campus student groups assisting in recruitment.
Goal 2. Excellence: Achieve the highest standards of excellence in teaching, research, and service.
Critical Success Factors:
- Increase average course evaluations by .25 points.
- 2 faculty members receive a campus-wide teaching award.
- No advisement complaints.
- Graduate student(s) on Graduate Affairs Committee.
- Maintain accreditation of our MPA program.
- 50% increase in the number of graduate program inquiries.
- Have at least one graduate recruitment effort at each regional and national conferences.
- Fund graduate student conference presentations.
- Dossiers and vita for each graduating doctoral student
- Increase graduate student stipends to nationally competitive levels.
- 10 donors contacted for graduate scholarships, and programs.
- 2 new incentives for faculty involvement in graduate recruitment.
- 2 annual submissions for federal and private research funds.
- 2 faculty nominated for research awards on and off campus.
- 1 nation-wide professional outlet – database, journal, series, conference.
- An increase in the percentage of articles submitted to and accepted by top-ranked journals.
- 2 nationally competitive fellowships and awards.
- 2 new adjunct faculty for the MPA program.
- 20 external contracts through the Survey Research Laboratory.
- 10 externally funded projects through the Center for Public Service.
- 2 annual invited speakers.
Objective 2.1: Enhance the quality of our undergraduate teaching.
Strategies:
- Whenever possible, hire only faculty with substantial and outstanding performance as classroom instructors.
- Review and augment the materials and instructional methods of our socialization course for all TAs.
- Reemphasize our focus on quality undergraduate instruction to all faculty.
- Include in-depth teaching performance reviews during the annual performance evaluation process.
- Make certain faculty are aware of various campus groups dedicated to improvement in teaching -- TLTC, Teaching Academy.
- Increase the number of faculty nominated for various teaching awards.
Assessments:
- Faculty course evaluations.
- Numerical ratings on course evaluations.
- Number consultations with faculty.
- Number of TLTC contacts by faculty.
- Number of faculty nominations for teaching awards.
Objective 2.2: Provide high quality advising to undergraduate students.
Strategies:
- Make sure our staff advisor is well-informed about changes or emphases in our undergraduate programs.
- Include our undergraduate advisor in discussions about revisions in our undergraduate programs.
- Provide opportunities for our undergraduate advisor to increase his/her advisement skills and knowledge.
- Assist the advisor in the preparation of advisement materials.
- Undergraduate advisor to be well-informed and current.
Assessments:
- Number of advisement materials.
- Number of students seeking advisement.
- Number of advisement problems.
- Students' satisfaction with advising.
Objective 2.3: Develop a faculty/student research program for undergraduates.
Strategies:
- Make funds available for faculty/student collaborative research projects.
- Develop the procedures for soliciting and evaluating such proposals.
- Provide a mechanism for the reporting and presentation of the products of such projects.
Assessments:
- Number of such research proposals and projects funded.
- Number of subsequent publications, presentations, grant submissions derived.
Objective 2.4: Provide high quality advising to graduate students in Political Science.
Strategies:
- Form a graduate affairs committee to assist the Graduate Advisor in Political Science.
- When possible, have graduate student presence or service on such a committee.
- Maintain an up-to-date and accurate handbook for the MA/PhD program.
- Periodically review the requirements of this program.
- Develop an orientation meeting for new/old students.
Assessments:
- Amount of graduate student participation on program matters.
- Changes in degree programs and handbooks.
- Record of activities to review/modify graduate programs.
- Number of graduate student complaints and problems, and solutions.
- Student poll on quality of graduate advising.
Objective 2.5: Provide high quality advising to graduate students in the MPA program.
Strategies:
- Have the MPA advisor consider ways in which students in our several tracks can be better advised.
- Make sure the MPA handbook is accurate and up-to-date.
- Develop advising materials for the MPA program.
Assessments:
- Number of accurate data-bases – email, address, and phone lists.
- Number of student complaints, problems, and solutions.
- Student poll on the quality of advising.
Objective 2.6: Maintain accreditation of our MPA program.
Strategies:
- Periodically review our MPA program vis a vis accreditation requirements.
- Maintain ongoing relationships with our accrediting body (NASPAA).
- Make the administration aware of any problems as they develop and resolve them quickly.
- Assessments:
- Number of contacts with NASPAA.
- Number of accreditation recommendations accomplished.
- Number of meetings of MPA faculty to determine current program vis a vis accreditation requirements.
Objective 2.7: Increase the visibility of our graduate programs.
Strategies:
- Develop materials for wide, regional distribution.
- Update and maintain an effective web site for the purpose of graduate recruitment.
- Participate in graduate recruitment at regional and national conferences.
Assessments:
- Number of appropriate mailing lists for posters and other brochures.
- Number of “hits” on our department web site.
- Number of personal contacts with faculty.
Objective 2.8: Develop faculty incentives for graduate student recruitment.
Strategies:
- Determine the availability of local funds for this effort.
- Make available additional travel/research support for faculty engaged in the personal contact/recruitment of graduate students.
- Develop guidelines for the monitoring and awarding of such funds.
Assessments:
- Number of incentives put in place.
- Number of faculty engaged in this effort.
- Number of potential graduate students contacted.
- Number of graduate students enrolled from this effort.
Objective 2.9: Continue to support graduate students with travel, and dossier preparation funds.
Strategies:
- Use cost-of-education, graduate tuition, and fund for excellence monies for this purpose.
- Continue to fund substantially graduate students for conference presentations.
- Continue to fund graduate students' dossier/vitae preparation.
Assessments:
- Number of students applying for and using conference funds.
- Number of students utilizing the dossier service.
Objective 2.10: Provide additional funds for graduate student support.
Strategies:
- Increase TA stipends.
- Seek private donor support for graduate student scholarships.
- Seek more fellowship support from public and private sources.
Assessments:
- Amount of TA support in peer institutions.
- TA funding levels.
- Number of attempts at increasing stipend levels.
- Number of contacts/successes with potential private donors of scholarship funds.
Objective 2.11: To become a department recognized for its quality and quantity of research.
Strategies:
- Emphasize the importance of external support for merit evaluations, and tenure and promotion decisions.
- Follow university workload guidelines to allow time for preparation of large grant applications.
- Permit, as possible, course buy-outs funded by research proposals.
- Develop a journal, database, conference, or other project that will attract national attention and use.
- Emphasize the importance of high quality publications in top-ranked journals.
- Nominate faculty for various outstanding researcher awards.
- Make thorough and exhaustive use of university resources (ORS, Office of Development, etc.) in identifying and developing applications.
Assessments:
- Number of grant applications.
- Number of faculty “buys outs” from research funds.
- Number of professional databases and other developments.
- Number of faculty receiving nominations/awards.
- Number of submission/acceptance of high quality publications.
Objective 2.12: Provide opportunities for faculty development.
Strategies:
- Identify and distribute relevant OPs.
- Invite discussions with the chairperson and other administrators on development opportunities.
- Reward faculty for obtaining nationally competitive fellowships and other development positions.
Assessments:
- Amount of past use of faculty development funds.
- Number of faculty applications for development funds.
- Number of faculty development awards.
- Number of times and total amount of department excellence funds to support faculty efforts.
Objective 2.13: To achieve a greater number of interdisciplinary and collaborative proposals.
Strategies:
- Alert faculty to the benefits of interdisciplinary and collaborative projects.
- Encourage faculty to be more entrepreneurial and innovative in marketing their research and finding sources of support.
Assessments:
- Number of faculty involved in interdisciplinary projects.
- Number of faculty applications for ARP and other funds.
- Amount of support/successes of faculty for entrepreneurial and innovative projects.
Objective 2.14: Establish and maintain excellent relations within the public and business communities, and various governmental agencies.
Strategies:
- Recruit adjunct faculty from the public and private sector for our graduate programs.
- Make sure public is aware and invited when we have speakers and other events.
- Continue to get newspaper and other coverage (use News and Publications) for our events, projects, and achievements.
Assessments:
- Number of efforts aimed at public awareness.
- Number of people participating at special events.
- Number of submissions/publications of news stories and other media presentations.
- Keep an inventory of letters, memos, and other comments from public.
Objective 2.15: Secure the funds for an endowed chair in Political Science.
Strategies:
- Work with the college and university development staff to identify specific contributors.
- Establish a faculty committee to determine the specifics of the endowed appointment – area, level of funding needed, means of recruitment.
Assessment:
- Number of contacts for funding donations.
Objective 2.16: Increase the number of tenure track faculty.
Strategies:
- Work with the college and university administration to increase the number of tenure track faculty to better serve state-mandated courses, anticipated increases in general enrollment, and majors (currently an under-served group).
Assessment:
- Number of tenure track faculty.
Goal 3. Build quality community connections internally, locally, and regionally.
Critical Success Factors:
- 1 department activity story to News and Publications each semester.
- Faculty contribute routinely to media discussions on critical events.
- Circulate routinely posters on department events.
- Post announcements of speakers and events on the electronic bulletin board.
- 1 annual Center for Public Service newsletter sent to community leaders.
- 10 annual meetings with city, county, state leaders on department activities.
- 2 annual pro bono activities for municipal, county, state organizations.
- Service learning components for undergraduate and graduate courses.
- 1 annual collaborative research activitie with local governments.
- Participate in a university-wide economic development activity.
- 2 new distance learning course offerings.
- Participate in the development of a long-term regional survey project.
Objective 3.1: Increase internal awareness of the activities of the Department of Political Science.
Strategies:
- Use of the UD and University News and Publications whenever we have a significant event of interest to the university community.
- Use of the university’s electronic bulletin board and post notices of upcoming events.
- Invite faculty, students, and staff to these events.
Assessments:
- Number of submissions/publications of news stories and releases.
- Number of electronic bulletin board postings.
- Number of people attending department special events.
Objective 3.2: Increase external awareness of the activities of the Department of Political Science.
Strategies:
- Develop a list of faculty speakers and topics to be distributed to various civic organizations.
- Arrange for News and Publications to distribute to local media announcements and news stories of upcoming events.
- Have faculty continue to volunteer to give “expert” interviews during elections and other relevant events.
- Include community leaders on our newsletter mailing list.
Assessments:
- Number of publications of department announcements in local media.
- Number of expert interviews and media presentations.
- Number of requests for same.
- Number of contacts with community leaders.
Objective 3.3: Fully engage the Center for Public Service in community, regional, and state-wide activities, and develop a brochure that outlines the activities and resources of the Center.
Strategies:
- Arrange for meetings with public and private community leaders to foster Center engagement.
- Engage the Center in pro bono activities that support our community.
- Integrate a service learning component into the curriculum of the MPA program.
Assessments:
- Number of pro bono activities of Center.
- Number of students participating in service learning programs.
Objective 3.4: Establish research programs with community entities.
Strategies:
- Meet with community leaders to determine areas of common interest with faculty to develop collaborative grant or contract applications.
- Utilize the Center for Public Service to broker some relationships.
- Include student research assistants, or give course credit for participating in these projects.
Assessments:
- Number of contacts with community leaders.
- Number of grant/contract applications.
- Number of students participating in such projects.
Objective 3.5: Become more engaged in distance education activities.
Strategies:
- Review and expand current distance education offerings.
- Consider the development of a distance education degree, in whole or in part, in Public Administration.
- Consider developing web-based components for the Certified Public Manager certificate program.
Assessments:
- Number of distance education activities.
- Number of new distance education initiatives.
Objective 3.: Develop a full-service survey research facility.
Strategies:
- Hire a research director for the survey laboratory
- Maintain an experienced, skilled manager for the laboratory.
- Review operations and procedures for the facility.
- Develop a “quick strike” survey potential to address inquiries requiring immediate response.
- Seek long-term agreements with regional and state-wide entities to permanently house a standing survey.
- Determine and develop a permanent research database located within the survey facility to fully utilize its server capabilities.
- Establish a long-term resident survey for region/state use.
- Participate in faculty and collaborative research projects.
- Participate in developing course materials and offerings using survey lab.
Assessments:
- Number of marketing and client contacts for possible use of the lab.
- Profit balance from laboratory
- Number of databases and resident surveys.
- Number of projects in the lab.
- Number of classroom activities
- Number of college/university partnerships for using lab.
Goal 4. Information Technology: Maximize effective use of technology in all facets of the department’s mission.
Critical Success Factors:
- Faculty with sufficient computer hardware and software.
- Faculty routinely use the services of the TLTC.
- Interactive and web-based components for undergraduate courses.
- At least 500 “hits” on our department web site.
Objective 4.1: To take full advantage of current and emerging information technology capabilities.
Strategies:
- Create a Computer/Information Technology faculty committee
- Survey all faculty to determine if computer and software needs are being met.
- Project computer needs for five years and develop a plan for hardware replacement.
- Continue to provide site licenses for up-to-date statistical analyses and other needs.Ensure adequate technical support for computer and networking capabilities.
Assessments:
- Number of faculty requests for new equipment/software.
- Number of successes and amounts of HEAF and other funds for these purposes.
- Number of problems/complaints about technology sufficiency.
Objective 4.2: To provide full technological support for instructional activities.
Strategies:
- Review current facilities and plans for new “smart” classrooms.
- Encourage faculty to become familiar with such facilities.
- Encourage faculty and TAs to take advantage of the TLTC
- Reward faculty per work load policy for technological advances in their instruction.
Assessments:
- Number of requests and contributions to technology development.
- Number of faculty and students in short-course offerings.
- Number of faculty incentives offered for instructional technology development.
Objective 4.3: To develop and maintain an up-to-date department web site.
Strategies:
- Secure the services of an efficient and competent “web master.”
- Have routine updating of department and faculty files.
- Provide direct links to other university, Graduate School, and professional web sites.
Assessments:
- Number of web site contacts or “hits.”
- Number of updating and maintenance activities for web site.
Goal 5. Partnership: Collaborate in strategic alliances with other academic, government, community, corporate, and private entities.
Critical Success Factors:
- 2 joint projects with other institutions.
- 3 exchange of speakers with other institutions.
- 2 more cohort groups in the Certified Public Manager program.
- Full internship placements for MPA students.
- 20 external research contracts through the Survey Research Laboratory.
- Additional joint degree programs for MPA students (e.g., with Departments of Environmental Toxicology, and Sociology, Anthropology, and Social Work.
- Annual participation in Latin American and Iberian Studies and Russian Area Studies programs.
- 2 new endowed scholarships.
- $20,000 in private donations.
Objective 5.1: Broaden alliances between Political Science at TTU and at other institutions.
Strategies:
- Contact chairpersons or known colleagues at other departments in the region.
- Develop programs that make use of areas of expertise of each.
- Consider developing joint project, grant applications for ARP, etc.
- Develop a mutual exchange of speakers.
Assessments:
- Number of contacts with colleagues at other institutions.
- Number of collaborative programs and efforts.
- Number of joint/collaborative grant applications/successes.
Objective 5.2: Continue to make effective use of the Center for Public Service.
Strategies:
- Expand areas of cooperation with city, SPAG, state government.
- Expand Certified Public Manager program to include all areas west of I-35.
- Continue to place graduate student interns in relevant local agencies.
- Be a source of projects for the Survey Research Laboratory.
- Secure a self-funded support person for the Center for Public Service.
Assessments:
- Number of contacts with public sectors entities.
- Number of enrollments and extent of CPM program.
- Number of graduate student internship placements.
- Number of projects engaged in by Center.
Objective 5.3: Nurture the new MPA program alliances.
Strategies:
- Continue cooperation with TTUHSC in Health Policy track.
- Maintain joint degree program with Department of Economics and Geography.
- Develop joint degree program with Social Work.
- Continue to build relationship with Environmental Toxicology and nurture joint degree program.
Assessments:
- Number of enrollments in cooperative programs.
- Number of successes at developing collaborative degree programs.
- Number of efforts/successes at collaborative research programs.
Objective 5.4: Develop more relationships with the private sector.
Strategies:
- Develop a department summary statement listing available areas of expertise.
- Contact alumni and other individuals identified through A&S development as possible contributors.
- List department needs.
- Arrange meetings to discuss possible donations.
Assessments:
- Number of contacts with alumni and others in the private sector.
- Number of follow-up discussions with same.
Objective 5.5: Increase Participation in Latin American and Iberian Studies and Russian Area Studies interdisciplinary programs.
Strategies:
- Continue cooperation with these programs.
- Arrange for mutual/joint support of speakers.
- Hire faculty who can contribute to these programs.
Assessments:
- Number of enrollments in cooperative programs.
- Number of successes at developing collaborative degree programs.
- Number of collaborative research programs.
Goal 6. Human Resources: Enhance the quality of the work experience for all Political Science employees.
Critical Success Factors:
- Nationally competitive salaries for new faculty.
- 2 annual submissions for college REF funds, and other available university funds.
- Reduce faculty turnover to no more than 10% in a given year.
- Have full compliance with university employee training programs.
- Nominate deserving staff for service awards.
- No staff complaints about faculty/student behavior.
- Fully utilize work-load policy for faculty research, instructional development.
Objective 6.1: Encourage, support, and reward efforts to hire, promote, and retain excellent and diverse faculty, academic professionals, and staff.
Strategies:
- Offer salaries competitive with peer institutions.
- Provide appropriate developmental feedback on teaching, research, and service.
- As much as possible, fully implement the workload policy.
- Identify sources of additional support for new faculty.
- Encourage new faculty, especially, to participate in REF and other local grant programs.
- Identify role models for mentoring programs.
Assessments:
- Differences in regional/national salary levels.
- Number of additional sources of support for faculty.
- Number of faculty participating in REF, ARP, and other funding sources.
- Number of faculty involved in mentoring programs.
Objective 6.2: Reduce turnover among faculty and staff.
Strategies:
- Chair will have frequent discussions with faculty to determine needs.
- Help faculty obtain clearly defined goals.
- Make sure faculty know about various personal assistance programs at TTU.
- Seek ways to reward, tangibly and intangibly, excellent faculty efforts.
- Minimize frustrating administrative details for faculty.
Assessments:
- Number of discussions with faculty on instructional/research/service activities.
- Number of faculty complaints/grievances.
Objective 6.3: To ensure that all employee training programs are completed.
Strategies:
- Make a list of all such training programs before start of fall semester.
- Hold an early faculty meeting to make sure faculty get the message.
- Have faculty immediately develop a schedule for completion of these programs.
- Develop an effective compliance monitoring system.
Assessment:
- Number of faculty participating in employee training programs.
Objective 6.4: Improve staff situations.
Strategies:
- Seek extraordinary increases for exceptional staff performance, especially for staff with many years of experience.
- Nominate appropriate staff for every possible employee recognition award.
- Whenever possible, provide staff opportunities for educational and professional development.
- Provide senior staff with special opportunities for professional development such as workshops, travel, association dues, etc.
- Make sure faculty understand work assignment procedures, and do not overburden staff.
- Seek and be responsive to suggestions from staff on department operations.
- Develop a policy of modest flexibility when personal issues arise.
- Seek to have salaries be competitive with the private sector.
- Staff should continue to be recognized at award functions.
- Seek an additional staff position to lessen burden and frustration.
Assessments:
- Amount of staff salary.
- Number of successes in staff award nominations/receipts.
- Number of staff.
Objective 6.5: Increase faculty diversity.
Strategies:
- Increase the number of ethnic minority faculty by using every resource available in the form of newsletters, personal contacts, and special publications.
- Enlist the aid of existing campus minority faculty to help recruit others.
- Make sure that our search committees are making every possible effort to identify minority applicants.
- Number of private donors who would be willing to provide additional funds for the hiring and support of minority faculty.
Assessments:
- Number of special advertising outlets for minority faculty.
- Number of campus resources contacted for diversity hiring.
- Number of applications/interviews of minority faculty.
Goal 7. Tradition and Pride: Project a strong image of Political Science locally, regionally, and nationally.
Critical Success Factors:
- 1 annual newsletters to alumni.
- a current alumni database.
- 10 alumni visits to the department.
- 1 annual MPA Alumni Symposium.
- 2 annual nationally recognized speakers.
- 2 additional faculty on journal publication boards.
- 2 additional faculty on the boards of regional and national organizations.
- 3 faculty nominated for national awards for teaching, research, and service.
Objective 7.1: Provide effective communication with alumni.
Strategies:
- Resurrect an improved alumni newsletter.
- Continue publication of Soundings, the Center for Public Service newsletter.
- Develop and maintain an up-to-date mailing list of alumni.
- Be responsive to alumni requests and visits.
Assessments:
- Number of useful mailing lists.
- Number of alumni visits to department/campus.
- Number of alumni responses to newsletters and other mailings.
- Number of complied alumni requests
Objective 7.2: Offer services to alumni and local community.
Strategies:
- Continue to publicize our speaker series, and MPA symposium.
- Have faculty speakers be available to civic groups on a variety of subjects.
- Continue to be engaged in university-wide community efforts, e.g., rural economic initiative.
Assessments:
- Number of faculty contacts with civic groups.
- Number of faculty involved with community efforts.
Objective 7.3: Increase faculty participation in professional organizations.
Strategies:
- Nominate faculty for office in regional and national organizations.
- Encourage faculty to volunteer for professional service.
- Nominate faculty for regional/national professional awards.
Assessments:
- Number of faculty participating in professional organizations.
- Number of faculty receiving national awards.
Goal 8. Institutional Advancement and Accountability: Strengthen the university's fiscal stability while remaining responsive to the people of Texas and their elected representatives.
Critical Success Factors:
- 3 annual applications for external awards.
- 2 public or private alliances on service and other projects.
- $20,000 in donations for scholarships and department Fund for Excellence.
Objective 8.1: To obtain increased external funding.
Strategies:
- Increase number of grant applications.
- Seek private and corporate alliances on service and other projects.
- Seek donations for scholarships and department Fund for Excellence.
Assessments:
- Number of grant applications.
- Number of private and corporate contacts.
- Amount and number of donations for scholarships and Fund for Excellence generally.
Objective 8.2: Develop an effective marketing program for the department's offerings and activities.
Strategies:
- Make sure web site is current and informative.
- Participate in all new student recruiting activities.
- Work with the Graduate School to develop mutual recruiting activities.
- Work with our regional centers to recruit undergraduate as well as graduate students.
- Promote and reward entrepreneurial efforts among the faculty.
Assessments:
- Number of student recruitment efforts.
- Number of contacts with prospective graduate students.
- Number of faculty involved with entrepreneurial efforts.