Strategic Plan - Genesee Community College · 2013-04-10 · excellence and innovation; empowering individuals, organizations and communities to meet the demands of a changing world

Genesee Community College

Strategic PlanStrategic Plan

2013-2018

Success Through Collaboration


Genesee Community College v Strategic Plan 2013-2018

TABLE OF CONTENTS

Letter from the President 3

Executive Summary 4

Vision, Mission and Strategic Priorities 5

Strategic Priorities 2013-2018 6

Strategic Priority — Student Readiness and Access 7

Strategic Priority — Student Success and Completion 8

Strategic Priority — Faculty and Staff Success 9

Strategic Priority — Economic Development and Impact 10

Strategic Priority — College Culture 11

Strategic Priority — Sustainability 12

Strategic Plan Development Process and Strategic Plan Development and Implementation Timeline

13

Strategic Plan Steering Committee 14

GCC Board of Trustees and President’s Cabinet 15

Strategic Plan 2013-2018 Summary Outline 16

Supporting Data for Strategic Planning Process 17-23

Page 2

SuccessSuccess Through CollaborationCollaboration


Page 3

From the President From the President

March 1, 2013 In one of his great speeches off the football field, Vince Lombardi once said that the achievements of an organization are the results of the combined efforts of each individual. So it is with Success Through Collaboration, Genesee Community College’s strategic plan for the years 2013 to 2018.

The farsighted goals outlined in Success Through Collaboration build on the remarkable record of success Genesee has enjoyed since its founding in 1966. Equally important, the goals represent six months of thoughtful and concentrated effort by more than 125 faculty members, staff and community leaders who committed themselves to capturing this great college’s values, vision and potential in our strategic plan. As the plan unfolds, we will achieve success because of the combined efforts of thousands of committed people: the hundreds of faculty and staff who teach, serve and care for the needs of students; the members of our volunteer Board of Trustees and College Foundation Board of Directors; our 23,000+ alumni; our many community supporters; and of course, our students themselves. Under this strategic plan, we will challenge our students to learn and achieve as never before, and to prepare with vigor for the leadership and citizenship roles we expect them to fulfill in the years ahead. “Success Through Collaboration” will guide us through the 50th anniversary of the founding of Genesee Community College. As we celebrate this milestone during the 2013-2018 period, I hope and expect that this strategic plan will harness the extraordinary talents and enthusiasm of all Genesee stakeholders. I am confident that, through our individual and collective efforts, our students and communities will be ready for the great challenges that await us.

James M. Sunser, Ed.D. President



Executive Summary Executive Summary Genesee Community College’s previous Strategic Plan, “Strength Through Collaboration,” helped to guide the College from 2011 through 2013. To insure the College continues to operate in a focused and efficient manner, a comprehensive effort has been undertaken to update the College’s strategic plan through the 2017- 2018 academic year. The updated strategic plan will be implemented in support of the College’s vision and mission that will help students to achieve “Success Through Collaboration.” The College has had much success in past years, but many challenges remain to meet the needs of the local, regional and global community. The College’s updated strategic plan consists of strategic priorities supported by directional statements which provide a road map to achieving intended outcomes. The intended outcomes emphasize Genesee’s commitment to helping students successfully complete their personal educational goals. With an increasingly diverse student population, the challenge to meet those personal goals is significant, requiring a concerted and strategic approach. The Strategic Plan Steering Committee updated the strategic plan utilizing institutional and industry data, as well as a significant amount of campus and community input received through open forums. Of the many intended outcomes considered, the achievement of student success was a constant theme throughout the process. Additional significant outcomes include supporting and nurturing employee success, further developing local, regional and global partnerships, embracing a philosophy of economic, social and ecological sustainability, and providing integrated and systematic information and advisement services to improve student goal development and academic completion. Genesee Community College will continue to build on its successes with new collaborative partnerships, innovative academic programs, and a culture that promotes academic excellence, continuous improvement, and professional development. The 2013-2018 Strategic Plan will serve as a living plan for the College to empower its students, employees and partners to achieve “Success Through Collaboration.”

Page 4



Page 5

Our Vision Our Vision Genesee Community College will be the center of educational

excellence and innovation; empowering individuals,

organizations and communities to meet the demands of a

changing world.

Our MissionOur Mission Dedicated to meeting the changing needs of individuals and

the community, Genesee Community College, a public,

open-admission, student-centered college, commits to

providing educational experiences which promote intellectual

and social growth, workforce and economic development,

and global citizenship.

Our Strategic PrioritiesOur Strategic Priorities

Student Readiness and Access

Student Success and Completion

Faculty and Staff Success

Economic Development and Impact

College Culture

Sustainability


Genesee Community College v Strategic Plan 2013-2018 Page 6

Strategic Priorities Strategic Priorities 2013 2013 -- 20182018

College Culture

Student Success

and Completion

Sustainability


Faculty and Staff

Success

Student Readiness

and Access




Page 7

Student Readiness and Access Student Readiness and Access

Challenges to: Student

Readiness and

Access

Collaboration between

High Schools and GCC

Personal, Economic &

Physical Barriers

Academic Program

Alignment

Placement Upon

Completion

Parent Involvement

Community and

Business Collaboration


Readiness and

Access


Readiness and

Access


Directional Statements

Reduce personal and geographical barriers to educational services.

Collaborate with our educational, business and community partners to ensure students are better prepared for college and to promote a seamless educational pipeline.

Intended Outcomes Provide services that assist in improving academic preparedness prior to

enrollment.

Improve student readiness by streamlining student enrollment and business processes.

Establish programs, support services and college processes designed to reduce barriers to college enrollment (e.g. personal, geographical, and financial).


Advisement Services

Barriers To

Completion

Student Engagement Beyond the Classroom

Retention and

Completion Rates

Community and

Business Connections

College-to-Career

Programming


Success and Completion


Success and Completion

Directional Statements Focus on the individual needs of our students in everything we do.

Enable students to successfully meet their educational goals including graduation, transfer and/or employment.

Prepare students to become contributors in a dynamic and vibrant community through relevant and impactful programming.

Prepare students to thrive in an ever changing global environment.

Intended Outcomes Maximize college resources to facilitate student success after graduation.

Maintain and improve current student satisfaction levels.

Expose students to programs to enhance their interpersonal skills and promote shared language as global citizens.

Provide integrated and systematic information and advisement services designed to improve student goal development and academic completion.

Establish or redesign academic programs, support services and college processes to reduce barriers to completion (e.g. personal, geographical, academic and financial).

Increase programming designed to expand student engagement beyond the classroom.


Student Success and Completion Student Success and Completion


Directional Statements Provide an atmosphere that promotes and supports continuous personal

and professional improvement.

Develop programs and processes to promote college-wide collaboration.

Intended Outcomes Improve collaboration, communication, cooperation and mentoring among

college personnel.

Maintain and/or increase current faculty/staff satisfaction.

Provide full-time and part-time faculty and staff members with relevant training and development opportunities to help them grow professionally and personally.

Emerging Technology

Training

and Support

Professional Development Opportunities

Communication

Operational Effectiveness

Cooperation Challenges to:


Challenges to: Faculty and

Staff Success


Faculty and Staff Success Faculty and Staff Success


Directional Statements Support and develop local, regional and global partnerships to foster

economic success and entrepreneurship.

Expand relationships and partnerships to positively impact college and student resources through increased private, local, state, and federal funding.

Intended Outcomes Collaborate with manufacturers/businesses to develop the strongest

connection with the GLOW region and NYS employers.

Develop programs that meet the workforce readiness needs of work trades and industry in regional and global markets.

Make and market GCC as the center for innovation and entrepreneurship.

Collaboration with Business and Industry

Workforce Readiness

Community Networks

and Partnerships

Professional Skills

Economic Innovation

and Development

Business Development

and Entrepreneurship

Challenges to: Economic

Development and Impact

Challenges to: Economic

Development and Impact


Economic Development and ImpactEconomic Development and Impact


Directional Statements Embrace diversity and foster a culture of trust, collaboration and mutual

respect that is shared among all faculty, staff, students and all stakeholders.

Maintain a welcoming and safe environment for the entire college community.

Create a culture of excellence that encourages and nurtures continuous improvement and innovation that is shared among all faculty, staff, students and all stakeholders.

Intended Outcomes Continuously evaluate programs and services to ensure relevance,

quality and student success in a changing world.

Increase the number of health and wellness initiatives designed to promote academic, emotional, financial, physical and social wellbeing.

Promote the use of college facilities and intellectual resources to foster social, cultural, technological, scientific and global awareness/appreciation throughout the GLOW Region.

Maintain a high degree of accountability and transparency in the college’s operations and reporting.

Develop, reinforce and model consistent standards of conduct suitable for college and business environments to promote a welcoming and safe environment.

College-wide Collaboration

Academic Distinction

Campus Safety

GCC’s Community

Profile

Culture of

Excellence

Partnership with the

Community

Challenges to: College Culture

Challenges to: College Culture


College Culture College Culture


Directional Statements Embrace a fiscally sustainable approach to college resources, positioning the

college to achieve strategic priorities today and in the future.

Embrace a philosophy that supports economic, ecological and social sustainability.

Act as good stewards of college resources and maintain accountability to external stakeholders and partners.

Position GCC as an academic leader among peer institutions.

Intended Outcomes Maintain a Net Operating Cost per FTE well below the state-wide average.

Expand opportunities to increase enrollment.

Maintain a fund balance that is consistent with higher education industry standards.

Align and execute all institutional master plans (facilities, technology, etc.) in conjunction with the College’s Strategic Plan.

Expand the development and implementation of socially equitable, economically and ecologically sustainable initiatives.

Market GCC as the college of choice.

Partnerships And Funding

Economic, Ecological and

Social Sustainability

Facilities

Faculty and Staff

Support

Recruitment and

Retention

Competitive Advantage

Challenges to: Sustainability Challenges to: Sustainability


SustainabilitySustainability


Page 13

Strategic Plan Development Process Strategic Plan Development Process

The 2013 – 2018 Strategic Plan is based on input received from four separate college forums where over 130 participants including faculty, staff, high school administrators, Board of Trustee members, Foundation Board members, and GLOW region community members came together. These groups generated ideas based on critical data they reviewed relating to current remediation rates, changing GLOW region demographics, completion rates, funding rates and enrollment trends. The results of the open forums were categorized and presented to a Steering Committee consisting of twenty-five (25) individuals representing the above constituents. Based on the over one thousand ideas proposed at these open forums, the steering committee was charged with developing a core set of Strategic Priorities supported by Directional Statements and Intended Outcomes which together form the 2013 - 2018 Strategic Plan. The President and his Cabinet were also instrumental in providing regular oversight and input as the Strategic Plan was being developed. Over the next five years, this Strategic Plan will be used as a living document to assist in the development and alignment of annual plans of achievements for each division within the College, thereby bringing us closer to achieving the College’s mission.

20122012

September December January February March April

Leadership Team / Cabinet reviews of current priorities

College-wide Forums are held along with community meetings

Steering Committee finalizes intended outcomes for each Strategic Priority

Cabinet reviews plan and provides input

Cabinet submits plan to Board of Trustees

Board of Trustees approves plan and release to all stakeholders

20132013

Strategic Plan Development and Implementation Timeline Strategic Plan Development and Implementation Timeline



Strategic Planning Steering TeamStrategic Planning Steering Team

Joanna Barefoot, Technical Specialist for Student Activities Laura Bohm, Secretary, Board of Trustees Becky Dziekan, Director of Health and Physical Education William Emm, Executive Vice President of Planning and Institutional

Effectiveness Patti Furness, Albion Campus Center Associate Norman Gayford, Professor, English Maureen Goodsell, Data Entry Clerk, Admissions Valerie Hale, Executive Secretary, Planning and Institutional Effectiveness Jessica Hibbard, Warsaw Campus Center Associate Katharina Kovach-Allen, Dean of Human Communications and Behavior Lina LaMattina, Director, The Business and Employee Skills Training (BEST)

Center Edward Levinstein, Associate Dean, Accelerated College Enrollment Program Judith Littlejohn, Technical Assistant, eLearning Carol Marriott, Associate Vice President of Institutional Research and

Assessment Todd Masters, Vice President/Batavia and Attica Branch Manager, First

Niagara Bank Kathryn Meloon, Bursar Samson Olaode, Director of Grant Services Lyndsey Oliver-Farewell, Technical Specialist, Records Management Russ Romano, GCC Foundation Board of Directors Member Peter Soscia, Associate Dean, Dansville Campus Center Michael Stoll, Interim Executive Vice President for Academic Affairs Raymond Strzelecki, Building Maintenance Supervisor Donna Rae Sutherland, Associate Director of Marketing Communication Diane Torcello, Vice Chairperson, Board of Trustees Nina Warren, Director of Library Services Gina Weaver, Associate Vice President of Human Resources

Page 14



Board of Trustees MembersBoard of Trustees Members GENESEE COMMUNITY COLLEGE BOARD OF TRUSTEES 2012-13 Mrs. Laura J. Bohm, Secretary

Mr. Benjamin J. Bonarigo, Sr., Esq.

Mr. Peter R. Call

Ms. Donna Ferry

Ms. Maureen Marshall (Chair)

Ms. Laurie Miller

Mr. Glenn Morton

Ms. Diane Torcello (Vice Chair)

Dr. Melvin J. Wentland

Student Trustee for 2012-13 academic year: Ms. Samantha Vogt

President and Cabinet MembersPresident and Cabinet Members Dr. James M. Sunser, President

Cathy Costello, Executive Assistant to the President

William Emm, Executive Vice President of Planning and

Institutional Effectiveness

Richard Ensman, Director of Development and External Affairs

Kevin Hamilton, Vice President of Finance and Operations

Michael Stoll, Interim Executive Vice President for Academic Affairs

Dr. Virginia Taylor, Vice President for Student and Enrollment Services

Page 15


Strategic Priorities Directional Statements Intended Outcomes Student Readiness and Access

Reduce personal and geographical barriers to educational services.

Collaborate with our educational, business and community partners to ensure students are better prepared for college and to promote a seamless educational pipeline.

Provide services that assist in improving academic preparedness prior to enrollment.

Improve student access by streamlining student enrollment and business processes.

Establish programs, support services and college processes designed to reduce barriers to college enrollment (e.g. personal, geographical, and financial).

Student Success and Completion

Focus on the individual needs of our students in everything we do.

Enable students to successfully meet their educational goals including graduation, transfer and/or employment.

Prepare students to become contributors in a dynamic and vibrant community through relevant and impactful programming.

Prepare students to thrive in an ever changing global environment.

Maximize college resources to facilitate student success after graduation.

Maintain and improve current student satisfaction levels. Expose students to programs to enhance their

interpersonal skills and promote shared language as global citizens.

Provide integrated and systematic information and advisement services designed to improve student goal development and academic completion.

Establish or redesign academic programs, support services and college processes to reduce barriers to completion (e.g. personal, geographical, academic and financial).

Increase programming designed to expand student engagement beyond the classroom.


Provide an atmosphere that promotes and supports continuous personal and professional improvement.

Develop programs and processes to promote college-wide collaboration.

Improve collaboration, communication, cooperation and mentoring among college personnel.

Maintain and/or increase current faculty/staff satisfaction.

Provide full-time and part-time faculty and staff members with relevant training and development opportunities to help them grow professionally and personally.


Support and develop local, regional and global partnerships to foster economic success and entrepreneurship.

Expand relationships and partnerships to positively impact college and student resources through increased private, local, state, and federal funding.

Collaborate with manufacturers/businesses to develop the strongest connection with the GLOW region and NYS employers.

Develop programs that meet the workforce readiness needs of work trades and industry in regional and global markets.

Make and market GCC as the center for innovation and entrepreneurship.

College Culture Embrace diversity and foster a culture of trust, collaboration and mutual respect that is shared among all faculty, staff, students and all stakeholders.

Maintain a welcoming and safe environment for the entire college community.

Create a culture of excellence that encourages and nurtures continuous improvement and innovation that is shared among all faculty, staff, students and all stakeholders.

Continuously evaluate programs and services to ensure relevance, quality and student success in a changing world.

Increase the number of health and wellness initiatives designed to promote academic, emotional, financial, physical and social wellbeing.

Promote the use of college facilities and intellectual resources to foster social, cultural, technological, scientific and global awareness/appreciation throughout the GLOW Region.

Maintain a high degree of accountability and transparency in the college’s operations and reporting.

Develop, reinforce and model consistent standards of conduct suitable for college and business environments to promote a welcoming and safe environment.

Sustainability Embrace a fiscally sustainable approach to college resources, positioning the college to achieve strategic priorities today and in the future.

Embrace a philosophy that supports economic, ecological and social sustainability.

Act as good stewards of college resources and maintain accountability to external stakeholders and partners.

Position GCC as an academic leader among peer institutions.

Maintain a Net Operating Costs/FTE well below the state-wide average.

Expand opportunities to increase enrollment. Maintain a fund balance that is consistent with higher

education industry standards. Align and execute all institutional master plans (facilities,

technology, etc.) in conjunction with the College’s Strategic Plan.

Expand the development and implementation of socially equitable, economically and ecologically sustainable initiatives.

Market GCC as the college of choice.

STRATEGIC PLAN 2013STRATEGIC PLAN 2013--2018 / SUMMARY OUTLINE 2018 / SUMMARY OUTLINE Page 16

GLOW Population by Age 2007 - 2018

36,848 34,814

33,767

16,770 15,28613,166

15,606 15,11813,309

71,70867,492

61,375

41,126

46,20348,484

28,950 31,110

38,756

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

2007 2011 2018

Under 14 15 to 19 20 to 24 25 to 49 50 to 64 Over 64

GLOW Job Outlook - Positions Requiring Associate/Certificate

Occupation 2010 2018 Growth % Growth

Real Estate Sales Agents 1,331 1,565 234 18%

Paralegals and Legal Assistants 132 185 53 40%

Security/Fire Alarm Systems Installers 77 117 40 52%

Legal Secretaries 167 202 35 21%

Real Estate Appraisers/Assessors 202 235 33 16%

EMTs and Paramedics 153 176 23 15%

Chemical Technicians 14 34 20 143%

Massage Therapists 82 102 20 24%

Welders, Cutters, Solderers, and Brazers 277 297 20 7%

Nursing Aides, Orderlies, and Attendants 679 698 19 3%

Fitness Trainers and Aerobics Instructors 126 141 15 12%

Interior Designers 49 63 14 29%

Industrial Engineering Technicians 66 80 14 21%

Computer Support Specialists 199 213 14 7%

Travel Agents 36 49 13 36%

Mechanical Drafters 47 60 13 28%

GLOW will experience a population shift over

the next ten years, with a declining young population replaced by higher numbers of seniors.

The GLOW Region will experience job growth in positions requiring an Associate Degree or Certificate.

Supporting Data for Strategic Planning ProcessSupporting Data for Strategic Planning Process Page 17

Under 50: Down 11K Over 50: Up 10K

Orleans 39%

Genesee 30%

Wyoming 23%

Livingston 26%

Source: NYSED, Dec. 2008

The result of this population shift will be declines in the size of high school classes, and thus in the number of high school graduates.

Yield of College-Bound High School Graduates

35% 38%

10%

13%

21%

28%

34% 31%

0%

5%

10%

15%

20%

25%

30%

35%

40%

2007 2008 2009 2010 2011

Genesee Livingston Orleans Wyoming

As the number of high school graduates declines, so will the number of “college-bound” (“CB”) students.

As high school class sizes continue to drop, GCC will need to attract a larger portion of college-bound high school graduates to maintain the current numbers of entering freshmen.

Page 18

23662486 2436 2448 2370

19492004 1968 2004

1930

468 479446

545 520

82% 81% 81% 82% 81%

24% 24% 23%27% 27%

0

500

1000

1500

2000

2500

3000

2007 2008 2009 2010 2011

HS Grads GLOW % of Grads CB % of CB Enrolled

HS Grads – GLOW

Credit Enrollment History

7.1

8.3 8.1

9.49.1

3.43.9 3.8

4.6 4.5

0

1

2

3

4

5

6

7

8

9

10

2002-03 2006-07 2011-12

Thou

sand

s

Unduplicated Headcount FTE GCC’s enrollment peaked in 2010-11.

Albion, Medina, and Arcade Full-Time Equivalent (FTE) enrollment peaked in 2009-10; Warsaw and Lima in 2004-05; and Dansville in 2011-12.

Page 19 Campus Center Credit FTE Enrollment

0

50

100

150

200

250

02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12

Albion Medina Arcade Warsaw Dansville Lima

Enrollment by Residence (Excludes high school)

0%

5%

10%

15%

20%

25%

30%

2007 2008 2009 2010 2011

Genesee Livingston Orleans Wyoming Monroe

Erie Other NYS Out of State Intl

402062%

4131444962%

4684 468465% 4461

64%

245238%

2541275938%

2681251635%

250436%

2007 2008 2009 2010 2011 2012

Undergrad High School

Fall Enrollment by Status (Undergraduate vs. High School Student)

While most students still come from Genesee County, the portion of students from Monroe and Erie Counties is growing.

Approximately one-third of fall students are concurrently enrolled in high school.

Average Age by Location

Batavia25.0

Warsaw25.8

Medina26.0

Albion26.1

Arcade26.8

Dansville27.0

DL28.4

Lima29.5

Average Age

Students at campus center locations tend to be slightly older than students at Batavia. (Average age from Fall 2009, 2010 and 2011.

Page 20

Top Degrees Awarded (2007 – 2011)

AS General Studies (avg.19% of all degrees)

AAS Nursing (avg.10% of all degrees)

AS Teacher Education (avg. 9% of all degrees)

AAS Criminal Justice (avg. 6% of all degrees)

AAS Business Admin (avg. 5% of all degrees)

Business shifted from AS to AAS after 2008

Degrees Awarded by Type

51%408

52%409

46%400

40%322

41%329

44%381

9%69

7%55

9%81

799

660

793 806862

2007 2008 2009 2010 2011

AA, AS AAS CERT Total

Degrees for students planning to transfer to baccalaureate colleges (AA and AS) are being replaced by degrees for students planning to immediately enter the workforce (AAS and Certificate).

The most popular degree is the AS degree in General Studies, followed by degrees in Nursing, Education, Criminal Justice and Business.

Freshman Top 5 Programs

28%

13%

6% 6%4%

0

50

100

150

200

250

300

350

3-Yr Avg (2009-2011)

AS -GENERALSTUDIES

CERT-HEALTHSTUDIES

AS -CRIMINALJUSTICE

AS -TEACHERED

AS-BUSINESSADMIN

30% 322

33%422

33%395 31%

340

0%

5%

10%

15%

20%

25%

30%

35%

Former ACEFall 2009 Fall 2010 Fall 2011 Fall 2012

Freshmen – Former ACE Students (Fall, FT, Matriculated)

DegreeSeeking

98%

Full-Time89%

Start in Fall81%

Freshmen!

Age 18-2488%

GCC’s freshman class size peaked at 1,399 students in fall 2010.

Approximately one-third of GCC Freshmen first attended GCC while in high school through the ACE Program.

The most popular degree sought by freshmen is the AS degree in General Studies, followed by degrees in Health Studies, Criminal Justice, Education and Business.

Page 21

Percent Retained 1st Fall to 2nd Fall (Full-Time)

7367

70 686764

596260

5357

5347 48

44 44

0

20

40

60

80

100

F07-to-F08 F08-to-F09 F09-to-F10 F10-to-F11

College-Ready Need Eng &/or Rea Need Math Need Math + Eng &/or Rea

Full-Time Freshmen Needing Remedial

67% 66%71% 70% 70%

40% 41% 40%44% 43%

28% 28% 29%31%

36%

2007 2008 2009 2010 2011

MAT ENG REA

The likelihood of staying in college decreases as the need for remediation

Approximately 75% of full-time freshmen require remediation in one or more subject areas.

Page 22

Percent Completing in Three-Years (Full-Time)

43

5046

2932

34

21

2725

1916

11

0

10

20

30

40

50

2006 2007 2008

College-Ready Need Eng &/or Rea Need Math Need Math + Eng &/or Rea

Fall Cohort Yr.

The likelihood of completing college, even with extra time, decreases as the need for remediation increases.

Graduation Rates GCC and Peers

31%

28%

25% 25%

29%

26%

0%

5%

10%

15%

20%

25%

30%

35%

2003 2004 2005 2006 2007 2008GCC consistently leads all other peer groups in successful completion rates.

Page 23

Net Operating Costs per FTE

5742 6020

71237434

68317364

8290 8024

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

$9,000

GCC Avg. of Mid-Sized SUNY Peers

As state support decreases, support from local sources and/or tuition must increase.

Genesee’s Net Operating Cost per Full-Time Equivalent Student (FTE) is consistently lower than that of its SUNY peers.

Budget Summary

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13

State Tuition Sponsor County Chargeback

ALBION u ARCADE u BATAVIA u DANSVILLE u LIMA u MEDINA u WARSAW u eLEARNING

www.genesee.edu

Documents

Strategic Plan - Genesee Community College · 2013-04-10 · excellence and innovation; empowering individuals, organizations and communities to meet the demands of a changing world