Chapter 1
Overiew and History
1.4 Conclusion
Culminating this decade of change and transformation, the institution
now is in the process of internalizing and institutionalizing changes in
policies and practices that are more reflective of a maturing institution.
During this decade, SVSU has built libraries, classrooms, and living centers;
expanded its technological capacity; added programs and revised curriculum
to better meet the needs of students. The student population has both grown
and changed in its make-up. The number and diversity of faculty and staff
have likewise grown. Much of the change that has taken place has been the
result of unprecedented opportunities, expanding community support, substantial
grant awards, and positive economic circumstances that have propelled the
university in new directions, far beyond what the founding generations
might have imagined. Now it is time to take stock of where the institution
has been, where it is going, and how best to get there.
This self-study has provided the institution with the opportunity to engage in such university-wide assessment. While significant planning has allowed SVSU to capitalize on past opportunities, the university now needs to fine-tune its planning processes to continuously improve the quality of this university. As each area of the university is reviewed in relationship to Next Steps 2000-2005 in the chapters that follow, the HLC criteria will enable SVSU to examine with more specificity and detail how each individual aspect of the university contributes to the comprehensive mission of the institution. That evaluation will prepare the university to more effectively align its goals and objectives with its practices, consistent with the focus on quality, which is envisioned as the next stage in the development of Saginaw Valley State University.
