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Columbus State University 2013-2018 Strategic Plan

Strategic Plan

Strategic Focus 1

PRIORITY #1

Attract a higher percentage of students with the motivation and preparation to complete a degree

 

Goal #1: Improve CSU's name recognition, academic reputation, and ranking

Recommended strategies:

  • Market our value, location, creative instruction, and student engagement opportunities in the large population areas in Georgia and the Southeast
  • Sustain a diverse student body
  • Increase funding and support for faculty and student research and creative endeavors that bring regional, national, and international attention to CSUB-3,16*
  • Ensure consistency in program admission and quality standards across all CSU degree programsB-1,2
  • Raise entering test scores to match aspirant schoolsB-2


Goal #2: Increase the number of student scholars

Recommended strategies:

  • Build on-campus Honors housing and increase Honors programming and scholarshipsB-1,5
  • Recruit more students who can maintain Hope eligibilityB-1,4
  • Introduce more dual enrollment programs (high school, bachelor's/ master's dual enrollment, etc.)B-1
  • Increase international student enrollmentB-6
  • Raise scholarship funding to achieve a distribution of scholarship funds based on program demand (% of students) and strategic plan emphasis (see Exhibit A)B-1,2,3


Goal #3: Continue to offer a "best value" educational experience

Recommended strategies:

  • Continually evaluate competitiveness in our tuition and fee structure compared to peer institutionsB-1,3
  • Increase financial aid opportunities, especially on-campus work/study opportunities for undergraduate and graduate students (GTA's/GRA's)B-3,4,7
  • Increase the value of degrees by adding resources and support for graduates leaving the university and entering the job market or applying to graduate schoolsB-8

Benchmark measures related to Strategic Focus #1, Priority #1:
Benchmarks #1-8, 16

PRIORITY #2

Employ more creative instructional methods


Goal #1: Improve the quality of instruction through improvements in classrooms, labs, professional development, instructional quality and instructional technology

Recommended strategies:

  • More funding for targeted instructional facility improvements throughout the main campus including labs (based on the Sasaki Plan)B-9
  • Increase professional development in alternative pedagogical approaches that address the needs of millennial learnersCCG,B-1
  • Provide highly-trained supplemental instruction for remedial and core courses with high percentages of non-productive gradesCCG,B-1
  • Provide "best-in-class" technology and information-based services to meet the increased needs for RPG, instruction, research, and administrative services.B-1,9

Goal #2: Improve flexibility in course design and resources for all students

Recommended strategies:

  • Improved "after-hours" and online services on the main campus for CSU's large number of nontraditional studentsB-1,8,11
  • Employ more creative scheduling (such as an 8-week "half-mester" model) and innovative course delivery methods (such as hybrid courses)CCG,B-1
  • Publish a two-year schedule of courses and review each major to identify scheduling barriers to degree completionCCG,B-1

Benchmark measures related to Strategic Focus #1, Priority #2:
Benchmarks #1, 8-9, 11

PRIORITY #3:

Increase student academic and social engagement and sense of belonging

 

Goal #1: Promote student participation in CSU's global, academic, and experiential learning programs

Recommended strategies:

  • Increase the enrollment in study abroad programs and International Learning CommunitiesB-11,12
  • Increase student participation in internships, co-ops, research and creative endeavors, and service learning programsB-7,11,14
  • Improve the integration and impact of the First Year Learning Experience by cultivating learning communities and creating seminars that target distinct sub-populations such as military, adult re-entry, honors, etc.CCG,B-12,14

Goal #2: Cultivate student participation in CSU's cultural and social activities

Recommended strategies:

  • Increase the number of living/learning communitiesB-9,11,12,13
  • In keeping with the Sasaki Plan, attain funding to enhance the functionality, usability, and the "coolness" factor of the main campus to attract and engage students in campus lifeB-9,13
  • Increase student engagement through diverse cultural and social activities (Greek life, professional/social organizations, sports, etc.)B-13
  • Encourage community investments that support and encourage student life immediately surrounding the main campusB-11,13
  • Cultivate one cohesive community between CSU's two campusesB-11,13

Goal #3: Focus more on student satisfaction and well-being

Recommended strategies:

  • Increase staff training in key service areas to cultivate a "culture of customer service"B-8,11
  • Promote fitness activities and healthy lifestyles (e.g., healthy food options, student recreation center, intramural clubs, bike trails, etc.)B-11
  • Increase the number/percentage of full-time faculty teaching in the core while decreasing reliance on adjuncts at all levelsB-1,10
  • Train and evaluate faculty on student advising methodsB-1,10
  • Maintain high quality of safety and security on CSU's campusesB-1,8,11

Benchmark measures related to Strategic Focus #1, Priority #3:
Benchmarks #1, 7-14