2005-2015 President's Report

2005 2015 President’s Report

the

incredible

story of Georgia Gwinnett College

They call us

Game Changing because of what we’ve done in only 10 years

We did it, even when we were told it couldn’t be done.

In a decade, we built a modern, 21st Century campus with tradi-

about the students and with the students in mind.

In less than 10 years, GGC has granted degrees to more than

tions for the ages and time-honored values. We designed an afford-

3,000 women and men. All the while, GGC has received accolades

economic development needs of Georgia’s northeast region.

By treating our students as the single most important investment,

able, conveniently located, four-year college to meet the expanding In 2005, the dream of Gwinnett County and local community

leaders was realized with the founding of Georgia Gwinnett

College – the first new, four-year, public college in Georgia in more than 100 years. The county provided the University System of Georgia 160 acres specifically to enact that dream.

We established that the college would be a wellspring of

educational innovation, hallmarked by student engagement and

mentorship. We have created a campus with modern conveniences and a dynamic, well-educated faculty who are here to teach,

challenge and inspire. We gear programs toward first generation students, knowing that nearly half of our students are the first in

their family to earn a bachelor’s degree. More importantly, we don’t just talk about it, we do it in record time! Every building we design,

every sidewalk we fashion, every desk we place is for the students,

for its diversity, military friendliness, affordability and much more. we transform lives, families and communities.

As the world changes, so must higher education: how we teach,

how we learn, how we educate an entire generation who will lead this world into the 22nd Century.

I encourage you to read this report in detail and ponder just

what can be accomplished when an entire community bands together to improve its quality of life.

Our critics said it couldn’t be done. They called us an

experiment. But today, only 10 years later, they call us amazing ... transformative ... game changing.

Go Grizzlies!

Stanley C. “Staś” Preczewski, Ph.D. President

SUPPORTS OUR MODEL

everything

As an innovative model for 21st Century higher education and an access institution, GGC literally was built from the ground up for individual student success – no matter the level of academic preparation, learning style, work schedule or financial barrier.

Student engagement defines our culture With everything new that we do, we ask ourselves, “Will this idea support student engagement and success?”

Faculty teach, mentor and innovate Faculty are recruited, evaluated and rewarded based on their ability to effectively engage students.

To enhance communication, each faculty member is issued a smart phone.

They provide their numbers on every syllabus instead of offering ill-timed

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traditional office hours. Students may contact faculty with questions by phone, e-mail or text, and faculty are expected to respond promptly. Our faculty are routinely seen engaging with students in dining and study areas.

Faculty are encouraged to develop new and more effective instructional methods and to creatively engage their students, especially with opportunities outside the traditional classroom. Already, several faculty members and teams have won significant recognition for creating new technologies and approaches. Often, innovations involve student team members.

We are proactive We meet students where they are. If they need more support, faculty spend extra instructional time with them or refer them to a variety of tutoring or other support services. If they need more challenge, we have that covered, too, in our Honors Program.

We see education as a team effort. Students must do their part, but we must do our part, as well. Our faculty not only encourage students to challenge themselves, they reach out to those who are struggling. In addition to personal attention, words of encouragement or experienced advice can make all the difference between a student graduating or dropping out of school.

Every student matters – individually.

RESULTS 

“I planned to drop out.”

Financial struggles caused Candice Coulter’s

family to move frequently. After attending 13

schools and experiencing so much instability, she lost interest in learning. Her mother

encouraged her to enroll at GGC, where a

professor’s mentorship stopped Candice from dropping out. She not only rediscovered her

passion for learning, she became an influential

student leader. The first member of her family to

graduate from college, Candice, class of 2015, is GGC’s students have consistently given the college

serving in the Peace Corps and plans to use her

high scores in the National Survey on Student Engagement (NSSE).

bachelor’s degree in biology to pursue a career in

in all performance indicators and above the University System of

family members to enroll at Georgia Gwinnett.

GGC’s seniors score the college above the national NSSE averages Georgia’s averages when it participated in 2014. GGC frequently scores in the nation’s top 10 percent in several key indicators.

research. Her college success inspired six other

WE STRATEGICALLY PLANNED FOR

explosive grow From the beginning, GGC has had a precise mission and an equally precise plan for achieving that mission – strategically allocating resources to support each phase of planned growth and development as an institution, always with our emphasis on facilitating student success.

Students came by the thousands to the college’s presence. It is now one of the largest colleges

We needed a full-service, residential campus – fast Building the campus was a team effort. We worked closely

in the University System of Georgia and the Atlanta area. This

with the University System of Georgia and elected officials to

scale of growth is only possible when students are satisfied with

construct campus facilities in sync with GGC’s rapid enrollment

the quality and price of their education.

growth. Some facilities were provided with assistance from the GGC Foundation or through low-cost leases with the City of Lawrenceville and local businesses.

Student Headcount Fall 2006-2016

Each facility is designed with student success in mind,

14000 11468

12000 9397 9719*

10000

4000 1563

Smart, creative design provides a campus as

2947

beautiful as it is user-friendly and efficient.

We hired the best and brightest faculty and 2016

2015

2014

2013

2012

2011

2010

2009

2008

118

for individual or group work, to smart classroom

considerations.

788 2007

2000

for laptops, to the many study and gathering places

Sustainability and energy efficiency are constant

5380

6000

from the campus-wide availability of power and Wi-Fi

technologies and purposefully small classrooms.

7742

8000

0

10828

projected

13000

2006

2

The highly-populated local community quickly responded

staff who are dedicated to the college’s mission and vision.

*Growth purposefully paused to allow completion of additional facility capacity.

RESULTS  Since 2006, GGC has added about 1.2 million sq. ft. through public and private investments of nearly $300 million.

 GGC has grown from zero to almost 12,000 students in only 10 years.  GGC  The Library and Learning Center is LEED

has 1,154 faculty and staff, and a student:faculty ratio of 18:1.

Gold-certified (environmentally friendly) and the Student Center earned Silver. GGC has received a High Performance Health Schools Award and a Georgia Energy Challenge Certificate of Achievement.

th

GGC FUSES affordability WITH high-quality Our students receive a private education at a public price.

Reducing financial barriers is important for GGC students

About 92 percent of our students qualify for federal financial aid. Most students work at least part-time

to support themselves and their families – many work full-time or more than one job. For 2015-2016, tuition

and fees total less than $5,500 annually. This prices a bachelor’s degree at less than $22,000 for commuter

students. Still, some students face having to drop out of college because they fall short of affording their GGC expenses – even by amounts as small at $20. A donor-supported emergency fund fills such gaps so these students can stay in school and achieve their dreams.

We keep costs low

GGC has a flattened organizational structure without academic departments. We outsource

auxiliary services in a competitive bid process. We designed our facilities for maximum

efficiency. From LED lighting to drought-resistant landscaping, sustainability strategies support cost control. We constantly look for creative ways to achieve efficiencies.

“Family illness inspired my interest in nursing.”

Seth Elam, class of 2017,

worked in the renewable

energy sector before pursuing his passion of caring for oth-

GGC provides a complete college experience

In addition to the personal attention students receive from faculty mentors, students may

enhance their education through internships, scholarly activities/competitions, study abroad programs and an Honors Program. We even offer undergraduate research opportunities to students at all levels, not just juniors and seniors.

We have more than 110 student organi-

ers by enrolling in GGC’s new

zations and honor societies, which provide

nursing. This U.S. Navy veteran

holistic personal development. Championship

bachelor’s degree program in

is a member of the GGC Honors Program and a charter member of the Four Pillar Society.

social, service and professional activities for

intercollegiate, intramural and club sports offer students of all capabilities the chance to com-

pete in team athletics. An active events calendar ensures a vibrant campus community.

RESULTS 

In-state tuition is $128.13/

credit hour, capped at $1,922/semester for full-time students taking 15 hours or more.

 GGC is cited as having the 5th lowest student debt in the Southern region –

U.S. News & World Report 2016 College

Compass. It is one of the least expensive public colleges in Georgia.  GGC enjoys the highest space utilization rate in the University System of Georgia.

3

GGC’s student population reflects the diversity of the northeastern Atlanta metropolitan region. The college’s accessibility, affordability and location generate a unique student body.

Our student body • Most students commute from Gwinnett and surrounding counties. Almost 800 live on campus.

• About 68 percent hail from Gwinnett County, Georgia’s second most populous county at 880,000 residents.

• Almost half of GGC graduates are the first in their families to earn a bachelor’s degree.

• About 40 percent of incoming freshmen must take at least one learning support course to bring their academic performance to college level in English or math, while nearly 300 enter into a robust Honors Progam.

• About 85 percent are of traditional college age.

• Almost 360 are dual-enrolled with local high schools.

• GGC’s students represent 33 states and 120 nations.

• Almost 1,200 are international students.

• About 19 percent are honors students.

• GGC students are pursuing bachelor’s degrees in

4

15 programs and 40 concentrations.

Race/ethnicity GGC is the most ethnically diverse Southern regional college, both public and private, per U.S. News & World Report College Compass (2015, 2016).

The following chart is based on fall 2015 enrollment.

35.6% • White 32.6% • Black 17% • Hispanic 10% • Asian 4% • Multi-Ethnic 1% • Unknown Indian/Alaskan Native <1% • American • Native Hawaiian/Pacific Islander <1%

“She said I shouldn’t try to go to college.”

Homero Gonzalez, class of 2011, was told by a school advisor that because English was not his first language, college was not a realistic goal and he should instead pursue a trade. Refusing to limit his potential, he enrolled at GGC, where our Student Success courses helped him achieve fluency in English. He served as an active campus leader and started a reading program in his community while earning a bachelor’s degree in business. Today, he holds eight Emmy Awards for television news production and marketing.

Students of all levels benefit from tutoring. In addition to faculty mentoring, more than 40 percent of all students take advantage of tutoring services. Several hundred benefit from intrusive advising.

Our student support resources

RESULTS  GGC’s average retention rate is nearly 70

innovative methods and technology to provide effective and

and comparable with its state universities’ average of 67.6

The Academic Enhancement Center (AEC) uses

engaging tutorial experiences, along with academic and study skills development. The AEC helps students become more confident, efficient and successful learners, which supports

percent, surpassing Georgia’s state colleges at 63.3 percent percent over the 2007-2014 period.  This rate approaches 80 percent when transfers to other University System of Georgia institutions are included.

retention, progression and graduation rates.

• Staff includes 30 full- and part-time professional tutors, 10 peer tutors, 12 student assistants and 55 faculty volunteer tutors. Both AEC locations are open 63 hours per week.

• Almost 18,000 student visits, 2014-15 • 300 students supported by “Tutors in the Classroom”

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• 200 use the AEC’s online tutoring service • Mobile tutors provide service in various locations.

• The AEC averages about 50 interactive workshops a semester, reaching almost 400 students with a broad range of topics. The AEC also provides topic-specific in-class workshops when requested by faculty.

The Mentoring and Advising Center (MAC) serves students identified as being at the highest risk for dropping out or who have been placed on academic suspension. Practicing intrusive advising, the center helps students with academic success planning and targeted skills development.

• Almost 900 at-risk students served, fall 2015 • Almost 90 percent returned for spring semester

“We’re about students. There’s no school in our system that exemplifies that goal better than Georgia Gwinnett ...

The university system is very proud that we have a school like GGC amongst

• About 60 percent returned the following fall

our institutions ... GGC is a great

• Of students on academic suspension, the center averages

steward of the resources that the state

helping about 60 percent achieve eligibility to re-enroll the following semester.

The Center for Teaching Excellence helps GGC faculty enhance their skills by providing a wide variety of programs promoting design and implementation of creative learning environments, effective teaching practices, instructional experimentation and student engagement – all of which ultimately benefit students and enrich their educational experience.

has provided to them and utilizes them more effectively and more efficiently than any school in our system.”

- H ank Huckaby, Chancellor

University System of Georgia

Transforming LIVES ... FAMILIES ... COMMUNITIES Powered by a proven, self-perpetuating model and supported by enthusiastic partners, Georgia Gwinnett College is prepared to continue its record of success well into the future.

Our model works Despite serving a population including students who require more assistance, GGC is achieving remarkable results with its

engagement and success. Supported by a stable mission, vision

innovative model. Student engagement directly impacts reten-

and culture, this model is self-sustaining and perpetuating.

tion, progression and graduation (RPG) rates – key performance

GGC’s model also contributes significantly to Governor

measures for colleges and universities. Our dedication to student

Nathan Deal’s Complete College Georgia initiative, which aims

engagement and success has led to impressive RPG rates, un-

to rapidly increase the proportion of Georgia citizens with a

heard of among access institutions and on par with admissions-

certificate or college degree.

selective universities.

Our model’s success is more than data

Our model is self-sustaining

While objective evidence demonstrates that GGC delivers on its promises, its outstanding performance is a testament to the

Many U.S. states now use RPG rates in determining funding levels for public institutions. Improved student engagement

dedication of our faculty to our students and to the college’s

therefore leads to increased funding. Georgia Gwinnett’s ap-

mission and vision.

proach and results position the college to do well with national This model creates a cycle of success through which the college is rewarded with increased resources for doing its job well. Those

Exceptionally Engaged Students

challenges and because of our model.

GGC truly is transforming lives, families and communities.

Supp Inspir ortive, ing C lima te

Committed Community Rei

GGC Student Success A Partnership Model

nves tmen ts

Increased Resources

PEER INSTITUTIONS  GGC is

unique and has no peer or aspirational groups in North America. While some institutions share several character-

I

ve trusi ods e, Innt Meth v i t ova eme nn ngag

The true measure of Georgia Gwinnett’s success lies in the stories of the students who found success at GGC despite their

trends tying fiscal allocations to institutional RPG.

E

6

resources are then reinvested in ways that further enhance student

Improved RPG Metrics se d -B a m e n t e c n ma on Perfor ng Envir i d n u F

STABLE VISION, MISSION & CULTURE

istics, key differences in other areas

make direct comparisons impractical.

 GGC is the nation’s only public,

access, urban, primarily nonresidential, primarily bachelor’s degree-granting institution of its size, with at least 70 percent full-time students, a high

number of transfers in, and balanced arts and sciences programs but without graduate programs.

GEORGIA GWINNETT COLLEGE FOUNDATION

A VISION ACHIEVED Few people have the opportunity to be part of a permanent

legacy that forever changes the economic future and quality of

life for their community, state and nation. Fewer still can say they

accomplished this by literally building a college. With tremendous teamwork between community, local business and civic leaders, the state legislature and the University System of Georgia, GGC’s founders have done just that.

Decades ago Gwinnett had the vision. In 2005, it became a

reality and the Georgia Gwinnett College Foundation has played an important role in developing the physical footprint of the

college. Critical funding was needed to transform a kudzu-filled plot of land into a full-service, state-of-the art campus. The State of Georgia provided approximately $85 million, with the

Foundation funding an additional $180 million through strategic private support and investments. Nearly 12,000 students now benefit from a campus built just for them.

On behalf of the GGC Foundation, I want to express our

deepest gratitude for our donors and advocates, past and present, who have supported the college from its inception. The list of

visionaries who invested in this unprecedented endeavor is long and your generosity is making an immeasurable difference in

In coordination with the college’s shift from its initial construction and devel-

opment phase, we are turning our attention toward supporting its efforts to enhance the student engagement experience.

Engaged students graduate. Graduates are better equipped

to become contributing citizens and leaders. With 68 percent of our students hailing from Gwinnett, graduates are now

proving the success of both our college and community, across

the state, region and beyond. GGC rapidly is becoming an engine of student engagement and success. The Foundation’s mission is to support these evolving student engagement programs, but

advancement in this area will require a broad and diverse range of resources, largely from private support. Georgia Gwinnett

College and the Foundation are committed to meeting these

challenges and look to you for continued philanthropic support.

Together we will create new opportunities to inspire the next generation of leaders.

The institution has affected so many in its first 10 years –

imagine, just imagine, what we will accomplish in the decades to come. Georgia Gwinnett College – an incredible story indeed.

Thomas P. Hughes

students’ lives for generations to come. We have accomplished

many things in 10 short years, but our important work continues.

Our Campus

7

Chair, Georgia Gwinnett College Foundation

Grizzly Athletics Complex* l s

s Leased from GGC Foundation n State-owned property

l New construction Parking Deck* l s Administration n Residence Life l s

Intramural Fields l s

Classrooms l n

Student Center* l s

Allied Health & Sciences l n

Library & Learning Center l n

Classrooms F

Warehouse + n

Student Services One-Stop-Shop n s

Wellness & Recreation Center* s Faculty Offices s

*Student-fee funded +Originally owned by GGC Foundation F Leased from other GGC Foundation also owns the Tennis Center and a parking area, both located outside of the map area shown.

Consolidated Statement of GGC Foundation Activities For the Year Ended June 30, 2015 SUPPORT AND REVENUE Total support and revenue.......................................................$13,411,315 OPERATING EXPENSES Total operating expenses..............................................................$998,952

Grants and Scholarships

Summary of private support. Graph reflects expenditures.

2006-07

$41,244 $186,725

2007-08

OCCUPANCY EXPENSES Total occupancy expenses...................................................... $10,532,516 Total expenses.........................................................................$11,531,468

2008-09

Change in net assets......................................................................$1,879,847

2010-11

Net assets, June 30, 2014............................................................. ($1,601,923) Net assets, June 30, 2015.................................................................$277,924

2011-12

2009-10

$123,582 $60,580 $124,562 $210,484 $541,552

2012-13

$658,296

2013-14 2014-15

Consolidated Statement of Financial Position

$385,723

For the Year Ended June 30, 2015

Endowed Scholarships

LIABILITIES Total liabilities.........................................................................$181,011,070

Lee and Marshall Boutwell Veterans Scholarship

NET ASSETS Total net assets.............................................................................$277,924 Total liabilities and net assets............................................... $181,288,994

Andersen Family Scholarship

Daniel J. Kaufman Scholarship

Lawrenceville Police Scholarship

Elridge W. McMillan Regents Scholarship Milton M. Ratner Foundation Scholarship Linda Shumate Endowed Scholarship Carl D. White, Sr. Scholarship

The Endowment – Past Five Years

Annual Scholarships Antonio Damián Scholarship

FY11

FY12

$901,853

$900,000

$400,000

Georgia Gwinnett College Nursing Scholarship Georgia Gwinnett College Scholarship

Gwinnett Clean and Beautiful Scholarship

Kaiser Permanente of Georgia Nursing Scholarship

Lois & Lucy Lampkin Foundation Nursing Scholarship Peach State Federal Credit Union Scholarship Clyde and Sandra Strickland Health Sciences Scholarship

$200,000

FY13

Georgia Beer Wholesalers Association Scholarship

Gwinnett County Bar Association Scholarship $800,000

$576,505

$371,284

$865,277

$1,000,000

$337,999

8

ASSETS Total assets.........................................................................$181,288,994

FY14

FY15

$0

Clyde and Sandra Strickland Business Scholarship

University System of Georgia Foundation Scholarship in honor of Regent Richard L. Tucker

University System of Georgia Foundation Scholarship in honor of SunTrust

Wine and Spirits Wholesalers of Georgia Scholarship

Boutwells establish personal legacy supporting military students The military always has been important to Lee and Marshall Boutwell.

The couple of 47 years met in high

Veterans Scholarship Fund in 2015. The fund supports full-time students who maintain a GPA above 2.0. Preference is given for

school in Havelock, N.C., home to Cherry

demonstrated financial need and affilia-

Point Marine Corps Air Station. Their fa-

tion with the U.S. military, prioritized first

thers were both officers and their mothers

for service-wounded/disabled veterans,

were best friends. An aviator in the U.S.

veterans with combat service, any veteran

Army, Marshall earned several medals in-

or dependent children of veterans.

cluding the Purple Heart, Bronze Star and

The scholarship’s first recipient, David

Distinguished Flying Cross for his service

Hollifield, is a senior majoring in criminal

in Vietnam. Several of their relatives also

justice and a veteran of Operation Endur-

served in the military.

ing Freedom in Afghanistan. Hollifield

Equally important to them is commu-

said in a letter to the Boutwells, “From the

nity service, both personally and profes-

little I know about you, I can confidently

sionally. As president/CEO of Peach State

assume that you have a big heart, not only

Federal Credit Union for more than 20

for veterans but for students in general and

years, Marshall has led the organization in

the community you live in, as well.”

its own philanthropy. Lee recently retired after 22 years at another credit union.

“No words could ring more true of Lee and Marshall,” said GGC President

“I believe in leading by example and

“Stas” Preczewski. “We are honored that

hope that others will follow,” said Marshall.

they include GGC in their legacy by per-

Uniting their two passions, the couple

manently providing support for veteran

established The Lee and Marshall Boutwell Lee and Marshall Boutwell pause for a portrait with their dogs, Godzilla and Daisy.

students and their families.”

Board of Trustees

C hair Thomas P. Hughes Hughes Investment Properties, LLC Vice C hair Stanley C. “Staś” Preczewski Georgia Gwinnett College S ecr etar y/Tr eas urer Bartow Morgan, Jr. BrandBank

P r esident Lori M. Buckheister Georgia Gwinnett College Tr ustees Thomas J. Andersen Andersen, Tate & Carr PC Marsha Anderson Bomar Stantec Consulting

David J. Bowen Home South Communities, LLC C. Norwood Davis 12Stone Church

Ronald H. Garrard Garrard Group

Gregory W. Hayes Moore Stephens Tiller, LLC Terri E. Jondahl CAB, Incorporated

Wayne H. Mason Mason Family Management Co. LLC Chad C. Miller Miller Realty Solutions, LLC D. Alan Najjar Smith & Howard PC

Jose R. Perez Target Market Trends

William E. Russell Russell Landscape Group, Inc. Greg D. Shumate BrandMortgage Group, LLC Debra Smithart-Oglesby O/S Partners John D. Stephens Stephens Industries LP

W. Gordon Tanner, Jr., MD Gastroenterology Specialists of Gwinnett T. Michael Tennant Alston & Bird LLP

Richard L. Tucker Arlington Capital, LLC

Glenn S. White Retired, United Community Banks Connie C. Wiggins Gwinnett Clean & Beautiful Philip R. Wolfe Gwinnett Medical Center

Office of Public Relations 1000 University Center Lane Lawrenceville, Georgia 30043

Georgia Gwinnett College is an accredited access institution offering targeted baccalaureate degrees meeting the economic development needs of the growing and diverse population of Gwinnett County and the northeast Atlanta metropolitan region.

Visit www.ggc.edu.

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We chose to

change

the game...