̽»¨¾«Ñ¡

• President's White Paper: 20/20 Vision
• Crafting a New Strategic Plan: Six Months of Collaboration
  
  • Strategic Plan Ad Hoc Committee

• 2018-2023 Scorecard
• FY 19 Action Items
• FY 20 Action Items
• FY 21 Action Items
• FY 22 Action Items
• FY 23 Action Items

Imperative 1: Grow Enrollment with Purpose

• Strengthen campus presence through retention and enhanced engagement with campus communities, both in-person and online. [Highest]
• Implement new faculty development initiatives that strengthen the quality of teaching and learning across modalities. [Continued Emphasis]
• Align academic programming to strengthen the sustainability of each campus. [Highest]

Imperative 2: Own Student Success

• Restore and reinvigorate the residential experience for consistent quality across campuses. [Highest]
• Implement and assess economic model benefiting a Level V/USG State University, to ensure sustainable support for student learning. [Highest]
• Raise funds for centers of excellence in schools, for faculty and student access to scholarship and engagement. [Highest]

Imperative 3: Build Shared Culture

• Sustain a diverse culture of physical, mental, emotional, and social well-being for all the MGA community. [Continued Emphasis]
• Implement CVIG faculty salary study scaling for FY23. [Continued Emphasis]
• Assess new onboarding and career-pathway programs for employee success and growth. [Continued Emphasis]
• Build support for Athletics to inspire pride and loyalty on our campuses and in our communities. [Continued Emphasis]
• Begin feasibility and planning for the next comprehensive campaign. [Continued Emphasis]
• Develop new 5-Year Strategic Plan. [Highest]

2021 President's Convocation Address (for FY2022)

Imperative 1: Grow Enrollment with Purpose

• Strengthen Campus Presence – enhance engagement with campus communities, both in-person and online
• Prioritize faculty development initiatives that strengthen the quality of teaching and learning across all modalities
• Align enrollment, advising, and academic programming to strengthen the sustainability of each campus

Imperative 2: Own Student Success

• Host SACSCOC visit that affirms Level 5 institutional status, and submit a successful Fifth-Year Interim Report
• Restore and re-invigorate the residential experience for consistent quality across campuses
• Build the Academic Mindset across the University culture and community as a continuation of our Momentum Plan
• Pursue an economic model befitting a USG State University, to ensure sustainable support for student learning
• Establish Centers of Excellence in Schools, for faculty and student access to scholarship and community engagement

Imperative 3: Build Shared Culture

• Sustain a diverse culture of physical, mental, emotional, and social well-being for all the MGA community
• Conduct a CVIG faculty salary study and develop a faculty salary plan for FY23
• Develop onboarding and career-pathway programs for employee success and growth
• Conclude the Greatness Capital Campaign, surpassing goal, and begin planning for future philanthropic priorities
• Build support for Athletics to inspire pride and loyalty on our campuses and in our communities

2020 President's Convocation Address (for FY2021) 

1. Strengthen residence life: themed housing, nigh facilities, LLCs  (Imperative #1, Strategy #1)
2. Elevate retention strategies in academic programs & student life  (Imperative #1, Strategy #1)
3. Foster a culture of care; strengthen diversity, equity & inclusion  (Imperative #1, Strategy #1)
4. Grow MGA Direct online degree programs  (Imperative #1, Strategy #2)
5. Grow in-person programs & enrollment across all campuses  (Imperative #2, Strategy #3)
6. Implement CVIG salary survey; salary plan; pandemic well-being  (Imperative #3, Strategy #4)
7. Maintain disaster & relief fund with goal of $100,000  (Imperative #3, Strategy #5)
8. Unify & upgrade communications infrastructure  (Imperative #3, Strategy #5)
9. Launch public phase, complete Greatness Campaign with a goal of $11 million  (Imperative #3, Strategy #6)
10. Obtain support for academic centers and critical initiatives  (Imperative #3, Strategy #6)

During his 2019 Convocation presentation (for FY 2020) , MGA President Christopher Blake outlined seven new institutional priorities for the 2019-20 academic year. These priorities each advance the University along its trajectory towards a successful completion of the Elevating Middle Georgia 2018-2023 strategic plan – the specific imperative and strategy addressed by each priority is noted below.

1. Perform a comprehensive review of academic and student support programs to ensure the most meaningful enrichment for our students (Imperative #1, Strategy #1)
2. Successfully launch corporate and community partnerships via (Imperative #1, Strategy #2)
3. Pursue with the Board of Regents two new undergraduate and two new graduate degree programs (Imperative #2, Strategy #3)
4. Successfully complete the Quality Enhancement Plan and institutionalize experiential learning recognition ( Imperative #2, Strategy #4)
5. Develop the compensation and organizational structure for staff ( Imperative #3, Strategy #5)
6. Pursue a $1 million goal for the Annual Campaign and the public launch of the Greatness Campaign (Imperative #3, Strategy #6)
7. Secure state capital requests and implement government relations and campus coordination plans (Imperative #4, Strategy #7)

President's Convocation 2018 Address (for FY 2019)

1. Launch Enrollment Management division (Strategy #1)
2. Standing Action Team driving enrollment and retention  (Strategy #1-3)
3. Launch MGA Direct (Targeted Fully Online degree programs)  (Strategy #2)
4. Cross-divisional collaboration on Five Year Program forecast  (Strategy #3)
5. Centralize and structure co-curricular opportunities  (Strategy #4)
6. Develop and conduct employee satisfaction survey  (Strategy #5)
7. Implement and Measure Outcomes of MGA Advance (Professional Development)  (Strategy #5)
8. Budget for alignment of face to face and online tuition  (Strategy #6)
9. Close at least two 7-figure dollar gifts and fully fund new enrollment center  (Strategy #6)
10. Complete and Implement USG Comprehensive Administrative Review (CAR)  (Strategy #6)
11. Expand data integration, training, and assessment into decision-making  (Strategy #1-7)
12. Plan and carry out region-wide MGA Day of Service  (Strategy #7 )

Year 3 Initiatives:

Focus on Enrollment

1. Deliver Strategic Enrollment Plan by December 2017
2. Deliver Academic Master Plan by April 2018
3. Deliver “The Armory”—new intentional advising and student success model and system serving at least 2,400 first- and second-year students per year—beginning in Fall 2017
4. Deliver proposals for four new degree programs in FY2018
5. Deliver Strategic Technology Plan by April 2018

Strengthen Governance and Foster Community

6. Deliver Leadership Training Program for 50 employee participants by Spring 2018
7. Deliver better internal communications with:
   1. Monthly face-to-face institution-wide directors' meeting starting September 2017
   2. New Intranet by March 2018

Leverage Resources and Increase Revenue

8. Deliver outreach to secure diversified revenue:
   1. Continue first Capital Campaign in a decade
      1. 12% increase in fundraising for needs-based scholarships in FY18 over FY17
      2. Secure multi-million-dollar gift to fund a center to help first-generation students
   2. Launch grant writing infrastructure
   3. Seek funding from the 2018 General Assembly for FY19
      1. $1.8 million to support sector change
      2. $4.9 million for statewide aviation growth
      3. $12.5 million for major capital improvements in Cochran

Enhance Service to Students

9. Deliver 75% of Student Affairs programming aligned to Student Engagement model
   1. Guide 100 students to Bronze certification in Experiential Learning

10. Deliver Comprehensive Housing Plan with alternatives to P3 and living-learning communities for implementation and launch in Fall 2018

2017-2018: Updates - Delivering on Greatness

• Fourth Quarter - Coming August 2018
• Third Quarter
• Second Quarter
• First Quarter

Our strategic priorities for the 2016-17 Academic Year have been shaped by input from our faculty and staff. Our priorities are centered on five main areas - click on each area below to find out what faculty and staff said, and what MGA's next steps in that area will be:

2016-2017: Updates - Greatness in the Making

• Year-End Update
• Spring Update
• Fall Update

Strategic Plan Successes: Convocation 2016

Click on the above image to open the 2015-2018 Strategic Plan in your browser.

At the Fall 2015 Convocation, ̽»¨¾«Ñ¡ announced its 2015-18 Strategic Plan, entitled “Greatness Begins Here.” Outlined in this plan were 47 strategic priorities, grouped into five categories:

• Quality and Distinctiveness of Student Success
• Academic Reputation, Flagship Programs, and Community Outreach
• Technology for a 21st Century University
• Fiscal Sustainability
• The MGA Community of Faculty and Staff

Over the 2015-16 Academic Year, the MGA administration, faculty, and staff focused their attention on these 47 priorities. As of September 2016, MGA is proud to report that:

• 70% (29) of the action items have been completed;
• 26% (16) are currently in progress continuing into 2016-17; and
• 4% (only 2 action items) were found to be not feasible at this time after further analysis.

To see MGA's progress on the 2015-18 “Greatness Begins Here” plan, click on the image to the above. In this document, you'll find the original Strategic Plan, marked with icons reflecting the status of each strategic initiative for Year 1 (2015-16). A green checkmark means an initiative is complete, a yellow arrow indicates the initiative is in progress, an arrow and a check means we completed an important first step on the initiative last year, and a red “x” means an initiative is not feasible at this time.

The number in parenthesis following each item refers to the Year 2 (2016-17) initiative that will build upon our progress as we move forward together. Look at the video below to see examples of how far we have already come!