Strategic Directions with Institutional Priorities
Strategic Directions 2011-2014
The Strategic Directions for Georgia College provide a framework for planning and goal setting, for assessing overall institutional health and progress, and for establishing resource priorities.
Strategic Direction One
Exemplary Undergraduate Learning Experience
Build excellence and distinction in the Georgia College undergraduate educational experience consistent with the university's educational values and its undergraduate public liberal arts mission.
Institutional Priorities:
Attract an academically well-prepared and diverse student population
Implement strategies that support student achievement through improved retention and degree completion
Enhance institutional reputation as a student-focused university through academic support programs (advising, tutoring, mentoring, residential learning), policies, services, and behaviors that promote student welfare
Support practices and pedagogies that enhance student engagement and learning in the classroom
Promote opportunities to enhance classroom learning through undergraduate research, internships, fieldwork, civic engagement, service learning, study abroad and similar “learning beyond the classroom” activities
Address campus climate challenges related to student diversity
Strategic Direction Two
Respected provider of Graduate Programs in the Middle Georgia Region
Strengthen the university's graduate mission, which is to deliver graduate programs responsive to regional workforce needs.
Institutional Priorities:
Provide appropriate student and instructional support for graduate programs
Continue to develop effective graduate program delivery methods
Improve tracking and documentation of graduate student placement and contributions
Develop new graduate degree and post-baccalaureate certificate programs to meet state needs, with a focus on program growth in the Macon and Warner Robins region
Develop international partnerships to enhance and expand graduate educational opportunities
Create and implement a strategic marketing plan for graduate programs
Strategic Direction Three
Acclaimed Academic Programs/Distinctive Colleges & Departments
Enhance the academic reputation of Georgia College based on recognition of exemplary academic programs and the distinctive qualities and achievements of its academic colleges and units.
Institutional Priorities:
Support the use of appropriate assessment and evaluative data on
student-learning to improve academic programs
Support impactful and distinctive pedagogies that enhance teaching and learning and help programs to stand out as exemplary
Improve tracking and documentation of the placement and contributions of Georgia College graduates
Feature special achievements of students and unique/distinctive learning opportunities as part of academic program/department/college informational and promotional materials
Feature distinctive accomplishments of faculty as part of academic program/department/college information material
Expand academic reputation through selective enhancement and promotion of programs with potential for national recognition
Strategic Direction Four
Strong Partner for Creating a Better Community and State
Strengthen community and regional ties through programs, partnerships, research, and service that enhances economic, educational, and cultural opportunities
Institutional Priorities:
Expand continuing education opportunities
Partner with community organizations to secure funding support for shared initiatives and programs
Leverage external funding to support applied scholarship that addresses community and regional challenges
Enhance civic engagement and volunteer service as central to the Georgia College community
Develop programming for the renovated Campus Theatre, Sallie Ellis Davis House, and institutional gallery spaces that encourages community interaction
Develop strategies to enhance the success of Early College
Build broader awareness and recognition of Georgia College contributions to its communities and state
Strategic Direction Five
Talented, mission-invested faculty and staff
Recruit and retain highly qualified faculty and staff who are invested in the university’s mission, its students, and its commitments to reason, respect, and responsibility.
Institutional Priorities:
Continue to address market competitive faculty salary challenges
Create opportunities for high-performing staff employees to advance in rank
Improve faculty and staff evaluation processes to better control subjectivity and to reflect contributions in all areas of employee work, including university service
Ensure that staff members are provided with appropriate training and professional development opportunities (including management training for supervisors)
Continue to provide faculty with professional development opportunities, research support, and opportunities to improve teaching and learning effectiveness
Expand opportunities to celebrate faculty and staff achievements and to build community
Strategic Direction Six
Effective Fiscal and Operational Performance
Continue to seek operational performance improvement and effective fiscal strategies, including the diversification of funding support.
Institutional Priorities:
Enhance fundraising capacity, particularly at the college level
Implement strategies to stimulate grant writing and the development of contract revenue
Encourage and support viable and mission appropriate revenue generating initiatives and programs
Create campus sustainability plan focused on energy conservation
Support process improvements that reduce costs, save time, and improve outcomes
Align institutional support areas for maximum effectiveness and efficiency
Address space needs through appropriate review and planning processes
