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美高梅博彩

2030年策略计划

vs上2030

vs上2030 challenges our faculty and staff to 重燃学生至上的校园文化 by requiring that we offer the right mix of in-demand academic programs and a highly engaging traditional undergraduate experience, while also aggressively pursuing emerging markets. It also asks students, alumni, and friends of the university to support our work by investing in the plan’s critical aspects. The transformational change vs上2030 envisions is both necessary and possible, but it will take the commitment of every member of Blazer Nation to make it happen.

• 目标
• 进步

• 《2030年战略计划》

目标与策略

目标1——培养有就业准备的毕业生

Align vs上’s degree program mix with student and employer demand and ensure that all programs ready their graduates to succeed in their careers, in life, and as citizens.

单击每个步骤查看策略。

策略1 - 1

Align the university’s degree portfolio with student and employer demand.

2030年策略计划

1.1战略 – Partner with University System Office staff and Ruffalo Noel Levitz to review the feasibility of all degree programs based on current and future employer and prospective student demand and create and implement a rubric for ongoing evaluation of degree program viability and relevancy.

战略1.1 b – Guided by the outcome of 1.1战略, 学术事务 will create and implement a plan to increase faculty in programs with unmet demand; 启动、整合或重新启动具有战略意义和/或吸引新市场的项目； 在学生入学人数减少和/或雇主需求减少的情况下，取消一些项目。

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策略1 - 2

市场和注入职业准备在整个学生的经历。

2030年策略计划

1.2战略 – Prioritize career readiness in vs上’s branding and make it a focal point in marketing to prospective students and their parents.

战略1.2 b – Implement the new USG core curriculum to enhance the extent to which students find career and life value in their core curriculum.

战略1.2摄氏度 – Complete and implement a model for regular review of curriculum in every program of study that is led by faculty and informed by external content experts to ensure ongoing alignment with current job needs.

战略1.2 d – Ensure that academic department websites identify experiential learning opportunities and expectations in the degree maps, outline potential career options, and highlight examples of successful alumni for every undergraduate degree program.

战略1.2 e – Charge Enrollment & 学生事务 and 学术事务 with creating & implementing a comprehensive plan – to include universal participation with 外套准备好了 – that ensures that every undergraduate student benefits from experiential learning opportunities in- and out-of-the classroom throughout their program of study.

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策略1 - 3

最终确定和/或改进必要的系统，以最大限度地实现这一目标。

2030年策略计划

1.3战略 – Launch a robust Mary Virginia Terry Center for Experiential Learning that supports the Blazer Summer Research Institute, the 本科 Research Symposium, a new Experiential Learning Exposition, study away opportunities in our region, and other experiential learning initiatives supported by vs上’s 2027 Quality Enhancement Plan.

战略1.3 b – Support ongoing completion of those community-based projects which are coordinated through the Center for South Georgia Regional Impact by creating an annual calendar for faculty project review that aligns with course preparation timelines as well as a compensation model for faculty who complete projects &/or who coordinate the participation of students in project completion.

战略1.3摄氏度 – Partner with the National Institute for Student Success and Ruffalo Noel Levitz to complete and implement an updated Strategic Enrollment Management Plan.

战略1.3 d – Transform the vs上 website and the 我的vs上 portal into model promotional tools to effectively capitalize on prospective and current student interest.

战略1.3 e – Charge 学术事务 with producing a plan, to be vetted by the Cabinet, that assesses, creates, and maintains innovative lab, studio, and teaching spaces that promote increased student engagement in the learning process.

战略1.3度 – Charge the vs上 Facility Planning Group with proactively addressing underutilized property and space on campus, vetted by Deans Council and Cabinet.

关闭

目标2 -建立在我们的基础上

Make vs上’s traditional undergraduate opportunity a first-choice option of prospective learners who desire an on-campus learning experience that is dynamic, engaging, distinct from fully online programs of study, and supported by services that build community and aid completion.

单击每个步骤查看策略。

策略2 - 1

通过教学创新和卓越促进学生成功。

2030年策略计划

2.1战略 – Charge a Presidential Task Force of academic and student leaders with identifying best practices in the facilitation of face-to-face and hybrid learning and offer relevant pedagogical training regarding those best practices via the Center for Excellence in Learning & Teaching.

战略2.1 b – Charge the Faculty Success Council with creating and implementing a model for Core Faculty Status to recognize excellence in teaching the core curriculum.

战略2.1摄氏度 – Improve student retention and persistence among traditional undergraduates by creating and implementing a culture of community that supports student success through learning communities, a first-year inquiry course, targeted academic interventions, experiential learning, and career opportunities.

战略2.1 d – Building on lessons learned from an in-depth review of success data, each semester enroll every first- and second-year traditional undergraduate student in an academic schedule made up by a majority of fully face to face classes.

关闭

策略2 - 2

在课堂之外创建并维持一个繁荣的社区。

2030年策略计划

2.2战略 – Improve students’ on-campus residential experience by expanding, especially in first-year residence halls, programming aimed at building community, and by improving maintenance service delivery levels in all residential facilities.

战略2.2 b – Support the University System of Georgia’s efforts to update the Mandatory Fee Model to grow available support for fee-funded budgets; 增加对课外学生生活的支持； and create, implement and fund a phased-in plan to grow specific activities such as Greek life, intercollegiate and club sports, eSports, the Blazin’ Brigade Marching Band, and other student clubs and organizations which have a proven record of attracting students, increasing retention, and enhancing alumni engagement.

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策略2 - 3

重新唤醒在校园学习环境中的亲身参与。

2030年策略计划

2.3战略 – Unveil and administer a new university-wide minimum expectation of 60% of seat time devoted to in-person learning in all traditional undergraduate hybrid courses.

战略2.3 b – Renew, embrace, and reward a student-first work culture where all faculty and staff who teach in or support traditional undergraduate programs are regularly on campus engaging with their students in and out of the classroom, proving daily that we care about every student’s success, and then charge all Cabinet-level units with ensuring consistent observance of these expectations.

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策略2 - 4

保持我们作为格鲁吉亚最美丽的大学校园的地位。

2030年策略计划

2.4战略 – Increase annual funding in support of general grounds maintenance, and prepare, share broadly, and fund as the institution is able a prioritized list of needed one-time deferred maintenance or campus beautification expenditures.

战略2.4 b – Create a comprehensive 2040 University Housing Plan to address aging facilities and improve residential living options in a fiscally responsible way over the next 15+ years.

关闭

目标3 -最大化增长

充分利用在线学院的职业发展、研究生院和国际学生招生，消除障碍，及时进行战略投资。

单击每个步骤查看策略。

策略3 - 1

最大化在线大学职业发展（OCCA）的增长。

2030年策略计划

3.1战略 – Invest in recruiters, advisors, eLearning professionals, and other staff as needed to fully capitalize on the leads which are created by extensive marketing; 通过一项计划，加快所有OCCA学位课程的学分转换； 在学生需要的时候提供他们想要的课程（包括SmartPath Core课程）； 在每个OCCA项目中加入体验式学习机会； 寻求乔治亚大学系统（USG）批准额外的OCCA本科学位课程或高需求领域的集中； 与希望促进员工完成学位的大型雇主建立新的合作伙伴关系； 根据需要投资师资队伍，以支持记录在案的未满足需求； 并寻求慈善捐赠，以支持招聘和结业奖学金。

战略3.1 b – Enroll an ever-increasing share of the 170,000 Georgians who are expected to pursue online learning to support career progression each year over the next decade, meet established enrollment goals laid out in the university’s Strategic Enrollment Management Plan, and position OCCA as the preeminent program of its kind in the Southeast.

关闭

策略3 - 2

最大化研究生院的发展。

2030年策略计划

3.2战略 – Implement a comprehensive marketing and recruitment plan, to include program-specific advertising, dedicated graduate-level recruiters, consistent timely admission decisions in all graduate programs, and an increased number and dollar amount of stipends for graduate assistantships; 支持在有未满足需求的项目中增加教师队伍； 寻求美国政府批准在高需求领域增加新的研究生学位课程； 并寻求慈善捐赠，以支持招聘和结业奖学金。

战略3.2 b – Meet established 研究生 School enrollment goals laid out in the university’s Strategic Enrollment Management Plan.

关闭

策略3 - 3

最大限度地提高国际学生入学率。

2030年策略计划

3.3战略 – Contract with recruiting agents in countries that are deemed to have high numbers of potential international students who can afford a U.S. education; 恢复适当水平的人员配备，以处理所需的联邦文书工作，并在学生在国内时为他们提供支持； 为国际机场和市内民宿、杂货店和娱乐场所提供额外的交通选择； 并寻求慈善捐赠，以支持招聘和结业奖学金。

关闭

策略3 - 4

支持学生。

2030年策略计划

3.4战略 – Ensure virtual access to all student services regularly used by 在线职业发展学院, 研究生 School, and international students.

战略3.4 b – Renew, embrace, and reward a student-first work culture where all faculty and staff who teach in or support online learning are regularly engaging with their students, proving daily our desire to impact their success, and then charge all Cabinet-level units with ensuring consistent observance of these expectations.

关闭

目标4 -投资我们的未来

vs上家族将通过资本活动推动该计划的成功，提供最大化增长所需的有针对性的投资。

单击每个步骤查看策略。

策略4 - 1

通过资本活动提供的有针对性的投资，实现增长最大化。

2030年策略计划

4.1战略 – Partner with the vs上 Foundation Board of Trustees to conduct a feasibility study for the university’s next capital campaign in support of the goals of this plan; launch the campaign’s silent and public phases; 并成功地确保承诺达到或超过宣布的变革性筹款目标。

战略4.1 b – Increase the number and value of scholarship awards to support student recruitment and success as part of the next capital campaign.

关闭

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