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• 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

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 )

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 ÃûæÂÖ±²¥ 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)

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)

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

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]