In 2002, the George Washington University adopted a strategic plan that envisioned two key pillars for GW’s development. First, the plan placed particular departments at the core of the university’s priorities. Second, the plan called for the university to invest in its infrastructure. The plan was an important milestone in the development of the university.
But strategic planning is a dynamic process, and now is the time to assess the needs of and the opportunities for the university as its approaches its bicentennial birthday in 2021.
It is now time for a plan that builds GW’s signature identity. To be sure, university excellence requires us to have individual units, faculty and students who achieve national recognition. But top universities also need a common thread that unifies the strengths of the university.
Consider, for example, the University of Chicago, the Massachusetts Institute of Technology and Stanford—three of the world’s most prominent universities. All three achieved their reputations not simply on account of top ranked departments. The University of Chicago’s focus on critical thought, MIT’s reputation for providing a first-class education in science and engineering, and Stanford’s focus on entrepreneurship have resulted in universities that are highly regarded.
More generally, we believe that the development of a strong strategic plan requires several central elements:
First, good planning requires us to make bold choices. Timid plans based upon short-term goals, protecting the status quo, or political expediency rarely accomplish much. A strategic plan cannot be a laundry list of everything we can or should be doing.
Second, the development of a sound plan depends upon recognizing what the future holds. We need to think prospectively about the nature of demographic changes underway, the evolving nature of career options for our graduates, and the ever changing educational and technological demands that must be met to compete in a global economy.
Third, strategic planning requires a commitment to building on our strengths. As the planning process moves forward, we will want to capitalize on our most highly respected programs, our connections within the Washington community, the university’s commitment to service, our global reputation, and our world-class research facilities.
Finally, strategic planning requires the involvement of the community. Towards this end, we have hosted a number of public events and developed a website to reach out to members of the community interested in the strategic planning process. For details, please visit: http://provost.gwu.edu/strategic-plan
As members of the strategic planning steering committee, we reviewed the discussions that have occurred and identified four themes to orient the strategic plan: globalization, policy and governance, innovation through interdisciplinary collaboration, and citizenship and leadership. Within each of the four areas, we anticipate courses of action that will enhance GW faculty’s research contributions, improve the educational experience for GW students and enhance the university’s reputation. We welcome your ideas.
The strategic plan steering committee includes:
Cheryl Beil, associate provost for academic planning and assessment
Doug Guthrie, dean of the School of Business
Steven Lerman, provost and executive vice president for academic affairs
Forrest Maltzman, senior vice provost for academic affairs and planning
Terri Harris Reed, vice provost for diversity and inclusion
Scheherazade Rehman, professor of international business and international affairs
Brian Richmond, chair of the Department of Anthropology
Sara Rosenbaum, chair of the Department of Health Policy