GOAL I Reach for National Prominence

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Key Indicators
By 2006, we will:

  1. Increase from 10 to 15 the number of top ranked academic programs, according to the National Institutes of Health (NIH), the National Research Council (NRC), or U.S.News & World Report.
  2. Increase health affairs clinical income by 10 percent.
  3. Identify four clinical target programs and implement at least two new related business plans.
  4. Increase the market value of the University’s endowments to $500 million through fund raising focused on the priority research areas identified in the Commonwealth’s Strategic Plan for the New Economy.
  5. Redesign business and clinical processes as part of the replacement of the financial, human resource, student, and health enterprise information systems.


Priority Areas for Future Development










ne of the great strengths of the University of Kentucky is the richness of a campus that brings together undergraduate, graduate and professional students in an unusually comprehensive array of programs. This variety encourages shared ideas across disciplines, promotes multidisciplinary endeavors, and enriches the educational and social experiences of a highly diverse and talented student body. While the richness and variety of campus life are among UK's greatest strengths, the University's progress depends upon a well-conceived concentration of its resources. The full implementation of the Provost model will facilitate the University's ability to capitalize on its intellectual diversity through the integration of all its resources.

As we strive to become one of America's 20 best public research universities, some programs will build upon or attain national recognition and will serve a global constituency. Other programs will advance the land-grant mission by creating the professional, educated citizenry and scholarship needed to serve Kentucky . Although particular areas will be emphasized, comprehensive excellence is essential to the mission of serving as the premier teaching, research and land-grant institution for the Commonwealth. This level of excellence also will be required in other endeavors for which we can serve as a national model, including the creation of a prosperous and mutually beneficial “college town” environment. Over the next three years, we will support our faculty and staff in delivering a comprehensive array of academic programs and other activities and services as we reach for national prominence in priority areas.

  1. The University will increase the prominence of faculty scholarship. Our faculty defines the academic enterprise. The quality and achievements of the faculty determine the prominence of the University and the degree to which our missions are accomplished. We must adequately support our faculty while strategically allocating resources to priority areas for future development.
  2. The University will enhance the excellence and sustainability of the clinical enterprise. The successful fulfillment of the health affairs (clinical) mission is vital to the realization of our dreams. We must identify clinical priorities and re-focus resources on those areas with the best opportunities for national recognition and preeminence in clinical service and research. The core medical areas must include those where the University can bring excellent programs to the fore, including cardiovascular, cancer, infectious disease, neurosciences, and similar disciplines revolving around high-technology interventional and diagnostic work.
  3. The University will increase its resources in order to offer high-quality instructional, research and service programs. The University’s progress in reaching its aspirations requires significant new investments in areas of strength and promise. Our primary sources of support are: state funds, grants and contracts, tuition and fees, clinical income, gifts, and endowment income. We must increase the generation of resources and the contributions of our numerous partners and supporters.
  4. The University will strengthen the link between funding decisions, plans and results. Our mission necessitates wise stewardship of existing financial support, including the reallocation of resources to support priority programs. We must align planning and budgeting processes more closely to provide the resource and infrastructure needs identified in the Top 20 Task Force Report. We must evaluate our progress regularly and redirect our efforts to ensure success and continuous quality enhancement.
  5. The University will streamline its business and information technology services. Advancement of the academic and clinical enterprises depends on the effectiveness and efficiency of administrative, business and information technology support. We must reduce bureaucracy and other barriers to our success, while maintaining accountability for institutional assets and resources. We must provide integrated information technology solutions to enhance the University’s overall competitiveness and to ensure high levels of faculty, student, staff and customer satisfaction.
Diversity graphs
Dream & Challenge * Vision * Goal I * Goal II * Goal III * Goal IV * Goal V * Goal VI * Top