Georgia Military College was established in 1879 in Milledgeville, Georgia as a military junior college. It has since expanded to include satellite campuses across Georgia. The college aims to educate students in an environment that fosters good citizenship and leadership through a liberal arts curriculum. Its strategic plan from 2003-2009 had goals of improving enrollment, student learning, and character education. The college serves over 95% commuter students and prepares them for further education or careers through its associate's degree programs.
A quarterly newsletter for the visitors of the University of Makati written, compiled and layout by the Website Management Team and Corporate Communications Center.
The Horse Before the Cart: Institutional Strategic Planning to Foster a Cultu...Melanie Booth
This document discusses strategic planning and culture building efforts at Marylhurst University to promote a culture of service. It outlines the university's mission of service, leadership, and competence. It details the strategic planning process used, including creating a long term vision and 5-year plan. It also describes actions taken to build a service culture, such as creating a service program, developing service partnerships, and integrating service into the curriculum. The presentation emphasizes engaging stakeholders, assessing current efforts, raising awareness of service opportunities, and continual promotion to foster a culture of service.
This strategic plan outlines 5 outcomes for Marylhurst University over 2009: 1) Clarifying the university's mission, 2) Educating the whole person, 3) Educating and serving underserved students, 4) Promoting interfaith dialogue, and 5) Engaging in social action and service. For each outcome, the plan proposes strategies and rationales for achieving the goals in keeping with the university's founding mission by the Sisters of the Holy Names of Jesus and Mary.
Houston Community College's 2012-2015 Strategic Plan outlines seven strategic initiatives to guide the college over the next three years. The initiatives are focused on student success and completion, and include increasing educational opportunities, developing partnerships, enriching professional development, cultivating an entrepreneurial culture, expanding technology, and strengthening community engagement. The plan was created through an extensive strategic planning process involving environmental scans, surveys, community input, and literature reviews to identify goals that address the needs of Houston, the college, and the nation.
Led full cycle development of strategic plan for North Forest ISD, a low-performing K-12 school district in Houston, Texas. Plan was approved by Board of Managers and with wide community and internal involvement using rapid development process to complete in 3 months rather than typical 18 month time period.
The document is a development plan for the Teesside University Powerlifting Club for 2015-2016. The plan outlines several goals for the club including winning various powerlifting competitions, developing coaches and referees within the club, hosting their own competitions, improving recruitment and retention of members, and strengthening the leadership committee. It also details strategies for achieving these goals in areas such as communications, finances, kit and equipment, social events, and competitions. The overall aim is to continue successful development of the club and establish it as a leading powerlifting program in the region.
This strategic plan sets goals to ensure college readiness and success for Marin City youth through 2026. It identifies essential elements like literacy and career exploration. The plan has three pillars: programs, financial sustainability, and organizational infrastructure. For programs, it will research and develop new elements, assess collaborators, and track student outcomes. Financially, it will create long-term plans and expand fundraising. For infrastructure, it will examine structure and ensure effective governance.
The document summarizes the findings and proposed actions from a 2015 school review. Key findings include the need to encourage innovative teaching practices, increase staff collaboration, and leverage student data to improve learning. Three proposed actions are outlined: 1) collaboratively redesign teaching programs to increase student engagement; 2) utilize student assessment data to inform future planning; and 3) improve the staffroom environment through decluttering and increased use of technology. Specific steps and timeframes are provided for implementing each proposed action over the next few years.
A quarterly newsletter for the visitors of the University of Makati written, compiled and layout by the Website Management Team and Corporate Communications Center.
The Horse Before the Cart: Institutional Strategic Planning to Foster a Cultu...Melanie Booth
This document discusses strategic planning and culture building efforts at Marylhurst University to promote a culture of service. It outlines the university's mission of service, leadership, and competence. It details the strategic planning process used, including creating a long term vision and 5-year plan. It also describes actions taken to build a service culture, such as creating a service program, developing service partnerships, and integrating service into the curriculum. The presentation emphasizes engaging stakeholders, assessing current efforts, raising awareness of service opportunities, and continual promotion to foster a culture of service.
This strategic plan outlines 5 outcomes for Marylhurst University over 2009: 1) Clarifying the university's mission, 2) Educating the whole person, 3) Educating and serving underserved students, 4) Promoting interfaith dialogue, and 5) Engaging in social action and service. For each outcome, the plan proposes strategies and rationales for achieving the goals in keeping with the university's founding mission by the Sisters of the Holy Names of Jesus and Mary.
Houston Community College's 2012-2015 Strategic Plan outlines seven strategic initiatives to guide the college over the next three years. The initiatives are focused on student success and completion, and include increasing educational opportunities, developing partnerships, enriching professional development, cultivating an entrepreneurial culture, expanding technology, and strengthening community engagement. The plan was created through an extensive strategic planning process involving environmental scans, surveys, community input, and literature reviews to identify goals that address the needs of Houston, the college, and the nation.
Led full cycle development of strategic plan for North Forest ISD, a low-performing K-12 school district in Houston, Texas. Plan was approved by Board of Managers and with wide community and internal involvement using rapid development process to complete in 3 months rather than typical 18 month time period.
The document is a development plan for the Teesside University Powerlifting Club for 2015-2016. The plan outlines several goals for the club including winning various powerlifting competitions, developing coaches and referees within the club, hosting their own competitions, improving recruitment and retention of members, and strengthening the leadership committee. It also details strategies for achieving these goals in areas such as communications, finances, kit and equipment, social events, and competitions. The overall aim is to continue successful development of the club and establish it as a leading powerlifting program in the region.
This strategic plan sets goals to ensure college readiness and success for Marin City youth through 2026. It identifies essential elements like literacy and career exploration. The plan has three pillars: programs, financial sustainability, and organizational infrastructure. For programs, it will research and develop new elements, assess collaborators, and track student outcomes. Financially, it will create long-term plans and expand fundraising. For infrastructure, it will examine structure and ensure effective governance.
The document summarizes the findings and proposed actions from a 2015 school review. Key findings include the need to encourage innovative teaching practices, increase staff collaboration, and leverage student data to improve learning. Three proposed actions are outlined: 1) collaboratively redesign teaching programs to increase student engagement; 2) utilize student assessment data to inform future planning; and 3) improve the staffroom environment through decluttering and increased use of technology. Specific steps and timeframes are provided for implementing each proposed action over the next few years.
The document summarizes the kick-off meeting for strategic planning by the Los Angeles Community College District from 2012-2017. It includes an agenda for discussing the vision and timeline, evaluating progress on the current strategic plan, and agreeing on responsibilities and timelines for completing follow-up actions from accreditation. The committee will develop a new strategic plan to guide the nine colleges over the next 5 years by establishing goals, initiatives, and benchmarks to measure progress and close any gaps between the current state and desired future state.
This document outlines a strategic approach for librarians to better integrate themselves with academic departments by meeting individually with faculty members. It recommends emailing professors to discuss their research in person, following up after the meeting, and attending department seminars and events. The goal is for the librarian to become familiar with the scientific work and culture of the department so faculty will see them as a resource and include them in the community.
Strategic Technology Roadmap Houston Community College 2005schetikos
Developed this for very large community college with 90,000 student enrollment for Houston Community College. Ten Year strategic technology roadmap that was used to guide new CIO. For details contact Lafayette Howell 281-728-5842
Drexel University College of Engineering Strategic Plan 2013-2018Katherine Gamble
This document provides a strategic plan for the Drexel University College of Engineering for 2013-2018. The plan outlines the college's mission, vision, and core values. It then describes 4 strategic goals: 1) Build a research agenda that addresses society's most pressing challenges such as energy/environment, health, and cyberinfrastructure. 2) Create a boundaryless learning environment and empowering student experience through experiential learning, international experiences, online education, and partnerships with other colleges. 3) Be a catalyst for Drexel's Innovation Neighborhood by establishing research centers there and collaborative workspaces. 4) Redesign the college's financial architecture by growing research funding, leveraging intellectual property, expanding online programs, and
This document outlines a transformation journey and strategic plan for Houston Community College from 2019-2023. It discusses establishing an entrance plan, conducting an organizational assessment, developing a strategic plan with four pillars (student success, organizational stewardship, performance excellence, and innovation). Progress updates are provided on enrollment, awards, dual credit enrollment, student demographics, finances, and call center metrics. The final phase discusses implementing an organizational restructure to improve communication, collaboration, and student services across the college.
The document outlines plans to design an ultimate student experience for Houston Community College. It discusses strategic priorities such as access, retention, transfer, completion and job placement. The plan proposes consolidating student services into core functional areas focused on access, support services and special programs. It presents organizational charts and lists direct reports for new positions like the Vice Chancellor of Student Services and Associate Deans. The goal is to build strategic engagement through transforming student services across the college.
The document describes a process flow diagram template that can be customized with text boxes and icons. The template contains multiple sections that can each be edited individually. All images in the template are 100% editable in PowerPoint, allowing the user to change properties like color, size, and orientation. Instructions are provided on how to ungroup objects to edit them and how to change the color of shapes.
Session One Definition Purpose Function And Process Of Strategic Planning Not...Peterj1953
This document provides guidance on developing a strategic plan for schools. It outlines key components of strategic planning including defining the purpose and process. It discusses important stakeholders in the planning process such as the board, head, staff, donors, and parent/community groups. The document also covers assessing the school's starting point, both internally in terms of vision, mission, and operations, and externally in terms of associations and local government. It provides a framework and guidelines for establishing objectives and criteria to guide the strategic plan.
The document discusses various topics related to human resource management and strategic management. It defines management and its key factors. It then defines human resource management and discusses its role, objectives, and activities. It covers topics like HR planning, trends, strategy, tools, technology, and their application. It also discusses challenges faced by HR and how HR activities focus on productivity, quality, and services.
Lewis and Clark Community College Strategic Plan 2013-2017lewisandclarkcc
This document outlines Lewis & Clark Community College's five-year strategic plan from FY 2013 to FY 2017. It reaffirms the college's mission, purposes, vision, and values, and makes some minor revisions based on feedback. An environmental scan identifies strengths, opportunities, challenges, and 21 change drivers and mandates impacting the college. The plan defines four strategic focus areas and associated goals and strategies to guide the college's priorities and resource allocation over the five years. An implementation plan and timeline are included to achieve the strategic goals.
Military veterans often pursue higher education using GI Bill benefits. This document examines how colleges recognize military training and experience. It finds that while many colleges award credit for military experience, policies are inconsistent. In 2010, staff were more likely than administrators to say credit would be given, showing a disconnect. By 2012, more administrators understood the policies. Following American Council on Education guidelines for transferring military credit was reported by over half of staff and administrators in 2010, but fewer staff reported doing so in 2012. Membership in Servicemembers Opportunity Colleges, which helps veterans access education, was also inconsistently understood and reported increasing from 2010 to 2012.
Dr. Kritsonis has traveled and lectured extensively throughout the United States and world-wide. Some international travels include Australia, New Zealand, Tasmania, Turkey, Italy, Greece, Monte Carlo, England, Holland, Denmark, Sweden, Finland, Russia, Estonia, Poland, Germany, Mexico, the Caribbean Islands, Mexico, Switzerland, Grand Cayman, Haiti, St. Maarten, St. John, St. Thomas, St. Croix, St. Lucia, Puerto Rico, Nassau, Freeport, Jamaica, Barbados, Martinique, Canada, Curacao, Costa Rico, Aruba, Venezuela, Panama, Bora Bora, Tahiti, Latvia, Spain, Honduras, and many more. He has been invited to lecture and serve as a guest professor at many universities across the nation and abroad.
The document discusses various educational opportunities and financial benefits available to Georgia National Guardsmen, including Federal Tuition Assistance which covers 100% of tuition up to $4,500 per year, as well as scholarships from specific colleges that are available to Guardsmen such as the Georgia Military Scholarship from North Georgia College & State University which provides a full four-year ride worth $62,000. Additionally, programs like the Montgomery GI Bill, ROTC, and Simultaneous Membership Program provide further educational funding and benefits to Guardsmen in Georgia pursuing higher education goals.
2012 09 17 cyp update final report on charter schools on military installationsNavy CYP
The document provides a report on charter schools located on military installations. It summarizes 7 charter schools across 6 states, providing details on each school such as location, grades served, population size, and percentage of military-connected students. It also notes that the preparation of the report cost the Department of Defense approximately $17,000.
2012 09 17 cyp update final report on charter schools on military installationsNavy CYP
The document provides a report on charter schools located on military installations. It summarizes 7 charter schools across 6 states, providing details on each school such as location, grades served, population size, and percentage of military-connected students. It also notes that charter schools can provide educational options for military families but depend on state laws and local capacity. Data on military-connected student performance is limited without a military student identifier.
2012 09 17 cyp update final report on charter schools on military installationsNavy CYP
The document provides a report on charter schools located on military installations. It summarizes 7 charter schools across 6 states, providing details on each school such as location, grades served, population size, and percentage of military-connected students. It also notes that charter schools can provide educational options for military families but depend on state laws and local capacity. Data on military-connected student performance is limited without a military student identifier.
The document discusses bridging the gap between high school ROTC students and college student veterans by educating ROTC students about the Student Veterans of America organization. It conducted research that found ROTC advisors and recruiters lacked information about SVA benefits and many student veterans felt unprepared when entering college. The campaign aimed to increase awareness of SVA among ROTC students by 15% through workshops connecting them with members of the Delaware State University SVA chapter, called DSU Forces. The workshops empowered students to build long-term college plans and over a third sought additional SVA information. Focus groups and surveys provided data to design an effective outreach campaign.
Studies show that completion rates for associate degrees were higher among students who earned credit through prior learning assessments (PLA) than those who did not. Miami Dade College (MDC) is taking steps to help veterans complete their degrees through various PLA options like credit for military experience, exams, and training. Data shows MDC's approach is working, with 71% of first-time students receiving PLA credit completing compared to 18% without. MDC is now part of a project to develop "road maps" guiding veterans to accelerate time to completion based on their military training and experience.
Massanutten Military Academy offers a summer JROTC program that provides leadership training through its LET (Leadership Education Training) courses. The five-week program includes core classes and electives, and prepares cadets for college and careers through hands-on learning. The JROTC program is accredited by the US Army and one of few that hosts its JCLC (Junior Cadet Leadership Camp) on site. Participation in JROTC does not require military service.
The document discusses advising veterans at Empire State College. It notes that Empire State College has developed programs and services specifically for military and veteran students, including dedicated advisors. These advisors receive training on issues like PTSD and TBI that some veterans may experience. The presentation emphasizes the importance of flexibility, cultural understanding, and accessibility of information when advising veteran students.
The document summarizes the kick-off meeting for strategic planning by the Los Angeles Community College District from 2012-2017. It includes an agenda for discussing the vision and timeline, evaluating progress on the current strategic plan, and agreeing on responsibilities and timelines for completing follow-up actions from accreditation. The committee will develop a new strategic plan to guide the nine colleges over the next 5 years by establishing goals, initiatives, and benchmarks to measure progress and close any gaps between the current state and desired future state.
This document outlines a strategic approach for librarians to better integrate themselves with academic departments by meeting individually with faculty members. It recommends emailing professors to discuss their research in person, following up after the meeting, and attending department seminars and events. The goal is for the librarian to become familiar with the scientific work and culture of the department so faculty will see them as a resource and include them in the community.
Strategic Technology Roadmap Houston Community College 2005schetikos
Developed this for very large community college with 90,000 student enrollment for Houston Community College. Ten Year strategic technology roadmap that was used to guide new CIO. For details contact Lafayette Howell 281-728-5842
Drexel University College of Engineering Strategic Plan 2013-2018Katherine Gamble
This document provides a strategic plan for the Drexel University College of Engineering for 2013-2018. The plan outlines the college's mission, vision, and core values. It then describes 4 strategic goals: 1) Build a research agenda that addresses society's most pressing challenges such as energy/environment, health, and cyberinfrastructure. 2) Create a boundaryless learning environment and empowering student experience through experiential learning, international experiences, online education, and partnerships with other colleges. 3) Be a catalyst for Drexel's Innovation Neighborhood by establishing research centers there and collaborative workspaces. 4) Redesign the college's financial architecture by growing research funding, leveraging intellectual property, expanding online programs, and
This document outlines a transformation journey and strategic plan for Houston Community College from 2019-2023. It discusses establishing an entrance plan, conducting an organizational assessment, developing a strategic plan with four pillars (student success, organizational stewardship, performance excellence, and innovation). Progress updates are provided on enrollment, awards, dual credit enrollment, student demographics, finances, and call center metrics. The final phase discusses implementing an organizational restructure to improve communication, collaboration, and student services across the college.
The document outlines plans to design an ultimate student experience for Houston Community College. It discusses strategic priorities such as access, retention, transfer, completion and job placement. The plan proposes consolidating student services into core functional areas focused on access, support services and special programs. It presents organizational charts and lists direct reports for new positions like the Vice Chancellor of Student Services and Associate Deans. The goal is to build strategic engagement through transforming student services across the college.
The document describes a process flow diagram template that can be customized with text boxes and icons. The template contains multiple sections that can each be edited individually. All images in the template are 100% editable in PowerPoint, allowing the user to change properties like color, size, and orientation. Instructions are provided on how to ungroup objects to edit them and how to change the color of shapes.
Session One Definition Purpose Function And Process Of Strategic Planning Not...Peterj1953
This document provides guidance on developing a strategic plan for schools. It outlines key components of strategic planning including defining the purpose and process. It discusses important stakeholders in the planning process such as the board, head, staff, donors, and parent/community groups. The document also covers assessing the school's starting point, both internally in terms of vision, mission, and operations, and externally in terms of associations and local government. It provides a framework and guidelines for establishing objectives and criteria to guide the strategic plan.
The document discusses various topics related to human resource management and strategic management. It defines management and its key factors. It then defines human resource management and discusses its role, objectives, and activities. It covers topics like HR planning, trends, strategy, tools, technology, and their application. It also discusses challenges faced by HR and how HR activities focus on productivity, quality, and services.
Lewis and Clark Community College Strategic Plan 2013-2017lewisandclarkcc
This document outlines Lewis & Clark Community College's five-year strategic plan from FY 2013 to FY 2017. It reaffirms the college's mission, purposes, vision, and values, and makes some minor revisions based on feedback. An environmental scan identifies strengths, opportunities, challenges, and 21 change drivers and mandates impacting the college. The plan defines four strategic focus areas and associated goals and strategies to guide the college's priorities and resource allocation over the five years. An implementation plan and timeline are included to achieve the strategic goals.
Military veterans often pursue higher education using GI Bill benefits. This document examines how colleges recognize military training and experience. It finds that while many colleges award credit for military experience, policies are inconsistent. In 2010, staff were more likely than administrators to say credit would be given, showing a disconnect. By 2012, more administrators understood the policies. Following American Council on Education guidelines for transferring military credit was reported by over half of staff and administrators in 2010, but fewer staff reported doing so in 2012. Membership in Servicemembers Opportunity Colleges, which helps veterans access education, was also inconsistently understood and reported increasing from 2010 to 2012.
Dr. Kritsonis has traveled and lectured extensively throughout the United States and world-wide. Some international travels include Australia, New Zealand, Tasmania, Turkey, Italy, Greece, Monte Carlo, England, Holland, Denmark, Sweden, Finland, Russia, Estonia, Poland, Germany, Mexico, the Caribbean Islands, Mexico, Switzerland, Grand Cayman, Haiti, St. Maarten, St. John, St. Thomas, St. Croix, St. Lucia, Puerto Rico, Nassau, Freeport, Jamaica, Barbados, Martinique, Canada, Curacao, Costa Rico, Aruba, Venezuela, Panama, Bora Bora, Tahiti, Latvia, Spain, Honduras, and many more. He has been invited to lecture and serve as a guest professor at many universities across the nation and abroad.
The document discusses various educational opportunities and financial benefits available to Georgia National Guardsmen, including Federal Tuition Assistance which covers 100% of tuition up to $4,500 per year, as well as scholarships from specific colleges that are available to Guardsmen such as the Georgia Military Scholarship from North Georgia College & State University which provides a full four-year ride worth $62,000. Additionally, programs like the Montgomery GI Bill, ROTC, and Simultaneous Membership Program provide further educational funding and benefits to Guardsmen in Georgia pursuing higher education goals.
2012 09 17 cyp update final report on charter schools on military installationsNavy CYP
The document provides a report on charter schools located on military installations. It summarizes 7 charter schools across 6 states, providing details on each school such as location, grades served, population size, and percentage of military-connected students. It also notes that the preparation of the report cost the Department of Defense approximately $17,000.
2012 09 17 cyp update final report on charter schools on military installationsNavy CYP
The document provides a report on charter schools located on military installations. It summarizes 7 charter schools across 6 states, providing details on each school such as location, grades served, population size, and percentage of military-connected students. It also notes that charter schools can provide educational options for military families but depend on state laws and local capacity. Data on military-connected student performance is limited without a military student identifier.
2012 09 17 cyp update final report on charter schools on military installationsNavy CYP
The document provides a report on charter schools located on military installations. It summarizes 7 charter schools across 6 states, providing details on each school such as location, grades served, population size, and percentage of military-connected students. It also notes that charter schools can provide educational options for military families but depend on state laws and local capacity. Data on military-connected student performance is limited without a military student identifier.
The document discusses bridging the gap between high school ROTC students and college student veterans by educating ROTC students about the Student Veterans of America organization. It conducted research that found ROTC advisors and recruiters lacked information about SVA benefits and many student veterans felt unprepared when entering college. The campaign aimed to increase awareness of SVA among ROTC students by 15% through workshops connecting them with members of the Delaware State University SVA chapter, called DSU Forces. The workshops empowered students to build long-term college plans and over a third sought additional SVA information. Focus groups and surveys provided data to design an effective outreach campaign.
Studies show that completion rates for associate degrees were higher among students who earned credit through prior learning assessments (PLA) than those who did not. Miami Dade College (MDC) is taking steps to help veterans complete their degrees through various PLA options like credit for military experience, exams, and training. Data shows MDC's approach is working, with 71% of first-time students receiving PLA credit completing compared to 18% without. MDC is now part of a project to develop "road maps" guiding veterans to accelerate time to completion based on their military training and experience.
Massanutten Military Academy offers a summer JROTC program that provides leadership training through its LET (Leadership Education Training) courses. The five-week program includes core classes and electives, and prepares cadets for college and careers through hands-on learning. The JROTC program is accredited by the US Army and one of few that hosts its JCLC (Junior Cadet Leadership Camp) on site. Participation in JROTC does not require military service.
The document discusses advising veterans at Empire State College. It notes that Empire State College has developed programs and services specifically for military and veteran students, including dedicated advisors. These advisors receive training on issues like PTSD and TBI that some veterans may experience. The presentation emphasizes the importance of flexibility, cultural understanding, and accessibility of information when advising veteran students.
http://twitter.com/collegesearches/status/22845914387 CJU100 – Introduction to Administration of Justice (3) Provides an overview of the criminal justice process in the United States and the world. Topics include with the roles of police, courts and correctional institutions.
Georgia Military College has a main campus in Milledgeville and seven satellite campuses across Georgia. It educates approximately 500 Georgia National Guardsmen per year through 30 full-ride state service scholarships worth nearly $20,000 annually to cover all expenses. Enlisted Guardsmen may participate in a program as cadets in the Georgia Guard, receiving additional monthly pay and benefits, while other ROTC scholarships are also available.
This document summarizes the inaugural recipients of the Jeremy Kane Scholarship at Rutgers University-Camden. It provides details about each of the four student veteran recipients, including their military service backgrounds, current studies at Rutgers-Camden, and how they plan to use the $750 scholarship awards. It also provides context about the scholarship, which was established after Jeremy Kane, a Rutgers-Camden student and Marine veteran, was killed in Afghanistan in 2010. The scholarship is funded through an annual 5K run held in his honor.
Appraising the state of maintenance and management of available secondary sch...Alexander Decker
This study examined the relationship between maintenance and management of school facilities and student academic performance in Cross River State, Nigeria. The researchers surveyed 235 stakeholders and found that 87.1% agreed that properly maintained facilities positively impact student performance. The study recommends that the Cross River State government sustain increased education budgets to ensure adequate and continuous upkeep of school infrastructure to support learning goals.
EducationUSA Weekly Update, #359, December 16, 2013EducationUSA
Accredited U.S. educational institutions can publicize their financial aid opportunities and campus news to the EducationUSA network of over 400 centers in 170 countries through our free service: EdUSA Weekly Update. EducationUSA advising centers will, in turn, circulate this information through a multitude of international channels via social media, newsletters, bulletin boards, websites, and more!
This newsletter from the U.S. Department of Education discusses topics related to supporting military families and children. It announces that April is designated as Month of the Military Child to recognize the sacrifices made by children with parents serving in the military. It also provides updates on the Elementary and Secondary Education Act reauthorization process and engagement with the Department of Defense on issues related to military-connected students. Additionally, it shares news items about programs supporting military-connected youth.
This document lists 30 reference links for students at WRHS to use in their research. It includes links to the school's media center site, Google tools like Google Earth and Google Scholar, translation tools, libraries like Project Gutenberg and the Million Book Project, dictionaries, quotations, maps, business resources, news sites, government facts, and more specialized resources in areas like mythology, word origins, astronomy, math, and public records.
1) The document is a script for a student-made video about a student named Emily experiencing panic and stress over an upcoming English paper due date in the school media center.
2) Another student named Michael notices Emily's distress and mistakes her panic symptoms for chicken pox, spraying disinfectant around her.
3) Emily explains to Michael that she is just stressed over her paper and not sick, and Michael offers to help her get organized to ease her anxiety and help with her research.
Ub d & technology integration plan frit 8530lanelee77
Laura L. Lee outlines a technology integration plan and podcasts for a college success course called GMC 101. The course is a hybrid format with 2 hours in class and 1 hour online. It covers topics like the history of the college, available resources and technology, academic planning, and financial aid. Weekly activities include setting up online profiles, discussions, presentations, and tutorials on registration. Resources listed include the college website and catalog, financial aid information, and articles on the benefits of college. Worksheets provide guidance for students to set up their online profiles and identify campus services and contacts.
Memo to the Principal: October 2011 Eventslanelee77
The media center at WRHS has a busy month of activities planned for October. They will hold book talks in 9-12 English classes about an upcoming author visit on October 13th by Robin Epstein. They will also assist with standardized testing and collaborate with English classes on research skills. Additionally, they will hold a Books-A-Million fundraising night and weekly meetings of the Scorchin' Scholars book club.
This document provides tips for improving Google search skills, including using specific keywords rather than questions, avoiding extra words, being specific rather than ambiguous, using brevity, checking spelling, becoming familiar with operators like minus signs, wildcards, and quotes, and citing image sources. The overall goal is to fine-tune search skills to get more valid and reputable results.
Leapfrog tag, i pod touch, $100 funding grantlanelee77
The document is a grant application from Laura L. Lee, a media center student at Carter Elementary School in Macon, Georgia, for a Leap Frog Tag reading system. Her project idea is to create a virtual literacy center in the media center using the Tag system to develop literacy skills for pre-K and kindergarten students through activities like recording students reading passages aloud and comparing to a recording, and having students work in small groups with sight words. She describes how students would benefit from individual and group work developing reading skills using the interactive Tag system.
The document provides a summary of the analysis of the HMS Media Center based on the Georgia DOE 2010 Library Media Program Self-Evaluation Rubric. It rates the media center in three categories: Student Achievement and Instruction, Staffing, and Facilities, Access & Resources. For Student Achievement and Instruction, the media center meets proficient or exemplary levels in areas like information literacy integration, collaborative planning, and addressing diverse learners. For Staffing, it only meets the basic level due to lack of support staff. For Facilities, Access & Resources, it meets proficient or exemplary levels in areas like scheduling flexibility, resources, and online access.
Laura L. Lee has over 10 years of experience as an academic advisor and educator. She holds a Bachelor's degree in Communication and Information Technology from Macon State College and expects to earn a Master's degree in Instructional Technology from Georgia Southern University in December 2011. Currently she works as an Academic Advisor at Georgia Military College, advising students on programs of study and career goals. Previously she advised students at Georgia Southern University and has student practicum experience working in several school media centers. She has received professional awards and is a member of NACADA.
The document provides information about a Legal Environment of Business classroom located in rural Douglas, Georgia. It consists of 28 diverse students in terms of age, gender, race, socioeconomic background, and learning styles. The goal is to educate students on how advances in computer technology impact business law. Several motivational strategies are proposed, including providing access to technology, allowing music on Mondays, and using social networking. The strategies aim to engage different learning styles and keep students motivated to learn the material.
Laura L. Lee has a Bachelor's degree in Communication and Information Technology from Macon State College and a Master's degree in Instructional Technology from Georgia Southern University. She currently works as an academic advisor at Georgia Military College - WR and Georgia Southern University, advising students on programs of study and career goals. She has also completed practicum experiences at several media centers and received professional awards including Employee of the Quarter and Employee of the Year.
This document provides tips for improving Google search skills, including using specific keywords rather than questions, avoiding ambiguous terms, keeping searches brief, and learning about Boolean operators to refine results. It recommends becoming familiar with operators like minus signs, wildcards, and quotes to exclude or include exact phrases. The bibliography lists image sources.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Institutional Strategic Plan
1. Georgia Military College Strategic Planning Report 1
Strategic Planning and Georgia Military College
Strategic Planning and Georgia Military College
Laura L. Lee
Georgia Southern University
EDLD 8135: Strategic Planning
Strategic Planning Report
Georgia Military College
2. Georgia Military College Strategic Planning Report 1
Milledgeville, Georgia
DLCs
Atlanta, Georgia
Augusta, Georgia
Columbus, Georgia
Sandersville, Georgia
Valdosta, Georgia
Warner Robins, Georgia
Georgia Military College was established in 1879 as Middle Georgia Military and
Agricultural College by an act passed through the Georgia General Assembly. According to
Georgia Military College, the act cited that it was established to “educate young men and women
from the Middle Georgia area in an environment which fosters the qualities of good citizenship.”
Georgia Military College was chartered in Milledgeville, Georgia – which served as the
Civil War era capitol city of Georgia from the years 1806 – 1868, eleven years after the capitol‟s
relocation to its current city of Atlanta. As a result, the state‟s former Old Capitol Building in
Milledgeville along with its surrounding property was deeded to the college.
According to the college, its name was officially changed to Georgia Military College in
1900. State legislative acts in 1920 and 1922 severed all ties between Georgia Military College
and the University System of Georgia, as it still remains today in 2008. A Board of Trustees was
appointed to oversee all operations of the college, making the college a private state institution.
In 1950, the War Department declared Georgia Military College a “Military Junior College,”
where today the academic institution remains one of only five military junior colleges remaining
in the United States.
The Georgia Military College website www.gmc.cc.ga.us states the following, “The
Georgia Military College of today is made up of a two-year liberal arts multi-campus junior
college and a preparatory school (grades 6-12). The college is a co-educational public institution
operating under the direction of a publicly elected Board of Trustees.”
3. Georgia Military College Strategic Planning Report 1
Georgia Military College is a SACS (Commission on Colleges of the Southern
Association of colleges and Schools to award associate degrees) accredited, co-educational
junior college of Georgia with a liberal arts focus. The college‟s “home” campus still resides in
Milledgeville with its Board of Trustees still conducting its official academic business in the
promotion of the day-to-day operations of the college within the walls of the historic Old Capitol
Building chamber. In the decade of the 1980s, Georgia Military College expanded its education
to include satellite DLCs (Distance Learning Centers) in five major Georgia regions – Atlanta
(Union City), Warner Robins, Augusta, Columbus and Valdosta – and smaller developing
satellite campus in Sandersville. Each of these cities are representative of major Army or Air
Force bases in Georgia, for instance, Warner Robins is the home to Robins Air Force Base,
located approximately thirty miles outside of Macon in the middle Georgia community.
Georgia Military College notes that ninety-five percent of its student body consists of
commuter students (the other five percent live in campus housing facilities located only on the
Milledgeville campus). The college boasts that its faculty is well-equipped to work with junior
college students who may need extra assistance with remediation/learning support courses. The
Georgia Military College website states that Georgia Military College students transfer in
impressive numbers to four-year colleges or universities in Georgia or elsewhere where they find
they are fully competent to complete bachelor degree-level work. Others gratefully report that
the Associates Degree they earned at Georgia Military College has assisted their advancement in
the workplace.”
Georgia Military College‟s strategic plan report is posted to the school‟s website for FY
2005 – FY 2009 with the date October 2003, effective date of Fall 2004. The contents include
the vision statement, with three targets that include Improve Enrollment, Improve Student
4. Georgia Military College Strategic Planning Report 1
Learning and Improve Character Education along with a strategic planning calendar for the
academic year 2003 – 2004.
Mission Statement
The mission of Georgia Military College is to produce educated, contributing citizens by
providing its high school and middle school students an inclusive college preparatory curriculum
and its college students a liberal arts based two-year undergraduate curriculum in an environment
conducive to the holistic development of the intellect and character of its students.
Vision Statement
Georgia Military College will be an institution that is recognized by the citizens of
Georgia as a model of educational excellence and student success. Its renown will arise from the
character, intellectual skills, and performance of its graduates. The students will respect the
faculty for their caring attitude and ability to help them grow in all human dimensions and for
their mentoring in a community of learners. The institution will be respected for its caring and
high-qualified faculty and staff who are focused on student learning and student success. It will
possess facilities that support the institution‟s mission and purpose. The students and graduates
will be proud to claim Georgia Military College as their alma mater and will be known and
sought after as men and women destined to be leaders in their generation.
The plan states that the purpose of Georgia Military College is to impact the educational
process of its students through two dimensions. Having these two dimensions include, according
to Georgia Military College, “the capacity to act upon one‟s knowledge, provide an individual
the ability to function as a responsible citizen within a republic. Georgia Military College
graduates shall have an appreciation for the centrality of education as a lifelong pursuit.” The
report‟s purpose continues to reinforce the importance of its students to be strong community
5. Georgia Military College Strategic Planning Report 1
leaders, role models to their fellow citizens, respectful of the dignity and humanity of others and
adaptable to changing environments. This report also encourages a strong partnership between
students, faculty and staff. (Kaufman, et al, 2002 p. 3-4)
The strategic planning process encompasses three greater elements to include, scoping,
planning and implementation and continuous improvement. During the first phase of scoping,
one must identify and pinpoint the institution‟s needs and define the institution‟s current mission
statement. For the second phase of planning, one must identify the SWOTs (or strengths,
weaknesses, opportunities and threats) of the organization, determine the long-term and short-
term missions and establish the strategic plan. In the third stage of implementation and
continuous improvement, the tactical and operational plans are settled, necessary resources are
secured, which are then either implemented or used for enhancements, or a combination of both.
At the end of the process, there becomes the opportunity to determine efficiency and
effectiveness for the next future strategic planning process. With strategic planning there are six
areas of critical success factors, each will be highlighted in the following paragraphs.
1. Shift your paradigm to be larger and more inclusive – focus at the mega-level,
and think globally as you act locally. According to the authors in the text Educational Planning:
Strategic, Tactical, and Operational, “educational planning intends to create a better future for
individuals, groups, organizations, and a shared society.” (Kaufman, et al, 2002 p. 13). At the
mega-level, one must detail the kind of society he/she wishes to create -- the ideal future world
for following generations. Within the Georgia Military College mission statement, the college‟s
focus is on emphasizing the leadership, character and citizenship of each student within his/her
community. It stresses the importance of building strong, healthy relationships between the
faculty and the staff and the student. It its worded of “students will be proud to claim Georgia
6. Georgia Military College Strategic Planning Report 1
Military College as their alma mater and will be known and sought after as men and women
destined to be leaders of their generation,” it gives the indication that the motives behind
developing the student‟s leadership, character and citizenship traits is less for the benefit of the
community – and more for the benefit of the college itself. To fall better in line with the text
book‟s mantra of thinking globally, it should instead strive to develop leaders with the aspiration
to produce positive change in the world for the greater good of the community, not simply for the
college‟s own reputation.
2. Differentiate between ends and means (distinguish between what and how). The
“ends” are the final product and the “means” are what yield the final product. In education, the
text authors provide the following examples of the ends: the graduates, the self-sufficient
students, the license holders, etc. In education the means are time, money, resources, people,
facilities and methods are teaching, learning, supervising, planning, etc. (Kaufman, et al, 2002 p.
18) It is important for one to focus on the ends and then determine the means in strategic
planning measures. As the authors observe, “By distinguishing between ends and means, the
differences between mastery and competence versus teaching and learning become clear.
(Kaufman, et al, 2002 p. 19) This is a difficult objective to be achieved by many strategic
planners. It is all too often easy to get caught up in actions that are thought to be needed. One
must train himself/herself to take a step back and consider the big picture. The Georgia Military
College plan is guilty of this predicament. Most every sentence in this plan begins with every
single one of these action verbs, achieve, improve, implement, redress, evaluate, develop,
promote, assess, review, provide, refine, strengthen and conduct. There is not a lot of meat to the
plan either, many phrases and loose statements. That is a lot of acting, where the focus needs to
be on what the accomplishments/ends ideally need to exhibit. Instead the strategic goals would
7. Georgia Military College Strategic Planning Report 1
make a stronger statement if the projected end results were stated first. Once these goals have
been established and stated as objectives, then the planning group should address each one
individually.
3. Plan using (and linking) all three levels of results. There are three levels of
planning, and these are the mega, micro and macro. The mega-level results require one to
identify the desired outcomes and brainstorm the processes or products that will deliver these
desired results. Instead of thinking about planning as assembling a bunch of puzzle pieces to
achieve one big picture, one should view the planning process as a system that flows in different
directions and possesses multiple options in order to attain optimal results. As the text authors
point out, “Linking and integrating all the levels provides effective and efficient educational
consequences – if we first have chosen the correct outcomes.” (Kaufman, et al, 2002 p. 30) The
Georgia Military College vision, mission and statement of purpose makes statements about what
the college will do (action), such as “Georgia Military College graduates will produce…will
understand…will be successful.” It is as though the college is issuing vague proclamations that
are admirable but not exactly concise. The document is not representative of a seamless,
organizational process. The strategies are simple, one sentence efforts for most every objective.
For instance, one objective states, “Improve academic advisement of students.” The strategy is
one mere weak sentence response to “redress specific areas of significant weakness identified by
the ACT advising survey of 2003.” Another objective/strategy is to “improve student
satisfaction by addressing customer service and staff training deficiencies.” Speaking as a
former employee from 2003-2008, there were never any customer service classes or additional
training sessions for staff and faculty to beef up their customer relations skills!
8. Georgia Military College Strategic Planning Report 1
4. Use an ideal vision as the underlying basis for planning (don’t be limited by
current restraints nor limit the vision to your organization alone). The authors refer to this as a
sort of “practical dreaming.” (Kaufman, et al, 2002 p. 43) In writing an academic institution‟s
visions statement, planners must incorporate a vision for an ideal world for which future
generations may thrive in harmony. Realists must overcome any aversions to this type of
thinking and allow themselves to channel their inner idealists for the planning process. In
reviewing the Georgia Military College vision statement it misses the mark. This vision does
make reference to a drive to make members of the student body into model citizens of Georgia,
possessing strong character. It further to stresses the commitment between faculty and staff to
forge caring and nurturing relationships with the students. This is a noble trait but needs more
elaboration beyond this level to ascertain the ideal vision as portrayed by the text authors.
5. Prepare all objectives – including mission objectives – to include rigorous,
precise, clear statements of both where you are headed and how you will know when you have
arrived. This critical success factor is a crucial element to the strategic planning process. A
noteworthy analogy presented by the authors sums it up nicely, “When doing a strategic plan, the
common „North Star,‟ toward which all can steer, has to be both precise and measurable.
Strategic planning depends on precise, measurable, valid mission objectives that state the
purpose and the destination of the organization along with the precise criteria for assessing
success.” (Kaufman, et al, 2002 p. 55) The Georgia Military College mission is very broad and
nonchalant. It does not clearly and concisely address the college‟s objectives in direct manner as
prescribed by the text‟s authors.
6. Need is a gap between current results and desired or required ones (not a gap in
resources, methods, or means). The authors make an eye-opening point when they point out a
9. Georgia Military College Strategic Planning Report 1
new way of thinking about the word “need.” Cease thinking about the terminology need as a
verb and think about it in a new light as a noun. Stop thinking, “We need this….” Think about
need as way to bridge to broken links within the plan. (Kaufman, et al, 2002 p. 76) There again,
with the Georgia Military College strategic plan, everything is written in short, choppy phrases,
often opened with action verbs. There is little to no elaboration of objectives and strategies. It is
overall a weak document.
Georgia Military College – Strategic Plan Revision
Vision Statement
10. Georgia Military College Strategic Planning Report 1
Graduates will be self-reliant and self-sufficient in their lives, community and country.
Men and women will live above the poverty level and maintain employment with strong a work
ethic and survival skills. All lives will be sustained by proper healthcare and nutrition. Deaths
and weaknesses will not manifest as a result of these variables. Diseases and illnesses from
infectious diseases will never be a factor in loss of life or sickness. Violence, crimes and rape
will be obliterated. There will be destruction or harm to environmental elements and species.
Deaths or quality of life reductions will not occur at the hands of addiction, substance abuse or
emotional health disorders.
Mission Statement
The mission of Georgia Military College will be to enhance the academic, cultural,
literary, philanthropic, character and fiscal livelihoods of its student body and campus
community. Georgia Military College students will achieve the building block skills of a well-
rounded curriculum by supportive faculty and staff in their pursuit of a quality liberal arts two-
year undergraduate curriculum.
Mission Objectives and Function Analysis
Mission Objective 1
Georgia Military College will increase new student enrollments annually by a full 10% or
more throughout the Georgia Military College campuses. Retention rates will meet a goal of
100%. To keep in line with the projected enrollment growth and retention, the headcount to
credit hour ratio will increase by 5% annually.
Functions and Tasks
1. There will be 100% participation in all Georgia public and private middle and high
schools, community and PROBE fairs to maximize college recognition.
11. Georgia Military College Strategic Planning Report 1
2. 100% of high school seniors will receive recruiting materials through either postal or
email initiatives.
3. Every business and organization in Georgia will be provided recruitment materials,
posters and applications, emphasizing programs for non-traditional, working college
students.
4. All Learning Support students will be closely monitored by Life Key‟s faculty for
sufficient academic progress. All first time freshmen will be closely monitored by
Student Success faculty for sufficient academic progress. Free tutoring and support
services will be available at flexible times to assist students. This will lead to a 100%
annual retention rate.
5. Students in danger of failing or falling below a 2.5 GPA will be required to attend
tutoring sessions and faculty-lead out of class workshops and peer-tutor lead study
groups. This also will lead to a 100% annual retention rate.
6. Student Affairs will provide student-centered events, workshops and services, along with
philanthropic initiatives, to promote a sense of fellowship and community on campus and
in the campus community. This also will lead to a 100% annual retention rate
Mission Objective 2
Georgia Military College students will develop and demonstrate the college‟s core
intellectual proficiencies, obtaining two-year liberal arts degrees and transferring to four-year
universities or successfully transitioning into the work force.
Proficiencies as established by the Board,
Critical and ethical thinking
Effective and analytical reading and writing
12. Georgia Military College Strategic Planning Report 1
Effective oral communication
Effective mathematical and analytical reasoning
Effective use of technology and an understanding of the role of technology in society
An understanding of historical, political, social and economic development
Functions and Tasks
1. Curriculum committees will continuously review and revise master syllabi to maintain
continuity, streamline goals and meet core proficiencies.
2. Department coordinators will work one-on-one with and provide support to new faculty
and adjunct faculty to ensure syllabi goals are understood and being met.
3. 100% of graduating students will agree or strongly agree with the following statements
appearing on the official graduation survey each quarter,
a. Georgia Military College helped me to develop the intellectual proficiencies to
meet and exceed my educational goals.
b. Georgia Military College helped me develop my ability to think critically and
independently.
c. Georgia Military College helped me to learn to function in a professional setting
and to act with ethical awareness.
Mission Objective 3
Georgia Military College will improve academic advisement of students in alignment
with the annual ACT advising survey. Faculty and advisor satisfaction rate will receive a 100%
score.
Functions and Tasks
13. Georgia Military College Strategic Planning Report 1
1. The annual ACT survey will reflect the level of student satisfaction in reference to
advising to be greater than that of the national norm.
2. Advisors and faculty will attend quarterly advising workshops lead by the
assistant academic dean at each campus to refresh and enhance current advising
skills and to be educated on revisions and additions to the catalog.
3. Advising manuals will be updated and printed each year, along with online
versions linked through the faculty/staff webpage, to serve as desktop references
during advisement session.
4. Registration and advising dates and times will be flexible and extensive to meet
the needs all of students.
5. Online registration portals will be available for efficient registration for upper
class students.
6. Student surveys will provide feedback on each advisor‟s skills.
Mission Objective 4
Georgia Military College will improve the degree of academic success of Learning
Support Services students. Learning support students will achieve a 100% success rate and will
progress into college level courses and graduate with a two-year degree.
Functions and Tasks
1. Learning Support students will continue to be monitored by Life Key‟s
coordinators to ensure sufficient progress.
2. Faculty will provide mid-term progress reports of struggling or failing Learning
Support students to these students assigned advisors for review. Advisors will
14. Georgia Military College Strategic Planning Report 1
contact these students to discuss academic needs and resources available through
the college. Follow-ups will then ensue.
3. Peer Leader students will be assigned to each Learning Support class to provide
peer guidance and support to these students.
4. Free tutoring and workshops will be provided at accommodating intervals for all
students.
Mission Objective 5
Georgia Military College will promote and improve character education within its student
body.
Functions and Tasks
1. Georgia Military College students will experience an enhanced and optimal
character education and ethical issues based academic learning environment and
curriculum through classroom and campus-wide initiatives.
2. Faculty will assign at least one reading assignment that promotes ethical and
moral thinking within the context of the course‟s subject matter. Students will
compose an essay on this topic.
3. 100% student participation will be required in the Honor Code workshop and
signing during freshmen orientation sessions at the beginning of each new quarter.
4. Students will have the option to earn the Exceptional Character certificate through
community, religious and campus philanthropic activities outside of class time.
5. GMC 154: Character Education course will be a part of the core curriculum for all
Georgia Military College graduates.
15. Georgia Military College Strategic Planning Report 1
6. Noel-Levitz surveys will be rendered each quarter to ensure national norms are
being exceeded.
Implementation of this plan will be overseen by the President and Academic Dean, in
conjunction with the appointed strategic planning committee, representing the main campus and
the individual DLC learning centers. A trickle down measure will follow from the committee to
each DLC director and DLC assistant academic dean. From the assistance academic dean
measures will flow to department coordinators to faculty and adjunct and from the DLC directors
to the support staff.
16. Georgia Military College Strategic Planning Report 1
References
Kaufman, R., Herman, J. and Watter, K. (2002).Educational Planning: Strategic, Tactical and
Operational. Lanham, Maryland and London: The Scarecrow Press, Inc.
Strategic Plan.Georgia Military College. FY 2005 – 2009.