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Education Mission Strategic Plan Draft

We are working to finalize our education mission-based strategic plan that will guide the institution in advancing the core educational purposes of the institution while supporting the GRU strategic priorities and organizational goals as expressed in the university's strategic plan, Transition Forward.

The development of an education strategic plan is based on two essential principles:

  • a thorough examination of the internal and external environment in which the university operates; and
  • the active participation of faculty, staff, and students in the development of the plan.

During the past nine months, leadership groups such as the Deans Council and Provost Cabinet, and more than 100 faculty and staff members have participated in focus group sessions to provide input into the development of this version of the Education Mission Strategic Plan.

Deans' Insights

  • Our highest priority must be the development of first class medical and clinical programs that are capable of national recognition, but our vision must be to create a university that includes these programs without devaluing others.
    —Dean Clark
  • We must include a commitment to interprofessional education that allows health care providers to provide patients with the “best care” by working with colleagues across all disciplines, including the Summerville Campus.
    —Dean Lefebvre
  • We need an inspiring vision that speaks to the heart of an undergraduate education. All of our students should possess a basic understanding of health and wellness but we must also give them a strong foundation in humanities and sciences. We are preparing our students’ hearts and minds to meet the challenges of the 21st century.
    —Dean Balas
  • We can’t be everything for everyone so we must decide what we are committed to in terms of both quality and marketability.
    —Dean Chance
  • While enrollment targets serve an important function, for some of our graduate programs the key is not more students as much as it is more qualified students and for some programs a more rigorous curriculum.
    —Dean Watsky
  • As a university that has just been born we need to concentrate on the synergies that make positive things happen. We need to discover the opportunities that we don’t even know exist yet. We must be willing to maximize the new university we have become.
    —Dean Buckley
  • A comprehensive university with balance and integration of arts and sciences, health professions and health system is best for GRU, the next Great American University.
    —Dean Marion
  • Programs focused on non-traditional students could be one of our most successful market areas, if we develop creative programs and commit to expending the resources necessary to market the programs.
    —Dean Miller
  • Dormitories (student housing) are key. They are absolutely essential for our institution to make the academic transition that is required for us to be successful. It will not be possible for deans to do their job without proper living and learning communities for our students.
    —Dean Hicks

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