North Georgia College & State University
Proposed Strategic Planning Unit Goals 2003-2008

Academic Affairs

School of Arts and Letters

Mission

The mission of the School of Arts and Letters is to provide the essential foundation for the educational mission of the University, centered on the liberal arts and enhanced by leadership development. The School values instructional excellence and promotes active, rigorous, and engaged learning within an increasingly diverse University community. Guided by a holistic educational philosophy, faculty, staff, and students in the School of Arts & Letters are committed to the practice and furtherance of the liberal arts. The School fosters the pursuit of knowledge and artistic endeavor through critical thinking, analytical rigor, creative expression, and the practice of ethical behavior. In collaboration with other schools, the School of Arts and Letters educates and prepares graduates for professional careers or advanced studies and strives to generate a passion for lifelong learning.

Goals

The School of Arts & Letters will:

1. Implement the School’s foundational mission by achieving resources necessary to provide additional and enhanced educational facilities and a highly qualified and supported faculty. (Strategic directions 4, 5, 7)

2. Ensure student learning and faculty excellence by enhancing instructional, advising, assessment, and reward practices. (Strategic directions 1, 7, 4)

3. Develop and foster effective skills in critical thinking, analysis, communication, creativity, ethics, and leadership. (Strategic directions 7, 6)

4. Shape and promote its identity and support for the liberal arts through outreach within the University and beyond. (Strategic directions 4, 5, 7, 9)

5. Lay the curricular foundation for the anticipated needs of future generations of students. (Strategic directions 4, 5, 7)

School of Business and Government

Mission

The mission of the School of Business and Government is to promote academic excellence and provide quality education programs in business administration, criminal justice, military science, and political science, including professional programs, thereby developing competent and committed civic, business, and military leaders.

Goals

The School of Business and Government will:

1. Develop a student knowledge base of lifetime leadership skills including conceptual reasoning, communications, problem solving, and ethics that enable them to assume management roles in their chosen fields and impact the future of their professions in a positive way. (Strategic directions 1,4,6,9)

2. Promote diversity as a positive influence in today’s world. (Strategic directions 3,8)

3. Develop technological skills in students and faculty that will enable them to compete for positions of leadership in their chosen disciplines. (Strategic directions 1,4)

School of Education

Mission

The mission of the School of Education at North Georgia College & State University is to develop new teacher leaders and agency specialists, to provide continuing professional learning, and to collaborate with our colleagues in K-12 schools and agencies, ensuring that the citizens in the north Georgia area have the best educational opportunities possible.

Goals

The School of Education will:

1. Attain or maintain national accreditation of all eligible programs. (Strategic directions 1, 4, 5, 7, 8)

2. Determine priorities for programmatic improvement & expansion (both credit & non-credit.) (Strategic directions 1, 4, 5, 7, 8, 9)

3. Integrate SOE leadership models with University leadership initiatives. (Strategic directions 1, 6, 8)

4. Improve physical facilities so that they are consistent with best practices within the profession. (Strategic directions 1, 2, 4, 5, 7, 9)

5. Develop strategies for enhancing student engagement in the SOE and their profession. (Strategic directions 3, 4, 7, 8, 9)

School of Natural & Health Sciences

Mission

The mission of the School of Natural & Health Sciences is to provide a quality education, including pre-professional and professional programs, and to promote excellence in academic performance and practice for undergraduate and graduate students. All students are taught to understand, appreciate, and meet the needs of Georgia’s citizenry, especially those of the rural Southern Appalachian region and other culturally underserved populations. Faculty and students serve the region, nation, and world through their scholarship and service to their professions and the public.

Goals

The School of Natural & Health Sciences will:

1. Improve the quality of curricula and programs to meet the needs of Northern Georgia and rural Southern Appalachia. (Strategic directions 4, 5, 7, 9)

2. Establish collaborative/outreach programs with other NGCSU schools, businesses, and educational institutions that target the needs of the state, with a particular emphasis on Northern Georgia and rural Southern Appalachia, and the needs of the nation. (Strategic directions 3, 4, 5, 6, 7, 8, 9)

3. Develop faculty workload guidelines that are appropriate to professional standards and that meet accreditation guidelines. (Strategic directions 2, 3, 4)

4. Enhance faculty recruitment and development to maintain a faculty appropriate to its mission, comply with accreditation standards, promote student learning, and meet curricular needs. (Strategic directions 4, 5, 7)

5. Obtain physical resources and other resources needed to enhance and develop programs and curricula and provide students with a quality educational experience. (Strategic directions 2, 4, 5)

6. Ensure student learning and continual improvement of programs through ongoing assessment and planning procedures. (Strategic directions 1, 3, 4, 8, 9)

Division of Academic Support Programs

Mission

The mission of the Division of Academic Support Programs is to foster student success in an environment of trust, respect, and affirmation through excellence in teaching, advisement, and other support services.

Goals

The Division of Academic Support Programs will:

1. Enhance the instructional program and other services. (Strategic directions 1, 3, 4, 7)

2. Encourage campus awareness of the positive value of individual differences. (Strategic directions 2, 7, 8, 9)

3. Improve communication about the Division’s programs and services. (Strategic directions 1, 4, 9)

4. Promote the development of leadership skills among the students we serve. (Strategic directions 6, 7)

Division of Public Services

Mission 

The mission of the Division of Public Services is to serve the community and north Georgia region through public service, lifelong education, and economic development opportunities. 

Goals 

The Division of Public Services will:

1. Develop and deliver programs based on the identified needs. (Strategic directions 1,9)

2. Enhance lifelong learning through professional development and/or personal enrichment. (Strategic directions 5,6,7,9)  

3. Develop and deliver new programs that will have a positive impact on the economic development of the area, region, and state. (Strategic directions 5,9)

4. Explore the need to provide facilities to accommodate and attract larger groups desiring a higher level of service. (Strategic directions 1,9)

5. Serve the community through expanded public service efforts. (Strategic directions 1,8,9)

6. Shape and promote our identity through outreach with the University and beyond. (Strategic direction 9)

Enrollment Management Services

Mission

The mission of Enrollment Management Services is to provide outstanding services in the recruitment, admission, registration, financial assistance, retention, and graduation of students.

Goals

Enrollment Management Services will:

1. Enhance communication, collaboration, and training relative to enrollment management services throughout the university community. (Strategic directions 1, 4, 7)

2. Maximize enrollment management services available to the university community via enhanced technology. (Strategic directions 4, 7)

3. Foster relationships with academic and administrative departments to ensure student success. (Strategic directions 1, 3, 4, 7)

4. Recruit and assist in the retention of a student body that meets the Strategic Directions of the University. (Strategic direction 3)

Graduate Studies and External Programs

Mission

The mission of the Office of Graduate Studies and External Programs is to facilitate the development of and to coordinate the programs, policies, and procedures of graduate level studies and external credit programs, upholding excellence and fostering leadership to serve future needs.

Goals

Graduate Studies will:

1. Seek the continual improvement of graduate programs to improve student learning. (Strategic directions 1,3,4,5,6,7,9)

2. Increase graduate program enrollment concurrent with resources to enhance student access to programs by creating enrollment strategies that serve the region, emphasize quality, diversify the student body, and optimize the use of resources. (Strategic directions 1,3,4,5,7,8,9)

3. Provide graduate programs that serve the region, emphasize quality, and optimize the use of resources. (Strategic directions 1,3,4,5,6,7,8,9)

4. Enhance support services to serve the needs of graduate students and faculty. (Strategic directions 1,2,3,4,9)

5. Investigate faculty workload guidelines that are appropriate to professional standards and that meet accreditation guidelines. (Strategic directions 2, 3, 4)

6. Secure resources needed to enhance and develop programs and curricula. (Strategic directions 2,4,5)

Goals

External Programs will:

1. Provide external programs—including their enrollment, scope, and sites—to enhance student access to programs by creating enrollment strategies that serve the region, emphasize quality, diversify the student body, and optimize the use of resources. (Strategic directions 1,3,4,5,6,7,8,9)

2. Enhance support services to serve the needs of students enrolled in external programs. (Strategic directions 1,2,3,4,9)

3. Shape and promote the identity of external programs through outreach within the University and beyond. (Strategic directions 4, 7, 8, 9)

Institutional Research and Planning

Mission

The mission of the Office of Institutional Research and Planning is to help lead the University toward excellence through a continual improvement process, providing support for institutional decision-making through analysis and dissemination of data and coordinating the strategic planning process and campus assessment.

Goals

The Office of Institutional Research and Planning will:

1. Manage and oversee a comprehensive program of institutional research, gathering data needed both to inform administrative functions and to enhance the quality of student learning at the University. (Strategic directions 1, 4)

2. Provide institutional research information needed both on- and off-campus. (Strategic directions 1, 3, 4, 9)

3. Provide advice and direction to the University in continuing to meet SACS accreditation principles, remaining current with requirements. (Strategic directions 1, 4, 9)

4.   Coordinate the University’s assessment and planning functions. (Strategic directions 1, 4)

Stewart Library

Mission

The mission of the University libraries is to provide quality information services in support of North Georgia College & State University’s educational endeavors. In addition, the libraries will provide resources and services supportive of the personal and professional needs of individuals in our service area, including students, faculty, staff, and community residents. Inherent in the University libraries’ mission is the ongoing development of information literacy and information research skills necessary for aware, informed citizens of the world.

Goals

Stewart Library will:1. Provide information services to support the needs of both campus and external degree constituencies. (Strategic directions 2, 8, 9, 10)2. Support professional development opportunities for staff in evolving technologies. (Strategic directions 7, 8, 10)3. Develop library-sponsored programs of particular interest to the wider academic (off-campus) community. (Strategic directions 2, 3, 9, 10)

Multi-Unit Goals

Leadership:

1. The University will develop programs emphasizing leadership across the curriculum. (Strategic directions 4, 6, 7) 2. The University will encourage leadership development among all constituencies of the university community, both military and non-military, through opportunities additional to those related to course curricula. (Strategic directions 4, 6, 7)

Continuous Improvement:

3. Academic Affairs will continuously improve the quality of curricula, research activities, and international opportunities.

Cultural Events:

4. The Cultural Events Committee will develop and implement a comprehensive and inclusive plan that offers intellectual and cultural events in support of student learning. This plan will attract event participation by the larger community. (Strategic directions 4, 7, 8, 9)

Faculty Development:

5. The University shall establish a faculty development plan to support educational activities and resources, which encourage active student engagement, collaboration, and faculty mentoring. To support a pro-active environment for teaching and learning, the University will define expectations of faculty, provide resources to support excellence in faculty endeavors (teaching, scholarship, and community service), and support appropriate rewards for individual faculty performance. (Strategic directions 1, 3, 4, 6, 7)

Faculty Workload:

6. The University will investigate faculty workload guidelines that are appropriate to professional standards and that meet accreditation guidelines. (Strategic directions 1, 3, 4, 7)

Facilities:

7. The University will maintain appropriate physical facilities for the comfort, access, and security of all campus personnel, students, and visitors. Physical facilities and campus machinery will be in good repair, work adequately, and maintain standards essential for productive work and learning environments. (Strategic directions 1, 2, 4)

Grants:

8. The University will establish an office of grants and contracts, including a director, secretarial support, and other appropriate resources. (Strategic directions 1, 4, 5, 7)

Interdisciplinary Programs:

9. The University will enhance existing interdisciplinary programs and expand into new program areas. (Strategic directions 1, 3, 4, 6, 7, 8, 9)

Instructional Technology:

10. The University will provide appropriate instructional technology equipment and support to all campus units. The University will encourage and support faculty, staff, student, and community development of expertise in instructional technology, marking its applicability in professional advancement, in instruction, in research, and in service activities. (Strategic directions 1, 2, 4, 7)

Liberal Arts Mission:

11. The University shall enhance the liberal arts as an essential component of its academic identity by way of an ongoing re-examination of its liberal arts mission relative to the core curriculum and liberal arts majors. (Strategic directions 1, 4, 7)

Program Accessibility:

12. Educational opportunities, cultural events, personal development activities, and professional offerings shall be accessible to attendees in a variety of locations and/or through special media. (Strategic directions 1, 2, 4, 9)

Retention:

13. The University shall provide activities and services to encourage students’ continuing enrollment through effective orientation and advising; through academic support services, including the writing and math/computer science centers; through services for disability issues; through information-research services; and through an enhanced service orientation. The University shall develop a retention plan to provide activities and services, which shall enhance social and cultural activities on the campus to embrace wider diversity. (Strategic directions 1, 2, 3, 4, 7, 8)

SACS:

14. The University shall ensure that NGCSU complies with appropriate regional and national accreditation, including SACS Principles of Accreditation, and shall prepare the University for its SACS Reaffirmation reviews in Spring, 2007.

The following actions will be taken:

1. Select the Accreditation Liaison by October 1, 2003.

2. Identify NGCSU’s Leadership Team by April 1, 2004.

3. Provide Orientation for Leadership Team, June (second Monday), 2005.

4. Complete Compliance Certification by August 15, 2006.

5. Conduct Off-site Peer Review, November (second week), 2006.

6. Complete Quality Enhancement Plan, due 6 weeks before on-site peer review (February 1-March 15, 2007).

7. Conduct On-site Peer Review, sometime between March 15-April 30, 2007. (Strategic directions 1-9)

Support Services:

15. The University shall review support services and adjust those as needed to meet changing demographics of university constituents. (Strategic directions 1, 2, 3, 4, 7, 8, 9)

Teaching and Learning Center:

16. The University will create and support a campus teaching and learning center whose mission is the continuous improvement of instruction. (Strategic directions 1, 4, 6, 7, 9)

Student Communication Skills:

17. The University will foster continual improvement in student communication skills at all levels and in all disciplines. (Strategic directions 1, 4, 7)

Student Affairs

Mission

The Division of Student Affairs serves an integral role in the educational mission of the University. The Division of Student Affairs will provide programs, services, and facilities to encourage and foster health and wellness; leadership and character development; social, intellectual and cultural development; and career and personal growth of students.

Goals

The Division of Student Affairs will:

1. Increase opportunities for students to be engaged in co-curricular learning and leadership development activities. (Strategic directions 5, 7)

2. Actively support the growth and continued improvement of the Corps of Cadets. (Strategic Direction 6)

3. Work to improve the quality of campus life for NGCSU students. (Strategic Direction 2)

4. Expand programs and services to increase cultural, ethnic, and gender awareness and understanding. (Strategic Direction 8)

5. Expand programs to develop leaders of character and integrity. (Strategic directions 6, 7)

6. Actively seek resources to maintain, improve, and expand student facilities. (Strategic directions 2, 6, 7)

7.   Better utilize technological enhancements in meeting our service objectives.  (Strategic direction 4)

Department of Information and Instructional Technology

Mission

It is the mission of The Department of Information and Instructional Technology to serve the technology related needs of the student body, faculty, staff, and community by providing these groups appropriate hardware, software, special services, technical support, and training opportunities in a manner that will support both the academic and administrative functions of the institution within a secure and reliable environment.

Goals

The Department of Information and Instructional Technology will:

1. Enhance the efficiency and effectiveness of customer service, in providing IIT services and support for students, faculty, and staff. (Strategic directions 1, 4, 7)

2. Ensure the accessibility, security, integrity, and recoverability of all mission-critical data and systems entrusted to IIT management and support. (Strategic directions 2, 4)

3.   Provide access to contemporary technology to enable student, faculty, and staff to achieve their learning, teaching, and research goals. (Strategic directions 1, 4, 5, 7, 9)

Department of Athletics

Mission

The mission of the Department of Athletics is to provide an intercollegiate program conducive to the students’ intellectual, ethical, social, and physical development as well as their cultural awareness so they can become knowledgeable and responsible citizens. The Department of Athletics embraces the idea that participating in athletics is leadership training in action.

Goals

The Department of Athletics will:

1. Improve student-athletes’ academic performance.

(Strategic directions 4, 7)

2. Maintain competitive programs. (Strategic

directions 4, 6, 7)

3. Strengthen alumni/community relations and enhance

fund-raising initiatives. (Strategic directions 5, 9)

Office of the Vice President for Business & Finance

Mission

The Office of the Vice President for Business & Finance is responsible for the management of the fiscal resources of the University. Fiduciary responsibilities include the areas of auxiliary services, budget, capital resources, comptroller, human resources, materials management, physical plant and public safety. The mission is to provide the highest level of customer service to constituents: the students, faculty, and staff of North Georgia College & State University.

Goals

The Office of Business & Finance will:

1. Continue to improve its financial systems, human resource management, and resource allocation to assure a direct linkage to the University planning and assessment process. (Strategic directions 1,5)

2. Carefully evaluate the University environment as it relates to all aspects of Public Safety and homeland security and will develop new policies and procedures as necessary to assure a safe environment for the students, faculty, and staff of the University. (Strategic directions 1, 2).

3. Develop a comprehensive plan of direction for the University’s Auxiliary operations that will evaluate and direct future decisions related to residential housing, dining, parking, and resale operations. (Strategic directions 1, 2, 3).

4. Continue to seek both major capital and maintenance and repair resources consistent with the University Master Plan and responsive to the needs of the University. (Strategic directions 1,2)

Division of Institutional Advancement

Mission

The purpose of the Division of Institutional Advancement is to promote the future well being of North Georgia College & State University through the management of its alumni relations, communications, charitable giving processes, and the North Georgia College & State University Foundation.

Goals

The Division of Institutional Advancement will:

1. Implement a comprehensive and unified plan to address the university’s public relations, image enhancement, communication and marketing needs. (Strategic directions 5,9).

2. Utilize alumni and friends to create teams of leaders to develop future resources for academic and program excellence of the university. (Strategic directions 4,5,9).

3. Identify and prioritize the university’s private funding objectives. (Strategic directions 4,5,9).

4. Plan and initiate a multi-year Capital Fund Campaign to increase substantially the financial resources supporting the university. (Strategic directions 4,5,9).

5. Support an enhanced data gathering effort to improve demographic, biographical and gift information on alumni, friends, corporations, and foundations. (Strategic directions 1,4,8).

6. Seek opportunities for increased participation of the North Georgia College & State University Foundation in funding campus expansion projects. (Strategic directions 2,4,5).