As a strategic element, the Academic Program Comprehensiveness/ Appropriateness committee seeks to address both the present and future academic structure of TCU. This analysis entails a scrutiny of both the current structure of academic programs and associated administrative structure of the University as well as possible alterations to that framework where necessary. TCU prides itself on widespread use of the “teacher/scholar” model for its faculty, a model whereby faculty engaged in serious, typically externally recognized research and creative activities rapidly and energetically translate that knowledge into the classroom. In identifying potential changes to the University's academic offerings, one significant issue is the impact of such changes on the teacher/scholar model and the associated quality of instruction for undergraduates.
Strategic plans must be fluid, yet cognizant of the fact that such changes carry long-term implications to the overall academic success of the university. TCU must identify a set of guiding values, beliefs and principles that will guide the institution into and through a highly uncertain future. These guiding values, beliefs and principles should then be used by the administration and faculty to identify and screen strategic opportunities, and to adapt plans and priorities as the future unfolds. The end result should always be a university that is consistent with those core values, beliefs and principles that we share as a community of scholars, while remaining responsive to opportunities for growth.
1). Express the proper definition of the teacher/scholar model as applied to TCU.
2). What is the capacity of the university to invest in the academic mission of the university relative to other budgetary demands?
3). Is the balance of current academic programs appropriate to TCU's academic mission? Where, if at all, should the University move to add major program areas or change existing ones?
4). What is the vision and supporting infrastructure for research and creative activities at TCU today and what must it be for the future given the answer above?
5). What are the criteria for maintaining, growing, and initiating undergraduate and graduate programs, and what is the proper balance between academic and professional graduate programs?
6). How have academic program review processes worked for TCU? Can the process be improved?
7). What strategic academic partners should TCU seek and maintain (K-12/ International partners, others)?
8). What business/corporate/government developments are occurring in the DFW Metroplex that warrant TCU's strategic interest and response?
Town Hall Meeting
Below are thoughts from faculty, staff and students who atteneded the April 21 Town Hall Meeting, "Finding the Ideal Academic Mix". If you would like to add to these comments or offer new thoughts, please do so by clicking on the discussion forum link located on the lower left hand side of the VIA Web site.
"I've thought for a long time that TCU doesn't take advantage of our nature and our size to create the kind of interdisciplinary connections that we could create. "
- Sherrie Reynolds, department of education
"I wish we had a place where someone who had an idea of some research they wanted to do but didn't know quite how to go about the funding."
- Bonnie Melhart, College of Science and Enginering
"A channel needs to be established so that if somebody has an idea for a center it can go through the proper channels and eventually end up in the right committee...for approval or not."
- Joe Gabel, school of music
"Why wouldn't it be better to pay more and then let the individual professor decide how he's going to spend his money and what kind of research? I think something to look at would be a model of the professor making more money and letting him be responsible for what he does with it. "
- Malcom Louden, alumni and TCU trustee
Academic program comprehensiveness/appropriateness committee
College of Science & Engineering
Liaison: Nowell Donovan