Middle Georgia State University has reached a milestone, a fifth birthday in 2018 as a single consolidated institution. As the university closes out the final year of its first strategic plan, Greatness Begins Here, the President set the context for Middle Georgia State’s next strategic plan—one that can deliver on the promise of professional and career education to a diverse range of academically and financially situated students—in a white paper. It sets out the governing principles and the vision that the university must look to on its horizon.
For information about “An Upward Journey: Strategic Priorities 2020,” click the “Strategic Plan Implementation” link below.
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.
During his 2019 Convocation presentation, 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)
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
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
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: 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
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!
Vision & Values
In early 2014, Dr. Christopher Blake, president of Middle Georgia State, selected representatives from the college and the community to serve on a vision taskforce. He and Dr. Nancy Bunker, associate professor of English (now retired), served as co-chairs of this taskforce.
The purpose of the group was to articulate a new vision for the college as it aspired to become a university. The taskforce met numerous times and produced its final report in June 2014. The report then was reviewed by the executive leadership team, and from that review, President Blake announced the following core values of Middle Georgia State represents and what it aspires to be:
Our Four Core Values
Stewardship
Engagement
Adaptability
Learning
In addition, the president announced a statement of vision – a sense of direction – aimed at inspiring the Middle Georgia State community to think of larger possibilities for our work and our institution:
Statement of Our Vision
We transform individuals and our communities through extraordinary higher learning.
Our University Mission
Approved by the Board of Regents in March 2015 the mission of the institution is as follows:
Middle Georgia State University graduates inspired, lifelong learners whose knowledge and careers enhance the state.
Our values, vision, and mission are guiding a strategic planning process that will provide a road map for our future.
