Action Strategy 1.1.1 . Provide adult learners and military students/veterans with tools and resources needed to succeed
  • Implementing a new Adult Learner Pathway (pilot phase) to place adult learners in the appropriate gateway courses and with the appropriate level of support
  • Conducted military-friendly training for campus staff, faculty and administrators to increase the knowledge and skills of the faculty and staff to identify and address the needs of Veterans
  • Redesigned the CCGA veterans’ website to better streamline VA Education benefits and on-campus resources for military students
  • Received institutional designation as a Military Friendly School in 2014, 2015, and 2016 with a national ranking on the Best for Vets national survey
Action Strategy 1.1.2 . Promote the new Bachelor of Science in Interdisciplinary Studies degree and establish a Prior Learning Assessment (PLA) process
  • Refining the administrative structure to facilitate the assessment of and awarding credit for prior learning
  • Working within the ACE structure to evaluate the awarding of credit for military courses/training
  • Looking into the use of outside assessments to measure learning acquired outside the traditional classroom
Action Strategy 1.1.3 . Provide proactive advising to keep students on track to graduate
  • Created an Academic Improvement Workshop designed to provide supplemental instruction in knowledge, skills, habits and attitudes necessary for academic success for those students with a GPA below 2.0
  • Developed an Academic Referral Program designed to identify students who are not performing satisfactorily, are exhibiting behavioral issues, have not been attending class regularly, or present other circumstance of concern
  • Implementing a new Academic Advising model to shift first-year advising by using first-year professional advisors assigned to a specific department/major to help students complete a 4-year academic plan, monitor student’s academic performance, direct advising when registering and assist in major selection, seek individualized services as needed, and encourage students to engage in the CCGA community.
Action Strategy 1.1.4. Enroll students in need of remediation in gateway collegiate courses in English and mathematics, with co‐requisite Learning Support
Status Update
  • Recognized that the new co-requisite remediation structure is yielding great success rates in the collegiate level courses, with 70% of the students from fall 2014 through fall 2015 receiving a grade of C or better in English 1101, 67% in MATH 1001 and 56% in MATH 1111.
  • Using a probability of success (POS) analysis based on the MPI and EPI to reevaluate placement thresholds.
  • Evaluating the probability of success in collegiate level courses of students that are placed based on English Placement Index (EPI) and Math Placement Index (MPI), and reevaluate the current placement thresholds.
Action Strategy 1.1.5. Increase MOWR student outreach to local county school districts
Status Update
  • Appointed a new MOWR Coordinator, Mr. Linny Bailey, who is providing the leadership and support structure needed to ensure that this growing population is served appropriately.
  • Expanding and enhancing the relationship development with high school counselors, locally, regionally and state‐wide. Plan annual MOWR breakfast for all area high school counselors to include Glynn, McIntosh, Camden, Wayne, Brantley Counties as well as area private high schools.
  • Coordinating MOWR enrollment during the summer months
Action Strategy 1.1.6. Enhance the comprehensive student employment program to monitor need and assessment
Status Update
  • Holding student employment manager meetings every two months, usually right at the beginning of the semester and then around mid-term, to provide in-person updates related to student employment to CCGA’s 41 faculty and staff members who manage a student employee.
  • Established a Student Employment Committee to address challenges and create change to the student employment initiative.
  • Continuing Student Employment Onboarding (SEO) to help orient students to student employment policies and procedures.
  • Deployed a new student employee satisfaction survey.
Action Strategy 1.1.7. Expand scope and outreach of Committee on the Amalgamation of Programs and Services (CAPS) to provide support and motivation to students through the integration and coordination of programs and services
  • Reconvening to review each of the recommendations related to student success policies and move forward to implementation as the recommendations are vetted and approved.
  • Initiated a data collection process that tracks by student type to help with better identifying targeted intervention efforts for specific audiences.
  • Reviewed student retention rates along with determining programmatic and structural changes needed to increase these rates.
Action Strategy 1.1.8. Redesign and expand the new student orientation program
  • Adjusting new non-credit three-phase student orientation program objectives and redesigning the programs to better meet the designated outcomes.
  • Initiating a new, interactive, on-line version of Coastal Discovery workshop in fall 2016 to encourage students to complete the program within the first 4-5 weeks of the semester.

Action Strategy 1.2.1. Continued exploration of Greek Life program
  • Exploring the creation of a Greek Life program and identifying steps that need to be taken to progress in the areas of recruitment, retention, relations, and responsibility

Action Strategy 1.7.1. Conduct regular needs assessments for environmentally-friendly facility remodeling and renovation that enhance the delivery of high quality services and programs integral to students’ academic success, physical well-being, social interaction, and personal development
  • Overseeing privately-financed and operated second-phase campus residence housing
  • Successfully relocated Athletics to the Coffin Building, utilizing the vacated SACS space for expanded student activities
  • Secured state funding to renovate the Library, converting the building into an Information Commons, offering spaces and technology for group study; high-speed Internet connectivity; and comfortable spaces for student work
  • Assessing student recreational needs to identify suitable campus space
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