Georgia Tech has been shaped by the work of generations to become one of the nation’s most prominent public universities. Our success is the result of our willingness to grow and adapt to the challenges and changing circumstances at each stage of our development. Founded in 1885 to help build Georgia’s technological infrastructure, Georgia Tech exceeded the expectations of its founders, becoming a multi-faceted research university that serves as a source of new technologies and a driver of economic development not only for Georgia, but also for the nation and the world.
For all of Georgia Tech’s accomplishments to date, however, the coming era will require us to refine our strategy once again. Successful universities of the future will be defined by their ability to build learning and research communities that are multidisciplinary, multi-institutional, and that emphasize lifelong learning. They will extend the involvement of their graduates with the university throughout their lifetimes. These institutions will cross their own traditional boundaries as well as those among industry, government, and academia throughout the world.
Our goal is not to simply be one of those universities, but to create a model for future success in academia. We want to be a leader among the world’s best technological universities. We want to lead in a fashion that is distinctly Georgia Tech. We will succeed with outstanding faculty, staff, students, and alumni who push the frontiers of knowledge and technology, harnessing both for the benefit of Georgia, the nation, and the world.
Georgia Tech’s Mission and Vision
Our vision is bold: "Georgia Tech will define the technological research university of the 21st century and educate the leaders of a technologically driven world."
Our mission is clear: "to provide the state of Georgia with the scientific and technological knowledge base, innovation, and workforce it needs to shape a prosperous and sustainable future and quality of life for its citizens." It is achieved through educational excellence, innovative research, and outreach in selected areas of endeavor.
Georgia Tech’s mission in education and research will provide a setting for students to engage in multiple intellectual pursuits in an interdisciplinary fashion. Because of our distinction for providing a broad but rigorous education in the multiple aspects of technology, Georgia Tech seeks students with extraordinary motivation and ability and prepares them for lifelong learning, leadership, and service. As an institution with an exceptional faculty, an outstanding student body, a rigorous curriculum, and facilities that enable achievement, we are an intellectual community for all those seeking to become leaders in society.
Georgia Tech values its position as a leading public research university in the United States and understands full well its responsibility to advance society toward a proper, fair, and sustainable future. By seeking to develop beneficial partnerships within public and private sectors in education, research, and technology, Georgia Tech ensures relevance in all that it does and assures that the benefits of its discoveries are widely disseminated and used in society.
Georgia Tech pursues its mission by giving the highest respect to the personal and intellectual rights of everyone in our community. In return, we expect that all members of our community will conduct themselves with the highest ethical principles.
Strategic Advantages
Georgia Tech’s strengths provide a foundation for the strategies that will allow us to build a new model of technological education. As an institution known for excellence in teaching and research, these strengths include:
- An excellent and diverse student body, an exceptional faculty and staff, committed alumni, and many friends who have a vital interest in the future of the Institute.
- A vigorous, dynamic research program that produces technology and innovation, helping to drive local, national, and international economic growth.
- A focused mission with a historical commitment to innovative technology and science and the foundation of successful enterprise.
- Increased recognition of our growing national and international role through awards, rankings, and the worldwide expansion of our campus.
- Recognition as one of the nation’s top suppliers of technological talent and engineers, including women and minority engineers.
- A supportive state government recognized for a commitment to higher education.
- A well-defined role within the University System of Georgia.
- An enriching local environment situated in the heart of the vibrant city of Atlanta.
- Growing support from a rapidly expanding technological economic base in Atlanta and, increasingly, throughout Georgia.
- A diverse educational culture that educates leaders who are concerned with the welfare of their communities and environments.
- A developing global role built on research and educational offerings that will help shape science and technology as well as the policies that guide the future of technology.
- A culture that fosters strong foundations for multidisciplinary and entrepreneurial activities and that orients the campus community to apply its knowledge to address real problems and opportunities.
- A growing number of innovative facilities and campus settings designed to encourage interactions across units and the campus community and build bridges to adjacent neighborhoods.
- Athletic achievement through competition in NCAA Division I sports as well as broad participation in intramural and recreational activities.
- A successful Capital Campaign creating endowments exceeding a billion dollars.
Challenges
While Georgia Tech enjoys multiple advantages, it is essential to identify and address our challenges:
- Georgia Tech must continue to find ways to enhance our students’ learning environment to be recognized for excellence in education and research. There is nothing more essential to an outstanding education than quality interaction between faculty and students. As such, we must ensure that our undergraduates benefit fully from the learning environment provided by a research university and its faculty.
- Georgia Tech’s growing diversity is a mark of our success. But it is important to understand that true diversity goes beyond just race to include the many voices that enrich our community. The Institute should work to improve diversity on our campus and to ensure our graduates create diversity in their respective professions
- Despite strong growth in our enrollment, scarce financial resources and the necessity to work within a bureaucratic system that often constrains innovation and flexibility continue to challenge the Institute. This is especially critical at a time when resources are needed to continue enhancing our areas of historical strength such as engineering and computing. At the same time, significant resources also are needed to propel significantly improved programs, such as our science and management disciplines, to excellence.
- The need to meet the lifelong learning demand of non-traditional and off-campus students requires that Georgia Tech look beyond the traditional means of delivering instruction. Not only does Georgia Tech need to extend its curriculum through distance learning in partnership with other national and international universities, it also must learn how to build new configurations of learning through these technologies. Georgia Tech should continue to be a laboratory for delivering a truly global learning experience
- Georgia Tech needs to enhance its role as a global leader in technology-based multidisciplinary research and learning. In doing so, it should take advantage of alliances with the growing technology community in Atlanta and Georgia while fostering those connections that will influence policy at the state, national, and international levels. This is a key element in the development of our role as a technological leader.
- The lack of a cohesive communications and marketing strategy sends a mixed message about the image of Georgia Tech and has hindered our ability to differentiate ourselves as an institution or to foster a shared perception of the institution to our key audiences. Georgia Tech needs to integrate multiple levels of planning and chart a course for the future that is both understood and communicated within and beyond the campus.
- Georgia Tech’s leadership will be challenged within the next five years as a significant number of administrators, faculty, and staff who have participated in building the institution in the past two decades retire or leave. We must begin identifying and building new leaders who will contribute to linking our heritage with Georgia Tech’s mission.
- One of Georgia Tech’s most distinctive traits is our ability to integrate our strengths in science and technology with our rigor in the human and social sciences. Tech must continue to take advantage of our technological mission and strengths, and we must do a better job of leveraging our strengths in the liberal arts.
- Our tradition of strong student participation in intercollegiate sports and extracurricular activities needs to be shaped so that it enhances our image as an institution where students can aspire to succeed in athletic, cultural, and social endeavors outside of the classroom.
Our Core Values: A Foundation for Strategic Planning
Broadly shared ideas run throughout the academic and administrative units at Georgia Tech. The repeated emphasis given to intellectual leadership, diversity, international presence, the social and human settings of science and technology, and communication challenge us to recognize these principles as a foundation for the Institute’s overall strategic plan.
Leadership: With a Georgia Tech experience comes a profound and powerful responsibility. Georgia Tech students, faculty, and staff must be prepared to be future leaders and possess a full understanding of the power and ramifications of new technologies. As we continue to forge new frontiers of technological and scientific innovation, our work must be accompanied by an awareness of the ethical and moral implications of what we do and of the importance of a service orientation in the exercise of leadership.
Global Perspective: It is important that Georgia Tech prepare our students for lifelong engagement within an international setting. A Georgia Tech education must impart a greater awareness and appreciation of broader differences in language, culture, and custom. Even if our graduates never leave home, they should be prepared to work as part of an international team that collaborates and shares work electronically around the globe. Georgia Tech should establish strategically meaningful, permanent international locations to allow the Institute to define its international agenda, including its special ability to foster an entrepreneurial climate between education and the local economy.
Social and Human Context of Science and Technology: Since the founding of the Institute, the liberal arts have enriched the Georgia Tech educational environment. By shaping a new liberal arts curriculum in the past decade to bridge the traditional separation of engineering from the liberal arts, Georgia Tech has created a foundation for a new generation of curriculum development. Just as engineering has recognized the ways that its work is permeated by disciplines represented in the liberal arts, the liberal arts have become transformed by their own engagement with technology. The evolving curricula in communication, economics, international studies, and history have resulted in Georgia Tech being viewed nationally and internationally as a model for educational change.
Communication: It is not enough to simply have these values, we also must communicate them. Georgia Tech has built a reputation as a premier technological university through its reputation for excellence in engineering. In the past, this has been the principal basis of the Institute’s national and international recognition. In the future, we want to be seen as the more complete institution that we are becoming as we complement and leverage our excellence in engineering with our strengths in other disciplines. Our challenge is to develop a broader, distinctive image of Georgia Tech. In order to be recognized as defining the technological university of the 21st century, we must develop a cohesive, coherent, and distinctive identity.
Strategic Goals
As Georgia Tech pursues its vision at the beginning of the new millennium, the following goals will guide the Institute.
Goal 1: A Student-Focused Education
The student body is the soul of Georgia Tech and the mark of our success. To our undergraduate and graduate students alike, we owe a relevant, learner-centered education that prepares them for life and leadership. We strive to make the teaching and learning environment one in which students, faculty, and staff excel. To this end, we recognize that ownership and accountability for education rests with all of us.
Georgia Tech will nurture a community of scholars that seeks out the rich opportunities for lifelong learning both inside and outside of the classroom. Georgia Tech’s rigorous curriculum and co-curricular activities will continue to challenge our students to grow as intellectual and social beings, preparing them for success on their chosen path.
In return, we expect Georgia Tech students to make a responsible investment in their own education. They will be expected to participate in building a learning environment that fosters an extensive exchange of ideas through classroom discussion, interaction with faculty and fellow students, and respect for the Academic Honor Code. Faculty and students will learn from each other.
Strategies for Implementing a Student-Focused Education:
- Ensure full participation in a meaningful fashion of the academic faculty in the undergraduate learning experience.
- Provide mentoring and teaching support for all faculty and teaching assistants.
- Ensure clear representation of teaching activities at the undergraduate and graduate levels during the reappointment, promotion, tenure, and post-tenure review process.
- Make certain that students take responsibility for their own educational and personal development through participation in class, study, academic enrichment/assistance resources, and co-curricular activities.
- Provide academic advising and other support services that will enhance student success and graduation from the time a student enters Georgia Tech through graduation.
- Increase by 50 percent the number of undergraduates who have research experience upon their graduation.
- Develop comprehensive curricular and co-curricular programs for student leadership education.
- Provide opportunities for diverse learning experiences both in and out of the classroom including art, drama, recreation, extracurricular activities, and athletics.
- Maintain the cooperative education experience as the largest optional program of its kind in the nation. Use internships and similar opportunities to facilitate the learning process outside of the classroom.
- Offer international education and internships that will enable students to work or study abroad. At least one-third of Georgia Tech’s students should have such experience by the time of graduation.
- Create a sense of identity as a Georgia Tech student, regardless of location.
- Improve retention and graduation rates to levels that are comparable to our peers.
- Maintain competitive support systems to allow us to recruit the best graduate students; nurture their experiences so they are able to participate in building Georgia Tech’s research capabilities.
- Improve student learning through regular and systematic assessment of educational programs and courses
Goal 2: A Diverse Community
Building a diverse community of students, faculty, and staff enriches Georgia Tech and the society in which we live. In a global environment that thrives on innovation, diversity is also a competitive advantage, providing a broader, richer, more fertile environment for creative thinking and problem solving. Georgia Tech must continue to build a campus that understands that "diversity" reaches across racial and socioeconomic boundaries and embraces the life experiences of each individual. As an institution with global reach, Georgia Tech’s notion of diversity should include cultural, ethnic, and intellectual dimensions. As a leading technological university that graduates large numbers of minority, women, and international students, we have an obligation to be one of the world leaders in working with the professions represented by our academic interests in improving the numbers of minorities and women engaged in technological pursuits.
Strategies for a Diverse Community:
- Increase the percentage of women who make up the student body to 30 percent and underrepresented minority students to 15 percent.
- Continue to be among the top producers of underrepresented minority PhDs in the country.
- Improve the numbers of women and underrepresented minority faculty.
- Increase by 50 percent the number of women and minority faculty who are tenured; increase the numbers of women and minorities in upper level administrative positions.
- Provide mentoring and other retention programs for faculty, staff, and students.
- Ensure family-friendly policies to address the needs of faculty and staff.
- Continually monitor workplace conditions to enable staff to positively respond to institutional changes and growth.
Goal 3: An Enhanced Research Enterprise
Research is the precursor to discovery and university research engenders the intellectual and economic growth of the state and nation. Since research in the future will assume the ability to interact across traditional disciplinary boundaries, Georgia Tech will continue to seek out opportunities for faculty from across the institution to work together. Our strengths within disciplines form the basis for multidisciplinary initiatives. The creation of research neighborhoods should become a shared objective that includes science and technology as well as the human and social sciences. Where possible, Georgia Tech will also encourage interdisciplinary collaboration with other universities, industry, and government. Social responsibility and sustainability should continue to be imbued through Georgia Tech’s entrepreneurial spirit.
Strategies for an Enhanced Research Enterprise:
- Continue developing research initiatives––especially in the areas of microelectronics, nanoscience and technology, bioscience and technology, manufacturing, entrepreneurship, sustainability, and telecommunications––that take advantage of Georgia Tech’s multidisciplinary strengths as well as our work with other institutions.
- Actively influence the development of local, state, national, and international policies regarding the future of technology.
- Maintain national position as one of the top five institutions in percentage of research base with industry.
- Attain Top 25 status for academic institutions in research and development expenditures by 2005.
- Attract and retain scholars and researchers who will lead not only Georgia Tech, but national and international research as well.
- Enhance competitive support systems to allow us to recruit the best graduate students; nurture their experiences so they are able to participate in building Georgia Tech’s research capabilities.
- Provide innovative, state-of-the-art facilities and laboratories that can function as or serve multidisciplinary research neighborhoods.
- Seek new methods for collaborative research opportunities within the Georgia Tech community, as well as with industry, other universities, and state and federal agencies and labs.
- Develop and communicate policies related to intellectual property, commercialization, and entrepreneurship that support faculty and institutional aspirations and that are consistent with our peer institutions. Provide a customer-friendly and one-stop commercialization support organization to our faculty and students.
Goal 4: Expanded Local, Regional, and Global Outreach
The task of educating future generations carries the responsibility to assure that our research benefits society at large. The improvement of economic conditions for all citizens is less an ideal than a shared objective. It is what gives real meaning to our educational endeavor. When partnered with social and environmental responsibility, economic development is the key to fostering a sustainable society. Wherever possible, Georgia Tech should promote its role in shaping connections between global and local economic development. We will help create a positive economic climate for the state of Georgia, thereby improving the lives of those we serve. We will also help build a synergistic local economy that offers employment to our graduates and seamlessly ties our goals to those of our community.
Strategies for Expanded Local, Regional, and Global Outreach:
- Utilize Georgia Tech’s multiple alliances and networks to foster economic development locally and globally.
- Lead the development of technology policies that link economic, social, and environmental sustainability.
- Work closely with the University System of Georgia, the Georgia Research Alliance, the State of Georgia, and the Atlanta Metro Chamber to align economic development activities.
- Establish international incubator(s) using the Advanced Technology Development Center as a model.
- Use the new Global Learning Center as a means to increase the number of distance learning, continuing education, and outreach program offerings by 50 percent.
- Facilitate technology transfer and commercialization, bringing Georgia Tech ideas to the market in a timely and strategic manner. Double the number of inventions licensed per year, growing to thirty by 2005, with an emphasis on development of new businesses in Georgia, particularly Georgia Tech start-up companies.
- Increase recognition, support, and advocacy for contributions by Georgia Tech to the state’s and the nation’s sustainable economic development.
- Support development of a high-tech economy in Georgia.
- Capitalize on the possibilities provided by new facilities such as the proposed Technology Square Project to further establish a presence in the Atlanta business community.
Goal 5: Intelligent Development of Effective Information and Educational Technology
Georgia Tech has become a national leader in the use of educational technology. Today, our campus is highly interconnected by high-speed wired and wireless networks, all students are required to have computing systems, and access is provided without charge to all students, faculty, and staff. More than 300 courses use web-based technologies and, more than ever, faculty are including electronic technologies in the delivery of course materials. Georgia Tech should ensure that our educational technology reinforces our status in the world. A fundamental need exists for the continual evolution of information technology on campus. Such development should leverage the use of advanced enabling technologies by all members of the Georgia Tech community, regardless of location. At the same time that digital technologies will enhance classroom education, they also will promote new learning configurations that we must be prepared to bring into the curriculum. While we want to build efficient models for long-distance learning and use them to build collaborative projects with other institutions around the world, we must never compromise the same commitment to teaching and learning that exists on our Atlanta campus. The digital technologies omnipresent in our educational environment challenge us to think of our curriculum and classrooms as learning laboratories in which we seek to build new ways of teaching and learning.
In the same way that these technologies are influencing the way our faculty teach and our students learn, they are dramatically affecting the way that research is conducted. A rich and robust technology infrastructure has become an essential element of research for many disciplines and must be present if Georgia Tech is to continue to attract the very best faculty and researchers. Likewise, the effective use of information technologies is transforming the administrative processes of the campus, and the efficient and effective use of these technologies is an essential element of our strategy for creating and sustaining a world class administration.
Strategies for the Development of Effective Information and Education Technology:
- Strengthen our position and profile as a leader in educational technology.
- Ubiquitous, secure wireless network access will be available to all students, faculty, and staff from any location on the Tech campus.
- Provide information technologies that enable Georgia Tech to be a leader in education, research, public service, and administration.
- Develop and maintain a communication and data network that is comparable to that of the most innovative institutions.
- Link continuing education to strategic planning so that lifelong learning is accessible by Georgia Tech alumni and professionals who can benefit from a Georgia Tech education at any stage of their careers.
- Use educational technology to enhance the educational experience of students who are enrolled in Georgia Tech programs inside and outside of the Atlanta campus.
- Continue to research and use innovative technologies that effectively enhance the programmatic content of the student learning experience.
- Assist Georgia’s K-12 schools with the implementation of advanced technologies where appropriate.
- Continue to participate in and provide leadership for statewide, regional, and national efforts to develop technology infrastructure and technology policy that provide Georgia Tech faculty, students, and researchers with competitive advantages in the pursuit of education, research, and service to the citizens of the state of Georgia.
Goal 6: A Supportive, Collaborative, and Effective Administrative Infrastructure
Achieving Georgia Tech’s mission is the collective responsibility of administrators, faculty, and staff. We are committed to delivering the highest quality services, facilities, and equipment for our community. Within the entrepreneurial culture of the Institute, we share a duty to conduct Georgia Tech business responsibly. In return, administrators will work with individuals and communities both on and off campus to maintain an administrative infrastructure that is both supportive and collaborative.
Strategies for a Supportive, Collaborative, and Effective Administrative Infrastructure
- Invest in professional development to ensure that Georgia Tech’s learning community includes a well-trained staff.
- Recognizing that most administrative functions are a mutual responsibility, partner across academic and administrative boundaries to focus on and achieve institutional goals.
- Communicate institutional change in a timely manner and develop the means to ensure feedback is possible.
- Ensure that the administrative infrastructure keeps pace with the demand for Georgia Tech’s services by our internal and external customers.
- Maintain the highest standards of ethics and integrity in everything we do. It is important that the Georgia Tech community adheres not only to the letter of the law, but to its spirit as well, while recognizing that even the appearance of impropriety is unacceptable.
- Improve administrative functions through regular and systematic assessment.
Goal 7: Facilities Improvement and Expansion
Given the changing demands of our learning and research community, Georgia Tech seeks to link all aspects of planning together by balancing the physical development of campus with our strategic initiatives. Georgia Tech will continue to develop its long-range Master Plan, which provides the framework for the facilities that support excellence in education, research, and service and the guidance for a strong capital program. This Strategic Plan and the long-range Master Plan should complement each other in spirit as well as detail.
Strategies for Facilities Improvement and Expansion
- Develop the campus in a way that supports the larger aspirations of the Institute by encouraging the development of a sustainable campus community, creating distinctive architecture and open spaces, and setting standards for others to emulate in the new century. Build facilities using environmentally responsible design and practices.
- Enhance the educational environment through the transformation of the library and other appropriate facilities into interactive learning centers employing the latest technologies.
- Integrate education and research by developing facilities that foster collaboration along the lines of "neighborhoods" for our community of scholars and researchers.
- Create state-of-the-art research facilities that are a "bridge" between industry and the academic environment, incorporating opportunities for private industry participation and collaboration between the activities of basic and applied research.
- Work with campus neighbors to create a comprehensive "live/work/play" environment.
- Build on the possibilities offered by the Technology Square Project in the growth of our technological management programs, multidisciplinary initiatives, continuing education options, and in the ongoing renaissance of our neighbor to the east and the north, Midtown.
- Develop, implement, and monitor a formal program to maintain campus buildings.
- Use strategic collaborations where goals are consistent with those of Georgia Tech to expand opportunities for acquisition of facilities and equipment.
Conclusion
Georgia Tech is entering a new era, one that shows great promise. More than ever in its history, Georgia Tech is poised to build learning and research communities that will be settings for local and global innovation. The detailed discussions that have contributed to this Strategic Plan provide substantial evidence of this success. Built upon the 1995 Strategic Plan, it is highly representative of the campus community. From multiple conversations and the work of many groups including students, faculty, staff, alumni, and friends of Georgia Tech, we affirm a vision that links Georgia Tech’s proud legacy with its vision for the future. Just as our planning reminds us of the generations who have built Georgia Tech, it embraces the responsibility we have to future generations to build a vibrant university that will participate in shaping the future of technological education in the nation and the world.
Appendix: Strategic Plan Goals
Goals for a Student-Focused Education
- Top five public institutions for average SAT of new freshmen and GRE of entering graduate students.
- Achieve an overall student to faculty ratio of sixteen, i.e., competitive with that of our peer institutions.
- Full participation of the academic faculty in the undergraduate experience through teaching and/or research. Include such participation in the promotion, review, and tenure processes.
- One hundred percent of new faculty and teaching assistants will participate in mentoring or teaching support programs.
- Increase the number of undergraduates who have research experience upon graduation by 50 percent.
- Inventory and optimize leadership development, academic support, student life, and student service programs currently available to our students. Evaluate and support innovations for successful programs.
- Leverage and enhance the co-op program by providing opportunities for internships in industry and other state, federal, and private organizations as well as international internships.
- At least one-third of our students will have an international study experience by the time they graduate.
- Continue improving our retention and graduation rates. A six-year graduation rate of 75 percent is a target that reflects both the high quality of our entering students and the unique nature of Georgia Tech as a technological university.
- Provide opportunities for diverse learning experiences both in and out of the classroom including art, drama, recreation, extracurricular activities, and athletics.
Goals for a Diverse Community (Underrepresented minorities are defined as African-American, Hispanic, Native American, or Multi-Racial)
- Continue to be a prominent leader and example in the nation with regard to the enrollment and graduation of female and underrepresented minority students, including making steady progress toward female and minority student populations exceeding 30 percent and 15 percent, respectively.
- Institutionalize across the campus the best practices and strategies used by some of our units to recruit, promote and retain women and minority faculty, as well as dual-career couples.
- Leverage the NSF ADVANCE program for the advancement of faculty to assure fair and equitable access to opportunities and resources, and enhance promotion opportunities for all segments of the faculty. Continue the dramatic progress made in the number of tenured women and minority by increasing their number by an additional 50 percent.
- Continuously monitor and assess metrics such as promotion rates, relative size of different segments of the faculty, staff and student populations, resources, and space allocations to assure that all units make progress toward their diversity goals.
Goals for an Enhanced Research Enterprise
- Increase membership in the National Academies of Engineering and Sciences to forty.
- Enhance our leadership position in areas, awards and metrics which reflect excellence of our faculty such as the NSF CAREER junior investigator awards in computing, science, and engineering.
- Have each academic and research unit set and progress toward qualitative and quantitative research goals that assure an enhanced reputation for Georgia Tech overall.
- Attain Top 25 status for academic institutions in research and development expenditures.
- Maintain national position as one of the top five institutions in percentage of industry-based research.
- Further develop research areas where we have developed world-class excellence and expand into new areas of excellence. This must include assuring sustainability and success of our national centers of excellence and attracting additional centers.
- Support the creation of a research environment required for one of the elite technological institutions in the world, including the development of research neighborhoods to encourage multidisciplinary education and research.
- Continue to diversify research funding sources, concentrating on sponsors who will build upon our strengths in the disciplines that form the basis for our multidisciplinary initiatives.
Goals for Expanded Local, Regional, and Global Outreach
- Increase the number of continuing and distance education offerings by 50 percent.
- Leverage our unit-based efforts in educational technology and the Global Learning Center to be among the world best providers of distance-based learning.
- Double the number of inventions commercialized per year, growing to thirty, with an emphasis on development of new businesses in Georgia.
- Evaluate our existing services and functions and develop an effective, customer-focused and "one-stop" organizational structure that supports the commercialization of discoveries made by our faculty and students.
- Expand the Georgia Tech Regional Engineering Program (GTREP) to four engineering undergraduate degrees as well as targeted graduate and research programs in those disciplines.
- Continue enhancing and expanding our international programs, presence, and reputation. In addition to Europe and Asia-Pacific (Singapore), where we already have a number of partnerships, opportunities should be considered in Asia (e.g. China) and Central and South America.
- Target selected international opportunities for physical presence (e.g. GT Lorraine and Singapore) and creative programs, such as major joint degree and research programs, and economic development activities such as the International Technology Transfer Institute in Atlanta and Europe.
- Strengthen our economic development impact through partnerships with other universities in the state and the U.S., and other local and state organizations.
Goals for Effective Information and Educational Technology
- Strengthen national leadership in educational technologies.
- GT campus will have a 100 percent wireless access capability to overlay and augment the extremely robust campus network.
- Develop methods to assess use of information and educational technology to deliver the Georgia Tech curriculum. Use results to improve the educational experience.
Goals for a Supportive, Collaborative, and Effective Administrative Infrastructure
- Monitor and maintain participation, currently 2,500 enrollees per year, in staff training at levels that are sufficient to assure quality training of our staff.
- Continue to develop a comprehensive curriculum to educate employees about Georgia Tech’s policies and procedures.
- Develop a communications plan to allow administrative and academic units to effectively partner with each other.
- Implement systematic assessment to improve administrative functions.
Goals for Facilities Improvement and Expansion
- Complete the following facilities currently under design or construction:
- Environmental Science and Technology Building
- FoodPac Building
- Biomedical Engineering Building
- Klaus Advanced Computing Technology Building
- Technology Square
- Student Athletic Complex II
- Student Health Center
- Child Care Center
- Yamacraw Design Center
- Advanced Technology Development Center
- Football Stadium
- Design and build or develop plans for the following facilities:
- The Innovative Learning Resource Center
- Clean Room Facility for ECE and other units
- Molecular Science and Engineering Building
- Reconstruction of Family Housing
- Renovation of the Van Leer Building and Microelectronics Research Center to establish critical linkages with the Advanced Computing Technology Building
- Renovation of Bunger Henry and Boggs buildings
- Renovation of buildings comprising the historical core of the campus
- ISyE building