Strategic Plan

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Steering Committee Charge

From: Dr. Ann Stuart, Chancellor and President

TWU has committed to a Strategic Planning process. The Strategic Planning document will be presented to the Board of Regents in February 2006.

A number of external agencies are requesting and evaluating "accountability" measures -- the Texas Legislature, The Texas Higher Education Coordinating Board, The Southern Association of Colleges and Schools -- to name three. Our Plan needs to include an awareness of such measures and the means by which we will work so that the University is successful whenever evaluated.

Equally important are the internal issues that compel us to plan:

Enrollment growth
Limited resources
Five campuses: Denton, Dallas: Parkland and Presbyterian, Houston, E-Learning
Our complex mix of programs, degrees, and students

Our continued success demands we decide where and how we move forward.

For us, the Strategic Planning process is an exciting opportunity. Who better to set the course for our future than our faculty, staff, students, alumni, regents and advisors. All will have the opportunity to be involved or respond. TWU's Web site for this planning will provide transparency. It is accessible at www.twu.edu beginning March 1, 2005.

Some Strategic Plans nibble around the edges of major issues or focus on systematizing what already exists. TWU is engaged in something very different. Our Plan is to be visionary and bold. We intend to ask the hard questions and be non-selfserving in answering them. TWU must embrace, as a way of working:

Collaborations -- both inside and outside the University
A willingness to uphold the directives and standards we set
Being proactive not reactive
Being outward looking as opposed to being insular

Five initiatives will guide our planning. Our goals are to be successful as a:

Nationally recognized learning community
Diverse and student-centered environment
Fiscally sound and accountable public University
Innovative and collaborative partner
Destination for graduate study and applied research in the professional field

In addition, I charge us to include the following directives:

Commit to strategic budgeting in order to align our financial resources with strategic priorities
Size and define the campuses (Denton, Dallas: Parkland and Presbyterian, Houston, E-Learning): set enrollment goals for each campus, for each program at that campus, and determine what programs should be added at each campus to meet goals
Identify growth disciplines for the University as a whole, as well as those needed to maintain TWU's mission
Determine TWU's academic level of excellence and commit to it
Define research expectations and accountability by department and the University as a whole
Work within the State's guidelines to examine and streamline the core curricula for strength of scholarly preparation for tomorrow's world:
- foreign languages: our students will travel, work with or work for international companies. To be competitive and excel, they need to have a second language - Spanish for working in Texas, Mandarin for anticipating the economic giant of China
- critical thinking: our students must be trained to solve problems. The core curricula should include, across the curriculums, skill-building in this area
- science and math: our students must be proficient beyond the basics. They also must understand fundamental accounting and budgeting. This is important for their personal financial management and for their ability to advance professionally. One cannot advance in management without understanding how to follow the money
- environment: our students must be aware of state, national, and international issues concerning stewardship of the planet
- the East: our students must have an understanding and appreciation of the history, arts, politics, religion, and cultures of the East. These countries and cultures are our partners of the future in whatever work our students choose to do
Have collaborations, internal and external to TWU, be central to everything we do
Be futuristic in facilities and technology
Develop and implement a systematic process of promoting national recognition of faculty and students
Be aggressive market thinkers, be aware of political trends and seize opportunities, not be satisfied with status quo
Pursue a comprehensive campaign

I am proud to be part of this institution and look forward to working with the TWU community in this important task. We have an opportunity to adjust our thinking and how we work that anticipates the future and sustains the legacy of excellence that so rightly defines Texas Woman's University.

This page was last updated on August 25, 2006.

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Strategic Plan Home A Word from the Chancellor Enrollment Demographics Vision and Mission Assumptions and Goals Steering Committee Committee Charge Strategic Plan Document (pdf)	You are here: TWU Home > Strategic Plan Home > Steering Committee Charge Steering Committee Charge From: Dr. Ann Stuart, Chancellor and President TWU has committed to a Strategic Planning process. The Strategic Planning document will be presented to the Board of Regents in February 2006. A number of external agencies are requesting and evaluating "accountability" measures -- the Texas Legislature, The Texas Higher Education Coordinating Board, The Southern Association of Colleges and Schools -- to name three. Our Plan needs to include an awareness of such measures and the means by which we will work so that the University is successful whenever evaluated. Equally important are the internal issues that compel us to plan: Enrollment growth Limited resources Five campuses: Denton, Dallas: Parkland and Presbyterian, Houston, E-Learning Our complex mix of programs, degrees, and students Our continued success demands we decide where and how we move forward. For us, the Strategic Planning process is an exciting opportunity. Who better to set the course for our future than our faculty, staff, students, alumni, regents and advisors. All will have the opportunity to be involved or respond. TWU's Web site for this planning will provide transparency. It is accessible at www.twu.edu beginning March 1, 2005. Some Strategic Plans nibble around the edges of major issues or focus on systematizing what already exists. TWU is engaged in something very different. Our Plan is to be visionary and bold. We intend to ask the hard questions and be non-selfserving in answering them. TWU must embrace, as a way of working: Collaborations -- both inside and outside the University A willingness to uphold the directives and standards we set Being proactive not reactive Being outward looking as opposed to being insular Five initiatives will guide our planning. Our goals are to be successful as a: Nationally recognized learning community Diverse and student-centered environment Fiscally sound and accountable public University Innovative and collaborative partner Destination for graduate study and applied research in the professional field In addition, I charge us to include the following directives: Commit to strategic budgeting in order to align our financial resources with strategic priorities Size and define the campuses (Denton, Dallas: Parkland and Presbyterian, Houston, E-Learning): set enrollment goals for each campus, for each program at that campus, and determine what programs should be added at each campus to meet goals Identify growth disciplines for the University as a whole, as well as those needed to maintain TWU's mission Determine TWU's academic level of excellence and commit to it Define research expectations and accountability by department and the University as a whole Work within the State's guidelines to examine and streamline the core curricula for strength of scholarly preparation for tomorrow's world: foreign languages: our students will travel, work with or work for international companies. To be competitive and excel, they need to have a second language - Spanish for working in Texas, Mandarin for anticipating the economic giant of China critical thinking: our students must be trained to solve problems. The core curricula should include, across the curriculums, skill-building in this area science and math: our students must be proficient beyond the basics. They also must understand fundamental accounting and budgeting. This is important for their personal financial management and for their ability to advance professionally. One cannot advance in management without understanding how to follow the money environment: our students must be aware of state, national, and international issues concerning stewardship of the planet the East: our students must have an understanding and appreciation of the history, arts, politics, religion, and cultures of the East. These countries and cultures are our partners of the future in whatever work our students choose to do Have collaborations, internal and external to TWU, be central to everything we do Be futuristic in facilities and technology Develop and implement a systematic process of promoting national recognition of faculty and students Be aggressive market thinkers, be aware of political trends and seize opportunities, not be satisfied with status quo Pursue a comprehensive campaign I am proud to be part of this institution and look forward to working with the TWU community in this important task. We have an opportunity to adjust our thinking and how we work that anticipates the future and sustains the legacy of excellence that so rightly defines Texas Woman's University. This page was last updated on August 25, 2006.
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