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FVSU Strategic Plan

FVSU Strategic Plan 2015 - 2020

CORE PURPOSE, VISION, & VALUES

VISION: Fort Valley State University (FVSU) will become a TOP CHOICE University in the nation.

CORE PURPOSE/MISSION: Transforming students into extraordinary, globally competitive individuals while fulfilling our land-grant mission.

Values:

Accountability

We take ownership in our role towards accomplishing FVSU’s vision. All are personally committed to high achievement and are proactive in rising above circumstances and demonstrating the

responsibility necessary for achieving desired results. We are driven to earn trust and respect through continuous improvement and to exceed the expectations of all stakeholders.

Integrity

We are direct, truthful, honest, fair and transparent.

Excellence

We perform our duties to the highest standard and foster a culture of high quality.

We offer a current, attractive and credible program portfolio that aims for national recognition and is relevant to contemporary needs.

Engagement

We lead by example through actively supporting and participating in all aspects of Fort Valley State University. We engage in best practices and creating innovative strategies in teaching and

learning, scholarship, and cultural enrichment.

FVSU Strategic Plan


STRATEGIC PRIORITIES, INITIATIVES & SUGGESTED ACTION ITEMS

PRIORITY 1: Land-Grant Mission Enhancement

STRATEGIC INITIATIVE 1: Grant Collaboration

Action Items/Strategies Leading Entity How will this be accomplished? How will you measure success? Resources? Target Date

1. Contribute to the strategic goals of United

States Department of Agriculture (USDA)

and the 5-yr Plan of Work.

College of Agriculture Submit at least one internally collaborative, competitive

grant proposal annually related to the strategic goals of

USDA and the 5-yr Plan of Work.

Of the three proposals submitted, at least

one will be accepted for implementation.

Fall 2020

2. Further enhance the land-grant mission for

the entire campus.

College of Agriculture Progressively submit 1-5 internally collaborative,

competitive proposals to further enhance the land-grant

mission for the entire campus.

Of the three proposals submitted, at least

one will be accepted for implementation.

Fall 2020

STRATEGIC INITIATIVE 2: Professional Development Support


1. Support USDA and extension-related grant

writing.

College of Agriculture Progressively support 2-6 professional development

opportunities for support of USDA and extension-related

grant writing.

At least two professional development

opportunities for support of USDA and

extension-related grant writing will be

provided

Fall 2020

2. Encourage faculty to teach edTPA (formerly

Teacher Performance Assessment), GACE

(Georgia Assessments for the Certification of

Educators), and ethics

External Affairs

College of Education

Support three professional development activities

annually for faculty to teach edTPA (formerly Teacher

Performance Assessment), GACE (Georgia Assessments

for the Certification of Educators), and ethics.

At least three professional development

activities for faculty to teach edTPA, GACE,

and ethics will be provided annually.

Fall 2020

STRATEGIC INITIATIVE 3: Business and Program Development


1. Develop a Major in Finance. College of Arts & Sciences (CAS)

– Department of Business

Create a dual-appointment position in the Departments

of Family & Consumer Sciences and Business for the

development of a major in Finance.

A major in Finance will be created by 2017

and at least 20 students will be enrolled in

these programs.

Two full-time tenure-track Business faculty with

Finance as a specialty.

Fall 2020

FVSU Strategic Plan


2. Serve small farmers, ranchers and other

related start-up businesses.

College of Agriculture

CAS – Dept. of Business

Develop a Center for Family-Owned Businesses to serve

small farmers, ranchers and other related start-up

businesses.

At least 15 small farmers, ranchers and

other related start-up businesses will be

served by the Center for Family-Owned

Businesses.

A Director and admin assistant.

Fall 2020

3. Develop collaborations between Family and

Consumer Sciences (i.e. Infant & Child

Development) and the College of Education.

College of Agriculture Develop collaborations between Family and Consumer

Sciences (i.e. Infant & Child Development) and the

College of Education via research, extension, practicums,

capacity-building and other grants.

At least three collaborative projects

between Family and Consumer Sciences

(i.e. Infant & Child Development) and the

College of Education will be in place and

on-going.

Fall 2020

4. Implement M.S. in Agricultural Leadership. College of Agriculture Develop groundwork for an Agricultural Extension

Education Concentration leading to a Master of Science

(M.S.) in Agricultural Leadership.

An M.S. in Agricultural Leadership will be

approved by the University System of

Georgia (USG) by 2017 and will enroll at

least 15 students.

Fall 2020

STRATEGIC INITIATIVE 4: Sustainability


1. Establish an integrated farming system. College of Agriculture Explore “model farms” to establish an integrated farming

system.

Research conducted and plan will be

formed by 2016. An integrated farming

system will be established by 2017.

Fall 2020

STRATEGIC INITIATIVE 5: Outreach and Community Involvement


1. Provide outreach services to farmers and

non-campus-based clients serviced through

Cooperative Extension.

College of Agriculture –

Cooperative Extension

Outreach services for farmers and non-campus-based

clients to be provided by County Staff, Specialists, and

Researchers.

Contracts and services to clients will

increase at least 3% annually, measured

through the Georgia Courts.

United States Department of Agriculture

(USDA); state funding. Annually

FVSU Strategic Plan


PRIORITY 2: Continuous Improvement

STRATEGIC INITIATIVE 1: Infrastructure Enhancements


1. Review allocation of resources (includes

budgets, technology, facilities, personnel,

academic programs, athletic programs, etc.)

Business & Finance

Campus-Wide Finance &

Budget Committee

Participation in overall assessment planning process for

institutional planning.

Resources are allocated to support the priorities of the

university set forth in this strategic plan.

Create and implement a campus wide finance and

budget committee to allow for input at levels of the

institution.

Review of current allocations:

-budgets (university-wide, departmental)

-facility utilization rate

-technology inventory

-technology utilization rate

-staffing levels (open/unfilled positions)

-academic programs/departments/majors

Etc.

Review of current Plans:

-Facilities Plan

-Technology Plan (Ex: review all current technology,

usage, training needs, and required updates)

-Athletics Plan

-Recruitment Plan

-other applicable plans

Creation/updating of all plans to align with

the University-wide strategic plan:

-Budgets (University-wide, departmental)

-Facilities Plan

-Technology Plan

-Athletics Plan

-Recruitment Plan

-other applicable plans

Looking for:

-alignment with Values

-best practices

-elimination of waste

-opportunities for improvement

-consolidation/elimination

-changes in operations/personnel

>Each of the Plans projects needs 5-10

years

>Prioritize the things in these plans

>Evaluate midstream, reprioritize, and keep

working on them.

Annually

2. Review and update policies, procedures, and

processes at all levels.

Human Resources

Legal Affairs

Compliance

Cabinet

-Take a Six Sigma approach to evaluate at departmental

levels (EX: Hiring processes that reflect institutional

values. EX: Create onboarding process to instill

institutional values. EX: Academic Honesty policy

enforced.)

Creation/updating of policies, procedures,

processes to reflect institutional values,

consistent expectations and accountability

will be developed to include:

-Employee handbook

-Hiring

-Admissions

A revision to the FVSU Classified Staff handbook is in progress – does it meet the measurements listed here? Hiring - Updated hiring policies, procedures, and accompanying forms were drafted May 2014. Revised P&P awaiting review and approval by President’s Cabinet. – does it meet the

Annually

FVSU Strategic Plan


-Set clear and consistent expectations for every

position/policy/procedure/process.

-Create/update policy/procedure manuals.

-Policies, procedures, processes, etc. are enforced

consistently across campus.

-Updated policies, procedures, processes, etc. are read,

reviewed, understood, and signed off on by every person

on campus.

Review of current policies, procedures, processes:

-Employee handbook

-Hiring

-Admissions

-Registrar

-Advising

-Housing

-Etc.

-Registrar

-Advising

-Housing

-Etc.

Looking for:

-alignment with Values

-best practices

-elimination of waste

-opportunities for improvement

-consolidation/elimination

-changes in operations/personnel

measurements listed here? Admissions - P&P for Office of Undergraduate Admissions updated July 2015. Revised P&P awaiting review and approval by President’s Cabinet. – does it meet the measurements listed here?

3. Review and update employee evaluation

process and documentation to ensure

alignment with institutional values, policies,

and procedures. Ensure all persons at every

level in the organization are evaluated

including administrators.

Human Resources

Legal Affairs

Compliance

Cabinet

Faculty Senate

Staff Council

-Review/update Employee Evaluation document,

policies, procedures, and processes.

-Can utilize peer and student evaluations of performance

as an additional tool in the process.

-Increased perception of integrity and

accountability based on the Student

Satisfaction Inventory. The overall

satisfaction with the institution will be

satisfied or above; currently the level of

satisfaction is between satisfied and

unsatisfied.

-In addition, Integrity and Accountability

will not be listed as a Weakness of this

University during next SWOT assessment in

2020.

-Employee Morale will not be listed as a

Weakness of this University during next

SWOT assessment.

Fall 2020

4. Provide training relevant to job duties at all

levels.

External Affairs (Title 3)

IT Services

QEP Director

Human Resources

Provide training opportunities:

-Development training

-Technology training

-Teacher training

Employee Morale will not be listed as a


SWOT assessment.

Institution-wide training opportunities are provided throughout the year subject to funding availability.

Ongoing

FVSU Strategic Plan


-Customer Service training

-Leadership training

-Etc.

Review current training opportunities:

-staff

-faculty

-administration

-student workers

-Develop Before/After assessments of skills

development. Demonstrate an increase of

skill development by 10%.

-Improved job performance. Establish

baseline measurements (i.e. How many

people are currently taking advantage of

the trainings being offered?) Assess skill

levels prior to training and following the

training.

Training efforts were curtailed during FY15 due to budget sweeps which recaptured available funding for such opportunities. Full-time employees have Skillsoft’s (Skillport) content rich learning management system available 24/7 for training purposes. The software containing guided, self-paced computer based training sessions. Additionally, it contains thousands of eBooks available to full-time employees for training purposes. Are you tracking how many employees are using these services? Skillsoft also has a compliance module available for purchase. Provided FY16 funding will allow, the compliance module will be purchased to augment the university’s compliance training efforts. Employees are provided with specific job-related training as deemed appropriate by his/her supervisor.

5. Incentive/Recognition programs (Faculty,

Staff, AND Students)

Faculty Senate

Staff Council

External Affairs (Title 3)

Human Resources

Implement incentive/recognition programs.

-Tie to core values.

-Allocate resources towards incentives/recognition.

Review current incentive/recognition programs:

-faculty (i.e. Faculty Research Award)

-staff (i.e. Customer Service Award; Staff Council Retiree

Recognition)

-students

-re-establish Employee Appreciation Day



SWOT assessment.

Staff Council will sponsor a minimum of

two activities per academic year focused on

increasing the morale of the University’s

staff.

Fall 2020

6. Review and update job descriptions Deans

Dept. Chairs

Human Resources

Review/update current job description:

-Ensure what is on record accurately reflects actual job

duties.

-Set clear and consistent expectations for every position.

-Evaluate performance based on established

expectations, demonstration of institutional values, and

adherence to established policies and procedures.

Current job descriptions:

-are they accurate?

All job descriptions, campus-wide, will be

updated and date stamped annually.


accountability at all levels from. Integrity

and Accountability will not be listed as a


SWOT assessment.

Job descriptions are reviewed and updated on a

continuous basis, subject to manpower

availability. Provided FY16 funding will allow,

all job titles and descriptions will be

reviewed/updated by the Carl Vinson Institute

of Government as a part of the comprehensive

salary study process.

Fall 2020

FVSU Strategic Plan


-does title reflect type of work done?

-are they consistent with comparable positions?

-do they support the strategic plan?



SWOT assessment.

7. Conduct a Salaries Study President’s office

External 3rd party company –

Carl Vinson Institute

Human Resources

Salaries Study is a comparison of compensation for

similar job titles/duties at analogous institutions. An

outside, 3rd party firm will likely need to be hired to

conduct the study.

Current salary levels:

-is there a model of process for the study?

-what are they?

-are they market rate?

-are they consistent with comparable positions?

Complete an Up-to-date salary and

comparable market data study

**Currently in process, Climate Study

started 2015.

A cost estimate has been provided by the Carl

Vinson Institute of Government to complete a

comprehensive salary study.

Projected start date for Salaries Study?

Fall 2020

8. Model the behaviors we want the students to

exhibit (reflecting FVSU values)

All constituents Incorporate FVSU values into:

-Employee onboarding process

-Employee evaluation process

Identify key desired behaviors that demonstrate:

-accountability

-integrity

-excellence

-engagement

Current level of behaviors being exhibited:

-accountability

-integrity

-excellence

-engagement

Students, faculty, and staff understand and

exhibit the mission and values of FVSU

every day as demonstrated by desired

behaviors. This will be measured through

the employee evaluation tool once values

are incorporated. This will be measured in

students through observation, decline in

behavior issues, etc.

-Increased level of desired behaviors

demonstrated from Administrative reviews

and Judicial Hearing Reviews from 95 to 85.

Ongoing

STRATEGIC INITIATIVE 2: Improved Customer Service


FVSU Strategic Plan


1. Implement campus-wide customer service

standards

Cabinet

University Leadership Council

Office of Institutional Research,

Planning & Effectiveness (OIRPE)

-Conduct benchmark survey to understand current

perceptions of customer service levels (internal and

external customers), and how to improve.

-Define desired Customer Service standards for internal

(faculty/staff) and external (students, alumni, community)

customers.

-Provide Customer Service training.

Increase in customer service perceptions

scores (internal and external customers)

from (aggregate number). Overall student

satisfaction will be satisfied or above in

comparison to neither satisfied or not

satisfied.

Current levels of customer service provided: SUMMARY STATISTICS NEEDED Internal Customer Satisfaction Survey: http://www2.fvsu.edu/wp-content/uploads/2015/07/FVSU-OIRPE-Fiscal-Year-2015-Customer-Satisfaction-Survey-9-July-20151.pdf

Student Satisfaction Inventory http://www.fvsu.edu/files/pdf/Student-Satisfaction-Report-2014.pdf

(2015 report available; not uploaded to website

yet. Response rate significantly lower than

2014 report.)

Fall 2020

2. Utilize technology to enhance customer

service

IT Steering Committee -Conduct benchmark survey of peer and aspirant

institutions’ technology usage to facilitate administrative

processes (EX: moving from paper-based to online-based

applications)

Review current utilization of technology in service areas:

-student-facing

-internal-facing

-external/community-facing

-Implementation of integrated systems to

manage data across departments. (EX: one-

web platforms to combine

D2L/email/Banner)

-Increase in customer service perceptions

scores (internal and external customers)

Using the Student Satisfaction Survey,

increase the overall score of 52% of

students being satisfied with Information

Technology to 70%, and the Internal

Stakeholder Satisfaction survey from 87%

to 95% for Information Technology.

Fall 2020

STRATEGIC INITIATIVE 3: Academic Excellence


1. Evaluate current programs for relevance,

attractiveness, and credibility

Alumni & Career Services Center



-Program Review Process via office of Institutional

Research and Effectiveness – happens annually

-Conduct student surveys during matriculation

-Conduct “Exit Interview” surveys of seniors re: their field

Increased recruitment competitiveness,

enrollment, & RPG rate as follows:

-Retention rate 58% to 65%

-Four Year Graduation Rate 7% to 30%

Aggressive efforts to ensure adequate funding

will be made available for the initiatives. Budget

alignment to make excellent programs is

imperative.

Annually

http://www2.fvsu.edu/wp-content/uploads/2015/07/FVSU-OIRPE-Fiscal-Year-2015-Customer-Satisfaction-Survey-9-July-20151.pdf




http://www.fvsu.edu/files/pdf/Student-Satisfaction-Report-2014.pdf

http://www.fvsu.edu/files/pdf/Student-Satisfaction-Report-2014.pdf

FVSU Strategic Plan


-Ask WHY when students submit changes of major

-Internal evaluation by faculty/staff, also by students.

-External comparison to peer & aspirant institutions.

-Review faculty to student ratio in all majors

-Identify and promote “Headliner” programs

-Six Year Graduation Rate 30% to 45%

-17% of the graduates of FVSU went on to

enroll in graduate school based on data

from the National Clearinghouse, increase

to 30%.

Yield rate is as follows:

-Number of Applicants-2967

-Number Admitted-888

-Number Enrolled- 475

-Yield by definition (College Admissions to

enroll) is 53.4 %. (Goal - 70%)

-Application to Admissions is 29.9 % (Goal -

50%)

-Application to enroll is 16% (Goal - 30%)

-Measure job placement or students going

to grad/professional school after

graduation; get data from Clearinghouse

report

Establish current levels of program

relevance:

-as perceived by students

-as perceived by prospective students

-as determined by market data

Establish current level of program

attractiveness:



-as reflected in enrollment numbers

Establish current level of program

credibility:



-as perceived by peer institutions

2 Staff members:

-staff

-Alumni & Career Services

-Committee review?

Academic Program Review

(PASSWORD REQUIRED TO REVIEW DATA)

http://www.fvsu.edu/irpe/academic-program-

review

Completion/Graduation Report

http://www.fvsu.edu/files/mainfiles/uploads/FV

SU%20-OIRPE-%20-

Program%20Completion%20through%20FY%20

2014-%20-9%20October%202014.pdf

Enrollment Report

http://www.fvsu.edu/files/mainfiles/uploads/FV

SU%20-OIRPE-%20-

Program%20Enrollment%20Spring%202010%20

-%20Fall%202014-%20-

20%20November%202014-revised.pdf

http://www.fvsu.edu/irpe/academic-program-review

http://www.fvsu.edu/irpe/academic-program-review

http://www.fvsu.edu/files/mainfiles/uploads/FVSU%20-OIRPE-%20-Program%20Completion%20through%20FY%202014-%20-9%20October%202014.pdf




http://www.fvsu.edu/files/mainfiles/uploads/FVSU%20-OIRPE-%20-Program%20Enrollment%20Spring%202010%20-%20Fall%202014-%20-20%20November%202014-revised.pdf





FVSU Strategic Plan


2. Pursue national recognition of programs

and increase visibility of recognition.

Academic Affairs

Marketing & Communications

division

Specific programs

-Join professional organizations, personal and professional

levels.

-A member of National Collegiate Honors Council

-Create a comprehensive list of program/student

accolades.

-Identify current programs with some type of national

recognition.

-Increased number of applications

submitted for national recognition

opportunities two (2) to four (4)

-Increased number of national recognitions

achieved from 1 - 3

Ongoing

3. Pursue national accreditation of programs

and increase visibility of accreditations

earned.

Academic Affairs

Programs

Chairs

Deans

Provost/President

-Continuing to pursue these national accreditations

-Allocate resources to be able to pursue national

accreditations.

-Identify current programs with national accreditation.

-Establish a baseline number of currently

accredited programs and programs

applying for accreditation annually.

Increase accreditations by 3%.

- Establish a baseline number of currently

accredited departments and departments

applying for accreditation annually.

Increase accreditations by 3%.

Adequate funding required to pursue many

types of accreditation. Ongoing

4. Produce globally-competitive graduates All areas of campus

Academic Affairs

-Define “globally-competitive”

-Identify current number of alumni that definition applies

to

-Provide internships, Co-Ops, internal & external job

placement, study abroad programs, research

opportunities, etc. for students

-Create “homegrown” study abroad programs

-Offer “Full Immersion” study abroad programs

-Establish a living & learning community with international

students integrated with local students

-Inclusion of international perspectives in the classroom

-Integrate global/cultural awareness into curriculum

-Offer more culturally diverse co-curricular activities

-Increased interaction with international students and

faculty

-Have International Faculty instruct the cultural awareness

classes

-Reflect cultural diversity in food choices available on

campus

-Increased perception of cultural sensitivity

for students by starting a survey process in

order to develop a baseline. After the

baseline is established, improve this goal by

3% annually.

-Establish baseline number of students who

currently participate in study abroad

programs. Increased number of students

participating in study abroad programs by

3% annually.

Retention rate 58% to 65%

Four Year Graduation Rate 7% to 30%

Six Year Graduation Rate 30% to 45%

17% of the graduates of FVSU went on to



to 30%


Number of Applicants - 2967

Number Admitted - 888

Number Enrolled - 475

Ongoing

FVSU Strategic Plan


Yield by definition (College Admissions to

enroll) is 53.4 %. (Goal - 70%)

Application to Admissions is 29.9 % (Goal -

50%)

Application to enroll is 16% (Goal - 30%)

-Students report feeling comfortable as

global citizens in exit interviews by starting

a survey process in order to develop a

baseline. After the baseline is established,

improve this goal by 3% annually.

-Improved perception of FVSU as a globally-

competitive institution in Student

satisfaction data.

5. Increase student/faculty research

opportunities

Academic Affairs

Undergraduate Research

Graduate Research

-Balance instructional, service, and research loads to

enhance faculty productivity

-Include undergraduate and graduate research

opportunities in core curriculum

-Connect to tenure process

-Connect to incentive/recognition programs

-Identify current level of student research opportunities

-Identify current level of student research conducted

-Identify current level of faculty research opportunities

-Identify current level of faculty research conducted

-Improved perception of FVSU as an

institution from 2.9 out of 5.0 on the US

News and World Report Peer Assessment

Score of the institution to 4.0.

-Connected to tenure process

-Connected to incentive/recognition

programs

-Establish current level of student research

opportunities and increase by 3% annually.

-Establish current level of student research

conducted and increase by 3% annually.

-Establish current level of faculty research

opportunities and increase by 3% annually.

-Establish current level of faculty research

conducted and increase by 3% annually.

-Increased funding opportunities

Fall 2020

FVSU Strategic Plan


6. Develop alternative strategies to attract

quality faculty.

Academic Affairs -Define “quality” faculty

-Highlight low student-to-faculty ratio

-Bring in faculty related to key programs (like Ag)

-Emphasize quality of life aspects

-Offer competitive salaries

-Leverage the unique history and environment of FVSU

-Survey recent hires about current strategies to identify

and attract faculty: What is appealing? What isn’t

appealing?

-Establish current number of faculty who

have been recognized in their discipline and

increase by 3%.

-Establish current faculty turnover rate and

decrease by 3% annually.

Ongoing

7. Improve academic advising outcomes Academic Affairs

Center for Retention Services



-Define desired advising outcomes.

-Identify current level of advisors exhibiting desired

behaviors resulting in desired student outcomes (ex:

Increased RPG rates, perceived success of graduates, etc.).

-Clearly identify advisors for students

-Standardize advising process across campus to ensure

satisfactory RPG of students

-Create advising handbook

-Implement system hard-stops in Banner/DegreeWorks to

prevent registering out of sequence

-Ensure proper transfer of credit hours

-Title 3 funding

-Include accountability in evaluations for advisors

-Include elements in Exit Interviews re: advising efficacy

-Improved student perception of advising

process from 68% satisfaction to 80%.

-Increased rate of students graduating on

time from FVSU from 7% to 30%.

2013 RPG rate (most current data available):

56.7%

Target RPG rate: 60%

Link to SACSCOC Student Success Indicators:

http://www2.fvsu.edu/home/administration/off

ice-of-academic-affairs/irpe-2-

2/sacscoc/student-achievment-at-fvsu/

Retention /Progression/Graduation:

http://www2.fvsu.edu/home/administration/off

ice-of-academic-affairs/irpe-2-2/institutional-

research/retention-progression-and-graduation/

Fall 2020

8. Provide appropriate resources needed to

support academically unprepared students.

Academic Affairs -Define “academically unprepared” student.

-Identify current level of students meeting that definition

-Identify current level of resources being provided to

academically unprepared students

-Pursue grant opportunities to support the Pre-College

Academy

-Provide mentoring for students

-Decrease level of academically unprepared

students from 63% to 40%.

-Increase resources being provided to

academically unprepared students

Fall 2020

9. Evaluate teaching loads in order to better

support faculty research and funding

opportunities

Individual Departments -Identify current teaching load requirements.

-Determine optimal teaching load to support research and

funding opportunities

-Establish a current level of faculty

satisfaction with teaching loads. Increase

satisfaction by 3% annually.

Fall 2020

http://www2.fvsu.edu/home/administration/office-of-academic-affairs/irpe-2-2/sacscoc/student-achievment-at-fvsu/



http://www2.fvsu.edu/home/administration/office-of-academic-affairs/irpe-2-2/institutional-research/retention-progression-and-graduation/



FVSU Strategic Plan


-Reduce size of majors, course load required to make a

“major”

-Establish the current level of research and

funding opportunities pursued by faculty.

Increase by 3% annually.

10. Research and implement best practices in

teaching and learning, to include utilization

of technology in the classroom

Academic Affairs

Graduate Studies

Center for Teaching and

Learning

Determine best practices in teaching and learning:

-peer institutions

-aspirant institutions

-discipline specific

-Evaluate and provide appropriate technology and

information-based services to facilitate learning for

globally-competitive graduates.

EX: Library resources, such as peer-reviewed journal

subscriptions

EX: Teacher Training Workshops, Student-Centered

training, Technology training, etc.

-Remove outdated teaching tools/technology

-Revitalize IT Steering Committee

-Improved teaching & learning practices as

evidenced by an improvement in student

outcomes (General Education Learning

Outcomes) currently at 72.777% and the

goal is to increase to 80%.

-Improved student perception of education

provided at FVSU. This should be listed as a

weakness in the next strategic plan.

-Increased recruitment competitiveness,

enrollment, & RPG rate

Increase Average Capp Percentile score

from 57.1 to 65th percentile.

Increase the overall ACAT percentile from

the 31st percentile to the 50th percentile.

Additionally, increase the average

percentile of the ETS Major Field Test from

18.4 to the 25th Percentile.

Fall 2020

11. Explore alternative/flexible course design in

order to serve a broader population of

students

Academic Affairs

Center for Retention Services

Graduate Studies

Current styles of course design:

-appeals to what populations of student?

-discourages what populations of students?

-Increase offerings that are “flexible” - fully online, hybrid,

in the evening hours, on weekends, short-term sessions,

graduate classes, etc.

-Explore Warner Robins model of Weekend Programs

-Add admissions dates (“mini-mester” admission &

intensive programs)

-Corporate exchange program – Faculty/executives

-Establish current baseline of “flexible”

course offerings and increase by 3%

annually.

- Increased recruitment competitiveness,

enrollment, & RPG rate of target

populations from Retention rate 58% to

65%

Four Year Graduation Rate 7% to 30%

Six Year Graduation Rate 30% to 45%

17% of the graduates of FVSU went on to



to 30%

Fall 2020

FVSU Strategic Plan


-Ensure proper transfer of credit hours


Number of Applicants - 2967

Number Admitted - 888

Number Enrolled - 475

Yield by definition (College Admissions to

enroll) is 53.4 %. (Goal - 70%)

Application to Admissions is 29.9 % (Goal -

50%)

Application to enroll is 16% (Goal - 30%)

12. Enhance student peer tutoring programs Academic Affairs -Determine current peer tutoring programs available

(Ex: Pre-College Academy – currently does some of this,

previous class provides some mentoring for new class)

-Research and evaluate best practices in peer-to-peer

tutoring and implement findings.

-Establish current baseline of student peer

tutoring programs, increase by 3% annually.

-Establish current baseline of perception of

support provided to students to enhance

learning reported in Exit Interviews.

Increase by 3% annually.

-Establish averaged GPA for currently

students’. Reflect an increase in that

average for these students annually.

Fall 2020

PRIORITY 3: Stakeholder Involvement

STRATEGIC INITIATIVE 1: Increase Student Involvement


1. Implement student living and learning

communities

Student Affairs

Academic Affairs

Determine best practices observed by:

-peer institutions

-aspirant institutions

-Identify current level of student living and learning

communities (Ex: Honors, Freshmen Learning

Communities, STEM learning communities, International

learning communities, Res. Life communities, etc.)

-Establish baseline RPG rates among

students participating in living and

learning communities increase by 3%.

Fall 2020

2. Increase service learning opportunities for

students

Academic Affairs

Department Chairs

-Identify current level of service learning opportunities

for students

-Increased student satisfaction reported

in Exit Interviews Overall student

satisfaction will be satisfied or above in

Fall 2020

FVSU Strategic Plan


-Integrate service learning into curriculum. comparison to now where it is on average

neither satisfied nor not satisfied.

-Create a survey to establish a baseline

measurement of perception of

community engagement with FVSU.

Increase baseline measurement by 3%.


measurement of students engaging in

internships, Co-Ops, research, etc. in the

community. Increase baseline

measurement by 3%.

Add to student satisfaction data.

3. Increase active participation in campus

activities (EX: student life activities,

athletics, Greek life,

professional/discipline-specific clubs &

organizations, etc.)

Student Life

Student Affairs

Student Government Association

Residence Life

-Survey Students – what would make you more involved

on campus?

- Create REASONS for students to stay on campus

weekends

- Leverage Residence Life to help entice students to stay

on campus

-Ensure policies support campus engagement

Measure current attendance at various campus activities

(EX: athletic games, student life events, concerts on

campus, etc.)

Identify current level of student participation in campus

activities:

-student life

-athletic events/games

-Greek life

-professional organizations

-discipline-specific clubs/orgs

-residence life

-etc.

-Increase of people on campus on

evenings, weekends, during holidays, etc.

by starting a survey process in order to

develop a baseline. After the baseline is

established, improve this goal by 3%

annually.

Create a survey to establish a baseline

measurement of average attendance at

various campus activities. Increase

baseline measurement by 3%.

Increased level of student participation in

campus activities:

-student life


-Greek life



-residence life

-etc.

Fall 2020

4. Improve indicators of student wellness –

mind, body, spirit, financial

Business & Finance

Student Affairs

Financial Aid

Define “indicators of student wellness:”

-mind

-body

-spirit


measurement of student wellness

indicators:

-mind

Fall 2020

FVSU Strategic Plan


-financial

Develop a tool to determine current levels of student

wellness:

-mind (perceived happiness levels, number of students

served by school psychologist, etc.)

-body (health statistics, nutrition provided by dining hall,

participation in fitness programs, athletic facility usage,

etc.)

-spirit (perceptions of well-being, etc.)

-financial (participation levels, perceived financial literacy

levels)

-Demonstrate usage rates of campus services and

amenities (Ex: athletic complex, health & wellness center,

dining hall, counseling services, library, advising, etc.)

-body

-spirit

-financial


5. Increase participation in Internships, Co-

Ops, Study Abroad, and research

opportunities.

Career & Alumni Services

Academic Affairs

Undergraduate Research

Individual Colleges

-Develop more opportunities for student internships, Co-

Ops, study abroad, and research opportunities.

-What are the current barriers to participation? Remove

or mitigate those barriers.

Identify current levels of student participation in:

-Internships

-Co-Ops

-Study abroad

-Undergraduate and Graduate research

Increased number of students

participating in:

-Internships

-Co-Ops

-Study abroad

Create a survey to establish a baseline

measurement of students participating in

Undergraduate and Graduate research.


Fall 2020

6. Research and implement a mentoring

program to engage all stakeholders (can

include peer-to-peer)

Center for Retention Services -Identify current mentoring programs available to

students.

-Survey current levels of desire and need for mentoring

programs available to students.

-Establish a formalized mentoring program leveraging

community and campus relationships.

Review RPG rates among mentoring

program participants and analyze data for

this population when the program has

been further developed. Then develop a

baseline to continue to monitor the

success of the program. Increase baseline

measurement by 3%.

Fall 2020

7. Provide culturally diverse co-curricular

experiences for students

Student Affairs

Student Life

-Define “culturally diverse co-curricular experiences.”

-Identify current level of culturally diverse co-curricular

experiences available to students.

-Develop programs and activities that highlight cultural

diversity.

-Increased levels of culturally diverse co-

curricular experiences available to

students by starting a survey process in


baseline is established, improve this goal

by 3% annually.

Ongoing

FVSU Strategic Plan


STRATEGIC INITIATIVE 2: Increase Faculty Involvement



activities

Individual Departments -Create strategic blocks of time in course scheduling to

provide opportunity and availability for increased

involvement

-Ensure policies support campus engagement (EX:

Flexible scheduling)

Measure current faculty attendance at various activities


campus, etc.)

Identify current level of faculty participation in campus

activities:

-committees

-student life


-student clubs/organizations



-etc.

-Increase in average faculty attendance at

various campus activities from by starting

a survey process in order to develop a

baseline. After the baseline is established,

improve this goal by 3% annually.

Increased level of faculty participation in

campus activities:

-committees

-student life





-etc. by starting a survey process in order

to develop a baseline. After the baseline

is established, improve this goal by 3%

annually

Fall 2020

2. Work towards 100% giving by faculty to

the Annual Fund

External Affairs

-Identify current level of giving by faculty in Annual Fund

-Establish departmental representation on Annual Fund

committee to encourage participation.

-Recognition of departments achieving 100% giving (or

other notable achievements)

-100% participation rate of all faculty in

the Annual Fund.

Fall 2020

3. Increase faculty participation with

students in service learning, Internships,

Co-Ops, Study Abroad, and research

opportunities.

Academic Affairs

Individual Deans

Career and alumni services

CDEP Tracking of Students

USDA Liaison- CO-OP Opportunities

Identify current levels of faculty participation in:

-Service Learning

-Internships

-Co-Ops

-Study abroad

-Undergraduate & Graduate research

-Balance instructional, service, and research loads to

enhance faculty participation in these activities.

Increase levels of faculty participation by

25%. in:

-Service Learning

-Internships

-Co-Ops

-Study abroad


Survey to faculty members

Fall 2020

FVSU Strategic Plan


-Clear definition of what the internship requires and

where to go to get them. Course based/academic based

-Faculty report balanced instructional,

service, and research loads, possibly as a

Strength of the University.




Academic Affairs

-Identify current mentoring programs available to

faculty.


programs available to faculty.



-Faculty participating in the mentoring

program report an improved perception

of their campus experience.

Start a survey process in order to develop

a baseline. After the baseline is

established, improve this goal by 3%

annually.

Fall 2020

STRATEGIC INITIATIVE 3: Increase Staff Involvement



activities

External Affairs

-Create strategic blocks of time in course scheduling to

provide opportunity and availability for increased

involvement

-Ensure policies support campus engagement (EX:

Flexible scheduling)

Measure current staff attendance at various activities


campus, etc.)

Identify current level of staff participation in campus

activities:

-committees

-student life





-etc.

-Increase in average staff attendance at

various campus activities.

Have a check-in or attendance process in


baseline is established, improve this goal

by 3% annually.

Increased level of staff participation in

campus activities:

-committees

-student life





-etc.

Staff Council

Need to QUANTIFY current levels of staff

engagement in various sectors of campus life.

Fall 2020

FVSU Strategic Plan


2. Work towards 100% giving by staff to the

Annual Fund

Staff Council

-Identify current level of giving by faculty in Annual Fund

-Establish departmental representation on Annual Fund

committee to encourage participation.

-Personal Action Notices (PAN) to encourage donation

-Recognition of departments achieving 100% giving (or

other notable achievements)

-100% participation rate of all staff in the

Annual Fund.

Fall 2020

3. Provide appropriate levels of staff support

to faculty & students in service learning,

Internships, Co-Ops, Study Abroad, and

research opportunities.

Academic Affairs

Student Affairs

External Affairs


Define the staff support required for:

-Service Learning

-Internships

-Co-Ops

-Study abroad


Identify current levels of staff support provided to

students in:

-Service Learning

-Internships

-Co-Ops

-Study abroad


Identify current levels of staff support provided to faculty

in:

-Service Learning

-Internships

-Co-Ops

-Study abroad


Increase of staff support provided as

perceived by students through

established baseline survey. Improve this

goal by 3% in:

-Service Learning

-Internships

-Co-Ops

-Study abroad


Increase of staff support provided as

perceived by faculty through established

baseline survey. Improve this goal by 3%

in:

-Service Learning

-Internships

-Co-Ops

-Study abroad


Fall 2020




Staff Council -Identify current mentoring programs available to staff.


programs available to staff.



-Establish a baseline survey of Staff

participating in the mentoring program.

Report an improved perception of their

campus experience by 3% from baseline

assessment.

None currently in place. Fall 2020

FVSU Strategic Plan


STRATEGIC INITIATIVE 4: Increase Alumni Involvement



activities

Career & Alumni Services Identify current level of alumni participation in campus

activities:

-student life





-classroom/learning-related

-etc.

-Measure current attendance at various activities (EX:

athletic games, student life events, concerts on campus,

etc.)

-Identify number of hours volunteered by alumni in

campus-related activities

-Review and evaluate effectiveness of current alumni

outreach/engagement programs

-Leverage Campus Alumni Association

-Alumni “Class Advisors” program – assigning Alumni

Assn. chapters to serve as advisors to different classes

(Fr, So, Jr, Sr)

-Have a check in or attendance process in


baseline is established, improve this

attendance goal by 3% annually.

-Increase in average hours volunteered by

alumni in campus-related activities.

Develop a way to track current alumni

participation and increase that

participation by 3%.

Increased level of alumni participation in

campus activities:

-committees

-student life





-classroom/learning-related

-etc.

Fall 2020

2. Increase giving among alumni External Affairs Identify current level of giving by Alumni:

-number of donors

-dollars per donor

-percentage of Alumni that give

-Annual Fund

-Capital Campaign

-Creative giving campaigns

-Scholarship Luncheons

-Personal Action Notices (PAN) to encourage donation

-Student volunteers to make solicitation calls to former

majors

Increase in percentage of giving by Alumni

which is currently 14%, based on the US

News and World Report and the Office of

External Affairs. Increase the percentage

of Alumni who give by 5%.

Fall 2020

FVSU Strategic Plan


3. Engage with students in a mentoring

program

Student Affairs


-Identify current level of engagement with students via

mentoring relationships.



-Expand University College mentoring to include alumni

members

-Establish a baseline survey of alumni

participating in the mentoring program.

Report an improved perception of their

campus experience by 3% from baseline

assessment.

Fall 2020

STRATEGIC INITIATIVE 5: Increase Community Involvement


1. Encourage community investments that

support student life immediately

surrounding the FVSU campus

External Affairs

Student Affairs

Governmental Affairs

Student Government Association

-Define “investments that support student life.”

-Identify current level of community investment in

initiatives that support student life immediately

surrounding the FVSU campus

-Develop relationships with community stakeholders

(such as City Council/Mayor’s office, Chamber of

Commerce, Economic Development office, etc.)

-Partner with City of Fort Valley – Create a Business

Improvement District (BID) for commercial areas

around campus

-SGA/Student leaders to partner and provide input

on what students would like to see more of

-Growth and development of areas around

campus conducive to attracting students. (Ex:

restaurants, shops, recreational activities,

etc.).

-Have students participate in at least two (2)

community service projects.

Ongoing

2. Increase engagement with students via

service learning opportunities.

Student Success -Identify current levels of community engagement

with students in service learning opportunities

-Create reasons for the community to engage with

the campus community. (EX: Establish a “Day of

Service” for FVSU stakeholders to provide volunteers

to community organizations)

-FVSU 0100 – add service learning component

-Connect with specific service organizations

-Be a “good neighbor” and get to know businesses

and organizations immediately surrounding campus

-Increased levels of interaction between

students, FVSU, and the community through

service learning. Develop a baseline for

measurement. After the baseline is

established, improve this goal by 3% annually.

Fall 2020

FVSU Strategic Plan


3. Enhance non-credit, all-ages community

programming offered to the FVSU

surrounding area.

External Affairs

Continuing Education

-Survey current levels of desire and need for non-

credit, all-ages community programming available to

the FVSU surrounding area.

-Expand non-credit, all-ages community

programming offered to the FVSU surrounding area.

-Expand UT Scholars program

-Increased participation in non-credit, all-ages

community programming offered to the FVSU

surrounding area from 5% (according to

Continuing Education) to 10%.

Fall 2020

PRIORITY 4: Financial Sustainability

STRATEGIC INITIATIVE 1: Increase Additional Funding


1. Explore corporate sponsorship

opportunities

External Affairs

Academic Affairs

President

Director of Development

Director of Athletics

-Identify current levels of corporate sponsorships with

campus entities.

-Determine campus entities/projects that may be good

candidates for corporate sponsorship

-Networking

-Outreach

-Endowments

-Establish current baseline level of corporate

sponsorships. Increase level of corporate

sponsorship funding by 3% annually.

Travel for personnel

Day-to-day communication w/ stakeholders Ongoing

2. Encourage entrepreneurship on behalf of

FVSU by Faculty/Staff/Students

All Departments & Programs -Identify current level of entrepreneurship on behalf of

FVSU by Faculty/Staff/Students

-Continue Entrepreneurship Club in Business School

(Lead by Stacey McNeal) – 2 business plans currently in

progress by students

-Explore feasibility of creating an incubator on campus

to pursue research opportunities that could be

patented

-Establish a baseline amount of

funds/resources available to

entrepreneurship opportunities. Increase

level of funds/resources by 3% annually.

Ongoing

3. Develop stronger relationships with the

Governor and other key individuals at the

External Affairs

President

Mayor

-Identify current level of advocacy on behalf of FVSU at

USG and State Legislature.

-Establish current levels of allocations from

the state and USG. Increase those amounts

by 3% annually.

Travel for personnel

Day-to-day communication w/ stakeholders Ongoing

FVSU Strategic Plan


USG and State Legislature to advocate on

behalf of FVSU.

Chamber of Commerce

Governmental Affairs

Academic Affairs

-Identify key individuals who can serve as advocates on

behalf of FVSU at USG and State Legislature.

-Create an informal community committee (including

Mayor/City Council/Chamber/elected officials) to

discuss and advance the shared FVSU and community

priorities at state level

-Designated individuals or entities to represent FVSU

and have a presence at the capitol and Board of

Regents meetings.

4. Evaluate feasibility of a Capital Campaign President

External Affairs

Alumni Affairs

CFO


-Review current record/history of Capital Campaign

results

-Determine desired outcomes of a Capital Campaign

-Research cost versus benefit ratio of creating such a

campaign

-Determine if current economic and political climate is

favorable for a Capital Campaign

-Make a decision to proceed with a Capital

Campaign at this time.

June 2016

5. Increase number of qualified grant

application submissions

Academic Affairs

Office of Sponsored Programs


-Identify current level of qualified grant application

submissions.

-Identify current level of grant s awarded.

-Identify current value of grants awarded.

-Office of Sponsored Programs to distribute

information about available grants in a timely manner

- Balance instructional, service, research, and

workloads to enhance faculty/staff participation in

grant writing

-Increase number of grant applications

submitted by 3% annually, from 80 to 92.7

proposals, over 5-years.

-Increase number of grants awarded by 3%

annually, from 96 to 112 awards, over 5-

years. Note: this reflects a 3% increase over

the five-year plan.

-Increase value of grants awarded by 3%

annually, from $23,000,000 to $30,000,000,

over 5-years.

Fall 2020

6. Set goals for Annual Fund giving by

stakeholder group

External Affairs


-Identify current levels of giving in Annual Fund by

stakeholder group. (Faculty, Staff, Alumni, Community,

Corporate, etc.)

-Review current fundraising goals by stakeholder

group.

-Create incrementally increasing Annual

Fund giving goals per stakeholder group,

working towards 100% participation.

Ongoing

FVSU Strategic Plan


7. Make it easier for stakeholders to give,

especially for small gifts

Alumni Affairs


Identify current perception of ease of giving by

stakeholder group:

-students

-staff

-faculty

-alumni

-community

-corporate

Identify current level of small gifts received:

-number of donors

-dollars per donor

-percentage of stakeholder groups that give

-Text-to-Give campaigns

-KickStarter campaigns to assist funding specific

projects

-Creative fundraising campaigns

Ex: Do a better job publicizing the link on the home

page where people can donate in any amount.

Increase in level of small gifts by

stakeholders:

-number of donors

-dollars per donor

-percentage of stakeholder groups that give

From 16% to 23%.

Fall 2020

8. Increase major gifts ($25k +) External Affairs


Identify current level of major gifts received:

-number of donors

-dollars per donor

-lifetime giving history

-Increase number of major gifts ($25k).

EX: Capital campaign (if feasible at this time)

Increase in level of major gifts received by

3% annually:

-number of donors

-dollars per donor

-lifetime giving history

Fall 2020

9. Implement donor recognition programs External Affairs


-Identify current donor recognition programs.

-Create and implement donor recognition programs.

Ex: Donor dinner for donors above a certain giving

level

Ex: Establishing giving levels, printing donor names in a

recognition piece

-Creation and implementation of new donor

recognition program(s).

-Donors feel more connected to the

institution.

-Repeat or increased gifts.

Fall 2020

10. Increase scholarship funding (academics,

athletics, music, etc.)

External Affairs

Academic Affairs


Student Affairs

Scholarship Committee

Identify current level of scholarship funding:

-academic

-athletic

-music

-discipline-specific

-Establish the current number of

scholarships given. Increase the number of

scholarships by 3% annually.

Fall 2020

FVSU Strategic Plan


-etc.

-Develop corporate partnerships, endowed funds, etc.

- Establish the current amount of

scholarships dollars given. Increase the

funding available for scholarships by 3%

annually.

PRIORITY 5: Institutional Branding

STRATEGIC INITIATIVE 1: Leverage Institutional History


1. Create/update a Marketing Plan to

leverage institutional history (HBCU,

Land-grant, etc.)


-Review current Marketing Plan

-Identify current level of leveraging institutional

history (HBCU, Land-grant, etc.) in marketing

materials.

-Create/update a Marketing Plan to leverage

institutional history.

EX: Update FVSU website to be more user friendly and

clearly communicate the brand.

EX: Leverage FVSU 120th birthday to encourage

involvement and giving by stakeholders

-Creation/establishment of a Marketing Plan

that leverages institutional history (HBCU,

Land-grant, etc.)

-Greater institutional presence in key areas.

-Increase enrollment by 3%.

-Consistent campus-wide understanding of

brand identity, possibly becoming a strength

of the University.

Additional staff/Competitive Salaries May 30,

2016

STRATEGIC INITIATIVE 2: Leadership Development


1. Developing leadership qualities Academic Affairs

President

Cabinet

All depts. & programs

Human Resources

-Define desired leadership attributes, qualities, or

behaviors based on FVSU Values.

-Identify current level of leadership attributes,

qualities, or behaviors demonstrated by stakeholders:

-students

-staff

-faculty

-alumni

-community


accountability.

-Increase in number of leadership

development opportunities available to

stakeholders.

-Increase in number of stakeholders who are

prepared to take on leadership roles

RE: Current level of leadership development

opportunities available to stakeholders -

The University System of Georgia’s Executive

Leadership Institute is a comprehensive

leadership program for which all eligible Fort

Valley State University employees are welcome

and encouraged to apply but only 1-2 seats

available per year.

A quote for campus-wide leadership

development training have been requested. This

Ongoing

FVSU Strategic Plan


-Identify current level of leadership development

opportunities available to stakeholders:

-students

-staff

-faculty

-alumni

-community

-Through participation in USG Leadership programs (1

individual at a time)

-Explore development of internal Leadership

Development Program

-Network with other institutions to draw/attract

leaders from other institutions

-Tie leadership development opportunities

to promotion and tenure.

training will be provided in FY16 should funding

be available.

2. Develop job-specific mentoring programs Human Resources

Academic Affairs

Identify current level of job-specific mentoring

programs available:

-staff

-faculty

-student workers

-Determine level of faculty and staff who perceive they

are prepared to take on leadership roles.

-Establish mentoring programs

-Invest in training programs

-Establish current number of number of

faculty and staff participating in job-specific

mentoring programs. Increase from baseline

3% annually.

-Increase in number of faculty and staff who

are prepared to take on leadership roles.

Baseline number of faculty and staff who

complete the leadership development

program. Increase by 3% annually.

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