FY 2008 Annual Report of Achievements - Gallaudet University
FY 2008 Annual Report of Achievements - Gallaudet University FY 2008 Annual Report of Achievements - Gallaudet University
4 New Strategic Plan for the University Gallaudet has maintained an evolving strategic plan since the mid-1990s. One of the many unique aspects of Gallaudet is its relationship with the federal government (see “Introduction”) that has included an annual appropriation since the mid-1800s. As a result of the Government Performance and Results Act, Gallaudet has filed a strategic plan annually with the federal government since 1995 that includes quantitative goals and indicators to measure progress. During the late 1990s and into the first few years of the new century, the university increased the level of sophistication of the plan and the extent of community involvement in its planning process. In 2004, this inclusive process resulted in the publication of a planning document entitled “New Directions for Academic Affairs,” which laid the groundwork for subsequent planning and culminated in spring 2005 with the announcement of eight institutional strategic goals. Implementation of these goals was interrupted by a period of turmoil on campus that began with the appointment of the university provost as the successor to the outgoing president in May 2006. Protests against the appointment led to a campus closure in October 2006, the termination of the president-designate’s appointment by the Board of Trustees, and the appointment of Dr. Robert Davila as interim president, effective January 2, 2007. As a result of issues raised during the protest and concerns about the adequacy of Gallaudet’s accreditation reporting, the Middle States Commission on Higher Education (MSCHE), the university’s regional accrediting agency, in November 2006 warned Gallaudet that it might be out of compliance with several of the commission’s accreditation standards. The commission also requested a report from Gallaudet addressing six concerns: 1. The effectiveness of shared governance, including the presidential search process 2. Nurturance of a climate that fosters respect among students, faculty, staff, and administration for a range of backgrounds, ideas, and perspectives 3. Mission review and implementation of a comprehensive institutional strategic plan 4. Implementation of a comprehensive enrollment management plan that addresses student recruitment, retention, graduation, and placement 5. Evidence of the academic rigor of the degrees offered 6. Procedures for ensuring accurate and timely disclosure of changes and issues affecting the institution to the commission Gallaudet reported to the commission on these issues in April 2007, and issue 6 was completely resolved. In March 2007 President Davila established six work groups to address aspects of the remaining issues. Following the appointment of Dr. Stephen Weiner as provost, President Davila also established a coordinating council to guide the work groups and oversee compliance with all 14 MSCHE standards. Although one entire MSCHE standard (Standard 2: Strategic planning, resource allocation, and institutional renewal) addresses strategic planning processes, continuous improvement through planning and assessment permeates many of the other standards. Therefore, developing a meaningful strategic planning process became a core responsibility of the coordinating council. As a first step in planning and addressing the full range of MSCHE concerns, the work group on mission developed a refocused mission statement. The group presented drafts of the statement to the entire university community for review and feedback, and in June 2007 it presented a revised statement to the Board of Trustees. Following the board’s review and further review by the campus community, the new mission and vision statements emerged (see “Mission and Vision Statements”), and they are guided by a rededication to Gallaudet’s heritage as a bilingual, signing
community of students, teachers, and scholars. The board approved the revised mission and vision statements in November 2007. With the new statements adopted, the campus community then engaged in a brief discussion of the challenges and opportunities that confront Gallaudet at the beginning of a new century. The coordinating council then presented five strategic goals that respond to these challenges in carrying out the university’s mission. These goals were distilled from both the eight original goals from “New Directions for Academic Affairs” and the MSCHE’s issues of concern. President Davila decided early in the planning process to reduce the number and complexity of the original eight goals to enhance the prospects of achieving them. This plan has been presented to the campus community and reviewed by the faculty and by deans, directors, and budget unit heads; it has been revised in accordance with the president’s initiatives on diversity, campus climate, pedagogy, and the use of the consortium. In fall 2007, the MSCHE Coordinating Committee became the Academic Quality and Accreditation Committee of the Academic Affairs Management Team. The Graduate School and Professional Program’s Assistant Dean for Accreditation and Certification became its chair, and its membership now includes the interim deans of Enrollment Management and General Studies, the Graduate School and Professional Programs, the College of Professional Studies and Outreach, and the College of Liberal Arts, Sciences, and Technologies; the chairs of the Council on Undergraduate Education and the Council on Graduate Education; the Director of International Programs and Services; the Executive Director for Assessment and Innovative Programs; the Executive Director of Gallaudet University Press and External Affairs; and the Director of the Office of Institutional Research. The current draft, which includes revised goals, draft objectives, and draft indicators, is the product of that group. In the future, the plan will be expanded to include strategies, baseline data, and benchmarks. 5
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community <strong>of</strong> students, teachers, and scholars. The board approved the revised mission and vision<br />
statements in November 2007.<br />
With the new statements adopted, the campus community then engaged in a brief discussion<br />
<strong>of</strong> the challenges and opportunities that confront <strong>Gallaudet</strong> at the beginning <strong>of</strong> a new century. The<br />
coordinating council then presented five strategic goals that respond to these challenges in carrying<br />
out the university’s mission. These goals were distilled from both the eight original goals from “New<br />
Directions for Academic Affairs” and the MSCHE’s issues <strong>of</strong> concern. President Davila decided<br />
early in the planning process to reduce the number and complexity <strong>of</strong> the original eight goals to<br />
enhance the prospects <strong>of</strong> achieving them.<br />
This plan has been presented to the campus community and reviewed by the faculty and by<br />
deans, directors, and budget unit heads; it has been revised in accordance with the president’s<br />
initiatives on diversity, campus climate, pedagogy, and the use <strong>of</strong> the consortium. In fall 2007, the<br />
MSCHE Coordinating Committee became the Academic Quality and Accreditation Committee <strong>of</strong><br />
the Academic Affairs Management Team. The Graduate School and Pr<strong>of</strong>essional Program’s<br />
Assistant Dean for Accreditation and Certification became its chair, and its membership now<br />
includes the interim deans <strong>of</strong> Enrollment Management and General Studies, the Graduate School<br />
and Pr<strong>of</strong>essional Programs, the College <strong>of</strong> Pr<strong>of</strong>essional Studies and Outreach, and the College <strong>of</strong><br />
Liberal Arts, Sciences, and Technologies; the chairs <strong>of</strong> the Council on Undergraduate Education and<br />
the Council on Graduate Education; the Director <strong>of</strong> International Programs and Services; the<br />
Executive Director for Assessment and Innovative Programs; the Executive Director <strong>of</strong> <strong>Gallaudet</strong><br />
<strong>University</strong> Press and External Affairs; and the Director <strong>of</strong> the Office <strong>of</strong> Institutional Research. The<br />
current draft, which includes revised goals, draft objectives, and draft indicators, is the product <strong>of</strong> that<br />
group. In the future, the plan will be expanded to include strategies, baseline data, and benchmarks.<br />
5
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