Senior Leadership Scorecards
Georgia Southern is committed to openness and transparency at the senior leadership levels. We believe that faculty, staff, students, alumni, and friends should know what our priorities are -- and how we intend to achieve them.
Our senior leadership scorecards are a way to ensure that our goals align with our strategic vision and imperatives, and that they are measurable and reportable, in accordance with our new data-informed decision making model and our emphasis on assessment.
Each member of the President's Cabinet has created strategic initiatives for their respective divisions. These initiatives align with our strategic pillars and are scored based on that division's progress in attaining each initiative. To view initiatives and scores for each division, please use the tabs on the right of the scorecard. Tabs can also be used to navigate to the Quarterly Tasks: 90-Day View or Performance Excellence Website.
Strategic Pillars
University Overall Score
Overall Division Scores
Division Overview
Initiatives by Strategic Pillar
Division Initiative Scores
Overall Division Score
Strategic Pillar | Key Performance Indicator | Weight | Score | Weighted Score |
Assessment Strategies |
---|---|---|---|---|---|
Student Success | Degrees Conferred (Undergraduate & Graduate) FY: | 7.50% | 5 | 0.38 | Total degrees conferred by FY |
Student Success | Freshmen Retention (IPEDS) | 10.00% | 4 | 0.40 | Census date - IPEDs data - Annual October |
Student Success | 4 Year Graduation Rate - IPEDS cohort | 2.50% | 1 | 0.03 | 4 Year Graduation rate (IPEDS) - Annual October |
Teaching and Research | SSI/NSSE Overall Quality/Satisfaction in Academic Program NSSE 2020 survey, next survey 2023? results due in December. |
5.00% | 4 | 0.20 | Base-line to be determined Fall 2020 3 year survey cycle |
Student Success | 6-Year Graduation Rate - IPEDS cohort | 7.50% | 2 | 0.15 | 6 Year Graduation Rate (IPEDS) - Annual October |
Operational Efficiency | Student Credit Hours by AY: |
10.00% | 2 | 0.20 | Census date - Annual October (Summer B, Fall, Spring, Summer A) |
Student Success | Graduate Degrees Conferred: IR data Graduate Degrees Conferred | 2.50% | 4 | 0.10 | Census Date: IR data - Annual September |
Teaching and Research Inclusive Excellence Operational Efficiency |
Institutional Campus Climate Survey (progression) |
10.00% | 5 | 0.50 | Annual EES results |
Student Success Teaching and Research Inclusive Excellence Community Engagement |
Student Success - Career Readiness: Average annual salary 1, 5, and 10 years post bachelor degree graduation (Georgia Degrees Pay) - current benchmark: 1 year - $36,103; 5 year - $48,209; 10 year - $55,564 |
10.00% | 5 | 0.50 | Benchmark for agglomeration of Labor Data resources (2015-2020) provided by the University System of Georgia (Georgia Degrees Pay)! |
Teaching and Research | Grant Activity (Number of Funded Proposals) | 10.00% | 4 | 0.40 | OSP Annual census date 7/1 |
Teaching and Research | Annual Research Expenditures NSF HERDS Survey Annual Research Expenditures: |
10.00% | 5 | 0.50 | NSF HERDS Survey Annual Research Expenditures (Census date - Annual January) |
Teaching and Research | % Faculty with Terminal Degree |
7.50% | 4 | 0.30 | Census Date - AVPFA (AA) - Faculty Credential Review (Annually September/October), Regular plus Admin. Faculty. |
Division Overview
Initiatives by Strategic Pillar
Division Initiative Scores
Overall Division Score
Strategic Pillar | Key Performance Indicator | Weight | Score | Weighted Score |
Assessment Strategies |
---|---|---|---|---|---|
Operational Efficiency Community Engagement |
Academic Achievement Departmental cumulative GPA over 3.2 |
20.00% | 4 | 0.80 | Fall 2023 and Spring 2024 - cumulative score finalized in June 2024. Final cumulative departmental GPA of 3.18 (school record) |
Student Success Teaching and Research |
Academic Achievement NCAA Academic Progress Rate (APR) - Single Year |
10.00% | 5 | 0.50 | Summer 2024 - Final Score of 987 (received full NCAA distribution) |
Operational Efficiency Community Engagement |
Enhance Brand of Georgia Southern Athletics Aggregate of year-over-year (YOY) interactions on Facebook, Twitter, and Instagram: |
5.00% | 3 | 0.15 | Summer 2024 - 23.5% increase |
Student Success Community Engagement |
Competitive Success Final ranking in the annual Learfield Cup Standings. |
20.00% | 1 | 0.20 | Summer 2024 - final score of 262 |
Student Success Operational Efficiency Community Engagement |
Annual Fund Revenue Total amount of revenue received from Erk Russell Fund donations |
5.00% | 1 | 0.05 | Summer 2024 - Erk Russell Fund only revenue of $2.72M. |
Student Success Teaching and Research Community Engagement |
Leadership, Life Skills, and Mental Health Development Attendance and participation in all APEX events for all sports |
10.00% | 4 | 0.40 | Summer 2024 - 92% participation |
Student Success Inclusive Excellence Community Engagement |
Total number of community outreach hours for student-athletes | 5.00% | 4 | 0.20 | Summer 2024 - 6,300 hours |
Student Success Operational Efficiency Community Engagement |
Major Gift Revenue Total amount of signed gifts |
10.00% | 5 | 0.50 | Summer 2024 - final of $9.6M |
Student Success Teaching and Research Operational Efficiency |
Compliance Education Number of Education Workshops for Coaches & Staff |
5.00% | 5 | 0.25 | Summer 2024 - 10 meetings in FY24 |
Student Success Operational Efficiency Community Engagement |
Overall Revenue Generation Total revenue for Athletics and Athletic Foundation (not inclusive of student fees, direct institutional support, indirect institutional support, bowl, and NCAA/Sun Belt distributions, AF yearly transfer) |
10.00% | 5 | 0.50 | Summer 2024 - $19.18 million |
Division Overview
Initiatives by Strategic Pillar
Division Initiative Scores
Overall Division Score
Strategic Pillar | Key Performance Indicator | Weight | Score | Weighted Score |
Assessment Strategies |
---|---|---|---|---|---|
Student Success Operational Efficiency Community Engagement |
Net increase of Auxiliary Cash (YoY). | 10.00% | 2 | 0.20 | Based on fiscal year end net assets reported in the annual financial report. |
Student Success Teaching and Research Operational Efficiency |
Annual State Audit Results. | 15.00% | 5 | 0.75 | Annual report of the State Auditor |
Student Success Teaching and Research Operational Efficiency Community Engagement |
# of Residential Community and Student Organization outreach Police Programs. | 5.00% | 5 | 0.25 | Increased outreach program to include student groups. |
Student Success Teaching and Research Community Engagement |
Freshmen Retention (IPEDS) |
10.00% | 3 | 0.30 | University Freshmen retention rate |
Student Success Teaching and Research Operational Efficiency |
Housing Occupancy | 10.00% | 3 | 0.30 | Occupancy Rates after DNP |
Student Success Operational Efficiency Community Engagement |
Total Headcount |
15.00% | 5 | 0.75 | Fall census data |
Student Success Teaching and Research Operational Efficiency Community Engagement |
Employee Turnover (2021 measure 13.82%). | 5.00% | 4 | 0.20 | Annual employee retention (May) |
Student Success Teaching and Research Operational Efficiency Community Engagement |
Days from position advertised to employment offer | 10.00% | 2 | 0.20 | Monthly Report from Careers |
Student Success Teaching and Research Inclusive Excellence Operational Efficiency Community Engagement |
Percent of staff engaged in 25 hours or more of professional development. Supervisors must include 5 hours of leadership training. | 10.00% | 3 | 0.30 | Annual documented hours of professional development logged in BBU. |
Operational Efficiency | Core Operating Expenses per FTE | 10.00% | No Score | 0.00 |
Division Overview
Initiatives by Strategic Pillar
Division Initiative Scores
Overall Division Score
Strategic Pillar | Key Performance Indicator | Weight | Score | Weighted Score |
Assessment Strategies |
---|---|---|---|---|---|
Inclusive Excellence Operational Efficiency |
Internal communications. Goal is to measure and increase trust and transparency on campus through improved internal communications. |
5.00% | 2 | 0.10 | Employee Engagement Survey |
Student Success Operational Efficiency Community Engagement |
Digital Marketing and Advertising Effectiveness | 5.00% | 5 | 0.25 | Measured through July 15, 2023 via admissions figures. (May amend after mini-mester). Click and conversion rates. |
Student Success Teaching and Research |
Enrollment Overall Headcount Enrollment |
10.00% | 3 | 0.30 | Total fall 2022 headcount 25,506; Expecting over 26,000 Fall 2023 enrollment |
Community Engagement | Public Relations reach through media Measured through sentiment, reach and number of stories recorded in media. |
5.00% | 4 | 0.20 | Measured at end of the fiscal year with social media monitoring company. |
Inclusive Excellence Operational Efficiency |
Professional Development and Inclusive Excellence Training % of staff engaged in 25 + hours or more of professional development. % of staff participating in Inclusive Excellence training. |
5.00% | 4 | 0.20 | Measured at end of fiscal year. |
Student Success | New Student Admissions Application Volume | 5.00% | 3 | 0.15 | Measured through July 15, 2024 via admissions figures. (May amend after mini-mester). |
Student Success Community Engagement |
Website effectiveness. |
5.00% | 5 | 0.25 | Measured at the end of the fiscal year. Measured by website user experience, value, and functionality by analyzing website visitors, website engagements and website average page load time. |
Inclusive Excellence Operational Efficiency |
Employee Culture- EMSS Division | 10.00% | 2 | 0.20 | 2023 Engagement Eval results--Communication and Culture Employee Engagement Survey Category Scores on Communication and Culture Ratings on categories of Communication and Culture on the Employee |
Community Engagement | Total amount of cash, pledges, and in-kind gifts to Georgia Southern University. | 5.00% | 5 | 0.25 | June 30th report generated from Raiser's Edge |
Student Success Teaching and Research |
4 - Year Graduation Rate | 5.00% | 5 | 0.25 | Census date (IPEDS) - Annual October 31% - IPEDS 2016 Cohort 34% - IPEDS 2017 Cohort xx% - IPEDS 2018 Cohort |
Student Success Teaching and Research |
6 - Year Graduation Rate | 7.50% | 1 | 0.08 | IPEDS definition of 6-year completion rate from the 2017cohort. Census date - Annual October |
Student Success Teaching and Research |
Freshman Retention Rate | 7.50% | 4 | 0.30 | Census date - IPEDs data - Annual October |
Student Success Teaching and Research |
Overall Degrees Conferred (Graduate and Undergraduate) | 5.00% | 5 | 0.25 | Total cumulative degrees conferred inclusive of Summer 2023, Fall 2023, and Spring 2024 (final census count provided in July 2024) |
Student Success | New Student Incoming Recruitment Undergraduate | 7.50% | 3 | 0.23 | Census date - USG SER data - Annual October 5,430 FY + 1,231 Transfer = Total 6,661 (Fall 2021) 4,260 FY + 1,071 Transfer = Total 5,331 (Fall 2022) X FY + Y Transfer = Total Z (Fall 2023) |
Student Success Teaching and Research |
Graduate Student Enrollment | 7.50% | 4 | 0.30 | Census Date Fall 2024 |
Student Success Inclusive Excellence Community Engagement |
Student Satisfaction Results | 5.00% | 4 | 0.20 | Measured by overall results in SSI- Admnistered every other year |
Division Overview
Initiatives by Strategic Pillar
Division Initiative Scores
Overall Division Score
Strategic Pillar | Key Performance Indicator | Weight | Score | Weighted Score |
Assessment Strategies |
---|---|---|---|---|---|
Student Success Teaching and Research Inclusive Excellence Operational Efficiency Community Engagement |
Engagement of central units, academic colleges, and special groups with the Inclusive Excellence Action Plan (IEAP) through the President's Diversity Advisory Council. | 10.00% | 4 | 0.40 | Measure: Percentage of central units, academic colleges, and special groups that participate in PDAC. Data Source: Office of Inclusive Excellence |
Student Success Teaching and Research Inclusive Excellence Operational Efficiency Community Engagement |
Learning opportunities provided to the Georgia Southern University community through OEDLIE. | 10.00% | 3 | 0.30 | Measure: Total Number of Opportunities Provided Data Source: Office of Inclusive Excellence Inclusive Excellence Learning Opportunities will be identified by the Office of Inclusive Excellence, Office of Multicultural Affairs, and other campus partners. |
Inclusive Excellence Operational Efficiency |
Engagement of Cabinet members in learning and development opportunities offered through OELDIE. | 10.00% | 5 | 0.50 | Measure: Percentage of Cabinet Members that complete 8+ hours of learning and development through the Leadership Development Institute or other (internal or external) opportunities that focus on organizational effectiveness, leadership development, or inclusive excellence. Data Source: Office of Inclusive Excellence |
Student Success Inclusive Excellence Operational Efficiency |
Retention rate for underrepresented minority students | 10.00% | 2 | 0.20 | Measure: Fall to Spring retention rate Data Source: Institutional Research. |
Student Success Teaching and Research Inclusive Excellence Operational Efficiency |
Graduation rate for underrepresented minority students | 10.00% | 5 | 0.50 | Measure: Six Year Graduation rate Data Source: Institutional Research |
Student Success Teaching and Research Inclusive Excellence Operational Efficiency |
Faculty and staff participation in programs, services, events, and professional/leadership development opportunities offered through OELDIE. | 10.00% | 1 | 0.10 | Measure: Percentage of employee participation Data Source: OELDIE'S Offices of Organizational Effectiveness and Inclusive Excellence |
Student Success Teaching and Research Inclusive Excellence Operational Efficiency |
Student participation in Inclusive Excellence related programming, services, events and professional development/learning opportunities. | 10.00% | 3 | 0.30 | Measure: Percentage of student participation Data Source: Office of Multicultural Affairs, Student Support Services, TRIO and Other Campus Partners |
Inclusive Excellence Operational Efficiency Community Engagement |
Faculty and staff participation in the Employee Engagement Survey | 10.00% | 4 | 0.40 | Measure: Participation percentage Data Source: Studer Education |
Inclusive Excellence Operational Efficiency Community Engagement |
Participation of leaders and supervisors in Employee Engagement Action Plan building |
10.00% | 5 | 0.50 | Measure: Percentage of leaders and supervisors who were assigned action plans and submitted them. |
Student Success Teaching and Research Inclusive Excellence Operational Efficiency |
Satisfaction rate of faculty and staff who engage in programs, services, events, and professional/leadership development opportunities offered through OELDIE. | 10.00% | 4 | 0.40 | Average satisfaction rate from event surveys. |
Division Overview
Initiatives by Strategic Pillar
Division Initiative Scores
Overall Division Score
Strategic Pillar | Key Performance Indicator | Weight | Score | Weighted Score |
Assessment Strategies |
---|---|---|---|---|---|
Student Success | Graduation Rate: Achieve 6-year graduation rate of 54+% *2016 cohort achieved a 53.6% graduation rate |
10.00% | 2 | 0.20 | IPEDS definition of 6-year completion rate from the 2017 cohort - 53%! |
Community Engagement | Economic Impact: Sustain regional economic impact of $1 Billion+ from FY2022 study. *$1.03B FY2022 annual economic impact (2nd highest in post consolidation history) |
4.00% | 5 | 0.20 | Selig Center Study for FY2023 = $1,145,280,890! An institutional record! |
Student Success | Retention: Freshman class retention - fall 2022 to fall 2023 goal of retention rate at 75% for 2022 cohort - RESULT 77.1% October census 2023! *2020 cohort 72.1% (COVID): 2021 cohort 72% (COVID) |
10.00% | 5 | 0.50 | Freshman to Sophomore retention of the 2022 cohort using IPEDS definition - October 11, 2023 census = 77.2%! |
Student Success Teaching and Research Inclusive Excellence Community Engagement |
Student Success - Career Readiness: Median earnings for GaSou graduates employed in the state of Georgia one-year after graduation excluding those who are self-employed, employed by the federal gov/military, and those employed out of state. Current benchmark trends: 2018 class = $41,091 2019 class = $44,282 2020 class = $42,029 2021 class (goal) = $45,000+ |
10.00% | 5 | 0.50 | One-year median earnings/income for GaSou graduates from the 2021 class - results indicate a 6% increase to $48,046! |
Operational Efficiency | Total Enrollment (HC): Increase total head count enrollment at all sites to 25,800 (Result - census October 11, 2023 = 26,106) *Total Credits hours will be calculated in early summer 2024 **Fall 2022 results - 25,506 (HC) |
10.00% | 5 | 0.50 | Total Headcount at Fall census, October 11, 2023 = 26,106 (2.35% increase in total enrollment)! |
Teaching and Research Inclusive Excellence Operational Efficiency |
Faculty and Staff Salary Market Equity - Phase III: Segal salary market equity study updated reflecting 2023 market with goal to maintain 92% of 1st quartile (Staff w/3+ years of service) and 84% of CUPA median for Faculty | 8.00% | 3 | 0.24 | NOTE: State of Georgia provided a $2,000 Cost of Living increase to all full-time, fully benefited state employees for FY2024. Segal provided updated impact of salary market equity study providing new targets and benchmarks - setting subsequent goals for future years. |
Student Success Teaching and Research Inclusive Excellence Operational Efficiency Community Engagement |
Research & Sponsored Projects: Goal of $38M in total Research Expenditures (NSF HERDS) - FY22 total $36.3M *FY23 total $40.02M (institutional record) |
10.00% | 5 | 0.50 | Total institutional research expenditures (NSF HERDS) as assessed FY2023 = $40.02M (an institutional record) |
Student Success Teaching and Research Inclusive Excellence Operational Efficiency Community Engagement |
Performance Excellence and Professional Development: 1. Overall score of Performance Excellence Employee Engagement/Satisfaction Survey (3rd year - spring 2023 - survey results 3.78) 2. Percentage goal of faculty, staff, students participating in professional development. |
8.00% | 3 | 0.24 | Implementation of the Performance Excellence Employee Engagement/Satisfaction Survey with overall results - Likert scale, 1-5. 2024 Survey Results = 3.87; 67.2% participation Professional Development: Percent participation (faculty, staff, and students) of professional development. Each division will identify goals and curriculum training portal will track participation. |
Student Success | Graduation Rates: Maintain 4-year graduation rate to over 35% *Fall 2016 cohort achieved an institutional record 4-year grad rate of 31%! **Fall 2017 cohort achieved an institutional record 4-year grad rate of 34%!!! ***Fall 2018 cohort achieved a "new" institutional record 4-year grad rate of 35.5%!!! |
10.00% | 4 | 0.40 | IPEDS definition of 4-year degree completion of the 2019 cohort = 36%! An institutional record!!! |
Student Success | Overall Degrees Conferred (Undergraduate & Graduate) AY2023 Results: 3,942 undergraduate 1,465 graduate (IPEDS) |
8.00% | 2 | 0.16 | Total cumulative degrees conferred in AY2024 inclusive of Summer 2023, Fall 2023, and Spring 2024 (final census count provided in July 2024)! *Final results - 3,925 undergraduate and 1,408 graduate degrees conferred = 5,333 Total! |
Student Success Teaching and Research Inclusive Excellence Operational Efficiency Community Engagement |
Fundraising: Achieve $20M-$21.249M in total gifts and pledges (all Foundations) *FY23 total $23.8M (institutional record) |
12.00% | 5 | 0.60 | Final Total of Gifts and Pledges for FY2024 assessed midnight June 30, 2024 = $24,588,205 |
Division Overview
Initiatives by Strategic Pillar
Division Initiative Scores
Overall Division Score
Strategic Pillar | Key Performance Indicator | Weight | Score | Weighted Score |
Assessment Strategies |
---|---|---|---|---|---|
Student Success | Students who receive services at the Counseling Center will experience symptom remission/improvement at a rate that is equivalent to the mean rate of change for Counseling Center clients nationwide. (Baseline year FY21: GS Counseling Center clients showed greater clinical improvement than 81.5 - 99.5% of university counseling center clients nationwide well above the mean rate of change, which is 50%.) |
15.00% | 4 | 0.60 | Counseling Center Assessment of Psychological Symptoms (CCAPS). This instrument is published by the Center for Collegiate Mental Health (CCMH) and used for assessing individual client/center clinical presentations and change as well as establishing national baselines. Students' symptom remission/improvement will be a rate that is equivalent to the mean rate of change (50th percentile) for Counseling Center clients nationwide. For FY24, (as of 5/12/24) Clients of the Counseling Center experienced a reduction in clinical distress that was greater than the reduction of distress experienced by 92-99.8% of Counseling Center clients nationwide (range is due to multiple subscales being evaluated.) |
Student Success | Students will participate in programs and events as tracked by Eagle Engage. In FY 2024, an increase in 3% of unique attendees will be documented through co-curricular engagement. (Baseline Year FY22: 16,880) | 20.00% | 5 | 1.00 | This will be tracked in Eagle Engage. A 3% increase in unique participants would be 20,149. Baseline Year data (FY22): 16,880 Target for FY24: 20,149 For FY22: All campuses: 85,015 total attendees at events where 16,880 were unique students Armstrong: 9919 total attendees at events where 3864 were unique students Statesboro: 68,479 total attendees at events where 7912 were unique students. Actual numbers of engagement for 2022-2023: 134,768 total attendees across all campuses. 19,463 unique attendees across all campuses. Actual figures for FY24: 21,546 unique students attended co curricular events. This is an increase of 10.7% from FY23. 82.5% of enrolled students attended co curricular events. |
Student Success | Student respondents who participate in programs developed through the Wellness Curriculum will report positive behavior intention for healthy behavior change. (Baseline Year FY 20: 75% of student respondents reported positive behavior intention for health behavior change) |
15.00% | 3 | 0.45 | Use data collected from Student Wellness and Health Promotions. 85% of student respondents who participate in programs developed through the Wellness Curriculum will report positive behavior intention for healthy behavior change. Baseline Year FY 20: 75% of student respondents reported positive behavior intention for health behavior change FY 21: 91% of student respondents reported positive behavior intention for health behavior change FY22: 89% of student respondents reported positive behavior intention for health behavior change (out of 2,429 respondents) FY 23: 92% of student respondents reported positive behavior intention for health behavior change (out of 2,943 respondents) FY24: 89% of student respondents reported positive behavior intention for health behavior change (out of 7,036 respondents) |
Student Success Inclusive Excellence Community Engagement |
Student affairs units will assess the student learning outcomes (SLOs) for their programs and services. Each unit will revise/modify programs and services to increase student learning based on the assessment results. (Baseline Year FY22) |
10.00% | 3 | 0.30 | Each department will use an appropriate assessment tool for evaluating SLOs. Each department will assess no less than one SLO and revise/modify programs as appropriate based on the results. In partnership with the Office of Institutional Effectiveness and Accreditation, the division assessment committee will assess learning outcomes in every area of the division. |
Student Success Operational Efficiency |
On campus housing residents will participate in housing programs and events as tracked by eRez. In FY 2024, an increase in 3% of total attendees will be documented through co-curricular engagement. (Baseline Year FY22: 10,400) | 10.00% | 1 | 0.10 | Using the eRez software, University Housing will track attendees at University Housing programs and events. Total programs in FY2022 were 542 with total attendees 10,400. In FY2023, there were 512 events hosted within University Housing with a total of 14,565 attendees. In FY2024, total event attendance was 12,915 (significant increase from FY22) but down slightly from FY2023. The decrease in attendees is in large part due to staff using a new system, StarRez. |
Student Success | New students who attend university events will report a higher sense of belonging. (Baseline FY21: Climate Study Sense of Belonging Scale Mean Score 3.472) | 15.00% | 4 | 0.60 | Eagle Engage tracks attendance at programs. An assessment will be conducted in Fall 2023 and Spring 2024 of all new students regarding Eagle Experience including sense of belonging and its association with event attendance as reported by students surveyed. In FY23, 80% of new students agreed or strongly agreed with sense of belonging question on Eagle Experience survey. For FY24, The questions originate from the Eagle Experience survey sent to all incoming students in Fall 2023 and Spring 2024. They are in the Sense of Belonging question section and these 4 questions are viewed as being closely connected, but not exclusive, to how students feel about connection and belonging at Georgia Southern. The focus for success and measurement is on the % of students who Strongly Agree (SA) or Agree (A) to the listed question. An average is taken of all question averages between both Fall 2023 and Spring 2024 to get to an combined overall average as a measurement within the rating structure. 72% of responses to the sense of belonging questions were either Agree and Strongly Agree. |
Student Success | Undergraduate students will attend at least 10 events (as recorded in Eagle Engage) in the 2023-2024 academic year. The number of students attending at least 10 events will increase in FY23 by 3%. | 15.00% | 5 | 0.75 | Undergraduate student event attendance will be tracked using Eagle Engage. In FY2022 (Baseline Year), 7.75% of students (or 2015) attending events had attended at least 10 events. The goal for FY23 would be to have 12.75% of students (or 3315) attend at least 10 events. The results for FY23 are that 4233 students attended at least 10 events. This is a 17.2% increase in students attending 10 or more events. For FY24, 5926 students attended 10 or more events overall. This is an increase from FY23 when 4233 students attended 10 or more events. This is a 40% increase! |
Division Overview
Initiatives by Strategic Pillar
Division Initiative Scores
Overall Division Score
Strategic Pillar | Key Performance Indicator | Weight | Score | Weighted Score |
Assessment Strategies |
---|---|---|---|---|---|
Inclusive Excellence Operational Efficiency Community Engagement |
Total number of unique donors by alumni to Georgia Southern University. | 10.00% | 4 | 0.40 | 4,025. June 30th report generated from Raiser's Edge |
Student Success Operational Efficiency |
Total scholarship awarded by the Georgia Southern University Foundation. | 10.00% | 3 | 0.30 | $3,718,050. June 30th report generated from Raiser's Edge and calculated by Donor Relations. |
Student Success Operational Efficiency |
Total amount of cash, pledges, and in kind annual gifts (less than $25,000 each) to the Georgia Southern University Foundation. | 15.00% | 5 | 0.75 | $1,930,137. June 30th report generated from Raiser's Edge |
Operational Efficiency | Average total value of pipeline of proposals/solicitations to the foundations of Georgia Southern University. | 10.00% | 5 | 0.50 | $25,879,000. June 30th report generated from Raiser's Edge. Does not include grants. |
Student Success Teaching and Research Operational Efficiency |
Total number of newly created endowments within the foundations of Georgia Southern University. | 10.00% | 5 | 0.50 | 20. June 30th report generated from Raiser's Edge |
Student Success Inclusive Excellence Operational Efficiency |
Total need based and gap funding provided by Georgia Southern University foundations. | 15.00% | 5 | 0.75 | $1,811,507. June 30th report from Banner. |
Inclusive Excellence Operational Efficiency |
% of staff engaged in 20 hours or more of professional development. | 10.00% | 5 | 0.50 | 100%. June 30th report as tracked by VPs office. |
Student Success Teaching and Research Operational Efficiency |
Total amount of cash, pledges, and in kind gifts to Georgia Southern University. |
20.00% | 5 | 1.00 | $24,588,205. June 30th report generated from Raiser's Edge |