魅色天堂

Goal 1 - Create Career Ready Graduates

Align 魅色天堂’s degree program mix with student and employer demand and ensure that all programs ready their graduates to succeed in their careers, in life, and as citizens.

STEP ONE - Align the university's portfolio with student and employer demand

Strategy 1.1a – Partner with University System Office staff and Ruffalo Noel Levitz to review the feasibility of all degree programs based on current and future employer and prospective student demand and create and implement a rubric for ongoing evaluation of degree program viability and relevancy.

• 7/9/2024 - In Spring-Summer 2024, 魅色天堂 contracted with Ruffalo Noel Levitz to conduct an Academic Program Demand Analysis and a prospective student and industry assessment to inform a university academic working group on program deactivation, restructure, and new program development. Deactivations have been submitted to the USG. New program development is currently underway.
• 7/9/2024 - We received approval from the USG regarding the deactivation of 12 programs. RNL is meeting with individuals to create clusters around certain academic programs, i.e., a STEM cluster, an Education cluster, a Healthcare cluster, etc. COSM is working with USG and RNL to develop the new program proposal for the Data Science program. The proposal is 60% complete. The goal is for this proposal to be submitted by September 1, 2024. COEHS is working on the new program proposal for the MAT in Elementary Education with a goal of submitting it by September 1, 2024. The goal is to have these approved before the end of fall 2024 so marketing for these programs can begin. A task force has been engaged that will be evaluating program curricula for WED, OAT, and ORGL fall 2024.

• 7/9/2024 - As resignations/retirements are received, needs are being assessed across campus where there is growth capacity. Funds will be reallocated from vacant lines to areas in need of additional faculty. For example, a new faculty member in nursing was recently hired to support the MSN and DNP programs.

STEP TWO - Market and infuse career readiness throughout the student experience

Strategy 1.2a – Prioritize career readiness in 魅色天堂’s branding and make it a focal point in marketing to prospective students and their parents.

• 7/9/2024 - The Univeristy Marketing & Communications team has already begun incorporating "career readiness" verbiage in our marketing materials including digital ads, website landing pages, print pieces (magazine ads, high school football programs, and admissions pieces), the WFSU radio spot, and copy elements in the latest OCCA program specific ads. It will also be reflected in the fall 2024 Graduate heavy-up campaign, and it is a focal point of the alumni showcase video content captured in Atlanta summer 2024.

• 7/9/2024 - A two-sided lamenated card was printed to provide guidance as we fully implement Core IMPACTS. We are developing several new INQR courses which are part of the Institutional Priorities of Core IMPACTS. All core courses will include the Student Learning Outcomes and the Career Competencies for Core IMPACTS. The USG will be using a survey to collect data on the career competencies starting in Fall 2024. 

• 7/9/2024 - This strategy is being incorporated into the Institutional Effectiveness Plans/Reports (occurs annually) and the Comprehensive Program Review (CPR) process (completed every 7 years). Enrollment and degrees conferred data is being plugged into the template used when each CPR are finalized. This data is a point of discussion when the Deans and Department Heads over the respective programs are met with.

• 7/8/2024 - The Marketing & Strategic Communications videographer went to Atlanta this summer to capture video content to use in video/site and stream ads and on social media. Content was focused on alumni, and includes real life careers resulting from 魅色天堂 degrees. We are actively collecting and tracking leads for potenital alumni to feature.

• 7/9/2024 - Initial meeting with stakeholders took place in late Spring semester 2024. Meeting became a brainstorming session that provided helpful thoughts to consider. A follow up meeting will need to take place in early Fall 2024 once everyone returns.
• 7/9/2024 - Deploy and regularly enhance MY魅色天堂 to be an information source for students.

STEP THREE - Finalize and/or improve the systems necessary to maximize institutional success toward this goal

Strategy 1.3a – Launch a robust Mary Virginia Terry Center for Experiential Learning that supports the Blazer Summer Research Institute, the Undergraduate Research Symposium, a new Experiential Learning Exposition, study away opportunities in our region, and other experiential learning initiatives supported by 魅色天堂’s 2027 Quality Enhancement Plan.

• 7/9/2024 - The QEP Coordinator is in the process of planning the new Experiential Learning Exposition that will take place in fall 2024. She is also working hard to increase the number of QEP-endorsed courses offered. Nine students participated in BSRI summer 2024, and their final presentations were held on July 26, 2024.

Strategy 1.3b – Support ongoing completion of those community-based projects which are coordinated through the Center for South Georgia Regional Impact by creating an annual calendar for faculty project review that aligns with course preparation timelines as well as a compensation model for faculty who complete projects &/or who coordinate the participation of students in project completion.

• 7/9/2024 - A couple of colleges have made concerted efforts to increase the participation in these projects. We are still grappling with the timing of these and the ability to fund these as paid internships. Some colleges are internally funding the faculty who are asked to participate.
• 7/18/2024 - In FY25, HR will work with Academics and CSGRI to develop a compensation model for faculty completing CSGRI projects.

• 7/9/2024 - In progress. Strategic Enrollment Plan to be completed December 2024. Strategic working groups are meeting currently to develop strategies towards a finalized approach for student recruitment and retention.

• 7/8/2024 - August 2023 an audit of our website was completed by a third party vendor. The website is being reviewed and updated as frequently as possible based on this audit and other feedback. Univeristy Marketing & Communications is working on filling a web support position to help expedite this work and more, and a review process has begun to select a company to completely redesign the website. Clean-up of existing site content still needs to occur as part of the redesign/build. Recent discussions with RNL have occurred about the site and potential proposed changes: changing from three experiences to two - virtual and on-campus/face-to-face; requiring authentication to the My魅色天堂 to clean up and differntiate website engagement data (potential students v. current students, faculty, staff); use My魅色天堂 as a retention tool and enhance the promotional focus of the main site.

Strategy 1.3e – Charge Academic Affairs with producing a plan, to be vetted by the Cabinet, that assesses, creates, and maintains innovative lab, studio, and teaching spaces that promote increased student engagement in the learning process.

• 7/9/2024 - The Academic Affairs Strategic Plan Task Force will begin its work as soon as faculty return to campus August 2024. This item will be included in the AA Strategic Plan.
• 7/18/2024 - Spring 2024, the facilities review committee requested Deans review academic spaces using two years of utilization data.

Strategy 1.3f – Charge the 魅色天堂 Facility Planning Group with proactively addressing underutilized property and space on campus, vetted by Deans Council and Cabinet.

• 7/18/2024
  • Moves made: Advancement to Pound Hall; Marketing/Comm to UC; PACE and CSGRI to UC, VPFA/Budget/Payroll with Financial Services, ELI to main campus; Advising
  • Moves pending: Auxiliary to UC, Mail in with Print Shop, AMP to UC, EOS to Pine Hall
  • Property Sales completed: 210 West Moore Street, 1016 W Gordon Street
  • Property Sales in process: Continuing Education (all properties on block)
  • Demolitions in process: Langdale Hall, 2 Moore St properties (Idalia), FCA house, Carswell Hall, EOS house
  • Other: Developed Chiller site plan, FY25 will consider Plant Ops relocation including Fine Arts Storage

Goal 2 - Build On Our Foundation

Make 魅色天堂’s traditional undergraduate opportunity a first-choice option of prospective learners who desire an on-campus learning experience that is dynamic, engaging, distinct from fully online programs of study, and supported by services that build community and aid completion.

STEP ONE - Promote student success through teaching innovation & excellence

Strategy 2.1b – Charge the Faculty Success Council with creating and implementing a model for Core Faculty Status to recognize excellence in teaching the core curriculum.

• 7/9/2024 - A Faculty Success Council (FSC) will convene in August, along with the initiative to create a Core Faculty Status to recognize and reward faculty who primarily teach in the core. The draft model includes three tiers and encompasses a robust peer-evaluation process. This Core Faculty Status will be introduced at Faculty and Staff Convocation ion August 12, 2024. Faculty will apply for this designation as part of their AFARAP/annual evaluation to minimize the need to complete additional paperwork. The AFARAP template has already been revised to reflect this change. A sub-group of the FSC will focus on the development of a consistent, valid peer-evaluation tool.

• 7/9/2024 - Plan development is part of current RNL Strategic Enrollment Plan taskforce work to be completed December 2024.
• 7/9/2024 - Part of the activities of the refreshed FSC will address some of these items. A two-sided lamenated card has been created that provides a guide to Core IMPACTS, i.e., it includes previously used "area" language and the new associated title. Several faculty are working to develop new INQR courses. Starting August 1, 2024, there will be a new General Education Coordinator.

Step Two - Create and sustain a thriving community outside of the classroom

Strategy 2.2a – Improve students’ on-campus residential experience by expanding, especially in first-year residence halls, programming aimed at building community, and by improving maintenance service delivery levels in all residential facilities. 

• 7/9/2024 - Several meetings with the housing staff this summer have been centered on developing community within the residence halls and increasing our efforts on student success outcomes as a result of living on campus. These meetings have influenced RHD and RA training content and are leading to additional assessment tools during the academic year to determine how their efforts are impacting their residents. This is also a strategic task within the Strategic Enrollment Plan that will focus specifically on retention metrics and engagemetn within the Housing community. Lastly, a new Director for Housing and Residence Life will start on August 1 bringing 15 years of housing and student engagement experience to 魅色天堂.
• 7/18/2024 - In Fy25, Auxiliary will work with the Housing department on improved maintenance service delivery (CGL) to enhance the on-campus residential experience.

Strategy 2.2b – Support the University System of Georgia’s efforts to update the Mandatory Fee Model to grow available support for fee-funded budgets; increase support for out-of-class student life offerings generally; and create, implement and fund a phased-in plan to grow specific activities such as Greek life, intercollegiate and club sports, eSports, the Blazin’ Brigade Marching Band, and other student clubs and organizations which have a proven record of attracting students, increasing retention, and enhancing alumni engagement.

• 7/18/2024 - A new Mandatory Fee Model for fall 2024 was implemented July 1, 2024.
• 7/9/2024 - eSports:
  • Establish partnership with STEM programs to recruit students.
  • Establish experiential learning opportunities covering eSports technology and competitions
  • Identify and develop opportunities for remote/online students to get involved with eSports.
  • Increase the number and participation of on-campus eSports competitions
  • Improve student engagement in 魅色天堂 competitive eSports team(s).

Step Three - Reawaken in-person engagement in the on-campus learning environment

Strategy 2.3a – Unveil and administer a new university-wide minimum expectation of 60% of seat time devoted to in-person learning in all traditional undergraduate hybrid courses.

• 7/9/2024 - Discussions have begun regarding implementation in spring 2025, since the fall schedule was already established prior to the release of 魅色天堂2030.

• 7/18/2024:
  • In FY25, HR will work with Student Affairs to implement student wage increases.
  • In FY25, Police will establish quarterly metrics for crime prevention programs, UPD leadership and officer visibility and interations with students.
  • In FY25, Financial Services will convert the student refund process to electronic.

Goal 3 - Maximize Growth

Fully capitalize on the Online College for Career Advancement, Graduate School, and international student recruitment by removing roadblocks and making timely strategic investments. 

STEP ONE - Maximize Online College for Career Advancement (OCCA) growth

Strategy 3.1a – Invest in recruiters, advisors, eLearning professionals, and other staff as needed to fully capitalize on the leads which are created by extensive marketing; adopt a plan to expedite transfer credit acceptance in all OCCA degree programs; offer the courses students desire (including SmartPath Core courses) when they want them; incorporate experiential learning opportunities in every OCCA program; seek University System of Georgia (USG) approval for additional OCCA undergraduate degree programs or concentrations in high demand areas; cultivate new partnerships with large employers looking to promote degree completion among their employees; invest in faculty lines as needed to support documented unmet demand; and seek philanthropic gifts in support of recruitment and completion scholarships.

• 7/9/2024:
  • OCCA funded positions in AY24-25: advisor/coaches; Recruiters, Transcript reviewer, CoE Coordinator, OCCA Business Analyst, AI focused staff, Solutions Center OCCA dedicated team; Instructional Designer.
  • Expedite transfer credit - Work with Admissions to improve and innovate review process - possibly using an AI tool.
  • Employer Partnership - select and target, by vertical, pcorporate and government partnership opportunities.
  • Invest in faculty lines: 41% increase in fulltime/part time Academic Affairs budget from last academic year.
• 7/9/2024 - A new Instructional Designer position for FY25, fully funded from OCCA, has been added. A search is underway for two new faculty OCCA positions (one in Elementary Education and one in Psychology). The number of SmartPath Core offerings has been increased to assist in the progression of OCCA students and international partnership opportunities are being explored that will specifically recruit for our OCCA programs.

Strategy 3.1b – Enroll an ever-increasing share of the 170,000 Georgians who are expected to pursue online learning to support career progression each year over the next decade, meet established enrollment goals laid out in the university’s Strategic Enrollment Management Plan, and position OCCA as the preeminent program of its kind in the Southeast.

• 7/9/2024:
  • Increase OCCA enrollment from Fall 24 to Fall 24 by 23% (Fall 24 baseline is 1,318 enrolled students)
  • Continue to assess processes that support OCCA students
  • Identify ways to innovate in order to improve the student experience
  • Improve communication to and engagement with OCCA students
• 7/8/2024 - Some program-specific ads have been running for OCCA since early 2023. In June 2024 a heavy-up (June-Sept) campaign for OCCA was launched that includes heavier frequency paid social media and site and stream ads (Hulu, YouTube, FB, InstaGram, LinkedIn) using new creative content with seven different program-specific ads and one general 魅色天堂 online ad. We are running heaviest in GA, then Southeast, then national (to maintain and continue to build brand awareness and exposure). Highly specific audiences are being targeted by Resonate for each program/ad, and Resonate created a special dashboard for the OCCA team to view and track campaign engagement.

STEP TWO - Maximize Graduate School growth

Strategy 3.2a – Implement a comprehensive marketing and recruitment plan, to include program-specific advertising, dedicated graduate-level recruiters, consistent timely admission decisions in all graduate programs, and an increased number and dollar amount of stipends for graduate assistantships; support the addition of faculty lines in programs with documented unmet demand; seek USG approval to add new graduate degree programs in high demand areas; and seek philanthropic gifts in support of recruitment and completion scholarships.  

• 7/18/2024 - In FY25, HR plans to work with the Graduate School to increase the number and dollar amount of graduate stipends.
• 7/9/2024 - A comprehensive communication plan has been rolled out to students who have applied for one of our graduate programs. Additional funding was received in spring that was rolled out across all units to be used as additional stipends for recruiting purposes. The process to hire new faculty (new funding) has begun that will support LTWD, KSPE, and Elementary Education programs. COEHS is currently working on the new program proposal for the MAT in Elem Ed program.
• 7/8/2024 - Graduate alumni leads are actively being collected and tracked for video content. A heavy-up campaign is scheduled for Grad Programs this fall. The plan for program-specific creative content, frequency, and media placement will be the same format as OCCA, but a different target audience for each program/ad.

Strategy 3.2b – Meet established Graduate School enrollment goals laid out in the university’s Strategic Enrollment Management Plan.

• 7/9/2024 - During summer 2024, a Graduate Working Group, in collaboration with RNL, has made significant progress toward identifying strategies/goals for the Graduate School.

Step Three - Maximize international student enrollment

Strategy 3.3 – Contract with recruiting agents in countries that are deemed to have high numbers of potential international students who can afford a U.S. education; restore an appropriate level of staffing to process required federal paperwork and support students while they are in-country; provide additional transportation options to and from international airports and to in-town home stay, grocery, and entertainment venues as appropriate; and seek philanthropic gifts in support of recruitment and completion scholarships.

• 7/18/2024 - In FY25, Auxiliary will develop a plan to include international student transportation to include replacement of aged bus fleet and revised campus routes.
• 7/9/2024 - We are currently working on a program with China that will guarantee approximately 100 students for our online programs. A new staff position in the Graduate School is in the process of being hired that will help with onboarding GAs and recruitment efforts.

Step Four - Support students where they are

Strategy 3.4a – Ensure virtual access to all student services regularly used by Online College for Career Advancement, Graduate School, and international students.

• 7/18/2024 - In FY25, Auxiliary will initiate an RFP for a campus card system to include options for virtual credentialing and recommending a campus lock solution.
• 7/9/2024 - Students currently have access to tutoring, advising, career oppportunities, and counseling through virtual platforms as well as over the phone/virtual meeting access for services such as Financial Aid and Bursary. In process of reviewing RNL student satisfaction survey of students in the online population to determine what additional virtual services are needed/requested.

Goal 4 - Invest In Our Future

The 魅色天堂 family will advance the success of this plan through a capital campaign that provides the targeted investments needed to maximize growth.

Strategy 4.1a – Partner with the 魅色天堂 Foundation Board of Trustees to conduct a feasibility study for the university’s next capital campaign in support of the goals of this plan; launch the campaign’s silent and public phases; and successfully secure pledges which meet or exceed the announced transformative fundraising goal.

• 7/9/2024 - Update:
  • The foundation board met on June 26th and voted unanimously to approve phase 1 of a 3 phase campaign with a tentative target of $60-$70 Million.
  • The feasibility study was completed and submitted to the foundation board for approval.

Strategy 4.2b – Increase the number and value of scholarship awards to support student recruitment and success as part of the next capital campaign.

• 7/9/2024 - At the end of Fiscal Year 24, 5 new scholarships were endowed with a total minimum investment of $500K.