georgia military college strategic aims october 2006 past, present, and 2010
TRANSCRIPT
Georgia Military College Strategic Aims
October 2006
Past, Present, and 2010
Strategic Aims
Financial Strength Enrollments Retention Student Satisfaction Endowment
Educational Programs Facilities Full-time Faculty Technology
Character Development Programs
Success Described in a Few Words
Enrollments&
Revenue
Educational Programs
StudentSuccess
Financial Strength(90% Enrollment Driven)
35
3028
2625
201818
17
0
5
10
15
20
25
30
35
40
2000 2001 2002 2003 2004 2005 2006 2007 2010
Rev
enu
e $
Revenue Breakout
$0.00
$2,000,000.00
$4,000,000.00
$6,000,000.00
$8,000,000.00
$10,000,000.00
$12,000,000.00
$14,000,000.00
$16,000,000.00
FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005
Milledgeville College Augusta GMC Prep School
Valdosta Robins Atlanta
Columbus Sandersville Madison
Enrollments(GMC-Junior College)
10,500
8112808279217260
65186701
0
2000
4000
6000
8000
10000
12000
2000 2001 2002 2003 2004 2005 2010
Und
uplic
ated
Hea
dcou
nt
Total Unduplicated Headcount for all GMC CampusesFY 1996-2006
2000
4000
6000
8000
10000
Enrollments(GMC-Preparatory School)
500499474480
447430
376
0
100
200
300
400
500
600
2000 2001 2002 2003 2004 2005 2010
En
roll
ed S
tud
ents
Enrollments = 90% Revenue
1079
12421297 1293
15411604 1571
117 103 94 89 95 125 12885
2093
2238 2209 2204
2367
2214
2056
842732
622 626
821894
942
1229
1040 1010 1007
13061397
1464
752
880 908 912
13641443
1573
523433
285 286 300 307 293
90 921101001041070
500
1000
1500
2000
2500
1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06
Milledgeville
Sandersville
Madison
Augusta
Atlanta
Valdosta
Robins
Columbus
Retention
473
591
705 688
959
871
250295 299
463 470426
971
545
155
401
496389410
341318
33% 42% 39% 43% 48% 54% 56%0
200
400
600
800
1000
1200
98-99 99-01 00-01 2001-02 2002-03 2003-04 2004-05
First-Time FreshmenReturnedDid Not ReturnRetention Rate
Enrollment Case StudyLesson: Fight for every enrollment dollar!
ProblemProblem: Unexpected deployment of 40 SS Cadets.
ImpactImpact: Projected loss of FY05 revenue: $471K. Projected loss of FY06 revenue: $383K.
ActionAction: President petitioned Governor for help. President negotiated change to SSS rules.
OutcomeOutcome: Secured $471K for FY05. Secured $383K for FY06. Secured approval to use surplus SSS dollars.
Student Satisfaction
6.00
4.934.88
5.27
5.135.14
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
2002 2003 2004 2005 2006 2010
No
el L
evit
z S
core
s
Satisfaction
National Average
What do Students Have to Say?
I want better advising. I want better support from Financial Aid. I want relevant educational programs.
Facilities
4.8 5.7
15.7 15.9 16 20.1
37.3
46.9
73
5.7
20.1
0
10
20
30
40
50
60
70
80
'97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '10
Con
stru
ctio
n $
Full-Time Faculty
128
109
61
7181
9197
103
0
20
40
60
80
100
120
140
2000 2001 2002 2003 2004 2005 2006 2010
Technology
4357
3674
2946
2095
1437
586
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
2001 2002 2003 2004 2005 2006
Cu
mu
lati
ve $
Endowment
10
4.4
2.6 2.52.2
2.9 3.3
2.3
0
2
4
6
8
10
12
2000 2001 2002 2003 2004 2005 2006 2010
GM
C P
ort
folio
The next four years: 2010
Endowment Objective: 10 million Revenue Objective: 35 million
Enrollments: Enrollments: 10,500 Unduplicated Headcount10,500 Unduplicated Headcount Retention: Retention: 70% Full Time, 60% Part Time70% Full Time, 60% Part Time Educational Programs: Educational Programs: 1000 New Enrollments1000 New Enrollments
Facilities Objective: New Prep School: New Prep School: CompletedCompleted Distant Learning Centers: Distant Learning Centers: Atlanta RelocatedAtlanta Relocated
Task at Hand
Educational Programs: Educational Programs: Identify the educational programs that will best serve Georgia Military College’s target population--those most likely to result in improved enrollments, completion rates, and retention.
Retention:Retention: Identify the retention initiatives essential to improving student services and education--those that will most likely result in a retention rate of 70% for first-time entering freshmen—fall to fall—and 60% part-time.