School of Communication, Film, and Media Strategic Plan

2026-2031 (Approved, August 21, 2026 - until UWG Next Strategic Plan is approved)
2019-2024 Revisions Approved, Fall 2021 (extended through 2026 due to Presidential transition)
2019-2024 Update/Revisions Approved, August 23, 2019
2012-2017 Strategic Plan Adopted, December 6, 2013 (extended through 2019 due to Department Chair transition)

Mission Statement

Fair, just, and productive societies require the free flow of news, information, and ideas from communicators of knowledge, skill, and integrity who reflect the diversity of the people they serve. Therefore, the School of Communication, Film, and Media (SCFM) strives to provide high-quality academic and experiential learning opportunities to prepare students for successful integration into the global community as industry professionals, leaders, and thinkers in the fields of audio production, communication studies, digital media and entertainment, film and video production, journalism, public relations, and strategic communication.

Vision Statement
The School of Communication, Film, and Media empowers students to communicate clearly, act responsibly, think critically, and understand diverse perspectives while preparing them to thrive as professionals, leaders, and engaged citizens in a rapidly evolving media landscape.

Strategic Priorities

  • Invested Teaching: To inspire and equip students to discover their personal, intellectual, and professional potential through personalized instruction, mentorship, academic coaching, and career preparation.

  • Experiential Learning: To provide students with transformative hands-on learning opportunities that connect classroom theory with professional practice.

  • Connectedness: To cultivate meaningful partnerships among students, alumni, faculty, industry professionals, community organizations, and supporters to advance student success and School excellence.

Values

The School of Communication, Film, and Media is guided by the following core values in all aspects of teaching, learning, scholarship, service, leadership, and engagement. These values may operate in one direction or multiple directions, shaping relationships among faculty, staff, and students; among faculty and staff colleagues; and between SCFM and its partners, including alumni, advisory board members,
employers, industry affiliates, and community stakeholders. Together, these values establish expectations for how we communicate, collaborate, make decisions, and pursue our mission.

  • Committment: 
    • We dedicate our time, energy, and expertise to advancing student success, supporting faculty and staff well-being, and strengthening the long-term success of SCFM and the University.
    • We demonstrate commitment through consistent effort, reliability, inclusivity, and a shared investment in achieving our mission and strategic goals.
  • Community: 
    • We build and sustain meaningful relationships through open communication, collaboration, mentorship, and mutual support among students, faculty, staff, alumni, industry partners, community organizations, and educational institutions.
    • We recognize our interconnectedness and value the visibility, engagement, and active participation of all members of our community.
    • We contribute to the well-being of both the University and the communities we serve through partnership, engagement, and shared purpose.municate, collaborate, make decisions, and pursue our mission.

  • Cultural Proficiency:
    • We intentionally cultivate a learning and working environment that values and encourages understanding of diverse backgrounds, perspectives, experiences, languages, identities, and viewpoints.
    • We practice culturally proficient communication and decision-making that promotes belonging, respect, and equitable opportunities for students, faculty, and staff.
    • We prepare students to engage thoughtfully and effectively with diverse audiences and communities across communication and media contexts, locally and globally. 
    • We consider the impact of our policies, practices, curriculum, and interactions on fostering an environment in which all members of our community can contribute, belong, and succeed.

  • Excellence: 
    • We pursue high standards in teaching, scholarship, creative activity, service, and student support by cultivating curiosity, innovation, adaptability, and a passion for continuous improvement.
    • We challenge ourselves and one another to advance academic programs, learning experiences, and professional outcomes through creativity, rigor, and intentional growth.

  • Foresight:
    • We anticipate the knowledge, skills, and experiences students will need to thrive in a rapidly changing world by monitoring developments in communication, media, technology, higher education, and industry.
    • We continuously evaluate feedback from students, alumni, employers, community partners, assessment data, and disciplinary trends to inform program improvement and innovation.
    • We critically examine emerging opportunities and challenges, including ethical implications, and prepare students for careers and contexts that may not yet be fully defined.
    • We are willing to strengthen successful practices, experiment with new approaches, and retire practices, technologies, or requirements that no longer serve our students or mission.

  • Integrity:
    • We intentionally keep commitments, take responsibility for our actions, communicate honestly and respectfully, uphold fairness, and choose what is right over what is easy.
    • Integrity requires aligning our actions with our values and serves as the foundation for trust, reliability, and ethical decision-making within our community.

  • Transparency:
    • We communicate clearly, openly, and in a timely manner about priorities, expectations, policies, initiatives, and outcomes that affect our community.
    • We explain the rationale behind significant decisions, including the processes and considerations that inform them.
    • We acknowledge challenges, mistakes, and opportunities for improvement while sharing progress toward solutions.
    • We foster trust and accountability by encouraging questions, feedback, and constructive dialogue without fear of retaliation.
  • Service:
    • We serve students, alumni, colleagues, the University, and the broader community through mentorship, professional development, networking, collaboration, and experiential learning opportunities.
    • We contribute our expertise and effort to support shared goals, foster collegiality, and create meaningful opportunities for personal and professional growth.


Strategic Context: Building on Success

Since 2019, SCFM has achieved transformative growth, including ACEJMC accreditation, the launch of graduate education, expansion of experiential learning opportunities, increased national recognition for student achievement, strengthened alumni engagement, and the development of innovative learning laboratories. The 2026-2031 Strategic Plan builds on these accomplishments and positions SCFM as one of the Southeast's leading schools for communication, film, and media.

Strategic Goal 1: Advance Academic Excellence and Program Innovation

SCFM will maintain excellence in teaching and learning, scholarship, and accreditation while preparing students for success in rapidly evolving communication, media, and entertainment industries.

Objectives

  1. Maintain full ACEJMC accreditation compliance and continuous assessment of student learning outcomes.

  2. Ensure curricula reflect ACEJMC's 10 professional values and competencies.

  3. Cultivate the efficient, ethical, and responsible use of artificial intelligence, innovative technologies, virtual production, and emerging media tools throughout undergraduate and graduate curricula.

  4. Increase enrollment across all undergraduate programs while expanding Audio Production & Studio Recording offerings.

  5. Expand graduate enrollment through new master's specializations and pursue approval of an MFA in Film Production.

  6. Strengthen interdisciplinary collaboration among program areas to prepare students for the integrative communication and media environment and evolving industry workforce expectations.

  7. Increase scholarship productivity and expand faculty engagement in research, creative activity, and professional practice.

Success Indicators

  • Full ACEJMC accreditation maintained through the next reaccreditation cycle.

  • 100% completion of annual assessment reporting and student learning outcomes review.

  • A comprehensive, regularly updated inventory of AI-driven tools, practices, and applications used in instruction and career-readiness training is developed and maintained.

  • Fifteen percent growth in undergraduate majors.

  • Audio Production & Studio Recording concentration launched within the Mass Communications degree, with baseline enrollment and growth metrics established.

  • At least two new graduate specializations launched within the Master of Science in Digital and Social Media Communication program.

  • Completion of key MFA feasibility, development, and approval milestones. 

  • Increased interdisciplinary course offerings and student participation across program areas.

  • Scholarship productivity increases by 10-15% across SCFM, accompanied by measurable growth in the number of faculty engaged in research, creative activity, and professional practice.

Strategic Goal 2: Lead Through Experiential Learning

SCFM will remain recognized for experiential learning by providing every student with meaningful professional experiences that enhance learning, career readiness, and industry engagement.

Objectives

  1. Ensure all students participate in multiple experiential learning opportunities before graduation.

  2. Fully launch and expand the Digital Journalism Innovation Lab, Communication Success Lab, and Digital Media Lab.

  3. Strengthen and expand SCFM's experiential learning laboratories, enterprises, and student-led media initiatives.

  4. Expand participation in internships, certifications, conferences, competitions, and industry-sponsored projects.

  5. Grow bluestone, SCFM Productions, and related initiatives as professional-facing entities serving university, community, and industry partners.

Success Indicators

  • Seventy-five percent of SCFM majors participate in at least three semesters of sustained engagement within a single experiential learning lab, enterprise, or approved experiential learning opportunity.

  • Digital Journalism Innovation Lab fully implemented and operational. 

  • Communication Success Lab fully implemented and operational.

  • Digital Media Lab fully implemented and operational. 

  • Twenty-five percent increase in student participation in internships. 

  • Twenty-five percent increase in student participation in professional conferences, competitions, and industry-recognized certifications.

  • Fifteen percent growth in the number of external partnerships, client-based projects, and revenue-generating opportunities through bluestone, SCFM Productions, and related initiatives.

  • Fifteen percent increase in the number of students participating in industry-sponsored projects and experiential learning activities.

Strategic Goal 3: Elevate Student Success and Career Outcomes

SCFM will prepare students for successful careers and lifelong professional growth through intentional mentoring, industry engagement, and career development.

Objectives

  1. Implement a comprehensive Career Success Framework connecting academics, experiential learning, internships, mentoring, and employment outcomes.

  2. Expand career coaching, advising, and alumni mentoring slumni mentoring opportunities.

  3. Increase employer partnerships, internship opportunities, and recruitment pathways.

  4. Expand professional credentials, certifications, and career readiness activities.

  5. Increase job placement, graduate school admission rates, and overall student success outcomes.

Success Indicators

  • Career Success Framework fully implemented across all SCFM program areas.

  • Ninety percent of students participate in at least one career readiness activity annually.

  • Twenty-five percent increase in student participation in alumni mentoring programs.

  • Twenty-five percent increase in employer partnerships, internship opportunities, and recruitment pathways across Georgia, the Southeast, and major media markets.

  • Fifteen percent increase in student completion of professional credentials and industry-recognized certifications.

  • Fifteen percent increase in job placement rates.

  • Fifteen percent increase in graduate school admission rates.

  • Eighty percent of graduates achieve positive career outcomes (employment, graduate education, military service, or related professional pursuits) within two years of graduation.

Strategic Goal 4: Strengthen Partnerships, Visibility, and Reputation

SCFM will elevate its visibility, reputation, and impact through strategic partnerships, signature events, alumni engagement, and recognition of student, faculty, staff, and alumni achievements.

Objectives

  1. Expand the reach, participation, and impact of SCFM signature events.

  2. Increase alumni engagement through mentoring, speaking, networking, advocacy, and philanthropy.

  3. Strengthen the role of the Professional Advisory Board in strategic planning, curriculum development, student engagement, and industry outreach.

  4. Expand partnerships with media organizations, agencies, production companies, film and television studios, and related industries.

  5. Increase awareness and visibility of student, faculty, staff, and alumni accomplishments through coordinated communications and marketing efforts.

  6. Reestablish Debate as a premier collegiate program in Georgia and build a sustainable foundation for long-term growth and competitive excellence.

  7. Strengthen SCFM's reputation as an innovative, student-centered, and industry-connected school.

Success Indicators

  • Ten to fifteen percent increase in attendance at each major SCFM signature event, measured against established baseline participation levels.

  • Increased promotion and visibility of signature events across campus, regional, and digital communication channels.

  • Twenty to twenty-five percent increase in alumni engagement as mentors, guest speakers, volunteers, donors, or advisory participants.

  • Professional Advisory Board members participate annually in strategic initiatives, curriculum review, and student engagement activities.

  • Establishment of at least two new formal partnerships with media organizations, agencies, production companies, or film and television studios.

  • Increase in the number of student internships, client projects, guest speakers, or experiential learning opportunities generated through external partnerships.

  • Expanded visibility of SCFM achievements through earned media coverage, university communications, social media engagement, and on-campus promotional materials.

  • Debate program reestablished with sustainable student participation, active alumni engagement, and annual competition participation at the regional and state levels.

  • Growth in recruitment inquiries, applications, and event participation attributable to increased awareness of SCFM programs.

  • Improved stakeholder perceptions of SCFM among employers, alumni, students, and industry partners as measured through surveys, partnership growth, and engagement metrics.

Strategic Goal 5: Expand Resources, Innovation, and Long-Term Sustainability

SCFM will pursue sustainable growth through philanthropy, revenue generation, strategic investment, and innovation.

Objectives

  1. Expand bluestone into a sustainable revenue-generating agency supported by a full-time general manager.

  2. Expand SCFM Productions into a revenue-generating enterprise.

  3. Develop new revenue opportunities through professional services, training, consulting, content creation, and media production.

  4. Increase donor engagement and philanthropic support through expanded relationships with alumni donors, foundations, corporate sponsors, and community partners.

  5. Pursue endowment, scholarship, naming, equipment, and facility enhancement opportunities.

  6. Advocate for facilities and technology investments that support industry-leading instruction, scholarship, and experiential learning.

Success Indicators

  • Full-time bluestone General Manager hired.

  • bluestone operating as a sustainable revenue-generating enterprise.

  • SCFM Productions operating as a sustainable, revenue-generating enterprise.

  • Fifteen to 25 percent growth in annual client volume and generated revenue.

  • Twenty-five percent increase in active donors.

  • Twenty-five percent increase in philanthropic support and annual giving.

  • New scholarship, endowment, naming, or capital-support opportunities secured.

  • Increased corporate sponsorships and grant funding.

  • Expanded technology, studio, audio, immersive media, and production resources supporting student learning.

  • Documented investments in facilities and technology that enhance instruction, scholarship, and experiential learning.

2031 Measures of Success

By 2031, SCFM will: 

  • Maintain full ACEJMC accreditation compliance and continuous assessment excellence.
  • Acheive a 15 percent increase in undergraduate enrollment SCFM programs.
  • Establish Audio Production & Studio Recording concentration as a significant growth area. 
  • Launch at least two new master's specializations and achieve significant progress toward MFA approval.
  • Integrate artificial intelligence, emerging technologies, and virtual production throughout academic programs and maintain a comprehensive inventory of instructional AI applications. 
  • Increase interdisciplinary course offerings and student participation across program areas.  
  • Increase scholarship productivity by 10-15 percent and expand faculty engagement in research, creative activity, and professional practice. 
  • Fully implement the Digital Journalism Innovation Lab, Communication Success lab, and Digital Media Lab.
  • Ensure at least least 75 percent of SCFM majors participate in three semesters of sustained experiential learning engagement.
  • Increase participation in internships, certifications, conferences, competitions, and industry-sponsored projects.
  • Expand bluestone and SCFM Productions into sustainable revenue-generating enterprises supporting experiential learning and external partnerships.
  • Fully implement the Career Success Framework across all SCFM programs.
  • Achieve 90 percent student participation in career readiness activities.
  • Increase alumni mentoring participation by 25 percent.
  • Increase employer partnerships, internship opportunities, and recruitment pathways by 25 percent.
  • Increase student completion of professional credentials and industry-recognized certifications by 15 percent.
  • Increase job placement and graduate school admission rates by 15 percent.
  • Achieve 80 percent positive career outcomes within two years of graduation.
  • Increase attendance and engagement at SCFM signature events and strengthen campus, regional, and industry visibility.
  • Expand alumni engagement in mentoring, speaking, networking, advocacy, and philanthropy.
  • Establish new strategic partnerships with media organizations, agencies, production companies, and film and television studios. 
  • Maintain an active and engaged Professional Advisory Board contributing to strategic initiatives, curriculum enhancement, and student success.
  • Reestablish Debate as one of Georgia's premier collegiate debate programs with sustainable student participation and alumni support.
  • Strengthen SCFM's reputation as an innovative, student-centered, and industry-connected school as evidenced by stakeholder perceptions, recruitment growth, and increased visibility.
  • Increase active donors and philanthropic support by 25 percent.
  • Secure new scholarships, endowments, naming opportunities, sponsorships, and grant funding.
  • Invest in facilities, technology, studios, immersive media, and production resources that support industry-leading instruction, scholarship, and experiential learning.

Closing Statement

The School of Communication, Film, and Media enters the 2026-2031 planning period from a position of strength. Building upon a foundation of ACEJMC-accredited excellence, award-winning experiential learning, innovative faculty and staff, exceptional alumni, and talented students, SCFM will continue preparing ethical, creative, culturally proficient, technologically skilled, and career-ready professionals who will lead across communication, film, and medial industries. Through invested teaching, experiential learning, and connectedness, SCFM will remain committed to student success while pursuing bold growth and national distinction.