Action Plan for the University Strategic Plan



2005 Action Plan - Executive Summary

Executive Summary | Context | Priorities | Appendix

Significant progress continues to be made in improving quality aspects of the university notwithstanding continuing budgetary challenges. Ongoing long-term assessment efforts are leading to gradual changes in our mix of programs and are increasing efficiency of our support activities. The Action Plan 2005 derives from the 2000 Strategic Plan and should be understood as its annual iteration. There is simultaneous development of the Action Plan 2005 and a new 2005-2010 Strategic Plan. While the new plan looks further to the future, the Action Plan 2005 will position the university to capitalize on additional improved space such as the residence halls to be built at Piedmont/Ellis and the University Science Park to be built at Piedmont/Decatur.

We give the 2004 progress report under six major groupings:

Next, we give a section that identifies the priorities for 2005. Advancement in these areas will assist the University in achieving the broad overarching vision of becoming one of the nation's premiere research universities located in an urban setting.

In order to accomplish the University's visions, goals and priorities, we need to link disciplinary interests to the (unranked) interconnected aims of:

  • Liberal arts education in all undergraduate programs;
  • Provision of a learning-centered environment;
  • Scholarly activity for all faculty;
  • Advanced research programs;
  • Accomplished professional programs;
  • Intercultural and international perspectives;
  • Interdisciplinary programs across disciplines and content areas;
  • Connections among graduate, professional, and undergraduate studies;
  • Opportunities for collaborative research and scholarly interaction among faculty and between faculty and students;
  • Exploration and use of new learning methods and technologies, when appropriate;
  • Assessment of courses, programs and services for the purpose of their improvement;
  • Information literacy and lifelong learning;
  • Collaboration across institutions and between the campus and the community;
  • Use of our location in an urban area, a center of international commerce and a center of governance, to offer a distinctive education to our students;
  • Participation in partnerships that have a positive impact on community.

Achievement of these interconnected aims will contribute significantly to student learning and an engaged university. A dynamic balance is sought among teaching and learning, research and scholarship, university and community service, and undergraduate and graduate & professional programs.

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