Abstract
A: SUMMARY OF MAJOR INSTITUTIONAL ACCOMPLISHMENTS IN THE
PRECEDING YEAR --
B: ANNUAL PROGRESS IN INSTITUTIONAL STRATEGIC PLANNING --
C: ANNUAL PROGRESS IN ASSESSING INSTITUTIONAL EFFECTIVENESS --
SECTION D: RETENTION RATES AND GRADUATION/TRANSFER RATES --
E. OVERALL INSTITUTIONAL HEALTH --
The master planning process continued over the entire fiscal year. The major areas addressed in the master plan included the
college, mission, and goals; existing campus conditions; future campus requirements; alternative
concepts; the preferred master plan; and cost estimates. FACILITY PLANNING FOR PERMANENT CAMDEN RESIDENCE CENTER. --
The all engaging process of institutional self-study in preparation for
reaffirmation of accreditation continued for the full academic year. --
CONNECTIONS WITH K-12 SCHOOL: two major goals: improvement of student achievement for postsecondary education
and for employment and improvement of parental involvement with schools. --
The health programs continue to have strong enrollment
with a waiting list for admission to the nursing programs both in Brunswick and in the Savannah
distance learning cluster. Demand is significantly increasing for registered nurses throughout the
region and site expansion of the distance learning outreach to the Savannah region is being
considered. --
Quick Start programs: an on-site industry program at a large seafood
processing industry; Emergency Medical Technician
program --
strong 92% participation in giving rate from college employees and retirees. approximately
$628,000 for the year. --
PeopleSoft Implementation All business office staff participated in extensive PeopleSoft training
activities. --
In 1999-2000 the college focused on achieving the thirteen strategic planning priorities adopted as
part of the 1995 revision of the college's mission statement. Six remaining new goals were not achieved due to the lack of funds. --
CGCC volunteered to participate in the First Year Experience Project funded for the USG by
the Pew Charitable Trust because of institutional concerns centering on low retention and graduation
rates. --
The institution's overall fiscal health has not recovered from the results of semester conversion.
Students continue to strongly resist taking a full load on the semester calendar. Major
recruitment efforts to attract new students to replace the lost EFT have brought only limited results
because of the pervasive low average student load. As reflected in the Benchmarking Project,
CGCC has the highest percentage of part-time enrollment and the highest average age of any System
institution. --
faculty have felt a sense of overload. problems with the BANNER student information system. problem is beyond the
capability of computer services personnel and the level of cooperation between functional users and
the computer services personnel has suffered as a result of these unresolved problems.
Publisher
College of Coastal Georgia
