ࡱ>  dPbjbj ccF Tm,0}L N N N$fjՃ NlM|M" N NՃ3OOO Nl18O NOO,ipN400ׁЉOЉhЉ N NO N N N N NՃՃO N N N0 N N N NЉ N N N N N N N N N _:  School of Journalism & Graphic Communication 2010-2020 Strategic Plan Mission The mission of the School of Journalism & Graphic Communication is to instill in students requisite technological and practical skills using modern multimedia platforms so as to be competitive in the global market. The school takes pride in a curriculum that boasts of state-of-the-art instructional facilities that include print, radio, television and digital campus media to support students experiential learning. Thus, the school remains student-centered, with a focus on excellence in teaching, faculty discovery of knowledge through research, and community service. The school strives to cultivate an academic environment conducive to learning where internationalization and multiculturalism abound. Students are inculcated in critical thinking and analytic skills and are versed in information technology to prepare them to become ethically and socially responsible leaders in a global society. As part of its mission, the school seeks to create synergy among its stakeholders (students, faculty, staff, alumni, supporters). Vision The schools vision is to develop a premier training program in journalism/graphic communication with worldwide reputation for recruiting and graduating highly trained men and women motivated to enter the workforce in their areas of specialization. It is the vision of the School of Journalism & Graphic Communication to be among top ten percentile among institutions in the United States known and revered for training students in the discipline. Additionally, the faculty will be internationally recognized as distinguished scholars exploring new dimensions in their respective areas. Core Values Accountability, Collaboration, Collegiality, Courage, Diversity, Ethics, Excellence, Fairness, Fiscal Responsibility, Freedom, Integrity, Openness, Respect, Scholarship, Service, and Shared Governance. The School of Journalism & Graphic Communication has identified initiatives that mirror the Universitys 2010-2020 Strategic Plan. These initiatives are: Creating a 21s Century living-and-learning collegiate community Improving the effectiveness of the schools operations and practices, including student media (student newspaper, magazine, radio, TV 20, Black Television News Channel) Developing, enhancing, and retaining appropriate fiscal, human, technological, research, and physical resources to achieve the Universitys mission Supporting and enabling excellence in University relations and development Enhancing and sustaining an academic and social environment promoting internationalization, diversity, and inclusiveness in media coverage and content The School of Journalism & Graphic Communication believes showing productivity and progress through these initiatives will allow for greater success in preparing students for careers in respective areas of instruction. In addition, the school will review and update curricula to ensure their effectiveness in meeting stated goals. The school is committed to maintaining and building on its reputation as a leader in preparing students for careers in journalism and graphic communication. This will enable 91s program to continue to deliver quality instruction as one among four accredited programs in Georgia. The school will be guided in its goals by the following:  SHAPE \* MERGEFORMAT   SHAPE \* MERGEFORMAT  Goal 1.1 Enhance Access to the School of Journalism & Graphic Communication Strategy 1.1.1 Develop more effective and targeted recruitment and retention strategies for college students. Strategy 1.1.1 Each strategy must show how it links to Universitys plan. Performance measures: Increase the enrollment of first-time-in-college students declaring journalism and graphic communication as majors by at least 40 percent in 5 years, and by 40 percent in 10 years. Increase the enrollment of high-performing students, including National Achievement Scholars, National Merit Scholars and National Hispanic Scholars to support the Universitys efforts to attract these students, Increase the number of students from Florida high schools by at least 40 percent in 10 years, and Sponsor at least one community college, high school, or community workshop/presentation in fall and spring. Strategy 1.1.2: Develop more effective and targeted recruitment strategies for community college transfers. Performance measure: 1.1.2.1 Increase the number of community college transfer students enrolled in the School of Journalism & Graphic Communication by 15 percent in 5 years, and 30 percent in 10 years. Goal 1.2 Enhance the Quality of Student Learning Strategy 1.2.1: Maintain adequately equipped facilities for students to complete assignments, within and without. Performance measures: Ensure that 90 percent of equipment in computer labs (hardware and software) remains operational to support instruction. Status will be reviewed periodically by technical experts and deficiencies corrected with minimum delay. Ensure that 90 percent of equipment in computer labs (hardware and software) remains operational to support student media activities and professional organizations. State-of-the-art technology will be installed after consultation with stakeholders. The Dean will hold at least one meeting with majors to discuss information technology needs. Strategy 1.2.2: Provide students with meaningful work experiences through internships and practicums. Performance measures: Require that 100 percent of the students complete internships as curriculum requirement. Generate annual report that documents internship placement and employer feedback. It is anticipated that feedback will necessitate modifications where necessary. Support the John S. and James L. Knight Foundation Chair for Student Achievement with access to high quality media practitioners and academics and industry experts. Strategy 1.2.3 Provide the School of Journalism & Graphic Communication students with meaningful leadership and service experience through professional organizations and volunteer programs. Performance measures: Maintain established student chapters of professional organizations and honor societies and provide community service opportunities. Engage student organizations in one or two community service activities each semester. Strategy 1.2.4: Assist the School of Journalism & Graphic Communication students in obtaining placement upon graduation. Performance measure: 1.2.4.1 Generate an annual report that reflects student placement data in accordance with requirements of the Knight Chair for Student Achievement. Goal 1.3: Academic Enhancement and Improvement Goal 1.3.1 Be in compliance with the Universitys mission to attain Southern Association of Colleges and Schools (SACS) reaffirmation. Performance measures: Maintain compliance of accreditation standards of the Accrediting Council for Collegiate Graphic Communication and the Accrediting Council for Education in Journalism and Mass Communication. Identify skills/competencies in the school curriculum to assess and evaluate student achievements, and to use assessment tools for curricular improvement. Strategy 1.3.2: Enhance quality of teaching. Performance measures: Conduct annual training sessions and encourage faculty to attend university-sponsored workshops featuring practices to enhance teaching effectiveness and to document impact on student learning. Ensure use of reliable instrument to measure teaching effectiveness with 70 percent satisfaction rating. Strategy 1.3.3 Enhance student retention, progression and graduation. Performance measures: Increase student retention rates/activities in partnership with the Universitys admission and retention efforts. Utilize the Admission/Retention Committee and the New/Tran Group. Provide directed academic advisement to at least 85 percent of students. Ensure that each student meets the 85 percent of 15 credit-hour-per-semester mandate. Achieve a six-year graduation rate per cohort of 65 percent or better during the 10-year period. Strategy 1.3.4 Distance Learning Performance measures: Develop and implement at least one online course from each division by 2017. Develop and implement one new degree or certificate program by 2020. Strategy 1.3.5 Critical Thinking Performance measure: 1.3.5.1 Provide ongoing opportunities for at least one critical thinking exercise demonstration in each course by 2020. Performance measure: 1.5.1.1 Develop and implement a bachelors degree in digital media by 2020.  SHAPE \* MERGEFORMAT  Goal 2.1: Improve Administrative Operations and Policies of the School of Journalism & Graphic Communication Strategy 2.1.1 Conduct annual reviews of practices, procedures, and policies that support student media and visual communications to determine their effectiveness. Performance measures: 2.1.1.1 Review University faculty handbook and update intra-school information to supplement the University document. This includes updating operation and policy manuals on student media and student organizations by 2018. . Goal 2.2: Improve Communication within the School, University, and Stakeholders. Strategy 2.2.1 Implement a marketing communications plan to showcase student and faculty accomplishments and expertise. Performance measures: Provide an annual report that documents student and faculty accomplishments. Provide a directory of faculty research and areas of expertise by Spring 2018. Publicize quarterly accomplishments of faculty, staff, and students via newsletters, Websites, and social media. Strategy 2.2.2 Improve collective communication between administration and faculty. Performance measures: 2.2.2.1 The Dean and Associate Dean will regularly communicate with division directors and faculty, electronically or in person. Strategy 2.2.3 Improve faculty-to-faculty communication. Performance measures: Hold regular informal faculty gatherings, such as brown bag lunches, where faculty can share syllabi, discuss concerns, receive feedback from external experts, stay current on issues, develop and maintain collegiality. Hold monthly division meetings to make sure faculty are in compliance with the Universitys and Schools mission and objectives. Strategy 2.2.4 Improve communication between administration and students. Performance measures: Post weekly announcements and other information on the monitors in the building. 2.1.1.1 Review University faculty handbook and update by supplementing University documents. This includes updating operation and policy manuals for the schools student media and student organizations by 2018. . Goal 2.2: Improve communication within the school, within the University, and with stakeholders. Strategy 2.2.1 Develop a marketing communications plan and implement it to showcase student and faculty accomplishments and expertise. Performance measures: Provide an annual report that documents student and faculty accomplishments. Provide a directory of faculty research and expertise by Spring 2017. Publicize accomplishments of faculty, staff and students to the public via newsletters, Websites, and social media on a monthly basis. Strategy 2.2.2 Improve collective communication between administration and faculty. Performance measures: 2.2.2.1 The Dean and Associate Dean will communicate regularly with division directors and faculty, electronically or in person. Strategy 2.2.3 Improve faculty-to-faculty communication. Performance measures: Hold regular informal faculty gatherings for faculty to share syllabi, discuss concerns, hear from external experts, be abreast with information technology, and develop collegiality. Hold monthly division meetings to make sure faculty are in compliance with the Universitys and Schools mission and objectives. Strategy 2.2.4 Improve communication between administration and students. Performance measures: Post weekly announcements and other information on the monitors in the building. Hold at least two all-school meetings each semester with students and faculty. Goal 2.2.5 Improve Communication between Faculty and Students. Strategy 2.2.5: Promote increased faculty use of electronic communication tools, such as social media, Blackboard, Web groups and blogs. Performance measures: 2.2.5.1 All faculty will utilize electronic communication tools by Spring 2020. Strategy 2.2.6 Improve usage and relevance of student media. Performance measures: Develop a more efficient and effective system for distributing media products throughout the campus and community by Spring 2019. Increase unique audience growth by 20 percent annually for Famuanonline.com, Journeymagonline, FNN, WANM.org, and other entities that may be developed during the 10-year period. Strategy 2.2.7 Enhance relationships with industry, alumni, and other stakeholders. Performance measures: The Dean, Associate Dean, and faculty will solicit industry professionals to expand the support base for the school. Establish at least five new relationships each year with the purpose of increasing school resources by 20 percent or more with potential donors and prospective employers of graduates. Increase, by 50 percent, alumni and donor contributions by 2020. Strategic Initiative 3: Develop, Enhance, Retain, and Use Appropriate Fiscal, Human, Technological, Research and Physical Resources to Achieve the Universitys Mission Goal 3.1: To improve accountability and communication on state-appropriated resources and other funding provided to the School of Journalism & Graphic Communication. Strategy 3.1.1: Seek opportunities to participate in the Universitys budget planning process. Performance measures: 3.1.1.1 Link strategic planning to budget process annually. Goal 3.2: Retain and Recruit Capable, Knowledgeable, and Diverse Faculty/Staff Strategy 3.2.1: Work with Provost and others to strengthen salaries and support for faculty and staff at competitive levels. Performance measures: Participate in the Association for Education in Journalism and Mass Communication annual faculty salary survey. Support professional development opportunities for faculty and document participation annually. Encourage staff to participate in at least one sponsored seminar or training session per semester and document results annually. Advertise positions as they become available via AEJMC, BEA, HigheredJobs, and other industry-related outlets to ensure a diverse pool of candidates. Strategy 3.3.1 Support use and growth of technology resources to keep pace with changing communications landscape. Performance measures: Develop and implement methodology to maintain and upgrade hardware and software to support instruction and professional programs. Annually develop budget to support needed resources aligned with University-wide plan to upgrade resources for students, staff and faculty. Implement plan to increase wattage and acquire digital transmitter for WANM 90.5, convert 91-TV 20 to digital by 2018. Goal 3.4: Enhance Research Productivity within School of Journalism & Graphic Communication Faculty Strategy: 3.4.1: Identify research areas of interest to faculty in order to position the school as a research center for issues addressing people of color. Performance measures: Provide annual resources and accommodate faculty course loads to promote research productivity. Increase presentations by faculty and students at conferences to achieve 85 percent compliance by 2020. Work with faculty to ensure at least four significant research proposals are generated annually with the intention to publish in refereed journals and/or present at scholarly conferences.  SHAPE \* MERGEFORMAT  Goal 4.1: Enhance visibility and relationship with prospective students, employers, and stakeholders. Strategy 4.1.1 Improve promotional materials Performance measures: Update school Website weekly to showcase major events, student and faculty accomplishments. Generate monthly e-newsletter and engage in social media announcements to inform students, alumni, major supporters and other key stakeholders. Conduct annual survey with Career Fair and internship partners with at least 85 percent reporting satisfactory experience. Strengthen relationships with area high schools and community colleges to identify prospective students. Goal 4.2: Expand the schools fundraising efforts and results. Strategy 4.2.1 Expand donations from alumni, faculty, staff, corporations and other school stakeholders. Performance measures: Document percentage of alumni giving to reach 80 percent by 2020. Increase level of corporate sponsorship and grants to hit percent by 2020. Strategic Initiative 5: Enhance and Sustain Academic and Social Environment thatPromotes Internationalism and Multiculturalism Goal 5:1 Produce diverse and culturally astute graduates for the global workforce. Strategy 5.1.1 Prepare a largely African-American student population to effectively compete for quality assignments in the global workforce. Performance measures: Strategically position a diverse pool of communication professionals to make campus visits and engage with students to provide industry relevant information. Encourage student participation in converged or multimedia projects. Encourage students to participate in study abroad programs and other international initiatives to enhance academic development and global exposure. Strategy 5.1.2 Promote diversity and multiculturalism among faculty, staff and students. Performance measure: 5.1.2.1 Schedule at least one forum/colloquium featuring research or presentations that address internationalization, diversity and multiculturalism. Strategy 5.1.3 Encourage international students and faculty to share experiences with students and faculty. 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