Section 2: CORE REQUIREMENTS

The institution has a governing board of at least five members that is the legal body with specific authority over the institution. The board is an active policy-making body for the institution and is ultimately responsible for ensuring that the financial resources of the institution are adequate to provide a sound educational program. The board is not controlled by a minority of board members or by organizations or interests separate from it. Neither the presiding officer of the board nor the majority of other voting members of the board have contractual, employment, or personal or familial financial interest in the institution.

A military institution authorized and operated by the federal government to award degrees has a public board in which neither the presiding officer nor a majority of the other members are civilian employees of the military or active/retired military. The board has broad and significant influence upon the institution’s programs and operations, plays an active role in policy-making, and ensures that the financial resources of the institution are used to provide a sound educational program. The board is not controlled by a minority of board members or by organizations or interests separate from the board except as specified by the authorizing legislation. Neither the presiding officer of the board nor the majority of other voting board members have contractual, employment, or personal or familial financial interest in the institution.  (Governing Board)
 

Enrollment Management 

          Policies, programs and procedures that influence undergraduate and graduate student recruitment and retention are reviewed by the Enrollment Management Council.  Council membership includes undergraduate and graduate students, as well as representatives from each of the colleges, the advising center, Admissions, Financial Aid, the Registrar’s Office, Fiscal Affairs, Information Technology and Student Affairs.

          The first goal of the University strategic plan outlines the commitment to “recruit, retain and graduate a larger, more academically prepared and more diverse student body.”  One objective is to create “an integrated enrollment management plan including policies, procedures and activities that incorporate university and college enrollment priorities.”  The Enrollment Management strategic plan echoes this commitment and also includes the following goals: increase undergraduate retention and graduation rates, and utilize technology to improve enrollment management processes and services.  

          During the time that strategic plans were developed, House Bill 1678 was passed and directed the Texas Higher Education Board to “develop and annually update a uniform strategy to identify, attract, enroll and retain students that reflect the population of the state.”  

          In the spring of 2001, members of the Enrollment Management Council formed a steering committee with the purpose of creating an enrollment management plan to address the goals of the University and the state.  Objectives of the plan included the following: determining optimal enrollment in light of faculty, staff, space, and financial resources, as well as student support services; developing a plan for effectively marketing the University to prospective students, particularly diverse and high-achieving students; projecting how enrollment will change over the next five years; and suggesting what new resources or actions are needed to accommodate the anticipated enrollment growth.  In October of 2002, the University’s Enrollment Management Plan was submitted to the Texas Higher Education Coordinating Board and the first assessment was completed a year later.

          Annual assessments of the Enrollment Management strategic plan and the Enrollment Management Plan reveal progress toward goals of the institution and the state.  Both the Enrollment Management Plan and its assessment can be accessed at http://www.ttu.edu/enrmgt/.  The University and Enrollment Management strategic plans can be found at http://www.ttu.edu/stratplan/ and http://www.ttu.edu/enrmgt/strategic_plan.php .

Office of Admissions

          The Office of Admissions’ strategic plan corresponds with the goals that are found in the University’s strategic plan.  Our goals are to increase access and diversity, recruit and enroll an academically prepared student body, engage the University community and external groups in recruitment efforts, utilize technology to streamline admission processes and improve internal departmental relations.  The strategic plan for the Office of Admissions can be accessed at http://www.srel.ttu.edu/stratplan.asp . 

Office of Financial Aid

The Financial Aid Office planning and assessment process is defined by a leadership team.  During weekly meetings, the team outlines goals and time lines for the Financial Aid Office and financial aid process.  These time lines include current (academic year time line) as well as future time lines.  The team members consist of the Associate Director for Technology, the lead office programmer, Assistant Director for Operations, Assistant Director for Client Services, Assistant Director for NCAA Compliance, Assistant Director for Scholarships, Senior Advisor for Training and Publications, and the office Business Manager.  Each of these members represents an area of the financial aid team that provides input into budgetary needs of the office prior to the beginning of the budgeting cycle.  Updates regarding progress on previously identified tasks are given and new programs, processes or services requiring attention and adjustments are necessary are identified.  A performance measurement system is being built for the Financial Aid Office to enable managers at all levels to identify, monitor and analyze the key performance measurements such as customer satisfaction, internal processes and growth and improvement activities. 

The planning and assessment process has resulted in significant improvements in communication for all aspects of the Financial Aid Office.  In addition, significant improvements in communication with other University departments such as Student Business Services, Graduate School, Law School, Financial Accounting, Governmental Relations, Admissions and the Registrar’s Office are being experienced.  The strategic plan for the Office of Financial Aid can be accessed at http://www.fina.ttu.edu/forms/Strategic Plan Financial Aid.pdf.  
 

Office of the Registrar

Four groups of employees in the Office of the Registrar complete strategic plan assessments.  Each group is responsible for assessing one of the four goals in the strategic plan.  Attached is the timeline that shows when the assessment groups meet annually.  In addition, the Office of the Registrar created a Strategic Plan Operational Manual that includes all assessment group meeting minutes as well as assessed office statistics reported in the annual strategic plan assessment.  The strategic plan for the Office of the Registrar can be accessed at http://www.depts.ttu.edu/registrar/Strat_Plan_03-04.pdf.
 

Advising Center at Texas Tech (ACTT)

In addition to the annual assessment process, there are evaluation forms for each event such as the Orientation Parent Program; first generation college student (FGC student) Workshops; and an annual assessment and review of the Pioneers in Education: Generations Achieving Scholarship and Unprecedented Success (PEGASUS) Program. 

As a result of the strategic planning process, ACTT has been able to show the need for full-time staff to work with increased numbers of students.  From 2000 to 2002, the services of this University-wide academic advising office were evaluated and a shift was made from a scheduling office that revolved around registration and orientation to a year-round service delivery system.  Positions were upgraded and full-time advisors replaced part-time graduate students.

          The evaluation process included assessment through the strategic planning process, focus groups of staff and students, and holding staff members accountable to their position description questionnaires.  Additionally, advising models of successful university-wide advising centers were researched and considered.  The strategic plan for ACTT can be accessed at http://www.depts.ttu.edu/actt/StrategicPlan.asp. 

McNair Scholars Program

          Since 1996, the Texas Tech University McNair Scholars Program has engaged in program evaluation through annual end-of-the-year performance evaluations and interim reports to the U.S. Department of Education.  Through these documents, the program reports performance on the McNair Scholars Program objectives as outlined in the McNair Scholars Program grant application for each grant cycle.  Copies of these documents are kept in the Associate Director’s files.

          End-of-the-year performance reports to the U.S. Department of Education are submitted each December and present the prior year’s activities and student outcomes.  In addition, the program submits updated individual data records for each program participant served since 1995.  These records document each participant’s current educational level.  Interim reports are submitted every April and document the program’s progress on grant objectives for the first six months of the program year and include six months of expenditures-to-date, planned program expenditures for the remainder of the year and projected expenditures for the next budget cycle.

          Information from strategic planning and end-of-the-year performance reports have led to the addition of a graduate student assistant, an increased return rate on faculty mentor evaluations and the implementation of a University-funded sophomore year component that will allow Scholars to begin the program in the spring of their sophomore year.  This provides Scholars with more time to prepare for the research experience and relieves pressure to complete program components during Scholars’ first semester in the program.  It also allows program staff to ensure that new students are committed to the experience before providing them with the federally funded stipend.  This gives new Scholars a probationary period in the program.  The current McNair strategic plan can be accessed at http://www.depts.ttu.edu/mcnair/McNair_Strat_Plan2003-2004.htm.  Documents related to previous strategic planning can be found in the McNair shared files at T:\Asst_Director\Kelly Documents\Dept. Assessment.

Enrollment Management

          In an effort to provide a more seamless transfer process for community college students, the Office of Enrollment Management initiated the Pathway Program in 2002.  The primary goals of the initiative are to increase awareness about the educational opportunities available at Texas Tech; promote an understanding of the personal and financial value of a college education; and encourage currently enrolled students to complete their associate degrees.  Agreements have been initiated with 25 community colleges throughout Texas and one community college in New Mexico.

          Community college students participating in the Pathway Program have opportunities to visit the Texas Tech University and Texas Tech University Health Sciences Center campuses; are provided with information and advisement on their community college campuses twice each semester; can utilize the on-line Degree Planning and Transfer Credits System to determine the transferability of courses and view Texas Tech degree plans; can participate in on-line chats with Texas Tech advisors; and may be eligible for Presidential Transfer Scholarships.

          In 2003, a full-time position was dedicated to the Pathway Program with the purpose of developing established partnerships and fully implementing elements of the Pathway Program.

Office of Admissions 

The University strategic plan goal “To recruit, retain and graduate a larger, more academically prepared and more diverse student body” directly impacts the Office of Admissions.  As the University’s reputation continues to grow, the Office of Admissions works to increase the awareness of the University’s academic strength and the value of a Texas Tech degree to targeted students, parents and counselors. 

          To accomplish the charge of recruiting a more academically prepared and diverse class, the Office of Admissions:

• Automatically admits those students who are in the top 10% of their graduating classes and those meeting automatic admission requirements based on rank and test score. 
   

• Holistically reviews those applicants not in the top 10% of their graduating classes or not meeting assured admission requirements.  Currently, a holistic review considers:

• curriculum strength

• extracurricular activities, including volunteer service

• first generation status

• low socioeconomic status

• work experience

• extenuating circumstances

• association with Texas Tech University

• Considers the review process critical to the goal of enrolling an academically prepared class.  As Texas Tech continues to raise the academic expectation of students applying, the shape of the entering class has changed.  The changes can be seen in two ways:

• Since 1999, the average SAT score of the entering class has increased from 1095 to 1123.
   

• Since 2000, 50% of the freshman class has ranked in the top 25% of their graduating class.
   

• Works with the University community to develop a marketing plan that provides prospective students and parents with information that will lead them to see Texas Tech as a university of choice.
   

• Is developing an intensive marketing plan that is designed for students of color and students who rank in the top 10% of their graduating classes and have a 1200 SAT score or higher.  The marketing plan will highlight a variety of academic opportunities.
   

• Targets transfer students from partner Pathway Program community colleges and students who have been inducted into Phi Theta Kappa, an honor society found on community college campuses.  Through a variety of mailings and visits to campus, students attending community colleges are made aware of opportunities at Texas Tech.

Office of Financial Aid

          The Financial Aid Office supports its mission in providing student support programs, services and activities consistent with the University’s mission.  This is demonstrated with our development of a new Web site which is targeted to each aid recipient group, i.e., undergraduate students, graduate students, law students and study abroad students.  This Web site will allow each group access to financial aid information pertinent to their individual needs.  In addition, the Financial Aid Office is developing a new Financial Aid Handbook and an electronic award system which will help students navigate the financial aid process.  In an effort to reach out to students, we now meet in the Student Union Building and offer financial aid services so that students are not required to come to the Financial Aid Office.  These services will help meet the needs of students as they go through the financial aid process.

Office of the Registrar                  

          The Office of the Registrar’s strategic plan includes as goals the delivery of quality customer service and the utilization of technological advancements.  This commitment is evidenced in the continual improvement of on-line services provided to students.  In conjunction with the Office of Admissions, the Office of the Registrar created a Web site that allows former students to quickly re-enroll.  For students’ convenience, the following forms are made available online: returning student, name/social security number change, petition for grade replacement, withdrawal request, transcript order, PIN request, Texas Success Initiative compliance and transfer pre-evaluation.  Additionally, the Office of the Registrar evaluates all transfer student course work upon application to the University and creates, maintains and provides University transcripts to students.

Advising Center at Texas Tech (ACTT)

          A University strategic plan goal is to “Provide programs and services that disseminate knowledge and skills and that enhance the quality of life.”  The hallmark of higher education is learning about thinking.  Academic advising at ACTT includes working with students to learn about the critical thinking process and decision-making.  The process is imbedded in each conversation between students and advisors, is built into the schedule approval Web site (SAW), and is the foundation of the DISCOVERY! program that assists students in the decision-making process of choosing an academic major.

          Academic advising is an academic and education support process.  At ACTT, academic advising is a systematic, holistic, developmental and student learning process.  It is based on close student-advisor relationships where students learn about critical thinking and decision-making.  This is done through the process of assisting students through college transitions and assisting them in achieving personal, educational and career goals. 

McNair Scholars Program

          The McNair Scholars Program provides support to first generation college students from limited income backgrounds to ensure Scholars’ academic success in their undergraduate program and to prepare Scholars for successful entry into and completion of a graduate program.  Services provided to Scholars through the program include: 

• An undergraduate research experience under the guidance of a faculty member
   

• Mentoring by a graduate student in the appropriate discipline concerning graduate student culture
   

• One-to-one weekly meetings with program staff to monitor Scholar progress and promote utilization of University and program services
   

• Crisis advising and referrals to support services
   

• Tutoring
   

• Semimonthly workshops to inform Scholars of the skills and information needed to be successful at the graduate level
   

• Funding for Scholars to travel to present research results, attend professional conferences or conduct a graduate school site visit
   

• Laptop computers for Scholars to check out overnight
   

• Computer lab
   

• Scholarships for Scholars who successfully complete semester requirements
   

• Assistance with graduate school applications
   

• Scholar study/activity area in the McNair Office
   

• Resource books in the McNair library

          A detailed description of these services can be found in the McNair Scholars Handbook which is distributed to new Scholars at the beginning of their program participation.  These services are designed to provide a holistic approach to student support.  The program staff monitors not only academic performance but personal issues that may impact student performance.  Faculty mentors provide Scholars with valuable information on conducting research.  The research experience not only gives Scholars a valuable asset for graduate school applications but it is meant to prepare them for the type of research work required at the graduate level.  As all of the Scholars are from limited income backgrounds, the opportunity to attend and participate in a professional conference gives them the opportunity to compete and interact with peers in their discipline. 

The institution has a sound financial base and demonstrated financial stability, and adequate physical resources to support the mission of the institution and the scope of its programs and services.

The member institution provides the following financial statements: (a) an institutional audit (or Standard Review Report issued in accordance with Statements on Standards for Accounting and Review Services issued by the AICPA for those institutions audited as part of a systemwide or statewide audit) and written institutional management letter for the most recent fiscal year prepared by an independent certified public accountant and/or an appropriate governmental auditing agency employing the appropriate audit (or Standard Review Report) guide; (b) a statement of financial position of unrestricted net assets, exclusive of plant assets and plant-related debt, which represents the change in unrestricted net assets attributable to operations for the most recent year; and, (c) an annual budget that is preceded by sound planning, is subject to sound fiscal procedures, and is approved by the governing board.

Audit requirements for applicant institutions may be found in the Commission policy entitled "Accreditation Procedures for Applicant Institutions.  (Resources)

(Not applicable for the Compliance Certification submitted by institution).

Section 3:  COMPREHENSIVE STANDARDS

Institutional Mission, Governance, And Effectiveness

The institution has qualified administrative and academic officers with the experience,
competence, and capacity to lead the institution.

The institution defines and publishes policies regarding appointment and employment of
faculty and staff.

Enrollment Management

          Department directors are evaluated annually by the Associate Vice President for Enrollment Management.  Copies of all evaluations are maintained in individual departments and in Personnel.

Office of Admissions

          Each year, employees are evaluated by their immediate supervisor.  Employees have the opportunity to provide input regarding their job performance before the actual evaluation.  The result of the evaluation is a document that provides directions and a plan of action if improvement is needed.

Office of Financial Aid

          As a part of the annual process, evaluations are heavily weighed for merit consideration if funds are allocated for merit increases.  Specific areas evaluated include items such as customer/personal relations, relationships with customers and fellow employees, and overall ratings.

Office of the Registrar

            In addition to the annual evaluation, employees of the Office of the Registrar are evaluated in June of each year.  These evaluations are kept in the Registrar’s Office.

Advising Center at Texas Tech (ACTT)

          Additional staff performance evaluations are conducted mid-year.  As a result of the strategic planning process, ACTT has been able to show the need for full-time staff to work with increased numbers of students.  From 2000 to 2002, ACTT evaluated the services of this University-wide academic advising office and shifted from a scheduling office that revolved around registration and orientation to a year-round service delivery system.  Positions were upgraded, and full-time advisors replaced part-time graduate students.

          As a result, the staff has become stable, resulting in less time spent on three annual cycles of recruiting, hiring and training.  A stable work force has resulted in more accurate information being provided to students, more available time for advising students one-to-one and working in small group workshops, and available time for the refinement of programs and processes to better serve students.

McNair Scholars Program

          In addition to annual performance evaluations, full-time employees receive mid-year updates.  Mid-year evaluations are maintained in the McNair Scholars Program Office.

The institution’s policies are clear concerning ownership of materials, compensation,
copyright issues, and the use of revenue derived from the creation and production of all
intellectual property. This applies to students, faculty and staff.

Enrollment Management

The 2003 Enrollment Management strategic plan assessment (http://www.irs.ttu.edu/SACS/AssessmentReports/52_0_2003.pdf) reveals progress toward divisional and institutional goals regarding the composition of the student body.  From Fall 2002 to Fall 2003, total enrollment increased 3.6% and freshman class enrollment increased 7.3%.  The mean SAT score for the Fall 2003 class was 1123, exceeding by 11 points the record set in 2001 and 2002.  The 2003 retention rate of 82% matches the record set in 2002 and the graduation rate rose to a record high of 55%, which is the fourth consecutive year that the graduation rate has improved.  The Enrollment Management strategic plan is updated and assessed annually.

The annual assessment of the Enrollment Management Plan was completed in December of 2003.  In addition to the Enrollment Management strategic plan assessments reported above, the following data reflect the University’s progress toward the state’s charge to “identify, attract, enroll and retain students that reflect the population of the state.” 

Goal 1.  Access and Diversity: Recruit, retain and graduate a larger, more academically prepared, and more diverse student body. 

• The 2003 graduate student enrollment grew 4.5% and the 4,282 enrollment represents the largest graduate student enrollment in Texas Tech history.
   

• Student credit hour production reached a record high of 359,863, an increase of 4.8% from 2002.
   

Goal 2.  Academic Excellence: Attain national recognition as a top public educational research university. 

• The 2002 State Board for Educator Certification accountability system for education preparation reported a cumulative ExCET passing rate of 91.47% for the University.
   

• The total number of tenure track and tenured faculty rose from 837 to 888 in 2002, an increase of 6.9%.

Goal 3.  Engagement: Provide programs and services that disseminate knowledge and skills and that enhance the quality of life. 

• The College of Engineering has developed substantial and significant outreach efforts.  An Engineering Academy has been established at Estacado High School.  A very successfully program, Building Computers, Communities and Families, has been developed, implemented and exported.
   

• KTXT-TV’s Ready to Learn outreach initiative provided 49 workshops for teachers and/or parents of preschool and primary age children involving 1,006 adults and, in turn, impacting 7,251 children.

Goal 4.  Technology: Benefit from the use of technology in the delivery of services.

• the Degree Planning and Transfer Credits System to deliver Internet-based student recruiting tools to provide the University with a competitive advantage.
   

• Fiscal Affairs developed a Web-based system to provide students on-line access to their tuition and fee information.

Goal 5.  Partnerships: Build strategic partnerships and alliances with external entities. 

• Student Affairs, in partnership with the Lubbock Chamber of Commerce, established Focus Lubbock, a Leadership Lubbock program for college students.
   

• Hill Country alliances with groups in Marble Falls and Fredericksburg resulted in an off-campus site at each location.

Goal 7.  Tradition and Pride: Develop a national image based on Texas Tech traditions and pride in achievements. 

• The first elements of the First Year Experience Program-Red Raider Camp, Summer Reading Program and Freshman Convocation-are planned or implemented.
   

• College of Engineering students are maintaining a better than 90% pass rate for the fundamentals of engineering examination.

Office of Admissions

Transfer Students

In order to facilitate the transition of students from a community college to Texas Tech and to increase the number of Texas residents completing a bachelor’s degree, Texas Tech has signed agreements with 25 community colleges in Texas and one institution in New Mexico.  The Pathway Program is designed to increase awareness about the educational opportunities available at Texas Tech; promote an understanding of the personal and financial value of a college education; and encourage currently enrolled students to complete their associate degrees.  In combination, the following services provide a more seamless transfer process for community college students: 

• Students have the opportunity to visit the Texas Tech University and Texas Tech University Health Sciences Center campuses twice during the year.
   

• Texas Tech admissions counselors provide information and advisement to students during visits to community college campuses twice each semester.
   

• Students can det