| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 47.51 |
| Liaison | Kelly Wellman |
| Submission Date | Feb. 14, 2012 |
| Executive Letter | Download |
Texas A&M University
PAE-2: Strategic Plan
| Status | Score | Responsible Party |
|---|---|---|
|
6.00 / 6.00 |
Ben
Kalscheur Sustainability Assistant Manager Office of Sustainability |
Year the strategic plan or equivalent was completed or adopted:
Does the institution's strategic plan or equivalent guiding document include the environmental dimensions of sustainability at a high level?:
A brief description of how the strategic plan or amendment addresses the environmental dimensions of sustainability:
Vision 2020 (http://vision2020.tamu.edu/) remains the foundational document that guides decisions and direction for Texas A&M University. Its imperatives will continue to provide focus during the next five years.
Action 2015: Education First (http://provost.tamu.edu/initiatives/strategic-planning-2010/strategic-planning-2010/strategic-planning-documents/action-2015-education-first/Action2015-FINAL-revised0711.pdf) is the University’s Strategic Planning document and ensures the campus is in alignment with Vision 2020.
In Action 2015 the environmental dimensions of sustainability are addressed in Precept 2, Goal 5, which states:
Goal 5: Create clear processes and effective resource utilization to maintain health, safety and sound infrastructure throughout Texas A&M University.
Strategy 5D: Enhance efforts to make Texas A&M University a recognized “green” campus. Metrics: Reduce energy consumption and increase the resources for sustainability including recycling bins, energy management plans and design processes.
Does the institution's strategic plan or equivalent guiding document include the social dimensions of sustainability at a high level?:
A brief description of how the strategic plan or amendment addresses the social dimensions of sustainability:
In Action 2015 the social dimensions of sustainability are addressed in Precept 2, Goal 4, which states:
Goal 4: Recognize and strengthen the contributions and the value of a diverse community of faculty, staff and administrators who serve Texas A&M University and the State of Texas.
Strategy 4A: Expand and support faculty, staff and administrator development opportunities to enhance the overall work environment and increase personal skills and education. Metrics: Develop and promote a wide variety of opportunities for training and education of the faculty, staff and administrators to enhance the effectiveness of their work, the quality of the work environment and diversity.
Strategy 4B: Fully support and fund the University Diversity Plan. Metrics: Provide a sustained financial commitment to the University Diversity Plan and implement full accountability at every level.
Does the institution's strategic plan or equivalent guiding document include the economic dimensions of sustainability at a high level?:
A brief description of how the strategic plan or amendment addresses the economic dimensions of sustainability:
In Action 2015 the economic dimensions of sustainability are addressed in Precept 1, Goal 2, which states:
Goal 2: Elevate the impact of our scholarship to effectively advance the state, the nation and the world in meeting societal challenges and opportunities.
Strategy 2A: Mentor, value and invest in scholars whose work demonstrates the greatest impact on their field, on the citizens of the state, the nation and the world, and, where appropriate, demonstrate scholarship in action through learning experiences for our students including implementation on and off campus. Metrics: Increase the number of national and international awards and recognitions received by Texas A&M faculty and students, especially but not only in the following areas representing strengths at Texas A&M University: Energy Development, Sustainability, and Conservation; Health and Life Sciences; Information Management and Knowledge Utilization; Public Policy and Public Service; and Economic Development and Innovation.
Strategy 2B: Increase investments and improve structures for large institutes and centers that will aid Texas A&M University in making significant contributions to societal challenges and opportunities. Metrics: Develop at least three externally funded centers, each significantly engaging at least ten faculty members and incorporating innovations widely into curricula, especially in the five areas of focused strength.
It is addressed in Precept 1, Goal 3, which states:
Goal 3: Diversify the resource base of Texas A&M University by expanding external funding from public and private sources through competitive, philanthropic and commercialization activities.
Strategy 3A: Improve competitiveness of Texas A&M’s faculty and student scholars in winning external financial support for their studies and activities. Metrics: Increase funding for research and scholarly activities through faculty driven initiatives with institutional support. Increase the total number of students receiving externally funded scholarships and fellowships.
Strategy 3B: Strengthen Texas A&M’s success in garnering philanthropic and investment support for the activities detailed in this strategic plan. Metrics: Increase the number and size of endowments and annual contributions from non-governmental sources to support more activities of the faculty, staff and students of Texas A&M University.
It is addressed in Precept 2, Goal 4, which states:
Strategy 4B: Fully support and fund the University Diversity Plan. Metrics: Provide a sustained financial commitment to the University Diversity Plan and implement full accountability at every level.
It is addressed in Precept 2, Goal 6, which states:
Goal 6: Ensure public trust in Texas A&M University through open accountability mechanisms demonstrating efficient resource utilization and effective programmatic outcomes.
Strategy 6: Develop accountability and reporting systems that can be easily accessible to the Texas A&M community and our external constituents. Metrics: Collect key data in a central web-accessible portal that can be accessed by both the internal and external stakeholders of Texas A&M University.
The website URL where information about the strategic plan is available:
Data source(s) and notes about the submission:
Vision 2020 http://vision2020.tamu.edu/
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.