Grambling State University’s Top Priorities
The most pressing issues at Grambling State University are: 1) Enhancing Recruitment
Efforts, 2) Strengthening Fundraising Strategies, 3) Maintaining Accreditations, 4) Campus Safety and Community Policing 5) Renovating or Rebuilding the Library 6) Developing
a Deferred Maintenance Plan 7) Creating a Financial Stabilization and Accountability
System, and 8) Creating partnerships and collaborations with business/industry, and
Workforce Development. This report addresses current and future actions that will
highlight these issues to position the University for growth.
ISSUE 1: ENHANCING RECRUITMENT EFFORTS
The chart below is according to the Louisiana Board of Regents Fact Book. The data
provided indicates that while undergraduate enrollment is declining, graduate enrollment
has steadily increased each year. It is important to note that many of the graduate
programs offer online courses and courses that are taught after 5:00 p.m. making them
more accessible to the students.
Grambling State University
| Enrollment |
Profiles |
2007 |
2008 |
2009 |
2010 |
2011 |
2012 |
2013 |
2014 |
| |
Fall Headcount |
5,210 |
5,282 |
5,025 |
5,008 |
5,219 |
5,282 |
5,085 |
4,518 |
| |
% Undergraduate |
91.7% |
91.1% |
90.7% |
88.1% |
85.6% |
84.1% |
82.0% |
78.2% |
| |
% Graduate |
8.3% |
8.9% |
9.3% |
11.9% |
14.4% |
15.9% |
18.0% |
21.8% |
| |
Annual FTE |
5,062.7 |
5,128.3 |
4,835.9 |
4,889.9 |
5,079.6 |
4,885.2 |
4,603.0 |
4,293.1 |
| |
Lower Level FTE |
2,716.7 |
2,648.1 |
2,342.0 |
2,152.4 |
2,085.1 |
2,030.4 |
1,938.9 |
1,800.8 |
| |
Upper Level FTE |
2,015.2 |
2,103.3 |
2,098.5 |
2,225.2 |
2,363.0 |
2,160.8 |
1,940.2 |
1,764.9 |
| |
Grad FTE |
330.8 |
376.9 |
395.4 |
512.3 |
631.5 |
694.0 |
723.7 |
727.4 |
| |
Source: Louisiana Board of Regents 2/20/16 |
ACTION:
The University has established an aggressive recruitment plan as well as an energized
enrollment management team that evaluates current practices and recommends changes.
Social media is being employed more effectively to increase the number of applicants.
In addition, databases are being utilized to identify prospective students who are
likely to attend Grambling State University. As well, focus groups are held frequently
with students to get their input as it relates to recruitment and retention. The feedback
is used to improve practices and develop new techniques for attracting and retaining
students. In addition, the transcript analysts and processors are focusing on increasing
the number of students who transfer from community colleges to Grambling State University.
Although the majority of students enrolled at the University at the undergraduate
level are traditional students, they have nontraditional obligations. The traditional
time and method of delivering courses are being discussed. The possibility of additional
night classes, weekend and more online courses is being explored to accommodate the
needs of the diverse student population. These new methods of course delivery and
availability should attract a larger population of nontraditional students. Also,
the University has a history of attracting international students. Unfortunately,
over the past few years, the international student population has decreased from over
600 to around 200 students. The enrollment management team is working towards reestablishing
MOU’s with a host of countries.
The University is developing other methods to grow the enrollment which includes the
development of new academic programs. One program that is currently being developed
in the Department of Criminal Justice is a comprehensive Cyber Security Program under
a Title III, Part B grant from the Federal Government. The five (5) year multi-million
dollar project focuses on enhancing the Academic Quality of the Bachelor of Science
(B.S.) and Masters of Science (M.S.) degree programs. GSU will enhance these programs
by incorporating Cyber Security as well as increasing the sustainability of specialized
components of Forensic Science, Homeland Security, Advanced Investigative Techniques
for Organized Crime, Terrorism and other areas of Crime Prevention and Crime Control.
Retention efforts work in concert with recruitment efforts. The President has established
a pilot program that will be fully integrated into the University structure that addresses
at-risk students. This initiative is known as the President's Student Leadership
Initiative (SLI). The primary goals of this initiative are to improve retention, build
leadership skills, develop persistence in spite of difficulty and opposition, leading
to a timely graduate. All services offered to students through the program are designed
to accelerate the learning curve, escalate personal development, and provide the necessary
preparation for a successful professional career. The ultimate goal of this initiative
is to increase the graduation and retention rates, thereby increasing the Alumni giving
capable.
Students accepted into the SLI program must be a first-year freshman, enrolled full-time
at Grambling State University as of fall semester, 2015, and have a cumulative GPA
of 2.5 or better while demonstrating a commitment to civic and community involvement.
Currently, there is space for 50 students and we are fast approaching our intake goal.
SLI's initial active enrollment includes the Freshmen class President, Miss Freshman,
a writer/photography for the Gramblinite, students that have achieved a 4.0 GPA in
their first semester, and a very accomplished writer who has published her own book
(Ebony Aiken, entitled: A Ray Of Hope), which is in bookstores now, available for
purchase!
ISSUE 2: STRENGTHENING FUNDRAISING STRATEGIES
With the constant turnover in the administration of the University, it has been difficult
to build relationships with various constituent groups that lead to continuous giving.
The administration must regain the trust of its constituents toward providing financial
contributions to the university.
ACTION:
Grambling State University’s Office of Advancement provides a wealth of opportunities
to give back to the University through the Annual Fund Program, Endowments, Parents
Fund, and many other giving opportunities. The current major initiatives are:
- Grambling 1000
Donors donate $1000 to Grambling State University. Funds will be used to attract new
students to the university.
- Tiger Pride Annual Giving Campaign
The campaign challenges 10,000 alums, friends, and supporters to give $100 by April
2016.
- Other Campaigns are ongoing to support academic units and special projects.
The President and the Vice President for Advancement continue to build relationships
with numerous business and industry constituents. These companies include but are
not limited to: Frito Lay, PepsiCo, Coca-Cola, CenturyLink, AT&T, Apple and others.
ISSUE 3: MAINTAINING ACCREDITATIONS
Four departments and two colleges have faculty or resource needs that are linked to
their successful reaffirmation. They are the College of Business and the College
of Education, Engineering Technology, Computer Information Systems (CIS), Computer
Science, Mass Communication and Kinesiology.
ACTION:
The College of Business has hired necessary faculty to meet the minimal needs for
reaffirmation. Advertisements for additional faculty have been posted and the University
is aggressively seeking to fill other faculty needs within the College (CIS and Finance).
With regard to Engineering Technology and Computer Science, the University is identifying
funds that can be used to hire the necessary faculty to maintain accreditation in
these areas. The College of Education has a reaffirmation of accreditation NCATE
Legacy visit by the Council for the Accreditation of Teacher Educators (CAEP) scheduled
for April 16-19, 2016.
Also, faculty members travel to key workshops that help to enhance accreditation through
faculty development. Faculty are encouraged to go to conferences and workshops to
learn more about preparing their respective departments for reaffirmation.
ISSUE 4: CAMPUS SAFETY AND COMMUNITY POLICING
The University must demonstrate that it has a sufficient number of officers to maintain
campus safety in order to maintain Southern Association of Colleges and Schools (SACS)
accreditation. Grambling State University does not currently meet this requirement.
ACTION:
The University is in the process of hiring additional officers to meet the number
required by SACS. University officers are equipped with body cameras to provide additional
safety for the students and the officers. Additionally, the University is supported
by a camera system that links cameras located in buildings, outside buildings, and
in other strategic places. These cameras provide additional eyes and a presence for
the University Police Department. Furthermore, workshops and information sessions
are available to the faculty and staff to assist them with understanding what actions
they should take in times of crises.
ISSUE 5: THE LIBRARY
The current library does not provide an environment conducive to studying or conducting
research, nor are the facilities adequate for group collaboration. The resources
available do not promote successful matriculation at the University; especially in
the case of graduate students. In order to find holdings needed for research, students
use Louisiana Tech University’s library.
ACTION:
The administration submitted a request for funding a new library to the state. In
the meantime, we are making use of various electronic databases in order to fill the
resource void.
ISSUE 6: DEFERRED MAINTENANCE PLAN
With the acquisition of the West Campus Annex in 2013, the University now consists
of 528 acres and 148 usable buildings. Nine (9) of its buildings that were erected
between 1939 and 1960 were inducted into the National Registry in 2011. The campus
has a 62,089 square foot Performing Arts building that houses a 242- seat theater,
recital room, band room, computer lab and office space. Hence, the Performing Arts
building is one of the most frequently visited buildings because of the flexibility
of its use. Over $125,245 was donated by alumni chapters and corporate sponsorships
to upgrade the athletic facilities. Nevertheless, over the years, HVAC systems, roofs,
and other physical plant issues have posed problems for the aging campus. And, recent
flooding caused Woodson Hall, which houses a number of General Education faculty and
classes, to be taken off-line for repairs.
ACTION:
The administration will develop a feasible deferred maintenance plan that takes into
consideration the declining state budget. Managing deferred maintenance costs will
be the motivation for seeking federal and private funds to improve the physical plant.
Opportunities to enhance the West Campus, expand the flexibility of its use, and cost
effectiveness will be investigated. Improvements to Woodson Hall are underway.
ISSUE 7: CREATING A FINANCIAL STABILIZATION AND ACCOUNTABILITY SYSTEM
State appropriations continue to decline and currently the University is preparing
for the possibility of a 32% budget cut. Managers must make certain that they are
maximizing the use of financial resources and human capital.
ACTION:
A financial stabilization and accountability system is essential in order for the
University to utilize financial resources and human capital in a prudent manner.
The system will allow for a review of the financial operations of the University and
determine how to minimize waste, if such exists. Additionally, the system will strengthen
the current culture of accountability and increase the possibility of external funding
towards enhancing the University in academic and other areas. Moreover, the system
will teach employees how to manage tasks more efficiently towards increasing productivity.
The budget reduction committee has been reestablished to make recommendations to the
President as it relates to budgetary matters.
ISSUE 8: CREATING PARTNERSHIPS AND COLLABORATIONS WITH BUSINESS/INDUSTRY AND WORKFORCE
DEVELOPMENT
In order to ensure that students are prepared for the workforce, it is imperative
that the University increase opportunities for student access to business and industry
towards enhancing workforce development.
ACTION:
Currently, Grambling State University is focusing on student exploration, preparation,
and connection to career opportunities. All students enrolled at the University are
required to participate in service-learning activities, which serve as a precursor
to additional interaction with business and industry. The University is preparing
to add a new concentration in workforce development and develop additional relationships
with business and industry. The intent of the business and industry partnerships is
to increase internships, cooperative education and permanent employment opportunities
for our students. Currently, business and industry partners participate in career
fairs, guests lecture presentations, and student/faculty roundtable discussions. Partners
also review the curricula to ensure that students are being equipped with the appropriate
skill sets to fill high demand job openings. Our goal is to prepare students who can
go to work and contribute from Day 1.
SUMMARY:
The associate vice-president for academic affairs was charged with chairing the Strategic
Planning Committee during the fall, 2015 semester. The steering committee met with
the chair and a consultant in November and began establishing guidelines and timelines
for the Strategic Plan. The associate vice-president recently resigned from the University
and new chairs have been selected. The chairs are in the process of scheduling meetings
with various constituent groups to discuss the strategic plan. April 8, 2016, has
been established as the date that all constituent groups will come together to finalize
the Strategic Plan and establish additional priorities. In addition, to stabilizing
and growing the institution, addressing these priorities will enable GSU to continue
to provide quality lifelong learning and outreach opportunities inclusive of economic/workforce
development initiatives for individuals, faith/community-based organizations, and
engage in institutional partnerships. The finalized plan will be available May 2016.
