Strategic Plan 2022 End of Year Four Progress

President's Leadership Retreat Updates June 2019

The fourth year will focus on The fourth year will focus on:

Increase first-time, full-time freshman cohort one-year retention rate to 75% through the broad ranged systematic strategies:

1. New recruiting strategies;
2. Admitting students for fall 2020 since September;
3. Increasing yield communication and melt to include: texting, emailing, social media, and calls
4. Developing Partnership with Atlanta Metropolitan State College
5. Leading Academic Affairs push for program partnerships
6. Changing message for summer bridge program

Provide a system of childcare access and support services for parents and families by analyzing service delivery data and implementation strategies.

The fourth year will focus on The fourth year will focus on:

1. Evaluating extant student support services and literature regarding support services in five areas: Academic, Social, Emotional, Physical, and Financial.
2. Using data gathered in step one to identify and prioritize focus areas drawn from the five identified above; and
3. Identifying specific goals, objectives, and action steps to create, support, or market student support services in the identified areas drawn from the five identified above.
4. Creating, supporting or marketing (implementing or enhancing) student service resources that have been identified as needed/ in need;
5. Devising training model for educating faculty and staff regarding student support services; and
6. Developing and implementing formative and summative assessment to monitor strategic plan impact.

Initiate and complete the University's first comprehensive campaign to support identified institutional priorities.

The fourth year will focus on recognition of University’s 50th Anniversary in tandem with completion of Greater In Mind campaign in which goal was surpassed.

Increase the number of faculty/staff members engaged in PI or Co-PI participation from seven (7) to twenty (20) annually by 2022.

The fourth year will focus on

1. Executing the second annual Targeted Grant Support Workshop and Recognition Program;
2. Conducting departmental ‘funding opportunity’ meetings in collaboration with Arts and Sciences;
3. Providing one-on-one proposal development assistance;
4. Enhancing the Pre-Awards (timeframe notification) Post-Awards (financial terms review) processes.

Increase by 8% the courses that incorporate community engagement pedagogy.

The fourth year will focus on:

1. Sustainability of PACE on campus;
2. Integrating PACE with other University initiatives;
3. Preparing for QEP Assessment due in Spring 2020; and
4. Transferring database responsibilities to Academic Affairs.

Increase percentage of undergrad graduates participating in internships, co-ops, practicums, externships and/or clinicals to 95%.The fourth year will focus on:

1. Developing knowledge transfer strategy to assist other majors and programs in adoption of process;
2. Expanding the number of majors, programs and activities in a phased timeline of program implementation;
3. Updating curricular and program documentation based on previous year’s review;
4. Expanding number and quality of relationships with employers that lead to opportunities for students to demonstrate achieved outcome; and
5. Promoting and refine EDGE program

Fulfill ten community or economic development consulting project requests per year through cross-discipline consulting groups consisting of students and faculty.

The fourth year will focus on refining the process for capability identification through:

1. Development of Faculty Expert Categories and data collection.
2. Identifying new/additional committee members.

Increase the number of high-demand career pathways for students by 50% through a combination of new program development and curriculum redesign from a baseline of 8-10 current programs.

The fourth year will focus on:

1. Implementing on-going scanning system for identifying future workforce and employment needs;
2. Identify and integrate core career competencies into the curriculum of all academic majors; and
3. Exploring links between for-credit programs and not-for-credit programs through Continuing and Professional Education to enhance career readiness of students and corporate connections.

Capitalize on databases of community members engaged and served by Spivey Hall’s concert, education, neighborhood outreach and audience development programs, to promote brand awareness.

The fourth year will focus on:

1. PUBLIC ATTENDANCE at free- and paid-admission performances by musicians appearing in the Spivey Series of outstanding international artists, Department of Visual and Performing Arts faculty and students, co-presentations with non-profit community music organizations, and artists appearing in Spivey Hall Education programs (Young People's Concerts, World Music Festival, choral and instrumental workshops, Spivey Hall Children's Choir Program, and others). GOAL: 18,500 or higher.
2. FY20 REGISTRATIONS of participants in Spivey Hall Education programs including Summer Music Camp, choral and instrumental workshops, and the Spivey Hall Children's Choir Program. GOAL: 475 or higher.
3. INTERACTIONS with individuals via Spivey Hall's social media platforms (Facebook, Twitter, and Instagram), its website www.spiveyhall.org, Google Ad Words Grant, National Press Releases, responses to Spivey Hall e-mail marketing and promotion initiatives, including "Visit Spivey Hall, Discover Clayton State" cooperative communications with University partners. GOAL: 20,000 or higher.

Develop and launch a three-year integrated marketing/communications plan targeted to internal and external audiences to increase web traffic by 55% by creating newly designed website and marketing plan to strengthen the brand

The fourth year will focus on:

1. Migrating the University website to a new content management system;
2. Developing post strategies for driving external audience to the College of Business website;
3. Redesigning websites for the College of Health and College of Arts and Sciences; and
4. Focusing marketing on brand identity (community engagement) PACE, EDGE, etc.

Conduct a one-year audit to inform a 3-4 year project to implement findings

The fourth year will focus on:

1. Implementing the recommended revised plan for institutional divisions to work collaboratively to develop effective communication strategies within and across divisions and with relevant constituents.

Identify, develop, and implement mechanisms and faculty development programs to support the adoption and recognition of high impact practices (e.g., experiential teaching methods, scalable technology, quality online courses, etc.) and to enhance the scholarship of teaching and learning.

The fourth year will focus on:

1. Identifying faculty development opportunities;
2. Developing high impact practices;
3. Incorporating scalable technology; and
4. Ensuring online course quality.

Experiential learning, methods of delivery, and pedagogical research

The fourth year will focus on:

1. Executing the Laker Leadership Academy;
2. Rolling-out the SkillSoft Training system implementation;
3. Leading the supervisor Training Programs; and
4. Providing a Search Committee Training initiative.

Continue to invest in and expand the infrastructure to support the other strategic initiatives. Provide a robust, agile and scalable IT infrastructure; ensure the integrity, reliability and appropriate access of data; provide secure, usable physical spaces; and address transportation needs around and to and from campus.

The fourth year will focus on:

1. Conducting a faculty space utilization survey;
2. Leading a staff and administration workshop on infrastructure and space usage;
3. Conducting a conference room and amenities area study; and
4. Leading a digital signage option study.