March 1999: Vol. 78, No. 2March 1999: Vol. 78, No. 2Where We're Going and Need to Go
 Michael F. Adams |
ollege campuses generally greet strategic planning exercises with yawns. But the one we now undertake is ultimately important, because it will tell us how best to move the University of Georgia toward what we want it to become.
As outlined in my 1999 State of the University address, we have taken important steps in the past year. We expect soon to receive funding for construction of the $43 million Student Learning Center, a major classroom building and library annex using the latest in technological teaching and research innovations. [See artist's rendering at this page.] Other student-oriented facilities include the renovation of Reed Hall, the expanded Bulldog Cafe, the new Coca-Cola student lounge in Sanford Hall, and a new activities center for students in the College of Agricultural and Environmental Sciences.
The University's reorganized senior administration is in place. We are re-emphasizing our interaction with and service to the entirety of the state. Our first new international residential study site will soon come on line in Oxford, England. National recognitions continue to accrue to a wide variety of UGA programs and faculty. They are headlined by another Rhodes Scholar, a Pulitzer Prize winner and a new member of the National Academy of Sciences—the depth and breadth across the institution bring pride to us all.
That State of the University address also outlined new avenues for the future, such as creating or expanding colleges in existing areas of nationally-recognized strength. We need to maximize our research efforts by forming collaborative programs with the Medical College of Georgia. This university also must help meet the state's needs for a well-trained, high-tech workforce, because that is where the best jobs are for the foreseeable future. I have asked Senior Vice President for Academic Affairs and Provost Karen Holbrook to facilitate discussion within the faculty on these several points. We also will encourage the faculty to bring forth other ideas which will contribute to the diversity of academic pathways available to our increasingly bright student body.
UGA's endowment of $249 million compares poorly with UNC ($790 million), Georgia Tech ($775 million), and UVA ($1.1 billion). Big Ten institutions ($720 million) and SEC schools ($306 million) average well ahead of UGA's endowment. We must get into this game in a real way if we are to be competitive.
The greatest barrier to UGA's future place among the great public universities of America is her performance in garnering private support. The University of Georgia's endowment of $249 million compares poorly with those of institutions we would emulate: the University of North Carolina-Chapel Hill ($790 million); Georgia Tech ($775 million); the University of Virginia ($1.1 billion). The average endowments of Big Ten institutions ($720 million) and SEC schools ($306 million) also run well ahead of UGA's. We must get into this game in a real way if we are to be competitive.
As part of a plan to raise the sights at all levels at UGA, but particularly among our alumni and friends, we have instituted the University of Georgia Partners program. Membership will be extended to all whose annual gifts total $2,500 or more. The response at our black-tie kickoff dinner on Jan. 28 in Atlanta was most encouraging. I hope you will consider joining this core group of UGA's best supporters.
It was good to be with and pay honor to my predecessor, Chuck Knapp, as his official portrait was unveiled at that same event. He raised the bar to impressive new levels during his decade at the helm. To do justice to his legacy and to the strong foundation laid by all who have led UGA in its 214 years, we must continue to push toward national excellence. From where I sit, we are well-positioned but have much work to do.
