GOAL 7. Develop and sustain an organizational, fiscal and physical infrastructure that supports and enhances the college community

Action Strategy 7.1.2. Enhance early warning emergency notification systems and comprehensive training programs that are essential elements in creating and maintaining a safe and secure work and study environment

  • Established an upgrade to the mass notification system that now includes 7 buildings on the Brunswick campus and the Camden Center
  • Expanded mass notification system tied to fire alarm system of Mariner Village and the Camden Center
  • Utilized Anchor Days to provide emergency preparedness training to new students
  • Continued providing faculty and staff training sessions in golf cart safety, active shooter, and emergency preparedness
Action Strategy 7.1.3. Review and update policies to protect campus resources and college property

  • Performed annual review of college property per USG policy
  • Added 70 cameras on the Brunswick campus and two in the Camden Center to deter crime and protect resources
Action Strategy 7.2.2. Promote opportunities for faculty and staff participation in College governance, community building, and leadership with local, regional and statewide committees

  • Established regular meetings between the Faculty Senate Chair, VPAA and President
  • Invited Staff Assembly Chair to attend Faculty Senate meetings and conversely
  • Held Faculty / Staff Lunch and Learn programs in the President’s Dining Room
  • Invited Faculty Senate and Staff Assembly Chairs to attend and participate in President's Cabinet meetings
Action Strategy 7.2.4. Seek new funding from the CCGA Foundation to support faculty and staff education

  • Offer College Foundation funds to assist in faculty travel to conferences to make presentations (distributed by the Faculty Development Committee)
  • Proposed that the Scholarship Honor Intern Program (SHIP) integrate involvement of CCGA students with faculty to participate in research and creative expression
  • Set aside funding to assist faculty and staff with education related expenses
Action Strategy 7.3.1. Ensure all available scholarships are awarded

  • Established a workgroup with quarterly meetings to review scholarship disbursements
  • Report to Financial Aid Office over/under awarded scholarships needing action
  • Provide scholarship awarding updates to the College Foundation Budget and Finance Committee
Action Strategy 7.3.2. Develop and utilize partnerships across campus to support fundraising by the Advancement Office

  • Engaged in inter-divisional teaming to help support fundraising initiatives
  • Held campus events focused on Academic and Student Affairs initiatives
  • Reassessing advancement, marketing and alumni activities to identify opportunities for improvement in organizational structure, financial accountability and fundraising partnerships and approaches
Action Strategy 7.3.3. Ensure that future budget plans focus on student success, including RPG and Complete College Georgia

  • Ensuring alignment between budget requests and Coastal Vision 2021 strategic goals and objectives based on launch phase
Action Strategy 7.3.5. Allocate College resources based on annual budget process that encourages “thinking outside the box” informed by analysis and research

  • Established a budget request consolidation list to prioritize funding based on data support
  • Engaged senior leadership in a series of meetings to determine division/departmental priorities and align these with Coastal Vision 2021 strategic goals and objectives
Action Strategy 7.5.1. Review and update the strategic master plan

  • Reviewed master strategic plan to determine outstanding items needing attention; majority of building projects have been completed• Established an ad hoc space committee to plan summer faculty/building shifts
Action Strategy 7.7.2. Initiate a regular and ongoing risk management assessment process, utilizing key stakeholders across campus
  • Developed a risk assessment worksheet designed to help senior leadership engage in systematic risk assessment by determining which potential downside risks are most urgent and may warrant elevated, strategic level attention
  • Engaged Academic Affairs, Athletics, Advancement, Business Affairs, Enrollment Management, Institutional Effectiveness, Student Affairs, and Technology Services to identify and rate institutional risk
Action Strategy 7.7.3. Create and sustain a high level of campus awareness about risk management and safety

  • Updated the enterprise risk management charter
  • Adopted a combined traditional and Enterprise Risk Management approach to all College risks and opportunities
  • Helping assist academic and administrative leadership in visualizing, assessing and mitigating the risks that threaten the College’s mission
  • Proactively encouraging administrators, faculty, and staff to integrate risk management processes into day-to-day decision making and unit assessment planning
Action Strategy 7.7.4. Maintain effective internal controls and compliance with SACSCOC, federal, state, and BOR policies and standards
  • Hired a Director of Internal Audit to evaluate and improve the effectiveness of governance, risk management and internal control processes
  • Maintaining internal controls to ensure compliance with federal, state, and local requirements with established procedures to assess risk, deter non-compliance, and detect possible violations
  • Created an institutional policy for processing SACSCOC substantive changes in a timely manner to meet Comprehensive Standard 3.12.1 – Substantive Change
powered by finalsite