Despite our continued growth in total resources, state funding for core programs and the institutional infrastructure has been, at best, static. Only through growth in clinical income and research as well as adroit reallocation of funds have we been able to sustain essential elements of the university and develop new programs. Forces in the external environment that impact clinical services have only grown more compelling in the last four years, and institutional efforts to both address current issues and to anticipate and plan for change have been comprehensive and far reaching. Reviewing all university programs in the light of our new mission statement was an emphasis in 1992. While we continue to find program review and realignment challenging, we know we must persist in assuring that resource consumption and program outcomes achieve our mission.
Quality remains a theme of program review and new program development.
The past four years have only underscored our need and intention to devote time and effort to support and develop our faculty. Institutional infrastructure challenges remain, but we have made profound progress addressing our facilities needs through a comprehensive improvement plan. We developed a master plan for campus development. Now, we must face the challenges of implementing our plans for creating a campus for the 21st century. Realign allied health education Consolidate basic science education and research Determine and implement a model for addressing state public health education needs Increase focus on interdisciplinary efforts Pursue innovations in teaching Deliver the most efficient, cost-effective, and profitable continuing education programs.