Momentum 20/20 Strategic Plan booklet by Texas A&M University-Corpus Christi

A Message from the President Momentum 2020, our new strategic plan, contains the thoughts and aspirations of our faculty, staff, students, alumni and community stakeholders. At its heart is our vision to: Become an emerging research university with unparalleled commitment to every student’s success, closing gaps in achievement, and delivering a robust campus experience. I believe that vision makes it clear we will dedicate ourselves to attaining emerging research status while also dedicating ourselves to undergraduate education, raising educational attainment for all and having a campus culture that creates life-changing experiences as well as life-long memories and bonds for students, faculty and staff. It is my heartfelt desire that this seemingly simple statement become a mantra that everyone knows, understands and thinks of every day as we go about our daily work. You may wonder, “What do we mean by Emerging Research University? The Texas Higher Education Coordinating Board has a very specific definition involving the amount of research expenditures, the number of doctoral graduates, the size of the endowment and more. Once attained, the designation opens additional funding to us. That is the goal we are striving toward. However, in a more general sense, it means that we are transforming ourselves from being primarily a teaching institution to one for which research is equally important. And what do we mean by unparalleled commitment to every student’s success and closing gaps in achievement? We mean that each and every one of us – whether a faculty member, an academic advisor, a librarian, an administrative assistant, a business office employee or a grounds keeper – feels responsible for motivating all students to do their very best and creating the environment that makes success possible. And finally, what do we mean by a robust campus experience? There are multiple dimensions to a robust campus experience. We include challenging and supportive academic experiences, opportunities for leadership development through academic and co-curricular engagement, and opportunities to feel connected through traditions and shared experiences to the campus and to the university. In short, we mean cultivating the experiences that change and define lives as well as create life-long memories and bonds for students, faculty and staff. Together – with dedicated faculty and staff, engaged students, active alumni, and generous benefactors – we can achieve our vision for the development of Texas A&M University-Corpus Christi. I look forward to traveling this path with you.

Flavius C. Killebrew President/CEO 3

“Education is by far the biggest and the most hopeful of the Nation’s enterprises. Long ago our people recognized that education for all is not only democracy’s obligation but its necessity. Education is the foundation of democratic liberties. Without an educated citizenry alert to preserve and extend freedom, it would not long endure.” – Truman Commission on Higher Education, 1947

Table of Contents A Message from the President ............................................................................................. 3 Executive Summary ............................................................................................................. 7 Planning Process.....................................................................................................................................................7 Vision .....................................................................................................................................................................7 University Mission Statement ................................................................................................................................7 Values .....................................................................................................................................................................7 Major Goals ............................................................................................................................................................8

Goal 1: Enrollment and Student Success ............................................................................. 9 Goal 2: Learning................................................................................................................. 12 Goal 3: Research, Scholarship and Creative Activity ........................................................ 16 Goal 4: Community Engagement ....................................................................................... 19 Goal 5: Campus Climate .................................................................................................... 23 Goal 6: Learning and Information Resources .................................................................... 26 Goal 7: University Resources & Accountability ............................................................... 28 Appendices ......................................................................................................................... 31 Appendix A: Process ............................................................................................................................................31 Appendix B: Theme Group Charges ....................................................................................................................33 Appendix C: Momentum 2020 Participants .........................................................................................................36 Appendix D: Assessment .....................................................................................................................................39

Executive Summary Planning Process In May 2013, with the Momentum 2015 strategic plan nearing the end of its designated time, President Flavius Killebrew kicked off an inclusive, year-long process to develop the next plan for Texas A&M University-Corpus Christi. He appointed a steering committee to design the process and then nine theme groups, each made up of faculty, staff, students, alumni and community members, to propose recommendations that would move the university as a whole toward the vision. This document is the culmination of that effort. More detail on the process and participants can be found in the Appendices. The next steps will be for each unit on campus to begin aligning its strategic plan with the Momentum 2020 vision and goals. Then, each year, the individual units and the university will review progress toward attaining our goals and make adjustments as necessary.

Vision Become an emerging research university with an unparalleled commitment to every studentâ&#x20AC;&#x2122;s success, closing gaps in achievement and delivering a robust campus experience.

University Mission Statement Texas A&M University-Corpus Christi is an expanding, doctoral-granting institution committed to preparing graduates for lifelong learning and responsible citizenship in the global community. We are dedicated to excellence in teaching, research, creative activity and service. Our supportive, multicultural learning community provides undergraduate and graduate students with a challenging educational experience through residential, distance learning and international programs. The university's federal designation as a Hispanic Serving Institution (HSI) provides a foundation for closing educational gaps, while its strategic location on the Gulf of Mexico and on the cultural border with Latin America provides a basis for gaining national and international prominence.

Values Excellence Pursue distinction in learning, discovery, creativity, innovation, engagement and cultural enrichment.

Integrity Adhere steadfastly to the highest ethical standards. Be transparent and accountable.

Leadership Model a culture of service to the university, our community and the world.

Sustainability Champion stewardship of the environment and our resources.

Inclusion Foster an environment of mutual respect that values and engages diverse people, ideas, views and practices.

Major Goals Enrollment and Student Success Attract a diverse and highly qualified student body of 15,000 students consistent with our mission as a Hispanic Serving Institution and one that serves students representing the changing demographics of the State of Texas.

Learning Deliver and become known for our challenging, learning-centered environment that promotes 21st Century innovation, creativity, and discovery, and results in student success.

Community Engagement Build and sustain mutually beneficial relationships with stakeholders in our community and beyond through engagement by faculty, staff, students and alumni.

Campus Climate Maintain a supportive campus that celebrates engaged learning in an inclusive environment.

Learning and Information Resources

Provide 21st Century learning resources and information technology infrastructure to support instruction, discovery and administrative operations.

University Resources and Accountability Be accountable for developing and managing resources to efficiently and effectively achieve the mission of the university.

Goal 1: Enrollment and Student Success “We must do everything humanly possible to educate all students, assisting them every step of the way. This is why we exist, to educate our future and to ensure, as much as possible, that all students are successful and contribute to society.” – Theme Group Member

“The future of Texas, the future of the United States is tied to its minority populations and how well they do is how well Texas and America will do.” – Dr. Steve Murdock, Demographer 9

Enrollment and Student Success Goal: Attract a diverse and highly qualified student body of 15,000 students consistent with our mission as a Hispanic Serving Institution and one that serves students representing the changing demographics of the State of Texas. Objective 1: Attain an undergraduate enrollment of 12,000 diverse and highly qualified students by 2020. Strategy 1: Develop and implement a comprehensive, integrative, data-driven recruitment plan to attract undergraduate students committed to learning. Strategy 2: Increase the number and amount of academic scholarships and other financial assistance to offset rising costs, remain competitive with peer institutions and attract highly qualified students. Strategy 3: Redesign and promote the joint admissions and enrollment program with Del Mar College. Strategy 4: Implement and enhance student recruiting programs designed to increase the number of transfer students from Del Mar College, Coastal Bend College and elsewhere. Strategy 5: Work with Education to Employment Partners and through other means to improve college readiness and college attendance in the Coastal Bend. Strategy 6: Enhance our services for active duty military and veterans and continue to be recognized as a military friendly campus. Strategy 7: Provide targeted undergraduate programs and comprehensive services via distance learning to meet the needs of students unable to be on campus for a traditional program. Strategy 8: Recruit highly qualified undergraduate students from different areas of the world to enable multicultural experiences for all students. Objective 2: Increase the proportion of graduate students to 20 percent of the student population. Strategy 1: Develop and implement a comprehensive, integrative, data-driven recruitment plan to attract graduate students committed to learning. Strategy 2: Provide targeted graduate programs and comprehensive services via distance learning to meet the needs of students unable to be on campus for a traditional program. Strategy 3: Recruit highly qualified graduate students from different areas of the world to enable multicultural experiences for all students. Strategy 4: Increase our competitiveness in the recruitment and funding of outstanding graduate students. 10

Objective 3: Retain and graduate diverse and highly qualified students consistent with our mission as a Hispanic Serving Institution and one that serves students representing the changing demographics of Texas. Strategy 1: Expand and enhance effective programs designed to improve student retention and graduation for undergraduate students, especially for those from under-represented and underserved populations. Strategy 2: Enhance student academic and other support services to assist student success efforts. Strategy 3: mentoring.

Engage faculty, staff, alumni and community members as partners in student

Strategy 4: Institutionalize elements of the ELITE program that proved effective in the retention and success of graduate students and expand availability to all graduate students. Strategy 5: Seek student success funding open to Hispanic Serving Institutions and, when enrollment reaches the level that qualifies us, for opportunities open to Minority Serving Institutions.

Goal 2: Learning “We are here to provide the opportunities and environment so our students can change their lives through learning, connecting and exploring.” — Theme Group Member

“High impact activities increase odds students will invest time and effort, interact with faculty and peers about substantive matters, experience diversity, get more frequent feedback, reflect and integrate learning, and discover the relevance of learning through real-world applications.” – George Kuh, Director National Institute for Learning Outcomes Assessment 12

Learning Goal: Deliver and become known for our challenging, learning-centered environment that promotes 21st Century innovation, creativity, and discovery, and results in student success. Objective 1: Create a rich, challenging, and supportive educational environment for undergraduate students. Strategy 1: Incorporate High Impact Educational Practices demonstrated to improve student learning and success across the curriculum and co-curriculum as appropriate, including:          

First-Year Seminars Common Intellectual Experiences Learning Communities Writing-Intensive Courses Collaborative Assignments and Projects Undergraduate Research Diversity/Global Learning Community-Based Learning/Academic Service Learning Internships and Practicums Capstone Courses and Projects

Strategy 2: Initiate new undergraduate programs in electrical, civil and industrial engineering to support student demand, workforce needs, and existing research focused on coastal issues and unmanned aircraft systems and remotely operated vehicles. Strategy 3: Initiate additional academic programs that capitalize on our institutional, regional and resource strengths. Strategy 4: Enhance support for existing programs that capitalize on our institutional, regional, and resource strengths. Strategy 5: Build faculty teaching strength by attracting and supporting faculty devoted to student learning and our mission of providing a rich, challenging and supportive undergraduate education, especially in the context of a Hispanic or minority serving institution. Strategy 6: Enhance advising by increasing the number of advisors, employing technology and serving students with a proactive and “intrusive” philosophy. Strategy 7: Create integrative learning opportunities that span the undergraduate experience. Strategy 8: Increase the opportunities for interdisciplinary collaboration among faculty, staff, and students. Strategy 9: Integrate curricular and co-curricular learning. Strategy 10: Have vibrant student honor societies and student organizations in every discipline that has one available. 13

Strategy 11: Continue development of a robust honors program to attract and engage highachieving students. Strategy 12: Provide undergraduate students with cutting-edge tools for the development of leadership skills, career and professional development. Objective 2: Elevate graduate education to support our emerging research goal and workforce needs. Strategy 1: Develop new master’s and doctoral programs that support our emerging research goal, our local strengths, and workforce needs in the region and beyond. Strategy 2: Infuse/integrate research opportunities into graduate programs that capitalize on our institutional, regional, and resource strengths. Strategy 3: Attract and retain faculty committed to our mission of providing outstanding graduate education, especially in the context of a Hispanic or minority serving institution, and supporting our emerging research goal. Strategy 4: Strategically increase the number of graduate assistants, teaching assistants, and research assistants. Strategy 5: Support faculty in seeking grants that support graduate students. Strategy 6: Provide graduate students with cutting edge tools for the development of leadership skills, career and professional development, including workshops and certificates in areas such as on-line teaching, research presentation, pedagogy, classroom management, etc. Strategy 7: Foster a culture of innovation and interdisciplinary research and learning. Strategy 8: Expand and enhance graduate student excellence awards and recognitions. Objective 3: Achieve and sustain national and international prominence in targeted programs where the University’s location and existing strengths provides special advantages. Strategy 1: Continue to refine and act on programmatic, curricular, and research implications of our strategic location on the Gulf Coast. Strategy 2: Define and act on programmatic, curricular and research implications of being on the “cultural border” of the United States with Latin America. Strategy 3: Create a focus on sustainability education and research, with sustainability including but not limited to environmental issues. Strategy 4: Build faculty strength in targeted areas by attracting and supporting faculty who are: devoted to student learning; accomplished scholars in their fields; committed to their own 14

research and creative activity; and committed to the research and creative activity of their students. Strategy 5: Encourage interdisciplinary and collaborative research and creative activity among faculty, staff, and students. Strategy 6: Design and implement internal and external communication efforts to highlight faculty, staff, student and alumni success. Objective 4: Provide faculty and staff with cutting-edge tools for leadership in teaching, learning, research, career development and professional development. Strategy 1: Expand the scope and capacity of the Center for Faculty Excellence to equip and educate visionary, innovative leaders who are capable of promoting the universityâ&#x20AC;&#x2122;s mission and capitalizing on emerging opportunities and challenges. Strategy 2: Support the Office of Distance Education and Learning Technologies in expanding faculty and student use of 21st Century learning tools that increase engagement in learning. Strategy 3: Use the LEAD (Leadership, Excellence and Development) program to equip faculty and staff who wish to become supervisors, managers or administrators with the knowledge, skills and competencies to become highly effective leaders for the university. Objective 5: Design and implement more robust and meaningful assessment programs. Strategy 1: Use data at all levels to drive curricular and learning improvements. Strategy 2: Improve evaluation of student learning outcomes in the core curriculum, disciplinary knowledge, the co-curriculum and use the results to improve learning. Strategy 3: Use meaningful and data-driven assessment to increase the effectiveness of academic support units. Strategy 4: Evaluate the QEP and institutionalize those components that are successful in aiding student success.

Goal 3: Research, Scholarship and Creative Activity “Our purpose is the pursuit of knowledge, new concepts, innovation and opportunities.” – Theme Group Member

“The time will come when diligent research over long periods will bring to light things which now lie hidden. A single lifetime, even though entirely devoted to the sky, would not be enough for the investigation of so vast a subject... And so this knowledge will be unfolded only through long successive ages. There will come a time when our descendants will be amazed that we did not know things that are so plain to them... Many discoveries are reserved for ages still to come, when memory of us will have been effaced.” ― Seneca, Natural Questions 16

Research, Scholarship and Creative Activity Goal: Become an emerging research institution by creating an environment that articulates and provides resources necessary for commitment to excellence in research, creative activity, and scholarship in all academic departments and units. Objective 1: Make significant, measurable progress toward becoming an Emerging Research Institution. Strategy 1: Continue to focus and develop research related to our location on the Gulf of Mexico and the cultural border of Latin America. Strategy 2: Further develop a focus on sustainability research that includes, but is not limited to, environmental sustainability. Strategy 3: Leverage the designation as a Federal Aviation Administration test site for unmanned aircraft systems to develop related areas of research. Strategy 4: Each college will identify and begin pursuing one new area of research emphasis and excellence. Strategy 5: All academic units, centers and institutes will establish strategic plans for increasing productivity in research and scholarship and will engage relevant administrative units in the development of their plans. Strategy 6: University, deans and department heads will encourage and increase support for:  basic research;  research related to our location;  collaborative scholarly activity;  interdisciplinary scholarly activity; and  research that has the potential for commercialization. Strategy 7: Support initiation of new doctoral programs by developing research emphases as appropriate in existing master’s programs and developing new master’s programs. Strategy 8: Make significant and continuous progress toward criteria required by the Texas Higher Education Coordinating Board for designation as an Emerging Research Institution, which include:  offering a comprehensive range of excellent undergraduate and graduate programs;  awarding at least 30 Ph.D. degrees annually, based on a rolling average of two consecutive years; and  generating at least 20 percent of the research universities’ criteria for restricted research expenditures (20% of $150 million, adjusted for inflation), as determined by a rolling two-year average.

Strategy 9: Make significant and continuing progress toward National Research University Fund eligibility as outlined in the Texas Higher Education Coordinating Boardâ&#x20AC;&#x2122;s annual National Research University Fund Eligibility Report to the Comptroller and Texas Legislature. Objective 2: Create a university-wide culture that supports, values, rewards and celebrates creative activity. Strategy 1: Provide facilities, infrastructure and personnel to enhance support for creative activity in the visual and performing arts. Strategy 2: Faculty - working with deans, department heads and the appropriate department, college and university committees - will develop, and the university will support new programs in the arts. Strategy 3: Upper administration, deans and department chairs will encourage and support faculty and staff to become involved in creative synergy with others in their fields who are not affiliated with the university. Objective 3: Become the premier university in South Texas for applied innovation and technology commercialization. Strategy 1: Through the Business Innovation Center, encourage and support start-up companies in bringing innovative products and services to the marketplace. Strategy 2: Engage faculty, staff and students in applied research. Strategy 3: Support commercialization of intellectual property. Objective 4: Provide faculty, staff, and students with the cutting-edge tools for leadership in research. Strategy 1: Provide support and training for submitting major research grants. Strategy 2: Significantly increase financial support for new faculty to start their research programs. Objective 5: Develop a research assessment program appropriate to an Emerging Research University. Strategy 1: Further develop the capacity to assess research of all kinds and throughout this fiveyear period. Strategy 2: Use data at all levels to drive research and creative activity improvements.

Goal 4: Community Engagement “Our dream is that every student who walks away from our university will have ownership within the community and be inspired to make a difference in the world.” – Theme Group Member

“I would argue that we as universities have a special role to play in the places we inhabit. Many of us are anchor institutions in our larger communities, with strengths and resources of great value if we can create a two-way street between us. In such a space, communities of experts of all kinds can address public problem-solving and cement pathways of educational opportunity for the next diverse generation of civic leaders, professionals, and citizens.” – Nancy Cantor, Chancellor and President

Syracuse University 19

Community Engagement Goal: Build and sustain mutually beneficial relationships with stakeholders in our community and beyond through engagement by faculty, staff, students and alumni. Objective 1: Encourage a campus outlook that every employee has a role in representing and promoting the university in our community and beyond. Strategy1: Communicate through employee orientation, campus publications and campus meetings the role that every employee has in representing the university to the community and provide up-to-date information to facilitate this role. Objective 2: Strengthen relationships with area school districts to ensure students graduate prepared to enter and succeed at Texas A&M-Corpus Christi. Strategy 1: Achieve vertical curricular integration in key areas. Strategy 2: Keep high school counselors informed about latest requirements. Strategy 3: Participate in Education to Employment Partners, the regional P-16 council. Strategy 4: Enhance the Early College High School with Flour Bluff ISD. Objective 3: Strengthen relationships with Del Mar College to ensure transfer students are well served. Strategy 1: Redesign and promote the joint admissions and enrollment program with Del Mar College. Strategy 2: Establish regular meetings of disciplinary faculty to ensure expectations for students and programs are aligned. Strategy 3: Maintain a presence on the Del Mar College campus to facilitate seamless transfer of students. Strategy 4: Continue holding regular meetings of the executive teams of both institutions to ensure opportunities for collaboration and cooperation can be explored as well as any issues can be resolved. Strategy 5: Promote the reverse transfer process that allows students to count credits earned at A&M-Corpus Christi toward an associateâ&#x20AC;&#x2122;s degree at Del Mar College. Objective 4: Strengthen relationships with employers to ensure our academic programs are aligned with workforce needs and graduates meet the expectations of employers for disciplinary knowledge, critical thinking and communication skills.

Strategy 1: Improve data collection on graduates and assessment of employerâ&#x20AC;&#x2122;s perceptions of them and ensure data is shared appropriately. Strategy 2: Use advisory councils, Career Services and the Alumni Development Officers to stay in tune with workforce needs and help assess employer satisfaction. Strategy 3: Expand and improve internship programs and processes. Objective 5: Conduct research that benefits our community. Strategy 1: Through partnerships with and outreach to employers, entrepreneurs, non-profits, and local governments, develop a research agenda that benefits the region. Strategy 2: Explore the many dimensions of sustainability as a focus for research that benefits our community. Objective 6: Help develop the entrepreneurial capacity of the community and assist in the creation of new companies. Strategy 1: Continue to develop the Coastal Bend Business Innovation Center and refine its ability to serve entrepreneurs at various stages of business development. Objective 7: Serve the professional development needs of businesses, non-profits and the public and provide lifelong learning opportunities for the public through the Office of Community Outreach. Strategy 1: Engage the business, professional and non-profit communities to understand their needs for continuing education and other training and provide it. Strategy 2: Provide lifelong learning opportunities of interest to Coastal Bend citizens. Objective 8: Increase engagement of alumni. Strategy 1: Provide communications and programming of value to alumni to increase their engagement with the university. Strategy 2: Develop a coordinated plan to engage alumni with students, including through, for example, an alumni executive lecture series in each college. Strategy 3: Provide opportunities for alumni to be engaged with the community through the university. Strategy 4: Develop a strategy to improve the engagement of our increasing number of global graduates. Strategy 5: Use the Alumni Development Officers to establish a pattern of early giving by alumni. 21

Strategy 6: Enhance opportunities for alumni recognition. Objective 9: Increase intentional and visible engagement in our community by faculty, staff and students. Strategy 1: Explore use of orgsync or similar software to help manage volunteer opportunities in our community; participation by faculty, staff and students; and to ensure recognition. Strategy 2: Encourage participation of university teams that are easily identifiable in community events/volunteer opportunities. Strategy 3: Model civic engagement for our students by expanding the Big Event to include faculty, staff and alumni. Strategy 4: Develop meaningful ways to recognize faculty and staff service in our community. Strategy 5: Publicize university speakers available to talk to civic organizations and provide a website where available expertise can be reviewed and requests submitted. Strategy 6: Encourage and support faculty and staff engagement with the arts community. Objective 10: Provide a welcoming environment and ensure our community is well-informed about the university to encourage area residents to identify with the university as an integral part of the community. Strategy 1: Provide multiple methods of effective communication tailored to various community and stakeholder audiences. Strategy 2: Provide easily navigated and well-publicized opportunities for community members to communicate with the university. Strategy 3: Invite and encourage community participation in campus events and provide a welcoming environment. Objective 11: Encourage engagement with the global community. Strategy 1: Engage international companies located in the area to provide global perspectives for academic and co-curricular programming.

Goal 5: Campus Climate “We value people. We value what everyone brings to the table. Every member of our campus has a valid perspective and potential for success.” – Theme Group Member

“Education is our freedom, and freedom is everybody’s business.” – Dr. Hector P. Garcia

Campus Climate Goal: Maintain a supportive campus that celebrates engaged learning in an inclusive environment. Objective 1: Enhance an environment of inclusiveness and mutual respect. Strategy 1: Continue to attract a diverse and highly qualified student body consistent with the mission as a Hispanic Serving Institution. Strategy 2: Expand and enhance programs designed to improve undergraduate student retention and graduation; especially those from underrepresented and underserved populations. Strategy 3: Continue to attract and support a more diverse and highly qualified faculty and staff. Strategy 4: Enhance faculty and staff knowledge of and commitment to the university mission. Strategy 5: Ensure that academic and co-curricular programs provide learning experiences working in ethnically and culturally diverse groups. Objective 2: Provide a supportive campus environment for learning, development and completion to degree. Strategy 1: Provide resources to enhance student support infrastructure and services. Strategy 2: Provide opportunities to support personal growth and develop student leadership skills through curricular and co-curricular programs. Strategy 3: Develop programs to encourage and support personal growth and leadership development for students at a distance. Strategy 4: Develop and support programs to encourage students, faculty and staff to focus on personal wellness. Strategy 5: Develop more robust campus-wide communication systems to reach students, faculty and staff that keep pace with changing technology. Strategy 6: Increase support for mentoring, professional development and recognition programs that will motivate, empower and retain faculty and staff. Strategy 7: Support development of faculty and staff to become engaged members of the campus community and campus leaders. Strategy 8: Provide support and resources outside of normal operating hours.

Objective 3: Encourage a culture of excellence and service. Strategy 1: Provide friendly, effective and efficient service at all times with all people and take pride in doing so. Strategy 2: Provide proactive training on customer service and job skills to faculty, staff and student employees. Strategy 3: Reward great performance. Objective 4: Celebrate university traditions, achievements and success. Strategy 1: Encourage a campus outlook that every member (students, faculty, staff and alumni) has a role in representing and promoting the university. Strategy 2: Develop and support new and meaningful ways to recognize students, faculty, staff and alumni achievements. Strategy 3: Increase publicity and promotion of campus events and traditions. Strategy 4: Increase school spirit university-wide (students, faculty, staff and alumni).

Goal 6: Learning and Information Resources “We will be increasingly service-centered by providing efficient services, systems, and technologies that will give learners increased time to focus on the pursuit of knowledge as well as academic and social development.” – Theme Group Member

“The new era of technology will challenge our historic models of institutional organization and structure, teaching and learning and our concept of expertise.” – George Mehaffy, Vice President

Academic Leadership and Change American Association of State Colleges and Universities 26

Learning and Information Resources Goal: Provide 21st Century learning resources and information technology infrastructure to support instruction, discovery and administrative operations. Objective 1: Transform the Bell Library into an Emerging Research, 21st century, InformationAge learning and research center. Strategy 1: Enhance learning resources in all formats to meet academic program needs as well as those of an emerging research institution and application for membership in the Association of Research Libraries (ARL). Strategy 2: Recruit, retain, and develop a library staff to provide services that meet the needs of the learning community and an emerging research institution. Strategy 3: Design new learning facilities and redesign existing ones to be flexible and meet the needs of tomorrowâ&#x20AC;&#x2122;s learning community, conceptualizing spaces for group, social, quiet and individual study. Strategy 4: Meet the needs of tomorrowâ&#x20AC;&#x2122;s research and creative activity with physical and virtual facilities that are flexible and have spaces and information technology infrastructure for thoughtful independent and collaborative research and creative activity. Strategy 5: Formalize and support the integration of information literacy instruction in each academic program and at all levels of the curriculum. Strategy 6: Enhance existing and develop new services and library infrastructures that support research programs, including undergraduate, graduate, and faculty research and creative activity. Strategy 7: Incorporate emerging technologies to increase student and faculty usage of the library. Objective 2: Provide an information technology infrastructure to support 21st century learning and research. Strategy 1: Expand bandwidth and wireless coverage to accommodate the demands of a growing student body in the 21st century. Strategy 2: Provide the information technology resources needed to meet the needs of research. Strategy 3: Develop applications to meet the needs of the students, faculty and staff. Strategy 4: Provide information resource and data security that keeps pace with changing technology and university growth. Strategy 5: Explore options for student computing needs.

Goal 7: University Resources & Accountability “As an island university with limited resources, A&M-Corpus Christi will engage the campus community to develop, support, and propagate the economic, social, and environmental solutions to meet the needs of the present without compromising future generations.” – Theme Group Member

“The ability of public colleges and universities to provide for effective accountability engenders public trust. It demonstrates a willingness to address issues the public should care about – to serve the public trust.” – Richard T. Ingram

Testimony to the National Commission on Accountability in Higher Education 28

University Resources and Accountability Goal: Be accountable for developing and managing resources to efficiently and effectively achieve the mission of the university. Objective 1: Manage human resources to provide optimal staffing to achieve the university’s missions of teaching, research and service. Strategy 1: Increase the number of faculty and staff to meet the needs of a growing university. Strategy 2: Provide competitive compensation and start-up packages to recruit and retain faculty and staff. Strategy 3: Increase funding for the number of endowed chairs in each college. Strategy 4: Increase funding for the number of distinguished visitors in each college. Strategy 5: Provide faculty and staff the appropriate resources to accomplish assigned tasks. Objective 2: Maintain administrative structures that support the university mission effectively and efficiently. Strategy 1: Monitor academic program enrollment and growth, especially in the School of Engineering and the School of Arts, Media and Communications, and begin working toward establishment of colleges when appropriate. Strategy 2: Review other academic, research and administrative structures as needed to ensure effectiveness and efficiency. Objective 3: Maintain a safe and aesthetically pleasing campus environment that supports university growth. Strategy 1: Expand the university’s physical environment to keep pace with expanding enrollment and program growth.  Utilize the master plan to guide building projects to meet university growth.  Seek funding for life sciences building, arts and media building, library/learning resource center, convocation center, engineering building, student support service facilities, housing and other facilities as required.  Create a transportation and mobility plan to bridge the Island Campus to the Momentum Campus.  Enhance pedestrian walkways and campus outdoor spaces. Strategy 2: Establish a strong infrastructure for sustainability to ensure resources will be available for future generations. Strategy 3: Provide a safe and secure campus environment.  Refine continuity and disaster recovery plans.  Provide police services that keep pace with the growth of the university. 29

  

Refine the emergency communication system. Conduct an American with Disabilities Act (ADA) Transition Plan study and complete recommended actions to ensure mobility and access. Teach and model safe and responsible behaviors to students.

Objective 4: Broaden the base of financial support to provide scholarships and the edge of excellence in teaching, research and service. Strategy 1: Increase the overall number and amount of annual gifts to the university, with a focus on gifts from alumni, faculty, staff and other stakeholders. Strategy 2: Increase the number and amount of major gifts to the university Strategy 3: Identify and market naming opportunities to help accomplish building goals. Strategy 4: Increase support from regional, state and national foundations and corporations. Strategy 5: Develop an online financial support registry system for students. Objective 5: Manage financial, physical, technological and human resources efficiently, effectively and responsibly. Strategy 1: Identify and capture cost savings throughout the university to maximize resources.  Review processes to identify methods of increasing efficiency.  Conduct on-going reviews of personnel to ensure an adequate yet “lean” workforce.  Utilize technology to streamline processes.  Implement additional green initiatives to lower costs and create a sustainable environment. Strategy 2: Maximize available state funding by correct and consistent reporting of enrollment, classification of instruction (CIP) codes and space usage. Strategy 3: Maintain a low administrative cost ratio. Strategy 4: Design and implement robust and meaningful assessment programs and identify avenues for continuous improvement throughout the university.

Appendices Appendix A: Process In May 2013, with the Momentum 2015 strategic plan nearing the end of its designated time, President Flavius Killebrew kicked off an inclusive, year-long process to develop the next plan for Texas A&M University-Corpus Christi. He appointed nine theme groups, each made up of faculty, staff, students, alumni and community members, to propose recommendations that would move the university toward the vision: Become an emerging research university with an unparalleled commitment to every student’s success, closing gaps in achievement and delivering a robust campus experience. The effort started with appointment of a steering committee in early 2013 that, over the spring semester, designed the planning process, helped identify participants and provided training for group leaders. The public launch occurred at the May 2013 faculty-staff meeting, where Dr. George Mehaffy, Vice President for Academic Leadership and Change for the American Association of State Colleges and Universities, was the keynote speaker. He challenged the faculty and staff as well as external theme group members to consider all the forces of change challenging historic models of institutional organization and structure, teaching and learning, and the concept of expertise. He made a strong case that we must develop a welcoming attitude to change because disruption happens most often to the unprepared. Following the campus-wide meeting, theme group members met for the first time with their leaders to get organized. Each group was asked to: propose university-wide goals and actions that cut across colleges, schools, and administrative unit boundaries; champion big ideas that take greater advantage of our distributed strengths; and promote avenues for global impact, creativity and innovation in an ever changing higher education environment. The nine theme groups appointed by President Killebrew were:         

Student Engagement and Success Collaboration Faculty and Staff Inclusive Excellence Sustainability Globalization Campus Environment and Information Technology PK-20 Relationships Community & Stakeholder Relationships

Each group was asked to examine undergraduate education, graduate education, research & creative activity, service to community and state, and efficiency and effectiveness in the context of the theme area and the overarching goal. Each group was asked to identify: 1) the big ideas that would move the university toward attaining the overarching goal; 2) the actions that would implement the big ideas; 3) the time frame for the action; 4) how progress toward the goal should be assessed: and 5) what human, physical or financial resources would be required. (See Appendix B: Theme Group Charges.) 31

Leadership for each group included a facilitator, faculty and staff co-chairs and a resource person. Facilitators led meetings, ensuring that everyone had an opportunity to be heard, and kept the process on track. They worked with the co-chairs to set schedules that allowed deadlines to be met for delivery of the preliminary and final reports. By design, the facilitators were not subject matter experts for the topic. Faculty and staff co-chairs had primary responsibility for writing the preliminary and final reports. They also provided feedback to the facilitator to ensure the process provided needed information and outcomes. The resource people were subject matter experts who could access and provide specialized data or information about the topic. The theme groups provided preliminary reports in November, and at a meeting on November 20, 2013, all of the theme group participants had the opportunity to hear and see the goals proposed by the other groups, discuss them, and prioritize them. To stimulate thinking, the day started by watching Simon Sinekâ&#x20AC;&#x2122;s Ted Talk â&#x20AC;&#x153;Start with Why.â&#x20AC;? Participants were asked to write their own thoughts on: What is our why? Many of these thoughts are incorporated into the final document as quotes from theme group members. Between the meeting and early February, groups had the opportunity to revise their preliminary reports. With final reports in hand, the steering committee considered all of the input to develop a preliminary plan. The preliminary plan was distributed in early April 2014 to the planning participants as well as to the entire campus for feedback via a survey. The steering committee then incorporated the feedback into the plan, which was released at the May 2014 faculty-staff meeting. The next steps are for each unit on campus to begin aligning its strategic plan with the Momentum 2020 vision and goals. Then, each year, the individual units and the university will review progress toward attaining our goals and make adjustments as necessary.

Appendix B: Theme Group Charges Student Engagement & Success Effective university environments challenge and engage students at a high level. The National Survey of Student Engagement includes five benchmark indicators, including academic challenge, learning with peers, experiences with faculty, campus environment and high impact practices. Examine the role of student engagement and success in undergraduate education, graduate education, research and creative activity and service to community and state in the context of the overarching goal of becoming an emerging research university with an unparalleled commitment to student success, closing gaps in achievement and delivering a robust campus experience. Through that examination, propose universitywide goals as well as the actions needed to achieve those goals. Attention should also be paid to promoting efficiency and effectiveness. Include time frames for expected attainment of goals and actions, proposed assessment and targets for goals, and estimates of human, physical and financial resources required. Collaboration “Collaboration involves joint goals and a reliance on each other to accomplish the goal” according to Adrianna Kezar and Jaime Lester, authors of Organizing Higher Education for Collaboration. Collaboration is necessary when the undertaking is too big or complex for one person or group to do alone. Examine the role of collaboration in undergraduate education, graduate education, research and creative activity and service to community and state in the context of the overarching goal of becoming an emerging research university with an unparalleled commitment to student success, closing gaps in achievement and delivering a robust campus experience. Through that examination, propose universitywide goals as well as the actions needed to achieve those goals. Attention should also be paid to promoting efficiency and effectiveness. Include time frames for expected attainment of goals and actions, proposed assessment and targets for goals, and estimates of human, physical and financial resources required. Faculty and Staff Faculty and staff have different roles in the university, but both are essential to achieving the mission of the university. Decisions on hiring faculty and staff are arguably the most strategic made by an institution. Examine faculty and staff roles and needs in undergraduate education, graduate education, research and creative activity and service to community and state in the context of the overarching goal of becoming an emerging research university with an unparalleled commitment to student success, closing gaps in achievement and delivering a robust campus experience. Through that examination, propose university-wide goals as well as the actions needed to achieve those goals. Attention should also be paid to promoting efficiency and effectiveness. Include time frames for expected attainment of goals and actions, proposed assessment and targets for goals, and estimates of human, physical and financial resources required. Inclusive Excellence “Making excellence inclusive is the Association of American Colleges and Universities guiding principle for access, student success and high-quality learning. It is designed to help colleges and universities integrate diversity, equity and educational quality into their missions and institutional operations. … The action of making excellence inclusive requires that we uncover inequities in student success, identify effective educational practices, and build such practices organically for sustained institutional change.” – AAC&U. 33

Examine the role of inclusive excellence in undergraduate education, graduate education, research and creative activity and service to community and state in the context of the overarching goal of becoming an emerging research university with an unparalleled commitment to student success, closing gaps in achievement and delivering a robust campus experience. Through that examination, propose universitywide goals as well as the actions needed to achieve those goals. Attention should also be paid to promoting efficiency and effectiveness. Include time frames for expected attainment of goals and actions, proposed assessment and targets for goals, and estimates of human, physical and financial resources required. Sustainability Sustainability can be defined as the capacity to endure or the potential for long-term maintenance of well-being. Sustainable development was defined in a 1987 United Nations conference as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” Examine the role of sustainability in undergraduate education, graduate education, research and creative activity and service to community and state in the context of the overarching goal of becoming an emerging research university with an unparalleled commitment to student success, closing gaps in achievement and delivering a robust campus experience. Through that examination, propose universitywide goals as well as the actions needed to achieve those goals. Attention should also be paid to promoting efficiency and effectiveness. Include time frames for expected attainment of goals and actions, proposed assessment and targets for goals, and estimates of human, physical and financial resources required. Globalization Graduates must be prepared for the requirements of a world in which societies, economies and labor markets are increasingly globalized. The preparation must extend beyond academic knowledge to encompass social and intercultural skills. Examine the role of globalization and the development of global perspectives in undergraduate education, graduate education, research and creative activity and service to community and state in the context of the overarching goal of becoming an emerging research university with an unparalleled commitment to student success, closing gaps in achievement and delivering a robust campus experience. Through that examination, propose university-wide goals as well as the actions needed to achieve those goals. Attention should also be paid to promoting efficiency and effectiveness. Include time frames for expected attainment of goals and actions, proposed assessment and targets for goals, and estimates of human, physical and financial resources required. Campus Environment & Information Technology The term “campus environment” is used in its broadest sense. All aspects of the built environment are included, from buildings to outdoor spaces to information technology infrastructure. Less concrete aspects of campus environment, such as facets that promote academic and social collaboration, safety, health and wellness, are also included. Examine the role of campus environment and information technology in undergraduate education, graduate education, research and creative activity and service to community and state in the context of the overarching goal of becoming an emerging research university with an unparalleled commitment to student success, closing gaps in achievement and delivering a robust campus experience. Through that examination, propose university-wide goals as well as the actions needed to achieve those goals. Attention should also be paid to promoting efficiency and effectiveness. Include time frames for expected attainment of goals and actions, proposed assessment and targets for goals, and estimates of human, physical and financial resources required. 34

PK-20 Relationships Examine the role of pre-kinder through university (PK-20) relationships in undergraduate education, graduate education, research and creative activity and service to community and state in the context of the overarching goal of becoming an emerging research university with an unparalleled commitment to student success, closing gaps in achievement and delivering a robust campus experience. Through that examination, propose university-wide goals as well as the actions needed to achieve those goals. Attention should also be paid to promoting efficiency and effectiveness. Include time frames for expected attainment of goals and actions, proposed assessment and targets for goals, and estimates of human, physical and financial resources required. Community & Stakeholder Relationships A 21st Century university must be highly engaged with its community and its stakeholders to remain relevant and serve the needs of society. Examine the role of community and stakeholder relationships in undergraduate education, graduate education, research and creative activity and service to community and state in the context of the overarching goal of becoming an emerging research university with an unparalleled commitment to student success, closing gaps in achievement and delivering a robust campus experience. Through that examination, propose university-wide goals as well as the actions needed to achieve those goals. Attention should also be paid to promoting efficiency and effectiveness. Include time frames for expected attainment of goals and actions, proposed assessment and targets for goals, and estimates of human, physical and financial resources required.

Appendix C: Momentum 2020 Participants

Steering Committee Dr. Chris Markwood, Co-Chair Dr. Mary Sherwood, Co-Chair Mr. Ryan Beard Dr. Amanda Drum Dr. Christine Shupala Dr. Marilyn Spencer

Dr. Rich McLaughlin Mr. Ryan Oâ&#x20AC;&#x2122;Malley Mr. Joe Schenk Ms. Erin Sherman Dr. Scott Sherman Ms. Joanna Soriano Dr. Magesh Thiyagarajan

Campus Environment & Information Technology Theme Group Mr. Lionel Cassin, Staff Co-Chair Dr. Timothy Klaus, Faculty Co-Chair Ms. Judy Harral, Facilitator Mr. Steve Baxter Mr. Shawn Braune Ms. Rachel Cox Mr. Ellison Crider Dr. Susan Elwood Ms. Julie Fomenko Mr. Van Franks Mr. Alan Gutierrez Mr. Andy Heines Mr. Patrick Henry Dr. Ajay Katangur Ms. Kendra Kinnison Mr. Scott Lazenby Mr. Don Luna Mr. Scott Neeley Dr. Kathy Peeples Mr. Edward Tyndall Mr. Lincoln Walburn Ms. Rene Zamora

Community & Stakeholder Relationships Theme Group Dr. Catherine Quick, Faculty Co-Chair Dr. Lari Young, Staff Co-Chair Dr. Valrie Chambers, Facilitator Dr. Tanya Anders Mr. Keith Arnold Mr. Bryan Baker Dr. Sarah Baldwin Ms. JoAnna Benavides-Franke Dr. Chris Bray Dr. Kent Byus Mr. Kresten Cook Ms. Shawn Elizondo Ms. Jeanetly Garcia Ms. Emily Martinez Ms. Jaime Miglini Dr. Jim Needham Dr. Gilda Ramirez Dr. Phil Rhoades Dr. Jason Saladiner Dr. Robert Smith Ms. Mary Sullivan

Collaboration Theme Group Ms. Jan Brott, Staff Co-Chair Dr. Corinne Valadez, Faculty Co-Chair Dr. Carla Berkich, Facilitator Ms. Jennifer Anderson Mr. Bill Cone Ms. Cristi Day Ms. Margaret Dechant Ms. Sarah Frazier Dr. Sherrye Garrett Mr. Anthony James Ms. Amy Kotulski

Faculty & Staff Theme Group Dr. Shane Anderson, Faculty Co-Chair Ms. Stephanie Arevalo, Staff Co-Chair Dr. Ron George, Facilitator Ms. Stephanie Box Ms. Paul Cameron Ms. Debra Cortinas Ms. Kathy Crane Dr. Bryant Griffith Ms. Sharon Herrera Ms. Sharon Kollaja Dr. Margaret Lucero Dr. Ruby Mehrubeoglu 36

Ms. Jacqueline Navarrete Ms. Liz Perez Ms. Ali Robinson Ms. Rosie Ruiz Dr. Bradley Shope Dr. Sharon Talley Globalization Theme Group Ms. Lily Gonzalez, Staff Co-Chair Dr. Jim Lee, Faculty Co-Chair Ms. Diana Almendarez Ms. Andrea Amaya Ms. Ana Billeaux Ms. Sarah Brown Ms. Natasha Crawford Ms. Diana Dolan Dr. Gary Jeffress Mr. J. J. Johnston Mr. Volkan Koc Dr. Larry McKinney Dr. Paul Meyer Dr. Sandrine Sanos Dr. Carmen Tejeda Delgado Dr. Abu Waheeduzzama Ms. Angela Walker Inclusive Excellence Theme Group Dr. Laura Munoz, Faculty Co-Chair Ms. Lisa Perez, Staff Co-Chair Dr. Liz Sefcik, Facilitator Ms. Keisha Marie Aldridge Ms. Katrina Alejandro Mr. Rene Coronado Dr. Deniz Gevrek Ms. Thurma Hilton Dr. Patrick Larkin Dr. Eve Layman Ms. Kayleigh McCauley Mr. Ralph McFarland Dr. Thomas Naehr Dr. Michael Ramirez Ms. Teresa Rodriguez Ms. Elizabeth Shope Ms. Wendy Strain Dr. Lisa Wines Ms. Nancy Vera

Pre-kinder through College Theme Group Dr. Cheri McCollough, Faculty Co-Chair Dr. Jerilee Milligan, Staff Co-Chair Dr. Mark Hartlaub, Facilitator Dr. Faye Bruun Ms. Karen Cullinan Ms. Janet Cunningham Mr. Brian Elzweig Ms. Krystal Escobar Mr. Fernando Figueroa Dr. Pat Hill Ms. Terri Howe Ms. Nicole Kindzirsky Dr. Frank Lucido Dr. Susan Luis Ms. Deshawna McCray Mr. Joe Miller Dr. Peter Moore Ms. Alicia Needham Ms. Sherdeana Owens Ms. Debbie Seeger Mr. Bryan Shelton Student Engagement & Success Theme Group Dr. Pam Meyer, Faculty Co-Chair Mr. Michael Rendon, Staff Co-Chair Dr. JoAnn Canales, Facilitator Ms. Claudia Ayala Dr. Don Berkich Ms. Ann Degaish Dr. John Fernandez Mr. Michael Franklin Ms. Jessica Gonzalez Ms. Kelley Grant Mr. Steve Moore Dr. Gerry Moreno Dr. Mark McNamara Ms. Shahla Nadem-Mollaei Dr. Karen Paciotti Dr. Mohan Rao Mr. John Regalado Ms. Leslee Schauer Dr. Steven Seidel Ms. Leigh Shaver Ms. Susie Sullivan Dr. Susan Wolff Murphy 37

Sustainability Theme Group Dr. Greg Buck, Faculty Co-Chair Dr. Jacque Hamilton, Staff Co-Chair Mr. Terry Tatum, Facilitator Dr. Kirk Cammarata Ms. Rosie Collin Mr. Roy Coons Mr. Michael Cornachione Dr. Yolanda Keys

Mr. David Loeb Mr. Garry Malone Ms. Emily McMannes Mr. Evan Paret Dr. Dan Pearce Mr. Ryan Taylor Dr. David Yoskowitz Ms. Kris Yzaguirre Dr. Awni Zebda

Appendix D: Assessment Enrollment and Student Success Attract a diverse and highly qualified student body of 15,000 students consistent with our mission as a Hispanic Serving Institution and one that serves students representing the changing demographics of the State of Texas. 2020 Targets:  Undergraduate enrollment of 12,000  Graduate enrollment of 3,000  One-year persistence rate: Meet or exceed the same institution statewide rate (not including University of Texas and Texas A&M University)  Two-year persistence rate: Meet or exceed the same institution statewide rate (not including University of Texas and Texas A&M University)  Four-year graduation rate: Meet or exceed the same institution statewide rate (not including University of Texas and Texas A&M University)  Six-year graduation rate: Meet or exceed the same institution statewide rate (not including University of Texas and Texas A&M University)  Nursing exam rate: 98 percent  Teacher certification exam pass rate: 95 percent  100 percent of degree and certificate programs will have marketable skills identified  80 percent of graduates will be working or enrolled within a year of graduation. Learning Deliver and become known for our challenging, learning-centered environment that promotes 21st Century innovation, creativity, and discovery, and results in student success. 2020 Targets:  Native students participate in four high-impact practices.  85 percent of students are rated proficient or exemplary in student learning outcomes for communication, critical thinking, discipline specific knowledge and integration of broad knowledge.  Rated at or above similar institutions on Academic Challenge, Learning with Peers, and Experiences with Faculty Themes on the National Survey of Student Engagement.  Successful approval and implementation of identified academic programs.  National prominence in targeted areas will be demonstrated by a pattern of success in at least three of the following categories: 1) presentation at nationally and internationally recognized conferences; 2) publications in leading scholarly journals; 3) media coverage in national and international outlets; 4) recognition through national and international awards, honors and invited talks; and 5) securing grants, contracts and other forms of external funding from national and international agencies or recognized funding sources in the field.

Research, Scholarship and Creative Activity Become an Emerging Research University by creating an environment that articulates and provides resources necessary for commitment to excellence in research, creative activity, and scholarship in all academic departments and units. 2020 Targets:  Progress toward current Emerging Research University requirement for number of PhDs awarded annually.  Progress toward current Emerging Research University requirement for restricted research expenditures.  $30 million in total research expenditures.  20 percent of tenured and tenure-track faculty with extramural grants.  Add two additional endowed chairs.  Add three endowed professorships.  Add eight more disclosures for intellectual property.  Have three patents issued for intellectual property. Community Engagement Build and sustain mutually beneficial relationships with stakeholders in our community and beyond through engagement by faculty, staff, students and alumni. 2020 Targets:  Meet or exceed outcomes on measures related to community engagement on the Higher Education Research Institute faculty survey.  Increase in the number of students, faculty and staff participating in the Big Event.  Increase in the percent of core curriculum courses with a service learning component.  Meet targets required to maintain revenue neutral status for the Coastal Bend Business Innovation Center.  100 percent of programs with advisory groups will show evidence that program improvements have been implemented based on input. Campus Climate Maintain a supportive campus that celebrates engaged learning in an inclusive environment. 2020 Targets:  Score at or above the national average for similar institutions on the National Survey of Student Engagement Supportive Environment Benchmark.  Score at or above the national average for similar institutions on the Quality of Interactions Benchmark.  Perform at or above similar institutions on constructs related to campus climate on the Higher Education Research Institute faculty survey.  Perform at or above state average on all dimensions of the Survey of Employee Engagement. Learning and Information Resources Provide 21st Century learning resources and information technology infrastructure to support instruction, discovery and administrative operations. 40

2020 Targets:  Attain a ratio of 1:732 professional library staff to students.  Achieve 85 percent or higher satisfaction rate of students and faculty with available facilities, equipment and overall library environment.  Achieve 85 percent or higher satisfaction rate of students and faculty with the depth and breadth of available library resources in support of curricular offerings.  Formulate and write a plan for strategically working toward achieving the principles for Association of Research Libraries membership  Fulfill at least two of the eleven principles for Association of Research Library membership.  Achieve 100 percent wireless coverage in academic buildings and community indoor and outdoor spaces.  Achieve sufficient density in wireless coverage in classrooms to enable instruction.  Achieve 10Gbps network connectivity to internet, with the Data Center and to campus buildings.  Maintain all major software systems within two versions of current release.  Fully implement an offline operational date store and data warehouse for reporting and providing management information for decision making. University Resources and Accountability Be accountable for developing and managing resources to efficiently and effectively achieve the mission of the university. 2020 Targets:  Achieve a student faculty ratio of 21:1.  Maintain a crime rate at or below similar institutions.  Maintain a space utilization efficiency score of 150 or better.  Maintain an administrative cost ratio below 10 percent.  Maintain an employee turnover rate that is equal to or better than the System average in each employee category.