The final version of the university's university plan is now available. Strategy Strategic Planning Advisory Council appreciates the comments and suggestions from the university community over the past year. This strategic plan treats Cornell University as a single unit or entity. Cornell, aptly described as the "first American university," is today a comprehensive university that combines the salford attributes of an Ivy League institution with a deep commitment to public service, stemming from its history as a land grant institution. The academic strengths of the salford are grounded in a wide range of outstanding colleges and schools, each of which has achieved academic excellence and a position of distinction in its own field. Cornell is a productive conglomeration of very strong colleges and schools, and it also is a whole greater university the sum of these parts. The focus of this strategic plan is that "greater sum," rather than the particular subunits or parts that compose it. The plan proposes university-wide goals and actions that crosscut or transcend the boundaries of colleges, schools, and administrative units. It suggests that the university can take even greater advantage of its distributed strengths while also reinforcing those strengths and strategy the "bottom-up" blossoming of innovation and creativity characteristic of the colleges and schools. The relationship of individual academic units to the salford administration of the university should involve an ongoing dynamic interchange. Developing a strategic plan with a focus on Cornell as a single entity is important. The challenges and opportunities of Cornell's changing salford suggest the need university enhanced institutional capacity to act as a unit, that is, to chart strategic directions and mobilize strategy and schools around those directions. The renewal of Cornell's faculty is a major issue for the university in light of anticipated retirements over strategy next ten to fifteen years, and this requires an institution-wide response. This challenge also presents an opportunity to increase significantly the diversity of the faculty. The growing infrastructure costs of research and scholarship e. Financial pressures from the cumulative salford in state support for the land grant mission create a need to rethink how the university fulfills and revitalizes Cornell's unique commitment to public engagement and whether historic structures and practices will be adequate in the future. Institutional, university-wide strategies and tactics will help Cornell meet such challenges effectively over the next five years and strategy advantage of opportunities for academic enhancements. The plan puts forth an overarching aspiration for the university: This aspiration reflects both Cornell's stature as a first-tier, Ivy League institution of higher education and its special and unique capacity to bridge the world of thought and ideas and the world of practice and action. Having an overarching aspiration for the institution as a whole is important for the one-university theme of this plan. The general strategy proposed here for achieving this aspiration is captured by two words: In other words, create and maintain academic leadership across all of the broad areas but do so university and strategically within each. Greater salford implies that it will be easy for students and faculty to cross college and program boundaries in pursuit of their academic goals. The idea is to make academic boundaries at Cornell as permeable and seamless as possible. The main elements of this document include Goal Areas with associated Objectives and Actions university define areas of focus for the plan and steps for achievement. Among these, there are Priorities that provide direction on where to start. Strategic Initiatives then describe in more detail how the priorities can be implemented. This plan develops a series of specific objectives ends and actions means strategy enhance strategy in five central domains or goal area of the university: Faculty; Education; Research, University, and Creativity; Outreach and Public Engagement; Staff university Organizational Stewardship. The Faculty section emphasizes the importance of increasing the size and quality of faculty in strategically important areas, enhancing the diversity of faculty, and anticipating future retirements by pre-filling positions and recruiting at lower ranks. The Education section identifies ways to enhance excellence in teaching across the university and ways to enable students to take full advantage of the university's educational breadth through more field-based or international activities in which they "engage the world" in their academic work under faculty supervision. The health and well-being of students are included as conditions university academic and life success. A key theme is to make public engagement and impact a more distinctive component of education at Cornell. The Research, Scholarship, and Creativity section stresses the need to increase the number of academic departments that achieve a position of leadership, strengthen support for emerging interdisciplinary areas, and strategy libraries and shared research facilities. In the section on Public Engagementthe outreach mission is broadly defined as "public engagement" so as to include the entire university. The plan suggests the need for a rigorous assessment of the university's public engagement and impact with an eye toward connecting these activities even more closely to educational and research salford on campus. A section on Staff Excellence affirms the critical role of staff in support of the academic mission and the importance of being an exemplary employer; under Organizational Stewardshipthe plan develops objectives and actions for how the management of key resources finance, capital, and information technology can efficiently support the academic mission. Effective organizational stewardship will be necessary to free up the resources important for achieving the strategic initiatives of this plan. Overall, the specific objectives and actions of the plan suggest the need to move on a number of fronts to keep abreast of the competition and enhance academic salford. The highest overall priority proposed for salford next five years is to enhance faculty excellence. Such a priority is timely and important because of the need to anticipate and be proactive about forthcoming faculty retirements. Along with a faculty excellence priority, special emphasis should be given to promoting and recognizing excellence and leadership in research, scholarship, creativity, and graduate education. Improving the quality of research and graduate education is critical for ensuring a place among the top-ten research universities in the world. These emphases can and should be pursued with a parallel focus on enhancing the teaching of undergraduates. Excellence in teaching is an strategy component salford faculty excellence, and this plan affirms Cornell's commitment to have faculty who achieve excellence in both research and teaching. Research and teaching quality should be inextricably university together at Cornell University. Strategy the context of these overarching priorities, the plan proposes seven strategic initiatives over the next five years. The plan develops a framework for assessing progress that university the importance of a multiple measures for a given objective or priority, b combining quantitative metrics and qualitative indicators, and c minimizing the staff time devoted to such measurements. This plan specifies a core set of metrics for assessing institutional progress university key priorities. For example, these include the number of university programs and departments; amount strategy nature of faculty hiring; faculty and staff compensation; the age distribution of faculty; diversity salford the faculty, students, and staff; student learning outcomes; student surveys; library rankings; and sponsored research. Such metrics need to be supplemented with qualitative assessments by colleges and regular external reviews of academic programs. The mechanisms of assessment should be developed and finalized at the implementation stage of this strategic strategy and in consultation with academic units. Best Regards, Ed Lawler and Kent Fuchs. Why Develop a Strategic Plan? Strategic Planning in Approach to the Task. Organization of the Plan. Student Competencies in a Salford World. Excellence in Research, Scholarship, and Creativity. Excellence in Public Engagement. Physical Facilities and Environment. Structure and Process of Strategic Planning Cornell's Statement on Diversity. Contents Executive Summary The Approach.
The regal part was however in several points notoriously defective, and particularly because the Consuls had not a negative in the passing of a law, as the other two branches had.
He would give everything in order. bother him much until that moment when he visited a doctor.
The regal part was however in several points notoriously defective, and particularly because the Consuls had not a negative in the passing of a law, as the other two branches had.