Richard Carvajal, President, Valdosta State University

In an interview with Focus:, Richard Carvajal, president of Valdosta State University, outlined institutional achievements and challenges, including navigating an unprecedented crisis, enrollment growth strategies, academic program modernization, and the One Valdosta Lowndes economic initiative. “The last year at VSU has been unforgettable, unlike any other university in America,” Carvajal said.

What have been the university’s key milestones and accomplishments in the past 12 to 18 months?

The last year at VSU has been unforgettable, unlike any other university in America. In August, Hurricane Debby hit, following Hurricane Idalia, a Category 4, from the previous year, which caused significant damage. In September, Hurricane Helene, also a Category 4 storm, struck, destroying nearly a thousand trees on our main campus, five departmental homes, and taking two large academic buildings offline, possibly until next fall. Weeks later, a once-in-a-century flood revealed additional leaks and roof damage from the hurricane. On Christmas Eve, a cyber intrusion by a foreign actor shut us down for three weeks, though our IT team prevailed, recovering systems for the spring semester. Days later, a historic snowstorm closed the institution. All this occurred within six to seven months. Despite this, our people’s resilience made it an amazing year. We’re celebrating our fifth consecutive term of enrollment growth. Our football team reached the NCAA Division II national championship game in December, and our tennis team won our ninth intercollegiate national championship before finishing another undefeated season.

What major shifts have you seen in student expectations, and how is the university adapting — academically, experientially, and in terms of wellness?

Higher education faces a demographic cliff due to fewer births since 2008, lasting until 2037, reducing the number of potential students. At Valdosta State, we highlight higher education’s value — Georgia research shows our graduates earn $1.4 million more over a lifetime than high school diploma holders. We’ve cut low-enrollment programs, redirecting resources to high-demand degrees. Post-COVID, students are seeking engagement, so we moved undergraduate classes face-to-face this spring, boosting re-registration for next fall. We’re enhancing out-of-classroom engagement with a planned new sorority row and improved student life and residence halls. As chair of the University System’s mental health task force, we launched the USG Mental Health Initiative to support students through graduation. For working adults unable to attend face-to-face, we started the Online College for Career Advancement during COVID, a fully online program that lets students progress at their own pace, fitting their lifestyle and aiming for commencement. Our graduate school surpassed 3,000 students this year, mostly online, catering to students across Georgia and beyond, leveraging their work experience with theory for a tailored perspective. Conversely, 18-year-olds need face-to-face settings for group work, collaboration, and communication skills, as student leaders have emphasized for years, helping their peers thrive.

How is the university positioning itself to remain competitive and ensure program accessibility, especially given growing concerns about affordability?

Affordability in higher education is a priority in Georgia’s university system. We aim to keep costs competitive with other states in the Southeast and nationwide. The University System Board of Regents, which oversees Valdosta State and 25 other system members, has not raised tuition for in-state students in seven of the last 10 years, resulting in an average annual increase of less than 1%, below inflation. At VSU, we award approximately $1.5 million annually in scholarships and are preparing to launch a $70 million fundraising campaign, with a significant portion allocated to scholarship funding. We focus on affordability, supporting students through scholarships and student labor opportunities, and access programs to close financial gaps. Our goal is to ensure their investment leads to degree completion, reflected in Valdosta State’s improved retention rates and recognition of our progress by the Board of Regents Chancellor Sonny Perdue. We are committed to getting students to graduation — the moment that transforms their lives and careers.

How is the university preparing students for both today’s job market and the evolving careers of the future?

Under VSU2030, our strategic plan post-COVID, we engaged students, faculty, staff, and community leaders to envision the future. We identified the need to focus on career readiness from day one, not just senior year. We assessed degree programs, eliminating those with low student interest and scarce job prospects, and redirecting resources to high-demand programs. We’ve also received approval for a new data science degree with STEM tracks. From day one through graduation, we integrate experiential opportunities like sophomore-year internships and freshman-year practicums, applying classroom knowledge in real-world settings. This hands-on approach defines the VSU degree experience, ensuring exceptional graduate readiness.

What are your top priorities for the university in the next few years?

We focus on traditional undergraduates while strengthening VSU as South Georgia’s comprehensive institution. We aim to impact our region and become the top choice for learners across South Georgia, statewide, and beyond by offering the right mix of degrees and outstanding experiential learning in and out of the classroom. We also maintain successful graduate and online programs to meet students where they are. We’re in the early stages of our next capital campaign, with supporters eager to partner. Conversations with those who love Valdosta State have yielded phenomenal ideas. This campaign will significantly increase scholarship funding and create more engagement opportunities on campus.

With COVID behind us, we’re moving forward, creating optimism for Valdosta State’s future, fueled by progress and growing energy in South Georgia. A key initiative is One Valdosta Lowndes (OVL), where I co-chaired an effort to re-envision Valdosta, partnering with the city of Valdosta, Lowndes County, the Chamber of Commerce, the Development Authority, South Georgia Medical Center, Valdosta State, and Georgia Power. These leaders collaborated to improve our community. Now, OVL operates under the Chamber with an executive director, and I remain on its board. It has transformed Valdosta through unprecedented partnership, driving major economic development successes. This matters to me as Valdosta is my home, and I want it to thrive, but it’s also critical for our graduates’ success. We need strong job opportunities in South Georgia for them to stay after graduation. Under Gov. Brian Kemp’s leadership, we’ve secured significant economic wins for Valdosta and South Georgia, benefiting Valdosta State and our graduates as Georgia prospers. OVL is now a cornerstone of our community’s progress, as noted by local leaders.