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GSU Strategic Plan 2016

GSU Strategic Plan 2016

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STRATEGIC PLAN
2011-2016/21
 
The history o Georgia StateUniversity is one o transormation — 
rom its ounding in 1913 as an evening school o commerce, to its emergence as an independent college in the 1960s, toits designation in 1995 as one o our research institutions in the state university system. GSU is now the second-largestuniversity in the University System o Georgia, with more than30,000 students, over 1,000 aculty members and over 250degree programs in 62 elds o study that generate cutting-edge research and educate one o the most diverse studentpopulations in the nation. Our students, aculty, sta, gradu-ates and programs are integral to the city o Atlanta, Georgia’scapital and largest city, marking an important distinction or usamong universities in Georgia. Our boundaries and infuenceare growing as our campus extends throughout the greater metropolitan area, with an economic impact on the metro areao more than $1 billion annually. This strategic plan builds uponGeorgia State’s trajectory o growth in quality, size and impact,anticipating increased prominence as we approach our secondcentury and vie or a place among the leading public researchuniversities in the United States.The Georgia State community is characterized and strength-ened by its diversity, which is among our greatest sources o pride. Our student body refects the makeup o our state andanticipates the increasing diversity o our nation as a whole, asacknowledged in the University’s Diversity Strategic Plan, anexecutive summary o which is appended to this document. We take as a matter o course that all o our students, whocome rom every county in Georgia, every state in the nationand more than 150 countries, deserve a rst-rate education.And while we have continued to provide access to nontradi- tional students, over the past decade GSU also has attractedmany o the state’s most talented undergraduates. We arecondent that thus ar we have been successul in educatingour multiaceted student body and are proud o our alumni,who have excelled and led in all areas o endeavor at local, state,national and international levels. In 2009 Georgia State wasnamed one o the Top 100 Public Universities in the U.S. by 
Forbes
magazine, based on student satisaction, aordability andbrought in over $12 million in external awards. GSU scientists,working in state-o-the-art acilities such as the Center or HighAngular Resolution Astronomy (CHARA) and the new Parker H. Petit Science Center, have garnered major support rom theNational Science Foundation and the National Institutes o Health. As an example, the Center or Behavioral Neurosciences,an NSF science and technology center, has been awarded over $40 million since 1999. Recently, GSU’s College o Educationreceived a Teacher Quality Partnership Grant to support itsinnovative teacher preparation programs in collaboration withschool system partners. And GSU’s Center or Collaborativeand International Arts brings music, lm, visual and literary artsrom around the world to campus, oten in collaboration withGSU’s distinguished Rialto Center or the Arts.This preamble provides a context or the Strategic Plan thatollows. Over the past ew decades GSU has grown andadvanced at a dramatic rate due to the creative eorts o individual aculty across disciplines as well as collaborativeundertakings in our emergent areas o ocus. The University is committed to supporting and rewarding ongoing aculty achievement, as all aculty accomplishments contribute to theexcellence and reputation o the institution. Based on our campus dialogue, the Strategic Plan identies ve major goalsand outlines a series o supporting initiatives that will promoteinnovation, accelerate research and build on our existingstrengths. With broad agreement rom President Mark P.Becker and Provost Risa Palm, and rom aculty, students andsta, we have resolved (1) to become a national model or undergraduate education by demonstrating that students romall backgrounds can achieve academic and career success athigh rates; (2) to signicantly strengthen and grow the baseo distinctive graduate programs that assure developmento the next generation o researchers and societal leaders;(3) to become a leading public research university addressing the most challenging issues o the 21
st
century; (4) to be aleader in understanding and addressing the complex challengeso cities and developing eective solutions; and (5) to achievedistinction in globalizing the University. We believe that these goals and the specic initiatives thatsupport them are worthy, and we are committed to their success. Over nine decades GSU has shown signicant growth.Yet we believe we have the potential to achieve more duringour second century than could have been imagined in our rst. We invite you to join us in realizing these goals.
The overarching goal o Georgia State Universityas it enters its second century is to be recognizedas a dynamic academic communitywhere teaching and research combine to produceleaders and create solutions to conquerthe challenges o the 21
st
century.
PREAMBLE
success in job placement o its graduates. We have made con- tinued improvement in teaching a priority in this Strategic Plan.GSU, once known as a commuter school, now oers a richand vibrant student experience through a remarkable array o academic, social and cultural opportunities includingcommunity-building programs in athletics, student lie andrecreation, Freshmen Learning Communities, and peer tutoring.Over the past 15 years we also have added extensiveundergraduate housing. And over the past decade we havebuilt exciting, competitive NCAA athletic programs, including the GSU Panthers ootball team, which established a winningrecord in its rst season o play in the Georgia Dome.GSU aculty research, as measured by external unding, publica- tions, rankings and prestigious awards, has shown sustained andimpressive growth. The creativity and productivity o individualaculty members have enhanced Georgia State’s status nation-ally and among the our research institutions in the University System o Georgia. They have also given rise to a number o nationally ranked graduate programs, including GSU’s programin health law, which is ranked among the top ve in the nationaccording to
U.S. News & World Report 
. GSU’s part-time MBA isranked among the best in the nation by 
BusinessWeek 
and
U.S.News & World Report 
and its Executive MBA is on the
FinancialTimes
list o the world’s best EMBA programs.GSU research and service projects have garnered nationalattention, nancial support and recognition or their innovationand contributions to the broader community. In 2005 the White House selected Computer Assisted Debate as a signa- ture program or Helping America’s Youth. Since 1999 GSU’sBio-Bus has introduced more than 100,000 students in over 150 schools to cell biology, the basics o DNA and other liescience concepts. In 2010, aculty members rom the RobinsonCollege o Business and the Andrew Young School o Policy Studies developed the rst comprehensive nationwide calcula- tor or small businesses to determine eligibility or tax creditsunder ederal health care reorm. Since 2005, Georgia State’sPartnership or Urban Health Research has acilitated interdisci-plinary research on health disparities in urban communities and
 
As Georgia State has grown, our student body has retained the characteristics that make theUniversity one o the most distinctive public research institutions in the nation while becoming adestination o choice or high-ability students. The opportunity to teach and learn in such a richenvironment is one o the University’s greatest strengths. Our goal is to continue to position theUniversity as a model o academic success or diverse populations and to lead among researchinstitutions in producing engaged citizens o the 21
st
century.
INITIATIVE 1:
 
Increase the level o scholarship support or undergraduate students. 
The ability to recruit highly qualied students as well as the academic perormance o enrolledstudents are both greatly infuenced by the level o a student’s nancial need. Although theacademic ability o our students has been steadily increasing, their socio-economic prole isunique or a research university in that nearly 90 percent o students qualiy or nancial aid.To enhance Georgia State’s ability to attract the best students and to address the detrimentaleects o nancial need on student recruitment, retention and graduation,  the University proposes doubling the level o institutional support or merit- and need-based scholarshipunding. This support also will assist in expanding our unique retention programs such as KeepHOPE Alive, which gives students an opportunity to participate in academic and nancial aidcounseling and intensive academic skills development. Central to increasing the eectiveness o our scholarship oerings is the development o an Oce o Fellowships and Scholarships thatconnects students with a range o internal and external scholarships.
INITIATIVE
 
2:
Establish a Student Success Center.
To ensure the success o our students,Georgia State will establish a Student Success Center identied as the campus location or acomplete range o student academic support programs. As part o its commitment to studentsuccess, the University will commit to lowering the student/advisor ratio to the national standardo 300 to 1 and will establish a new advisement program that will track each student’s academicprogress and create mandatory points o advisement and interventions at key academic junctures. The Student Success Center also will house Georgia State’s Center or Teaching andLearning, where aculty can explore innovative classroom pedagogies and technologies. Housedwithin the Center, a Teaching Academy will promote the scholarship o teaching and learningand serve as an entity to seek external unds to enhance learning and instruction. Faculty whobecome Teaching Academy Fellows will conduct research on improving student learning in their courses with a goal o publishing this work in peer-reviewed journals. The Student SuccessCenter will serve as evidence o the University’s commitment to student success by providingresources to both students and aculty to improve the process o teaching and learning atGeorgia State.
INITIATIVE
 
3:
Implement an Undergraduate Signature Experience.
The University willestablish signature experiences or undergraduates. Undergraduates will complete at least onesignature experience beore graduation. These programs represent a commitment to appliedlearning as an integral part o our educational mission. Initially the our signature experiences willbe structured as ollows: (1) The
Research Fellows
program will allow undergraduates to join aresearch team or work with individual research aculty. (2) The
City Fellows
program will involveparticipation in the Council or the Progress o Cities or the President’s Leadership Academy.The Academy will hone students’ practical and applied real-world skills through coursework, civicengagement and internships and will culminate in an international trip hosted by the University president. (3) The
Professional Fellows
program will provide a way or students to partner with those already working within their chosen proession. Both the City Fellow and ProessionalFellow programs will draw on our extensive alumni base or mentors, internship directors andcivic contacts. (4) The
International Fellows Program for Studying 
 
 Abroad 
will oer students anopportunity to learn and engage as world citizens. Academic units are encouraged to organizeadditional Signature Experiences.
INITIATIVE
 
4:
 
Establish an Honors College.
Georgia State University will establish an HonorsCollege and thereby join other universities nationally in giving its Honors eorts stature andvisibility on campus. The Honors College will advocate or the educational experiences andresources needed by our high-ability students. The College will gain resources or instructionalsupport to allow aculty rom across the University to oer individual Honors courses or beappointed as Honors Faculty Fellows. The Honors College will be a place where aculty can work with our most talented students to advance undergraduate scholarship, enhance research, oster service, and compete or prestigious awards and ellowships.
GOAL 1
Become a national model or undergraduate educationby demonstrating that students rom all backgrounds canachieve academic and career success at high rates.

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