Our strategic priorities focus on the thought leadership of our faculty and engaging and developing students to become high quality graduates. Achieving our goals in four strategic areas identified here will propel us in fulfilling our mission and achieving our vision.
Increase the visibility and impact of our knowledge creation activities.
Increase the academic visibility, reputation, and scholarship of the college by recruiting additional research productive, high visibility, prominent scholars in strategic areas.
Recognize and promote exemplary faculty research productivity through a summer funding program
Establish an equitable, yet variable mix workload policy for faculty in order to maximize faculty contributions and talent across research, teaching, and service.
Improve quality and visibility of scholarship, establish or expand regularly held (e.g. at least monthly) research seminars in all academic departments, including internal seminars, invited scholars, and hosting niche academic conferences.
Enhance the quality and visibility of doctoral programs, our Ph.D. students, and associated scholarship by increasing doctoral program and student support, enhancing student mentoring and training, and improving placements.
Enhance the diversity of thought and intellectual climate of the college.
Student Engagement & Success
Enable students to achieve higher value added educational outcomes, employment and career progression opportunities, and to develop their leadership potential and capabilities.
Build additional action/problem based learning components into curricular tracks and specializations.
Use technology to enhance the educational experience on campus and to increase our geographical reach to non-resident students (Technology Enhanced Education–TEE).
Provide access to business minor courses throughout the summer, enabling undergraduate students to more easily pursue a minor in business.
Build an interdisciplinary undergraduate entrepreneurship minor university wide.
Establish an active, purposeful, coordinated, college wide internship program.
Develop and launch the Haslam Undergraduate Professional Development Passport System (PDPS).
Improve the overall profile of our entering master’s students by increasing geographic and demographic diversity and academic qualifications.
Build on our value-enhancing partnerships and connections.
Build a vibrant, multi-continent international programs strategy that expands international experience choices and increases the number of Haslam students completing a Haslam-sponsored international educational experience.
Increase the frequency and quality of “town and gown” type practitioner-focused forums and events hosted by Haslam.
Support and leveraging of staff educational and professional development opportunities.
Partnering with others, become a more active, leading force in the economic development of the region.
Infrastructure for Success
Enhance the work environment supporting faculty and staff success and our knowledge creation and knowledge sharing activities.
Obtain all necessary funding and approvals for a new faculty office building.
Build a college wide, recognizable brand through coordinated marketing and external communications.
Build a technology infrastructure and support system to facilitate instruction and research.