Amherst-College-06-09-2015-strategic-plan
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Amherst-College-06-09-2015-strategic-plan
Strategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-plan and we thank them for giving SO generously of their time and ideas. We began the process of strategic planning more than a year ago with seven planning committees that met during the 2013-14 academic year. Four core committees focused on education, research, student life, diversity, and internation Amherst-College-06-09-2015-strategic-planalization, and were chaired by faculty members— Anthony Bishop, Judith Frank, Rhonda Cobham-Sander and Amrita Basu. The three support committees wereAmherst-College-06-09-2015-strategic-plan
chaired by members of the senior staff: Jim Brassord served as chair of the Campus Framework Planning Committee; Kevin Weinman chaired the Financial OStrategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-planre process. It is made up of the committee chairs, the former Dean of the Faculty, the current Dean of the Faculty, the Associate Deans of the Faculty, the Provost (chair), several members of the senior staff, a trustee, and the President. Altogether, 34 professors, 28 staff members, 18 students, ei Amherst-College-06-09-2015-strategic-planght members of the senior staff, and nine trustees served on the planning and/or steeringcommittees. Eight of the trustees are alumni, and the views oAmherst-College-06-09-2015-strategic-plan
f manyalumni were sought in meetings held around the country for that purpose.Each of the four core committees prepared a report and a scries of recomStrategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-plan of meetings with students, staff, and faculty to seek the views of the larger community. As noted, alumni weighed in at a multitude of gatherings, as well as in online comments. The feedback we got from the College’s constituencies was invaluable. It has played a crucial role in bringing US to the Amherst-College-06-09-2015-strategic-planfinal stages of the process.This past July and again in September, the Steering Committee held a retreat to discuss the committee reports and the respAmherst-College-06-09-2015-strategic-plan
onses to them. With the help of Keeling & Associates, we developed a tentative articulation of priorities and possible actions, guiding the work that Strategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-plan continued to meet throughout this academic year. The draft we circulated for comment in March reflected the deliberationsof the Steering Committee and integrated ideas and perspectives that had been developed in campus framework and financial planning. The draft plan was discussed by the major gove Amherst-College-06-09-2015-strategic-planrnance committees—the Committee of Six, Committee on Educational Policy, and Committee on Priorities and Resources—and by the College Council, CommittAmherst-College-06-09-2015-strategic-plan
ee on International Education, Employee Council, Managers Council, and Association of Amherst Students. Open meetings were organized for those who wisStrategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-plannow ready to be brought to the faculty, the Board of Trustees, the Association of Amherst Students, and members of the Employee Council.We thank you for taking part in the process of developing Amherst’s strategic direction and look forward to your participation in its implementation.3 I strategic P Amherst-College-06-09-2015-strategic-planlan for Amherst CollegeIntroductionAmherst has long been known for intellectual rigor, for the density and durability of its connections, and for theAmherst-College-06-09-2015-strategic-plan
contributions of its alumni. At a time when colleges and universities are considered by some to be “academically adrift,” Amherst has maintained high Strategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-planated by no special interest, is limited to no single human task, but is intended to take human activity as a whole, to understand human endeavors not in their isolation but in their relations to one another and to the total experience which we call the life ofour people."Alexander Meiklejohn Preside Amherst-College-06-09-2015-strategic-plannt of Amherst College 1912-1924Our goal is to preserve liberal arts education by reinventing it for changing circumstances and a more heterogeneous poAmherst-College-06-09-2015-strategic-plan
pulation. Higher education faces growing criticism for the low priority many institutions give to undergraduate education, for low academic standards,Strategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-plane. Over the past decade, the College has renewed its commitment to access and affordability with generous financial aid and aggressive recruitment strategies. We bring the most promising students to Amherst regardless of their financial circumstances. The quality of the institution depends on our ab Amherst-College-06-09-2015-strategic-planility to create opportunity for the most academically talented young people. Access and affordability arc, for that reason, core strategics and key deAmherst-College-06-09-2015-strategic-plan
terminants of our success. They have made Amherst’s student body one of the most socioeconomically, racially, ethnically, and internationally diverse Strategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-planand student diversity puts us in a unique position to rethink residential liberal arts education in order to preserve it for a chang-ingpopulation and an uncertain future. As was true at the founding, the College’s commitments to opportunity and quality education depend on philanthropic support and Amherst-College-06-09-2015-strategic-planon the wise investment of our resources.Amherst is among the first of its peers to experience the opportunities and challenges that greater diversityAmherst-College-06-09-2015-strategic-plan
brings. Our student body now looks the way the country will look in 2050. What we do with the variation in background, identity, and point of view matStrategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-planin order to make good on its promise for a changed social and cultural world. Amherst faculty41 strategic Plan for Amherst Collegeare already reaching down into the fundamentals of the liberal arts to make changes in how and what they teach.While many places emphasize diversity, few have acknowledge Amherst-College-06-09-2015-strategic-pland how profoundly it requires a renewal of the structure of a residential liberal arts education or how socially necessary and valuable the liberal artAmherst-College-06-09-2015-strategic-plan
s project is in a rapidly-changing world. Few have adequately addressed the problem of rising costs.This plan celebrates the liberal arts as our definStrategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-planguished by:—bold policies on access and affordability that ensure our net price continues to be one of the lowest among private institutions;—high academic standards and a curriculum that cements Amherst’s reputation for quality and invention;—a global outlook and global capabilities as a dimension Amherst-College-06-09-2015-strategic-planevery' graduate should possess, regardless of career path;—a reimagined residential experience that makes our differences in socioeconomic, racial, etAmherst-College-06-09-2015-strategic-plan
hnic.and national background a greater educational benefit for all our Students;—a transformed east campus that inspires students, faculty, staff, andStrategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-plancritical and creative thinkers who succeed across a wide range of careers. Amherst’s graduates have an impact on the world that is disproportionate to their numbers, demonstrating the importance of opportunity' and academic excellence. In the face of pressures on colleges and universities to be all Amherst-College-06-09-2015-strategic-planthings to all people, Amherst has kept its focus trained on academic rigor and intellectual engagement. Engagement is key. The College flourishes becaAmherst-College-06-09-2015-strategic-plan
use of the connections it encourages among people and ideas. At the heart of those connections is Amherst’s emphasis on close colloquy between a faculStrategic Plan for Amherst CollegeStrategic Planfor Amherst College2015PreambleMany people have contributed to the development of this strategic plan Amherst-College-06-09-2015-strategic-planare and passionate commitment to their success—as students and as human beings. Generous and demanding faculty equip students with the tools and confidence they need to ask good questions, makesurprising connections, and apply rigorous analysis to complex problems. Amherst graduates are not inclined Amherst-College-06-09-2015-strategic-plan to offer simple, "point-and-click” answers to the growing number of challenges that confront them. They respect and make use of the activity of thinkAmherst-College-06-09-2015-strategic-plan
ing—carefully, critically, creatively.Gọi ngay
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