VALDOSTA STATE UNIVERSITY

STRATEGIC PLAN

December 2002

Effective Planning and Resource Utilization

Goal 1: VSU informs and supports the need for change, processes, and programs through integrated, continuous strategic planning.

Action Steps:	06/30/03 Completion	Priority	Cost	Responsibility	BOR G - S
1. Seek the most efficient, effective and technologically sound business and service best practices and regularly compare ourselves to national peers. (BOR Goal 7) Identify sources of information for best practices. Define the areas of sound business and service. Define, develop, and assess benchmarks/peer institutions. Determine peers on the basis of enrollment, programs, and constituency. Examine data to determine strengths and weaknesses as it relates to the perceptions of students, faculty, staff, and alumni. Assessment and implementation of suggested changes will be integrated into the planning process.	Yes	High	Low
*2. Provide and maintain superior facilities, funded by innovative mechanisms, that increase the speed with which they are usable. (BOR Goal 8)* Develop standards of quality and appearance for campus facilities. Develop specific criteria for justification or need for additional facilities. Create a campus facilities needs committee to address and plan facilities use, moves, renovations, new construction, etc. This committee’s purpose would be to provide the building blocks for MRR and Capital Projects with recommendations to the cabinet. Develop submission criteria, forms, etc. with the committee making recommendations for MRR and Capital Construction programs. Revise Master Plan with broad campus input.	Yes	High	Low
*3. Increase, diversify and strategically allocate resources (i.e. funds) based on the strategic plan. (BOR Goal 10)*. Note: the definition of the core values, principles, and mission statement that will guide the strategic planning process may require further elaboration, clarification, or the development of specific action steps with regard to resource allocation. Create a Budget Formulation Committee with broad representation whose sole purpose is allocating resources with regard to strategic planning initiatives. Collaborate with the Budget Oversight Committee and the Institutional Planning Committee to articulate to the University community the policies and procedures that will govern how resources will be allocated. Identify the current policies, procedures, and decision-making processes used throughout the University to allocate resources. Assess the effectiveness of those decision-making processes and identify those practices that are effective as well as areas that need strengthening and/or change. Ensure that all stakeholders have opportunities for input into the process.	Ongoing Yes Yes Yes	High High High High	Low Low Low Low
4. Develop a usable four-sentence or less mission statement that summarizes the spirit of the strategic plan.	Yes	High	Low
5. Define core values and principles to guide us as we implement the strategic plan. A. Identify core values and principles. B. Develop and implement an accountability process that integrates VSU’s core principles and values and is used to guide the process of strategic planning. C. Core values and principles will be re-evaluated at a defined interval.	Yes/Ongoing	High	Low
6. Develop an on-going shared vision of VSU A. Identify the Core Values woven into day-to-day life by addressing the questions: What do we believe in? How do we want to act? Why does this institution exist? What is our picture of this institution’s future? a. Examine the mental model faculty, staff, administrators have of themselves, each other, and of the institution. Hold a series of retreats and open forums of groups composed of faculty administrators, staff, and students pertinent to building a shared vision of VSU Send faculty, administrators, and staff to conferences and retreats pertinent to building a shared vision of VSU. Encourage on-going reflections and free expression of the personal visions held by faculty, administrators, staff, alumni, and students. Encourage the willingness and openness to a diversity of ideas. In cooperation with the Faculty Senate, examine process of evaluating and utilizing evaluations of faculty, staff, and administration. B. Facilitate a sense of commitment to and connectedness among faculty, staff, administrators, students to a larger vision that transcends and unifies individual visions. a. Utilize such existing programs as, but not limited to, HUB Learning Cooperative and Partners for Campus Excellence b. Encourage additional programs in cooperation with SGA, COSA, and the Faculty Senate C. Study the possibility of geographically mixing the offices of faculty from different departments as well as their classroom assignments. Study this arrangement at other institutions	On-going Can send members of the University community to scheduled retreats and conferences On-going Feasibility report	High High High High Medium	$6,000 $15,000 per year for four fac/3 conf.

VALDOSTA STATE UNIVERSITY

STRATEGIC PLAN

December 2002

Successful Outreach

Goal 2: VSU actively identifies, cultivates, and encourages private support through the enhancement of alumni, community, and corporate outreach.

Action Steps	6/30/03 Completion	Priority	Cost	Responsibility	BOR G -S
1. Assess current fund-raising efforts. (What are we doing, how, etc. Compare and benchmark against other successful foundations. Determine successes, set future goals for new efforts. What is available, current endorsement levels, etc). Research and Sponsored Programs: Increase total external funding in 2004 to $6M, and increase each succeeding year an additional $1M over previous year until a funding level of $10M to $12M is reach (estimated time – 5-6 years). Benchmarks: follow up national survey completed by the Society of Research Administrators International to develop reasonable benchmarks for proposal production, activity levels and funding levels.	Yes (See narrative) Complete 3/1/03 (acceptance of goal) Complete 6/30/03	High	Low Inc. staff, supplies, etc. None anticipated
2. Identify commonly used resources, grants, research; compare to benchmarks of successful models. Research and Sponsored Programs. This activity may be expanded to include a survey of generally used resources (external to VSU) for funding as well as a survey of the costs to VSU of this activity.	Benchmark goal should be completed by 6/30/03 VSU survey – complete by 5/1/03		Cost should be minimal if any.
3. Analyze endorsements and corporate sponsorships.	Yes (see narrative)	High	Low
4. Continue alumni identification/communication. Enhance Homecoming and other activities to encourage return to campus and continued involvement with VSU.	Yes (see narrative)	High	Low
5. Evaluate current financial situation, scholarships, gift-in kind and matching funds; determine existing deficiencies, take corrective actions. Determine additional funds and prioritize to initiate capital campaign drive Consider possibility (research potential risks, pros and cons) of developing an account ‘line’ for research under the auspices of the VSU Foundation OR to develop and inaugurate a VSU Research Institute. This change could provide for much greater efficiency in management and also stop some of the money “bleed” at the end of each fiscal year within the University accounting system. Existing resources to support compliance activities are insufficient within the Office of Grants and Contracts and to show VSU’s commitment to compliance a .5 FTE Compliance Coordinator is requested. This half time position should be funded at a level that will support a professional in the compliance field, perhaps a retired faculty or administrator with knowledge of the varied requirements within the federal and state governmental agencies. A change in name from Grants and Contracts to RESEARCH AND SPONSORED PROGRAMS. This change more adequately addresses the activities of the office, particularly to the external community.	Yes (see narrative) 6/30/03 6/30/04, if not sooner 6/30/04	High	High $200,000 >$5,000 >35,000 No cost other than the cost of stationery, etc. ($300)

VALDOSTA STATE UNIVERSITY

STRATEGIC PLAN

December 2002

Excellence in Student Learning and Retention

Goal 3: VSU encourages continuous enhancement of curricula and research opportunities, resulting in highly informed graduates and increased student retention and graduation rates.

Action Steps:	6/30/03 Completion	Priority	Cost	Responsibility	BOR G - S
*1. Improve continuously the quality of curricula, research activities and international opportunities. (BOR Goal 3)* A. Improve the quality of teaching and learning a) Develop a Center For Creative Teaching and Learning b) Examine the recommendations of Ernest Boyer’s “Scholarship Reconsidered. a. Study the feasibility of using tracks for teaching, research/scholarship, and service. c) Evaluate faculty work load as it affects research, teaching, service, and learning. d) Send faculty and administrators to major conferences on collegiate teaching. e) Create a student award recognizing outstanding teaching. f) Develop a brown bag program for teaching methods. g) Utilize the campus listserv, “Soapbox,” as a means of exchanging ideas regarding teaching and learning h) In cooperation with the Faculty Senate, evaluate the role of teaching in the hiring, promotion, tenure, and post-tenure process for faculty. i) Re-examine the process by which students evaluate faculty j) Develop a learning culture in which students understand that mastering a skill, or a body of knowledge, or life skills is time-consuming, hard work, and that they should be prepared to do whatever it takes to learn. k) Create a tutoring center to help students learn how to study and learn l) Develop programs to assist students to learn how to learn B. Improve Research Activities a) Provide additional funding through Faculty Development office for research, conference presentations, and release time b) Utilize the Grants and Contracts Office to secure funding for research and release time. c) Encourage and support professional conferences at VSU	On-going On-going On-going On-going On-going Ongoing On-going	High High High High High High	$150,000/yr $15,000/yr for four people/3 conf $500,000 $250,000 $25,000
2. Develop graduates who are intellectually and ethically informed individuals with defined skills and knowledge, capable of leadership, creative endeavors, and contributing citizenship in an interconnected world. (BOR Goal 1) A. *Encourage academic structures that promote interdisciplinary learning, learning communities, and highlight the interconnectedness of knowledge.* Resurrect “Week of Seminars” Program Reform the perspective courses to their originally intended interdisciplinary /team-taught character. Examine the possibility of mixing department offices reorganizing the academic structure to better encourage faculty cooperation and understanding across the disciplines. B. *Integrate ethical studies and diversity more fully into the core curriculum and general studies* in introducing “wholeness education” and “character education” approach “Wholeness education” is to be understood as fostering an intellectual biological, emotional, socio-cultural, economic, environmental, and spiritual being. “Character Education” is to be understood as the preparation of the broadly informed, flexible, adaptable person endowed with knowledge, skills, social values, and attitude to live rightly as well as to earn a living. It should encourage and assist students to develop the basic values needed for learning and living: self-discipline, self-confidence, self-worth, honesty, integrity, perseverance, responsibility, pursuit of excellence, emotional courage, humility and compassion for others. C. Work with the community leaders and campus community to *develop new and greater opportunities for internships and cooperative programs with businesses, government, within the campus community, and community service organizations.* Support and encourage such existing programs as SIFE Create internships for students to work with faculty, plant operations, and other aspects of campus operations. Support and encourage the expansion of existing department internships D. *Set goals for the percentage of graduates (and the number of students in department) involved in service learning and other forms of civic engagement.* Study how other institutions have addressed the issue of service learning and civic engagement. E. *Set target pass rates for professional licensure tests, including PRAXIS, Nursing, etc.*	On-going On-going	Medium Medium	$5,000
3. Increase academic productivity through improved recruitment, increased retention, accelerated graduation, expanded credit generation, augmented continuing education opportunities, and current technology. (BOR Goal 4) a) *Expand the use of freshman experience programs, sophomore experience programs, learning communities, and other programs designed to increase student retention.* b) *Develop a best-practices information base so that information about successful retention practices and programs can be shared.*
4. Develop a culture of academic and personal integrity for staff, faculty, students, and administrators. A. Study literature and contact other institutions regarding codes of conduct for students, staff, faculty, and administrators. B. Review existing policies and procedures for reporting and acting on unethical behavior. C. Create a university-wide code of conduct for students, faculty, staff, and administration D. Develop an enforcement mechanism that is not necessarily punitive.	On-going	High
5. Encourage more collaboration with two-year institutions and develop programs to bring academia and business closer together. A. Have admissions prepare a status report on opportunities that are available and are on-going both within VSU and the two-year institutions that will facilitate the transferring of students to VSU B. *Collaboration with two-year institutions will include revision of curricula and the refinement of course objectives* C. Recommend that an ICAPP liaison officer make presentations to VSU faculty and staff describing his or her responsibilities and available assistance. D. *Work with constituents outside academia to improve their understanding of what a professor’s job entails.* a. Produce a documentary CD on “the life of a professor at VSU” b. Use the CD for recruitment purposes c. Make the CD available for viewing by the business community	On-going Produce prototype by 6/30	High Medium	$40,000
6. Develop a specific understanding of what is meant by “advising.” A. Identify the core meaning and basics of advising by addressing the questions: a. Is advising important? Why is it important? How important is advising? What are we willing to do to achieve effective advising? b. Is advising to be understood to be an activity that is more than mere scheduling of class? Is advising to be understood to be more than academic in its orientation? Is advising to be understood to be involved with life’s experiences? When does advising occur? Who engages in advising? B. Investigate feasibility of utilizing staff for advising and intervention purposes? a. Use the Partners in Progress program.	Report by 6/30	High
7. Improve Student Advising A. Incorporate two-hour block of instruction on advising for all new freshmen as part of the Fall 2003 Student Affairs Freshmen Orientation Program. B. Establish a university-wide committee to evaluate departmental advising programs and practices and to recommend improvement C. Develop a program or initiative to reward successful academic advising. D. Evaluate advising programs at comparable universities and compare to programs in place at VSU. E. Investigate the implementation of the Banner degree audit or comparable program
8. Engage in a detailed examination of the Orientation Program	Report by 6/30	High
9. Evaluate the effectiveness of the Freshmen Year Experience (FYE) Program. A. Evaluate the feasibility of expanding FYE to encompass declared majors. B. Evaluate characteristics of FYE students and their success rates, and choice of major.	Report by 6/30	High
10. Ensure faculty staffing is adequate to meet student course demand. A. Develop and implement a plan for recruiting and hiring faculty at least one year in advance of projected needs and areas. B. *Concentrate on quality within all programs by ensuring that comprehensive program review is fully implemented* and follow through with actions based on these reviews. C. Develop plans to reward and retain successful faculty members. D. Place greater professional importance on the first-year core courses; Assess importance of first-year core academic instructional performance relative to student retention. Decide what kind of professor is wanted to teach the core courses.
11. Build upon the Partners for Campus Excellence to create a student-friendly service environment. A. Develop and strengthen orientation programs for new faculty and staff. B. Develop “student-centered” training programs for current faculty and staff. C. Develop cross-training programs for staff and faculty at all levels. D. Survey students, faculty, and staff regarding current services, problems, and ways to improve services	On-going	High
12. Provide social and educational programs and services that provide opportunities for student development. Continue and improve support of student organizations and Greek Life. A. Develop a comprehensive student leadership program designed to provide students with valuable life skills and enhance their campus life while they serve the university community. B. Actively request and receive student input and involvement in the development of programs, activities and facilities. C. Create a student orientation program for new first time students to welcome them to campus prior to the start of semester classes. D. Collect and utilize data concerning the nature, needs and interests of the student populations to be served. a. Create a survey of incoming first year students to indicate their expectations both for a college experience and of themselves. b. Create a survey of students after completing their first year to ascertain their experiences and attitudes towards themselves, each other, and all aspects of the facilities, services, operations and personnel of VSU E. Conduct a feasibility study as it pertains to possible house for Greek organizations. F. Develop programs and activities to enhance weekend activities in the residence halls and campus-wide. a. Develop cooperative entertainment programs with Wild Adventures b. Develop cooperative entertainment programs with the Valdosta Chamber of Commerce.	Prepared by 6/30 Prepared by 6/30	High High High	$60,000 $50,000 $50,000
13. Strengthen the international dimension of students' educational experience. A. Survey the curriculum to assure that inter-national issues, problems, and perspectives are appropriately represented in core courses, major degree programs, and minor studies B. Organize extracurricular events highlighting international and inter-cultural issues and concerns C. Expand study abroad and exchange opportunities for students D. Initiate a campaign to develop an institutional fund for study abroad scholarships E. Increase annual participation in study abroad by 15% in order to achieve the institutional goal of 3.5% of undergraduate headcount by 2007 F. Increase faculty participation in international exchange, teaching abroad, and international faculty development activities G. Sustain continued growth and diversity of the international student population. H. Provide cultural, academic, and social support to assure international students of successful integration into campus and community life I. Encourage faculty exchange that exposes VSU students to the perspectives and points of view of foreign faculty members J. Develop international internship, cooperative education, and other work opportunities for students K. Develop and market the English Language Institute (ELI) to prepare English-deficient foreign students to enroll in the University	Yes Ongoing Ongoing Yes 8/30/03 6/30/04 ongoing ongoing ongoing yes yes	High High High High Medium Medium Medium High High High Medium	$300 $15,000 $10,000 $30,000

VALDOSTA STATE UNIVERSITY

STRATEGIC PLAN

December 2002

Access and Participation

Goal 4: VSU promotes expanded access, participation, and quality through a comprehensive marketing plan.

Action Steps:	06/30/03 Completion	Priority	Cost	Responsibility	BOR G - S
1. Expand participation by increasing access while maintaining quality, enhance diversity, focus on the needs of nontraditional students, increase distance learning education opportunities, advance public library usage, and market the advantages of a postsecondary education to all Georgians (BOR Goal 2). A. *Develop additional programs in which VSU’s four-year degree programs are offered at two-year colleges.* B. *Assure that where demand exists, relevant degree programs are available at off-campus sites.* C. *Identify the factors that impede access to higher education for minority and nontraditional students and implement programs to overcome the barriers.* D. *Integrate the public libraries into the delivery of higher education.*				Assign to enrollment committee?
2. Create and fund a permanent university marketing position and support staff.	Yes	1	High
3. Create a university marketing committee to offer support to the university marketing office.	Yes	2	Low
4. Provide the university marketing person the results of Goal 3, so that they, with the support of the marketing committee, can utilize these findings to fully develop an external environment scan. This environmental scan will include research and analysis of the awareness and perceptions of target markets.	12/30/03	3	Low
5. After a review of the external environment scan, the university marketing person/office with the support of the marketing committee will conduct an internal analysis to determine the challenges and hurdles that have to be addressed as a result of the external scan. This internal scan will need to examine personnel, space, parking, and housing as described below. A. Identify strengths and weakness with personnel resources. Currently, we have faculty shortages in several disciplines. In addition, staff positions have been eliminated or put on hold for budgetary reasons. Given our current ratio of faculty to students, we will have to add 40 full-time faculty members for every 1000 new students. Staff positions will also have to be increased to meet programming demands and academic, student, and facilities support units. Some possible solutions to this include program review that includes a re-allocation of resources and a review of faculty workload. B. Identify strengths and weaknesses with space resources. At our present enrollment levels, we have ample academic space overall. There are specific academic departments, however, with critical space needs. We also have space needs for student meeting rooms, outdoor recreation areas, and storage areas. Some possible solutions include eliminate “ownership” of classrooms by departments, purchasing scheduling software to improve classroom utilization and inventory control within classrooms (i.e. number of desks, multimedia functionality, etc…). Additionally, VSU can acquire property for future expansion of the campus as dictated by the campus master plan. Finally, web-based courses/programs and/or evening programs can be part of the strategic plan. C. Identify strengths and weaknesses with parking resources. Currently we have 2219 spaces for student parking. Most of the parking is full on a daily basis with the exception of the lot behind the Recreation Center on Sustella. This lot is located the greatest distance from Main Campus. Some possible solutions include converting the several “lots” adjacent to campus to parking lots for commuter students. This would help parking and symbolize that VSU is addressing the parking problem. There are several lots that could be converted into parking including the old Phi Beta Sigma and Women’s Studies houses (remove houses and convert to parking lots), the lot beside the Alumni House, the lot behind the Little Jo Court, and the Residence Life House and the house next to it. Additionally, use of the Sustella lot could be enhanced through a reduced parking fee specific for that lot. D. Identify strengths and weaknesses with housing resources. Conduct a feasibility study for additional and improved student housing. Continue renovation of existing student housing to include creative solutions. Identify what other comparable universities are doing to meet needs. Use national consultant to aid in identifying trends and viable solutions. Develop a timetable for renovation of existing residence halls. Also, develop budgets. Develop a timetable, cost schedule and locations for new housing. Survey students to identify needs and how VSU is not currently serving those needs. Identify and plan for housing needs of married or other nontraditional students.	03/30/04	4	Low
6. The university marketing person/office with the support of the marketing committee will develop measurable marketing outcomes (goals and objectives) as a result of both the external and internal environmental scans.	03/30/04	5	Low
7. The university marketing person/office with the support of the marketing committee will work with the campus to prioritize and select target markets and develop marketing strategies (including promotions) to reach these markets in order to meet the marketing outcomes.	06/30/2004	6	Low
8. The university marketing person/office with the support of the marketing committee will work with the campus to establish branding that includes, but is not limited to, key messages, visual identity, and operational procedures for that identity. This branding/institutional identity will reflect the marketing strategies, goals, and objectives. Individual programs will develop their own programs while the branding strategy will provide a common “look and theme” through visual identity. This institutional identity campaign will identify and create a brand, unify VSU’s overall position with the target markets, increase the value of VSU’s degrees, instill renewed pride in VSU (internally and externally), promote academics, research, and outreach efforts, and raise the profile of VSU to help compete for students, faculty, financial resources and partnerships and support VSU’s fundraising campaign. This institutional identify action step is made up of defining specific terms/selling points-messages, utilizing consultant(s) for branding, positioning, and visual identity, identify components of the institutional identity, and educate the VSU community on how to utilize this institutional identity. A. Define in specific terms the selling points/messages the university will sell based on resources, strategic goals, position in the university market, etc. This can be done with the marketing committee or a separate task force that could include representatives from admissions, publications, athletics, marketing, student affairs, student body and the like. Marketing research such as focus groups and surveys will be done to determine and verify primary messages. The group will also verify target audiences and prioritize them. Additionally, consultant/s may need to be brought in for input on branding, positioning and visual identity. B. Identity components/aspects of institutional identity. This will involve setting University and administrative policy, operational procedures, and standards for key messages (such as speeches and presentations, media, advertising, and special events). It is key that visual standards be established. A strong visual identity program will be established, which will include: (1) Revision of university logos, athletic logos and seal (also standards for usage) (2) Fonts usage (3) Consistency and a hierarchy of design based on audience priority (general university, departmental and academic programs (including web), special events, outreach efforts and partnerships) (4) Inclusion of a complementary color to the current red and black (5) University merchandising program images and standards for trademarks, possibly nostalgia-type images for older alumni (6) Centralized publications budget (prioritize needs and consult for best product and timeline, authority to enforce visual standards, and a plan to phase out old and bring updated images) (7) Address photography needs (include hiring a VSU photographer) (8) Develop web standards. Additionally items for print, web and other electronic delivery systems will need to be created. This includes: (1) Miscellaneous items: stationery, fax cover sheets, memos, invitations (2) Collateral: brochures, newsletters, fact sheets, ads, postcards, bookmarks, etc. (3) Signage: vehicles, campus directions, exterior and internal building (4) Banners and displays (5) Name tags, pins and other merchandise not sold in bookstore. Finally, guides for style/writing will need to be developed including how/why, consistency, and tailoring the message for the audience. C. Educate people on the institutional identity process and how it works. This education of the new institutional identity can start with key administrators and work down the hierarchy. It needs to facilitate campus-wide integration of office efforts to guide and assist the campus with delivering messages. (i.e., planning and consultation, executive communications, strategic placement of external and internal publications, marketing services, public relations, media relations, photographic services, web coordination, etc) As the plan falls in place, provide personnel with guidelines and where to go for help. (see http://imagine.kent.edu/URD/UCM/policies/guide.asp as example of how to manual for campus marketing)	06/30/04	7	High
9. The university marketing person/office with the input of the marketing committee will develop an annual budget based on marketing goals.	06/30/2004	8	Low
10. The university marketing person/office will implement the planned marketing strategies.	12/30/20004	9	High

VALDOSTA STATE UNIVERSITY

STRATEGIC PLAN

December 2002

Student Preparation

Goal 5: VSU works actively with K-12 education to increase the pool (number) of high school students from our service area who are eligible to attend the University.

Action Steps:	06/30/03 Completion	Priority	Cost	Responsibility	BOR G -S
*1. Make University System of Georgia education seamless with K-12, DTAE, and independent colleges. (BOR Goal 9)* a. *Improve academic feedback between educational levels.*	Continuous	High	To be determined
2. Gather data. a. Gather benchmark data to inform the goal and measure progress. (See Appendix A for supplemental list of data questions.) b. Identify people and units within local schools, VSU, and community already concerned with or attempting to address the issue. c. Help service area schools identify deficiencies in eligibility. d. Determine current and near-term technologies that could help in reaching out to these students and aid in their preparation. e. Continue to collect data over multiple years to re-evaluate progress and outcomes.	Feb. 2003 May 2003 May 2003 May 2003 Continuous	High High Medium Medium Medium	Medium (primarily labor costs) for all items in number 2
3. Improve outreach programs. a. Identify/develop program to encourage students in freshmen and sophomore year of high school to prepare for college. b. Identify/develop program/workshop to help students understand how to apply to schools (VSU) and what is required; explain scholarships (HOPE). c. Identify/develop “culture of education”–see education has value and promote to students in high school and middle school–lifelong. d. Identify/develop program of peer mentors with current students at VSU and local high schools (tie to workshops, etc.) e. Work with area teachers to incorporate college prep into all courses and value of education concepts. Make local teachers aware of student eligibility deficiency and partner to make changes. f. Use current partner schools in community to run pilot programs to see if we can increase preparedness/admission. g. Advocate higher teacher and classroom standards in local schools. h. Improve cooperation and connection between the university and service area schools to better inform all concerned partners. Identify/develop liaison with each school. i. Use current and near-term technologies to help reach out to students and aid in their preparation (Example: GSAMS workshops and computer programs).	Initiate August 2003	Medium for all points	High to initiate new programs and secure matching grants
4. Tie into marketing plan once we prepare students to get in, make them want to get in. a. Identify/develop data gathering system to monitor progress on a continuing basis.	Initiate August 2003	Medium for all points	Medium

VALDOSTA STATE UNIVERSITY

Action Steps

A. Define in specific terms the selling points/messages the university will sell based on resources, strategic goals, position in the university market, etc.