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STRATEGIC PLAN

GEORGIA MILITARY COLLEGE

The Foundation of Our Strategic Plan Mission Georgia Military College educates and develops leaders of character to provide opportunity through quality academics and holistic growth in a student-focused environment.

Vision Georgia Military College will remain grounded in our heritage and committed to innovation, preparing students for lifelong success.

Motto Leadership: Our Legacy. Your Future.

Georgia Military College is accredited by the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) to award associate and baccalaureate degrees. Georgia Military College may also offer credentials such as certificates for approved degree levels. Questions about the accreditation of Georgia Military College may be directed in writing to the Southern Association of Colleges and Schools Commission on Colleges at 1866 Southern Lane, Decatur, GA 30033-4097, by calling (404) 679-4500, or by using information available on SACSCOC’s website (www.sacscoc.org).

Table of contents

THE FOUNDATION OF OUR STRATEGIC PLAN

GUIDING PRINCIPLES

A MESSAGE FROM THE PRESIDENT

A COMMITMENT TO THE FUTURE A LETTER FROM THE GMC BOARD OF TRUSTEES

THE GMC DIFFERENCE

THE STRATEGIC PLANNING PROCESS

DEVELOPING THE PLAN

SURVEY RESULTS

ALIGNING OUR PRIORITIES

THE STRATEGIC PILLARS

UNDERSTANDING THE STRATEGIC FRAMEWORK

PILLAR 1 - ELEVATE STUDENT SUCCESS

26 1.1 STRENGTHEN CAMPUS SAFETY PLANNING 27 1.2 MODERNIZE EMERGENCY RESPONSE SYSTEMS 27 1.3 EXPAND BEHAVIORAL HEALTH SUPPORT 28 2.1 EXPAND FLEXIBLE LEARNING OPTIONS 28 2.2 MODERNIZE LEARNING ENVIRONMENTS 29 2.3 ADVANCE DIGITAL TEACHING & LEARNING 29 2.4 PROMOTE RESPONSIBLE AI USE 30 3.1 STRENGTHEN STUDENT ADVISING 30 3.2 FOSTER FACULTY MENTORSHIP 31 3.3 ENHANCE STUDENT SUPPORT SERVICES 31 3.4 STRENGTHEN ACADEMIC PATHWAY IDENTITY 32 3.5 EXPAND THE COLLEGE CORPS 32 3.6 STRENGTHEN ATHLETICS & FINE ARTS 33 3.7 IMPROVE K–12 MATH ACHIEVEMENT 33 3.8 LAUNCH WOMEN’S FLAG FOOTBALL 34 4.1 EXPAND EXPERIENTIAL LEARNING 34 4.2 STRENGTHEN FEDERAL WORK-STUDY 35 4.3 ESTABLISH CAREER SERVICES

PILLAR 2 - ADVANCE PROGRAMS & ACADEMIC QUALITY

36 1.1 TRANSFORM ONLINE LEARNING EXPERIENCE 37 1.2 EXPAND ONLINE GROWTH & INNOVATION 37 2.1 STRENGTHEN ACADEMIC PROGRAM PORTFOLIO 38 3.1 EXPAND WORKFORCE-ALIGNED PROGRAMS 38 4.1 STRENGTHEN ACADEMIC PLANNING 39 4.2 EXPAND ADVANCED PLACEMENT OFFERINGS 39 4.3 STANDARDIZE INSTRUCTIONAL EXPECTATIONS 40 4.4 STRENGTHEN COLLEGE & CAREER READINESS 41 4.5 STRENGTHEN STUDENT ASSESSMENT PRACTICES 5

PILLAR 3 - CULTIVATE FACULTY & STAFF

42 1.1 STRENGTHEN EMPLOYEE COMPENSATION 43 1.2 MODERNIZE COMMUNITY COACH COMPENSATION 43 2.1 CULTIVATE PROFESSIONAL DEVELOPMENT 44 2.2 STRENGTHEN FACULTY COLLABORATION 44 2.3 ADVANCE INSTITUTIONAL AWARENESS 45 2.4 EXPAND EMPLOYEE RECOGNITION 45 2.5 CELEBRATE FACULTY & STAFF EXCELLENCE 46 2.6 ADVANCE RESPONSIBLE AI ADOPTION 46 3.1 OPTIMIZE WORKFORCE FLEXIBILITY 47 3.2 PROMOTE EMPLOYEE WELLNESS

PILLAR 4 - FORTIFY RESOURCES & SUSTAINABILITY

48 1.1 STRENGTHEN CAPITAL PLANNING 49 1.2 DEVELOP STRATEGIC PROPERTY ACQUISITION 49 2.1 OPTIMIZE GATEWAY OPERATIONS 50 2.2 STRENGTHEN FACULTY COLLABORATION 51 2.3 EXPAND AUXILIARY SERVICES 51 2.4 GROW THE LEADERSHIP INSTITUTE 52 3.1 MODERNIZE GMC ONLINE FACILITIES 52 3.2 ESTABLISH THE GMC MUSEUM 53 3.3 ENHANCE DAVENPORT FIELD 53 3.4 DEVELOP CADET TRAINING FACILITIES 54 4.1 STRENGTHEN GOVERNMENT RELATIONS 54 4.2 STRENGTHEN DONOR ENGAGEMENT 55 4.3 EXPAND GRANT DEVELOPMENT 55 4.4 STRENGTHEN WORKFORCE PARTNERSHIPS 56 4.5 EXPAND STRATEGIC PARTNERSHIPS

56 4.6 DIVERSIFY EXTERNAL FUNDING 57 5.1 OPTIMIZE EMPLOYEE BENEFITS 57 5.2 OPTIMIZE INSTITUTIONAL SCHOLARSHIPS

PILLAR 5 - OPTIMIZE INSTITUTIONAL EFFECTIVENESS

58 1.1 ENSURE ACCREDITATION EXCELLENCE 59 1.2 STRENGTHEN INSTITUTIONAL ASSESSMENT 59 2.1 STANDARDIZE RESOURCE REQUESTS 60 2.2 CENTRALIZE BUSINESS OPERATIONS 60 2.3 MODERNIZE ENTERPRISE TECHNOLOGY 61 2.4 MODERNIZE STUDENT INFORMATION SYSTEMS 61 2.5 ADVANCE ENTERPRISE AI INTEGRATION 62 3.1 STRENGTHEN INSTITUTIONAL IDENTITY 62 3.2 EVALUATE ACADEMIC CALENDAR MODELS 63 3.3 UNIFY INSTITUTIONAL SCHEDULING

PILLAR 6 - ENHANCE COMMUNICATION & BRAND IDENTITY

64 1.1 STRENGTHEN INTERNAL COMMUNICATIONS 65 1.2 MODERNIZE COMMUNICATION CHANNELS 65 2.1 UNIFY INSTITUTIONAL BRANDING 66 2.2 STRENGTHEN RECRUITMENT MESSAGING 66 2.3 STRENGTHEN STAKEHOLDER ENGAGEMENT 67 2.4 ELEVATE INSTITUTIONAL RECOGNITION 67 2.5 ADVANCE DATA-DRIVEN STORYTELLING 68 2.6 OPTIMIZE RECOGNITION INVESTMENTS

THANK YOU: A LETTER FROM BARB RION, CHAIR, GMC FOUNDATION

Guiding Principles enable learning and development across the institution by providing essential operational support that empowers student success.

At Georgia Military College, our purpose is clear: Student success is our highest priority and our sole focus. Every decision we make, every program we build, every service we provide, and every resource we allocate exists to support the growth, development, and achievement of the students and cadets we serve. This student-centric organizational chart shown here illustrates how we bring that commitment to life. Unlike traditional organizational charts that place leadership at the top, this model reflects our belief that the College’s purpose is best represented when students and cadets are elevated as the primary focus of all operations. At the top of this structure are the students/cadets because they are the reason we exist and the center of our daily work. Directly supporting our students is the tier of “Direct Student Support,” which represent the faculty, cadre, and coaches within our organization who serve students most closely and consistently. Beneath this tier are the student pathway organizations that deliver GMC’s educational mission through multiple environments: the Preparatory School, the In-Seat Junior College, and GMC Online. These pathways are strengthened by the “Shared Services” that

At the foundation of the chart sits the Cabinet. This placement reflects the philosophy that institutional leadership exists to provide strategic oversight, remove barriers, and most importantly, secure and steward the resources necessary for every level above to thrive. In doing so, the organization remains aligned around a single outcome: delivering the strongest possible student experience and positioning every GMC student and cadet for the highest potential for success. Alongside this framework are the GMC Ambassadors - our Board of Trustees, alumni, the GMC Foundation, and community partners. These Ambassadors play an integral role in advancing the mission of the College. Through their ongoing investment of time, talent, treasure, and shared wisdom, they strengthen GMC’s impact and help ensure our students and cadets have the support, opportunity, and leadership development they deserve. This mission-first approach is not just a philosophy; it is our operating model, our guiding principle, and our promise.

Students / Cadets Our Mission and purpose

Direct Student Support Enrollment & Graduation Coaches

Faculty

Cadre

Student Pathways Preparatory School

Junior College

GMC Online

Shared Services - Empowering student Success Academic Affairs Communications

Advancement

Facility Operations Library

| |

Auxiliary Services Human Resources

| |

Career Services Information Technology

Resource Management

Cabinet

GMC Ambassadors Board of Trustees Alumni

GMC Foundation

Community

A Message from

The President Dear Georgia Military College Family, It is my honor to present to you our comprehensive Strategic Plan for Georgia Military College. This plan is the culmination of a year of intensive and intentional work that will guide our institution through the next five years - leading us to, and through, a historic milestone, our 150th anniversary in 2029. This plan is not the vision of one person, but the collective effort of many. It reflects the voices of our students, faculty, staff, alumni, parents, community members, and Board representatives, all of whom took the time to engage, share ideas, and express hopes for the future of GMC. The result is a thoughtful and unified roadmap that honors our past while preparing us for a bold and transformative future. As President of the College, and in my dual-hatted role as Chief Executive Officer and Superintendent of both the Preparatory School and the Corps of Cadets, I am deeply committed to the success of every student and cadet who pursues their academic goals at Georgia Military College. At its core, this plan forges a path to ensure our students are supported academically, socially, and emotionally, equipping them to lead with confidence and character in their futures. It is important to note that both our Preparatory School and Junior College undergo rigorous accreditation processes, each requiring demonstrated excellence in academics, leadership, and institutional performance. GMC has consistently passed these evaluations with distinction, a testament to the dedication of our faculty, staff, and leaders who uphold our mission every day. The College is currently undergoing our 10-year reaffirmation/accreditation process and should be completed by June 2027. The development of this plan was led by GMC’s Tiger Team, a group of leaders hand-selected by the GMC Cabinet to represent every department and ensure every voice across the institution was heard. The process began with surveys sent to five key stakeholder groups in August 2025. We received over 1,100 responses from students, faculty, staff, alumni, community members, and Board members. These responses identified common themes for growth and improvement, ranging from enhancing our delivery of the mission, strengthening our dedication to Duty, Honor, and Love of Country, finding efficiencies, optimizing resources, and investing in our greatest asset - our people. The Tiger Team studied this feedback, identified recurring themes, and worked collaboratively to develop actionable goals and strategic priorities. These were refined through multiple rounds of review and feedback from internal and external stakeholders before being presented to the Board of Trustees for final approval. What has emerged is a plan that is practical, mission-driven, and rooted in our core values. This strategic plan will strengthen our relationships with our students, our community, and each other. It is both a promise and a challenge to continue evolving, to lead with purpose, and to always remain steadfast in our commitment to developing educated leaders of character who embody our core values. To everyone who participated in the creation of this plan, thank you for your time, your insight, and your unwavering investment in this great institution.Your contributions have made GMC stronger, and together, we will ensure the next 150 years are defined by excellence, service, and opportunity. We are, without question, better together. Very respectfully, Major General Terrence J. McKenrick, U.S. Army (Retired) 22nd President of Georgia Military College

A Commitment to the Future A letter from the GMC Board of Trustees Dear Members of the Georgia Military College Family, On behalf of the Board of Trustees, it is our honor to join President McKenrick in presenting the Georgia Military College Strategic Plan, a forward-looking blueprint that will guide our institution over the next five years and carry us into our 150th anniversary in 2029. The development of this plan began soon after President McKenrick’s appointment as the 22nd President of GMC, when he shared his belief that creating a successful roadmap for the future required listening first - gathering broad input from those who know and love this institution best. The work that followed was truly a holistic and collaborative effort. Leadership across the College, along with internal and external stakeholders, all played an integral role in shaping the final product. By intentionally bringing together diverse voices and perspectives, this plan reflects not only the full scope of GMC’s footprint, but also the collective insight, experience, and commitment that make our institution so distinctive. The resulting plan identifies the key priorities that will serve as pillars of progress: •

ELEVATE STUDENT SUCCESS

•

ADVANCE PROGRAMS & ACADEMIC QUALITY

•

CULTIVATE FACULTY & STAFF CULTURE

•

FORTIFY RESOURCES & SUSTAINABILITY

•

OPTIMIZE INSTITUTIONAL EFFECTIVENESS

•

ENHANCE COMMUNICATION & BRAND IDENTITY

The Board is proud of the thoughtful and inclusive process that led to this strategic plan, and we are confident that the priorities identified will advance GMC’s mission to produce educated leaders of character guided by the timeless values of Duty, Honor, and Love of Country. As we look ahead, we remain deeply grateful for the continued opportunities to advance, improve, and innovate. Our commitment to the GMC family is unwavering, and we take great pride in knowing that this strategic plan positions us to strengthen our impact for generations to come. Even as we uphold the gold standard in education, leadership, and service, we recognize that there is always room for improvement. This plan reminds us that excellence is not a destination, but a continual pursuit, and together, we will keep striving for it. With sincere appreciation, The Georgia Military College Board of Trustees

George Hogan CHAIRMAN District 5

MIKE COBB

EMILEE COOK

VICE CHAIRMAN District 6

SECRETARY District 4

ELDER ALAN WICKER TRUSTEE District 1

KAREN SNIDER

GRAYSON RENFROE

MARY PARHAM-COPELAN

TRUSTEE District 2

TRUSTEE District 3

TRUSTEE MAYOR OF MILLEDGEVILLE

BETH CAMP

SCOTT DEASON

RANDY NEW

RICK WILLIAMS

ADVISORY MEMBER Georgia State REPRESENTATIVE District 135

ADVISORY MEMBER Chief Deputy Baldwin County Sheriff

ADVISORY MEMBER CHAIRMAN EMERITUS

ADVISORY MEMBER GEORGIA STATE SENATOR DISTRICT 25

The GMC Board of Trustees 11

The GMC

Difference

Georgia Military College A True Leadership Academy At GMC, we embrace the “M” for Military — it is what distinguishes us and makes us a true Leadership Academy. We build on our nation’s military heritage, instilling lessons of leadership intentionally across every division of GMC and every classroom. The U.S. Military stands as the gold standard for excellence in leadership, and at GMC, we have built a culture and curriculum that reflect that same pursuit of excellence. Leadership at GMC is not confined to a program; it is a daily practice, a shared expectation, and a defining part of who we are.

Leadership Begins Early From our youngest students in grades K-12 through our Junior College and online students, we instill the values of respect, dignity, and service to others. Even in our elementary school, where students do not wear military uniforms, they are expected to take pride in their appearance through an assigned daily uniform. Students begin each day by reciting the Pledge of Allegiance and learning what it means to serve something greater than themselves. These lessons lay the foundation for character, civic responsibility, and leadership that continue to develop throughout every stage of the GMC experience. In our Preparatory School (grades 6-12), the connection to our military heritage becomes even more visible. Students follow a structured military rank system that teaches accountability, discipline, and respect. Our high school is 100% Junior Reserve Officer Training Corps (JROTC), giving students hands-on leadership opportunities through mentorship, service learning, and practical responsibility. This structure prepares students for military pathways when applicable, and more broadly shapes them into confident, capable citizens and leaders in any field they pursue.

K - 12 LEADERSHIP DEVELOPMENT Daily Uniform

Character Education

Civic Responsibility

Leadership Culture

The GMC Difference

Built on Military Heritage

The Impact of Georgia Military College

At the Junior College, leadership remains at the core of the GMC experience. While most students attend in a traditional college setting, approximately 250 students serve in our Corps of Cadets, including civic leaders, Georgia National Guard State Service members, Early Commissioning Program (ECP) participants, U.S. Service Academy Prep Scholars, and international cadets. As one of four military junior colleges in the United States, GMC is one of the premier preparatory programs offering cadets who aspire to gain an appointment at the U.S. Military Academy at West Point, the U.S. Naval Academy, the U.S. Air Force Academy, the U.S. Coast Guard Academy, or the U.S. Merchant Marine Academy. Their time at GMC is intentionally structured to prepare them for the academic, physical, and leadership rigor required to earn those opportunities. Their discipline, service, and character reflect the highest ideals of the institution.

As a public independent authority in the State of Georgia, Georgia Military College also carries a unique responsibility: We fund our own mission. We are deeply grateful for the funds allocated to GMC through the state’s annual budget process. At the same time, GMC’s funding model is distinct from other public institutions. Unlike institutions in the University System of Georgia, GMC does not receive formula-based funding tied to student enrollment. The State does not subsidize core operational expenses, such as salaries and benefits, which represent the College’s largest ongoing costs. As a result, GMC relies primarily on tuition, fees, and alternative revenue sources the institution generates to sustain and advance its mission.

Leadership education is woven throughout every course and every classroom, not just through rank or title, but through words, actions, and expectations. Whether online, on campus, or in the Corps, GMC students are taught to lead with integrity, think critically, and act selflessly. These are hallmarks of a true leader.

Even with this funding structure, GMC delivers an exceptional return on investment for the State of Georgia, not only through education and leadership development, but also through measurable economic impact. An independent economic impact study conducted in 2023 found that Georgia Military College has a significant footprint in the 14 counties where it operates and across the state as a whole. GMC directly employs 1,508 Georgians, and those jobs support an additional 550 jobs statewide, bringing the total employment impact to 2,058 jobs. The total labor income tied to these jobs is $61.7 million annually statewide.

The GMC Difference

Across the 14 counties where GMC operates, the College adds $72.9 million in value and generates approximately $97.2 million in economic activity. Statewide, GMC’s operations add $80.6 million annually in value to Georgia’s economy and accounts for more than $110.9 million annually in economic activity. This impact underscores an important value proposition: If Georgia Military College were funded like a University System of Georgia institution, state funding would increase by approximately $43 million annually. Instead, GMC continues to fulfill a broad public mission and contribute significant economic and leadership value across the state while operating with a fundamentally different funding model than traditional public institutions. GMC’s three pathways - the in-seat Junior College, GMC Online, and the Preparatory School - operate as an

integrated, interdependent system, each relying on the others to sustain the institution’s mission and long-term success. The College’s administration is headquartered in Milledgeville, with seven strategic satellite locations across Georgia, and GMC Online extending our reach to a global audience. Operational excellence, resource stewardship, and missiondriven leadership guide every decision we make. Our strategic priorities are to focus on student development, invest in staff, engage with our learning community, and optimize resources and operations to ensure we continue to honor our heritage while advancing our future. At GMC, the “M” for Military is more than a word; it is our identity, our standard, and our enduring commitment to develop leaders of character who will serve with integrity in their communities, our state, and our nation.

GMC IS SELF-SUSTAINING

Independent Public Authority

85%

Over of GMC’s revenue is derived from tuition, fees, and auxiliary services.

Three Integrated Pathways K-12 Preparatory School Junior College GMC Online

94%

of GMC students are Georgia residents

100%

of K-12 Prep students are Georgia residents

1,508 Direct Georgia Employees

2,058

$80.6 Million Added to Georgia's Economy

Total Jobs Supported

$61.7 Million

$110.9 Million Statewide Economic Activity

Statewide Labor Income 15

The strategic planning process Establishes a clear strategic direction that reflects both internal and external stakeholder input and positions GMC for long-term success

Serves as a five-year roadmap with intentional annual review and refinement to ensure relevance, accountability, and adaptability

Creates a transparent, collaborative, bottom-up process that values feedback, encourages shared ownership, and builds institutional trust

Supports continuous improvement by aligning resources, initiatives, and decision-making with identified priorities

Strengthens internal and external communication by clearly articulating GMC’s strategic direction, progress, and outcomes.

Georgia Military College developed its Strategic Plan through a deliberate, collaborative, and data-informed process designed to ensure alignment with institutional priorities and stakeholder needs. The process began with gathering input from key stakeholder groups through surveys and feedback mechanisms, combined with guidance from the President’s strategic priorities. A cross-functional Tiger Team reviewed and analyzed this information, sorting and ranking focus areas and initiatives based on institutional impact and strategic importance. Initiatives were categorized as Mission Critical, Mission Essential, or Mission Enhancing and further organized into current, near-term, and future/enduring priorities. The resulting Strategic Plan draft was then shared through a structured feedback loop involving the President’s Cabinet, Board of Trustees, faculty, staff, students, Preparatory School parents, alumni, and community stakeholders. This iterative review process ensured broad participation, transparency, and continuous refinement before finalizing GMC’s Strategic Plan.

Developing the plan Gather Stakeholder input The planning process began with surveys, feedback, and engagement from key stakeholder groups, combined with input from the Cabinet, ensuring broad participation from across the GMC community.

Analyze Feedback Survey results and stakeholder input were compiled and evaluated to identify recurring themes, opportunities, and institutional priorities.

Tiger Team Collaboration A cross-functional Tiger Team transformed stakeholder input into organizational competencies, clearly defined outcomes, and strategic initiatives through thoughtful analysis, collaboration, and problem-solving.

The Tiger Team A cross-functional team of dedicated leaders who played a vital role in shaping Georgia Military College’s Strategic Plan by translating stakeholder input into organizational competencies, strategic outcomes, and initiatives

Prioritize Initiatives The Tiger Team sorted and ranked initiatives based on institutional impact and strategic importance, categorizing them as Mission Critical, Mission Essential, or Mission Enhancing and organizing them into current, near-term, and future/enduring priorities.

Develop the Strategic Plan Draft The prioritized initiatives were organized into GMC’s Strategic Plan draft, creating a roadmap aligned with the institution’s mission, vision, and long-term goals.

Feedback Loop The draft plan was shared with the Cabinet, Board of Trustees, faculty, staff, students, Preparatory School parents, alumni, and community stakeholders for review and feedback.

Finalize the Strategic Plan Feedback was incorporated through an iterative review process, resulting in a transparent, collaborative, and mission-driven Strategic Plan that reflects the collective vision of the GMC community. 17

Executive Summary Participation & Sentiment • 1,106 total participants | 914 unique respondents • Broad representation: students, faculty, staff/admin, alumni, and community partners • Overall satisfaction exceptionally strong (78%–88%) • Clear confidence in GMC’s mission, values, and future potential • Mission statement largely affirmed (44% no change); opportunity to simplify Core Strengths: What Must Be Preserved • Military Tradition & Values • Community & Campus Culture • Leadership & Character Development

Survey Results

Strategic Priorities: Where to Invest • Academic Excellence & Workforce Alignment • Faculty & Staff Support • Institutional Unity & Communication • Technology & Infrastructure Modernization

Students Who responded • 106 students participated in the survey. Respondents represented: • College: 84% • Preparatory School: 9% • Both: 7% • In student services items, a majority (56%) reported being fully online. Note:The Preparatory School survey was distributed to high school students only. What Students Value Most • Students expressed strong pride in GMC’s military heritage and the values of Duty, Honor, and Love of Country. • Leadership and character development are viewed as key differentiators of the GMC experience. • Students expressed appreciation for flexible learning opportunities. • Staff and faculty support were recognized as strengths, though experiences were noted to vary across programs and locations. Where Students Want GMC to Focus • Expand programs tied to workforce demand, including healthcare, engineering, business, and cybersecurity. • Strengthen career readiness through internships, experiential learning, and job placement opportunities. • Advance technology and innovation, including artifical intelligence (AI) readiness and modern digital systems. • Offer stackable credentials and flexible pathways for working adults and lifelong learners.

Sur vey results

Students, continued Biggest Friction Points • Career services and follow-through emerged as the most consistent area for improvement. • Faculty availability, engagement, and uneven instructional quality were recurring concerns. • Students requested faster, clearer, and more student-centered communication. • Online learners expressed a desire for more personalized outreach and stronger virtual connections. Support, technology, & resources • Coursework prepares for next steps: 75% yes (25% want more real-world application/career alignment) • Academic support and advising generally positive (79% and 81% yes) but needs are inconsistent, especially for online learners • Requested technology improvements include better integration, faster preformance, and mobile-friendly access. • Library: requested more study space, better search/navigation, and stronger digital collections Bottom line • Overall satisfaction is high: 78% satisfied/very satisfied • Students want GMC to honor tradition while modernizing—especially around career outcomes, digital experience, and engagement.

COLLEGE FACULTY Who responded / context • 132 faculty members • Mix: College 95%, Prep 0%, Both 5% • Note: Prep School faculty were sent the “Staff & Admin” survey link. Mission & values • Broad support for GMC’s mission and core values; many want updates for clarity, accessibility, and relevance • Common refinement themes: simplify language, strengthen inclusivity/ community, and connect mission more clearly to student success and learning outcomes • Traditions to preserve most often: Honor, Character, Duty, and Love of Country (with a parallel call to model values consistently across locations) Top priorities • Student success and stronger academic supports • Faculty and staff well-being and retention (compensation, workload balance, professional growth) • Enrollment growth and institutional sustainability • Expand/modernize academic programs aligned with workforce needs (healthcare, tech/cyber, trades) • Increase career readiness and experiential learning (internships, employer partnerships) Most significant challenges • Enrollment/recruitment pressure and market competition • Navigating AI’s impact on learning, integrity, and instruction • Financial sustainability and resource allocation • Maintaining academic rigor/standards and student readiness • Uneven support/visibility for satellite locations and concerns about “one institution” consistency

Sur vey Results

COLLEGE FACULTY, Continued Faculty experience: what drives satisfaction/retention • Overall workplace satisfaction is strong (84% satisfied/very satisfied) • Dominant improvement requests: pay and compensation/cost of living adjustments (COLA), equity, and added-duty compensation • Adjunct themes: equity, inclusion, recognition, voice • Repeated call for faculty involvement in decisions, transparent governance, and meaningful professional development Operational improvements faculty want • Stronger communication and transparency (clear rationale, predictable updates, open forums) • Improve academic support systems (tutoring access/quality, advising consistency, mental health resources) • Strategic investment in technology (AI training/tools, integrity safeguards, infrastructure, learning management system (LMS) usability) • Streamline processes and reinforce consistent standards across modalities and campuses

Staff & Administration Who responded / context • 358 staff members • Mix: College 62%, Prep 17%, Both 21% • Respondents represented academic, administrative, and operational functions across campuses. Mission, values & institutional direction • Strong affirmation of GMC’s mission and core values across all respondent types • Desire to further emphasize integrity, servant leadership, accountability, and character development in daily practice • Calls for greater consistency in how mission and values are applied across divisions and locations Strategic priorities • Shared priorities include enrollment growth, student success, and employee well-being. • Strong support for expanding programs in healthcare, cybersecurity, technology, and vocational/trade pathways • Broad agreement on the need for technology modernization, including AI, digital tools, and infrastructure upgrades Employee Experience & Culture • Overall satisfaction is high, with consistent concerns around compensation, workload, recognition, and morale. • Staff emphasized the importance of feeling valued, supported, and connected across campuses and roles. • Strong interest in professional development and career pathways Communication, unity & operations • Fragmented communication and siloed operations were cited across Prep, College, and shared roles. • Strong call to better “think and act as one institution” while recognizing operational differences • Desire for clearer communication, standardized processes, cross-training, and transparent decision-making Tools, training & workforce support • Mixed perceptions on whether staff have the tools needed to be effective • Strong demand for updated technology, clearer systems access, and leadership and technical training • Interest in certifications, conferences, and cross-department learning to support retention and long-term growth

Sur vey Results

Alumni Who responded / context • 203 alumni Note: Alumni were not prompted to denote whether they attended Prep School/College/Both. Mission, values, & institutional direction • Alumni strongly align with GMC’s mission and heritage, especially character, leadership, and patriotism—while encouraging clearer, more accessible language. • Core values (Duty, Honor, Love of Country) were widely affirmed, with interest in reinforcing complementary themes like integrity, excellence, service, and respect. • Alumni generally see the institution’s strategic direction as appropriate, with a recurring call for stronger “One GMC” alignment and clearer communication across Prep and College. Top priorities • Preserve and strengthen GMC’s military tradition and leadership development. • Expand or refine academic offerings to remain competitive and career-relevant. • Support student success through stronger advising, tutoring, and holistic development. Key challenges to address • Enrollment and long-term financial sustainability • Ensuring academic rigor, curriculum relevance, and consistent student support • Facilities/infrastructure modernization and technology readiness Strengths Alumni want preserved • Values-based culture rooted in Duty, Honor, and Love of Country • Leadership and character development within a structured environment • Community, camaraderie, and the lasting impact of the GMC experience Engagement & connection opportunities • Alumni want more consistent communication and accessible ways to stay involved (on-campus, regional, and virtual). • Strong interest in reunions/alumni weekends, networking, mentorship, and alumni panels/guest speaking • Common barriers include distance and busy schedules—suggesting value in flexible, “meet alumni where they are” engagement.

Sur vey Results

Prep School Parents & Community Members Who responded/context • 307 Community members and partners • Respondents included Prep School parents, donors, county and municipal leaders, and other GMC partners. Mission, values, & institutional direction • Strong affirmation of GMC’s mission and heritage, with recurring suggestions to improve clarity, inclusivity, and everyday relevance • Broad support for preserving traditions tied to Honor, Character, and Love of Country, alongside interest in reinforcing values like integrity, service, respect, and excellence • General alignment with GMC’s direction, paired with calls for stronger “One GMC” unity, clearer communication, and balanced priorities across Prep and College Top priorities • Student success and outcomes: academic supports, advising/tutoring, and preparation for life after graduation • Academic program growth and relevance aligned to workforce needs and student pathways • Technology and innovation to modernize learning environments and build future-ready skill sets Key challenges to address • Keeping pace with technology change while ensuring balanced, high-quality instruction • Financial stability and long-term sustainability while investing strategically • Facilities/infrastructure needs and capacity planning (Prep and College), alongside enrollment pressures Community engagement & communication • Desire for more consistent, two-way engagement through public events, partnerships, and service opportunities • Strong requests for improved communication, transparency, and streamlined digital access (clear calendars, centralized updates, fewer fragmented channels) Workforce alignment & non-credit learning • Emphasis on workforce readiness: soft skills, career preparation, and real-world experience (internships/apprenticeships/job shadowing) • Support for expanding practical pathways (trades/vocational, healthcare, business, technology) and offering community workshops (technology training, financial literacy, leadership/professional development)

The development of Georgia Military College’s Strategic Plan was grounded in extensive stakeholder engagement and leadership-driven strategic analysis. Through surveys, listening sessions, and feedback loops involving students, faculty, staff, parents, alumni, community members, and institutional leadership, several recurring themes emerged. The Venn diagram below illustrates the areas of alignment between stakeholder priorities and the President’s Cabinet focus areas, highlighting both distinct perspectives and shared priorities. These overlapping themes represent the issues and opportunities that garnered the strongest consensus across constituencies and ultimately informed the strategic direction of the institution. Together, they reveal a common vision centered on academic innovation, faculty and staff support, technology-enabled learning and services, institutional unity, and scalable models for future growth and sustainability.

Aligning our Priorities

Stakeholder Survey Focus Areas •

Preserve Military Values & Character Development

•

Academic Quality & Workforce Alignment

•

Investment in Faculty & Staff

•

Modern Learning Environments & Technology

•

Transparent Communication & “One GMC” Culture

•

Strong Sense of Community & Belonging

Cabinet Focus Areas •

Accreditation & Compliance

•

Financial Sustainability & Revenue Diversification

•

Risk Management & Institutional Stewardship

•

Organizational Structure & Operational Efficiency

•

Enterprise Systems & Infrastructure

Shared Priorities •

Academic Innovation

•

Faculty & Staff Support

•

Technology-Enabled Teaching, Learning, & Services

•

Unified Institutional Identity & Communication

•

Scalable Models

The STRATEGIC Pillars The stakeholder feedback process and leadership planning efforts revealed a set of recurring themes that consistently emerged across surveys, listening sessions, focus groups, and strategic discussions. These themes served as the foundation for the development of six Strategic Pillars that provide the framework for Georgia Military College’s Strategic Plan. Together, the pillars represent the institution’s highest priorities and establish a clear structure for advancing GMC’s mission, vision, and long-term goals. Under each pillar, specific strategic initiatives have been identified to translate these priorities into measurable actions, guide decisionmaking, allocate resources effectively, and drive institutional success.

“As we reviewed this five-year Strategic Plan, the Board affirmed the senior leadership team’s decision not to bind the institution to rigid key performance indicators that could unintentionally narrow our progress. We recognize that we could devote countless hours to designing complex metrics, but that is not where GMC’s energy or focus should be directed. Instead, we support a clear and straightforward measure of success: Did we conduct activities to accomplish the goal, or did we not? This approach keeps the College agile, mission-focused, and fully responsive to evolving needs—without constraining our leaders to certain metrics that may limit innovation or adaptability along the way.” - Chairman George Hogan, GMC Board of Trustees

Elevate Student Success & Experience

Advance Programs & Academic Quality

Cultivate Faculty & Staff Culture

Fortify Resources & Sustainability

Optimize Institutional Effectiveness

Enhance Communication & Brand Identity

Understanding the STRATEGIC Framework The Strategic Plan is organized around six Strategic Pillars that represent Georgia Military College's highest institutional priorities. Each pillar contains a series of goals, outcomes, and initiatives that work together to advance the College's mission and guide decision-making.

How to Read the Plan

Each Strategic Pillar follows the same framework: Strategic Goal defines what we aim to achieve. Strategic Outcomes describe how we will know we've been successful. Strategic Initiatives identify what we'll do to achieve each goal. Initiatives are categorized by implementation timeline: Current – Already underway Near-Term – Planned for Years 1–2 Future/Enduring – Planned for Years 3–5

Understanding the Color Coding

INSTITUTIONAL Initiatives that support the College as a whole—our One GMC approach

Throughout the Strategic Plan, colored stars identify the primary area of the institution responsible for or most directly impacted by each initiative.

PREP SCHOOL Initiatives focused on Kindergarten through Grade 12

While many initiatives are associated with one primary area, collaboration across all divisions is essential to achieving the goals of this Strategic Plan.

COLLEGE & GMC ONLINE Initiatives supporting the College and GMC Online

STRATEGIC PILLAR 1

Elevate Student Success & Experience Strategic Goal

To create a safe, engaging, and future-ready student experience that fosters academic achievement, personal growth, and career preparedness across all GMC programs

Strategic Outcome 1 Enhanced Safety Measures

1.1: Synchronize and finalize institutional safety plans to ensure a secure, resilient environment that safeguards the student experience and supports uninterrupted academic achievement. Supporting Departments

Internal collaboration with the Junior College, Prep School, Cabinet, Facilities, and Junior College Academics; External Collaboration with local school district subject matter experts, Baldwin County Sheriff ’s Office, Milledgeville Police Department, Georgia Emergency Management Agency, local and county fire department, local emergency medical teams, the Georgia Bureau of Investigation, and other appropriate emergency management organizations

Narrative

GMC will synchronize and finalize comprehensive safety and emergency management plans across all campuses, partnering with local law enforcement and emergency agencies to ensure a secure, resilient environment for uninterrupted learning and to ensure appropriate funding and support for these efforts. This near-term initiative will be implemented from July 2026 through June 2028, positioning the institution to strengthen campus security infrastructure while maintaining a supportive environment where students can thrive academically, professionally, and personally.

Institutional Mission Critical Life, Health, Safety

Source: Tiger Team Lead: Campus Police Department Timeline: Current (July 2026 - June 2028)

Supporting Departments Campus PD, IT, Senior Leadership, Facilities

Narrative

This mission-critical initiative ensures Georgia Military College meets all state and federal safety mandates by implementing modern emergency response technology, updated safety procedures, and comprehensive training for faculty and staff. Led by the Preparatory School in collaboration with Campus Police, IT, Facilities, and Senior Leadership, the initiative prioritizes the physical and emotional wellbeing of students, faculty, and staff to support student success and operational excellence. Full implementation of the CENTEGIX rapid response safety platform was completed in April 2026.

Preparatory School Mission Critical Life, Health, Safety

Source: Cabinet Lead: Prep School Timeline: Complete

1.3: Evaluate the need for Behavioral Health Counselor(s) to provide comprehensive support that safeguards student well-being and enhances the learning environment. Conduct a comprehensive assessment of student mental health needs to determine if dedicated counseling resources are required to foster personal growth, prevent crises, and maintain a thriving, secure campus community. Supporting Departments

Human Resources, Aacademic Affairs, behavioral health professionals

Narrative

This initiative, led by Junior College Leadership with input from other institutional divisions, focuses on assessing existing campus and community resources to determine the viability of institutional behavioral health counseling support for students. Supporting the Elevate Student Success & Experience strategic pillar, GMC will evaluate student needs, local partnerships, peer institution models, and available support resources to promote student well-being, resilience, and a safe learning environment. Through data collection, resource assessments, analysis, and recommendation development, GMC will identify opportunities for potential pilot services and implementation strategies aligned with student success goals.

Junior College Mission Critical Life, Health, Safety

Source: Student and Faculty Surveys Lead: Junior College Timeline: Current (May 2026 - March 2027)

Elevate Student Success & Experience

1.2: Ensure Prep School compliance with Alyssa and Ricky’s Law (SB 17) by fully aligning institutional protocols with state safety mandates.

Strategic Outcome 2

STRATEGIC PILLAR 1

Enhanced Learning Environment and Access to Modern Resources

2.1: Implement a pilot of new course modality and determine implementation date to provide flexible learning modalities that increase student access and retention. Supporting Departments

Academic Affairs, Cabinet, Junior College staff/faculty, Institutional Research

Narrative

Led by Junior College Leadership, this initiative focuses on piloting flexible course delivery models to expand student access, improve retention, and support diverse learning needs through adaptable instructional modalities. Supporting the Elevate Student Success & Experience strategic pillar, GMC will resource the effort through targeted course development, faculty training, and structured pilot implementation. Through course selection, faculty preparation, student feedback, and outcome assessments, GMC will evaluate the effectiveness and long-term viability of flexible delivery options to inform future instructional strategies aligned with student success goals.

College Mission Essential Revenue Generating

2.2: Expand collaborative learning spaces, libraries, and digital tools across campuses to foster active learning and mirror modern professional environments. Provide a vibrant, modern, and resource-rich learning ecosystem that supports diverse teaching styles and promotes student collaboration, innovation, and engagement. Supporting Departments

Cabinet, IT, Facilities, Junior College, Prep School, Academic Affairs/Library, (Media Specialist)

Narrative

Led by Academic Leadership with support from Facilities, IT, and Library Services, this initiative focuses on modernizing physical and digital learning environments to promote collaborative, active learning and enhance student engagement. Supporting the Elevate Student Success & Experience strategic pillar, GMC will implement phased campus improvements through needs assessments, design planning, technology integration, and targeted capital investments, including foundation-supported upgrades. Through continuous evaluation and enhancement, GMC will create flexible, innovative learning spaces that reflect contemporary professional environments and support student collaboration and success.

Institutional Mission Enhancing Student Experience

Source: Cabinet Lead: Junior College Timeline: Current (August 2026 - May 2027)

Source: Student Surveys Lead: Junior College and Prep School Timeline: Near-term (January 2027 - December 2030)

Increase access to cutting-edge instructional tools, digital content, and instructional support, thereby ensuring faculty have the requisite resources to deliver high-quality, technology-enabled instruction that engages the modern learner. Supporting Departments Library, IT, Academic Affairs, Cabinet

Narrative

This initiative expands instructional technology, digital learning tools, and faculty support systems across the Prep School and Junior College to modernize the student learning experience and strengthen teaching effectiveness. Led collaboratively by institutional leadership with support from IT, Library Services, Academic Affairs, and Cabinet, the effort supports student success by equipping faculty with innovative tools, training, and resources. This is a long-term institutional priority in which GMC will continue investing in classroom modernization, digital access, and professional development to create a sustainable, future-ready learning environment.

Institutional Mission Enhancing Student Experience Operational Efficiency

Source: Faculty Surveys Lead: Junior College and Prep School Timeline: Near-Term (January 2027 - December 2030)

2.4: Revise and Implement Ethical Artificial Intelligence (AI) Policies for Students to safeguard academic integrity while encouraging digital literacy. Update and expand institutional guidelines regarding artificial intelligence to ensure students utilize emerging tools responsibly, ethically, and in service of authentic learning outcomes, clarifying the boundary between assistance and plagiarism. Supporting Departments IT, Library, Faculty, College, Prep School

Narrative

Led by Academic Leadership with support from IT, Library Services, and Faculty Governance, this initiative focuses on establishing ethical guidelines for student use of artificial intelligence while promoting responsible digital literacy and academic integrity. Supporting the Elevate Student Success & Experience strategic pillar, GMC will implement the initiative through policy development, benchmarking best practices, faculty and student training, and ongoing stakeholder collaboration. Through education, communication, and continuous refinement, GMC will prepare students to use AI tools responsibly while maintaining rigorous academic standards and workforce readiness.

Institutional Mission Essential Student Experience

Source: Cabinet Lead: Academic Affairs Timeline: Current (May 2026 - December 2026)

Elevate Student Success & Experience

2.3: Expand Instructional Technology Capacity Across Prep and Junior College to modernize the classroom experience and support digital-first pedagogy.

Strategic Outcome 3 Student Development Culture and Mentorship

STRATEGIC PILLAR 1

3.1: Proactive and Consistent Advising to guide students through personalized academic and career pathways Deliver a proactive, consistent, and holistic advising experience that empowers students to make informed decisions, ensuring a clear and efficient path from enrollment to graduation and career. Supporting Departments Academic Affairs

Narrative

Led by College Operations with support from Academic Affairs, this initiative focuses on strengthening proactive and consistent advising practices to guide students through personalized academic and career pathways. Supporting the Elevate Student Success & Experience strategic pillar, GMC will leverage existing personnel, advising technologies, and the integration of Junior College and GMC Online systems within HubSpot to enhance personalized communication, student engagement, retention, and progression. Through advisor training, proactive outreach, individualized advising sessions, internal quality audits, and structured student support processes, GMC will create a more accessible, data-informed, and student-centered advising experience aligned with evolving academic programs and student success goals.

College Mission Essential Student Experience

Source: Student Surveys Lead: College Operations Timeline: Current (July 2026) and Enduring

3.2: Implement faculty engagement practices supporting individualized student learning and career mentorship to build a relationship-rich culture that drives persistence and professional growth. Foster a connected and supportive campus culture where every student feels a strong sense of belonging and is empowered to succeed through meaningful relationships with faculty and staff. Supporting Departments

Academic Affairs, College faculty/staff, Career Counseling, Student Services

Narrative

GMC will build relationship-rich learning environments through structured faculty mentorship and engagement programs designed to improve student retention, academic success, and career readiness.

College Mission Enhancing Student Experience 30

Source: Student Surveys and Cabinet Lead: College and Prep School Timeline: Current (August 2026 - May 2029)

Reorganize and expand student support teams to meet the complex needs of the modern learner, ensuring sufficient staffing to provide hightouch, personalized interventions. Supporting Departments Human Resources, Cabinet

Narrative

Led by Preparatory School Leadership with support from Human Resources and Cabinet leadership, this initiative focuses on reorganizing and expanding student support teams to address the complex needs of modern learners through high-touch, personalized interventions. Supporting student success as a mission essential initiative, GMC will implement a coordinated, data-informed approach that includes evaluating current support systems, identifying staffing and service gaps, refining intervention processes, and strengthening evidence-based support practices. Through professional development, progress monitoring, and enhanced collaboration among faculty and support personnel, GMC will ensure comprehensive, consistent, and student-centered support that promotes the success of all learners.

Preparatory School Mission Essential Student Experience Operational Efficiency

Source: Staff, Community Partners, and Parent Surveys Lead: Prep School Timeline: Current (Fall 2026)

3.4: Develop branded student experience campaigns for each Pathway to foster a strong sense of belonging and clarify the academic journey from enrollment to career. Create distinct identities for each academic pathway that build community and pride, helping students visualize their trajectory and strengthen their commitment to graduation. Supporting Departments Cabinet, Communications

Narrative

Led by Cabinet with support from Senior Leadership and Communications, this initiative focuses on developing branded student experience campaigns for each academic pathway to strengthen student identity, foster belonging, and clarify academic and career progression. Supporting student engagement, retention, and completion, GMC will implement a coordinated, institution-wide approach that includes pathway branding, targeted messaging campaigns, visual identity development, and student engagement opportunities aligned with academic and career goals. Through ongoing collaboration between academic, communications, and student support teams, GMC will create meaningful pathway experiences that connect students to the broader GMC mission and support long-term student success and leadership development.

Institutional Mission Essential Student Experience Institutional Alignment and Governance

Source: Cabinet Lead: Executive VP of Innovative Growth Timeline: Current (March 2026) and Enduring

Elevate Student Success & Experience

3.3: Improve Preparatory School student support systems by expanding personnel capacity and optimizing organizational structure to eliminate service gaps.

3.5: Review potential strategies and required resources to best expand the Corps of Cadets up to 500 students within a 10-year period. Supporting Departments

STRATEGIC PILLAR 1

Junior College, Academics, Student Affairs, Cabinet, Campus Police, Facilities, Advancement, Alumni, Military Science Department (MSD), Georgia Officer Training Site (GOTS), Athletics, Prep School; External collaboration with Cadet Command (Army ROTC), Naval Reserve Officer Training Corps (NROTC), Air Force Reserve Officer Training Corps (AFROTC), international partners, U.S. service academies

Narrative

Led by Junior College and Corps of Cadets Leadership with support from institutional stakeholders, Georgia Military College will implement a strategic, data-informed plan to grow the Junior College Corps of Cadets to a 500-member College Corps while preserving a high-quality student experience across the institution, including the Preparatory School. Through assessments of staffing, infrastructure, housing, classroom space, dining, fitness, parking, faculty, and supervisory needs, GMC will identify and implement the resources necessary to support sustainable growth. The initiative will also include expanded partnerships and recruitment efforts targeting AFROTC, NROTC, international students, and other student pathway programs, alongside enhanced national and international marketing strategies designed to position GMC as a premier leadership-focused educational destination.

College Mission Essential Revenue Generating

3.6: Strengthen Athletics and Fine Arts Programs to Support Student Retention and Engagement. Enhance athletics and fine arts programs as high-impact engagement pathways that promote student connection, persistence, and institutional belonging. Supporting Departments

Athletic Department, Coaches, Cabinet, Human Resources, Auxiliary Services, Facilities, Advancement

Narrative

Led by Preparatory School Leadership with support from Human Resources and Prep School coaches, this initiative focuses on strengthening athletics and fine arts programs as high-impact engagement pathways that enhance student connection, retention, and overall extracurricular experiences. Supporting the Elevate Student Success & Experience strategic pillar, GMC will leverage dedicated facilities, such as the NewDay USA Center of Leadership and the Waddell-Dunn Athletic Facility, conduct market assessments to support competitive coaching compensation, and foster ongoing collaboration among athletics, fine arts, facilities, auxiliary services, and institutional leadership. Through continuous evaluation of student participation, retention data, program quality, and institutional support strategies, GMC will enhance opportunities for student growth, performance, and engagement across athletics and the arts.

Preparatory School Mission Essential Student Experience

Source: Junior College Lead: Commandant of Cadets Timeline: Current (September 2026) and Enduring (June 2036)

Source: Cabinet Lead: Prep School Timeline: Current and Enduring

Improve K–12 math achievement by establishing clear student learning goals and leveraging faculty-led data reviews to guide instruction and targeted academic support. Supporting Departments

Prep School Department Chairs, Professional Learning Communities

Narrative

Led by GMC Preparatory School Leadership with support from department chairs and Professional Learning Communities, this initiative focuses on increasing K–12 math achievement through consistent, datainformed instructional practices and clear student learning goals across grade levels. Supporting the Elevate Student Success & Experience strategic pillar, GMC Prep will implement curriculum resources, assessment systems, professional learning, and structured data review processes to strengthen instructional alignment, student goal-setting, and targeted academic support. Through expanded use of enVision curriculum, MAP data analysis, collaborative instructional planning, and alignment with PSAT and SAT expectations, GMC Prep will improve math performance, promote continuous academic growth, and enhance college and career readiness for all students.

Preparatory School Mission Enhancing Student Experience

Source: Preparatory School Strategic Plan Lead: Prep School Timeline: Current and Enduring

3.8: Recruit for and construct a Women’s Flag Football team with the first season of competition scheduled for Spring 2028. Supporting Departments

Junior College, Student Affairs, Institutional Title IX Coordinator, Cabinet, Advancement, and Facilities; External collaboration with NJCAA, NCAA, Georgia-based high schools, and colleges offering flag football, and other flag football associations nationally/ internationally

Narrative

Led by College Athletics Leadership, Georgia Military College will develop and implement a Women’s Flag Football program to expand athletic opportunities for female student-athletes and enhance the student experience through emerging competitive sports pathways. Supporting institutional growth and student engagement, GMC will utilize strategic planning, grant funding, targeted recruiting, and the hiring of qualified coaching staff to build a competitive program aligned with NJCAA opportunities and growing national interest in women’s flag football. Through continued research, external funding support, and student-athlete recruitment, GMC plans to field its inaugural team during the 2027–2028 academic year with fall practices and spring competition.

College Mission Enhancing Student Experience Revenue Generating

Source: Junior College Athletics and Title IX Lead: Junior College Athletics Timeline: Current (July 2026 - spring 2028)

Elevate Student Success & Experience

3.7: Increase K–12 Math Performance Through Data-Informed Instruction and Student Goal Setting.

Strategic Outcome 4 Career Services and Real-World Application

STRATEGIC PILLAR 1

4.1: Create internships to bridge the gap between academic theory and professional practice. Integrate career development into the core student experience, ensuring every student has the opportunity to apply their learning in real-world settings and graduate fully prepared for their chosen career. Supporting Departments

Academic Affairs, Program Deans, College Operations

Narrative

GMC will embed internship and experiential learning opportunities across academic programs to ensure students graduate with realworld experience and strong career readiness.

College Mission Essential Student Experience Revenue Generating

4.2: Review Federal Work-Study Program and Address Hiring Gaps. Supporting Departments

Financial Aid, select Tiger Team members, Community partners, Department Managers

Narrative

Led by Human Resources with support from Financial Aid and College Leadership, this initiative focuses on strengthening the Federal Work Study program to transform campus employment into a meaningful career-readiness experience that supports both student success and institutional workforce needs. Supporting the Elevate Student Success & Experience strategic pillar, GMC will optimize existing federal work-study funding through program audits, process improvements, and the redesign of campus positions to provide students with transferable professional, communication, and workplace skills. Through ongoing assessment, strategic alignment of student employment opportunities, and intentional skill-building experiences, GMC will enhance student financial stability, career readiness, and workforce development outcomes.

College Mission Essential Student Experience Revenue Impact

Source: Student Surveys Lead: Advancement Timeline: Current (July 2026 - June 2028)

Source: Cabinet Lead: Human Resources Timeline: Current (July 2026) and Enduring

Supporting Departments Cabinet, Academic Affairs

Narrative

Led by the Office of Advancement with support from Academic Affairs, College Leadership, and the Leadership Institute, this initiative focuses on establishing a comprehensive Career Services program to enhance student career readiness and strengthen employer connections. Supporting the strategic pillars of student success and workforce development, GMC will implement a phased approach that includes virtual career advising, workshops, employer engagement, platform development, and expanded in-person services funded through institutional support, grants, foundation partnerships, and employer collaboration. Through continuous assessment and program enhancement, GMC will create a centralized Career Center that prepares students for successful career outcomes while strengthening workforce partnerships and institutional impact.

College Mission Essential Student Experience

Source: Faculty, Staff, Community Partners, Parent Surveys Lead: Advancement Timeline: Current (March 2026) and Enduring

Elevate Student Success & Experience

4.3: Establish a centralized Career Services Center for workforce transition and employer engagement to provide a unified hub for student professional development and industry partnerships.

STRATEGIC PILLAR 2

Advance Programs & Academic Quality Strategic Goal

Develop and sustain a mission-aligned, financially viable portfolio of academic programs that meet student demand and regional workforce needs.

Strategic Outcome 1 High-Quality, Scalable Online Learning

1.1: Build, pilot, scale, and launch Online 2.0 to revolutionize the digital classroom and deliver a superior, user-centric learning experience. Supporting Departments

Office of Online Education Development (OOED)

Narrative

Led by GMC Online with support from the Office of Online Education Development, this initiative focuses on redesigning online courses to create a more flexible, user-centric learning experience that better supports the needs of today’s diverse learners. Supporting the strategic pillar to Advance Programs & Academic Quality, GMC will utilize research, faculty collaboration, pilot testing, student feedback, and strategic reinvestment of GMC Online revenues to develop and implement the “Online 2.0” course model. Through phased design, quality assurance, and continuous assessment of student success and withdrawal rates, GMC will improve accessibility, increase student success and retention, and ensure the long-term effectiveness of its online academic programs.

College Mission Critical Student Experience Revenue Generating

Source: Cabinet Lead: GMC Online Timeline: Current (estimated completion: October 2026)

Supporting Departments

Academic Affairs, Resource Management, Cabinet, Board of Trustees, Foundation

Narrative

Led by GMC Online with support from Academic Affairs, Marketing, and institutional leadership, this initiative focuses on expanding enrollment and market share through data-driven marketing, workforce-ready academic programs, and innovative online course design. Supporting long-term institutional sustainability and operational resilience, GMC will integrate emerging topics, such as artificial intelligence, data literacy, and leadership skills into academic offerings while implementing comprehensive faculty and staff training to ensure excellence in online instruction, student engagement, and operational support. Through strategic marketing campaigns, program rollouts, targeted hiring, quality assurance, and continuous program evaluation, GMC will strengthen its statewide presence and expand into new regional and national markets while maintaining its culture of care and commitment to student success.

College Mission Critical Revenue Generating

Source: Cabinet Lead: GMC Online Timeline: Current and Enduring

Strategic Outcome 2 Clear and Consistent Academic Program Evaluation

2.1: Ensure our portfolio of academic programs is mission-aligned, financially sustainable, and responsive to student interests and regional market demands. Supporting Departments

Program Deans and College Leadership, third-party market research partner

Narrative

This initiative ensures GMC’s academic program portfolio remains mission-aligned, financially sustainable, and responsive to student interests and regional workforce needs. Led by College Leadership, Program Deans, and Academic Affairs, the effort supports academic quality through ongoing analysis of enrollment trends, program viability, labor market demand, and resource sustainability to guide evidence-based decisions on program growth, revision, or realignment. Beginning in January 2026, GMC will implement a comprehensive program evaluation rubric to support strategic expansion and ensure programs effectively serve students, employers, and the institution’s mission.

College Mission Essential Revenue Generating

Source: Cabinet Lead: Academic Affairs Timeline: Current (January 2026) and Enduring

Advance Programs & Academic Quality

1.2: Achieve strategic growth to secure the institution’s long-term financial vitality and independence.

Strategic Outcome 3

STRATEGIC PILLAR 2

Alignment with High-Growth Workforce Sectors

3.1: Create clear and direct pathways from our academic programs to high-demand careers, ensuring students graduate with the credentials and skills employers value. Supporting Departments

In collaboration internally with Program Deans, Director of Curriculum and Planning for GMC Online, College Leadership

Narrative

This initiative strengthens direct pathways from academic programs to high-demand careers by expanding stackable Bachelor of Applied Science (BAS) programs, Associate of Applied Science (AAS) degrees, and workforce-aligned certificates informed by ongoing labor market research. Since implementation began in January 2026, GMC has established a Program Development Dashboard and degree framework to support coordinated program growth and curriculum development. Led by Academic Affairs and faculty, the initiative will continue through ongoing program evaluation, process improvement, and strategic investment in faculty and staff support.

College Mission Essential Revenue Generating

Strategic Outcome 4

Improve Student Retention and Student Preparedness

4.1: Develop and distribute standardized, user-friendly academic maps for every major, ensuring that students and advisors have the precise tools necessary to make informed course selections and avoid the accumulation of excess credits. Supporting Departments Coaching teams, Cabinet

Narrative

This initiative establishes standardized academic maps for every major to help students make informed course selections, avoid excess credits, and complete degrees efficiently. Led by the new Program Advising Coordinator, the initiative strengthens institution-wide advising through annual updates, advisor training, and consistent academic planning resources. Implementation began in January 2026, with academic maps launching in summer 2026 and updated annually alongside the academic catalog.

College Mission Essential Student Experience Operational Efficiency

Source: Student Surveys Lead: Academic Affairs Timeline: Current (January 2026) and Enduring

Source: Cabinet Lead: Academic Affairs Timeline: Current (January 2026) and Enduring

Expand the AP curriculum and provide targeted faculty development to increase student participation rates and test scores, positioning graduates for acceptance into top-tier universities. Supporting Departments Cognia Accreditation, Cabinet

Narrative

This initiative improves degree completion and student advising by creating standardized academic maps for every major that guide course selection and reduce excess credits. GMC will achieve this through the leadership of a new Program Advising Coordinator, annual academic map updates aligned with the catalog cycle, and ongoing advisor briefings on programs, pathways, and institutional resources. Implementation began in January 2026, with academic maps launching in summer 2026.

Preparatory School Mission Enhancing Student Experience

Source: Cabinet Lead: Prep School Timeline: Current and Enduring

4.3: Align teaching standards across instructional locations to ensure equitable academic quality and learning outcomes for every student. Standardize instructional expectations, master syllabi, and assessment rigor across all physical and virtual campuses, ensuring that a GMC credit holds the same high value regardless of where it is earned. Supporting Department Academic Affairs

Narrative

GMC will standardize instructional expectations, master syllabi, and assessment rigor across all physical and virtual campuses to ensure every GMC credit holds equal value regardless of where it is earned. Initial efforts will include evaluating current teaching practices and identifying opportunities for improvement and innovation. The next phase will focus on developing common frameworks and expectations. The final phase will emphasize continuous assessment, compliance, and refinement, ensuring the initiative supports academic excellence and institutional integrity.

College Mission Essential Student Experience

Source: Student and Faculty Surveys Lead: Junior College Timeline: Current (August 2026 - August 2028)

Advance Programs & Academic Quality

4.2: Continue to grow Advanced Placement (AP) programs offered to Preparatory School students in order to challenge high-achieving students and increase collegiate competitiveness.

4.4: Strengthen post-secondary readiness initiatives to ensure every Prep School graduate is fully prepared for the demands of their college and career readiness.

STRATEGIC PILLAR 2

Implement a holistic support system that utilizes structured transition supports, academic skills development, goal setting, and enrichment opportunities to equip students with the resilience and capability to thrive in college, career, or military service.

Supporting Departments

Professional Learning Communities, Counseling Department, Academic Affairs

Narrative

This initiative strengthens post-secondary readiness by preparing Prep School students for college, careers, and life after graduation through structured career exploration, advising, and experiential learning opportunities. Led by the Prep School Counseling Department with support from Academic Affairs and school leadership, GMC will utilize College Board’s BigFuture platform, student interest assessments, college fairs, community partnerships, and a redesigned College and Career Day beginning in 2026–2027 to guide individualized student planning and exposure to workforce pathways. Ongoing evaluation through student feedback, participation trends, and postsecondary outcomes will ensure programming remains aligned with student interests and workforce demands.

Preparatory School Mission Essential Student Experience

Source: Preparatory School Strategic Plan Lead: Prep School Timeline: Current (August 2026) and Enduring

Establish a rigorous assessment framework that aligns with curriculum standards, providing faculty with timely, actionable data to identify learning gaps and elevate overall academic performance. Supporting Departments

Cognia Accreditation, Professional Learning Communities

Narrative

Led by the Preparatory School with support from faculty, Professional Learning Communities, and Cognia, this initiative focuses on improving assessment design and establishing consistent, school-wide assessment standards to strengthen the measurement of student learning and support continuous improvement. Supporting the Advance Programs & Academic Quality strategic pillar, GMC Prep will implement a phased, data-informed approach that includes evaluating current assessment practices, developing rigorous aligned standards, enhancing faculty collaboration and professional learning, and utilizing ongoing data analysis to identify learning gaps and improve instructional effectiveness. Through consistent assessment practices and vertical alignment across grades K–12, the initiative will enhance student achievement, strengthen academic quality, and support long-term institutional excellence.

Preparatory School Mission Enhancing Operational Efficiency

Source: Preparatory School Strategic Plan Lead: Prep School Timeline: Current (August 2026 - May 2028)

Advance Programs & Academic Quality

4.5: Improve assessment design and adopt a consistent assessment cycle to accurately measure student mastery and drive data-informed instruction.

STRATEGIC PILLAR 3

Cultivate Faculty and Staff Culture Strategic Goal

To cultivate a thriving, unified workforce by investing in equitable compensation, continuous professional development, and a supportive culture that empowers employees across GMC to grow, collaborate, and contribute to institutional excellence.

Strategic Outcome 1 Market-Competitive Compensation

1.1: Complete an Enterprise-wide Compensation Study. Supporting Departments

Cabinet, Tiger Team, third-party market research partner

Narrative

Led by Human Resources with support from Cabinet, College Leadership, and Academic Affairs, this initiative focuses on conducting a comprehensive compensation review for full-time and part-time faculty and staff to strengthen recruitment, retention, and long-term institutional stability. Supporting the Cultivate Faculty & Staff Culture strategic pillar, GMC will utilize benchmarking studies, internal equity analysis, updated market data, and potential external compensation consultants to evaluate and modernize compensation structures. Through strategic planning, implementation of updated salary models, and ongoing evaluation, GMC will promote competitive and equitable compensation practices that support academic excellence, employee engagement, and institutional effectiveness.

College Mission Essential Revenue Impact

Source: Faculty and Staff Surveys, Cabinet Lead: Human Resources Timeline: Current (July 2026 - June 2027)

1.2: Update supplemental pay structure for Prep Community Coaches to increase retention and enhance consistency across extracurricular programs.

Supporting Departments

Human Resources, Preparatory School Athletic Department, third-party market research partner and external organizations

Narrative

GMC will modernize supplemental pay for Prep Community Coaches through benchmarking and stakeholder input to reduce turnover, improve program continuity for students, and strengthen the extracurricular experience. This effort will be carried out collaboratively with Cabinet leadership, department managers, and a third-party vendor utilizing benchmarking analysis and market data to inform decision-making.

Preparatory School Mission Essential Revenue Impact Revenue Generating

Source: Cabinet Lead: Prep School Timeline: Current (ETC: December 2026)

Strategic Outcome 2 Culture of Growth and Lifelong Learning

2.1: Launch a Unified, Tiered Professional Development Program. Supporting Departments

Cabinet, Departmental Leadership, Professional Learning Communities

Narrative

Led by Human Resources with support from Cabinet and departmental leadership, this initiative focuses on launching a unified, tiered Professional Development Program to standardize training access and strengthen employee growth pathways across the institution. Supporting the Cultivate Faculty & Staff Culture strategic pillar, GMC will implement structured learning pathways, leadership development opportunities, centralized tracking systems, and equitable professional development processes aligned with institutional priorities and workforce needs. Through phased program development, ongoing evaluation, and strategic investment in employee learning opportunities, GMC will cultivate a culture of continuous growth, strengthen succession planning, and support long-term employee engagement and talent retention.

Institutional Mission Essential Institutional Alignment and Governance

Source: Faculty and Staff Surveys Lead: Human Resources Timeline: Current (July 2026) and Enduring

Cultivate Faculty & Staff Culture

Review and modernize the supplemental pay structure for Prep Community Coaches to ensure compensation is equitable, competitive, and aligned with program expectations. Updating this structure will reduce turnover, improve continuity for students, and strengthen the overall extracurricular experience by supporting a more stable and consistent coaching workforce.

STRATEGIC PILLAR 3

2.2: Launch Professional Learning Communities (PLCs) to foster collaboration and strengthen shared instructional practices. Implement PLCs across the College to create structured, cross-campus opportunities for faculty and staff to collaborate, exchange best practices, and address instructional challenges. This model supports unified teaching approaches, encourages peer learning, and reinforces GMC’s culture of continuous improvement. Supporting Departments

Senior Leadership, Departmental Leadership, Human Resources

Narrative

Led by Academic Affairs with support from College Leadership, Deans, Department Chairs, and faculty teams, this initiative focuses on implementing Professional Learning Communities (PLCs) across the College to strengthen collaboration, instructional consistency, and continuous improvement. A Professional Learning Community is a collaborative group of educators who work together to analyze data, share best practices, solve instructional challenges, and improve student outcomes through ongoing professional learning and shared accountability. Through structured cross-campus collaboration, peer learning, data-informed discussions, and instructional planning, GMC will create a unified approach to teaching and learning that enhances academic quality, supports faculty development, and improves student success across the institution.

College Mission Enhancing Operational Efficiency

2.3: Develop a recurring workforce briefing series to keep employees informed of higher education trends and emerging workforce shifts. Supporting Departments

Cabinet, Professional Learning Communities, Human Resources

Narrative

This initiative strengthens institutional awareness and proactive decision-making by providing regular briefings on policy changes, technological advancements, labor market trends, and emerging issues impacting higher education. Led by the Office of Student Services and Accreditation, GMC will implement this effort through a dedicated committee that will monitor, synthesize, and distribute timely updates to support academic and operational planning across the institution. Planning begins in October 2026, with full implementation of the ongoing briefing series by February 2027.

College Mission Enhancing Operational Efficiency

Source: Faculty Surveys Lead: College Timeline: Current (August 2026 - May 2028)

Source: Cabinet Lead: Academic Affairs Timeline: Current (October 2026) and Enduring

2.4: Establish a Formal Nomination and Tracking System for Competitive Awards. Supporting Departments

Narrative

GMC will establish a formal nomination and tracking system to identify and submit faculty and staff for local, regional, and national recognition opportunities, elevating employee achievements and strengthening institutional pride.

Institutional Mission Enhancing Operational Efficiency

Source: Office of the President Lead: Human Resources Timeline: Near-term (July 2028 - June 2030)

2.5: Publish an annual GMC Faculty and Staff Awards and Accomplishments Report to celebrate employee success and strengthen institutional pride. Supporting Departments Senior Leadership, Human Resources

Narrative

This initiative strengthens institutional culture and pride by establishing a standardized, institution-wide process to recognize faculty and staff achievements through an annual report. Led by Communications in collaboration with Senior Leadership and Human Resources, GMC will highlight employee awards, certifications, and contributions through consistent recognition, reporting, and institutional communications.

Institutional Mission Enhancing Operational Efficiency

Source: Faculty and Staff Surveys Lead: Communications Timeline: Near-term (May 2027 - May 2029)

Cultivate Faculty & Staff Culture

Cabinet, Tiger Team, Communications, local/state/regional/national external recognition agencies

2.6: Implement an Employee Artificial Intelligence Adoption and Training Program to build a future-ready workforce capable of leveraging automation. Supporting Departments

STRATEGIC PILLAR 3

Information Technology, Human Resources, Prep School, Junior College, GMC Online, Cabinet

Narrative

Led by the Office of Institutional Research, Planning, and Effectiveness within Academic Affairs, in collaboration with IT, Human Resources, and Senior Leadership, this initiative focuses on equipping faculty and staff with the knowledge, skills, and guidance necessary to integrate artificial intelligence into daily operations responsibly, effectively, and in compliance with FERPA requirements. Supporting the Cultivate Faculty & Staff Culture strategic pillar, GMC will implement a phased institutional rollout that includes cross-functional steering committees, AI training workshops, policy development, and department-specific implementation strategies designed to enhance productivity, operational effectiveness, and data-informed decision-making. Through ongoing professional development, continuous monitoring of emerging technologies, and institution-wide collaboration, GMC will foster broad AI adoption and ensure the workforce remains adaptable, innovative, and prepared to leverage evolving technologies strategically and ethically.

Institutional Mission Essential Operational Efficiency

Strategic Outcome 3 Employee Well-Being and Workforce Flexibility

3.1: Define and Implement Workforce Models (On-Campus, Hybrid, Remote). Supporting Departments Cabinet

Narrative

Led by Human Resources with support from Senior Leadership, this initiative focused on defining and implementing on-campus, hybrid, and remote workforce models to optimize space utilization while supporting employee flexibility and operational effectiveness. Supporting the Cultivate Faculty & Staff Culture strategic pillar, GMC utilized workforce assessments, space utilization analysis, leadership collaboration, and institution-wide guidelines to establish consistent and sustainable workforce practices aligned with employee needs and institutional priorities. Through structured implementation, communication, and ongoing evaluation, GMC strengthened organizational efficiency, enhanced employee well-being, and improved the strategic use of campus resources while positioning the institution to adapt to evolving workforce demands.

Institutional Mission Critical Revenue Impact

Source: Cabinet Lead: Academic Affairs Timeline: Current (April 2026 - July 2027)

Source: Staff Survey and Cabinet Lead: Human Resources Timeline: Complete

3.2: Develop and Introduce A GMC Wellness Program Supporting Departments External Benefit Partners, Athletics

Led by Human Resources with support from benefit partners and Athletics, this initiative focuses on developing and implementing a comprehensive GMC Wellness Program to support employee health, morale, and overall well-being. Supporting the Cultivate Faculty and Staff Culture strategic pillar, GMC will utilize employee wellness assessments, strategic partnerships, and phased wellness programming to provide accessible resources and engagement opportunities that promote physical, mental, and emotional wellness. Through ongoing program development, participation initiatives, and continuous evaluation, GMC will strengthen employee satisfaction, reduce burnout, enhance retention, and foster a positive and supportive institutional culture.

Institutional Mission Enhancing Life, Health, Safety

Source: Faculty and Staff Surveys Lead: Human Resources Timeline: Near-term (July 2028-June 2030)

Cultivate Faculty & Staff Culture

Narrative

STRATEGIC PILLAR 4

Fortify Resources & Sustainability Strategic Goal

Secure GMC’s long-term financial health and institutional resilience through disciplined resource allocation, strategic fundraising, and missionaligned infrastructure development.

Strategic Outcome 1 Financial Sustainability and Resource Allocation

1.1: Develop a Comprehensive 20-year Non-MRR Capital Project Plan to prioritize investments and ensure disciplined resource allocation. Supporting Departments

Resource Management, AFO, Cabinet, third-party industry planning partners

Narrative

Led by Facilities in coordination with Finance, Advancement, and institutional leadership, this initiative focuses on developing a comprehensive 20-year Non-MRR Capital Project Plan to create a transparent, data-informed framework for prioritizing institutional capital investments. Supporting the strategic pillar to Fortify Resources & Sustainability, GMC will implement standardized evaluation criteria and long-range planning processes to identify, assess, and prioritize projects based on mission-critical needs, strategic alignment, risk, and available funding. Through disciplined capital forecasting and strategic resource allocation, GMC will strengthen infrastructure planning, maximize the impact of limited resources, and support long-term operational and financial sustainability.

Institutional Mission Critical Revenue Impact

Source: Cabinet Lead: Facilities Timeline: Current (July 2026) and Enduring

1.2: Establish a Strategy for Milledgeville Property Acquisition to secure essential land for campus expansion and operational efficiency.

Supporting Departments

Finance, Cabinet, Advancement, Facilities, the State of Georgia Attorney General, Board of Trustees, Foundation, and externally with commercial real estate brokers, appraisers, local government/municipal partners, property owners/developers

Narrative

This initiative strengthens long-term campus growth by transitioning GMC from reactive property purchases to a proactive, datainformed acquisition strategy. GMC will achieve this by implementing defined acquisition criteria, cost-benefit analysis, funding pathways, and governance processes to evaluate properties based on institutional need, geographic alignment, and future development potential. This structured approach will support strategic growth, reduce long-term costs, and improve institutional planning and investment decisions.

Institutional Mission Critical Revenue Impact

Source: Cabinet Lead: Resource Management Office Timeline: Current and Enduring

Strategic Outcome 2 Organizational Restructure

2.1: Complete transition of satellites to the Gateway organizational model to improve operational consistency, accountability, and student support across all locations. Finalize implementation of the Gateway model to unify processes, clarify reporting structures, and strengthen support systems across GMC’s satellite locations. This transition enhances efficiency, ensures consistent service delivery, and provides a cohesive student experience regardless of location, thus positioning GMC for sustainable growth. Supporting Departments Academic Affairs, Human Resources

Narrative

Led by College Operations and institutional leadership with support from Academic Affairs, Student Services, Human Resources, Finance, and Information Technology, this initiative focused on finalizing the implementation of the Gateway model to unify processes, clarify reporting structures, and strengthen support systems across GMC’s satellite locations. Through standardized procedures, streamlined workflows, integrated services, and enhanced cross-campus coordination, GMC improved efficiency, scalability, and service delivery for both students and internal stakeholders. Supporting sustainable growth and operational effectiveness, the Gateway model will create a more consistent, responsive, and cohesive student experience across all campus locations.

College Mission Critical Revenue Impact Operational Efficiency

Source: Cabinet Lead: Junior College Timeline: Complete

Fortify Resources & Sustainability

Evaluate and pursue targeted real estate acquisitions to support enrollment growth, enhance student opportunities, and build long-term institutional value.

2.2: Assess and Redesign Institutional Support Structures for Scalability to eliminate redundancies and improve cross-departmental agility.

STRATEGIC PILLAR 4

Conduct a functional review of support units to implement scalable organizational models, ensuring that staffing structures are efficient, aligned, and capable of supporting future growth without proportionate cost increases.

Supporting Departments Cabinet, Human Resources

Narrative

This initiative strengthens resource sustainability by establishing data-driven staffing models and assessment tools that project institutional support staffing needs based on enrollment and growth trends. GMC will achieve this through cross-departmental collaboration, defined service-level metrics, ongoing enrollment analysis, and continuous evaluation of staffing models to ensure resources scale appropriately and support continued growth without hindering operations or student enrollment.

Institutional Mission Critical Institutional Alignment and Governance Revenue Impact

Source: Cabinet Lead: Executive VP of Innovative Growth Timeline: Current and Enduring

2.3: Fully Implement Auxiliary Services and Initiate Plan for Growth for Operational Excellence and Financial Stability.

In collaboration internally with Finance, Human Resources, Facilities, Information Technology, Student Affairs, and Academic Affairs, and externally with key vendor partners, service providers, and community stakeholders supporting auxiliary operations

Narrative

This initiative strengthens operational efficiency and financial sustainability by fully implementing a comprehensive Auxiliary Services model across dining, bookstore, transportation, and shipping/receiving operations. Led by Auxiliary Services, GMC will achieve this through crossdepartmental collaboration, strategic vendor partnerships, performance monitoring, expanded online and hybrid service models, transportation optimization, and the development of new auxiliary revenue streams. Spanning July 2026 through June 2028, the initiative supports longterm institutional sustainability through cost containment, revenue growth, and enhanced service delivery for students, faculty, and staff.

Institutional Mission Critical Revenue Generating

Source: Cabinet Lead: Auxiliary Services Timeline: Current (July 2026 - June 2028)

2.4: Establish and launch GMC Leadership Institute as a signature institutional pathway. Supporting Departments

Cabinet, Resource Management, Human Resources, Communications and AFO, GMC Foundation, third-party organizational partners

Narrative

This initiative establishes the GMC Leadership Institute as a revenue-generating institutional pathway that supports long-term sustainability and leadership development. Led by the GMC Leadership Institute team, GMC will achieve launching a Leadership Institute as a signature institutional pathway through strategic business planning, cross-departmental collaboration, market analysis, external expert consultation, product development, and ongoing performance assessment to refine offerings based on market demand. Once financially self-sustaining, the Institute will expand services to support professional development, team building, and leadership cultivation across GMC.

Institutional Mission Critical Revenue Generating

Source: Community Partners and Parent Surveys Lead: GMC Leadership Institute Timeline: Current (October 2026 - October 2029)

Fortify Resources & Sustainability

Supporting Departments

Strategic Outcome 3

STRATEGIC PILLAR 4

Facilities Development

3.1: Renovate Overview Inc. for GMC Online Flex Office Space to support operations and future growth. Supporting Departments

In collaboration internally with GMC Online, Information Technology, Resource Management, and externally with design professionals, contractors, and vendors

Narrative

Led by Facilities in coordination with GMC Online and institutional partners, this initiative focuses on renovating the former Overview Inc. building into a modern, flexible office environment that supports GMC Online operations, staff collaboration, and future organizational growth. Supporting the strategic pillar to Fortify Resources & Sustainability, GMC will reconfigure the facility to accommodate hybrid work models, integrate updated technology, and create scalable workspaces aligned with evolving operational and academic support needs. Through strategic investment in existing infrastructure and efficient space utilization, GMC will strengthen operational effectiveness, support GMC Online’s continued expansion, and enhance long-term institutional sustainability.

College Mission Critical Operational Efficiency

3.2: Renovate and Expand a Dedicated Facility for the GMC Museum to preserve institutional heritage and deepen alumni and community connection. Supporting Departments

AFO, Finance, GMC Historian, Advancement, Cabinet, and externally with design professionals, contractors, community partners, and donors

Narrative

Led by Advancement in coordination with Facilities and institutional partners, this initiative focuses on renovating and expanding a dedicated facility to establish a centralized GMC Museum in recognition of the College’s 150th anniversary. Supporting the strategic pillar to Fortify Resources & Sustainability, GMC will create a modern, engaging space that preserves and showcases the institution’s history, military tradition, and legacy of leadership through interactive storytelling, historical displays, and community engagement opportunities. Through strategic investment, donor support, and collaborative partnerships, GMC will strengthen alumni connections, enhance institutional pride, expand tourism and outreach efforts, and support long-term philanthropic growth and advancement initiatives.

Institutional Mission Critical Operational Efficiency

Source: Cabinet Lead: Facilities Timeline: Current (July 2028 - June 2029)

Source: Cabinet Lead: Facilities Timeline: Current (July 2026 - June 2028)

Supporting Departments

Athletics (Prep and Junior College), Resource Management, Auxiliary Services, Information Technology, and Campus Safety, and externally with design professionals, contractors, and equipment vendors

Narrative

Georgia Military College upgraded Davenport Field through the installation of athletic artificial turf, LED lights, a new LED scoreboard, and ADA-compliant access improvements to enhance athletic performance, accessibility, and the overall student-athlete experience. Led by Facilities and coordinated closely with Athletics and key institutional partners, this project will aligns field functionality with program needs while ensuring efficient execution and operational readiness. As part of the strategic pillar to Fortify Resources & Sustainability, the initiative represents a long-term investment that reduces maintenance costs, increases field durability and availability, and expands capacity for practices, competitions, and institutional events, positioning the College to better support competitive programming and maximize facility utilization.

Institutional Mission Essential Life, Health, Safety and Operational Efficiency

Source: Cabinet Lead: Facilities Timeline: Complete

3.4: Construct a Cadet Education and Training Facility to Advance Cadet Readiness and Corps Growth. Supporting Departments

Corps of Cadets, Resource Management, Information Technology, and Campus Safety, and externally with design professionals, contractors, and potential funding partners

Narrative

Led by Facilities in coordination with the Corps of Cadets and institutional partners, this initiative focuses on constructing a purpose-built Cadet Education and Training Facility/Barracks to enhance cadet readiness, leadership development, and long-term Corps capacity. Supporting the strategic pillar to Fortify Resources & Sustainability, GMC will develop a modern, flexible environment designed to support academic instruction, military training, and leadership programming while improving space utilization and operational effectiveness. Through strategic infrastructure investment, resource development, and potential external funding opportunities, GMC will strengthen the quality and sustainability of one of its signature leadership programs while supporting future Corps growth and cadet success.

College Mission Critical Student Experience Operational Efficiency

Source: Cabinet Lead: Facilities Timeline: Near-term (February 2027 - August 2029)

Fortify Resources & Sustainability

3.3: Upgrade Davenport Field to support competitive programming and enhance the student-athlete experience.

Strategic Outcome 4

STRATEGIC PILLAR 4

Enhanced External Support and Fundraising

4.1: Expand strategic advocacy and legislative engagement to influence policy and secure public sector support. Supporting Departments Cabinet, Legislative Lobbyists

Narrative

This initiative strengthens GMC’s external relations and institutional influence by formalizing advocacy and legislative engagement strategies at the local, state, and federal levels. GMC will achieve this through standardized outreach procedures, documented engagement practices, expanded federal advocacy efforts, strategic messaging, and ongoing relationship-building with government partners to support policy influence and public funding opportunities.

Institutional Mission Critical Revenue Impact

4.2: Reassess President’s Circle thresholds and develop tiered donor engagement models to modernize giving levels and strengthen long-term donor relationships. Supporting Departments

Cabinet, GMC Foundation Executive Committee

Narrative

Led by Advancement, this initiative focused on evaluating the GMC President’s Circle giving structure to strengthen donor engagement and expand philanthropic participation. Through benchmarking against comparable institutions and reviewing donor engagement strategies, GMC explored opportunities to add tiered recognition levels while assessing the impact of increasing the current $1,500 giving threshold. The evaluation determined that maintaining the existing giving level would better support donor cultivation, encourage broader participation, and create greater flexibility for developing long-term major gift relationships that support institutional priorities and student success.

Institutional Mission Enhancing Revenue Generating

Source: Cabinet Lead: Communications Timeline: Current (April 2026) and Enduring

Source: Cabinet Lead: Advancement Timeline: Complete

4.3: Develop an Institutional Coordinated Grant Strategy. Supporting Departments

Narrative

This initiative strengthens institutional sustainability by developing a coordinated, centralized grant strategy to identify, pursue, and secure external funding opportunities. Led by the Advancement Office in collaboration with Academic Affairs, Finance, and Institutional Research, GMC will achieve this through dedicated staff coordination, enhanced grant tracking tools, cross-departmental collaboration, proactive grant prospecting, and strategic partnership development. Implemented from March 2026 through June 2028, the initiative will support long-term financial resilience, program growth, and student success through ongoing evaluation and continuous improvement.

Institutional Mission Essential Revenue Generating Operational Efficiency

Source: Cabinet Lead: Advancement Timeline: Current (March 2026 - June 2028)

4.4: Expand employer, industry, and community partnerships to strengthen experiential learning opportunities and create clear workforce-aligned pathways that support student career success and regional workforce needs. Supporting Departments

Cabinet, Academic Affairs, Departmental Leadership (discipline-specific partnerships), and the Leadership Institute, along with external employers, industry, government, and community partners

Narrative

This initiative strengthens workforce-aligned pathways and experiential learning opportunities through a coordinated partnership strategy led by Advancement, Career Services, and Corporate and Industry Engagement. GMC will achieve this by building sustainable relationships with employers and community organizations, aligning academic programs with workforce needs, and expanding access to internships, workforce training, and real-world learning experiences. The initiative will emphasize long-term partnership development and a measurable impact on student success and regional workforce growth.

Institutional Mission Essential Student Experience

Source: Community Partners, Parent Surveys Lead: Advancement Timeline: Near-term (July 2027) and Enduring

Fortify Resources & Sustainability

Cabinet

4.5: Integrate Leadership Institute offerings into partnership strategies. Supporting Departments

Cabinet, Office of Advancement, GMC Online, Junior College, Communications and Facilities, and externally with existing and external partners

STRATEGIC PILLAR 4

Narrative

Led by the GMC Leadership Institute in collaboration with the President, Executive Vice President, Chief of Staff, Office of Advancement, GMC Online, Junior College, Communications, and Facilities, this initiative focuses on developing strategic partnerships through Leadership Institute offerings to strengthen career services opportunities for students and graduates, cultivate donor relationships, and expand global partnerships. Supporting the strategic pillars to Fortify Resources and Sustainability, Elevate Student Success & Experience, and Advance Programs & Academic Quality, GMC will implement a coordinated strategy that includes internal collaboration, external partner engagement, program development, and ongoing assessment of outcomes and return on investment. Through relationshipbuilding, workforce and leadership development initiatives, and strategic partnership cultivation, GMC will enhance career pathways, expand institutional reach, strengthen philanthropic engagement, and create long-term opportunities for institutional growth and sustainability.

Institutional Mission Essential Revenue Generating

Source: Office of the President Lead: GMC Leadership Institute Timeline: Long-term (November 2029 N ovember 2032)

4.6: Secure High-Impact Grants and Major Foundation Funding. Supporting Departments Cabinet, Academic Affairs

Narrative

Led by the Advancement team with support from Academic Affairs, Career Services, Institutional Research, and program leadership, this initiative focuses on expanding and diversifying external funding sources to support strategic programs, scholarships, and institutional priorities. Supporting the Fortify Resources & Sustainability and Elevate Student Success & Experience strategic pillars, GMC will implement a coordinated approach that includes identifying high-priority funding opportunities, cultivating relationships with foundations and grant-making organizations, and developing competitive grant proposals aligned with institutional needs. Through targeted foundation engagement, strategic resource development, and ongoing evaluation of funded initiatives, GMC will strengthen financial sustainability, enhance student outcomes, and expand support for high-impact academic and workforce development programs.

Institutional Mission Essential Revenue Generating

Source: Cabinet Lead: Advancement Timeline: Near-term (July 2027) and Enduring

Strategic Outcome 5 Cost Reduction Strategies

Supporting Departments Resource Management

Narrative

Led by Human Resources with support from Resource Management Operations, this initiative focuses on reducing the institutional cost share associated with participation in the State Health Benefit Plan while maintaining competitive and comprehensive employee benefits. Supporting the Fortify Resources & Sustainability strategic pillar, GMC will implement data-informed benefit strategies, including programs such as the Health Choice Incentive Program, to provide employees with flexible coverage options while reducing long-term healthcare costs. Through ongoing evaluation of participation, cost savings, and employee impact, GMC will strengthen financial sustainability, ensure responsible stewardship of institutional resources, and continue supporting faculty and staff through meaningful and competitive benefits offerings.

Institutional Mission Essential Revenue Impact

Source: Cabinet Lead: Human Resources Timeline: Current (January 2026) and Enduring

5.2: Reallocate Institutional Scholarship Funding to Improve Efficiency and Maximize Student Impact. Evaluate and realign institutional scholarship resources to ensure funds are directed toward high-impact aid strategies that reduce overall institutional cost while preserving access and affordability for students. ($2.3M awarded in FY24) Supporting Departments Advancement, Cabinet

Narrative

Led by institutional leadership in collaboration with Enrollment Management, Financial Aid, and Resource Management Operations, this initiative focuses on evaluating and strategically realigning institutional scholarship funding to maximize student impact while improving financial efficiency and long-term sustainability. Through data-informed analysis of scholarship allocation practices, retention and completion outcomes, discount rates, and enrollment objectives, GMC will identify and implement high-impact aid strategies that preserve student access and affordability while reducing unfunded institutional aid exposure. By aligning scholarship investments with measurable student success and revenue goals, GMC will strengthen responsible resource stewardship and enhance institutional sustainability.

Institutional Mission Critical Revenue Impact

Source: Cabinet Lead: Resource Management Office Timeline: Current (July 2025) and Enduring

Fortify Resources & Sustainability

5.1: Reduce Employer Cost Share for SHBP Participation to Strengthen Long-Term Cost Sustainability.

STRATEGIC PILLAR 5

Optimize Institutional Effectiveness Strategic Goal

Strengthen institutional performance, accountability, and alignment by ensuring clear processes, unified standards, and seamless operational coordination across all sectors of GMC.

Strategic Outcome 1

Institutional Accreditation and Continuous Improvement Excellence

1.1: Complete the Southern Association of colleges and schools commission on Colleges (SACSCOC) 10-year Reaffirmation process to ensure regulatory compliance and maintain continuous accreditation. Supporting Departments

Academic Affairs, Cabinet, Advancement, Resource Management, Board of Trustees

Narrative

Led by the Office of Student Services and Accreditation within Academic Affairs, with support from College Leadership, Advancement, Resource Management, the President’s Office, Cabinet, and the Board of Trustees, this initiative focuses on coordinating the collection of evidence, documentation, and institutional narratives required to demonstrate full compliance with SACSCOC Principles of Accreditation and achieve successful reaffirmation with no significant findings. Supporting the strategic pillar to Optimize Institutional Effectiveness, GMC will utilize dedicated faculty and staff collaboration, comprehensive reporting processes, focused compliance reviews, and ongoing preparation for off-site and on-site evaluations to strengthen institutional effectiveness, maintain accreditation, uphold academic quality, and demonstrate a sustained commitment to continuous improvement and student success.

College Mission Critical Institutional Alignment and Governance Operational Efficiency

Source: Cabinet Lead: Academic Affairs Timeline: Current (January 2025 - July 2027)

Supporting Departments

Academic Affairs, Resource Management, Information Technology, Human Resources, Cabinet, Advancement, Communications and Government Affairs, Auxiliary Services, AFO, GMC Online, Junior College, Athletics, Corps of Cadets

Narrative

Led by the Office of Institutional Research, Planning, and Effectiveness within Academic Affairs, with support from academic, student services, and administrative units across the institution, this initiative focuses on implementing a comprehensive Annual Planning and Assessment Cycle to strengthen systematic planning, continuous improvement, and evidence-based decision-making. Supporting the Strategic Pillar to Optimize Institutional Effectiveness, GMC will utilize standardized planning and reporting tools, specialized training, coordinated assessment practices, and ongoing technical support to ensure all institutional units consistently assess outcomes and use results to improve performance and align with institutional goals. Through phased implementation, annual assessment activities, and a sustained four-year review cycle, GMC will strengthen accountability, institutional readiness, operational excellence, and mission-focused decision-making across the College.

College Mission Essential Institutional Alignment and Governance

Source: Cabinet Lead: Academic Affairs Timeline: Current (July 2025 - June 2030)

Strategic Outcome 2

Improved Internal Processes and Operational Efficiency

2.1: Implement a Standardized Unfunded Requirements (UFR) Process to improve fiscal accountability and streamline decision-making. Supporting Departments Cabinet

Narrative

This initiative focuses on establishing a standardized, institution-wide process for submitting, reviewing, and approving all non-budget Unfunded Requirement (UFR) expenditures. The process will introduce consistent documentation requirements, defined approval workflows, and centralized tracking to enhance transparency and accountability in institutional spending. By formalizing crossdepartmental coordination and aligning requests with strategic priorities and available resources, the initiative will improve the quality and timeliness of decision-making. Ultimately, this effort will strengthen fiscal discipline, reduce ad hoc spending practices, and provide leadership with clearer visibility into institutional resource allocation.

Institutional Mission Essential Revenue Impact

Source: Cabinet Lead: Resource Management Office Timeline: Current (May 2026) and Enduring

Optimize Institutional Effectiveness

1.2: Implement an Annual Planning and Assessment Cycle for Administrative, Academic Support, and Student Services to foster a disciplined culture of continuous improvement and accreditation compliance.

2.2: Centralize Business Office Functions. Supporting Departments Cabinet, Human Resources

STRATEGIC PILLAR 5

Narrative

Led by Resource Management in collaboration with Senior Leadership and Human Resources, this initiative focuses on centralizing core business office functions, including purchasing, accounts payable, and accounts receivable, to improve operational efficiency, strengthen internal controls, and ensure consistent service delivery across the institution. Supporting the strategic pillar to Optimize Institutional Effectiveness, GMC will implement process standardization, organizational realignment, staff training, and streamlined workflows to reduce duplication, improve accountability, and enhance financial stewardship. Through ongoing performance monitoring and continuous improvement, GMC will create a centralized, service-oriented business framework that strengthens responsiveness, scalability, operational consistency, and long-term institutional sustainability.

Institutional Mission Essential Revenue Impact

Source: Cabinet Lead: Resource Management Office Timeline: Current (July 2026 - June 2030)

2.3: Migrate All On-Premises Servers to Microsoft Azure to eliminate hardware dependency and ensure business continuity. Supporting Departments

Resource Management, Academic Affairs, GMC Online, GMC Junior College, Human Resources and externally with key vendor partners, service providers, and community stakeholders supporting auxiliary operations.

Narrative

This initiative strengthens institutional effectiveness by migrating remaining on-premises systems to a cloud-hosted Software as a Service solution to improve security, resilience, accessibility, and scalability while reducing physical maintenance costs. Led by Information Technology in collaboration with Resource Management, Academic Affairs, GMC Online, the Junior College, and Human Resources, GMC will achieve the Microsoft Azure data migration to eliminate hardware dependency through various system migrations, platform upgrades, comprehensive testing, and the integration of third-party services to enhance support for students, faculty, and staff.

Institutional Mission Essential Revenue Impact

Source: Cabinet Lead: Information Technology Timeline: Near-term (July 2027 - June 2028)

complete the migration of core enterprise systems to cloud-hosted SaaS platforms, ensuring higher uptime, vendor-managed updates, improved security, and long-term sustainability of student, academic, and administrative workflows. Supporting Departments

Narrative

This initiative strengthens institutional effectiveness by migrating all student information system components from an on-premises data center to a cloud-hosted Software as a Service solution to improve scalability, uptime, security, and user access. Led by Information Technology in collaboration with Resource Management, Academic Affairs, GMC Online, the Junior College, and Human Resources, GMC will achieve this through system upgrades, SaaS migration, comprehensive testing, and third-party service integration. With resources allocated through January 1, 2027, the initiative will deliver enhanced technology services for students, faculty, and staff.

Institutional Mission Critical Revenue Impact Operational Efficiency

Source: Cabinet Lead: Information Technology Timeline: Current (August 2025 - January 2027)

2.5: Evaluate and Recommend Institution-Wide Artificial Intelligence Productivity Tools to optimize operational efficiency and reduce administrative burden.   Conduct a comprehensive assessment of AI technologies to identify solutions that streamline workflows and enhance employee productivity, ensuring all adopted tools align with GMC’s data security standards and ethical frameworks. Supporting Departments

Cabinet, Resource Management, Academic Affairs, GMC Online, GMC Junior College, and Human Resources, and externally with key vendor partners, service providers, and community stakeholders supporting institutional operations

Narrative

Georgia Military College will implement institution-wide Artificial Intelligence productivity tools to enhance operational efficiency, reduce administrative burden, and improve institutional effectiveness. Led by Information Technology in collaboration with Cabinet and key institutional departments, GMC will achieve this implementation through the evaluation and deployment of secure enterprise AI platforms, workflow automation, AI-powered knowledge management systems, integration with existing enterprise technologies, governance and compliance frameworks, and institution-wide training programs. Using a phased implementation model beginning with pilot programs, the initiative will improve productivity, decision-making, and service responsiveness while supporting a more agile, datadriven institution.

Institutional Mission Essential Operational Efficiency

Source: Cabinet Lead: Information Technology Timeline: Near-term (July 2027 - June 2029)

Optimize Institutional Effectiveness

2.4: Transition Ellucian Colleague and Perceptive Content to a cloudhosted Software as a Service solution to improve uptime, integrate updates seamlessly, enhance data access, and increase system capabilities for users.

Strategic Outcome 3

STRATEGIC PILLAR 5

Institutional Unity: “One GMC”

3.1: Evaluate and Revise GMC’s Mission Statement and Four Big Ideas to ensure the institution’s guiding principles accurately reflect its evolving identity and strategic direction. Supporting Departments Cabinet, Board of Trustees

Narrative

Led by Cabinet with support from the Board of Trustees and the Tiger Team, this initiative focuses on evaluating and revising Georgia Military College’s Mission Statement and Four Big Ideas to ensure the institution’s guiding principles accurately reflect its evolving identity, strategic priorities, and long-term vision. Supporting institutional alignment and strategic growth, GMC will utilize a collaborative review process that includes governance assessment, stakeholder engagement, and leadership feedback to modernize and clarify its foundational messaging and values. Through refinement, approval, and integration into institutional planning, operations, and communications, GMC will strengthen organizational alignment, reinforce a unified vision, and ensure its mission and guiding principles continue to support student success, leadership development, and future innovation.

Institutional Mission Essential Institutional Alignment and Governance

3.2: Evaluate the Feasibility of Alternative Academic Calendar Models for the College, to determine strategic, operational, and financial implications of structural academic change. Supporting Departments

Cabinet, Resource Management, Human Resources, Information Technology, Communications

Narrative

Led by Academic Affairs with support from a cross-functional committee representing College Leadership, Resource Management, the President’s Office, Human Resources, and Information Technology, this initiative focuses on evaluating alternative academic calendar models to determine the structure that best supports student success, operational effectiveness, and long-term institutional sustainability. Through comprehensive research, institutional data analysis, stakeholder input, and assessment of impacts on enrollment, financial aid, retention, graduation rates, faculty workload, athletics, the Corps of Cadets, and institutional operations, GMC will compare the current five-term model with quarter- and semester-based alternatives. Supporting the strategic pillar to Optimize Institutional Effectiveness, the initiative will provide data-driven recommendations that strengthen decision-making, improve institutional efficiency, and align academic scheduling with GMC’s mission, strategic priorities, and student success goals.

College Mission Essential Operational Efficiency Student Experience

Source: Tiger Team Lead: Tiger Team Timeline: Current (April 2026 - December 2026)

Source: Cabinet Lead: Academic Affairs Timeline: Current (October 2026 - June 2027)

Supporting Departments

Cabinet, Academic Affairs, Resource Management, Preparatory School

Narrative

This initiative strengthens institutional coordination and operational effectiveness by developing a unified academic and institutional calendar system across all campuses and divisions at Georgia Military College. Led by the Deputy Chief of Staff in collaboration with Cabinet, Academic Affairs, Resource Management, and the Preparatory School, GMC will achieve this by evaluating existing scheduling practices, implementing an integrated calendar framework, establishing clear communication and ownership protocols, and providing ongoing training and assessment. Implemented from July 2027 through June 2028, the initiative will reduce scheduling conflicts, improve collaboration, and enhance visibility into institution-wide priorities and events.

Institutional Mission Essential Institutional Alignment and Governance Operational Efficiency

Source: Faculty and Staff Surveys Lead: Office of the President Timeline: Near-term (July 2027 - June 2028)

Optimize Institutional Effectiveness

3.3: Review and improve a Unified Academic and Institutional Calendar System to improve cross-divisional coordination and operational planning.

STRATEGIC PILLAR 6

Enhance Communication & Brand Identity Strategic Goal

Strengthen GMC’s reputation, visibility, and internal/ external communication through a unified brand, consistent messaging, and clear pathways for sharing information across all campuses and departments.

Strategic Outcome 1 Improved Internal Communication and Transparency

1.1: Develop a “One GMC” internal communication structure that aligns campus updates, major initiatives, and leadership messaging to ensure all employees receive timely and consistent information.

Supporting Departments Cabinet, Tiger Team

Narrative

This initiative strengthens institutional alignment and transparency by establishing a unified, institution-wide internal communications structure across all GMC campuses and departments. Led by the Communications Department in collaboration with Cabinet and Senior Leadership, GMC will achieve an internal communication structure through standardized communication protocols, centralized message distribution, defined communication cadence and channels, and aligned leadership messaging to support a cohesive “One GMC” voice. The initiative will improve clarity, consistency, and timeliness of information sharing while enhancing employee engagement and institutional communication.

Institutional Mission Essential Institutional Alignment and Governance Operational Efficiency

Source: Staff Surveys Lead: Communications Timeline: Current (April 2026 - April 2027)

Supporting Departments

Information Technology, Partners Marketing Firm

Narrative

This initiative modernizes GMC’s primary communication channels to improve usability, accessibility, and engagement for internal and external audiences. Led by the Communications Department in collaboration with IT and Marketing, GMC will achieve modernizing communication channels by evaluating current platforms, implementing enhanced website and newsletter tools, developing standardized content workflows, and using performance analytics and continuous updates to improve functionality and user experience. The initiative supports stronger institutional communication, enrollment messaging, and brand alignment through clear, timely, and user-centered content delivery.

Institutional Mission Essential Operational Efficiency Student Experience

Source: Student, Faculty, and Staff Surveys Lead: Communications Timeline: Current (April 2026 - April 2028)

Strategic Outcome 2 Increased External Visibility and Reputation

2.1: Develop a unified marketing and communication strategy that aligns our mission, strategic vision, and value propositions across the institution into one cohesive and actionable story in order to increase brand awareness.

Supporting Departments All departments

Narrative

This initiative strengthens GMC’s communication and brand identity by creating a unified “house of brands” that aligns institutional marketing and messaging under one cohesive story. Led by the EVP-IG in collaboration with all institutional departments, GMC will achieve the development of a unified marketing strategy by identifying core values, addressing brand perceptions, defining unique brand identifiers, and developing a unified communications and advertising framework that highlights the institution’s competitive advantages. The initiative will guide consistent messaging, strengthen brand awareness, and support institution-wide marketing efforts.

Institutional Mission Essential Revenue Generating

Source: Office of the President Lead: Executive VP of Innovative Growth Timeline: Current (March 2026 - December 2026)

Enhance Communication & Brand Identity

1.2: Modernize key communication channels (website and newsletters) to strengthen information flow and improve user experience for all audiences.

2.2: Refresh recruitment materials and digital content for consistency and brand strategy alignment to ensure accurate, compelling representation of GMC’s pathways of opportunity. Supporting Departments

STRATEGIC PILLAR 6

Cabinet, Advancement

Narrative

This initiative strengthens recruitment and brand identity by aligning all recruitment materials and digital content with GMC’s institutional messaging and visual standards. Led by the Communications Department in collaboration with Cabinet and Advancement, GMC will achieve this through auditing existing materials, developing updated content and design standards, and creating cohesive marketing assets that communicate affordability, student success, program value, and pathways of opportunity to support enrollment and engagement efforts.

Institutional Mission Enhancing Revenue Generating

Source: Community Partner and Parent Surveys Lead: Communications Timeline: Current: (April 2026 - April 2028)

2.3: Enhance outreach to families, alumni, employers, and community partners with tailored, relationship-focused messaging. Supporting Departments Communications, Community Partners

Narrative

This initiative strengthens GMC’s relationships with families, alumni, employers, and community partners through targeted, relationshipfocused communication strategies. Led by Advancement in collaboration with Communications, Career Services, Academic Affairs, and program leaders, GMC will achieve this through stakeholder segmentation, personalized messaging, impact storytelling, partnership outreach, and ongoing engagement analysis to enhance loyalty, collaboration, and institutional reputation. The initiative supports longterm stakeholder engagement, community partnerships, and student success through consistent and meaningful communication.

Institutional Mission Essential Revenue Generating

Source: Alumni, Community Partners, and Parents Surveys Lead: Advancement Timeline: Current (April 2026) and Enduring

Georgia Military College’s Strategic Plan is a roadmap for strengthening our mission, expanding opportunities, and preparing future generations of leaders. Achieving that vision requires the support of donors who believe in the power of a GMC education. Whether you choose to support scholarships, academics, athletics, the Prep School, the Junior College, the GMC Fund, or another area that reflects your passion, your generosity helps turn our strategic priorities into lasting impact. Scan the QR code or visit give.gmc.edu to explore giving opportunities and invest in the future of Georgia Military College.

Supporting Departments

Advancement, Communications, Junior and Online College operations, Athletics, Corps of Cadets.

Narrative

This initiative strengthens GMC’s external reputation and institutional visibility by establishing a structured, institution-wide framework to pursue academic awards, rankings, and external recognition opportunities. Led by Institutional Research, Planning, and Effectiveness in collaboration with Marketing and Engagement, Advancement, College operations, and the Corps of Cadets, GMC will achieve this through a centralized recognition strategy, benchmark analysis, standardized submission processes, governance and tracking systems, and coordinated development of supporting narratives and data assets. Beginning in January 2027, the initiative will implement a proactive, data-informed approach to align institutional messaging with student success, academic quality, and market competitiveness.

Institutional Mission Essential Operational Efficiency

Source: Office of the President Lead: Academic Affairs Timeline: Near-term (January 2027 - May 2028)

2.5: Document existing accolades and standardized test performance to substantiate the institution’s value proposition with verifiable performance data. Supporting Departments

Junior College, Preparatory School, Academic Affairs.

Narrative

This initiative strengthens GMC’s communication and brand identity by establishing a consistent, institution-wide process for capturing, validating, and communicating academic achievements and performance outcomes. Led by the Communications Department in collaboration with College and Prep Leadership and Academic Affairs, GMC will achieve this through standardized data collection and reporting processes, defined performance indicators, centralized data coordination, and integration of verified outcomes into marketing, recruitment, legislative, and accreditation communications. The initiative will support data-driven storytelling that enhances institutional credibility, recruitment, and student success visibility.

Institutional Mission Enhancing Operational Efficiency

Source: Office of the President Lead: Communications Timeline: Current (June 2026) and Enduring

Enhance Communication & Brand Identity

2.4: Create a disciplined, institutionwide approach to pursuing academic awards, rankings, and recognitions that strengthen GMC’s credibility and national profile.

2.6: Evaluate ROi of paid recognitions and determine which are worth pursuing to ensure marketing investments yield measurable brand equity and enrollment growth. Supporting Departments

STRATEGIC PILLAR 6

Advancement, Communications, Junior and Online College operations, Corps of Cadets.

Narrative

This initiative strengthens financial stewardship and brand identity by evaluating the return on investment of paid academic recognitions, rankings, and designation programs to ensure resources support high-value opportunities. Led by Academic Affairs in collaboration with Marketing and Engagement, Advancement, College operations, and the Corps of Cadets, GMC will evaluate the return on investment of paid recognition for brand equity and enrollment growth through a standardized evaluation framework, cost and performance analysis, peer benchmarking, and cross-functional review processes to assess financial, reputational, and student success impacts. Beginning in May 2027, the initiative will guide data-informed decisions on which recognitions to continue, expand, or discontinue in alignment with institutional goals and long-term impact.

Institutional Mission Enhancing Operational Efficiency

Source: Office of the President Lead: Academic Affairs Timeline: Near-term (May 2027 - May 2028)

Enhance Communication & Brand Identity

Thank you! Thank you for taking the time to read this publication and for your continued interest in Georgia Military College. The success of our mission is producing educated citizens and contributing members of society grounded in Duty, Honor, and Love of Country, which is made possible through the generous support of the GMC Foundation and individuals like you. The GMC Foundation provides vital resources that strengthen academic programs, enhance facilities, and expand opportunities for our students across all campuses. To learn more about the many ways you can support GMC through scholarships, program initiatives, or planned giving, please visit alumni.gmc.edu/ways-to-give or contact our Advancement Office. Together, we are shaping the next generation of leaders.

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alumni.gmc.edu

Dear Friends of Georgia Military College, On behalf of the GMC Foundation, I want to extend my heartfelt thank you for taking the time to read this publication. The very act of engaging with our work and learning more about our mission, vision, and strategic plan, is an investment in the future of Georgia Military College. The mission of GMC is the driving force behind everything we do, and it is supporters like you who make the accomplishment of the mission possible. Your generosity, guidance, and commitment help transform the lives of our students and empower the next generation of leaders. Every gift, every moment of engagement, and every opportunity to share in our work contributes to shaping a brighter future for our organization and the communities we serve. Thank you for your time, your support, and your belief in the power of education. You have already made a meaningful investment in GMC, and together, we will continue to advance our mission and make a difference for future generations. With sincere gratitude, Barb Rion Chair, GMC Foundation

GEORGIA MILITARY COLLEGE LEGACY ENDOWMENTS

JC Corps of Cadets Legacy Endowment

Old Capitol Square Legacy Endowment

Center of Leadership Legacy Endowment

Prep School Legacy Endowment

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