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DRAFT MASON STRATEGIC PLAN. DRAFT OUR MISSION DRAFT George Mason University – A university for the world Mission – Who we are and why we do what we do.

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Presentation on theme: "DRAFT MASON STRATEGIC PLAN. DRAFT OUR MISSION DRAFT George Mason University – A university for the world Mission – Who we are and why we do what we do."— Presentation transcript:

1 DRAFT MASON STRATEGIC PLAN

2 DRAFT OUR MISSION DRAFT George Mason University – A university for the world Mission – Who we are and why we do what we do A public, comprehensive, research university established by the Commonwealth of Virginia in the National Capital Region, we are an innovative and inclusive academic community committed to creating a more just, free, and prosperous world

3 DRAFT THE MASON IDEA Innovative = We question current thinking and try new ideas. We honor time- tested academic principles while striving to create new forms of education that serve our students better and new paths of research that can uncover solutions to the world’s greatest challenges. Diverse = We bring together a multitude of people and ideas in everything that we do. Our culture of inclusion, our multidisciplinary approach, and our global perspective, make us more effective educators and scholars. Entrepreneurial = We put ideas into action. We educate students to create as well as carry out jobs; become agents of positive change; and add value through government or business, for profit or nonprofit organizations, academia or the arts. We pursue discoveries that can make a difference in the world. We help our community thrive socially, economically and culturally. Accessible = We are an open and welcoming community. We partner with public and private organizations in our region and around the world. We proactively engage with our community. We define our success by how many talented students with potential we serve, not how many we leave out.

4 DRAFT THE MASON GRADUATE... is an engaged citizen: ethically oriented and committed to democratic ideals; respectful of individual differences, rights, and liberties; knowledgeable of important issues affecting the world; focused on the well-being of others; and committed to building a just society.... is a well-rounded scholar: thinks critically and creatively and demonstrates professional competence; possesses an inquisitive nature; appreciates science, humanities, and the arts; skilled as a communicator; and committed to lifelong learning.... and is prepared to act: innovative, resourceful, and entrepreneurial; ready to do or create a job, interested and practiced in working with individuals from other cultures, backgrounds, and perspectives; and equipped to make positive and meaningful changes in society.

5 DRAFT The Mason IDEA For students Innovative learning Accessible pathways Return on investment For the community 100,000 career-ready graduates Innovation engine Cultural enrichment For faculty & staff Well-being university Diverse, talented community Support for excellence in teaching and scholarship For the world Research of consequence Global problem solving Global learning platform

6 DRAFT FOR STUDENTS Innovative learning Deliver a transformative, signature Mason Learning Experience that is experiential, global and technology rich Accessible pathways Provide multiple pathways and delivery formats to serve the needs of different students Return on Investment Enable every graduate to pursue meaningful lives and successful careers

7 DRAFT Provide opportunities for experiential learning in all programs Research, field work, internships, co-op, service learning Provide opportunities for all students to take part in a meaningful global experience i.e. Study abroad, internship with an international organization, online course with international students Create new and innovative physical and virtual learning spaces Provide faculty support to drive innovative learning Deliver a transformative, signature Mason Learning Experience that is experiential, global and technology rich INNOVATIVE LEARNING Key Metrics: Student learning outcomes Percent of students engaged in transformative, experiential, global, technology-enriched learning

8 DRAFT Create new collaborations with Northern Virginia Community College and other institutions to facilitate affordable access Strengthen pathways for international student access Create online pathways for students to complete the general education requirements In high-demand disciplines To extend our reach to students who cannot attend class at our campuses Provide multiple pathways and delivery formats to serve the needs of different students ACCESSIBLE PATHWAYS Key Metric: Number of programs with alternative pathways

9 DRAFT Establish a tuition policy that makes student costs commensurate with the career opportunities each program affords Create alternative pathways that can reduce average costs for low-income students Create system to assess and “badge” students’ workplace competencies Strengthen career-support services for students and alumni Enable every graduate to pursue meaningful lives and successful careers RETURN ON INVESTMENT Key Metrics: Career outcomes (Goal: <20% of graduates seeking employment 6 months after graduation) Cost and time to degree Student debt measures

10 DRAFT FOR THE COMMUNITY 100,000 career-ready graduates Produce the talent needed to drive economic growth in our region Innovation engine Contribute to the economic vitality of the region by driving innovation and creating learning partnerships with private and public organizations Cultural enrichment Contribute to the cultural vitality of our community through the arts and athletics

11 DRAFT Increase enrollment of high- potential students Special attention to historically underrepresented, out-of-state and international students Increase graduation rates Raise 6-year graduation rate to 78% Create new programs in high demand disciplines and diverse delivery formats Includes Mason Online, partnerships with NVCC and local industry Produce the talent needed to drive economic growth in our region 100,000 CAREER- READY GRADUATES Key Metrics: Number of graduates (in high demand fields, online, historically underrepresented groups) 78% 6-year graduation rate Out-of-state and international matriculations (30%) of undergraduate enrollment

12 DRAFT Create spaces and networks of innovation, collaboration and business acceleration and incubation on all campuses Create a university-wide executive education center Offer high-quality, non-degree and custom programs for public and private organizations and professionals Create a culture, programs and systems to encourage and support faculty and student entrepreneurship Contribute to the economic vitality of the region by driving innovation and creating learning partnerships with private and public organizations INNOVATION ENGINE Key Metrics: Enterprises incubated, supported or accelerated (Goal: >100) Revenues from IP licensing (Goal: >1% of sponsored research budget) Revenues from non-degree programs (Goal: >10% of E&G budget)

13 DRAFT Strengthen our role as meeting point for the enjoyment of artistic and athletic performances Create opportunities for direct engagement in the arts and athletics Be the region’s hub for life- long learning Contribute to the cultural vitality of our community through the arts and athletics CULTURAL ENRICHMENT Key Metrics: Engagement in cultural, athletic, life long learning activities (Goal: double today’s levels) Achieve Carnegie Community Engagement Classification

14 DRAFT FOR FACULTY & STAFF Well-being Become a model well-being university that allows all of its members to thrive Diverse academic community Create an inclusive and diverse academic community that reflects the diversity of the National Capital Region Support teaching and scholarship excellence Provide an environment and resources to support and encourage academic innovation and excellence

15 DRAFT Bring compensation of faculty, staff and graduate assistants to competitive levels Launch initiatives that promote the multiple dimensions of well-being among faculty, staff and students Become a model well- being university that allows all of its members to thrive WELL-BEING Key Metrics: Comparative compensation data across faculty and staff groups (Goal: to reach or exceed median for peer group) Career, social, financial, physical and community measures of well-being

16 DRAFT Recruit, retain and advance diverse faculty across disciplines and ranks Build a diverse administration and professional staff Create an inclusive and diverse academic community that reflects the diversity of the National Capital Region DIVERSE ACADEMIC COMMUNITY Key Metric: Diversity metrics by faculty ranks and staff groups (Goal: 50% increase in underrepresented groups)

17 DRAFT Reward excellence in teaching and scholarship Improve support and infrastructure for excellence in teaching and scholarship Provide an environment and resources to support and encourage academic innovation and excellence SUPPORT TEACHING AND SCHOLARSHIP EXCELLENCE Key Metric: Teaching and scholarship evaluations across disciplines

18 DRAFT FOR THE WORLD Research of consequence Expand research and enhance standards of scholarship across disciplines Global problem solving Strategically focus on multidisciplinary domains of great societal and economic consequence where we can make a difference Global learning platform Create global platform through partnerships and other arrangements to support faculty and student mobility and collaboration

19 DRAFT Improve research infrastructure including space and start-up funds Improve faculty support for sponsored research Increase PhD graduates and decrease time to degree Emphasize research productivity and impact in hiring decisions, promotions and recognition Expand research and enhance standards of scholarship across disciplines RESEARCH OF CONSEQUENCE Key Metrics: Achieve Carnegie Very High Research Classification Sponsored research funding Research productivity and impact metrics: citations, business and policy transfer effectiveness, media and public opinion influence

20 DRAFT Create at least five multidisciplinary institutes Create “U8” network of universities in key international hubs, committed to collaborating in joint global problem solving Strategically focus on multidisciplinary domains of great societal and economic consequence where we can make a difference GLOBAL PROBLEM SOLVING Key Metrics: Number of international partners Impact of international collaboration

21 DRAFT Build a global learning platform through a combination of partnerships and other forms of presence to support student and faculty mobility Provide all students with the opportunity to have a meaningful global experience Create support and reward systems to encourage faculty international engagement Create global platform through partnerships and other arrangements to support faculty and student mobility and collaboration GLOBAL LEARNING PLATFORM Key Metrics: Number of Mason students studying abroad Number of faculty engaged in international projects

22 DRAFT RESOURCES Strengthen financial position with an innovative financial model that incentivizes progress towards our strategic goals, allocates resources efficiently and provides new funding streams Create innovative tuition model that facilitates access while providing adequate revenues Launch comprehensive capital campaign aligned with strategic goals Build a meaningful endowment to secure the needs of future generations

23 DRAFT STRATEGICPLAN.GMU.EDU


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