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GENERAL INFORMATION |
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DEFINITIONS |
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3. As a major academic unit of the University, each college is expected to establish a significant agenda for teaching, scholarship, and service, supportive of the University's and the Division's Strategic Plan. The senior executive leader of the college holds the title of Dean. Each college is organized into various schools, departments and programs. 4. Each college is expected to perform several specific functions that include but are not limited to the following: • Significant leadership in promoting rigorous tenure and promotion standards within the college, including development and implementation of a faculty evaluation process that documents teaching excellence, scholarly activity, and professional service within the college and that uses the results of these evaluations for the effective professional development of college's faculty; • Significant leadership of the college's use of advanced instructional technology to maximize student learning outcomes; • Significant leadership of the college's assessment of ongoing activities and of new initiatives; • Significant leadership in pursuit of the university's goal for creating a more diverse campus community; • Significant leadership in pursuit of the university's service to working adults seeking to complete degrees at Texas State; • Significant leadership of University fund-raising activities related to the college, including pursuit of fund-raising goals developed in cooperation with the Division of University Advancement; • Significant leadership of University grant and contract activities within the college, including pursuit of grant and contract goals developed in cooperation with the Office of Research and Sponsored Programs; • Active participation in development of a system for monitoring degree programs and for certifying degree candidates that can be delegated to another office for implementation of routine responsibilities. 5. For designation as a school several of the characteristics listed below are normally present. The senior executive leader of a school holds the title of Director. • Size of the unit. Generally, the current and anticipated future size of a school should be appropriate to the discipline. • Complexity of the unit. Generally, the number and complexity of programs offered within a school should warrant special recognition. • External reputation of the unit. Generally, the external evidence should clearly establish that a school has a distinguished reputation for its quality. • Significant potential contributions of the unit to the goals identified in the University's Strategic Plan. Generally, a school should be able to establish that the outcomes it has identified in its strategic plan are closely related to those of the university as a whole. • Significant strategic plan outcomes contingent upon designation as a school. Generally, a school should be able to establish that the outcomes it has identified in its strategic plan are closely related to or contingent upon designation as a school. • Tradition within the academic discipline of comparable units organized as schools. Generally, a school should be able to demonstrate that designation as a school is frequent among units of similar size and scope within the discipline. • Grant and contract activities. Generally, a school should demonstrate significant expansion of grant and contract activities including pursuit of grant and contract goals developed in cooperation with the Office of Research and Sponsored Programs. • Tenure and promotion standards. Generally, a school should demonstrate development and implementation of standards for tenure and promotion, including development and implementation of a faculty evaluation process that documents teaching excellence, scholarly activity, and professional service within the school and that uses the results of these evaluations for the effective professional development of school faculty. 7. Each academic department is responsible for many activities, including those in the areas listed below. The senior executive leader of a department holds the title of Chair. • Recruiting and retaining a diverse and distinguished faculty, including tenure and promotion, as well as developing and implementing a faculty evaluation process that documents teaching excellence, scholarly activity, and professional service, using the results of these evaluations for effective professional development of faculty, • Conducting successful scholarly research, including research supported by external grants and contracts in pursuit of goals developed in cooperation with the Office of Research and Sponsored Programs, • Conducting successful activities in support of the university's goal of creating a more diverse campus community, and 8. In some cases, academic programs are determined to be administrative units without departmental status as defined by the Texas Higher Education Coordinating Board guidelines for critical mass of faculty and students. The senior executive leader of administrative programs holds the title of Program Chair. Administrative programs are responsible for the same activities as departments. 9. Under guidelines of the Texas Higher Education Coordinating Board, proposals to create a new administrative unit or to modify an existing unit are categorized as either “non-substantive” or “substantive”. 10. In general, non-substantive administrative proposals affect changes to existing units and require less than $50,000 for the first five years. Substantive administrative proposals are guided by the University Strategic Plan and may require significant resources. Substantive administrative proposals are prepared according to the THECB format in Attachment A, and the non-substantive format is in Attachment B. Both formats are to be submitted as a Word document for electronic circulation and review.
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PROPOSAL ROUTING |
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11. Substantive and non-substantive administrative proposals may be submitted for review and recommendation by any of the following: faculty; chair or director; dean; or other segments of the university. 12. The approval process ordinarily takes at least one year, including approximately six months for on-campus approvals and six months for off-campus approvals. 13. After consultation with the faculty, the Program Chair/Department Chair/School Director will submit administrative proposals to their college dean for review by the College Council. 14. After review by the College Council, the originating dean will circulate electronic copies of the proposal to the Council of Academic Deans for comments and recommendation. 15. The originating dean will submit proposals to the Director of Curriculum Services (Director) in the Office of the Provost and Vice President for Academic Affairs. The Director will review the proposal for compliance with applicable rules and regulations and then forward to the Provost for preliminary review. 16. With Provost's approval, the Director will submit proposals for final review by the University Curriculum Committee, Faculty Senate, Council of Academic Deans and University Council. Electronic copies will be distributed when appropriate and a paper copy will be maintained in the Office of the Provost and Vice President for Academic Affairs. 17. Upon approval of the President, the Director will prepare an executive summary of the proposal for submission to the Texas State University System Board of Regents. 18. Upon approval of the Board of Regents, the Director will submit the proposal, under cover letter of the University President, to the Texas Higher Education Coordinating Board. 19. Throughout the process, the Director will work with appropriate college deans to verify format and content of the proposal along with any necessary changes, and to maintain database updates that will be associated with the request for an organizational change, such as to assign new administrative unit codes, changes of course prefixes, and related matters.
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CERTIFICATION STATEMENT |
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