Strategic Plan - Genesee Community College · 2013-04-10 · excellence and innovation; empowering...
Transcript of Strategic Plan - Genesee Community College · 2013-04-10 · excellence and innovation; empowering...
Genesee Community College
Strategic PlanStrategic Plan
2013-2018
Success Through Collaboration
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
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Genesee Community College v Strategic Plan 2013-2018
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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
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Genesee Community College v Strategic Plan 2013-2018
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.”
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Genesee Community College v Strategic Plan 2013-2018
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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
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Genesee Community College v Strategic Plan 2013-2018 Page 6
Strategic Priorities Strategic Priorities 2013 2013 -- 20182018
College Culture
Student Success
and Completion
Sustainability
Economic Development and Impact
Faculty and Staff
Success
Student Readiness
and Access
Success Through Collaboration
Success Through Collaboration
Genesee Community College v Strategic Plan 2013-2018
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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
Challenges to: Student
Readiness and
Access
Challenges to: Student
Readiness and
Access
SuccessSuccess Through CollaborationCollaboration
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).
Genesee Community College v Strategic Plan 2013-2018 Page 8
Advisement Services
Barriers To
Completion
Student Engagement Beyond the Classroom
Retention and
Completion Rates
Community and
Business Connections
College-to-Career
Programming
Challenges to: Student
Success and Completion
Challenges to: Student
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.
SuccessSuccess Through CollaborationCollaboration
Student Success and Completion Student Success and Completion
Genesee Community College v Strategic Plan 2013-2018 Page 9
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:
Faculty and Staff Success
Challenges to: Faculty and
Staff Success
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Faculty and Staff Success Faculty and Staff Success
Genesee Community College v Strategic Plan 2013-2018 Page 10
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
SuccessSuccess Through CollaborationCollaboration
Economic Development and ImpactEconomic Development and Impact
Genesee Community College v Strategic Plan 2013-2018 Page 11
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
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College Culture College Culture
Genesee Community College v Strategic Plan 2013-2018 Page 12
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
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SustainabilitySustainability
Genesee Community College v Strategic Plan 2013-2018
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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
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Genesee Community College v Strategic Plan 2013-2018
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
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Genesee Community College v Strategic Plan 2013-2018
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
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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.
Faculty and Staff Success
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.
Economic Development and Impact
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.
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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.
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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.
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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.
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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.
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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.
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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