Title 3 Part B Dashboard
| Fall enrollment (Yr 3) | 3,177+21.6% vs. baseline |
| Fall-to-fall retention | 79%+12 pts vs. baseline |
| 6-year graduation rate | 41% |
| 4-year graduation rate | 16% |
| External research funding | $41.2MYr 2 high |
| 2-yr retention trend | 59.1%Up from 56.8% |
Objective: Ensure 100% of activities are designed to address one or more of the University's Strategic Priorities by providing technical assistance to activity directors in aligning activities to the University's Strategic Plan and writing measurable objectives and performance indicators.
● PI 1.1: Activity Directors will engage in at least two (2) review meetings or evaluations annually.
● PI 1.2: Activity Directors will submit four (4) quarterly progress reports, including the identification of issues that must be addressed to ensure the attainment of programmatic outcomes.
● PI 1.3: Activity Directors will submit four (4) quarterly time and effort reports annually.
● PI 1.4: Three (3) reports (Phase I Data Report, Phase II Data Report, and the Annual Performance Report) will be submitted each budget period, prior to the deadline.
Objective: To develop databases to effectively integrate data analytics to drive accreditation and data-driven decisions, by September 30, 2027.
● PI 1.1: Annually develop and deliver six (6) comprehensive training sessions to build stakeholder capacity in the use of institutional software, data analytics tools, and programmatic assessment methods for strategic planning and decision-making.
● PI 1.2: Engage three (3) external reviewers annually, as needed, to conduct comprehensive academic program evaluations in alignment with the review schedule developed by the Office of Institutional Research, Planning, and Effectiveness.
Objective: Expand faculty and staff professional development activities and programs to promote teaching, research, and retention, annually.
● PI 1.1: Participation in professional development activities and programs will indicate 50% of faculty (10% by September 30th of each grant year) and 20% of staff (2% by September 30th of each grant year).
● PI 1.2: Participation in leadership development or succession planning activities will indicate 10% (2% by September 30th of each grant year) of faculty and staff. In addition, 5% of students (1% by September 30th of each grant year) will attend leadership workshops.
● PI 1.3: Faculty participation will indicate that 25% of faculty (5% by September 30th of each grant year) have attended a conference or workshop.
● PI 1.4: Participation in faculty mentorship will indicate that each grant year 80% of new faculty and 1 junior faculty will have participated in and completed the faculty mentorship program.
Objective: Increase the online campus enrollment and online degree program/certificate offerings by 3% annually.
● PI 1.1: Increase online course development meeting a score of 85 on a review based on Quality Matters standards by 12 courses each year through the continued implementation of a structured course design and development process.
● PI 1.2: Establish a micro-learning development program that produces 10 micro-learning training units (2 in Year 1 and 2 each year thereafter) for the purpose of disseminating critical academic, administrative, and life skills information for students, faculty, and staff.
Objective: Improve the quality and student experience in STEAM and other critical need disciplines annually.
● PI 1.1: Purchase and deploy modern mobile devices for at least 90% of incoming, campus-based freshmen each year.
● Note: Performance Indicator 1.2 was sunset effective Year 4 (October 1, 2025) due to mid-cycle budget reduction. The Apple Academic Project — a $2.4M investment across Years 2 and 3 — delivered mobile devices to 90% of incoming freshmen and represents the primary programmatic achievement of this activity.
Objective: Student, faculty, and staff involvement in research-focused activities will increase by 10% in each population and show unit-wide improved and evidenced customer service by documented program-related activities, by September 30, 2027.
● PI 1.1: Increase the number of students receiving training, development, courses, and online interaction in research-related activities by 2% by September 30 of each year, with Year 1 providing the baseline.
● PI 1.2: Increase the number of faculty and staff receiving training, development, courses, and online interaction in research-related activities by 2% by September 30 of each year, with Year 1 providing the baseline.
● PI 1.3: Increase the number of grant proposals submitted for research by 1% each year.
Objective: To develop a Student Engagement and Achievement Center (SEA Center), by September 30, 2027.
● PI 1.1: Increase retention rate of freshmen and sophomores by 1% each academic year.
● PI 1.2: Engage 80% of freshmen and sophomores in academic support programs and services (academic advising).
● PI 1.3: Engage 20% of the enrolled freshmen and sophomores in student engagement programs and services (first and second-year experience programs, civic engagement, volunteerism, career services).
● PI 1.4: Leverage technology and diverse modalities such as email, social media, SMS, and in-person outreach to notify 80% of freshmen and sophomores each month about SEA programs to increase awareness and engagement.
Objective 1: Develop two highly efficient infrastructure and networking models (residential network and academic and business offices network) to strategically standardize, enhance, and employ industry standards by September 30, 2027.
● PI 1.1: Complete a minimum of 50 technology infrastructure enhancements annually, ensuring coverage across various hardware needs.
● PI 1.2: Ensure the upgrade or replacement of either business management or cyber system software, as required, in 100% of relevant departments by September 30, 2027.
Objective 2: Establish and operationalize a technology-driven customer service network tailored to enhancing the administration, communication, and digital engagement of financial aid services by September 30, 2027.
● PI 2.1: Annually develop and deploy two new methods to enhance technology tools used in financial aid administration, with measurable improvements in user satisfaction and processing times.
● PI 2.2: Execute two significant annual upgrades to the financial aid digital interfaces to improve user experiences and ensure seamless integration with real-time data processing.
● PI 2.3: Execute and maintain two strategic technology contracts annually to support infrastructure, software, or customer engagement solutions that directly improve financial aid administration.
Sunset at close of Year 3 following a mid-cycle federal allocation reduction. 125 students engaged in global competency training over three years (62.5% of 200-student goal). Program objectives substantially met prior to closure.
Sunset at close of Year 3. 144 students added over three years — 96% of the 150-student, 5-year goal achieved. Program positioned for transition to Honors College through Academic Affairs budget. Objectives substantially met prior to closure.
Sunset at close of Year 3 following mid-cycle federal allocation reduction. During the grant period, the Center produced an annual magazine, a semi-annual podcast on social justice themes, and developed an International Folklore Archive. Annual performance targets were met prior to closure.
Sunset at close of Year 3. 167 youth served across three years through physical fitness, wellness, academic skills, and college readiness programming. Community outreach mission continues through Athletics/HPE and community partnerships.
Carnegie Research Classification — FVSU recognized as an institution with annual R&D investment above $2.5M — a milestone directly supported by Title III Research Enrichment
79% Retention Rate in Year 3 — 12-point improvement from 67% pre-grant baseline — best in grant cycle and strongest in recent institutional history
3,177 Students Enrolled in Fall 2025 — highest enrollment in the grant cycle and part of five consecutive years above 2,600
229 Technology Enhancements completed in Year 3 — 358% above target — 3-year infrastructure investment of $5.18M
$41.2M in External Research Funding secured in Year 2 — 116 active projects — 67 proposals submitted
100% Clean Evaluation — no major recommendations across all 12 activities for three consecutive years
FVSU ranked #1 Public HBCU in Georgia for seven consecutive years (U.S. News & World Report)
Net assets grew from $11.9M to $25.2M — +$13.3M (+111%) over the three completed grant years
58 Quality Matters Online Courses Developed — Year 1: 10 | Year 2: 34 | Year 3: 14 — high-quality digital learning access expanded across the grant cycle
Honors Program: 144 Students Added in 3 Years — 96% of 5-year goal achieved; program positioned for Honors College transition through Academic Affairs
125 Students Completed Global Competency Training — Student Internationalization Program served students across all three completed grant years
All figures reflect verified APR data. Year 4 (FY 2025–2026) is currently active. · Prepared by the Office of Title III, Fort Valley State University.