Office of the Provost
Georgia Regents University
Academic Strategic Plan: Create What’s Next
GRU is developing an academic mission-based plan that will outline how the academic and administrative units will advance the core academic purposes of the university while supporting the strategic priorities and organizational goals of the institution, as expressed in the university's strategic plan, Transition Forward.
The development of an academic strategic plan is based on two essential principles: first, a thorough examination of the internal and external environment in which the university operates; and second, the active participation of faculty, staff, and students in the development of a list of core issues that are appropriate for inclusion in the academic plan.
WE NEED YOUR INPUT.
- Review Environmental Scanning Documentation: Please click on the link to the left to visit the environmental scanning page. You will find a list of internal and external documents to help you examine our current environment. Click on the category you want to review to view the list of articles. Click on any item, and you will find a categorized list of the document and a link to download or view the document.
- Provide Input through the Survey: Once you have examined the documentation, please click on the Take the Survey tab or the link to the left to complete the survey with your thoughts and ideas.
The information from the survey will then be compiled and used to identify and prioritize key concepts or focus areas to be included in the academic strategic plan.
Your engagement in the process will help the GRU academic strategic plan will provide a clear set of goals to guide the university's collective efforts to realize the GRU mission, vision and values, and Create What's Next.
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.
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.
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.
We can’t be everything for everyone so we must decide what we are committed to in terms of both quality and marketability.
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.
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.
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.
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.
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.