Rooted in the philosophy that a liberal arts education is the base for all undergraduate programs, the success of the eight priorities is threaded through and dependent upon these underlying principles:. Faculty and Staff Hires. Part of the plan is to create a non-production track that focuses on the study of media and the research methods that surround it, and a to create an interdisciplinary track called iAMM, bringing together the disciplines of art, media, and music. Integrity We are committed to the highest standards. Faculty hires in each of these areas, curricular review, improvements in advising, and upgrades in technology and facilities will continue in an effort to support program goals.
UTA is rapidly becoming the model for what a 21st-century urban research university should be. This strategic plan, with its four broad themes, crystallizes this model and sets a path to unprecedented excellence in research, teaching and community engagement.
UK Strategic Vision
Faculty hires in each of these areas, curricular review, improvements in advising, and upgrades in technology and facilities will continue in an effort to support program goals. Below are objectives for the next five years. Faculty and staff assigned to key areas.
The Speech Communication concentration is the oldest in the Department and has served the university well for 70 years inoffering degrees to thousands of graduates while providing its Public Speaking course as a general education requirement to the university.
Along with this goal, the curriculum with be enhanced with an increase in faculty in new communication areas. The Theatre program has continued to provide strong teaching, practical experience, and exceptional stage productions for many years. The concentration has been improved recently with the re-design of the curriculum, the establishment of an advisory board, the creation of a small black-box laboratory and the continued production of award-winning stage performances.
One of the primary goals of the concentration is to establish a well-articulated mission and vision, increase the number of faculty in the discipline, while fostering an atmosphere ofcollegiality and collaboration among faculty in the discipline, throughout the Department of Communications, and with other departments across the university. The program has the potential to attract more students, but suffers from few faculty and staff to meet the demands of an active performance and production agenda.
The approval of a formal degree program in Theatre will be considered as the program grows over the next five years. Faculty and Staff Hires. Key Faculty and Staff within and outside the program. Theatre Faculty and Staff on Accreditation committee.
Key Theatre Faculty and Staff. Theatre Faculty representing key areas. The Forensics program is recognized nationally as an outstanding program, and studentshave consistently performed at a superior level by winning 2, awards during the fifteen yearspan Efforts will continue to encourage faculty support from the Department of Communications, while continuing to recruit new faculty to support the program.
The program will continue to compete in regional and national competitions while hosting tournaments as well. Alumni Placement and Performance Assessment. The department will look to federal grants, corporate funding, private donations, and revenue generated from in-house projects, student media outlets,and its state-of-the-art facilities to improve its program.
Faculty and Staff Grant Writers. Alumni, Faculty, Staff Giving. Faculty and Staff on Grant Committees. Faculty and Staff associated with the productions. These projects will allow faculty, staff, and students from across the university and region to work together resulting in faculty development and student learning, service to the community, and external funding for the department.
Department Chair and Concentration Coordinators. Faculty from each Concentration. Department Chair Concentration Coordinators. Department Chair Concentration Coordinator. Mass Communication Faculty and Staff. We are imaginative and resourceful, thriving in an environment that values independent thought and encourages originality and innovation amongst its staff and students.
We achieve more together; we are an inclusive, collegial community that builds tolerance, respect, and mutual support amongst staff and students. We are committed to the highest standards. Our personal and institutional conduct is consistent and honest, engendering trust between and within our University communities.
Our exceptional students share in these journeys of discovery and become confident thinkers who can realise their full potential. Our knowledge and technologies, developed through our research and applied through our enterprise, will have real economic and social benefit for the world. People will choose Southampton because of its reputation for quality and to play a part in changing the world. Our staff will say it is a great place to work, where they are encouraged to be creative and are part of a team that achieves more together.
We will be a university consistently ranked in the top 10 nationally and top internationally. Our graduate prospects will be among the best. Our entry tariff will reflect our reputation as a leading university, with completion rates and good degrees reflecting our commitment to fully developing the potential of our students. We will achieve all of this while improving our sustainability and generating a surplus that allows us to invest in our University.
If you continue without changing your settings, we will assume that you are happy to receive cookies on the University of Southampton website. Our strategy We will strengthen our reputation, increasing our national and international rankings to secure a position in the top 10 in the UK and top internationally.
Our ranking increases our reputation and our reputation increases our ranking. Supporting strategies We have three supporting strategies underpinning our University strategy, these are: Education strategy Research and Enterprise strategy International strategy.
Transiting Exoplanet Survey Satellite Astronomers at Birmingham playing a leading role in the TESS asteroseismology programme. You have unlimited possibilities for success at Tennessee State University. We’re a leading institution of higher learning and provide students with the opportunity to experience academic and personal growth. The Gold Standard A broad-based team of campus community members was charged to assist Western Michigan University in revising its strategic plan. The member University Strategic Plan Transition Team received its charge from WMU's senior leadership in September and completed the charge in March