Goal 1 Recommended Actions | TCU Strategic Plan

Develop an inclusive definition of the teacher-scholar model through collaborative efforts of the provost, deans and faculty senate
Address issues related to faculty teaching, administration, and service loads to provide consistency with the vision of the teacher-scholar model
Build on the teacher-scholar cultural vision, expand on ways to reward TCU teacher-scholars and enhance the marketing of TCU scholarship and creativity
Allocate budgets and solicit more resources for grants for research and creativity as it relates to the teacher-scholar vision

Recruit and retain more culturally diverse students, faculty and staff
Increase dedicated resources focused on diversity, equity and inclusiveness (DEI)
Increase the number of endowed student scholarships, particularly for recruiting students with need
Invest in our foundation with testing-optional admissions
Create a university-wide testing center
Facilitate consistent approaches to cultural and global awareness
Provide faculty training to foster an inclusive learning environment

Leverage the Medical School and establish a plan to integrate and connect the Medical School with other disciplines
Communicate and educate the campus community on the progress and activities of the Medical School
Pursue a long-term academic strategic plan driven by qualitative and quantitative data whereby the university can base its decisions to support, expand or create new academic programs
Build a new university-wide data warehouse with accessible dashboards whereby quantitative and qualitative data can guide goal setting, program adjustment and graduate program growth
Provide resources and distribute them in a manner that allows prestigious programs to develop and continue to flourish
Evaluate the progress of the university by comparing specific programs at TCU to specific aspirant programs, rather than aspirant universities
Reduce reliance on adjunct and contingent faculty by increasing the number of full-time faculty
Enhance resources and infrastructure for faculty scholarship and creative activity
Increase staff support to allow faculty to prioritize teaching and scholarship
Where appropriate, introduce college-specific bachelor’s degree majors that are academically more robust than the current Bachelor of General Studies degree
Continue to build momentum by resource allocation to prepare students to compete for national awards of distinction

Enhance the classroom experience by hiring more full-time faculty to achieve optimal class sizes in all schools/colleges
Create more office and classroom space to support additional faculty and smaller class sizes
Reimagine and redesign academic advising
Increase participation in high-impact educational practices
Create TCU Summer Bridge programs
Increase course offerings in the 8:00 a.m. to 1:00 p.m. time period while ensuring that classes required for majors are available in this time period
Improve research and mentorship incentives at TCU for undergraduate and graduate students
Continue to enhance graduate studies through growth of selective programs
Plan to fund more cross and interdisciplinary minors and projects
Create opportunities for distinction by increasing interdisciplinary courses and collaborations
Remain competitive in the Big 12 and position TCU in the upper echelon of athletic prominence as a means of leveraging and elevating academic prominence

Create a Student Success Center
Analyze the transfer admission processes to better predict student success
Identify and implement best practices for meeting the academic and co-curricular needs of transfer students and veterans

Focus on organizational planning and development of our faculty and staff
Increase university-wide leadership training for all faculty and professional staff in succession planning
Improve career preparedness by actively encouraging all faculty and staff to seek professional-development opportunities

Continue to leverage the academic achievements of each college to enhance TCU’s academic reputation
Embed Marketing and Communication personnel across university colleges/schools and units who can manage academic storytelling