Home

Latest News

The Strategic Planning Process

Objectives

Opportunities for Participation

Reports

Report Card

Environmental Scan

Synthesized Strategy Paper

Strategy Papers

Discussion Forum

Participants



Commission on the Future of TCU Report Card

 
Total
Achieved
Proceeding
Not Achieved
Not Relevant
Strategic Task Forces
1. Undergraduate Experience
24
8
12
4
-
2. Graduate Education
25
11
5
9
-
3. Technology
45
24
7
14
-
4. Distinctive Programs and New Directions
19
8
4
7
-
5. Community and Strategic Alliances
17
3
2
12
-
6. Global Positioning and Priorities
42
19
6
17
-

7. The Role of Athletics

14
14
-
-
-
8. Alumni Relationships
39
19
20
-
-
 
College and School Task Forces
Total
Achieved
Proceeding
Not Achieved
Not Relevant
9. Addran College of Humanities & Social Sciences
17
8
2
5
2
10. College of Science & Engineering
20
7
3
10
-
11. College of Fine Arts
27
14
4
7
2
12. College of Communication
29
3
6
20
-
13. M.J. Neeley School of Business
14
10
1
3
-
14. School of Education
17
9
3
5
-
15. College of Health & Human Sciences
4
3
-
1
-
16. Brite Divinity School
23
-
22
1
-
17. Ranch Management
10
8
-
2
-
TOTALS
386
168
97
117
4
PERCENTAGES
43.6%
25.1%
30.3%
1%

COMMISSION ON THE FUTURE OF TCU
PROGRESS REPORT JANUARY 2004

TCU launched The Commission on the Future of TCU in 1999 to chart a plan for the University’s move to a higher level of distinction in American education. The work of the Commission was carried out by 17 strategic task forces that involved 454 alumni, friends, and community, corporate and University leaders. The Commission, which concluded its work in 2000, generated 386 recommendations. By January 2004, approximately 70 percent of the recommendations have been achieved or are proceeding, with planning in an advanced stage and a deadline for completion established.

This progress report, requested by Chancellor Victor J. Boschini, Jr., was prepared by Provost-elect R. Nowell Donovan. Dr. Donovan serves as co-chair of Vision in Action: Planning TCU’s Future, the present strategic planning initiative. The Commission progress report will serve as a foundation for Vision in Action. The following information is a summary of the complete report, which can be found at www.via.tcu.edu or in hard-copy format at the Mary Couts Burnett Library.

EVALUATION OF PROGRESS

The response of the University community to the recommendations of The Commission on the Future of TCU was coordinated through then-Chancellor Michael R. Ferrari’s office, and began immediately after the Commission concluded its work. Chancellor Ferrari consolidated the recommendations for specific actions into four distinct areas: facilities, education, athletics and community.

Evaluation of the recommendations is color-coded. The following percentages are based upon the total of 386 recommendations:

  • Achieved (43.6%): significant implementation of the recommendation has taken place (in some cases as an ongoing process).
  • Proceeding (25.1%): while not yet implemented, planning is in an advanced stage and a deadline for conclusion or implementation of the process is discernible.
  • Not Achieved (30.3%): in this category are included all recommendations that have not been acted upon. This includes recommendations that have received planning attention but no action (about 10% of the total recommendations) and those that have not.
  • No longer relevant and/or appropriate (1%): in a few cases some recommendations have become irrelevant.

In the summary below, the numbers refer to the consolidated recommendations listed by area.

FACILITIES

FACILITIES 1. The Trustees authorized a universitywide plan to spend up to $30 million for such improvements over two to three years for:

a. Upgrading and improving current teaching and research facilities, specifically the classrooms, science laboratories and studios across the university
Achieved

b. Replacing and upgrading equipment and technology used in instruction and research to benefit the learning process
Achieved

In many respects, the “reshoring project” is the most important achievement that has arisen from the Commission; it has provided a shared teaching facility of considerable quality that encourages faculty to practice their art at a new level.

FACILITIES 2. Expanding campus parking facilities on both the east and west campuses
Achieved

FACILITIES 3. Renovating and expanding the Student Recreation Center
Achieved

FACILITIES 4. Renovating and refurbishing Waits and Milton-Daniel residence halls
Proceeding

FACILITIES 5. Expanding the teaching and research facilities for the MBA program in the M. J. Neeley School of Business, focused on the James Ryffel Center for Entrepreneurial Studies and the construction of the Steve and Sarah Smith Entrepreneurs Hall
Achieved

FACILITIES 6. Renovation and expansion of the Brown-Lupton Student Center following the completion of the University Recreation Center project
Not achieved

EDUCATION

EDUCATION 1. Enhancing the undergraduate experience, with specific emphasis on:

a. Revitalizing the core curriculum
Proceeding

b. Expanding internships
Proceeding

c. Service learning and student leadership opportunities
Proceeding

d. Strengthening the Honors Program
Not achieved

e. Increasing interdisciplinary programs across the curriculum
Proceeding

EDUCATION 2. Examining and strengthening the presence, visibility and support of graduate education, with specific emphasis on:

a. Examining our current offerings
Achieved

b. Increasing our competitiveness to attract and retain top students
Not achieved

c. Assessing opportunities for new graduate degrees and research institutes
Achieved

d. Providing funding vital to building highly respected graduate programs
Proceeding

EDUCATION 3. Increasing steadily the academic profile and diversity of our student body, with specific emphasis on:

a. Increased undergraduate scholarship support and student financial aid
Proceeding

b. Increased graduate student support
Not achieved

EDUCATION 4. Targeting and enhancing current distinctive programs with special emphasis on:
a. The MBA program in the M. J. Neeley School of Business
Achieved

b. Piano and orchestral studies in the School of Music
Achieved

c. The health professions, especially pre-medicine
Achieved

d. International and global education, with even stronger alliances with universities in Mexico, and Latin America
Achieved

EDUCATION 5. Targeting and enhancing current academic programs that have the capability of achieving regional, national and international distinction in areas such as:

a. Art history
Proceeding

b. Mathematics
Not achieved

c. Science and technology education
Proceeding

d. Engineering
Proceeding

e. Communication
Not achieved

f. Journalism and Radio-TV-Film
Not achieved

EDUCATION 6. Assessing the feasibility of new graduate and professional degree programs, especially in:

a. Pharmacy
Not achieved

b. Law
Proceeding

EDUCATION 7. Planning for the renovation or new construction of facilities to support our mission and aspirations, with these top priorities:

a. The expansion of Mary Couts Burnett Library
Proceeding

b. Ed Landreth Hall and auditorium
Proceeding

c. College of Fine Arts
Proceeding

d. School of Education
Proceeding

e. Communication studies
Not achieved

f. A multipurpose learning facility that can benefit our entire campus, especially the humanities and social sciences
Not achieved

g. New residence halls
Not achieved

h. Academic facility enhancements to Brite Divinity School
Proceeding

i. A multipurpose athletic facility
Achieved

EDUCATION 8. Strengthening our commitment to building a technology-rich learning environment at TCU, with specific emphasis on assisting faculty in the creative uses of technology in teaching and learning
Achieved

ATHLETICS

ATHLETICS 1. Continuing to support a high quality and nationally respected Division I athletics program that complements our academic goals and captures our institutional integrity and vitality.
Achieved

COMMUNITY

COMMUNITY 1. Initiating high visibility programs that connect the distinctive needs and attributes of Fort Worth with the distinctive qualities and capacities of TCU, especially in:

a. Our involvement in municipal projects and working more closely with local governments and school districts
Not achieved

b. Developing a distinguished speaker series
Not achieved

c. Establishing an Office of Community Relations to coordinate a wide range of University and community initiatives
Not achieved

d. Providing increased support for faculty and staff development, recognizing that the dedication, competencies and accomplishments of our human capital will largely determine the future reputation and pace of progress at TCU.
Proceeding

FUND-RAISING CAMPAIGN

To accomplish the recommendations of The Commission on the Future of TCU, the University has initiated a multiyear fund-raising effort, which began in June 2000. Thus far, more than $110 million has been raised. This multiyear effort will be complemented with the university’s new strategic planning initiative, Vision In Action:Planning TCU’s Future, which will build on The Commission on the Future and fine tune fundraising efforts.

FORMAL STRUCTURE OF THE COMMISSION ON THE FUTURE OF TCU

BACKGROUND COMMITTEES were organized to gather essential background information prior to the kickoff of the Commission’s formal work:
a. Mission and Vision
b. Diversity
c. Physical Resources Analysis
d. Market Analysis
e. Finance and Enrollment Issues

STRATEGIC TASK FORCES were charged to look into universitywide issues:
1. Undergraduate Experience
2. Graduate Education
3. Technology
4. Distinctive Programs and New Directions
5. Community and Strategic Alliances
6. Global Positioning and Priorities
7. The Role of Athletics
8. Alumni Relationships

COLLEGE AND SCHOOL TASK FORCES were designed to concentrate on specific administrative units of the University:
9. AddRan College of Humanities and Social Sciences
10. College of Science and Engineering
11. College of Fine Arts
12. College of Communication
13. M. J. Neeley School of Business
14. School of Education
15. College of Health and Human Sciences
16. Brite Divinity School
17. Ranch Management