Jennifer Aguilar

This strategic plan outlines a long-term vision and a 2022-2026 roadmap for Texas A&M University-San Antonio, focusing on its Mission, Vision, Values, and Goals. The plan aims to guide the university's growth, positioning it as a thriving Hispanic-Serving Institution and a rising doctoral-granting university. Key pillars include transforming lives through accessible and inclusive higher education, empowering students for academic success and global citizenship, fostering equitable learning experiences, and increasing its impact as a catalyst for social, cultural, and economic development. The core values emphasize being student-centered, inclusivity-minded, visionary, a catalyst for opportunity, collaborative, and committed to excellence.

This document, a transcript from a Fall 2021 Convocation, details strategic initiatives and developments within academic affairs. The plan focuses on three main pillars: program development, market responsiveness, and partnerships. Key initiatives include launching new academic programs such as a Bachelor of General Studies, Electronic Systems Engineering Technology, and an Honors program, alongside expanding offerings in Arts and Sciences and the College of Business with new programs in computer science, cybersecurity, and redesigned graduate degrees. The institution aims to meet evolving market needs and position itself as a leader in P12 and higher education collaborations through robust partnerships with local school districts, particularly via the Aspire partnership and SB 1882 charter schools.

This strategic plan outlines the university's direction, emphasizing the development of a world-class faculty and staff, and the expansion of research and academic programs. A core focus is enhancing the student experience through comprehensive support, expanded services, and improved facilities, with particular attention to first-generation students. The plan also targets significant enrollment growth by attracting diverse student populations and fostering a college-going culture within the community, supported by increased financial aid. Furthermore, it stresses the importance of collaboration and increasing institutional impact, aiming to elevate the university's reputation and secure increased funding and scholarships, ultimately striving for overall organizational excellence and becoming a premier research institution.

The meeting was about the strategic planning process, focusing on aligning the organization's understanding of its goals. Key discussion points included the Texas A&M University System's strategic plan and its alignment with the university's plan, resource allocation based on the strategic plan, and ensuring alignment across the university. The importance of high-impact practices for undergraduate students was also discussed.

The meeting included discussions on graduate and transfer requirements, incorporating ETS data into proposals, and the validity of the ETS test. Updates were provided on the Post-Tenure Review Policy's submission to the Board of Regents and the assignment of a senator to the Space Management Committee. The proposal for faculty status for librarians was approved. The Senate also discussed faculty evaluation of department chairs, senator attendance, and the need for an election committee. Concerns were raised about library funding and the impact of university growth on library resources, leading to a decision to write a letter of support for library funding and invite the administration to discuss the university budget process.