University Strategic Plan (2000-2005)
Conclusion
The process that led to the development of this document was
telling. It revealed broad sentiment that there is an intellectual
vibrancy among the faculty and staff, an openness to change, and
an eagerness to address new challenges. There is a shared view
that the University must continue to work together to redefine
itself and sharpen the focus of its activities. Now having engaged
fully in the examination of its mission in greater detail, Georgia
State University stands resolute in its commitment to attain a
position among the nation's premier state-supported universities
located in an urban setting. The success of these Strategic Initiatives
will depend on maintaining and improving strong undergraduate
programs, and strong programs of research and graduate education
in key departments, schools, and colleges, in addition to fostering
interdisciplinary and co-curricular programs. It will also require
greater resources and closer links with external constituencies
than currently exist.
The success of these Strategic Initiatives will depend on significant
resources. The president must actively continue to seek increased
funding from the University System of Georgia so that Georgia
State University receives a more appropriate share of funding
within the System. If the actions proposed above are pursued,
the University should stand an even better chance of securing
a larger share of state resources. This would follow, since the
University would present a clearer image of itself to the external
world, would carry out actions that implement this image, would
capitalize on its comparative advantages, and would utilize resources
in cost-effective ways. Another element of the solution is for
the campus to utilize its present level of resources in ways consistent
with its primary goals. Therefore, on-going, planned reallocation
is being used as a central approach to the problem. It will take
a combination of additional resources and reallocated resources
to propel the University forward to higher levels of achievement
of its mission.
The Strategic Plan will guide continued development of the University.
Following processes initiated in 1997, the next step in implementing
the Strategic Plan is to develop an annual Action Plan that reviews
goals, considers new circumstances, and establishes priorities.
The University Senate has delegated to the Planning and Development
Committee authority for approval of the annual Action Plan for
the Strategic Plan that will be developed by its Strategic Planning
subcommittee, which has representatives from each of the colleges
and members from other Senate committees. The Budget Committee
and the Fiscal Advisory Committee to the President will review
sources of funds and expenditures for their relevance to elements
of the Strategic Plan as an annual budget recommendations for
the University are developed.