School of Arts and Sciences
Department Chair Meeting
Friday, March 23, 2007
2pm – 3pm
Those in Attendance: Alan Gabrielli, Andrew McMorran, Julie Newell, Mark Nunes and Laina Pond.
1. Updates from departments (including search updates)
2. Status of evaluations
3. News from BoR
4. Exit interviews
5. New business
FIRST TEN PRESIDENTIAL PROJECTS
� Improving Enrollment Capacity and Management
� Improving Retention, Progression and Graduation Rates
� Improving Health Professions
� Enhanced Advising Processes
� Emergency Operations Initiative
� Energy Management Initiative
� Training and Professional Development
� Early Outreach for At-Risk Middle School Students
� African American Male Initiative-Middle School
� K-12 Math, Science and Engineering Initiative
Strategic Planning Process Update Draft: March 16, 2007
Strategic Goal One: Renewing excellence in undergraduate education to meet students' 21st century educational needs.
A.Action: Consistent with transferability, restructure the core curriculum to focus on a common System set of competencies that reflect the knowledge and skills expected of an educated person in the 21st century.
B.Action: Increase institutional six-year baccalaureate degree graduation rates by at least one percent per year so that USG exceeds the national average by 2015; increase three-year associate degree graduation plus transfer rates by at least one percent per year.
C.Action: Ensure high-quality, consistent academic advisement for students to improve student engagement and success.
D.Action: Increase study-abroad participation from 21% of baccalaureate degree graduates to 25% of baccalaureate degree graduates by 2012.
E.Action: Consistent with the need to attract and retain the best and brightest faculty members to the USG, support and reward faculty members who make a meaningful contribution to undergraduate student learning and success, in addition to their commitment to research and scholarship.
Strategic Goal Two: Creating enrollment capacity to meet the needs of 100,000 additional students by 2020.
A.Action: Increase the use of access institutions from 26% of System enrollment to 30% of System enrollment to meet higher education needs.
B.Action: Create a more robust tier of comprehensive universities, increasing from 42% of System enrollment to 46% of System enrollment.
C.Action: Increase the joint use of facilities within the USG and with external partners.
D.Action: Position the USG among the leading systems in distance education by increasing the percentage of semester credit hours generated by distance learning from its current level of 4% to a level of 10% by 2012.
E.Action: Optimize the use of current capacity.
Strategic Goal Three: Increasing the USG's participation in research and economic development to the benefit of a Global Georgia.
A.Action: Move USG universities from their current rank as 16th in expenditures of federal funds to the top twelve by 2015.
B.Action: Increase the number of health profession graduates in USG institutions.
C.Action: Create a long-term, System-level academic program plan for workforce development.
Strategic Goal Four: Strengthening the USG's partnerships with the state's other education agencies.
A.Action: Endorse and help implement the goals adopted by the Alliance of Education Agency Heads: (1) Increase the high school graduation rate, decrease high school drop-out rate, and increase post-secondary enrollment rates; (2) improve workforce readiness skills; (3) strengthen teacher quality, recruitment, and retention; (4) develop strong educational leaders, particularly at the building level; and (5) improve the SAT/ACT scores of Georgia students.
B.Action: Create a closer working relationship with DTAE.
Strategic Goal Five: Maintaining affordability so that money is not a barrier to participation in the benefits of higher education.
A.Action: Establish a need-based financial aid program to improve access and the likelihood of graduation.
Strategic Goal Six: Increasing efficiency, working as a System.
A.Action: Without compromising academic quality, increase efficiency of back- office functions to best-in-class standards.
B.Action: Develop a leadership culture within the University System.
C.Action: Engage the workforce in a process improvement initiative.
D.Action: Implement a System-level energy conservation initiative to move USG institutions to best-in-class energy usage levels.
E. Action: Create the staff and innovative programmatic capacity within the USO to respond to key needs within the state.
F. Action: Expand System-level projects for presidents.
G. Action: Establish accountability metrics for the System.