Honing in on the
James Madison University of
2008
Everyone in the JMU family is ecstatic over the tremendous accomplishment of our football teamin winning the NCAA Division I-AA national championship. The victory experience in Chattanoogawas incredible, and I hope all of you who could not attend the game were able to watch it on television. This is a great feeling for JMU, and I'm sure you all join me in extending congratulations to the players, coach Mickey Matthews and his assistant coaches. You will find coverage of the 2004 dream season included in this issue.
The excitement of the football victory has led me to reflect on the past and future of JMU. It is hard for me to believe that more than six years have passed since I became president of JamesMadisonUniversity. Time flies; and, as the cliché says, it hasbeen fun--but it has also been exciting, invigorating and challenging.
JMU has prospered and flourished since it was founded nearly a century ago and much of that success is due to its tradition of change. A vital element of this tradition has been the ability to react swiftly to societal changes and frequently anticipate them.
It is essential that the university maintain this tradition. Three months after assuming the presidency, I appointed the Centennial Commission -- a group of more than 70 people drawn from throughout the university community. The commission was asked to begin the process of defining the type of institution the university should be in 2008 when it cele-brates its 100th anniversary. The commission's recommendations were fine-tuned by the administration, faculty and board of visitors. The result was 29 defining characteristics that describe how the JamesMadisonUniversityof 2008 should appear.
This year, we did an analysis of the progress that has been made on the characteristics. We determined that six of the goals need focused attention, and they have been noted for special emphasis. (The six are summarized below.) They will be the focus of short-term strategic actions for the four years until the centennial. The remaining 23 characteristics, on which we have already made progress, will receive continued commitment during that period.
All the characteristics are designed to support the university's mission statement: "We are committed to preparing students to be educated and enlightened citizens who will lead productive and meaningful lives."
Our vision statement for carrying out that mission is "To be the new American university, a hybrid of the best qualities of research and liberal arts institutions." All actions relating to the characteristics are consistent with the traditional values that are part of the JMU fabric: student-centered, excellence, integrity, mutual respect and service to others.
We are rapidly approaching the end of the first Madison Century and nearing the beginning of the second. As we move toward a major celebration of JMU's centennial, we will maintain the tradition that has been consistent with this institution since it was founded -- a tradition of change, innovation and continual improvement.
Linwood H. Rose, President
Six focused goals for short-term strategic action until the centennial
1. Diversity. "The university will be a diverse community whose members share a common JMU experience." The world is marked by diversity. What we believe and value is best confirmed by the test of others' opinions. To offer a richer educational experience and promote growth, we must establish a critical mass of underrepresented populations among the faculty, staff and students.
2. Financial Resources. "The university will enhance and diversify funding sources to achieve initiatives campuswide." The reality of life is that funding is necessary for quality programs. To provide the best learning experiences for our students, state funding must be increased to a level at least comparable to our peer institutions. At the same time, we must seek out new revenue sources to reduce our dependence on the commonwealth, which faces an ever-increasing demand for funding from a variety of sources.
3. Private Support. "The university will develop broad-based financial support and involvement among alumni, parents and friends." Support from the private sector is absolutely essential if JMU is to maintain its high level of quality. Our goal is to complete our first capital campaign in 2008, JMU's centennial year, and to establish a strong culture of donor support for JMU.
4. Graduate Programs of Distinction. "The university will offer graduate programs of distinction." The principal focus of the university will remain undergraduate education. However, a small number of nationally distinctive graduate programs will enhance the reputation of the university, attract faculty members and students of the highest caliber and enhance our undergraduate programs. We plan to establish six to eight graduate programs that are recognized as nationally prominent.
5. Professional Development. "The university's strength is in its people and thus we will invest in both professional development and instructional innovation and excellence." The quality of the learning and service environment on campus is determined primarily by the knowledge and skill of our faculty and staff. Any enhancement of the collegiate experience for our students must be grounded in the continuing development of our faculty and staff.
6. Institutional Planning. "The university will involve the entire campus community in a well-defined, consistently used and commonly understood process for planning and decision making." If we are to succeed, there must be a common understanding of our goals. The success of JMU in the future must be based on shared values and beliefs guided by the involvement of the entire university community.