Quick-Look Assessment Implementation

The position title will change to Executive Vice President and Provost (EVP and Provost) to clearly identify this position as the Chief Academic Officer and the university’s second-in-command position.

• Lead: Mark A. Welsh III
• Deadline: Dec. 1, 2023
• Status:
  • Complete

The Vice President for Research (VPR) position will retain the Vice President title and report to the EVP and Provost with a “dotted line” to the President.

• Lead: Alan Sams
• Deadline: Dec. 1, 2023
• Status:
  • Nov. 11: Complete
  • Oct. 26: The EVP and Provost is working with the VPR and other campus stakeholders to complete this move by Nov. 1, 2023.

The Vice President for Faculty Affairs position will be retitled to Vice Provost for Faculty Affairs and report to the EVP and Provost.

• Lead: Alan Sams
• Deadline: Dec. 1, 2023
• Status:
  • Nov. 11: Complete
  • Oct. 26: The EVP and Provost is working with Faculty Affairs and other campus stakeholders to complete this move by Nov. 1, 2023.

The EVP and Provost, in collaboration with faculty, will recommend whether it would be beneficial to bring back the Dean of Faculties title. If so, they will define the Dean of Faculties role and provide recommendations on whether that position is dual-hatted with the Vice Provost for Faculty Affairs or is a stand-alone position under the EVP and Provost to provide faculty advocacy.

• Lead: Alan Sams
• Deadline: Dec. 1, 2023
• Status:
  • March 8: Complete
  • Feb. 16: The proposed Associate Provost for Faculty Advocacy (APFA) position was approved by President Welsh on Jan. 11. The APFA serves as a liaison between the faculty and administration, ensuring that faculty perspective and interests are effectively communicated to decision makers. This position is embedded within Faculty Affairs, as a member of the integrated team, but also maintains a connection to the EVP and Provost for direct communication. Drs. Heather Lench and Angie Hill Price have agreed to serve as the co-chairs for the search advisory committee. The search started the week of Feb. 5.
  • Jan. 12: The committee’s final recommendation was to create a new Associate Provost for Faculty Advocacy position, embedded within Faculty Affairs, with a dotted line reporting structure to the EVP and Provost. This recommendation, developed in collaboration with faculty, was approved by the President on Jan. 11. Additional details and next steps will be shared by the EVP and Provost later this month.
  • Dec. 9: The committee met twice to prepare a recommendation and is exploring multiple options to best serve the needs of faculty advocacy. A final committee meeting is scheduled for Dec. 19 after which a finalized recommendation will be submitted for review and consideration.
  • Nov. 11: This committee has been appointed and initial meetings have been scheduled. Membership consists of four representatives of the Faculty Senate, one distinguished professor, one dean, one department head and two members of the Vice Provost for Faculty Affairs’ leadership team. The committee is chaired by the EVP and Provost.
  • Oct. 26: This committee is being activated and will consist of faculty representation from across the university.

The Aggie Honor System Office, Transition Academic Programs, Public Policy Internship Program, Texas Real Estate Center, Private Enterprise Research Center and the Hispanic Serving Institution initiative will return to the EVP and Provost. The EVP and Provost will determine where within Academic Affairs these units report.

• Lead: Alan Sams
• Deadline: Dec. 1, 2023
• Status:
  • Jan. 12: Complete. The Texas Real Estate Research Center and the Private Enterprise Research Center (PERC) transitioned to the Division of Research within the Office of the Provost on Jan. 1.
  • Dec. 9: Conversations to transition the Texas Real Estate Research Center and the Private Enterprise Research Center (PERC) have started and will be completed by Jan. 1, 2024.
  • Nov. 11: The Aggie Honor System Office, Transition Academic Programs and HSI initiatives transitioned to the Office of the Provost on Nov. 1. The Public Policy Internship Program (PPIP) transitioned on Nov. 15. Conversations to transition the Texas Real Estate Research Center and the Private Enterprise Research Center (PERC) have started and will be completed by Dec. 1.
  • Oct. 26: The EVP and Provost is working with these areas, their current leadership and other campus stakeholders to complete each of these moves by Nov. 1, 2023.

An Enrollment Management unit will be recreated under the purview of the EVP and Provost to include Admissions, Recruitment, the Visitor Center, Registrar, Scholarships and Financial Aid and Aggie One Stop.

• Lead: Alan Sams
• Deadline: Dec. 1, 2023
• Status:
  • Nov. 11: Complete. The Enrollment Management unit has been recreated within the Office of the Provost. Admissions, Recruitment, the Visitor Center, Registrar, Scholarships and Financial Aid, and Aggie One Stop now report into the Office of the Provost. Interim leadership is being provided by Vice Provost Tim Scott until a permanent leader can be identified.
  • Oct. 26: The EVP and Provost is working with these areas, their current leadership and other campus stakeholders to complete this move by Nov. 1, 2023.

Student Business Services will continue to report to the Division of Finance and Business Services but be co-located with the newly recreated Enrollment Management unit.

• Lead: John Crawford
• Deadline: No action needed

The EVP and Provost will form a committee to conduct a review of new admissions programs (opportunity admissions, centralized transfer admissions and the completion admissions program) and provide recommendations for fall 2024 implementation.

• Lead: Alan Sams
• Deadline: Dec. 15, 2023
• Status:
  • March 8: Complete.
  • Feb. 16: The committee assigned to review these programs consisted of representatives from academic units, Finance and Business Services, Academic Affairs, Texas A&M at Galveston, Enrollment Management and the Faculty Senate. The group submitted their recommendations to the EVP and Provost on Dec. 5, 2023. After careful consideration of the committee’s recommendations, the Opportunity Majors name was maintained while the plan was revised. The revised plan was approved by the Council of Deans. Current students enrolled in an opportunity major were notified of program changes before the Feb. 12 deadline to change majors. Incoming students admitted to an opportunity major will be held to the standards of the revised plan. As an enrollment management plan is built with college/school constituents, informed by the capacity study, colleges/schools will make informed decisions on opting into or out of participating in Opportunity Majors. Completion degrees are the purviews of the colleges/schools; however, the faculty should be fully informed about funding models which may be based on number of graduating seniors, total number of majors, student contact hours and weighted student contact hours. Centralized transfer admissions will continue.
  • Jan. 12: The committee’s recommendations are under review by the EVP and Provost.
  • Dec. 9: The committee assigned to review these programs consisted of representatives from academic units, Finance and Business Services, Academic Affairs, Galveston campus, Enrollment Management and the faculty senate. The group submitted their recommendations to the EVP and Provost on Dec. 5 which are now under review for feedback and possible integration. This is on track to be completed by the Dec. 15 deadline.
  • Nov. 11: The Opportunity Admissions Committee met on Nov. 7. The committee is recommending changes to opportunity majors for freshmen. Opportunity completion majors were discussed, with a desire to allow colleges/schools to develop their own completion majors. The committee will meet again to discuss transfer admissions.
  • Oct. 26: The EVP and Provost has activated this group, which is being led by the current Vice Provost for Student Success, Dr. Tim Scott.

The university will conduct a capacity study to identify campuswide impacts of enrollment growth, including impacts to faculty, staff, infrastructure, operations, transportation and the local community. The Vice President of Planning, Assessment and Strategy, Joe Pettibon, will work with the EVP and Provost and cabinet members to identify committee members. The intent is to utilize the expertise of our own faculty and staff to conduct the study.

• Lead: Joe Pettibon
• Deadline: Begins January 2024, complete by June 1, 2024
• Status:
  • April 12: See ‘Future Projects’.
  • Feb. 16: The committee has been finalized, including the creation of five subcommittees. See ‘Future Projects’.
  • Jan. 12: The committee is being finalized, needing student representatives, with the first committee meeting anticipated to occur the week of Jan. 22. See ‘Future Projects’.
  • Dec. 9: See 'Future Projects'.
  • Nov. 11: This project is slated to begin in January 2024; however, due to the importance, the committee is currently being established.

“TAMU By the Numbers” has transitioned to the Academic and Business Performance Analytics unit led by the Vice President of Planning, Assessment and Strategy.

• Lead: Joe Pettibon
• Deadline: Complete

The Global Engagement Office will move from the Division of Academic and Strategic Collaboration, in its current form, to the Office of the Provost.

• Lead: Alan Sams
• Deadline: Dec. 1, 2023
• Status:
  • Nov. 11: Complete.
  • Oct. 26: The EVP and Provost is working with the Senior Vice President and Chief External Affairs Officer and other campus stakeholders to complete this move by Nov. 1, 2023.

The Libraries’ current service model will remain in place and $3.3 million will be added to the operating budget to support the services needed across the university.

• Lead: Julie Mosbo-Ballestro
• Deadline: No action needed

This amount includes adding back the $2.4 million previously swept from the operating budget with an additional $900,000 in funding to support salary adjustments.

• Lead: John Crawford
• Deadline: Complete

The Academic Freedom Task Force, which will now be administered through the Office of the Provost with the restructuring of the Office of Faculty Affairs, will be tasked with codifying academic freedom for our university librarians. This action item addressed by the task force will also include staff serving in a teaching role.

• Lead: Heather Lench
• Deadline: Dec. 1, 2023
• Status:
  • Feb. 16: Deployment of the university statement regarding the value of academic freedom is waiting for the code of conduct, which lists expectations for academic responsibility associated with intramural and extramural speech, to be considered and adopted by the Faculty Senate. The revision of University Rule 12.01.99.M1 is currently posted for review by faculty and staff within the university, and then will route through the standard rule revision process.
  • Jan. 12: Review and consideration of the draft university statement regarding the value of academic freedom is pending as the faculty code of conduct is reviewed by the faculty senate. Once review of the code of conduct is complete, the corresponding instructions for leadership to respond to unprofessional conduct can be finalized. The proposal shared in December to establish an Academic Freedom Review Council was submitted as part of the university rule revision and approved. This council will be established during the spring 2024 semester. The previous recommendation for an annual workshop open to the entire university community on academic freedom issues remains under review.
  • Dec. 9: A statement regarding the value of academic freedom is now with the president for final review. Additionally, the task force has put forward recommendations on the creation of an Academic Freedom Committee and an annual workshop to provide updates on this important topic, also under review by the president.
  • Nov.11: The issue of academic freedom for faculty, librarians, staff and students in scholarly and educational roles has been included in the draft university statement regarding the value of academic freedom. The draft is currently under review by the EVP and Provost, and is intended to be clear, accessible and publicly viewable. The task force also identified a need to establish an Academic Freedom Review Committee and is developing a proposal for consideration, including a recommendation for the EVP and Provost and President to sponsor an annual workshop on academic freedom issues, open to the entire university community.

The university will conduct a rapid campuswide space allocation study to make recommendations on the proper siting of units and offices displaced by The Path Forward and other space allocation issues that may come to light, including but not limited to, student study space on West Campus.

• Lead: Joe Pettibon
• Deadline: Nov. 17, 2023
• Status:
  • Feb. 16: The final space allocation study report has been provided to the president’s cabinet and deans who will work together to execute the recommendations and provide further communication within their respective units. See ‘Future Projects’.
  • Jan. 12: The final space allocation study report was provided to the president on Dec. 21 with the request for feedback by Jan. 8 from the president’s cabinet and deans. Based on input received, it is recommended the president accept the recommendations outlined in the final report, post the report online and notify the president’s cabinet and deans implementation will begin with the vice president for planning, assessment and strategy.
  • Dec. 9: The space allocation study team provided recommendations to the president for the Medical Sciences Library in part one of the space allocation survey report on Nov. 21. See 'Future Projects'.
  • See 'Future Projects'.

The plans underway to expand the library located at the HSC campus in Bryan will continue as planned, and the HSC will provide funding to support the expansion and lease costs.

• Lead: Julie Mosbo-Ballestro
• Deadline: No action needed

Renaming of the MSL and BLCC will remain on hold pending results of the space allocation study.

• Lead: Joe Pettibon
• Deadline: Dec. 15, 2023
• Status:
  • March 8: University Libraries has been authorized to make a recommendation on the renaming of the MSL/BLCC facilities.
  • Feb. 16: This task is pending the acceptance of the space allocation study report. See ‘Future Projects’.
  • Jan. 12: A final space allocation study report was provided to the president on Dec. 21. Renaming of the MSL/BLCC remains on hold pending approval of the final recommendations submitted for review. See ‘Future Projects’.
  • Dec. 9: While recommendations related to student study space were provided in part one of the space allocation survey report on Nov. 21, renaming of the MSL/BLCC remains on hold pending the outcome of the space allocation study report. See 'Future Projects'.
  • Nov. 11: This task is pending the outcome of the space allocation study report.

The College of Arts and Sciences will remain a merged college. The respective dean and faculty will provide recommendations to the EVP and Provost regarding the college’s governance structure.

• Lead: Alan Sams
• Deadline: Dec. 15, 2023
• Status:
  • Jan. 12: Complete. A finalized governance structure was proposed by the college, faculty, dean and EVP and Provost, and was approved by the president on Jan. 2.
  • Dec. 9: The interim dean engaged faculty, college leadership and other stakeholders through multiple hybrid (face-to-face/Zoom) meetings. These discussions were facilitated by surveys sent to groups representing faculty across Arts and Sciences, including faculty advisory councils (tenure track and academic professional track), faculty senate caucus and distinguished professors. The outcomes of the surveys were discussed in various leadership meetings, including the leadership council, executive management council and a day-long department head retreat on the future governance structure of the college. This process will result in recommendations to the EVP and Provost on Dec. 15.
  • Nov. 11: The interim dean has been issued the charge to engage faculty, college leadership and other stakeholders through a process he determines to be appropriate. This process will result in recommendations to the EVP and Provost that will address the college’s governance to include promotion and tenure, research, student success, faculty affairs and development, and graduate and undergraduate support.
  • Oct. 26: The EVP and Provost has charged Mark Zoran, interim dean for the College of Arts and Sciences, to begin this review and complete it with a brief presentation by Dec. 15, 2023.

The Transition Academic Programs (TAP) office currently housed within the College of Arts and Sciences will move to Undergraduate Studies, reporting to the Office of the Provost.

• Lead: Alan Sams
• Deadline: Dec. 1, 2023
• Status:
  • Nov. 11: Complete.
  • Oct. 26: The EVP and Provost is working with the interim dean for the College of Arts and Sciences and other campus stakeholders to complete this move by Nov. 1, 2023.

Similarly, the Office of Professional School Advising will move to the Career Center, reporting to the Division of Student Affairs.

• Lead: Joe Ramirez
• Deadline: Dec. 1, 2023
• Status:
  • Jan. 12: Complete. All administrative and programmatic aspects of the Office of Professional School Advising have been transitioned back to the Career Center.
  • Dec. 9: All HROE and Finance and Business Services processes and the professional school reporting lines and budgets are now under the Career Center. The professional school advising website will be integrated into the Career Center website by the end of this week.
  • Nov. 11: Work is underway with HROE and Finance and Business Services to make all necessary updates to reflect that Professional School Advising now resides in the Career Center and is no longer in the College of Arts and Sciences.

The EVP and Provost will review the current structure and governance of interdisciplinary program support in the College of Arts and Sciences to make recommendations on the placement and management of the interdisciplinary programs. The EVP and Provost will form a faculty committee to re-assess the phaseout of the University Studies curriculum and/or consider a viable “completion degree” program and provide recommendations for the EVP and Provost.

• Lead: Alan Sams
• Deadline: Dec. 15, 2023
• Status:
  • March 8: Complete.
  • Feb. 16: Plans to return University Studies and interdisciplinary majors were approved by the Academic Operations Committee (AOC) on Jan. 19. Colleges/schools have the option to return, teach-out or retain programs. All decisions will be provided to the Office of Institutional Effectiveness and Evaluation and the Registrar. Those retaining programs that were on teach-out will submit plans to keep their programs via the Registrar’s CARS Program. Program inventories will be updated for the 2024-2025 catalog.
  • Jan. 12: A list of interdisciplinary and university studies degree programs has been reviewed by key stakeholders. With the engagement of faculty, recommendations are being made about the placement and integration of these programs. The Academic Operations Committee (AOC) is scheduled to review the final list once more on Jan. 17. These 14 programs should be returned to the respective units for advising purposes by spring 2024 and formally by catalog, effective fall 2024.
  • Dec. 9: A list of interdisciplinary programs has been reviewed by key stakeholders. With the engagement of faculty, recommendations are being made about the placement and integration of these programs. This is on track for work to be completed by the Dec. 15 deadline. Additionally, the list of programs within University Studies to keep or teach out is under review by a group of impacted colleges and schools. Faculty and academic leadership will submit recommendations regarding these programs to the EVP and Provost by Dec. 15.
  • Nov. 11: Academic Operations Committee deans have provided a list of interdisciplinary programs and University Studies majors that colleges want returned and plan to keep or teach out. The list is being finalized for recommendation to the EVP and Provost.
  • Oct. 26: The EVP and Provost has activated this group and charged it to make recommendations within the established timeframe.

Steps underway to establish the School of Performance, Visualization and Fine Arts will continue with implementation efforts.

• Lead: Tim McLaughlin
• Deadline: No action needed

This will align with the approved business plan.

• Lead: John Crawford
• Deadline: Complete

The request for a new building will compete in the upcoming capital project review process.

• Lead: Tim McLaughlin
• Deadline: No action needed

The space allocation study will provide the best near-term options for faculty, staff and student space(s).

• Lead: Joe Pettibon
• Deadline: Nov. 17, 2023
• Status:
  • April 12: See ‘Future Projects’.
  • Feb. 16: The final space allocation study report has been provided to the president’s cabinet and deans who will work together to execute the recommendations and provide further communication within their respective units. See ‘Future Projects’.
  • Jan. 12: The final space allocation study report was provided to the president on Dec. 21 with the request for feedback by Jan. 8 from the president’s cabinet and deans. Based on input received, it is recommended the president accept the recommendations outlined in the final report, post the report online and notify the president’s cabinet and deans implementation will begin with the vice president for planning, assessment and strategy. See ‘Future Projects.’
  • Dec. 9: The initial recommendations regarding space for PVFA did not adequately address their needs, necessitating further study of the options for resolving some of the near-term solutions needed. As a result, the space allocation survey report has been split into two parts with the PVFA recommendations deferred to part two, which is expected to be submitted to the president by Dec. 20. See 'Future Projects'.
  • Nov. 11: See 'Future Projects'.

The School of Architecture has a significant impact on communities locally and across the state, with noticeably established support from the professional community, which cannot be lost. Dean Patrick Suermann will brief the President and the EVP and Provost on the formal request to grow the Construction Science program.

• Lead: Patrick Suermann
• Deadline: Dec. 15, 2023
• Status:
  • April 12: The proposal to grow the Construction Science program is complete, pending budget committee review and decision.
  • March 8: After briefing the President, the EVP and Provost and Vice Provost for Faculty Affairs, the EVP and Provost shared the request to grow the Construction Science program will be reviewed by the university-level budget committee in May.
  • Feb. 16: The School of Architecture is awaiting approvals and specific plans to move forward.
  • Jan. 12: The School of Architecture is awaiting approvals and specific plans to move forward.
  • Dec. 9: With the proposal presentation complete, we are now awaiting approvals and specific plans to move forward. On a related note, the search committee officially kicked off for the School of Architecture dean search on Dec. 1, a crucial component to the future of the school’s footprint and all departments.
  • Nov. 11: On Oct. 26, Interim President Welsh, EVP and Provost Sams, and Vice Provost N.K. Anand met with Dean Suermann and the construction science leadership team to review a proposal to grow the program. Leadership is supportive of the proposal pending the ability to source funding for the faculty, staff and space needs (in alignment with space allocation study).

The space allocation study will determine how the dean and academic advisors can return to the academic unit's space.

• Lead: Joe Pettibon
• Deadline: Nov. 17, 2023
• Status:
  • April 12: See ‘Future Projects’.
  • Feb. 16: The final space allocation study report has been provided to the president’s cabinet and deans who will work together to execute the recommendations and provide further communication within their respective units. See ‘Future Projects’.
  • Jan. 12: The final space allocation study report was provided to the president on Dec. 21 with the request for feedback by Jan. 8 from the president’s cabinet and deans. Based on input received, it is recommended the president accept the recommendations outlined in the final report, post the report online and notify the president’s cabinet and deans implementation will begin with the vice president for planning, assessment and strategy. See ‘Future Projects’.
  • Dec. 9: The initial recommendations regarding space for the School of Architecture did not adequately address their needs, necessitating further study of the options for resolving some of the near-term solutions needed. As a result, the space allocation survey report has been split into two parts with the school’s recommendations deferred to part two, which is expected to be submitted to the president by Dec. 20. See 'Future Projects'.
  • See 'Future Projects'.

Reestablishment of the Journalism Program should continue, with the program embedded in the Department of Communication and Journalism in the College of Arts and Sciences.

• Lead: Hart Blanton
• Deadline: No action needed

The university will not continue to pursue a cross-college life sciences meta-major.

• Lead: Alan Sams
• Deadline: Complete

The EVP and Provost and deans will encourage faculty to consider future opportunities for curricular alignment without a formal meta-major.

• Lead: Alan Sams
• Deadline: No timeline
• Status:
  • Jan. 12: Complete.
  • Dec. 9: The EVP and Provost has routed a memo to the deans formally phasing out the Life Sciences Meta-major plan while still encouraging colleges and schools to pursue opportunities for alignment when it makes sense for the university, the curriculum, faculty and students.
  • Nov. 11: The EVP and Provost has drafted a memo formally phasing out the Life Sciences Meta-major plan while still encouraging colleges/schools to pursue opportunities for alignment when it makes sense for the university, the curriculum, faculty and students. The memo is being finalized and will soon be routed to stakeholders.
  • Oct. 26: A draft memo has been created by the EVP and Provost for the interim dean’s review and feedback at their next meeting the week of Oct. 30.

The university will retain a centralized advising model at the college level. Deans will work with the Vice Provost for Undergraduate Studies on an alternative hybrid model if deemed necessary for their respective college or school. In addition, the deans will ensure the formal integration of faculty advisors, with clearly defined roles, which will be tracked by the Office of the Provost.

• Lead: Alan Sams
• Deadline: Jan. 15, 2024
• Status:
  • April 12: A graduate advising career ladder is still being finalized with the Graduate and Professional School. This item is otherwise complete.
  • March 8: The centralized model has been adopted by all colleges and schools, which has allowed existing academic advisors to be transitioned to the new universitywide career ladder. Faculty advising will be the purview of the department, in consultation with the college or school. Expertise in advising can be achieved by both faculty and staff. Normal advising loads balanced with traditional research and/or teaching loads will be considered when assigning advising caseloads. The Path Forward and Quick-Look Assessment prioritized undergraduate advising, but a graduate advising career ladder is being worked on with the Graduate and Professional School. Universal onboarding for all new undergraduate academic advisors is in development.
  • Feb. 16: The transition team met with the College of Engineering’s executive committee on Feb. 1 to hear concerns with centralized advising there, and options and a response have been provided.
  • Jan. 12: Centralized models will be retained, understanding that the successful transition may take up to three years. The hybrid model, which is only used in two colleges, allows a dotted lot to department heads. Faculty advising shall be the purview of the department, in consultation with the college/school. Expertise in advising can be achieved by both faculty and staff. Normal advising loads balanced with traditional research and/or teaching loads will be considered when assigning advising caseloads. The new undergraduate advising career ladder should be implemented across Texas A&M in February 2024. The Path Forward and Quick-Look Assessment prioritized undergraduate advising, but a graduate advising career ladder will be developed as soon as is practical following implementation of the undergraduate career ladder. Universal onboarding for all new undergraduate academic advisors is in development. Professional development for career advancement will be developed once the career ladder is finalized and in place. Assessments of advising programs and advising are planned for spring and fall, respectively.
  • Dec. 9: The centralized advising committee met several times and has narrowed down the preferred reporting structure to two alternatives. The position descriptions associated with the new academic advisor career ladder have been approved and will become effective in February 2024. Additionally, HROE is developing a universal onboarding plan for academic advisors. The committee met most recently on Dec. 7 to determine and finalize the role faculty play in advising undergraduate students and to identify the professional development opportunities for academic advisors. A memo summarizing the work of the committee will be routed to the EVP and Provost prior to the end of the year. This work is on track to be completed by Jan. 15, 2024.
  • Oct. 26: This group has been activated and work continues from the previous efforts to appropriately address, elevate and integrate the academic advising structure identified through the quick-look assessment.

The Division of Human Resources and Organizational Effectiveness (HROE) will conduct a market analysis of academic advisor salaries and provide results to the EVP and Provost and deans for review.

• Lead: Damon Slaydon
• Deadline: Jan. 1, 2024
• Status:
  • Feb. 16: Four levels of academic advisor roles and their respective position descriptions have been created and implemented. With authorization from the Office of the Provost and the respective colleges/schools impacted, HROE is transitioning personnel to pay rates consistent with the qualifications and associated market assessments with the salary changes effective Feb. 1.
  • Jan. 12: HROE, in coordination with the Office of the Provost and associated working group, continue efforts to ensure consistency across the university when mapping existing personnel to new titles and corresponding pay structure. Individual meetings regarding findings and impact are scheduled throughout January with stakeholders. Adjustments to titles and pay structure are anticipated for a March 1 effective date, contingent upon availability of funds.
  • Dec. 9: HROE, in coordination with the Office of the Provost and associated working group, continue efforts to ensure consistency across the university when mapping existing personnel to new titles and corresponding pay structure with an effective date contingent upon availability of funds.
  • Nov.11: A series of titles for Academic Advisors (I-IV) and associated starting salaries, ranging from $45,000–$57,000, respectively, were outlined and now approved by the Academic Operations Committee deans. Existing personnel will be mapped to new titles and corresponding pay structures based on each individual’s qualifications and experience. The effective date is contingent upon availability of funds.

In addition to salary review, the EVP and Provost will work with HROE and deans to identify and fund relevant professional development opportunities for academic advisors.

• Lead: Alan Sams
• Deadline: Jan. 15, 2024
• Status:
  • March 8: Professional development for career advancement will be developed now that the career ladder is finalized and in place.
  • Jan. 12: Professional development for career advancement will be developed once the career ladder is finalized and in place.
  • Dec. 9: The centralized advising committee met several times and has narrowed down the preferred reporting structure to two alternatives. The position descriptions associated with the new academic advisor career ladder have been approved and will become effective in February 2024. Additionally, HROE is developing a universal onboarding plan for academic advisors. The committee met most recently on Dec. 7 to determine and finalize the role faculty play in advising undergraduate students and to identify the professional development opportunities for academic advisors. A memo summarizing the work of the committee will be routed to the EVP and Provost prior to the end of the year. This work is on track to be completed by Jan. 15, 2024.
  • Oct. 26: This group has been activated and work continues from the previous efforts to appropriately address, elevate and integrate the academic advising structure identified through the quick-look assessment.

EVP and Provost will organize a comprehensive assessment of academic advising in fall 2024 with input captured from faculty, staff and students as part of that assessment. The Provost will brief the President, select Vice Presidents and Deans on the results of the assessment.

• Lead: Alan Sams
• Deadline: Nov. 15, 2024
• Status:
  • Jan. 12: Assessments of advising programs and advising are planned for spring and fall, respectively.
  • Dec. 9: The centralized advising committee met several times and has narrowed down the preferred reporting structure to two alternatives. The position descriptions associated with the new academic advisor career ladder have been approved and will become effective in February 2024. Additionally, HROE is developing a universal onboarding plan for academic advisors. The committee met most recently on Dec. 7 to determine and finalize the role faculty play in advising undergraduate students and to identify the professional development opportunities for academic advisors. A memo summarizing the work of the committee will be routed to the EVP and Provost prior to the end of the year. This work is on track to be completed by Jan. 15, 2024.
  • Nov. 11: The first committee meeting took place on Nov. 10. The committee discussed centralized models across campus and faculty roles in advising. Professional development will be created after the adoption of the new academic advisor career ladder has been implemented. The Academic Operation Committee deans reached unanimous agreement in adoption of new position descriptions and career ladder. Each college must now move current advisors into the newly adopted career ladders. A universal onboarding process is being developed and professional development will be created next.
  • Oct. 26: This group has been activated and work continues from the previous efforts to appropriately address, elevate and integrate the academic advising structure identified through the quick-look assessment.

Efforts to realign health programs from the School of Education and Human Development to the School of Public Health will continue.

• Lead: Alan Sams
• Deadline: No action needed

The move of the political science and the international studies program to the Bush School of Government and Public Service will continue.

• Lead: Alan Sams
• Deadline: No action needed

The new B.S. in Information Technology Services Management will remain in the College of Engineering.

• Lead: Alan Sams
• Deadline: No action needed.

The School of Education and Human Development may consider evaluating the benefit of bringing back the undergraduate degree in technology management (with a name that aligns with the curriculum) or consider creating a new degree. With either option, funding must be considered.

• Lead: Michael A. de Miranda
• Deadline: Dec. 1, 2023
• Status:
  • April 12: The Learning Technology and Performance Systems committee continues to make progress. An advisory board has been formed, which includes industry and Texas A&M technology management expertise. The committee has also been in discussions with the School of Education and Human Development and College of Engineering regarding the status of current students in the Technology Management degree program. A communications plan is being developed and several informational sessions are scheduled for late April for these students to learn more about opportunities available to them. Lastly, a vision and mission for the program are in development.
  • March 8: The Learning Technology and Performance Systems (LTPS) committee is seeking five to six industry experts, including former TCMG students who have been in the field, to serve on the advisory committee. In addition, the committee is researching current IT/TCMG programs to use as a comparison and reviewing both the 2022 TCMG degree plan and HRD degree plan.
  • Feb. 16: The Learning Technology and Performance Systems (LTPS) committee is conducting weekly meetings to review other LTPS programs and those that are similar; review the former TCMG program curriculum and current HRD program curriculum to determine which courses to include; and identify industry contacts to provide industry feedback as part of the committee.
  • Jan. 12: An ad hoc committee has been formed with Dr. Rhonda Fowler, undergraduate EHRD program leader, serving as chair to develop the new curriculum and address questions regarding students, curriculum and processes related to the new Learning Technology and Performance Systems degree program. A large group will meet once a month starting in February for updates, support and advice for the ad hoc committee.
  • Dec. 9: Faculty in the Department of Educational Administration and Human Resources (EAHR) determined the new name for the program would be “Learning Technology and Performance Systems.” The name change was approved by the University Curriculum Committee on Dec. 1 and will now go to Faculty Senate. The EAHR department head has also called a meeting of faculty and staff to discuss priorities, develop a curriculum plan/outline and a timeline of deliverables between now and Fall 2024.
  • Nov. 11: On Oct. 11, the Department of Educational Administration and Human Resources (EAHR) held a virtual departmental meeting to discuss bringing back the Technology Management (TCMG) degree to EAHR where the final tally of faculty votes supported bringing back the degree. The name change process has begun to update the degree name as Technology, Learning and Performance Systems. Conversations with engineering regarding what new name would be acceptable continue.

The best use of the space on the 6th floor of Harrington will be considered in the university’s space allocation study.

• Lead: Joe Pettibon
• Deadline: Nov. 17, 2023
• Status:
  • Feb. 16: The final space allocation study report has been provided to the president’s cabinet and deans who will work together to execute the recommendations and provide further communication within their respective units. See ‘Future Projects’.
  • Jan. 12: The final space allocation study report was provided to the president on Dec. 21 with the request for feedback by Jan. 8 from the president’s cabinet and deans. Based on input received, it is recommended the president accept the recommendations outlined in the final report, post the report online and notify the president’s cabinet and deans implementation will begin with the vice president for planning, assessment and strategy. See ‘Future Projects’.
  • Dec. 9: The space allocation study team provided recommendations to the president for review and consideration in part one of the space allocation survey report on Nov. 21 for the best use of space related to the Technology Management program in Engineering and the return of space in Harrington Tower to the School of Education and Human Development.
  • See 'Future Projects'.

The undergraduate degree in biomedical sciences will return to the College of Veterinary Medicine and Biomedical Sciences. The transition plan must include stipulations on advising, enrollment caps, course availability to meet demands and thoughts on expanded collaboration with the School of Medicine.

• Lead: Alan Sams
• Deadline: Dec. 15, 2023
• Status:
  • April 12: This task is complete. The true cost of the program continues to be developed and led by the Assistant Dean for Finance and Administration with the assistance of the Chief Financial Officer.
  • Feb. 16: BIMS advisors transitioned back to the College of Veterinary Medicine and Biomedical Sciences the week of Dec. 18, 2023, and the curriculum committee continues to meet and work through the redesign process, with special attention towards the carrying capacity of the returned BIMS program. All former BIMS faculty members that transferred to the College of Arts and Sciences will be returned to BIMS for the 2024-2025 academic year, including any vacant lines. BIMS is reviewing all scholarships held prior to the transfer to Arts and Sciences to ensure they are returned to the College of Veterinary Medicine and Biomedical Sciences. Financial planning for the true cost of the program, as well as course delivery within VMBS, continues to be developed and led by the Assistant Dean of Finance and Administration with the assistance of the Chief Financial Officer.
  • Jan. 12: The BIMS Curriculum Committee continues to meet and work through the redesign process, with special attention towards the carrying capacity of the returned BIMS program. All former BIMS faculty members transferred to the College of Arts and Sciences will be returned to BIMS for the 2024-2025 academic year, including any vacant lines. BIMS is currently reviewing all scholarships held prior to the transfer to Arts and Sciences to ensure they are returned to the college. Financial planning for the true cost of the program, as well as course delivery within VMBS, continues to be developed and led by the Assistant Dean of Finance and Administration with the assistance of the Chief Financial Officer.
  • Dec. 9: The committee held its final meeting on Dec. 7. BIMS advisors will move from the Academic Building to the School of Veterinary Medicine during the week of Dec. 18. All faculty that migrated to the College of Arts and Sciences will return to BIMS. Communication plans are in place to notify current BIMS students of the move. The BIMS curriculum committee is now active and revisiting the curriculum. The Biology Department will provide anatomy and physiology course needs for BIMS for the next four years. In addition to revisiting the curriculum, the committee is reviewing the carrying capacity of BIMS to prevent historic bottleneck issues. A memo summarizing the work of the committee will be routed to the EVP and Provost prior to the end of the year.
  • Nov. 11: The committee met on Oct. 26. Subcommittees are now studying course needs, advising loads and bottlenecks. Findings will be presented at a Nov. 16 meeting. Advising move is planned between fall and spring semesters. Ongoing discussions about APT faculty lines moved to biology are occurring. Clarity on courses needs from biology and faculty lines will come from subcommittee work.
  • Oct. 26: The EVP and Provost is working with the appropriate deans to make this transition, including building in the appropriate transition and collaboration plans.

Deans may submit their preference in using college or school to the Office of the Provost for required review and approvals. A transition plan should include a timeline for, and cost of, any change requested, which includes but is not limited to logos, signage, letterhead and other published items, both physical and digital.

• Lead: Alan Sams, Deans of Impacted Colleges
• Deadline: Dec. 1, 2023
• Status:
  • April 12: All requests for name changes were approved by The Texas Higher Education Coordinating Board, effective August 15, 2024, for the following: College of Architecture, College of Dentistry, College of Education and Human Development, College of Medicine, College of Nursing, College of Performance, Visualization and Fine Arts, Irma Lerma Rangel College of Pharmacy and College of Veterinary Medicine and Biomedical Sciences.
  • Feb. 16: Consistent with SAP 03.02.99.M0.02, feedback from faculty, deans and the Faculty Senate has been received for submitted name changes and has been endorsed by President Welsh. The next step in the process is to present the changes to the Texas Higher Education Coordinating Board (THECB) at the March meeting for further consideration. If approved at the March THECB meeting, changes will go into effect Aug. 15, 2024.
  • Jan. 12: All colleges/schools have submitted their naming preferences. Change requests are currently routing through the process outlined in SAP 03.02.99.M0.02. All name change requests will be presented at the Jan. 22 Faculty Senate meeting.
  • Dec. 9: All colleges/schools have submitted their naming preferences. Change requests are currently routing through the process outlined in SAP 03.02.99.M0.02.
  • Nov. 11: The EVP and Provost briefed deans on the process to request these changes by moving through SAP 03.02.99.M0.02. Units interested in pursuing these transitions are actively seeking feedback from stakeholders, consistent with the SAP. Several schools have already submitted their formal request.
  • Oct. 26: The EVP and Provost has already received several requests from units requesting name changes. Other units have submitted detailed plans with their timelines and plans. Name changes will be coordinated and submitted as a group consistent with university SAP requirements.

Faculty in the School of Veterinary Medicine and Biomedical Sciences may choose to use either the VPR or AgriLife for processing grants. The VPR will ensure the process allows sufficient IDC return to the School of Veterinary Medicine and Biomedical Sciences to support hiring and equipment needs, and also establishes timeline for the transition from current policy back to this policy.

• Lead: Jack Baldauf
• Deadline: Dec. 1, 2023
• Status:
  • Jan. 12: Complete. Veterinary Medicine & Biomedical Sciences (VMBS) faculty will route grant proposals through AgriLife Research as a routine practice. Exceptions should be discussed in advance with the department head and associate dean for research. The transition timeline and specifics will be communicated by Dean August by the end of January.
  • Dec. 9: The VPR has submitted recommendations to the president, which are currently under review.
  • Nov.11: Through one-on-one discussions and group meetings, it was discovered additional data is needed. The next meeting will be held the week of Nov. 13 to review data results and refine the draft implementation plan and timeline.

The Division of Academic and Strategic Collaboration, led by Senior Vice President and Chief External Affairs Officer Dr. Susan Ballabina, will refocus efforts toward external affairs while retaining those units transferred from the Division of Student Affairs, which include OPAS, the Children's Centers, University Art Galleries and University Center and Special Events.

• Lead: Susan Ballabina
• Deadline: Nov. 1, 2023
• Status:
  • Jan. 12: Complete
  • Dec. 9: The Division of Academic and Strategic Collaborations will be dissolved. In addition to the units mentioned in the November update, the Office for Youth Engagement, Continuing and Professional Education, and Texas Target Communities will transition to the Office of the Provost. University Press will move to the University Libraries, and the Becky Gates and Charlotte Sharp Children’s Centers will move to the School of Education and Human Development.
  • Nov.11: Units transitioning this month to the Office of the Provost include the Private Enterprise Research Center, Texas Real Estate Research Center, Public Policy Internship Program, Undergraduate Admissions and Recruitment, and Global Engagement. The Division of Academic and Strategic Collaborations will be dissolved, but the original quick-look assessment decision has been modified. A community engagement department will be part of the President’s Office. An organizational chart and final decisions on units that remain in community engagement and those that transition elsewhere will be shared in the next update.

The internal process units, including academic functions like recruitment and admissions, study abroad, and international student and scholar services, will be transitioned to other units.

• Lead: Alan Sams
• Deadline: Nov. 1, 2023
• Status:
  • Nov. 11: Complete.
  • Oct. 26: The EVP and Provost is working with the Senior Vice President and Chief External Affairs Officer and other campus stakeholders to complete this move by November 1, 2023

The Vice President for Marketing and Communications position will report to the President.

• Lead: Mark A. Welsh III
• Deadline: Complete

The remote and branch campuses are undergoing the same review and feedback process as this quick-look assessment, and separate reports will be shared.

• Lead: Joe Pettibon
• Deadline: Dec. 15, 2023
• Status:
  • April 12: Galveston and McAllen Quick-Look Assessment Final Reports have been posted and the president has tasked appropriate leads for follow-up.
  • Feb. 16: The Galveston Quick-Look Assessment Final Report was posted with decisions, leads and timelines on Feb. 8, and implementation updates will be provided in the same format as the main campus. The Quick-Look Assessment meetings with Texas A&M at Qatar were conducted between Nov. 9-20 via Zoom; however, given the recent Board of Regents decision to close the campus by 2028, the final report has been put on hold and relevant issues will be brought to the Qatar transition team. The draft quick-look assessment report for the Higher Education Center at McAllen is expected to be released for feedback soon and presidential decisions announced on Friday, March 8, in McAllen.
  • Jan. 12: The quick-look assessment report for Texas A&M University at Galveston was posted online on Dec. 11, 2023, with the opportunity to submit feedback by Jan. 5, 2024. The input received is now under review, and the president will host a meeting with the Galveston campus on Jan. 23 to share next steps on recommendations within the report. The quick-look assessment meetings with Texas A&M at Qatar were completed Nov. 9-20 via Zoom, and the report is in development. The quick-look assessment meetings with the Higher Education Center at McAllen were completed on Nov. 27 with follow up meetings on Dec. 4 and 6. A strategic planning session was also held on Jan. 11 and will be used to inform the report, which is expected to be completed by Jan. 22 with the opportunity for comment.
  • Dec. 9: The quick-look assessment report for Texas A&M University at Galveston has been shared with the campus community for feedback. The quick-look assessment meetings with Texas A&M at Qatar were conducted Nov. 9-20 via Zoom, and the report for the Qatar campus is expected to be completed within the next week. The quick-look assessment meetings with the Higher Education Center at McAllen were completed on Nov. 27, with follow up meetings on Dec. 4 and 6. The report is expected to be complete by Dec. 20.
  • Nov. 11: Meetings with the Galveston campus occurred in September and that report is being prepared. The planned trip to the Qatar campus was postponed, but meetings have been set up via Zoom between Nov. 9-20 to conduct the assessment virtually. The review at the McAllen Higher Education Center is scheduled for Nov. 27-28 in person.

University Health Services will remain part of the Health Science Center.

• Lead: Nancy Fahrenwald
• Deadline: No action needed

A formal agreement will be crafted with the Division of Student Affairs to solidify and recognize the unique yet complementary missions of each unit respective to health care and the student population. In addition, there will be an emphasis on improving communication between University Health Services and Student Affairs to cooperatively support each other's efforts in delivering, accessing and promoting care.

• Lead: Joe Ramirez, Nancy Fahrenwald
• Deadline: Dec. 15, 2023
• Status:
  • Jan. 12: Complete. The Division of Student Affairs and University Health Services have formalized the communications plan that solidifies joint agreement in cooperatively supporting each other’s efforts in delivering, accessing and promoting care.
  • Dec. 9: Meetings continue in support of improved communication between the Division of Student Affairs and University Health Services. The formal agreement still in development will include the following: representation of University Health Services as the bimonthly Division of Student Affairs Vice President update meetings; monthly meetings with AVPs for University Health Services and Student Affairs; and twice per academic year, select leaders from each area will meet jointly to plan and problem solve in areas of strategic importance. In addition, a task force of leaders from both areas will participate in a co-strategic planning process focusing on health and wellbeing with the first meeting set for Jan. 12, 2024.
  • Nov. 11: The overarching components of the planned formal agreement for improved communication have been agreed upon, which includes proposed Division of Student Affairs and University Health Services leadership engagement in formal and informal meetings to assure continuity of unique support to students.

The Interim Vice President and Chief Operating Officer for Texas A&M Health and the Vice President for Planning, Assessment and Strategy will conduct a formal review in FY26 to assess progress made and identify further needs.

• Lead: Joe Pettibon
• Deadline: Fall 2025
• Status:
  • Jan. 12: While this project begins in fall 2025, the Office of Planning, Assessment and Strategy will work on annual monitoring of progress on goals and metrics of success to help strengthen the partnership between University Health Services and the Division of Student Affairs.

The Division of Student Affairs will continue to manage student organizations.

• Lead: Joe Ramirez
• Deadline: No action needed

Student Affairs will initiate the review, revision and/or development of process(es) that expands local authorities to allow more timely funding support for those student organizations.

• Lead: Joe Ramirez
• Deadline: Dec. 15, 2023
• Status:
  • April 12: The search for a Business Coordinator II position did not yield a viable candidate. The position is being reposted with updated responsibilities.
  • Feb. 16: Student organizations can utilize a credit card through the Student Organization Finance Center (SOFC) with advanced notice. They can schedule an appointment or fill out a credit card payment form and the SOFC can pay by phone or online for a student organization purchase. Student organization members can also use their personal card/money and turn in a reimbursement online if there is an urgent need to purchase items. The SOFC has posted a Business Coordinator II position which will specifically serve student organizations at satellite campuses. Satellite campus student organizations are now able to deposit locally with their on-site staff.
  • Jan. 12: The first locally-specific training for finances and student leader training is set for Jan. 24 with the School of Dentistry. Student activities, the Student Organization Finance Center (SOFC) and The Texas A&M Foundation will all complete trainings for students and advisors to make sure accurate and updated information is being shared. Business/SOFC staff are going to train student affairs and business staff in-person in the coming months, and the business coordinator II position in the SOFC, specifically designated to work with satellite campuses, will be filled later this spring.
  • Dec. 9: The pilot program with the School of Dentistry continues, but with mixed results thus far. To try and improve the ability of remote campuses to manage SOFC accounts locally, we are conducting locally specific training during the spring 2024 semester in both live and Zoom formats with plans to implement customized module training. In addition, a Business Coordinator II position is being established as the primary contact for distance-campus student organization financial management and an assessment of needs and conversations regarding possible service offerings continues with our remote campuses.
  • Nov. 11: Work is underway with the CFO to establish a pilot program with the School of Dentistry with the goal of streamlining the student organization funding support process for all satellite campuses. Decisions are forthcoming regarding the process for student organizations at our satellite campuses.

The Gift Oversight Office will remain in the Division of Finance and Business Services.

• Lead: John Crawford
• Deadline: No action needed

The EVP and Provost will form a committee to include a deans' representative, endowed chair holders, a Vice President for Research representative and at least one University Distinguished Professor to review and provide recommendations to the EVP and Provost, Vice Provost for Faculty Affairs and Vice President for Research. Once recommendations are received from the committee, the EVP and Provost, Vice Provost for Faculty Affairs and VPR will present their recommendations to the President and Chief Financial Officer for final approval.

• Lead: Alan Sams
• Deadline: Nov. 17, 2023
• Status:
  • March 8: The SAP is under review by the Division of Risk, Ethics and Compliance per the adoption process.
  • Jan. 12: A memo with the final SAP recommendation from the committee was routed to the EVP and Provost and signed on Jan. 12. Once the president approves of the changes, they will be routed through the Division of Risk, Ethics and Compliance per the adoption process.
  • Dec. 9: An ad hoc committee was established with representatives from distinguished faculty, the department head steering committee, an endowed chair holder, a dean and the Texas A&M Foundation, and was convened by the Chief Financial Officer and Vice Provost for Faculty Affairs. The committee met twice to address the management of endowed gift proceeds and recommended changes to the SAP for feedback. Feedback has been received and integrated into a recommendation for routing by Dec. 15.
  • Oct. 26: The committee has been formed and is actively developing and reviewing proposed amendments to the SAP governing endowed chairs and professorships.

The current cohort completing the progressive leadership development program will complete their sessions.

• Lead: Damon Slaydon
• Deadline: No action needed

The Vice President for Human Resources and Organizational Effectiveness will brief the cabinet on program status, initial program assessment and demonstrated/anticipated benefits, as well as projected costs to then identify next steps related to the progressive leadership development program offered.

• Lead: Damon Slaydon
• Deadline: Dec. 7, 2023
• Status:
  • Feb. 16: Complete
  • Jan. 12: The support for a leadership program through the continuation of funding and requisite resources remains a high priority.
  • Dec. 9: The Thriving Plan and Aggie Employee Experience were presented to the president’s cabinet on Dec. 7 for feedback and consideration. The presentation included elements relative to impact on career development and the advancement of an improved employee experience. The plan serves as a vehicle to attract and retain employees, provide unique development opportunities and foster mechanisms to leverage a succession planning model.
  • Nov. 11: A presentation on the progress made to date related to the employee experience through reimagined leadership programs, delivery for remote campuses/asynchronous modules and condensed scheduling is under development for the president’s cabinet.

The Vice President for Planning, Assessment and Strategy will form a team to assess the current structure and processes in place by the Division of Facilities and Energy Services to: provide project planning and support of the plan's execution; successfully manage oversight of the SSC contract execution and performance for grounds and facilities maintenance; conduct campus master planning and oversight; successfully manage facilities and facilities data, including reporting; and provide customer-oriented service to our university community.

• Lead: Joe Pettibon
• Deadline: Nov. 17, 2023
• Status:
  • March 8: Complete.
  • Feb. 16: The recommendation for this communication to be shared broadly with the university community was accepted and is anticipated to be completed by Feb. 22.
  • Jan. 12: On Jan. 8, the president’s cabinet and deans received the implementation details of the accepted recommendations and next steps for Facilities and Energy Services from Greg Hartman, chief operating officer and senior vice president. It is recommended the communication be linked in this status report.
  • Dec. 9: Recommendations were provided to leadership on Nov. 17 for review and consideration.
  • Nov. 11: The facilities review team was formed in mid-October and has been meeting twice each week to address organizational structure changes, if necessary; facilities coordinators’ responsibilities; management of lab facilities and other unique needs; and integration of shared governance in major renovation or capital construction projects.

The reporting structure for the Division of Finance and Business Services employees supporting the College of Agriculture and Life Sciences and the College of Engineering will not change. For all other schools and colleges, the Assistant Dean for Business Services (or the equivalent position supporting that respective unit) will have a solid-line reporting to the dean. All other finance officers in the school or college will remain in the centralized model in the Division of Finance and Business Services, but these employees will be under the operational control of the Assistant Dean for Business Services. Operational control involves the management of the day-to-day activities and tasks. The EVP and Provost and Chief Financial Officer will work with the academic deans and the Division of Human Resources and Organizational Effectiveness to plan transition details, timelines and reporting structures.

• Lead: Alan Sams, John Crawford
• Deadline: Timeline to be developed
• Status:
  • Feb. 16: In coordination with the EVP and Provost, deans, HROE, Finance and Business Services, Technology Services, Facilities and Energy Services, and Marketing and Communications, the Assistant Dean for Business Services reporting lines to the deans was made effective Feb. 1.
  • Jan. 12: For schools and colleges (other than the College of Agriculture and Life Sciences and the College of Engineering), the Assistant Dean for Business Services (or equivalent position supporting that respective unit) will have a solid line reporting to the dean. All other finance officers in the school/college will remain in the centralized model in the Division of Finance and Business Services, but these employees will be under the operational control of the Assistant Dean for Business Services. Ensuring customer-oriented services is a top priority.
  • Dec. 9: Roles and responsibilities for the solid-line employees (both business services and MarComm) within the academic units have been agreed to by the deans and vice presidents. Units are in the process of identifying the individuals who will occupy those positions and setting up affiliations within Workday. Finalization is expected by Jan. 1.
  • Nov. 11: A responsibility matrix for the new Assistant Dean for Business Services was developed then shared at the most recent Council of Deans meeting. All the centralized unit vice presidents met with the deans on Nov. 13 to finalize the position description and matrix, and the understanding of how this new role will function.

The Chief Financial Officer will share a proposed university budget model with the President's Cabinet and deans no later than Nov. 1, 2023, which will then be shared with the executive committees for feedback. Once the model is reviewed and finalized, the approved model is anticipated to be implemented for use with FY25 budget planning.

• Lead: John Crawford
• Deadline: Nov. 1, 2023
• Status:
  • Jan. 12: Complete. The university’s Strategic Budget Council is in place and will be beginning budget discussions with all vice presidents in late January. Meetings are also being scheduled for deans to have their budget discussions with the council in late March and early April. Once all budget discussions are complete with vice presidents and deans, the council will work to prioritize budget requests and finalize allocations by the end of May for fiscal year 2025 (FY25).
  • Dec. 9: The Strategic Budget Council held its initial meeting on Nov. 20 to discuss the proposed budget model. It was determined the university would proceed with an incremental budget model for the FY25 budget process, including Strategic Budget Council meetings with each division and college/school leader.
  • Nov. 11: The President has created a Strategic Budget Council that will be charged with reviewing and prioritizing the university’s budget needs. A budget timeline has been created and is being vetted with the President’s Cabinet to then be released to all deans and vice presidents the week of Nov. 13. The proposed budget model was presented to the President, EVP and Provost, Vice Provost, Chief Operating Officer, VP of Planning, Assessment and Strategy, and President’s Chief of Staff on Oct. 31. The President and CFO will have further discussions on next steps associated with the model.

To support the new budget model implementation, a Strategic Budget Council, with the President serving as Chair, will be established and include broad stakeholder representation. This council will support the official rollout efforts of the formal budget process for FY25 planning.

• Lead: Mark A. Welsh III
• Deadline: Dec. 1, 2023
• Status:
  • Nov. 11: Complete. A Strategic Budget Council has been formed and met recently to align on budgetary needs. The council is comprised of representatives from key constituencies across the university, including Faculty Senate, University Staff Council and the Student Government Association.

Customer-oriented service is a top priority, and the Vice President for Planning, Assessment and Strategy will review progress and reassess efforts in FY26.

• Lead: Joe Pettibon
• Deadline: End of fall 2025

For Human Resources and Organizational Effectiveness (HROE) employees embedded in or directly supporting the College of Agriculture and Life Sciences, College of Engineering, Vice Presidents or a division, there will be no reporting changes. All HROE team members embedded in other colleges and schools remain in the centralized structure as HROE employees but they are under the operational control of the Assistant Dean for Business Services for their respective college or school. Operational control involves the management of the day-to-day activities and tasks. The Vice President for Human Resources and Organizational Effectiveness will provide strong top cover for the Assistant Deans for Business Services and keep HROE personnel clearly focused on customer service.

• Lead: Alan Sams, Damon Slaydon
• Deadline: Timeline to be developed
• Status:
  • April 12: Work continues with Mays Center for Executive Development to plan a program for all HROE and Finance and Business Services employees that focuses on providing excellent customer service. There is also discussion on the potential creation of an Office of Business Practices (OBP) to provide Finance and Business Services employees with additional training and development. The concept was presented to the Academic Business Operations Committee this month with positive feedback to move forward. The next step will be to discuss the OBP with the president.
  • Feb. 16: Each of these requirements were completed and implemented, effective Feb. 1, 2024, with an associated memo and implementation plan developed in coordination with the deans, affiliated vice presidents and individuals now assigned to these roles within the academic units.
  • Jan. 12: The EVP and Provost distributed a list on Dec. 20 identifying individuals appointed as the point of contact for each college/school by functional area. Following discussions to resolve any discrepancies, each dean and functional vice president will be provided a notification regarding impacted personnel, transition details, position description and a memorandum of agreement. The target effective date for transition of assistant dean for business services to the colleges/schools is Feb. 1.
  • Dec. 9: Roles and responsibilities as well as operational control for the HROE employees within the academic units have been agreed to by the deans and vice presidents.
  • Nov. 11: A position description and responsibility matrix for the new Assistant Dean for Business Services was developed and shared at the most recent Council of Deans meeting. All the centralized unit vice presidents met with the deans on Nov. 13, to finalize the matrix, position description and the understanding of how this new role will function. Developing plan for acquiring services from Mays Center for Executive Development to plan an ongoing program for all HROE and Finance and Business Services employees that focuses on elevating collaboration and providing excellent customer service.
  • Oct. 26: A draft position description for Assistant Dean for Business Services is under review by operational vice presidents and senior executive leadership. In addition, development of interactive opportunities for leadership and staff in HROE and Finance and Business Services with a focus on customer-oriented service and collaboration is underway in partnership with the Center for Executive Development.

The EVP and Provost and Vice President for HROE will work with the deans and the Chief Financial Officer to plan transition details, timelines and reporting structures.

• Lead: Alan Sams, Damon Slaydon
• Deadline: Timeline to be developed

HROE will form a multifunctional committee to reevaluate common hire dates and onboarding process with broad college/school and unit representation. The Vice President for HROE will brief the President's Cabinet on results and recommendations.

• Lead: Damon Slaydon
• Deadline: Jan. 15, 2024
• Status:
  • Feb. 16: On Jan. 23, the multifunctional committee presented recommendations to the president’s cabinet and an updated process has been approved. Common hire dates will be on the first of each month and subsequent Mondays. Implementation of the new common hire dates is effective immediately. Onboarding will coincide with common hire dates for faculty, staff and graduate assistants with extra dates for student workers with the option for student workers to be onboarded at corporate hub level. Orientation dates will be hosted on the first of each month and the third Monday. Employees will be offered an opportunity to attend orientation if not hired on the first or third Monday. Implementation of the restructured onboarding process will be effective April 1, 2024.
  • Jan. 12: The multifunctional committee has a prepared recommendations that will be presented to the president’s cabinet for review and feedback prior to the committee’s next meeting slated for Jan. 23.
  • Dec. 9: The multifunctional committee held four meetings between Oct. 30 and Nov. 29 to discuss the university’s practice of common hire dates and a centralized onboarding.  Alongside this committee, HROE held internal working group meetings to review information that was shared by committee members to ensure discussed items are feasible for HROE staff to deliver, without the need for many/any new additional resources being added to this effort. The HROE’s VP office is currently working to draft recommendations to be shared with the president.
  • Nov. 11: Following the results of the campuswide survey, the task force is considering the launch of additional common hire dates each month starting on the first, and then weekly thereafter, with benefit-eligible employees completing onboarding tasks on their hire date, and non-benefit-eligible employees having multiple options to complete assigned onboarding tasks. The task force will review the current content of the new employee orientation presentation and the best time/location to host the event.
  • Oct. 26: The multifunctional committee has been formed and held an introductory charge meeting this week, with weekly meetings scheduled. In addition, feedback regarding common hire dates and onboarding from the university community has been received through survey responses (which remains open through Oct. 27).

The model will be reassessed by the Vice President for Planning, Assessment and Strategy in FY26.

• Lead: Joe Pettibon
• Deadline: End of fall 2025

The VP for Human Resources and Organizational Effectiveness (HROE) will remain a stand-alone VP.

• Lead: Mark A. Welsh III
• Deadline: No action needed

Professional HR titles will be retained.

• Lead: Damon Slaydon
• Deadline: No action needed

Academic Business Officers Council (ABOC) will be retained in its current form.

• Lead: John Crawford
• Deadline: No action needed

The Chief Financial Officer and the Vice President for HROE will consider the development of a joint Business Services Advisory Council to advise leaders at every level of Finance and HR on best practices in business services and provide direct, routine feedback from campus to both organizations.

• Lead: John Crawford, Damon Slaydon
• Deadline: Dec. 15, 2023
• Status:
  • Feb. 16: At a meeting held on Jan. 29, the HROE/Finance Advisory Council was formally established and now includes representatives from the Faculty Senate, University Staff Council, Council of Principal Investigators (CPI), graduate assistants, vice presidents, deans, assistant deans for business services, department heads, remote campuses, Texas A&M Health, provost/faculty affairs, operations, athletics and student affairs. The newly formed advisory council will continue to meet quarterly. In addition, the expanded Academic Business Operations Committee (ABOC), historically consisting of the Assistant Deans for Business Services now includes members from Technology Services and HROE. The ABOC meets twice each month.
  • Jan. 12: Notifications regarding the expansion in scope of the newly formed Finance/HROE Advisory Council was distributed to current HROE Advisory Board members on Dec. 22, 2023. A memorandum soliciting nominations for representatives for the newly formed Finance/HROE Advisory Board will be distributed the week of Jan. 15 and it is anticipated membership will be solidified prior to the first meeting scheduled for Jan. 29. Progress has also been made in leveraging the Academic Business Operations Committee (ABOC) to promote the interaction of college/school dean representatives with leadership of Finance, HROE, Technology Services and Facilities. In addition, Finance/HROE representatives will continue to meet regularly.
  • Dec. 9: The Chief Financial Officer, VP for HROE and respective teams are identifying participants for the joint Business Services Advisory Council that includes a representative from each of the following areas: Faculty Senate, University Staff Council (USC), Council of Principal Investigators (CPI), Vice Presidents, Deans, Assistant Deans for Business Services, Department Heads, Provost, Operations, Galveston and Texas A&M Health.
  • Nov. 11: Over the past year, select members of HROE and Finance and Business Services leadership have been meeting at least monthly to discuss business operations that require partnership and cooperation to smoothly execute necessary tasks and responsibilities. Work is underway to develop this new council.

The centralized Technology Services structure will remain.

• Lead: Ed Pierson
• Deadline: No action needed

All Technology Services team members embedded in colleges and schools remain in the centralized structure as Technology Services employees but they are under the operational control of the Assistant Dean for Business Services for their respective college or school. Operational control involves the management of the day-to-day activities and tasks. The EVP and Provost and Vice President for Technology Services will work with the deans, the Vice President for HROE and the Chief Financial Officer to plan transition details, timelines and reporting structures.

• Lead: Alan Sams, Ed Pierson
• Deadline: Timeline to be developed
• Status:
  • March 8: Complete.
  • Feb. 16: Leadership for Technology Services met with the academic deans and the EVP and Provost, and a definition of the various roles and responsibilities have been agreed to for the dotted line reporting of the IT team lead in the college/school with the new Assistant Dean for Business Services position. The announcement of the new position has been distributed to the impacted teams.
  • Jan. 12: Leadership for Technology Services met with the deans and the EVP and provost to receive feedback on the proposed working model for the assistant dean of business services role. A meeting with each assistant dean of business services will be held to confirm the best methods for communication and information sharing for their respective college/school. At those same meetings, the proper level of student workers will be discussed.
  • Dec. 9: Roles and responsibilities as well as operational control for the IT employees within the academic units have been agreed to by the deans and vice presidents. We are scheduled to meet with each dean in December to review the embedded IT team and ensure they have a properly sized team. There will then be a meeting with each of the Assistant Deans of Business Services to confirm the best communication and information sharing that works for their college/school, and we will also work to determine the proper level of student workers for the respective unit.
  • Nov. 11: An initial meeting was held with the EVP and Provost to review questions regarding implementation of the new roles. On Nov. 13, recommendations were shared with the EVP and Provost and deans. Follow-up meetings with each dean will be scheduled to identify Technology Services employees that will have the operational control relationship with the Assistant Dean of Business Services within the college and to set the number of student workers that will be funded.

Technology Services will brief the President's Cabinet and deans on plans to empower local Technology Services managers, and the division will develop a process to solicit routine input and feedback from deans and VPs on the strategic direction of Technology Services.

• Lead: Ed Pierson
• Deadline: Dec. 7, 2023
• Status:
  • March 8: Complete.
  • Feb. 16: Technology Services is looking at two possible solutions for receiving feedback from the colleges/schools about the services provided by IT. These options were presented to the Council of Deans and guidance was requested by the end of February.
  • Jan. 12: Technology Services has requested input from the Dec. 6, 2023 presentation on ways to empower local IT managers and the proposed solutions for receiving feedback from the colleges/schools about IT services to be shared by the end of January.
  • Dec. 9: Recommendations on how to empower local IT managers were presented to the Council of Deans on Dec. 6. In addition, proposed solutions for receiving feedback from the colleges/schools about IT services were also provided. The division is now awaiting feedback on next steps.
  • Nov. 11: Received input from the embedded directors of Technology Services on what it would mean to “empower local IT managers.” The key points of focus are around the backfill process for open positions and budget control. Recommendations for review by the President’s Cabinet and deans are in development. In addition, the appointment process for the Technology Services Governance board is complete and meetings have begun.

Technology Services will provide quarterly updates on the research IT issues at cabinet meetings and to the Council of Deans until resolved. They will also provide monthly updates to the Vice President for Research staff.

• Lead: Ed Pierson
• Deadline: Feb. 17, 2024
• Status:
  • March 8: Leadership within Technology Services has met with both the executive leadership of the CPI and the general meeting of the CPI. Meetings continue to be held with committees within the VPR’s office as part of the improvement identification and to gain insight into their needs.
  • Feb. 16: Meetings are being scheduled with the VPR’s office to review the proposed plan, and Technology Services leadership have attended a series of meetings with the CPI executive team as well as the general CPI organization.
  • Jan. 12: Meetings are being scheduled with the VPR’s office to review the proposed plan, which includes addressing the process for filling openings by partnering with the CPI and VPR’s office to participate in the hiring process.
  • Dec. 9: Meetings are being scheduled with the VPR’s office to review the proposed plan for providing quarterly updates and monthly updates.
  • Nov. 11: Based on meetings with the VPR and other members of the research community, Technology Services is prepared to present a plan to build out the Technology Services research organization. Part of the plan is to address the process for filling the openings by partnering with the CPI and VPR’s office to participate in the hiring process.

The Chief Financial Officer and the VP for Technology Services will conduct a review of Technology Services operations funding to ensure resources for centralized operations and student worker wages are being allocated appropriately. The cabinet and Council of Deans, if necessary, will be briefed on the findings.

• Lead: John Crawford, Ed Pierson
• Deadline: Dec. 7, 2023
• Status:
  • March 8: Complete. Meetings with the assistant deans for finance resulted in agreement on 1) the methodology used to calculate amounts and 2) the transfer of one-time and recurring amounts from the colleges/schools to the Division of Technology Services to appropriately allocate funding.
  • Feb. 16: Technology Services presented a staffing plan for student workers by operational group to the CFO and his team. In addition, meetings were held with Finance and Business Services and the Academic Business Operations Committee (ABOC) team to review the findings and develop a business plan that will provide the level of funding needed to meet the expectations of the colleges/schools. Working with the academic units and ABOC, it is expected that a final decision will be made by the end of March 8. As a reminder, the original deadline was extended from Dec. 7, 2023 to allow extra time to complete additional financial reviews, including additional data collection for consideration by Finance and Business Services.
  • Jan. 12: Working with the colleges/schools and the Academic Business Operations Committee (ABOC), it is expected a final decision will be shared by the end of January. Note, the original deadline was extended from Dec. 7, 2023 to allow more time to completed additional financial reviews.
  • Dec. 9: A staffing plan for student workers was presented by the operational group when meeting with the Chief Information Officer (CIO). Information was then distributed and discussed with the CIO at the Academic Business Officers Committee (ABOC) meeting on Dec. 7. We are now awaiting specific plans and approvals to move forward with the proposal presented.
  • Nov. 11: A staffing plan for student workers by the operational group has been presented. After meeting with the deans, a process to recover wages needed to staff to the agreed upon levels for each college or business group will be developed

The centralized Technology Services group will continue to oversee major projects related to infrastructure, Wi-Fi, bulk purchase, IT issues at the Health Science Center and cybersecurity issues.

• Lead: Ed Pierson
• Deadline: No action needed

Reassess centralization and its success in FY26.

• Lead: Joe Pettibon
• Deadline: End of fall 2025

Division of Marketing and Communications (MarComm) reporting lines for directors within colleges/schools, Student Affairs and the Corps of Cadets will move from the centralized unit to the dean (or the dean's appointee). Remaining employees of these units will continue to be centralized under their respective functional area in MarComm, but will be under the operational control of the directors that report to the dean. The Senior Associate Vice President for MarComm will work with the deans to plan transition details, timelines and reporting structures, and will coordinate with the Vice President for HROE and the Chief Financial Officer to implement changes.

• Lead: R. Ethan Braden
• Deadline: Timeline to be developed
• Status:
  • Jan. 12: A recommendation to postpone changes to reporting lines for Marketing and Communications team members, with an updated deadline of March 1 to announce the division’s new structure, is under review. In addition, a pause has been requested on current quick-look assessment assignments with the division’s new vice president and chief marketing officer, R. Ethan Braden, serving as the lead going forward.
  • Dec. 9: MarComm’s new vice president, Mr. R. Ethan Braden, began his role on Dec. 1. The final task force report was shared with Mr. Braden on Dec. 4, and a follow-up meeting will be scheduled to ensure he is fully briefed on the task force’s recommendations, business plan and a proposed (new) organizational structure.
  • Nov. 11: The task force delivered its final report to the Senior Associate Vice President, which includes a proposed action plan for the Division of Marketing and Communications. At the direction of Interim President Welsh, the report will be shared with MarComm’s new vice president, R. Ethan Braden, for consideration.
  • Oct. 26: On Oct. 9, a task force was formed to coordinate a proposed action plan defining how the division will implement operational supervision, including the evaluation of its current structure, roles and rules, with a customer-oriented approach while also streamlining processes. The task force will put forward recommendations, including an implementation plan, to the incoming Vice President who will determine next steps.

Administrative unit teams (providing support to VPs and Provosts or Vice Provosts) will continue to be centralized.

• Lead: R. Ethan Braden
• Deadline: Timeline to be developed
• Status:
  • Jan. 12: A pause on current quick-look assessment assignments has been requested as the division’s leadership evaluates the organization. In addition, a request to assign the division’s new vice president and chief marketing officer, R. Ethan Braden, as the lead going forward is also under review.
  • Dec. 9: An additional collaboration meeting has been scheduled with leaders of the centralized units (Finance and Business Services, Technology Services, HROE, Facilities and Energy Services and MarComm) for Dec. 18 to continue coordination efforts. In addition, a position description was shared for the director of MarComm role with the EVP and Provost, then distributed to deans on Nov. 22 with the request for feedback back to the EVP and Provost by Nov. 29. This is to support consistency with title and structure of the position due to the similarities it has with the Assistant Dean for Business Services position.
  • Nov. 11: A meeting with deans, vice presidents and the EVP and Provost is actively being scheduled for continued coordination.
  • Oct. 26: On Oct. 12, an initial collaboration meeting was hosted with the vice presidents for HROE, Finance and Technology Services, followed by a presentation to the Council of Deans on Oct. 18. Additional meetings are underway with the EVP and Provost, which will include Facilities and Energy Services and the other centralized units, to consider opportunities for efficiencies by mirroring the structure and processes between the administrative and academic units.

We will maintain a strong, centralized web team. Similar functional specialties (advertising, graphic design, videography, etc.) should be resourced centrally, as able.

• Lead: R. Ethan Braden
• Deadline: Timeline to be developed
• Status:
  • Jan. 12: A pause on current quick-look assessment assignments has been requested as the division’s leadership evaluates the organization. In addition, a request to assign the division’s new vice president and chief marketing officer, R. Ethan Braden, as the lead going forward is also under review.
  • Dec. 9: The final report submitted remains under review and consideration.
  • Nov. 11: The final report submitted for consideration by the task force includes recommendations to establish dedicated cross-functional teams to support de-centralized directors with similar structures for academic and administrative units.
  • Oct. 26: The task force is actively reviewing feedback received related to dedicated cross-functional teams supporting de-centralized directors with clarity on approval and decision-making authorities. In addition, establishing shared governance for marketing and communications strategy and consistent policies related to Finance, HROE and Technology Services is under consideration.

The Vice President for MarComm position will report to the President and we are currently undergoing the hiring process.

• Lead: Mark A. Welsh III
• Deadline: Complete

Reassess centralization and its success in FY26.

• Lead: Joe Pettibon
• Deadline: End of fall 2025
• Status:
  • April 12: The Vice President and Chief Marketing and Communications Officer elected to decentralize the Division of Marketing & Communications eliminating the need to conduct this assessment in FY26.

The Office of the President will form a Major Capital Project Oversight group with relevant stakeholders (Office of the Provost, colleges, Facilities, Finance, MarComm, Athletics, HSC, Student Affairs, Corps of Cadets, affiliated foundations, etc.). This group will help guide and advise the long-range planning process.

• Lead: Joe Pettibon
• Deadline: Dec. 1, 2023
• Status:
  • April 12: The Executive Facilities Committee has been formed and is operational. An update to campus needs to be made on the status of capital projects, likely in June after budgetary decisions.
  • Mar. 8: Deans were provided updates on a new process and how projects are being evaluated. Proposals are now being submitted and reviewed through the new process. An update will be provided to the campus on priorities and plans for capital projects following the budget review cycle later this summer.
  • Feb. 16: The results of the review were shared with deans for feedback, and will be shared with the President’s Cabinet. An update to campus on the status of capital projects will be provided following feedback received, and this task is now in a standardized university process moving forward.
  • Jan. 12: Members of the president’s leadership team have held three meetings – Oct. 19, Nov. 14 and Dec. 18 – to review all 51 projects identified through the quick-look assessment as well as a couple additions that surfaced after the report. The team has prioritized these projects and initial funding plans have been developed with the update of the campus capital plan due to The Texas A&M University System on Jan. 12. The team will meet on Feb. 2 to further review funding plans and next steps on these capital projects. An update to the campus community on the status of these projects is needed.
  • Dec. 9: Members of the leadership team met on Nov. 14 as planned to review all 51 projects identified through the quick-look assessment as well as a couple additions that surfaced after the report. The group will meet a third time on Dec. 18 to prioritize capital projects and set the direction for use of resources. The leadership group that is meeting is expected to serve as the long-range planning team moving forward.
  • Nov. 11: On Oct. 19, members of the interim president’s leadership team held an initial meeting with a follow-up scheduled for Nov. 14. All 51 projects identified through the quick-look assessment, as well as a couple additions, are under review. The Chief Operating Officer was tasked with formally creating the group and adding additional stakeholders. A third meeting may be needed to finalize priorities and set the long-range planning process in motion, but the project is on track to meet the Dec. 1 deadline.

The university will retain all three buildings — University Services Building (USB), Geochemical and Environmental Research Group Building (GERG) and Telecom Building — and continue their current use.

• Lead: Mark A. Welsh III
• Deadline: Complete

The university will undertake a space allocation study led by the Vice President of Planning, Assessment and Strategy.

• Lead: Joe Pettibon
• Deadline: Nov. 17, 2023
• Status:
  • Feb. 16: Complete. The final space allocation study report has been provided to the president’s cabinet and deans who will work together to execute the recommendations and provide further communication within their respective units. The final report can be found in the "Related Links" section on the right sidebar of this webpage.
  • Jan. 12: The final space allocation study report was provided to the president on Dec. 21 with the request for feedback by Jan. 8 from the president’s cabinet and deans. Based on input received, it is recommended the president accept the recommendations outlined in the final report, post the report online and notify the president’s cabinet and deans implementation will begin with the vice president for planning, assessment and strategy.
  • Dec. 9: Part one of the space allocation survey report was submitted to the president on Nov. 21st and was later shared with the president’s cabinet and deans for review and feedback. Part two of the space allocation survey report is expected to be completed by Dec. 20.
  • Nov. 11: A space allocation study team was formed in early October and is on track to provide initial recommendations this month. Space in 35 facilities on campus is under review that may result in recommended changes to support current needs and create more logical siting of offices and personnel to serve faculty, staff and students.
  • Oct. 26: Small team formed to include: Joe Pettibon; Matt Fry, Associate Director, Division of Research; Tim Powers, Chief of Staff, Office of the Provost; Heather Quiram, Executive Director, Facilities Management; Jennifer Griffith, Instructional Professor, School of Public Health; Angie Hill Price, Associate Dean & Associate Professor, College of Engineering, Faculty Senate Executive Committee.

The university will undertake a capacity study led by the Vice President of Planning, Assessment and Strategy.

• Lead: Joe Pettibon
• Deadline: Begin January 2024, complete by June 1, 2024
• Status:
  • April 12: The capacity study committee continues to meet and make progress. Preliminary issues that are being examined include: (1) student service infrastructure, particularly on the west campus, needs attention based on the growth and shift of academic colleges and departments to west campus; (2) while there has been growth in personnel, both faculty and staff, not all areas have been able to keep pace with growth and changing demands; (3) concerns about student scheduling and campus movement suggest some innovative solutions may be needed to reduce on-campus movements; and (4) growth has been met with innovation and solutions that are already in progress, but take time to see the benefit. In addition, the committee recently met with both the City of Bryan and the City of College Station regarding impacts of enrollment growth in the local community. The report is expected to be completed in early June.
  • March 8: The capacity study committee continues to meet to discuss and review areas across the university that impact, or are impacted by, capacity constraints and levels.
  • Feb. 16: The committee has been formed and has had two meetings (Jan. 31 and Feb. 15). Biweekly meetings of the full committee are scheduled through mid-June. In addition, five subcommittees have been formed: instructional capacity (enrollment, faculty, classroom, academic advising and related data for each academic department); research and faculty spaces capacity (faculty needs in research lab space, office spaces and related areas); student and event spaces (student activity, study and gathering spaces, as well as student service related spaces such as recreation, dining, health and libraries); transit and mobility capacity (transportation, parking, transit and related issues on campus and in the community); and operational capacity (staffing levels, staff offices, utilities, technology and other operational areas not addressed in other groups). Seven of 12 meetings with deans and college/school leadership have been completed to understand enrollment plans and capacity constraints in the academic units.
  • Jan. 12: The committee is being finalized, needing student representatives, with the first committee meeting anticipated to occur the week of Jan. 22.
  • Dec. 9: Before the winter break, team members will be solicited from deans, VPs and respective faculty, staff and student groups to invite to join the study.
  • Nov. 11: This project is slated to begin in January 2024. However, given its importance, work is underway to establish the committee(s) and build out the team in December.

The university will undertake a student experience study led by the Vice President of Planning, Assessment and Strategy.

• Lead: Joe Pettibon
• Deadline: Begin January 2024, complete by April 15, 2024
• Status:
  • April 12: The student experience study committee continues to meet and make progress. This month, committee conducted a pop-up survey on campus that garnered more than 3,000 responses and is now hosting a series of listening sessions with students in focus groups around key student experience questions. Initial feedback suggests the university needs to continue to focus on the student’s experience in their courses, access and support for student organizations and traditions, addressing parking and student mobility issues, and overall affordability. Many of the issues being discussed in the capacity study committee have been identified as contributing to the student experience. The report is expected to be completed in early June.
  • March 8: The student experience study committee continues to meet.
  • Feb. 16: The student experience study committee has been formed and two meetings have been held, Jan. 31 and Feb. 14. Biweekly meetings of the full committee are scheduled through mid-April. In addition, four subcommittees have been formed: academics (student interactions with classes, classroom technology, faculty and advising); student and campus life (student activities, social engagement on- and off-campus, leadership and engagement with recreational activities); campus services (student experience accessing services such as dining, parking, Aggie One Stop, student health center and other functions); and affordability (affordability-related experiences). The committee is anticipating conducting focus groups, including pop-up focus groups, with students on-campus after spring break.
  • Jan. 12: The committee is being finalized, needing student representatives, with the first committee meeting anticipated to occur the week of Jan. 22.
  • Dec. 9: Before the winter break, team members will be solicited from deans, VPs and respective faculty, staff and student groups to invite to join the study.
  • Nov. 11: This project is slated to begin in January 2024. However, given their importance, work is underway to establish the committee(s) and build out the team in December.