A VISION FOR PENN STATE - Penn State University

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Although the Vision Council has focused primarily on how the digital revolution impacts teaching and learning, it is important also to acknowledge the impact of technology on the conduct of research. The rise of big data and the facilitation of technologically sophisticated analyses provide opportunities for researchers to advance knowledge in ways previously unimagined. Likewise, scholarly collaboration across campuses and continents is increasingly commonplace and Penn State has been challenged to keep up in its organization and funding of research computing. Leadership and Change The economic, demographic, and technological forces discussed earlier are illustrative of the challenges Penn State will face in the years ahead, but in no way exhaust the list. Unanticipated changes in societal needs will have implications for universities. New models of learning will continue to emerge. Competition will intensify. Penn State will need to anticipate and adapt, nurturing the capacity to change in response to evolving circumstances. Leadership at every level – the President, Board of Trustees, faculty, colleges, and campuses – will be needed in the challenging era that lies ahead to keep Penn State at the forefront. 12
A Strategic Vision for Penn State Our vision remains steadfast: “Penn State will be a global university, committed to excellence, with a passion for creating knowledge and educating students to be leaders for a better tomorrow.” Penn State and other public research universities play a major role in American life. They enroll large numbers of the nation’s most able students across a broad spectrum of disciplines and professions. They perform more than half of all academic research and development and contribute in powerful ways to state and local economies through the graduates they produce, the knowledge they disseminate, and the start-up companies that emerge. They are major providers of health care and the nation’s prime source of basic research. And yet there is reason for concern, as articulated by the National Science Board, about the ability of these universities “to provide affordable, quality education and training to a broad range of students, conduct the basic science and engineering research that leads to innovations, and perform their public service missions.” 17 Undergirding the work of the Blue and White Vision Council is a hunger for excellence, an aspiration to be among the very best centers of learning in the world, driven by a passion for knowledge in teaching, research and service to society. This enduring commitment to academic excellence has sustained the University throughout its history and will be the star that guides the University going forward. Defining excellence and understanding “success” in a new era will be the on-going challenge. Economic Strategies Analysts at Moody’s Investors Service suggest that, “most universities will have to lower their cost structures to achieve long-term financial sustainability and to fund future initiatives.” 18 This is easy to say, but difficult to do in ways that enhance the University’s quality and contribution to society and preserve access to new generations of students. Changing cost structures to achieve long-term sustainability is a challenge but at the same time it presents a priceless opportunity to use resources in more impactful ways. Faculty and staff salaries must remain competitive. The cost of employee benefits continues to rise. As tuition goes up greater amounts of student aid are required. Facilities and services must be updated and improved. And the list goes on. Finding ways to manage and reduce costs will enable Penn State to align resources with its most important needs and priorities. Genuine cost cutting means doing things differently, reforming and redesigning processes, and strategically investing in people and technology. Penn State is committed to the process of rethinking and re-envisioning its economic future, as for example in restructuring employee health benefits packages in retirement, reexamining the shape of the University’s footprint, and taking a fresh look at the scope and breadth of academic offerings. Current strategic options and recommendations of Penn State’s Budget and Planning Task Force build on the idea that revenue, including tuition, should more closely reflect the actual costs of specific academic programs and include incentives for academic units to re-think programs and processes. The University 17 National Science Board. Diminishing funding and rising expectations: Trends and challenges for public research universities. Retrieved from April 9, 2013 from http://www.nsf.gov/nsb/sei/companion2/ 18 Ibid. 13
Page 1: April 13, 2013 A VISION FOR PENN ST
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A VISION FOR PENN STATE - Penn State University

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