Academic Master Plan - Accelerating Excellence

Vision 2020 has guided Texas A&M University’s progress since its formal adoption by The Texas A&M University Board of Regents in May 1999.  Growth in the number and expertise of our acclaimed faculty, increased recognition of the value of the Texas A&M educational experience, membership in the prestigious American Association of Universities, and other significant achievements in our pursuit of Vision 2020, have placed Texas A&M in the top echelon of the nation’s colleges and universities.

In the fall of 2008—with an eye toward the approaching halfway point in the timeframe for Vision 2020 and several upcoming reporting initiatives, including the reaffirmation of accreditation by the Southern Association of Colleges and Schools in 2012—Texas A&M embarked on a new planning effort to achieve distinction in the remaining decade of Vision 2020.  This effort, called the Academic Master Plan process, was intended to engage faculty, staff, and students in a dialogue and internal assessment that would identify areas of opportunity while realigning the commitment of the academic enterprise with the goals of Vision 2020.

The Academic Master Plan is the culmination of the work of the Academic Master Plan steering committee and three Roadmap committees along with literally hundreds of people from the campus community who participated in retreats, forums, surveys, meetings, dialogues, and discussions over the last year.  The Roadmap committees were charged with developing specific strategies to advance progress toward the imperatives of Vision 2020 in each of the primary missions of modern public universities: teaching-learning, research, and engagement.

The Roadmap committees submitted their final reports by mid-June 2009.  After review by the Steering committee, an initial draft of the Academic Master Plan began to take shape. With recognition that any planning document should be a living document that evolves continuously, the initial draft was circulated for feedback to the Steering committee in September. After subsequent reviews, we engaged the campus leadership in semester-long discussions about how support for the plan should be integrated into the planning efforts of colleges and offices of responsibility.

In addition, the campus leadership believed that many of the strategies identified in the initial draft of the Academic Master Plan required more thorough discussion and guidance from the campus community. To assist in refining these strategies, five task forces were formed.  They are: Campus Arts Programs, Enrollment Management, Faculty Performance Evaluation, Graduate Student Experience and Athletic Program. The first four are facilitated by the Office of the Provost and Executive Vice President for Academics, and an overarching assessment of our Athletic Program is facilitated by the President’s Office.

The reports from these task forces combined with efforts that are in progress or were completed in the last few years, such as the Task Force on Enhancing the Undergraduate Experience, Task Force on Enlightened & Shared Governance, Council on Climate and Diversity, and Campus Master Plan provide a wealth of information from stakeholders as well as the tools that will align our endeavors with our commitment to the imperatives of Vision 2020 and form the foundation for developing the university’s next five-year strategic plan.

Overview/Process

Steering Committee

Final Report

Roadmap Committees