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Transformation 2028 Goal

Transformation 2028 (T28) is a strategic initiative by the Division of Academic Affairs to evolve our academic structures to better prepare our students for the future demands of their careers. In today’s rapidly changing world, our graduates need more than a strong foundation in their chosen fields—they need interdisciplinary and transdisciplinary skills that equip them to lead and innovate in dynamic industries. 

By re-envisioning our academic structure, T28 will foster deeper connections between disciplines, enabling students to engage in more holistic and comprehensive learning experiences. This will ensure that Â鶹¾«Ñ¡ continues to produce graduates who are not only experts in their fields but also adaptable, creative problem-solvers ready to tackle real-world challenges. 

The T28 initiative is driven by collaborative input from faculty, staff and university leadership and will be implemented in phases over the coming years, with completion expected in 2028.  Our goal is to positively strengthen the Division of Academic Affairs through strategic and sustainable reorganization, effective use of our financial and personnel resources, and the delivery of meaningful and desirable academic programs. A strategic redesign is necessary for our learners, for greater collaboration among our disciplines and services, and to position Â鶹¾«Ñ¡for future growth. 

Core Values

• A distinctive blend of teaching, research, and creative excellence.
• Inquiry and discovery that expands knowledge and human understanding.  
• Life-changing educational experiences for students with wide-ranging talents and aspirations.  
• An inclusive environment for learning, working, and living that creates a genuine sense of belonging.  
• Collaborative engagement that inspires positive change across campuses, communities, and throughout the world.  
• Diversity of identities, cultures, beliefs, and thoughts.  
• Freedom of expression and the free exchange of ideas.  
• Respect, kindness and purpose in all we do. 

Guiding Change Principles

Students first.

We are all students and one of the gifts of higher education is that we can learn daily through our work, teaching, scholarship, and service. The success of Â鶹¾«Ñ¡depends on us, our students, staff, and faculty. We commit to keeping the success of learners foremost in our strategic thinking.

Respect the individual, serve the institution.

No one likes change, but we are at a time where the status quo is not an option. We know that change is difficult for the individuals involved, and we will openly listen to the concerns and potential solutions for how we address the challenges ahead. We do this while at the same time remembering that Â鶹¾«Ñ¡is larger than us and ultimately, we must not lose focus on our interest in strengthening its future.

Think beyond the silo.

The university would not be what it is without the tireless efforts of people in every area of academic affairs. Looking forward, we need to look at ways we synergize our efforts across programs, units, colleges, and campuses. We will focus on developing partnerships and collaborations that can reduce silos and allow us to maintain and build upon our successes, in both education and research, in a more efficient manner.

Listen to our entire community.

As we make decisions to protect our future, we will hear perspectives from our entire community: students, staff, and faculty, with the aim of understanding perspectives across different ranks and levels of seniority.

Give the world what it needs.

We cannot rely on building or maintaining something without evidence that it is needed. Low enrolled programs and initiatives, redundant services, and other great ideas that lack support from the demands of our world must be critically assessed. We will focus on best aligning our offerings to the needs and requirements of our workforce, society, and country.

Thoroughly assess the impacts of change.

We will assess proposed solutions through analytics and modeling to determine their projected efficacy before implementation. The financial return on investment is critical, as our financial future is of utmost importance. That said, we recognize that the value of our teaching, research, and service is more than that, and these programs often can return social, cultural and community value that amount to more than dollars. We commit to balancing the impacts of any change across these multiple dimensions of value.

Keeping us all on the same page.

To make positive change together, we must communicate regularly and clearly with all those who have a stake in our university’s future. We also will engage in sincere, regular consultation with the university community. Making this all possible is our commitment to adopting and using transparent processes that includes documented dialogue and decision-making.