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First in 2009: President’s Strategic Vision for Miami
By its 200th birthday, Miami University will be the leader in the nation among public universities having a primary emphasis on undergraduate education and also having significant graduate and research programs.
II. President’s Goals
To become the leader in the nation, Miami University must be a vibrant, energetic, forward-looking institution which seeks continuously to enhance its academic and intellectual vitality. This objective will be achieved through meeting the following goals:
1. Strengthening the academic profile of entering students.
2. Strengthening the academic profile of new faculty and the academic support for existing faculty.
3. Developing a curriculum for the 21st century at both the undergraduate and graduate levels.
4. Strengthening academic standards and enriching campus intellectual and cultural life.
5. Increasing diversity of the faculty, staff and student body.
6. Enhancing campus facilities, buildings, systems and technology.
7. Strengthening the university revenue base.
8. Developing improved benchmarking with peer institutions.
III. Divisional Goals
To be meaningful, the president’s goals must be refined by benchmarks and specific outcomes. This process of refinement and definition will require the broad involvement of the university community. Therefore, the divisional vice presidents and other senior officers, with appropriate consultation, are being asked to set divisional goals and embark on a planning process for their own areas. To assure consistency and compatibility with overall university objectives, all divisional plans are being reviewed and coordinated by the president and vice presidents. If plans and objectives entail significant policy changes, the University Senate and other appropriate governance bodies will be consulted for comments and recommendations.
IV. Guiding Principles
In formulating plans, the divisions are being guided by two principles. The first principle is to build on the university’s core strengths that contribute to the undergraduate experience:
- high expectations for faculty excellence in instruction and research
- a residential experience that is an essential ingredient of undergraduate education
- a liberal arts underpinning across the curriculum
- extracurricular opportunities which emphasize ethical values, good sportsmanship, leadership, and public service
- selective admissions criteria
- a diverse, traditional age student body, recruited nationally and internationally
The second principle is to strengthen the intellectual climate of the institution through developing and supporting:
- research, scholarship and creative work
- nationally distinguished graduate programs
- high academic standards and expectations
- a culturally rich environment
In addition, Miami’s regional campuses and European center will develop strategic principles and plans consistent with their unique missions and responsibilities.
V. Measurable Outcomes
There is no single measure of institutional performance. Progress toward meeting plan objectives, therefore, will be evaluated each year by a combination of benchmarking with peer institutions and, when possible, quantitative monitoring of performance. Since quality cannot always be determined by numbers alone, quantitative indices will be augmented by considered judgments. The results of these evaluations and the progress toward meeting goals will be reported annually to the board of trustees and university community.
Date Published: 02/10/2000