Vision & Direction
Looking Ahead
Middle Georgia State University’s mission is to educate and graduate inspired, lifelong learners whose scholarship and careers enhance the region and the state. We are committed to serving as a beacon of excellence in professional and career higher education, illuminating the path to success for our students and the communities we serve. We are dedicated to transforming lives, enriching futures, and fostering a dynamic environment where students are empowered to achieve their full potential. We will continuously work to champion student success, lead innovation and economic opportunity, build culture and identity, and sustain fiscal resilience and brand value.
Statement of Our Vision
We transform individuals and our communities through extraordinary higher learning.
This vision drives us to reach excellence and impact lives on both individual and community levels.
Middle Georgia's Path to Excellence
Core to any institution's growth is solid planning. At Middle Georgia State University, we pride ourselves on using input from local and regional leaders, the businesses who will be employing our graduates, and – of course – our faculty, staff, and students in the creation of our strategic plans. Below, you will find details about MGA's strategic planning efforts, constantly updated as our plans grow and change with the needs of our students and our communities.
- President's White Paper: 20/20 Vision
- Crafting a New Strategic Plan: Six Months of Collaboration
President's Convocation 2018 Address (for FY 2019)
- Launch Enrollment Management division (Strategy #1)
- Standing Action Team driving enrollment and retention (Strategy #1-3)
- Launch MGA Direct (Targeted Fully Online degree programs) (Strategy #2)
- Cross-divisional collaboration on Five Year Program forecast (Strategy #3)
- Centralize and structure co-curricular opportunities (Strategy #4)
- Develop and conduct employee satisfaction survey (Strategy #5)
- Implement and Measure Outcomes of MGA Advance (Professional Development) (Strategy #5)
- Budget for alignment of face to face and online tuition (Strategy #6)
- Close at least two 7-figure dollar gifts and fully fund new enrollment center (Strategy #6)
- Complete and Implement USG Comprehensive Administrative Review (CAR) (Strategy #6)
- Expand data integration, training, and assessment into decision-making (Strategy #1-7)
- Plan and carry out region-wide MGA Day of Service (Strategy #7 )
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.
- Perform a comprehensive review of academic and student support programs to ensure the most meaningful enrichment for our students (Imperative #1, Strategy #1)
- Successfully launch corporate and community partnerships via MGA Direct (Imperative #1, Strategy #2)
- Pursue with the Board of Regents two new undergraduate and two new graduate degree programs (Imperative #2, Strategy #3)
- Successfully complete the Quality Enhancement Plan and institutionalize experiential learning recognition ( Imperative #2, Strategy #4)
- Develop the compensation and organizational structure for staff ( Imperative #3, Strategy #5)
- Pursue a $1 million goal for the Annual Campaign and the public launch of the Greatness Campaign (Imperative #3, Strategy #6)
- Secure state capital requests and implement government relations and campus coordination plans (Imperative #4, Strategy #7)
2020 President's Convocation Address (for FY2021)
- Strengthen residence life: themed housing, nigh facilities, LLCs (Imperative #1, Strategy #1)
- Elevate retention strategies in academic programs & student life (Imperative #1, Strategy #1)
- Foster a culture of care; strengthen diversity, equity & inclusion (Imperative #1, Strategy #1)
- Grow MGA Direct online degree programs (Imperative #1, Strategy #2)
- Grow in-person programs & enrollment across all campuses (Imperative #2, Strategy #3)
- Implement CVIG salary survey; salary plan; pandemic well-being (Imperative #3, Strategy #4)
- Maintain disaster & relief fund with goal of $100,000 (Imperative #3, Strategy #5)
- Unify & upgrade communications infrastructure (Imperative #3, Strategy #5)
- Launch public phase, complete Greatness Campaign with a goal of $11 million (Imperative #3, Strategy #6)
- Obtain support for academic centers and critical initiatives (Imperative #3, Strategy #6)
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
2022 President's Convocation Address (for FY2023)
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 benefitting 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]
Year 3 Initiatives:
Focus on Enrollment
- Deliver Strategic Enrollment Plan by December 2017
- Deliver Academic Master Plan by April 2018
- 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
- Deliver proposals for four new degree programs in FY2018
- Deliver Strategic Technology Plan by April 2018
Strengthen Governance and Foster Community
- Deliver Leadership Training Program for 50 employee participants by Spring 2018
- Deliver better internal communications with:
- Monthly face-to-face institution-wide directors' meeting starting September 2017
- New Intranet by March 2018
Leverage Resources and Increase Revenue
- Deliver outreach to secure diversified revenue:
- Continue first Capital Campaign in a decade
- 12% increase in fundraising for needs-based scholarships in FY18 over FY17
- Secure multi-million-dollar gift to fund a center to help first-generation students
- Launch grant writing infrastructure
- Seek funding from the 2018 General Assembly for FY19
- $1.8 million to support sector change
- $4.9 million for statewide aviation growth
- $12.5 million for major capital improvements in Cochran
- Continue first Capital Campaign in a decade
Enhance Service to Students
- Deliver 75% of Student Affairs programming aligned to Student Engagement model
- Guide 100 students to Bronze certification in Experiential Learning
-
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:
- What faculty and staff told us: Plan and assess
- What we will do in 2016-17:
- Academic Affairs will finalize our Academic Master Plan in September 2016
- Recruitment and Marketing will lead in creation of a Strategic Enrollment Plan
- Academic Affairs will successfully launch two more graduate programs—the MS in Management and MA in Teaching
- Academic Affairs will seek program accreditations, beginning with the School of Business
- What faculty and staff told us: Support and engage students
- What we will do in 2016-17:
- Student Affairs will implement a new programming model focused on life skills, wellness, service learning, community building, diversity, and scholarship, including launch of a Student Leadership Conference
- Student Affairs will strengthen Athletics with designation as an NAIA 5-Star Champions of Character Institution
- Academic Affairs will increase underrepresented students' participation in study abroad and welcome our first exchange group from Northampton University
- Experiential Learning@MGA will expand and launch a multi-campus service learning effort
- What faculty and staff told us: Invest in employees and improve the climate
- What we will do in 2016-17:
- Human Resources will implement changes to the Fair Labor Standards Act (FLSA) in a planned and thoughtful manner
- Investment in Faculty and Staff Working Group will develop actionable items to address the ModernThink Climate Survey results
- Human Resources will launch Leadership Training for mid-level faculty and staff
- Ad Hoc Committee in the Academic Assembly will begin implementation of Diversity recommendations
- Compliance Commission will work through university governance to develop and strengthen institutional policies
- What faculty and staff told us: Be efficient and engage faculty and staff
- What we will do in 2016-17:
- Fiscal Affairs will shift from stabilization of our enrollment and economic decline to planning a new approach with:
- Development of a new potential budget process and model and
- Operating through more de-centralized budget functions in divisions and schools, with a possible start of FY18
- University Advancement will begin a 3-year Capital Campaign that includes:
- Several multi-million dollar proposals in its first year
- A robust Faculty and Staff campaign, which kicks off in September 2016
- Office of the President will engage in legislative relations year-round to seek funding of key programs, including our Aviation Strategic Plan
- Fiscal Affairs will shift from stabilization of our enrollment and economic decline to planning a new approach with:
- What faculty and staff told us: Improve, evaluate and modify technology
- What we will do in 2016-17:
- Academic Affairs will develop a Performance Management Plan that strategically uses technology to provide:
- Data-driven decision making
- Better service to students
- More efficient use of faculty and staff time
- Tools to measure and communicate performance, including a Strategic Plan website including KPI's by mid-October, linking assessment cycles to planning
- Academic Affairs will finalize Advisory Boards for each School/College
- Office of the President will empanel a University Advisory Board comprised of regional and statewide leaders
- Academic Affairs will develop a Performance Management Plan that strategically uses technology to provide:
On September 9, 2016, President Blake addressed the University about these strategic priorities. See his address here:
2016-2017: Updates - Greatness in the Making
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, Middle Georgia State University 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 above to see examples of how far we have already come!
Our Four Core Values
- Stewardship
- Engagement
- Adaptability
- Learning
Stewardship reminds us of our moral and public commitment to the people we serve on and off campus and tasking each of us with the responsibility to marshal our time, talents, and resources for the common good. Engagement recognizes that learning is a social activity and that we cannot fulfill our mission of public higher education without collaborating with those on our campuses and outside our doors in our communities. Adaptability is a cornerstone of human growth, individual and collective, and a necessary hallmark of progress and success, requiring us to lead and manage change — not be simply affected by it. Learning is the reason we exist as an institution and why students entrust us and also what we each must do continuously as faculty and staff to stay abreast of expanding and changing fields of knowledge and grow professionally.