Approved: University Planning Council: 4/28/08
Approved: UVM Faculty Senate: 5/15/08
Approved: UVM Board of Trustees: 9/4/08
Revised and Approved: UVM Board of Trustees: 12/5/08
The University of Vermont has embraced a vision of academic excellence predicated on investment in faculty and staff, in student scholarships, in programmatic initiatives like the Honors College, in attractive residence halls that promote community, in new academic and research facilities, in a student center and enhanced student programming, in intercollegiate athletics, in maintenance and beautification of the campus, and in instructional technology. The university has achieved remarkable success since the turn of the century -- a period that encompasses the approval by the Board of Trustees of the Strategic Action Plan in 2000, the evolution of that plan in the University Strategic Plan of 2003, the financial elaboration of the plan in the Strategic Financial Plan of 2004 and the Strategic Capital Plan of 2006, and the curricular elaboration of the plan in “Signatures of Excellence” the same year -- and in recognition of the thematic continuity and coherence of these planning documents, the University of Vermont community reaffirms the core values of the vision and mission that have guided the university in recent years.
Yet our recent successes are only a beginning. Our own achievements have created even higher expectations for the future, a future in which we will face increasingly intense competition in bringing together all that is required to meet these higher expectations. And, we will quite likely confront this pressure in an economic, social, and political context that is quite different from that of the last decade and, perhaps, less facilitative of our efforts to meet the challenges ahead.
Anticipating fewer high school graduates and increasing fiscal pressures for families, state and federal government, and private donors, we propose a strategic plan that, if pursued, will sustain the advance of the University of Vermont through the next decade and beyond. UVM cannot match the budgetary resources of many of our peer and aspirant institutions. But by dint of being creative, focused, and resourceful, we can nevertheless put UVM in the vanguard through the realization of the vision and achievement of the mission, goals, and objectives delineated in this document.
The nation’s smallest land grant institution with a medical college, UVM has a human scale and distinguished intellectual heritage we aim to turn to advantage. That heritage goes back to our fifth president, James Marsh, who, in addition to inventing the modern system of academic majors and elective courses, had a passionate commitment to the practical application of knowledge. The legacy includes Vermont Senator Justin Morrill, author of the Morrill Land Grant Act of 1862 that established higher education in the United States as a public good, democratically embracing the education of the working classes and extending the mission of higher education from the liberal arts to the practical application of knowledge for the benefit of society. Our intellectual heritage encompasses the philosophy of UVM’s most renowned graduate, John Dewey, a champion of American pragmatism, progressive reform, and experiential and lifelong learning. These assets, our human scale and our intellectual heritage, are foundations on which we propose to create value and quality that will embody and extend the distinctive contributions to American thought and education of our University and our State.
To be among the nation’s premier small research universities, preeminent in our comprehensive commitment to liberal education, environment, health, and public service.
To create, evaluate, share, and apply knowledge and to prepare students to be accountable leaders who will bring to their work dedication to the global community, a grasp of complexity, effective problem-solving and communication skills, and an enduring commitment to learning and ethical conduct.
As the cost of higher education increases, economic conditions ebb and flow, and competition for fewer students and for all sources of revenue intensifies, UVM is best positioned if it can make a case for educational distinction and distinctiveness and for student, faculty, and staff success. There is much evidence of these qualities already at UVM. Our challenge is to extend these farther and deeper so that evidence of excellence and success is encountered by all who have or seek a relationship with the University of Vermont. Adherence to, and achievement of, each of the following five goals, in parallel, will secure the academic quality and reputation of our students, faculty, and staff, and the distinctive UVM educational experience. Our progress in achieving the action plans developed in support of each goal will be the basis for UVM’s sustained competitiveness in higher education.
Therefore, to realize our vision to be among the nation’s premier small research universities, we must take these actions.
Diversity: Build a diverse and globally aware university community sustained by an inclusive, supportive, and just campus climate.
Objectives:
Academic Programs: Increase the quality and stature of academic programs and align undergraduate and graduate education with institutional priorities.
Objectives:
Scholarship: Focus and strengthen research, scholarship, and
the creative arts, and develop outstanding graduate programs that support the
creation and sharing of knowledge.
Objectives:
Student Experience: Provide a distinctive university experience that prepares students for success as accountable leaders in the 21st century.
Objectives:
Institutional Efficacy: As an institution, model the highest standard of ethical conduct, accountability and best practice, public service, and strong commitment to lifelong learning.
Objectives:
Implementation of University Planning Goals and Objectives
The President charged the University Planning Council (UPC) under the leadership of the Provost with developing and implementing a university strategic plan. The responsibilities of the President, Provost, UPC and other administrators are described below.
The Board of Trustees is responsible for:
The President is responsible for:
The Provost is responsible for:
The UPC is responsible for:
The Vice Presidents, Deans, Chairs, Directors, etc. are responsible for:
Last modified January 11 2009 03:07 PM
