A. Statement of Vision and Goals
1. Vision
The vision of the College of Family and Consumer Sciences is to be recognized by students, policy makers, alumni, peer institutions, professionals in family and consumer sciences and related areas, and Georgia citizens as a premier source of research and public service and for excellence in teaching and leadership focusing on the development of individuals, families, consumers, and communities. In order to attain this vision, the College must continue to build on its existing strengths and achieve rankings among comparable units that place it among the top programs in the country.
1 A. Mission
The mission of the College of Family and Consumer Sciences is to advance the well-being of individuals and families over their life span and strengthen communities through the generation and dissemination of knowledge, education of professionals, and provision of research-based programs.
2. Goals
Theme I: Building the new learning environment
Goal 1. Enhance the physical and technological environment and capabilities to meet the needs of our students, faculty, and constituents.
Goal 2. Improve the undergraduate experience and enhance the graduate programs.
Goal 3. Enhance job satisfaction of faculty and staff.
Goal 4. Achieve a more diverse faculty, staff, and student body.
Theme II: Research investments
Goal 1. Improve the research environment for faculty, graduate students, and undergraduate students through capital improvements and enhance technology.
Goal 2. Optimize research opportunities for faculty and students, including support for submitting proposals to state and federal agencies and foundations.
Goal 3. Promote collaboration across units and departments.
Theme III: Being Competitive in the global environment through serving Georgia
Goal 1. Foster a new diverse generation of outreach professionals through service learning programs and other opportunities.
Goal 2. Continue support for public service programs that meet critical needs of the workforce and promote resiliency among diverse families in Georgia.
Goal 3. Enhance the visibility of and support for Family and Consumer Sciences excellence in outreach and dissemination of knowledge to the public.
Goal 4. Sustain and enhance interagency partnerships, organizational linkages, and collaborations with business and industry to deliver public service programs.
3. External Factors
Despite a decade of economic growth and perceived progress in the 1990s, the State of Georgia rates poorly when compared to other states on nearly every measure of children’s well-being, household economic security, and nutritional status and health of its citizens. On a total index of children’s well-being developed by the Annie E. Casey Foundation, Georgia ranks 40th. Of Georgia’s 159 counties, 91 have been persistently poor for three census periods. Georgia has the dubious distinction of being in the top five states for incidence of obesity, cardiovascular disease, and diabetes. In many areas of the state, affordable housing is not available to meet the needs of the workforce. Georgia’s bankruptcy and personal debt rates are among the highest in the nation. Georgia’s traditional industries and emerging businesses in the retail and service sectors face challenges in responding to the changing global economy and the continued population growth in the state.
These factors make a strong case for the relevancy of the College of Family and Consumer Sciences and its mission to prepare graduates with professional expertise to work in business and industry, agencies, and educational systems to address the needs of Georgia’s increasingly diverse population at all levels of income and social status. Research is needed to investigate the conditions identified in the previous paragraph, as well as other issues. Changing conditions in the economy, the environment, and technology create a demand for the research-based information delivered to business and industry, and the general public, through FACS Extension and public service programs. These programs are directed toward development of human and household resources, and best practices in business and educational systems that contribute to the economic and social development of communities and the state.
Throughout the 1990s, the College of Family and Consumer Sciences made significant advances in expanding external funding for research and public service/ext programs, and in recruiting faculty to strengthen the teaching, research, and public service programs of the College. Salaries and support were nationally competitive until 2001. During the past three years, economic recovery in other states and internal salary compression put the College at a competitive disadvantage in terms of recruiting and retaining outstanding faculty. Furthermore, there is an insufficient supply of graduates from FACS doctoral programs to meet the demand as reflected in numerous advertisements for faculty in the various specializations of FACS at other colleges and universities. As the College fills the new positions assigned to it in response to the 75% enrollment increase during the past two years, resources will be needed to support these faculty, including appropriate space for offices and research programs, mentoring for excellence in teaching, and enabling them to establish institutional networks to launch their research and public service activities.
4. Program Priorities
The College’s priorities are in harmony with the University’s themes of Building the New Learning Environment, Research Investments, and Being Competitive in the Global Environment through Serving Georgia. Program priorities are as follows:
- Enhance the physical and technological environment for teaching, research, and public service. To be achieved through an addition to Dawson/Spiers Hall.
- Reduce the student/faculty ratio to assure quality in the educational experience. To be achieved through additional faculty positions and implementing high demand major programs as appropriate.
- Launch new areas of emphasis or majors, and redesign current majors, in keeping with societal needs and opportunities for graduates.
- Optimize research opportunities and sustain high levels of external funding for research and outreach endeavors.
- Enhance the graduate programs. To be achieved through increased support for graduate assistantships, recruitment of diverse students, and expanded program offerings.
- Sustain the scope and excellence of Family and Consumer Sciences public service/ext programs focusing on economic development and enhanced visibility of the impact achieved through these programs.
- Enhance the overall student academic experience. To be achieved through exposure to national scholars, practitioners in family and consumer sciences careers, study abroad opportunities, leadership experiences, and emphasis on the unique contributions of family and consumer sciences as a body of knowledge and professional field.
B. Institutional-Level Performance Measures
a. Demand
Demand for Graduates
Demand for graduates will be measured by information from the U.S. Department of Labor which identifies occupational categories, employment in 2000, projected employment in 2010, and total annual openings. Twenty of the fastest growing occupations in Georgia are in areas for which FACS graduates are prepared.
Higher education institutional demand for graduates of the FACS graduate programs will be estimated through monitoring position announcements posted on the web sites of the Board on Human Sciences and the Council of Administrators of Family and Consumer Sciences.
Demand for Public Service/Outreach/ext Programs
The Smith-Lever Act of 1914 created the Cooperative Extension Service as a partnership between the U.S. Department of Agriculture, the land-grant universities, and local counties. The Act charges the University “to aid in diffusing among the people of the United States useful and practical information on subjects relating to agriculture and home economics (now known as family and consumer sciences), and to encourage application of the same.” Perennial problems of families and consumers in areas of child and family development, nutrition and food safety, financial literacy, consumer knowledge, workforce skills, housing, air and water quality, and the near environment continue, while additional issues related to increased diversity in the population of the state add to the need for knowledge and assistance disseminated through Family and Consumer Sciences Extension and other public service programs, such as the Institute for Human Development and Disability. In addition, numerous state agencies, community organizations, and businesses depend on FACS public service personnel to meet their clients’ needs for educational programs and training.
Demand for research and public service/outreach programs and curriculum will be estimated through RFPs posted by selected state and federal agencies and requests for training and assistance.
b. Quality
Quality measures in the existing major assessment plans focus on student satisfaction, awards and recognitions, and assessments of teaching and advising. These will be used as measures of quality outcomes for both undergraduate and graduate programs.
Awards and honors given by the University and its constituent groups, national and international professional organizations, and community groups will constitute a measure of quality of faculty and staff. These will be reported annually.
c. Productivity
i. Faculty
- Teaching: Student assessment of teaching
- Faculty contributions to curriculum development, course development and revisions, and co-curricular professional development experience.
- Research: Publications in refereed journals
- Books and book chapters
- Grant proposals submitted
- Externally funded grants
- Institutionally funded grants
- Public Service: Programs and curriculum developed for use in Georgia
- Curriculum adopted in other states
- Training of practitioners and educators
- Publications, bulletins, fact sheets, etc.
- Grant proposals submitted
- Externally funded grants
- Institutionally funded grants
- Audiences reached
ii. Students
The College aims to achieve a student/faculty ratio of no higher than 35/1. Due to the rapid growth of the College in the past three years, emphasis has been placed on securing new faculty positions, accommodating the current students, and implementing high demand major criteria and procedures in selected majors. Attention will be given to goals for number of graduates and graduation rates in the future. In order to assist the colleges and schools in computing accurate graduation rates, the University will need to develop a system for tracking individual students as they progress toward graduation.
iii. Benefits to Community, State, Region, Nation, Global Community
These contributions are inherent in the preceding sections.
Measures of performance range from patents, to design of new research techniques and discoveries, to initiation of community programs, to anecdotal stories about students’ international experiences, to accomplishments of graduates, to leadership in national professional associations. Given their uniqueness no standard reporting seems feasible, however, such examples will be included in annual updates of the five-year program plan.
iv. Impact
The impact on the University’s three strategic goals will be measured and monitored as follows:
-Building the New Learning Environment
Goals stated on page 1 address this theme of the University. Benchmark data will be created and progress monitored annually.
-Research Investments
Goals stated on page 1 address this theme of the University. Benchmark data have been collected annually regarding research productivity in terms of grant proposals submitted and awarded, and research publications and presentations. Additional efforts will be made to optimize research opportunities and the results will be monitored.
-Competing in a Global Economy
Goals stated on page 2 address this theme of the University. The College of Family and Consumer Sciences interprets this strategic theme in relation to our programs of outreach and Extension that serve the general public, collaborate with state agencies and private organizations, and enhance economic development through partnerships with business and industry. Sustaining and enhancing these partnerships and collaborations in a time of diminishing resources poses a significant challenge. Benchmark data pertaining to externally funded grants have been collected annually as well as impact statements regarding FACS Extension programs. These methods will continue to be used to monitor impact.
C. Individually selected performance measures
Theme 1: Building the new learning environment
Goal 1. Enhance the physical and technological environment and capabilities to meet the needs of our students, faculty, and constituents.
Objectives:
1. Addition to Dawson and Spiers Hall, including classrooms; design studios; research laboratories; offices; clinic facilities for marriage and family therapy, nutrition counseling, and family financial planning counseling; student/faculty conference space; and a museum quality Historic Costume and Textiles Collection laboratory.
a. Be on the University building priority list in 2005-06.
Baseline: Case statement presented to all Senior Vice Presidents; space analysis conducted in 2000 indicating College has 50% of needed space.
Progress: As temporary measures to the space constraints, a classroom was converted to an interdisciplinary faculty office area in Spiers 262 and the Student Services office was remodeled in 2005.
b. Raise $5 million in private gifts by 2008 for the building addition.
Baseline: Designated gifts and pledges for the building total $306,000 as of September 1, 2005.
2. Secure and equip space in proximity to Dawson Hall to upgrade designated teaching facilities and faculty and staff offices by 2006.
Baseline: Planning meetings underway.
3. Create an endowment for management of the Historic Costume and Textiles Collection by 2008.
Baseline: No designated funding as of September 1, 2005.
Goal 2. Improve the undergraduate experience and enhance the graduate programs.
Objectives:
1. Implement Child Life emphasis in the Child and Family Development major by 2005.
Baseline: Approved by College Curriculum Committee and University Curriculum Committee. Effective May 2005.
2. Secure approval for the Family Financial Management major in the Department of Housing and Consumer Economics by 2005.
Progress: Proposal was approved by the University Council in 2005 and forwarded to the Board of Regents where it is pending approval.
3. Implement the Residential Property Management emphasis in the Housing major by 2006.
Baseline: Atlanta Apartment Industry Education Foundation has provided funding for a Temporary Lecturer to teach courses in 2004-05 and 2005-06 to determine student interest in this program. Search to fill Assistant Professor position in RPM was not successful in 2004-05. Search will continue in 2005-06. Also identified need for an Academic Professional faculty position to provide leadership for this program and manage industry relations.
4. Implement a Global Soft Goods Merchandising and Manufacturing area of emphasis in Fashion Merchandising major by 2006.
Baseline: Georgia Soft Goods Education Foundation has provided funding for a Temporary Lecturer to teach courses in 2004-05 and 2005-06 to determine student interest in this program. Identified need for an Academic Professional faculty position to provide leadership for this program and manage industry relations.
5. Expand the Textile Sciences Ph.D. program to include Fashion Merchandising by 2008.
Baseline: Textiles, Merchandising, and Interiors Department has appointed a committee to develop appropriate course offerings and complete necessary documentation for the Graduate School. Search committees have been appointed for two tenure-track positions to strengthen faculty capacity for reaching the goal.
6. Foster students’ understanding of the interdisciplinary holistic nature of family and consumer sciences through course revisions for undergraduate majors and creating a seminar for graduate students by 2005-06.
Progress: Two Task Forces, one focusing on undergraduate and one on graduate student experiences and courses, have been appointed to recommend program of study revisions to accomplish this goal.
7. Increase graduate student enrollment approximately 10% in 2006-07, 2007-08, and 2008-09 with emphasis on Housing and Consumer Economics and Textiles, Merchandising, and Interiors, toward goal of 150 graduate students by 2008-09.
Enrollment Baseline: Current enrollment in graduate programs is 117. Graduate enrollment is lower now than in previous years due to inadequate graduate assistantship funding and increase in number of recent graduates. HACE and TMI departments have less than the target ratio of 3 graduate students per graduate faculty member.
Space baseline: There is no available office space for additional graduate students.
8. Secure additional resources to support graduate assistantships and scholarships, 2005-2010.
Baseline: Request for five additional graduate assistantships ($60,000) in FY 06 budget was not funded; $5,000 was appropriated from state budget. Five additional assistantships per year in FY 07, 08, and 09 from state funds would provide only half the target number of additional students; therefore, private gifts for assistanships also will be solicited.
9. Increase international opportunities for students and faculty, 2005-2010. By 2010, 25% of Family and Consumer Sciences graduates will participate in a FACS-sponsored international experience.
Baseline: Five Study Abroad programs were offered in Mexico, Ecuador, and Ghana in Maymester, and one program was offered in London for six weeks in Summer Session in 2005. Six faculty and 61 students participated.
Progress: Beginning Fall 2005, a one-half-time staff member was hired to facilitate faculty development of new study abroad programs and to manage current programs.
Baseline: The College has 10 endowment funds designated for study abroad scholarships.
10. Continue to provide a state-of-the-art early child development program at the McPhaul Center to fulfill teaching, research, and public service/outreach objectives through appropriate funding base.
Baseline: Six lead teachers and nine assistant teacher salaries are inadequately funded.
Goal 3. Enhance job satisfaction of faculty and staff.
Objectives:
1. Secure additional faculty to achieve student/faculty ratio of 35/1 or less at the undergraduate level by 2006, and reduce class sizes by 2007. The goal is to reduce the number of classes with over 50 students by 20% each year from FY 07 through FY 09. This will require a minimum of two additional faculty per year from 2006-07 through 2008-10. (Areas of specialization will be determined based on students with majors and minors in FACS program areas and data from regular environmental scans of needs in the state.)
Baseline: In 2004-05 the undergraduate student/faculty ratio in the College was 38/1. Classes sizes (for undergraduates) were as follows in 2004-05 (Fall and Spring semesters):
| Size |
Number |
Percent |
| < 25 |
25 |
16% |
| 26-50 |
86 |
53% |
| 51-100 |
22 |
14% |
| 101-147 |
15 |
9% |
| <147 |
13 |
8% |
2. Identify faculty and staff concerns and suggestions for enhanced job satisfaction and begin to implement suggestions for improvement by 2006. Secure additional personnel to provide sufficient infrastructure to support the operations of the College in annual increments.
Baseline: The FACS Staff Council meets bi-monthly and reports concerns to the dean. The Dean’s Faculty Advisory Committee meets approximately two times each semester and discusses matters with the dean and associate deans.
Goal 4. Achieve a more diverse faculty, staff, and student body.
Objectives:
1. Strive to hire under-represented individuals with outstanding credentials in some of the vacant faculty positions, and continue efforts to recruit and hire a diverse pool of candidates in future searches.
Baseline: Faculty and student profiles in 2004-05 were as follows:
Faculty: 79% Caucasian, 6% African American, 5% Hispanic, 8% Asian, 2% Middle Eastern; 70% female, 30% male
Students: 86% Caucasian, 5% African American, 1% Hispanic, 3% Asian; 72% female, 27% male
2. Launch Spanish-language web site focused on student recruitment in 2005.
Progress: Accomplished in 2005.
3. Retain current faculty and staff and recruit personnel who contribute diversity to the College, 2005-2010.
Baseline: See data in Goal 4, #1.
Theme II: Research investments
Goal 1. Improve the research environment for faculty, graduate students, and undergraduate students through capital improvements and enhanced technology.
Objectives:
1. Addition to Dawson and Spiers Hall, including classrooms; design studios; research laboratories; offices; clinic for marriage and family therapy, nutrition, and family financial planning counseling; student/faculty conference space; and a museum quality Historic Costume and Textiles Collection laboratory.
a. Be on the University building priority list in 2005-06.
Baseline: Case statement presented to all Senior Vice Presidents; space analysis conducted in 2000 indicating College has 50% of needed space. As temporary measures to the space constraints, a classroom was converted to an interdisciplinary faculty office area in Spiers 262 and the Student Services office was remodeled in 2005.
b. Raise $5 million in private gifts by 2008 for the building addition.
Baseline: Designated gifts and pledges for the building total $306,000 as of September 1, 2005.
2. Enhance technology and upgrade research equipment regularly, 2005-2010.
Baseline: Purchased autoclave to be shared by TMI and FDN in FY 05.
Goal 2. Optimize research opportunities for faculty and students, including support for submitting proposals to state and federal agencies and foundations.
Objectives:
1. Secure support for faculty contacts with state and federal agencies, 2005-2010.
Baseline: Three faculty received support from the Office of the Vice President for Research for visits to federal agencies in 2005.
2. Increase seed money for grant development by new faculty, 2005-06.
Baseline: A program of internal starter grants for junior faculty was suspended in 2003-04 due to budget issues. Previously, $6,000 was awarded each year from the College’s Indirect Cost Recovery funds.
3. Increase the number of faculty involved in externally funded research and achieve higher levels of external funding for research (2006-10).
Baseline: In 2005, 39 faculty were the PI or Co-PI for externally supported research and public service/outreach project grants valued at $4.5 million. In addition, they collaborated with faculty in other units where the grants and contracts were managed on projects totaling $8.5 million.
4. Increase participation of undergraduates in research, 2006-2010.
Baseline: The College instituted an internally funded undergraduate research grants program in 1992 and four to five grants were typically awarded annually through 2004-05.
5. Facilitate graduate students to seek funding for thesis and dissertation research from internal and external sources, 2006-2010.
Baseline: No formal program exists in 2005.
Goal 3. Promote collaboration across units and departments within the College.
1. Create an interdisciplinary college research committee to identify research priorities for collaborative efforts based on external scan of appropriate issues, 2006-07.
Baseline: In 2004-05, a group of faculty from various departments and functions of the College organized to plan a research/outreach initiative in response to the University priority on Poverty and the Economy.
2. Create research teams with a senior faculty member to develop collaborative research proposals, 2005-2010.
Baseline: The Department of Foods and Nutrition has taken leadership in seeking funding for the Georgia Center for Obesity and Related Disorders. Faculty in the Department of Textiles, Merchandising, and Interiors work with colleagues on campus, at other universities, and in industry to secure CCACTI funding from the state and to become an affiliate of the National Textiles Center. As noted in Goal 3, #1, a group of faculty from various departments and functions of the College organized to plan a research/outreach initiative in response to the University priority on Poverty and the Economy in 2004-05.
Theme III: Being Competitive in the global environment through serving Georgia
Goal 1.Foster a new diverse generation of outreach professionals through service learning programs and other opportunities.
Objectives:
1. Facilitate service learning experiences for students through collaboration between teaching/research faculty and public service faculty. Engage six faculty in developing and delivering service learning courses (some of which incorporate the multi-disciplinary approach of FACS) and enroll 20% of FACS students in service learning by 2007.
Baseline: Very few formally designated service learning courses are offered in the College in 2005.
Progress: Two faculty positions in Extension are being assigned teaching responsibilities that use the service learning model.
2. Secure assistantship funding from the University and private sources to expose three diverse students per year to outreach/public service programs and career opportunities, 2006-2009.
Baseline: No assistantships are assigned to this function of the College in 2005-06.
Goal 2 . Continue support for public service programs that meet critical needs of the workforce, promote resiliency among diverse families, and respond to demographic trends in Georgia.
Objectives:
1. Participate in the UGA “Poverty and the Economy” initiative through research and outreach programs, join the Archway county initiative in 2005, submit at least one substantial grant proposal to fund applied resarch and service addressing this topic in 2005 through 2008.
Baseline: FACS has become a part of the Archway County program in Colquitt County in 2005. As noted in Theme II, Goal 3, 1 & 2, a team of faculty have identified a project on developing Basic Life Skills, are developing a proposal, and have worked to establish contacts with potential funding sources.
2. Support UGA’s Latino initiative by providing outreach programs directed to Latino audiences to enhance financial and consumer knowledge, improve housing quality, promote child development, and workforce success, and secure resources from agencies and private industry to deliver these programs, 2005-2008.
Baseline: The Gilmer County FACS Extension project receives funding from Gold-Kist, Inc. And collaborates with four local agencies and businesses. The focus is
on workforce housing and management of consumer resources.
Private and state funding has been secured by the Housing and Demographics
Research Center to conduct research on the housing needs of poultry workers in the Archway county (Colquitt County) in 2005.
3. Add two faculty positions in Gerontology (i.e., nutrition and human development) as a response to increases in the population of older residents in Georgia, 2007 and 2008.
Baseline: Neither of these positions exist in 2005.
4. Restore Program Development Specialist positions in Family and Consumer Sciences Extension to support the delivery of Extension programs and to facilitate work with new audiences (e.g., Latino workforce and consumers, older citizens and their families).
Baseline: Cooperative Extension has four districts. Due to budget reductions in FY 04, a FACS Program Development Specialist position was cut. There are currently only two FACS Program Development Specialists, which is inadequate to serve the growing population of the state .
5. Serve the needs of people with disabilities as they seek meaningful jobs and quality living environments through securing additional sites and funding to expand the Institute on Human Development and Disability outreach and research project “Jobs for All” in conjunction with FACS Extension programs with an emphasis on the Atlanta area.
Baseline: IHDD project funding provides approximately $640,000 annually (2003-07) for the “Jobs for All” program. There are 3 sites, but the Atlanta area is currently under-served .
6. Facilitate the professional development of Extension County Agents to serve diverse audiences.
Baseline: In 2005, eight Extension county agents participated in FACS study abroad programs in Mexico and Ecuador to enhance their understanding of Latino culture and economic systems.
Goal 3.Enhance the visibility of Family and Consumer Sciences excellence in outreach and dissemination of knowledge through Public Service/Outreach.
Objectives:
1. Market the relevance of FACS research and the role it can play in Georgia’s economy and well being through public forums such as a “State of Georgia Families” event, 2005 and repeat periodically, reaching audiences of policy-makers and citizens annually.
Baseline: Three “State of Georgia Families” seminars were held in 2005 in Savannah, Columbus, and Atlanta, and a Family Impact Seminar on Childhood
Overweight and Obesity was held at the Capitol reaching a total audience of approximately 225.
2. Develop marketing materials to document impact of public service/outreach programs and distribute to local and state decision-makers, 2006-07.
Baseline: Created brochure to highlight the value of having a FACS county extension agent for employers/industry, schools, and consumers at large, 2005. Began research on the economic value of FACS Public Service and engaged outreach faculty with economic analysts to begin implementing this goal, 2005.
Goal 4.Sustain and enhance interagency partnerships, organizational linkages, and collaborations with business and industry to deliver public service programs.
Objectives:
1. Create an outreach advisory board, target date 2006-07.
Baseline: New initiative, not yet undertaken.
2. Respond to requests from state agencies, business and industry based on expertise within the Family and Consumer Sciences faculty and seek additional opportunities for partnerships, 2005-2010.
Baseline: This is standard operating procedure, but as state agencies change their priorities, federal funding to states ebbs and flows, and personnel in the agencies change, adjustments must be made continuously. An inventory of these partnerships will be prepared annually.
3. Sustain current relationships with business and industry groups, especially in apparel and textiles merchandising and manufacturing (i.e., Georgia Soft Good Industry Education Foundation Board) and housing (i.e., Atlanta Residential Property Industry Foundation Board), and expand relationships in other areas as opportunities emerge, 2005-2010.
Baseline: Private support for academic programs in TMI and HACE has been provided. Interest has been expressed in professional development and certification for industry members.
4. Facilitate faculty participation in agency boards and advisory committees, 2005-2010.
Baseline: Numerous faculty serve on boards and advisory committees and occasionally as consultants.
5. Resources Needed to Achieve Goals and Fulfill Vision
The attached matrix identifies resources needed to achieve the goals identified based on a five-year roll-out. Sources of funding include support from the University, commitments from industry partners, and the College’s intentions in private fund-raising. Figures in FY 06 in parentheses indicate funding requests that were not approved.
Resources Needed to Achieve Goals and Fulfill Vision
Theme I. Building the New Learning Environment: Financial Needs FY 06 FY 07 FY 08 FY 09 FY 10
Goal 1: Enhance the physical and technological environment and capabilities to meet the needs of our students, faculty, and constituents.
Objectives and Strategies:
1. Addition to Dawson and Spiers Hall-Special Request-
2. Secure space in the vicinity of Dawson Hall, Special Request plan for renovation to accommodate selected FACS programs, and move to new space.
3. Endowment for Historic Costume $500,000 and Textiles Collection Private Gifts
Goal 2: Improve the undergraduate experience and enhance the graduate programs.
1. Academic Professional for Residential Industry support $85,000 annualized
Property Management (HACE) UGA
(12 month appointment)
2. Academic Professional for Soft Goods Industry support $80,000 annualized
Merchandising and Manufacturing (TMI) UGA (12 month appointment)
3. Increase the number of graduate assistantships 5 @ $12,000 ($60,000) annualized
5 @ $12,500 (state) $62,500 annualized
5 @$13,500 (state) $67,500 annualized->
5 @$14,400 (state) $72,000 annualized->
4. Increase summer school offerings $40,000 annualized
5. a. Place 6 head teacher positions at the McPhaul Center on state budget (6@ $30,500) $183,000 annualized
5. b. Place 9 assistant teacher positions at the McPhaul Center on state budget (9@ $21,000) $189,000 annualized->
Goal 3: Enhance job satisfaction of faculty and staff and Goal 4: Achieve a more diverse faculty, staff, and student body.
Objectives and strategies:
1. Retain faculty by addressing salary compression $72,000 annualized
$77,000 annualized
2. Add tenure-track faculty positions in order to reduce class size and achieve goals of enhanced $120,000 annualized student learning, and to enhance faculty diversity. $128,000 annualized-
(2@ $60,000 in FY 07; 2@ $64,000 in FY 08; $134,000 annualized->
2@ $67,000 in FY 09; 2@ $70,000 in FY 10) $140,000
3. Restore operating funds to departments and ($49,826) annualized
college administration $55,000 annualized
4. Staff for Computer Services $45,000 annualized-
Theme II. Research Investments
Goal 1. Improve the research environment for faculty, graduate students, and undergraduate students through capital improvements and enhanced technology.
Objectives and Strategies:
1. Addition to Dawson and Spiers Hall-Special Request-
2. Enhance technology and upgrade research equipment.-To be determined-
Goal 2: Optimize research opportunities for faculty and students, including support for submitting proposals to state and federal agencies and foundations.
Objectives and strategies:
1. Provide staff support for proposal development $22,000 annualized
2. a. Establish accountant position ( $32,000) annualized
in College business office $32,000 annualized
b. Fund staff positions in departments from ($27,000) annualized
state funds $29,000 annualized-$31,000 annualized
3. Restore faculty travel budget ( $59,000) annualized
@ $1,000 each) $66,000 annualized
4. Faculty contacts with agencies $2,500 $2,500 $3,000 $3,500
5. Research seed money for faculty $15,000 $15,000 $10,000 $10,000
6. Research grants for undergraduates $2,500 $2,500 $3,000 $3,000
Theme III: Being competitive in the global environment through serving Georgia.
Goal 1: Foster a new diverse generation of outreach professionals through service learning and other opportunities.
Objectives and strategies:
1. Add teaching responsibilities to selected Extension faculty appointments
a. Child Development (CFD) $17,268 annualized
b. Family Financial Management/Consumer Economics (HACE) $31,278 annualized
2. Graduate Assistantships in Public Service/Outreach for diverse students (3 @ $13,500 $40,500 $52,000 $52,000 in FY 08, FY 09, FY 10)
3. Provide funding for service learning opportunities for students ($3,000) $5,000 $5,000 $6,000 $7,000
Goal 2: Continue support for public service programs to meet needs and trends in Georgia.
Objectives and strategies:
1. Increase budget for FACS Extension to deliver youth health initiative program. $200,000 annualized
2. Add Public Service faculty positions in Gerontology. $80,000 annualized
$82,000 annualized
3. Restore Program Development specialist positions (FACS Extension) $65,000 annualized
$68,000 annualized
Goal 3 : Enhance the visibility of Family and Consumer Sciences excellence in outreach and dissemination of knowledge through Public Service/Outreach, and Goal 4: Sustain and enhance interagency partnerships, organizational linkages, and collaborations with business and industry to deliver public service programs.
Objectives and strategy:
1. Increase base operating budget for FACS $30,000 annualized
Extension Note: Funds in parenthesis were requested in FY 06 but not allocated.
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Strategic Plan
