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INVESTMENT
I M PA C T
2016 PRESIDENT’S REPORT
TOGETHER WE ARE
CHANGING THE GAME IN HIGHER EDUCATION National discussions call for higher education to change – to be more effective, less costly and more accessible to a broader population of students. This approach is the only way to fill the growing number of jobs requiring college degrees and to maintain the nation’s global competitiveness. It is a daunting task to balance accessibility with affordability, while also providing the quality that has positioned U.S. higher education as the best in the world. In fact, according to conventional thinking, this balance is supposed to be impossible. Yet, at Georgia Gwinnett College, we believe that balance is possible. GGC’s innovative model has overturned conventional thinking, silenced the
DR. STAS PRECZEWSKI
nay-sayers, transformed lives and enriched the community. This success has drawn GGC into national discussions about changing higher education. It’s also drawn attention to Gwinnett, shining a spotlight on our determined commitment to ensure a bright future for our diverse and growing community, a pipeline of skilled, knowledgeable workers for our vibrant economy, and a fountain of engaged, contributing citizens for our community. Supported by the GGC Foundation, the college is strengthening its position as a national leader in partnership with the Northeast Georgia region – a proactive, visionary community that “gets it.” Investment in the college is the most effective way to make a permanent, positive impact on the future of our broader community and the many lives within it, which is our core mission. We invite you to read on and learn more about our progress during fiscal year 2016. TOMMY HUGHES
Warm regards, Dr. Staś Preczewski Tommy Hughes President Chair Georgia Gwinnett College Georgia Gwinnett College Foundation
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Cost
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Access Quality
C an you have it all? When Georgia Gwinnett College
experience. Like the business world’s
However, these groups are those
was founded in 2005, it was with a
iron triangle, the mindset in higher
from which programs like “Complete
bold vision that included phrases
education holds that only two out of
College America” must recruit more
like “a wellspring of educational
three are attainable – and that is under
students to meet the nation’s educa-
innovation” and “a driving force for
normal circumstances.
tional and economic goals. In Georgia
change in student success” and also
Higher education today faces
alone, Governor Nathan Deal’s
“highly efficient student, facility and
significant challenges that seem to only
“Complete College Georgia” initiative
administrative services.”
strengthen the iron triangle’s restric-
seeks to significantly raise the
tive concept.
educational level of state residents.
Achieving such a vision required a new approach to higher education, both within the classroom and
Cost
throughout the business practices of operating a college.
more than 60 percent of Georgia jobs will require a certificate, associate’s de-
In recent years, particularly since
It required new mindsets – a
According to the initiative’s website,
gree or bachelor’s degree by 2020. Only
2008, public funding for higher educa-
about 42 percent of the state’s young
re-imagining of how the various facets
tion has been in dramatic decline,
adults are appropriately prepared. To
of higher education function.
requiring colleges and universities to
remain competitive in upcoming years,
raise tuition, increase fees and find
the state must produce an additional
mindsets about higher education in the
This was a tall order because the
other revenue streams. This has shifted
250,000 graduates above current rates.
U.S. have not changed much since Har-
college costs to the student – costs that
vard University was founded almost
were once spread across all taxpayers.
400 years ago. Administrative struc-
Quality
The result is an increase in the
tures, faculty roles, organizational mod-
burden of student debt, which can be
The quality of higher education can
els, academic practices and standards,
enormous. Graduates may take many
be difficult to define, but in relation to
funding models and many other facets
years to pay off their college loans.
the populations previously mentioned,
of higher education have remained relatively unchanged or have changed
Access
very slowly. Conventional approaches and deeply rooted traditions contribute
focused student engagement and high-impact practices are the best, most effective model.
Higher education’s conventional
In fact, this attentive teaching
to mindsets that can inhibit change.
models do not adequately serve some
model actually works well for all
One of these mindsets is based
groups, including first-generation stu-
levels of student preparedness, but is
on the “iron triangle” concept. In the
dents, nontraditional students and those
typically associated with high-priced,
business world, the triangle represents
working more than 20+ hours/week.
high-quality institutions.
quality, cost and speed … and the rule
Some of these students may lack
that one must pick two because it is
family experience with higher educa-
impossible to achieve all three.
tion or other support systems that
mindset, attentive teaching models are
position them for success in college.
unaffordable and therefore, inaccessible
triangle – quality of the higher educa-
Other barriers may include financial
to many, if not most students.
tion experience, cost of delivering the
resources, academic preparedness and
experience and accessibility of the
family and job responsibilities.
Higher education has a similar iron
According to the iron triangle
At Georgia Gwinnett College, we are proving otherwise.
We believe you can.
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OUR NEW The founders of Georgia Gwinnett College understood that the population GGC would serve required a model that was
AT T E N T I V E
both attentive and affordable. Providing access was not an option, as it was a state mandate. Creating a college from scratch freed Georgia Gwinnett’s
Student engagement and mentorship are the hallmarks of a GGC education. An attentive teaching model was a purpose-
founders from traditions and conventional practices. It also
ful choice, and the only choice, given the population to be
introduced opportunities for the GGC Foundation to strate-
served by the college.
gically support the college in ways that specifically helped achieve balance in the iron triangle’s competing factors of affordability, attentiveness and accessibility. GGC’s game-changing combination of an attentive teaching model, inclusive access and consciously controlled affordability means a high-quality educational experience, without
Georgia Gwinnett’s faculty are hired to teach and mentor. They are encouraged to develop innovative teaching methods and technologies. The college’s Center for Teaching Excellence provides resources for faculty wishing to improve their instruction or explore new options.
crippling debt, for a greater number of students. Its relentless
GGC does not have restrictive office hours. At any time of day,
focus on students, supported by highly skilled faculty and
faculty can be seen with students in gathering spaces, dining
staff, opens the door to four-year degrees for more people,
areas and even outdoors, engaging in personal instruction and
including those who might have never considered college.
discussion. Faculty are available to students by e-mail, phone or text on college-provided mobile phones.
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MINDSET About 30 percent of students use the Academic Enhancement Center’s various tutoring services, which are available for students of all performance levels. Tutors are even available
I M PA C T • Georgia Gwinnett College’s retention rate of 69 percent is
in classrooms and campus gathering spaces.
comparable to state universities.
G G C F O U N D AT I O N I N V E S T M E N T
• The Mentoring and Advising Center’s targeted advising
The GGC Foundation has attracted significant community support for the college’s Mentoring and Advising Center (MAC), which serves students at the highest risk of dropping out or who are on academic suspension. The center promotes personal success and academic achievement through quality educational advisement, academic planning and targeted skills development. Since opening in fall 2013, the MAC has served about 4,000
retains the most at-risk populations at almost 65 percent. • GGC’s students consistently give it exceptionally high marks in an annual, national survey on student engagement. • Five Georgia Gwinnett faculty members have won the University System of Georgia’s highest teaching award. • GGC faculty and student teams have won several state and national recognitions in academic competitions.
assigned students through regular appointments. In
• The Academic Enhancement Center’s TIC-TAC-TOE
addition, there have been about 2,000 walk-in visits by
tutoring program won a 2016 Chancellor’s Service Excellence
both assigned and unassigned students.
Student Improvement Initiative Team Award – Silver Level. 5
FOUNDED 2005
12,0 0 0 STUDENTS
1 8 : 1 S T U D E N T: F A C U LT Y R A T I O
15 MAJORS
Fall 2016
GGC Enrollment Black 33.3% White 33% Hispanic 18.1% Asian 10.7% Multi-Ethnic 3.7% Unknown 1% American Indian/Alaskan Native <1% Native Hawaiian/Pacific Islander <1%
A F F O R DA B L E To ensure that the college would be affordable, GGC’s founders used a strategy of conscious cost control, which is the process of separating core competencies from non-core competencies, investing in the former while accepting risk in the latter.
CORE COMPETENCIES Teaching is a core competency, so GGC invests in terminally
• • • • • • • •
strategies leverage cost savings to maximize fiscal flexibility and investment in core competencies.
I M PA C T • GGC has extremely affordable tuition of $128/credit hour, capped at $1,935 for 15 or more credit hours per semester. • Georgia Gwinnett is ranked second in the Southern region for lowest graduate debt among both public and private institutions (U.S. News & World Report, 2017 rankings).
degreed professors, mentors and advisors, instructional technologies and a wide range of tutoring and advising services. GGC offers a limited number of majors, strategically synchronized with regional employment needs and opportunities. The college ensures a low student-to-faculty ratio by building facilities with small classrooms, made affordable by high utilization. In fact, GGC’s 72-percent space utilization rate is the highest within the University System of Georgia by a wide margin.
NON-CORE COMPETENCIES Support services such as grounds and facilities maintenance and food services are outsourced for a lower cost. Additionally, Georgia Gwinnett’s flat organizational structure and other 6
G G C F O U N D AT I O N I N V E S T M E N T During fiscal year 2016, the GGC Foundation provided more than $200,000 in scholarships and grants to hundreds of students. Scholarships and grants ensure that students can remain enrolled at Georgia Gwinnett College, even as they experience unexpected expenses or emergency situations. The college’s scholarship funds provide longterm, renewable assistance to students each year, while grant programs assist students who experience unexpected shortfalls or other emergencies. While GGC is an exceptionally affordable college, many of our students require financial assistance to access its innovative programs and attain a college degree.
4 0 + C O N C E N T R AT I O N S
AV E R A G E C L A S S S I Z E 2 1
AC C E S S I B L E
94% COMMUTER STUDENTS
For example, the college recently received a $1.6 million National Science Foundation grant for a multi-disciplinary effort to make research part of the classroom experience for all
A state mandate for Georgia Gwinnett College, accessibility
science and technology majors from their freshmen through
also is necessary for GGC to serve the diverse and growing
senior years. This is an innovative approach that sets GGC
population of Gwinnett County, home to more than 895,000
apart, even from many research universities.
people and the surrounding region. Other opportunities range from study abroad programs to Georgia Gwinnett’s faculty strive to make accessible many of
academic competitions to community research projects with
the programs and opportunities one would find at larger and
local business partners.
more expensive institutions.
I M PA C T • About 40 percent of its students are first-generation and about 15 percent are non-traditional. The majority work at least
In fact, more than 90 percent of GGC students qualify for federal financial aid, and sometimes, a grant of only $20 can help a student pay their tuition and fees so they can stay in college. Scholarships and grants also help reduce students’ loan burden, helping ensure that success after graduation is accessible as well. In addition, the GGC Foundation works to provide a margin of excellence for students through activities that engage community partners with the college and with students themselves. These initiatives seek to enrich the student experience with attentive interactions and provide access to opportunities often associated with more expensive institutions.
part-time to support their families as well as their education. • Just over 70 percent of GGC’s students are from Gwinnett, with much of the remainder from other nearby counties. The majority of the college’s 12,000 students commute. • Georgia Gwinnett College is ranked the most ethnically diverse Southern regional college, public or private (U.S. News & World Report, 2015, 2016, 2017 rankings), demographics reflective of the diverse region the college serves. • International students on a variety of visa programs attend GGC, bringing the world to campus and enriching the educational experience for the college community.
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Consolidated Statement of GGC Foundation Activities For the Year Ended June 30, 2016 SUPPORT AND REVENUE Total support and revenue............................................... $14,193,599 OPERATING EXPENSES Total operating expenses................................................... $1,245,012
Grants and Scholarships
Summary of private support. Graph reflects expenditures.
2006-07 2007-08
OCCUPANCY EXPENSES Total occupancy expenses................................................$11,897,243 Total expenses................................................................. $13,142,255
2008-09
Change in net assets.............................................................. $1,051,344
2010-11
Net assets, June 30, 2015........................................................... $277,924 Net assets, June 30, 2016...................................................... $1,329,268
2011-12
2009-10
$41,244 $186,725 $123,582 $60,580 $124,562 $210,484 $541,552
2012-13
$658,296
2013-14
Consolidated Statement of Financial Position For the Year Ended June 30, 2016 ASSETS Total assets.................................................................. $182,254,678 LIABILITIES Total liabilities................................................................. $180,925,410 NET ASSETS Total net assets.................................................................. $1,329,268 TOTAL LIABILITIES AND NET ASSETS................... $182,254,678
FY12
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$901,853
$1,000,000
$900,000
$800,000
$576,505
$371,284
$865,277
$1,121,874
The Endowment – Past Five Years
$400,000
$200,000
FY13
FY14
FY15
FY16
$0
2014-15
$385,723
2015-16
$511,971
Endowed Scholarships Andersen Family Scholarship The Lee and Marshall Boutwell Veterans Scholarship Taylor Hardin Scholarship in Business Administration and Finance 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
Annual Scholarships Antonio Damián Scholarship Georgia Gwinnett College Nursing Scholarship Georgia Gwinnett College Scholarship Gwinnett Clean & Beautiful Scholarship Gwinnett County Bar Association Scholarship Kaiser Permanente of Georgia Nursing Scholarship Pamela Kramer Nurse Leader Scholarship Peach State Federal Credit Union Scholarship Clyde and Sandra Strickland Health Sciences Scholarship Clyde and Sandra Strickland Business Scholarship University System of Georgia Foundation Scholarships
Wine and Spirits Wholesalers of Georgia Scholarship
B OA R D O F T R U S T E E S
Donors transform lives and enrich the community through philanthropy Georgia Gwinnett College values tremendously the loyal support of all its philanthropic partners. Without their generous commitments, the college’s work to balance the iron triangle – providing access to exceptional programming at an affordable price – would not be possible. As philanthropic support of the college continues to grow, GGC is proud to recognize the individuals, corporations and foundations making generous gifts each year to support the college and its students. These investments provide the margin of excellence that makes GGC such a special place to learn and work and a valuable contributor to the broader community. Georgia Gwinnett has introduced the following giving societies to honor donors reaching cumulative giving milestones.
Pinnacle Society – Gifts of $5 million or more
Visionary Society – Gifts of $1 million or more Heritage Society – Gifts of $500,000 or more
Green & Gray Society – Gifts of $100,000 or more
Four Pillars of Excellence – Significant and diversified support including the following:
s s s s
Annual unrestricted gifts of $1,000 or more Establishment of an endowed fund with a major gift to GGC Inclusion of Georgia Gwinnett College in estate plans Recognition in one of the above listed cumulative giving societies For more information about GGC’s giving societies or to make a gift,
please contact Chrissy Rosen, executive director of Individual Engagement, at 678-407-5789 or crosen@ggc.edu.
GGC’s giving societies honor donors like Green & Gray members Clyde and Sandra Strickland, whose contributions of more than $100,000 include scholarship support for students in the schools of Business and Health Sciences. The Stricklands’ investment in GGC makes a life-changing impact on these students’ lives.
Fiscal Year 2016
C hair Thomas P. Hughes Hughes Investment Properties, Inc.
Vice C hair Stanley C. “Staś” Preczewski, PhD Georgia Gwinnett College S ecr etar y/Tr easur er 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 Gwinnett Village Community Improvement District 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 Alan Najjar Smith & Howard PC José R. Perez Target Market Trends William E. Russell Russell Landscape Group, Inc. Greg D. Shumate Brand Mortgage Group, LLC John D. Stephens Stephens Industries LP W. Gordon Tanner, MD Gastroenterology Specialists of Gwinnett T. Michael Tennant Retired, Alston & Bird LLP Richard L. Tucker Arlington Capital, LLC Glenn S. White Retired, United Community Bank Constance C. Wiggins Retired, Gwinnett Clean & Beautiful
Sandra Strickland, center, with the 2016 recipients of the Clyde and Sandra Strickland Health Sciences and Business scholarships, Alen Mulahmetovic, ’16, business; Melanie Fleury, ’17, nursing; Ni Aung, ’17, nursing; William E. Butler, ’16, nursing; Maira Karim, ’16, business, and Wendy Cruz, ’16, business.
Philip R. Wolfe Gwinnett Medical Center
Office of Public Relations 1000 University Center Lane Lawrenceville, Georgia 30043 www.ggc.edu