II. Working Toward the Future
This has been a year of
comprehensive planning at Salisbury University.
A. Salisbury University Facilities Master Plan 2003-2013
We have completed the Salisbury
University Facilities Master Plan 2003-2013, recently approved by the
Board of Regents, which will set a framework for the physical growth and
change that can be anticipated for Salisbury University over the next 10
years. The plan establishes space needs based upon projected enrollment
growth.
The plan notes that while the University has taken great
care of its buildings and grounds and has gone to great lengths to
mitigate the effects of space shortages, there is a very large deficit
of space of all kinds as well as a parking deficit. This is a current as
well as a projected issue. The space shortage has and will handicap the
delivery of programs.
Recommendations include the urgent completion of our
planned Teacher Education and Technology Complex to accommodate the
growth within our Seidel School of Education and Professional Studies.
We anticipate erecting a parking facility next to the complex during the
same construction period. A new library should be the second major
building project. Our Blackwell Library has been described as
woefully inadequate given the needs of the University and was even noted
as one of the 20 worst libraries in the 2003 Princeton Review’s Best
345 Colleges. A new student residence hall, a building to
house the Perdue School of Business, and a new field house are other
structures high on our list for enhancing the quality of education and
student life at SU.
B.
Salisbury University Strategic Plan for AY 2004-AY 2008
Much effort has also gone into the Salisbury University
Strategic Plan for AY 2004-AY 2008. Led by Bryan Price, SU’s
director of the Office of Institutional Research, Assessment, and
Accountability, the new plan represents considerable work on the part of
our Strategic Planning Team and the SU community at large. We have
decided priorities, researched external trends and internal strengths
and challenges, and focused strategic goals in support of SU’s mission.
The final document describes four goals that will be used to guide our
priorities and resource allocations during the next decade:
