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| Academic Year | Division | Unit/Office | Strategic Priority | Core Objective | KPI | Campus Center(s) Affected | Goal # | Goal Name | Goal Statement | Goal Status | November Progress | November Progress-Uploaded Files | February Progress | February Progress-Uploaded Files | June Progress | June Progress-Uploaded Files | Annual Summary Statement | Funding/Resources | Additional Comments | Additional Uploaded Files | User |
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| 2024/2025 | Academic Affairs | Accelerated College Enrollment Programs | SP 2 – Teaching and Learning | 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development., 2.3 – Leverage continuous assessment outcomes to ensure dynamic adaptation of courses and programs. | ACE-2023-24-POA 1 | Develop formal procedures for monitoring and evaluating quality of Advanced Studies courses and instructors. | By 6/30/2023 as a result of working with area directors, deans and faculty 100% of academic areas will develop and follow a formal procedure for monitoring and evaluating the quality of all Advanced Studies sections as documented by written procedures and agreements between ACE and academic deans including tracking data of individual Advanced Studies sections. | In Progress – Behind Schedule | This goal has been carried over from the previous academic years, but progress has been made along the way. It was first delayed by pandemic related issues and again because of a staff shortage. Now that ACE is back to full staff, we were able to put more focus onto this goal. One result is a letter that is sent to all ACE instructors on behalf of each program director at the start of each term that provides the ACE instructor with updated contact information from the director (if needed), any updates about the course they are teaching, and an offer of support if needed during any point of the semester. Moving forward, we will be adding course assessment specific information and instructions. November 2024: Discussions with academic directors about this initiative have been plentiful and most directors have taken action through planned communication with ACE instructors. Marirose Ethington and Karen Wicka held training sessions for science and criminal justice faculty in October | Since November, the ACE staff and I have had regular communication with area directors, faculty and deans about planning regular training and professional development opportunities. This includes a plan that has already been implemented for college faculty to work with Advanced Studies instructors on completing and submitting course assessment materials for selected spring sections. I’m glad to report that our requests for assessment data from Advanced Studies teachers has been well received and the instructors have been responsive and cooperative. ACE and the Dean of Human Communication and Behavior are also planning a training and professional development session on DEISJ and the change over from PSY 101 to PSY 104. | Communication and interaction between college and high school faculty increased substantially. High school faculty have been contacted by ACE, college area directors and faculty regarding course administration issues, assessment, and even our upcoming Middle States review. These interactions have been collegial and productive with both sides offering and providing support and cooperation toward a variety of goals. The relationships continue to strengthen and are allowing for more meaningful and regular collaborations including high submission rates of assessment materials and participation in professional development and trainings when offered. We believe that this goal is nearly accomplished, but still requires a final documented procedure. We are holding off on that until our Dual Enrollment registration and tracking software is fully implemented since we foresee it being heavily utilized in our communications, tracking and gathering of information from districts and teachers. | This goal will continue into the 2024-2025 academic year. During this time, the Dean of Distributed Learning, ACE, academic directors, and faculty will collaborate to close out this goal by utilizing Canusia software to automate an annual communication plan, schedule professional development opportunities, and track ACE instructor progress and quality. June 2025 Update: Canusia has not yet been implemented, however there has been regular and consistent communication between directors and ACE adjuncts as facilitated by ACE staff. Canusia is supposed to be online for ACE for fall 2025 and ACE will build their communication plan into it. The Dean of Distributed Learning will work with the Provost, Deans and Directors to continue plans for implementing and assigning “ACE Coordinators” from full time faculty members. | Edward Levinstein | ||||||||
| 2025/2026 | Academic Affairs | Accelerated College Enrollment Programs | SP 1 – Student Support and Success, SP 2 – Teaching and Learning | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development., 2.3 – Leverage continuous assessment outcomes to ensure dynamic adaptation of courses and programs. | No KPI for this goal No KPI for this goal 2.1.1: By August 2025, establish a clear and inclusive assessment protocol for communication with ACE instructors regarding assessment of their sections., 2.1.2: By August 2026, communication with all ACE instructors regarding assessment of their sections will be achieved., 2.1.3: By August 2028, a representative sample of ACE sections, approximating 15% of sections, will be assessed. | AcadAffairs-25/26-POA 2 | Define the role of ACE Course Coordinator | By Spring 2026, as a result of collaboration among GEA leadership and Academic Affairs, the role of “ACE Course Coordinator” (and the associated compensation) will be defined, as documented by a formal addendum to the September 2025 GEA contract. | In Progress – Behind Schedule | We have not yet made formal progress on this PoA. | We have not yet made formal progress on this PoA. | Kathleen Landy | |||||||||
| 2025/2026 | Academic Affairs | Accelerated College Enrollment Programs | SP 1 – Student Support and Success, SP 2 – Teaching and Learning | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development., 2.3 – Leverage continuous assessment outcomes to ensure dynamic adaptation of courses and programs. | 2.1.2: By August 2026, communication with all ACE instructors regarding assessment of their sections will be achieved., 2.1.3: By August 2028, a representative sample of ACE sections, approximating 15% of sections, will be assessed. | ACE Programs-25/26-Goal 1 | Develop Content Liaison positions/duties to support and develop ACE faculty | By June 30, 2026, as a result of collaboration with deans, directors, faculty, and the GEA Union, the Provost, Dean of Distributed Learning, and Director of ACE Programs will create the position/duties of Content Liaisons who will help support and develop ACE faculty as documented by meetings and other communication tracking. | Not Started | Edward Levinstein | |||||||||||
| 2023/2024 | Academic Affairs | Campus Centers | SP 1 – Student Support and Success | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. | Dansville, Lima | Campus Centers-2023/2024-1 | Improve Successful Outcomes – Livingston | By 8/31/2024, as a result of increased communication efforts and use of additional college resources, the retention, completion, transfer, and/or employment rates for students in Livingston county will collectively increase 2%, as documented by end of semester records and reports. | Completed | November The campus center advisors at the Livingston County campus centers have increased their communication efforts during Fall 2023 semester. They have used traditional methods such as in-person, email, and telephone. They have also embraced the use of new technology and have used Microsoft Teams, Zoom, and Who’s Next to reach out and communicate with local students and those students assigned to them. | February The Livingston county academic advisors used email and student activity events to connect and communicate with students. As part of Who’s Next, the EIS software was implemented which assisted advisors to connect quicker with students that were experiencing difficulties. The academic advisors began fully utilizing the features of Who’s Next to document their interactions with students for future reference. This became very useful when dealing with students that were working with multiple advisors. | June 2024 | Amy Churchfield | ||||||||
| 2023/2024 | Academic Affairs | Campus Centers | SP 1 – Student Support and Success | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. | Medina | Campus Centers-2023/2024-2 | Improve Successful Outcomes – Orleans | By 8/31/2024, as a result of increased communication efforts and use of additional college resources, the retention, completion, transfer, and/or employment rates for students in Orleans County will collectively increase 2%, as documented by end of semester records and reports. | Completed | November The campus center advisors at the Medina campus center have increased the communication efforts during Fall 2023 semester. They have used traditional methods such as in-person, email, and telephone. They have also embraced the use of new technology and have used Microsoft Teams, Zoom, and Who’s Next to reach out and communicate with local students and those students assigned to them. | February Orleans county academic advisors attended local high school recruitment and Instant Admit days, where they began creating connections with students. The academic advisors then created spreadsheets of their students and their pertinent information, updating their master sheets as the semester went on. They utilized a timeline of student communications as follows: at Registration, at semester start, and every 3-4 weeks through the semester until the semester ends. Communication was completed using both email and phone calls. They responded to Who’s Next Early Alerts within a 2-day time frame, notifying the student via email and phone call, multiple times. The academic advisors also met with students in person after some of the Medina campus spring classes. | June 2024 | Amy Churchfield | ||||||||
| 2023/2024 | Academic Affairs | Campus Centers | SP 1 – Student Support and Success | 1.3 – Create an educational environment that addresses the needs of post traditional students. | Arcade, Warsaw | Campus Centers-2023/2024-3 | Educational Environment | By 8/31/2024, as a result of increased efforts to promote the improved educational environments of the Wyoming county campus centers, the enrollment and retention of post traditional students will increase 2%, as documented by records and reports. | Completed | November The Wyoming County Campus Centers have begun working towards this goal. They attended the Best of Arcade Area Chamber Gala in November. They won second place in the Best Educational Facility category. They took this opportunity to promote our credit and non-credit courses and micro-credentials to the 300 businesspersons and nontraditional learners in attendance. The Campus Center Advisors have also increased their outreach to all area students during the Fall 2023 semester. | February In December 2023, 20 adult and non-traditional learners entered our registration raffle for the holiday season, which consisted of participation in in-person advisement and registration appointments. In January 2024, academic advisors sent targeted emails to nontraditional students highlighting upcoming events. In February 2024, the Arcade and Warsaw campus centers hosted information sessions presented by the BEST Center and the local Chambers of Commerce. There were a dozen participants in each center, including a few area businesses and alumni. The academic advisors had sent targeted emails to nontraditional students accepted, not accepted yet, and current- encouraging them to attend these county-wide events. | June 2024 | Amy Churchfield | ||||||||
| 2023/2024 | Academic Affairs | Campus Centers | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | Arcade, Dansville, Lima, Medina, Warsaw | Campus Centers-2023/2024-4 | Improve Communication | By 8/31/2024, as a result of the attendance at local community meetings and increased advertising promotions, a minimum of 6 such instances will take place throughout the year, including 3 new meetings, as documented by attendance records and reports. | Completed | November Positive progress has been made on this goal. Every county has attended at least one local community meeting and has taken the opportunity to promote credit and non-credit classes at GCC. | February Positive progress continues towards this goal. All three counties have attended additional local community meetings and have taken the opportunity to promote the multitude of classes, workshops, and space that GCC has to offer. | This was a positive goal to get our campus center staff back into their local communities. GCC was present and involved throughout the year. Between the three counties, at least 30 meetings were attended throughout the year, including 8 new meetings or advertising opportunities, surpassing our initial goal. We will continue to attend these meetings this next year and strive for more local opportunities. | Amy Churchfield | ||||||||
| 2024/2025 | Academic Affairs | Campus Centers | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | Dansville | Campus Centers-2024/2025-1 | Improve Successful Outcomes – Livingston | By August 31, 2025, as a result of the attendance and participation at 3 never attended major events at the Batavia campus, the Livingston County Campus Center staff will refine communication channels to promote institutional transparency, collaboration, and effectiveness between all campus locations, as documented by attendance records and reports. | Completed | November 2024 The staff in Livingston county have planned events for the Spring 2025, which includes: Tech Wars and Glow with Your Hands healthcare event, as new events. Additionally, we will continue to attend the Accepted Student Day (which was attended for the first-time last year) in the spring and the Resource Fair in the fall. | February 2025 | June 2025 | Amy Churchfield | ||||||||
| 2024/2025 | Academic Affairs | Campus Centers | SP 1 – Student Support and Success | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. | Arcade, Dansville, Medina, Warsaw | Campus Centers-2024/2025-2 | Improve Successful Outcomes – All Campus Centers | By August 31, 2025, as the result of moving all campus center documents into Microsoft Teams, creating campus center channels, utilizing Teams for meetings, and increasing the team Chat functions, all of the campus center staff will collaborate and implement the best academic support practices, while leveraging institutional resources to bolster student retention and completion, as documented by attendance records and reports. | Completed | November 2024 Microsoft Teams houses our campus centers collaborative documents, as well as private channels for each county. Access has been given to all campus center staff in specific TEAMS or channels. Campus centers will continue using the Campus Center Teams Channel, where advisors actively utilize the chat feature to share information, ask questions, and collaborate on student support efforts. Each campus center will maintain its own specific channel, with advisors having a dedicated channel that includes important advisement tools, forms, and resources relevant to the advising process. The Who’s Next platform will continue to be used by campus centers to document key student information and discussions. Campus center associates will continue mentoring and training new hires, fostering collaboration through Teams, and strengthening connections across campus centers through team-building activities | February 2025 | June 2025 | Amy Churchfield | ||||||||
| 2024/2025 | Academic Affairs | Campus Centers | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | Arcade, Warsaw | Campus Centers-2023/2024-3 | Improve Successful Outcomes – Wyoming | By August 31, 2025, as the result of attending and participating in 4 or more local ACE events in Wyoming county, the Wyoming County campus center staff will increase collaboration between GCC’s faculty, area high school ACE instructors, students, and parents to strengthen educational quality and extend the impact of the college-in-the-high school programming, as documented by attendance records and reports. | Completed | November 2024 We started off the fall semester with 3 new ACE collaborations. We attended the ACE school visits at Perry Central, Warsaw Central and Letchworth Centra. Advisors met ACE representatives at the schools listed and answered student and counselor questions at the end of ACE’s presentation. The Advisors also met and networked with high school counselors in an effort to strengthen communication, transparency, and parent/student/college communications. | February 2025 | June 2025 | Amy Churchfield | ||||||||
| 2024/2025 | Academic Affairs | Campus Centers | SP 2 – Teaching and Learning | 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | Arcade, Warsaw | Campus Centers-2023/2024-4 | Computer Lab Decommissions – Wyoming County campus centers | By August 31, 2025, as the result of decommissioning 1 computer lab at each Wyoming county campus center, the Wyoming county campus center staff will explore options, and create a new virtual learning environment and physical learning space to enable faculty and students to engage in new and innovative teaching and learning experiences in Wyoming county, as documented by records and reports. | Completed | November 2024 An initial planning meeting was held with Lindsay LaBella to discuss the plan. Lindsay let us know that they have our new computers, and they will come prepared to decommission the labs when they upgrade the others. A date and time has yet to be determined. | February 2025 We are still waiting for a date and time for these computer labs to be decommissioned. We have been told it is planned for this summer (2025). | June 2025 | Amy Churchfield | ||||||||
| 2024/2025 | Academic Affairs | Campus Centers | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. | Medina | Campus Centers-2023/2024-5 | Individualized Academic Planning | By August 31, 2025, as the result of more detailed academic advisement appointments, the Orleans county campus center staff will support each student’s unique educational journey, and through a lens of inclusivity, provide personalized educational planning and learning pathways tailored toward academic growth and achievement and increase student appointments by 1%, as documented by attendance records and reports. | Completed | November 2024 The following progress has been made towards this goal. • Utilized Who’s Next for detailed tracking of appointments. Document of plans in Teams • Created and utilized new “Advisement 2.0” form – this assists the advisors with student goal tracking and “adjusting” during multiple touchpoints through the student’s time at GCC. Document attached. • Utilize Batavia campus partners for student services including Library services, Financial Aid/AEOC services, ACE, Career Services • Created additional events and resources for students such as: Club Connection – introduce our student clubs to students and create connections and interest, Commuter Connection – create a space in the student lounge for the multiple commuters who attend locally. Offered local games, refreshments, prizes. • Hosted a Homeschool information night • Trained advisors and hired testing assistant to offer placement testing at Medina campus center | https://gccplanning.com/frm_file/aWQ6MjE3N3xmaWxlbmFtZTpBZHZpc2VtZW50LVdvcmtzaGVldC0yLjAtMDAyLmRvY3g= | February 2025 The following progress has been made towards this goal. Continue to utilize Who’s Next for detailed tracking of appointments. Created and utilize new “Advisement 2.0” form – this assists the advisors with student goal tracking and goal “adjusting” during multiple touchpoints through the student’s time at GCC. This form is now widely used by Orleans County advisors. Utilize main campus partners for student services, including Library services, Financial Aid/AEOC, ACE, Placement testing at the Medina campus center, Career Services events Homeschool Information Night to be held this summer has been scheduled. Partnered with Department of Labor and held first Job Fair at Medina Campus in January 2025. This event was open to the public and well-attended. Possible future event in summer for local GCC graduates/HS graduates and community. Club Connection – introduce students to the GCC clubs to help create connections and interest. | June 2025 | Amy Churchfield | |||||||
| 2023/2024 | Academic Affairs | Human Communications and Behavior | SP 1 – Student Support and Success | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. | HCB-2023-2024-POA Goal #1 | Emergency Dispatch Microcredential | By December 2023, as a result of collaboration between the Director of Human Service Careers and Education, the Dean of HCB, the Criminal Justice faculty, and the county’s Director of Emergency Communications, an Emergency Dispatch microcredential will be developed and added to our offerings. | Postponed/Waiting on Others | NOVEMBER, 2023-The untimely resignation of one of our CRJ faculty at the beginning of the Fall semester, and the resulting need to staff his Fall classes and hire a replacement for Spring, 2024 classes, necessitated putting this POA goal on hold. A new full-time CRJ faculty member has been hired. Progress towards achieving this POA goal will resume during the Spring, 2024 semester. | FEBRUARY, 2024-A new full-time CRJ faculty member has been hired and started teaching at the beginning of the Spring semester and is getting up to speed with the demands of the position. Unfortunately, two items have surfaced that have occupied faculty member Karen Wicka’s time. She has graciously agreed to cover classes for a fellow faculty member that is on an unexpected medical leave. In addition, the Genesee County Sheriff’s Department recently reached out to her to explore the possibility collaborating with our CRJ department to provide programming and coursework for their recruits–a much more ambitious venture! | JUNE 2024-As of the end of the Spring semester, no progress has been made towards achieving this goal due to the challenges that arose that the CRJ faculty had to address during the Spring semester. | For the time being, we will postpone pursuit of this particular goal. None of the local law enforcement agencies have reached out to continue discussions regarding this particular collaboration. We will discuss this goal further during the 2024-2025 academic year and consider adding it in the future. | Timothy Tomczak | ||||||||
| 2023/2024 | Academic Affairs | Human Communications and Behavior | SP 1 – Student Support and Success | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. | HCB-2023-2024-POA Goal #2 | Theatre Arts Microcredential | By December 2023, as a result of collaboration between the Dean of Human Communications and Behavior, the Director of Fine and Performing Arts, and the Theatre Arts faculty, a Theatre Arts microcredential be developed and submitted for Academic Senate approval. | Completed | NOVEMBER, 2023: Not one, but two Theatre Arts microcredentials were proposed and successfully made it through the Senate approval process (see Senate Minutes September 26 2023, President’s report). One microcredential was created with high school teachers in mind–teachers who may be tasked with directing their high school’s plays/musicals. Director Arena is currently working with our Distance Learning office to develop asynchronous online courses to make it easier for potential students from around the state to complete this microcredential online. The other microcredential (Musical Theatre) was created with our current students in mind. A student currently enrolled in the Theatre Arts degree program could take the sequence of classes to earn the microcredential while working towards their degree, or a student could complete the 11 required credits and have a marketable credential that theatre companies would take note of. | https://gccplanning.com/frm_file/aWQ6MjA4OHxmaWxlbmFtZTpTZW5hdGUtTWludXRlcy1TZXB0ZW1iZXItMjYtMjAyMy5wZGY= | FEBRUARY, 2024-Although Director Arena is on sabbatical leave this academic year, she is working with the Online Learning staff to convert her Fundamentals of Acting (THE 103) course to an asynchronous online format. Theatre Technician, Brodie McPherson is working with them to convert Stage Management (THE 207) and Introduction to Direction (THE 163) to online asynchronous offerings as well. Director Arena is also working on developing webpages to promote not only the Theatre Arts micro-credential, but also the Musical Theatre micro-credential. | JUNE, 2024-As noted in the February update, the microrcredentials have been submitted and approved and are listed with the College’s other microcredential offerings. Director Arena reports that she continues to work on converting the course offerings to an asynchronous online modality to potentially attract students from all over the State. | The online versions of these courses are works in progress, and with Director Arena returning from sabbatical and the hire of a new theatre technician who can also assist with course adaptations and subsequent instruction, the goal is to continue to develop to online versions of the courses and to market the theatre microcredentials state-wide. | Timothy Tomczak | |||||||
| 2023/2024 | Academic Affairs | Human Communications and Behavior | SP 2 – Teaching and Learning | 2.3 – Leverage continuous assessment outcomes to ensure dynamic adaptation of courses and programs. | HCB-2023-2024-POA Goal #3 | Alignment of Digital Arts A.A.S. Program with new General Education Requirements | By December 2023, as a result of collaboration between the Dean of Human Communications and Behavior, the Fine and Digital Arts faculty, and the Curriculum Committee Secretary, the Digital Arts A.A.S. program will align with the new SUNY and local General Education plans as evidenced by Academic Senate approval. | Completed | NOVEMBER, 2023-Associate Professor of Digital Arts, Pam Swarts collaborated the Chair of Academic Assessment and the Fine Arts faculty to revise CLOs for a few program courses, and collaborated with the Dean of HCB and the Curriculum Committee Secretary to create a proposal to revise the Digital Arts A.A.S. program to align with the new SUNY and local General Education plans. The proposals were approved at the November 21st (December) Senate meeting (see Senate Minutes November 21 2023). The changes will take effect the Fall, 2024 semester. | https://gccplanning.com/frm_file/aWQ6MjA4OXxmaWxlbmFtZTpTZW5hdGUtTWludXRlcy1Ob3ZlbWJlci0yMS0yMDIzLnBkZg== | FEBRUARY, 2024-As noted in the November update, this goal has been successfully achieved. There are no updates to report for this particular goal. | JUNE, 2024-As noted in previous updates, this goal has been successfully achieved. There are no updates to report for this particular goal. | With the program updates complete, the relocation of the Digital Arts lab to the renovated space in the B-building, and the addition of new state-of-the-art Mac computers in the lab, our Digital Arts instructor, Pam Swarts is in a position to provide students in the program with instruction that prepares them for strong entry into the workforce, or for the most up-to-date foundation for continued study in a four-year program. | Timothy Tomczak | |||||||
| 2023/2024 | Academic Affairs | Human Communications and Behavior | SP 1 – Student Support and Success | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. | HCB-2023-2024-POA Goal #4 | Expansion of Correctional Facility Offerings in GLOW | By January, 2024, as a result of collaboration between the Rochester Education Justice Initiative (REJI), other college partners such as Nazareth and Brockport, the Dean of HCB, and the correctional facility staff, at least one section of a GCC rostered class will be offered at both the Albion and Orleans Correctional Facilities. | In Progress – Behind Schedule | NOVEMBER, 2023-Because of tuition funding concerns, the goal of offering a GCC-rostered class at the Orleans Correctional Facility has been put on hold, and our partners at Nazareth University have opted to offer two Nazareth-rostered classes at the facility-Introduction to Psychology and English 101. Once a more definite picture of how Pell and TAP funding can cover tuition costs for incarcerated individuals at these facilities, we will develop an MOU with Nazareth, and begin offering GCC-rostered classes so students can work towards our General Studies Associate’s degree. On a related note, in the Fall of 2023, we partnered with REJI to offer a total of 12 classes at the Attica, Groveland, and Wyoming Correctional facilities. This Spring, we will be rostering 15 GCC classes at these same facilities. | FEBRUARY, 2024-There are currently 17 students enrolled in PSY 101 and ENG 101 at Orleans Correctional Facility. Nazareth plans on offering one more class there this summer. In continued talks with Ed Wiltse of Nazareth, and Rachel Sander of the SUNY Office of Higher Education in Prison, Nazareth has expressed a desire to possibly phase out of a potential collaboration with us at Orleans in the Fall of 2024. Rachel Sander has encouraged us to establish a continuing program at Orleans as well as Albion Correctional Facility to be subsidized by $3 Million Grant awarded to SUNY from Ascendium to expand SUNY higher education in prison programs. According to Rachel, their office is in the process of preparing an application which should be available in the coming month. | JUNE, 2024-Nazareth is currently offering another class this summer at Orleans Correctional Facility, and discussions have continued regarding how GCC can best assume responsibility for offerings at the prison. We are in the process of hiring a Coordinator of Special Programs to assist in oversee operation of all of our incarcerated education programs. | As of the end of the summer, our Coordinator has been hired, and 14 students at Orleans Correctional Facility have need admitted to GCC and will be registered for two classes in the Fall of 2024. The SUNY grant application has been submitted and Rachel Sander at the SUNY Office of Higher Education in Prison is very supportive of our plan. Although the goal was not achieved according to the planned timeline, we will expand our incarcerated education offerings during the 2024-2025 academic year. | Timothy Tomczak | ||||||||
| 2023/2024 | Academic Affairs | Human Communications and Behavior | SP 2 – Teaching and Learning, SP 5 – Campus and Community Engagement | 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes. 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region., 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | HCB-2023-2024-POA Goal #5 | Emergency Dispatch Microcredential | By January 2024, as a result of collaboration between the Director of Human Service Careers and Education, the Dean of HCB, the Criminal Justice faculty, and the Director’s of Emergency Communications for the GLOW region, an Emergency Dispatch microcredential will be developed and added to our offerings. | Postponed/Waiting on Others | NOVEMBER, 2023-The untimely resignation of one of our CRJ faculty at the beginning of the Fall semester, and the resulting need to staff his Fall classes and hire a replacement for Spring, 2024 classes, necessitated putting this POA goal on hold. A new full-time CRJ faculty member has been hired. Progress towards achieving this POA goal will resume during the Spring, 2024 semester. | FEBRUARY, 2024-A new full-time CRJ faculty member has been hired and started teaching at the beginning of the Spring semester and is getting up to speed with the demands of the position. Unfortunately, two items have surfaced that have occupied faculty member Karen Wicka’s time. She has graciously agreed to cover classes for a fellow faculty member that is on an unexpected medical leave. In addition, the Genesee County Sheriff’s Department recently reached out to her to explore the possibility collaborating with our CRJ department to provide programming and coursework for their recruits–a much more ambitious venture! | JUNE 2024-As of the end of the Spring semester, no progress has been made towards achieving this goal due to the challenges that arose that the CRJ faculty had to address during the Spring semester. | For the time being, we will postpone pursuit of this particular goal. None of the local law enforcement agencies have reached out to continue discussions regarding this particular collaboration. We will discuss this goal further during the 2024-2025 academic year and consider adding it in the future. | Timothy Tomczak | ||||||||
| 2024/2025 | Academic Affairs | Human Communications and Behavior | SP 1 – Student Support and Success | 1.3 – Create an educational environment that addresses the needs of post traditional students. | HCB-2024-POA Goal #1 | Continued Expansion of Offerings at Orleans Correctional Facility | By May, 2024, as a result of collaboration between our new Coordinator of Special Programs, the Dean of HCB, our college partner at Nazareth University, and the correctional facility staff, at least five GCC-rostered classes will be offered at Orleans Correctional Facility during the 2024-2025 academic year. | Completed | NOVEMBER, 2024-Two classes are currently being offered this Fall semester at Orleans Correctional Facility–HIS 101 (World Civilizations) and POS 101 (American Government). 15 students are currently enrolled in both of these sections. In the Spring, we will be offering CEP 101 (Career and Educational Planning) and LIT 201 (Introduction to Literature). In addition, we are planning on offering one class there this summer. | FEBRUARY, 2025-The semester started as any other semester would have. As planned, we started our classes, CEP 101 (Career and Educational Planning) and LIT 201 (Introduction to Literature). Unfortunately, on February 17, New York State Corrections officers began a wildcat strike, and our instructors were not allowed it the facility (see “Orleans Volunteer Update”). Negotiations between the Union and the Department of Corrections are ongoing. We hope to be able to resume classes soon. | https://gccplanning.com/frm_file/aWQ6MjI4MXxmaWxlbmFtZTpPcmxlYW5zLVZvbHVudGVlci1VcGRhdGUucGRm | JUNE, 2025-Negotiations took a while, but finally a resolution was reached, and we were able to resume classes on April 7! CEP 101 (Career and Educational Planning) and LIT 201 (Introduction to Literature) wrapped up towards the end of the month and no student earned less than a C+. Due to some constrains that resulted from the unanticipated strike, we are opting to not offer a summer class at the facility. However, we do anticipate offering three classes this coming Fall. | Despite an unanticipated strike by corrections officers that interrupted the Spring, 2025 semester, we were able to continue to expand our academic footprint in GLOW area correctional facilities by successfully offering four courses at the Orleans Correctional Facility during the 2024-2025 academic year. Fifteen to eighteen students took HIS 101 (World Civilizations), POS 101 (American Government), CEP 101 (Career and Educational Planning) and LIT 201 (Introduction to Literature). | Timothy Tomczak | |||||||
| 2024/2025 | Academic Affairs | Human Communications and Behavior | SP 2 – Teaching and Learning | 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes. | HCB-2024-POA Goal #2 | Revision of additional Sociology offerings to meet SUNY DEISJ General Education requirement | By December, 2024, as a result of collaboration between the Social Science faculty, the Director of Humanities, Global Languages, and Communication Arts, the Dean of HCB, and the Secretary of the Curriculum Committee, the Introduction to Sociology (SOC 101) and Social Problems (SOC 102) courses will be revised to align with the SUNY DEISJ General Education requirements as evidenced by Academic Senate approval. | Completed | NOVEMBER, 2024-Dr. Tim McCorry, Assistant Professor of Sociology/Coordinator of Special Programs, revised the Course Learning Outcomes for SOC 101, and worked with the Dean of HCB and the Curriculum Committee Secretary to prepare the curriculum proposal to qualify the course as an option to fulfill the DEISJ General Education requirement. The proposal was presented at the December Teaching Area Meeting (see “November_26_2024 (Dec) TAM Agenda”) and was accepted after some discussion with some suggested revisions (e.g., keeping the course title as Introduction to Sociology and number as SOC 101). In discussions between Dr. McCorry and Dean Tomczak, it was decided to postpone submission of SOC 102 for DEISJ credit, since the course has not been taught for several years due to low enrollment. Dr. McCorry will work on reviving this offering. | https://gccplanning.com/frm_file/aWQ6MjE4MnxmaWxlbmFtZTpOb3ZlbWJlcl8yNl8yMDI0LURlYy1UQU0tQWdlbmRhLnBkZg== | FEBRUARY, 2025-The proposal was revised based on the discussion at the Teaching Area Meeting, and successfully passed a vote at the December Curriculum Committee meeting (see “DEC2024Minutes-Curriculum”) and the full Senate meeting (see “Senate Minutes December 10 2024”). | https://gccplanning.com/frm_file/aWQ6MjE4M3xmaWxlbmFtZTpERUMyMDI0TWludXRlcy1DdXJyaWN1bHVtLnBkZg==, https://gccplanning.com/frm_file/aWQ6MjE4NHxmaWxlbmFtZTpTZW5hdGUtTWludXRlcy1EZWNlbWJlci0xMC0yMDI0LnBkZg== | JUNE, 2025-As noted in the February, SOC 101 was added to the list of courses that meet SUNY’s DEISJ requirement (see “DEISJ courses as of June, 2025”). Also, Dr. McCorry has just finished teaching SOC 102 in one of our correctional facilities this past Spring. As noted in the November update, now that he has successfully taught the class, he’s in a better position to revise the course so that it will meet the DEISJ requirements as well. This will be the task for the 2025-2026 academic year. | https://gccplanning.com/frm_file/aWQ6MjI5OHxmaWxlbmFtZTpERUlTSi1jb3Vyc2VzLWFzLW9mLUp1bmUtMjAyNS5wZGY= | Additional course offerings have been revised to better align with SUNY’s Diversity, Equity, Inclusion, and Social Justice General Education requirement, most notably, Introduction to Sociology. SOC 102, our Social Problems course, will be updated during the 2025-2026 academic year. | Timothy Tomczak | |||||
| 2024/2025 | Academic Affairs | Human Communications and Behavior | SP 1 – Student Support and Success | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. | HCB-2024-POA Goal #3 | Update Human Services Programs Admissions materials to reflect recent program updates | By May, 2025, as a result of collaboration between the Human Services faculty, the Director of Human Service Programs and Teacher Education, and the Admissions and Marcom staff, program information materials for marketing and admission purposes will be updated to reflect recent program changes (e.g., CASAC certification eligibility) as evidenced by the production of final versions of these materials. | Postponed/Waiting on Others | NOVEMBER, 2024-Jodi Scondras, the Director of Human Service Programs and Teacher Education, reports that we are waiting on a few approvals from the Office of Addiction Services and Supports (OASAS) to finalize our program’s CASAC certification eligibility. Once those approvals are received, she and the Humans Services Faculty will plan on meeting with the Admissions and Marcom staff to revise the program information materials. This should occur according to the timeline laid out in the original goal statement. | FEBRUARY, 2025-Jodi Scondras, the Director of Human Service Programs and Teacher Education, reports that as she and the HUS faculty initiated conversations regarding revisions to the recruiting materials, it came to their attention that several other program revisions and adjustments needed to be made prior to the revisions to the materials. Some of these changes include, creating introductory letters for incoming students, and updating advising sheets, removing deactivated courses and certificate programs from the website, meeting with the Success Coach to update her on the program changes to aid in advisement of students, and updating the HUS and Alcohol and Substance curricula based on additional General Education changes. This goal will be postponed until Fall of 2025. | JUNE, 2025-Director Scondras reports that, she and the HUS faculty, “…worked on this during the spring semester but decided to pause because the timing was not quite aligned. Due to changes with OASAS [the Office of Addiction Services and Supports], …[the faculty] had to update all of their course syllabi and … assignments in order to meet new requirements for the CASAC [Credentialed Alcoholism and Substance Abuse Counselor].” She noted, “We’re currently waiting on the final approval from OASAS. Once we have that, our goal is to meet with MarCom, Admissions, etc. in the fall.” She added that several HUS program assessments were completed in the Spring, and suggested program modifications can be incorporated into the revised admissions/marketing materials as well. | The Human Services faculty have been actively working on updating their programs based on recent program assessment results and new the Office of Addiction Services and Supports standards. The Director and faculty will continue to work with MarCom and Admissions to update program materials for recruiting purposes during the 2025-2026 academic year. | Timothy Tomczak | ||||||||
| 2024/2025 | Academic Affairs | Human Communications and Behavior | SP 2 – Teaching and Learning | 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | HCB-2024-POA Goal #4 | Completion of the modification of Theatre Arts micro-credential courses for asynchronous online delivery | By May, 2024, as a result of collaboration between the Director of Fine and Performing Arts, the Theatre Technician, Theatre Arts adjunct faculty, and the Online Learning staff, all courses required for the Theatre Arts micro-credential (THE 103-Fundamentals of Acting, THE 163-Fundamentals of Directing, THE-205-Audition Techniques, THE 207-Stage Management) will adapted for fully online asynchronous delivery as evidenced by the courses being added to the 2025-2026 class schedule. | In Progress – Behind Schedule | NOVEMBER, 2024-Maryanne Arena, the Director of Fine and Performing Arts, just returned this Fall after a year-long sabbatical. Sander Nagar, our brand-new Theatre Technician, hired at the start of the Fall semester is still adjusting to the demands of his new position here at the college. Neither one of them has had much time to devote to this particular goal. But Sander does have considerable experience teaching online using other LMSs and is currently completing trainings to offer an asynchronous online class this Spring in Brightspace. I anticipate that they will work in earnest to compete this goal during the Spring, 2025 semester. | FEBRUARY, 2025-Maryanne Arena has successfully completed her online “Regular and Substantive Interaction” module and has begun working with Sarah Wessel to move her THE103 (Fundamentals of Acting) course to the asynchronous online modality. Theatre Technician, Sandy Nagar, is working to convert THE 163 (Fundamentals of Directing) online. | JUNE, 2025-Fine and Performing Arts Director Maryanne Arena reports she and Sandy Nagar continue to work with the distance learning staff to convert the Theatre Arts micro-credential classes for asynchronous online delivery. She reports that THE 163-Fundamentals of Directing, should be ready for the Fall semester and THE 103-Fundamentals of Acting should be ready for Spring, 2026. However, these are only two of the four classes required for the micro-credential. The other two are THE-205-Audition Techniques and THE 207-Stage Management. As noted in the November update, a few factors prevented Director Arena and Theatre Technician Nagar from working on these remaining two classes. Both of them are committed to converting these courses to an asynchronous online format so that high school teachers from around the state who take on the task of coordinating high theatre productions can earn this micro-credential and be better positioned and prepared to handle this task. | The micro-credential landscape at GCC has been dominated by offerings from the Business and Technical Careers teaching area. The Liberal Arts and Sciences faculty will continue to revise course offerings and develop relevant micro-credentials that meet the needs of our students and are consistent with SUNY’s and GCC’s goals in providing micro-credential opportunities. | Timothy Tomczak | ||||||||
| 2023/2024 | Academic Affairs | Learning Center | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | 2023/2024 Goal 1 | Learning Center / Library Co-Location | By 8/31/2024 the learning center will be fully co-located within the physical space of the library and 100% of the services deployed by the learning center will take place within the new location. | Completed | The Learning Center Coordinator, along with the Associate Dean of the Library and Academic Support Services have met with buildings and grounds and computer services to begin the planning phase for the co-location. Resources have been secured to update facilities to meet the needs of students during this transition. in addition, library staff has been re-located to make room for the learning center staff and students receiving services. | The learning center coordinator and associate dean of the library and academic support services continue to work with computer services and buildings and grounds to plan changes being made to physical spaces. The library and learning center staff have also been meeting to discuss protocols. In addition, the library staff is working diligently to move physical collections to make more room for learning center activities. | The remaining furniture for the learning center has been ordered, flooring samples have been ordered, and a timeline has been established to continue work that needs to take place to implement the co-location. | The learning center has been moved to the library and is fully operational within the physical space of the library. Learning center staff have relocated and in person and virtual appointments are occurring on the East side of the library. The Learning center has an assisted check in area for students to receive assistance for tutor matching, setting up appointments, and for general questions. There is also a self-service kiosk for students who do not need assistance. There is an open space available for tutoring activities as well as a private space for use as needs arise. | Jessica Hibbard | ||||||||
| 2024/2025 | Academic Affairs | Learning Center | SP 1 – Student Support and Success, SP 2 – Teaching and Learning | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | Learning Center -2024/2025 – Goal 1 | Increase Academic Support Service Interactions | As a result of the library and learning center colocation and targeted efforts to deploy a holistic academic support model a 2% increase in services provided will be demonstrated by the departmental academic support tracking software. | Completed | Although final data is not available the Learning Center is currently has seen an 18% increase in visits compared to this time last year. In addition, the learning center has seen 10% more students using the services compared to this time last year. | An analysis of the fall 2024 semester reveals there were a total of 1,472 visits this semester in the learning center. This represents an increase of nearly 24% compared to fall 2023. The number of students using learning center services has increased by 13% compared to the fall 2023 semester. It’s also worth noting that the learning center has identified peak days and times to consider for future planning purposes. | The learning center spring data 2025 has been compiled. The spring 2025 semester visit totals are 1,532 compared to 1,125 visits during the spring 2024 semester. This represents a 36% increase in visits comparting the spring 2024 to spring 2025 semesters. The number of students using the learning center increase from 394 (Spring 2024) to 484 (Spring 2025); a 23% increase. The learning center will conduct a final analysis that will include the summer semesters. | The library and learning center deployed a co-location model in an effort to provide more holistic academic support services to students. The learning center offices and services moved into the library at the start of the fall 2024 semester. The improved visibility and location of the learning center combined with the good work of the library and learning center teams positive results comparing learning center services during the 2024/2025 academic year compared to the 2023/2024 academic year. The number of students who received learning center services increased 9.9% and there was also an increase in learning support sessions provided by the learning center of 29%. | https://gccplanning.com/frm_file/aWQ6MjMwNHxmaWxlbmFtZTpEYXRhQ29tcGFyaXNvbl8yMDIzXzI0QVl0bzIwMjRfMjVBWV9MZWFybmluZ2NlbnRlci0xLmRvY3g= | Jessica Hibbard | |||||||
| 2024/2025 | Academic Affairs | Library | SP 1 – Student Support and Success, SP 2 – Teaching and Learning | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. 2.4 – Augment student experiences to apply learning beyond the classroom environment, such as internships, community service, and cooperative learning., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | 2023/2024 -Goal 1 | Study Room Booking | By August 31st, 2024 as a result of upgrading study room booking software to a more user friendly platform, a 5% increase in study room booking compared to the 2022/2023 academic year will enhance the frequency of study room usage as documented by study room booking software analytics. | Completed | The new software is fully integrated and configured and students have begun booking rooms. The library is currently allowing students to book in two study rooms. As of November 176 bookings have been recorded. The library continues to assess the student experience and will begin data analysis utilizing the new and improved data analytics available with the new software. | Students continue to utilize the study room booking software system. The system is working without error and the staff report that it’s user friendly for the students. Plans are in place to develop and submit a survey for approval to assess the study room booking student experience. As of February 28th a total of 290 bookings have been recorded. | Students continue to utilize the study room booking software system. The system is working without error and the staff report that it’s user friendly for the students. Plans are in place to develop and submit a survey for approval to assess the study room booking student experience. As of June 30th a total of 455 bookings have been recorded. | This goal has been completed. Compared to the 2022/2023 academic year study room booking data there was an increase in booking by 480% in the 2023/2024 academic year. This far exceeds the goal of 5%. Prior to Spring of 2023 study room data was not available as there was no booking system. Data from Spring of 2023 was compared to the Spring of 2024 for this analysis. | Jessica Hibbard | ||||||||
| 2025/2026 | Academic Affairs | Library | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | 2023/2024 -Goal 2 | Effective Acquisitions Workflow Improvements | By 08/31/2024 as a result of enhancing the collection development acquisitions process 10% of the library’s acquisitions for the 2023/2024 fiscal year will be managed utilizing the college’s library services platform as documented by the library services platform data analytics software. | In Progress – On Schedule | The collection development librarian is currently using the library services platform acquisitions tools and is seeking training from SUNY to learn how to best optimize this system prior to full deployment. | A March meeting with a software vendor representative has been scheduled to train the librarians involved in acquisitions on software options. Meetings have taken place with product vendors to gain an understanding of the features of the system. This effort may be slightly delayed however much progress is being made. | This goal has been extended due to ongoing efforts to not only improve workflow systems but also to comply with upcoming accessibility standards by April of 2026. | Jessica Hibbard | |||||||||
| 2025/2026 | Academic Affairs | Library | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. 2.4 – Augment student experiences to apply learning beyond the classroom environment, such as internships, community service, and cooperative learning. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | 2023/2024 -Goal 3 | Circulation Desk Services | By 08/31/2024 as a result of intentionally engaging students, faculty and staff with the circulation desk staff and services a 5% increase in services will be provided as documented by library tracking software data analytics. | In Progress – On Schedule | A variety of intentional circulation desk activities have taken place. The circulation desk staff has featured contests and campaigns encouraging students to interact with the staff and activities. The circulation desk has noticed more interaction with students and positive feedback. We are tracking desk activities and interactions and will be assessing the overall impact on circulation activities in the weeks and months to come. | The circulation staff continues to offer opportunities for students to engage with the staff and the services at the desk. A “love your library” campaign was launched on February and there are more displays and interactive activities planned to celebrate the Solar Eclipse, National Library Week and the countdown to 2024 commencement. Data is being collected and will be assessed in the coming weeks. | The events that took place at the circulation desk yielded approximately 115 interactions that would not have otherwise taken place. We are currently gathering data from the library services platform to assess the final result of this goal. | Jessica Hibbard | |||||||||
| 2023/2024 | Academic Affairs | Library | SP 1 – Student Support and Success, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | 2023/2024 -Goal 4 | Workflow and Guidelines System Synergies | 08/31/2025 as a result of collaborative efforts between librarians and senior library clerks 10% of the workflows and guidelines currently being used will be improved and updated as documented by the analysis of the workflow/guidelines currently available. | In Progress – On Schedule | One meeting has taken place between senior library clerks and librarians working on this goal. Progress has been made in the following areas – – consolidation and reorganization of Alma workflows – reduction in duplication of files – file re-naming and organization – discarding and archiving of outdated documentation | The senior library clerks and the librarians continue to meet and update workflows. Recently the library shared drive was moved over to Microsoft Teams and the clerks and librarians have discovered many tools to assist them with this project. The electronic services / systems librarian has begun using the notebook feature and is transferring content to improving ease of use, visual appeal, and allowing for easier access. | Progress continues on this goal. Librarians and senior clerks have regularly scheduled working sessions to make necessary changes and updates into the new electronic system. | Jessica Hibbard | |||||||||
| 2023/2024 | Academic Affairs | Library | SP 1 – Student Support and Success, SP 2 – Teaching and Learning | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | 2023/2024 -Goal 6 | Faculty Enagement | By 8/31/2024 as a result of intentional engagement with faculty 5% of the faculty at GCC will have personally interacted with the library as documented by faculty engagement documentation tracking. | Completed | A roving cart has been purchased and a plan is in place to implement a roving service to faculty in the coming weeks/months. A plan is in place to unveil the service at an upcoming PAD session. | The roving cart has been introduced to faculty by way of the TAM meeting. The roving cart will make it’s way to academic areas in the coming weeks. In addition, the collection development librarian deployed targeted outreach to faculty members and has successfully engaged with most of them. As the semester continues we will continue to outreach track and analyze the interactions. | The collection development librarian engaged with faculty in many different ways this past year. The roving cart service gained popularity throughout the year and in addition several team meetings were attended along with targeted emails going out to faculty. The data is currently being analyzed. | Efforts targeted toward faculty engagement were successful this year. The faculty engagement data indicates that 36% of the full-time faculty have engaged with the collection development librarian as a result of targeted outreach efforts which exceeds the 5% goal. | Jessica Hibbard | ||||||||
| 2025/2026 | Academic Affairs | Library | SP 1 – Student Support and Success, SP 2 – Teaching and Learning | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | 2023/2024 -Goal 5 | Learning Tool Interoperability Library Resources | By 8/31/2024 as a result of implementing library resources Learning Tools Interoperability (LTI) into the college’s Learning Management System (LMS) a minimum of 3% of the specified course libguide usage will increase students’ access to library resources as documented by libguide access data. | Completed | A general guide has been created and feedback has been solicited. Information from SUNY about course labeling has been sought to ensure accuracy for configuration. The project timeline and tasks have been created and deployed to any parties involved in this project. | The college has completed the required formal request for the LTI tool. This is currently being reviewed at the SUNY level. The electronic services/ systems librarian has designed the landing page and will be providing a demo to the Brightspace committee sometime in the coming weeks. | Due to delays between GCC ITS and SUNY level 3rd party administration processes this project is on hold. Update – LTIs are functioning in the Brightspace environment. We will explore more assessment efforts for future exploration. | Jessica Hibbard | |||||||||
| 2024/2025 | Academic Affairs | Library | SP 1 – Student Support and Success, SP 2 – Teaching and Learning | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.4 – Augment student experiences to apply learning beyond the classroom environment, such as internships, community service, and cooperative learning., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | Library – 2024/2025 Goal 1 | Increase Academic Support Service Interactions | As a result of the library and learning center colocation and targeted efforts to deploy a holistic academic support model a 2% increase in services provided will be demonstrated by the departmental academic support tracking software. | Completed | The library has noticed an increase in student traffic. Library staff continue to collect data and statistics. | The library continues to collect data and statistics for future analysis. | Initial review of the data of services currently monitored in the library have not yielded an increase. As a result, the library will examine the data currently being tracked to determine the accuracy and relevance of the data. In addition, the library will be researching ways in which to provide more holistic blended services with the learning center. | Jessica Hibbard | |||||||||
| 2025/2026 | Academic Affairs | Library | SP 1 – Student Support and Success, SP 5 – Campus and Community Engagement | 1.3 – Create an educational environment that addresses the needs of post traditional students. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | Library – 2024/2025-Goal 2 | Information Feedback Gathering | By 8/31/2025 the library will deploy three information gathering techniques/strategies in an effort to gather useful information to guide leadership as it pertains to academic support needs for future decision-making purposes. | Postponed/Waiting on Others | During staff meetings and 1 on 1 discussions dialogue regarding various approaches to gathering feedback have taken place. There is some consensus among the group that our survey questions may be impacted by the impending facilities master plan. At this time our strategy is to gather informal information from students in our library student activities event. In addition, we will gather informal feedback from faculty and staff during an open house. During the spring 2025 semester we will formally survey stakeholders. | In December a group of students met in the library for an event. During the event students provided useful feedback to library staff pertaining to library spaces and resources. The facilities master plan has not been published therefore plans to develop a survey are on hold. | After review of this goal it was determined to extend into next year for two reasons. The first reason is to wait for the Facilities Master Plan to become available as the plan will provide valuable context and framework in the assessment development process. In addition, we would like to postpone data collection as we will be conducting our FAR during the 2025/2026 academic year and do not want to duplicate efforts. The Library, in collaboration with the Survey Committee will develop two surveys in the upcoming year aimed at understanding the academic support needs of students. Progress on this will occur over the summer. Update: A survey has been developed and will be deployed in March of 2026. | Jessica Hibbard | |||||||||
| 2023/2024 | Academic Affairs | Math, Science, and Career Education | SP 2 – Teaching and Learning | 2.3 – Leverage continuous assessment outcomes to ensure dynamic adaptation of courses and programs. | MSCE-2324-1 | Separate lecture from labs in science courses | By August 2022, as a result of reviewing science courses, 60% will have credits assigned to both the lecture and the laboratory as documented by curriculum proposals. | Completed | We separated the lectures from labs for general biology and general chemistry courses. This required the creation new lectures courses (3 credits) and labs (1 credit). In addition, we incorporated the changes in the natural science degree and as per SUNY advice changed the program name to Biology, AS. | Rafael Alicea-Maldonado | |||||||||||
| 2023/2024 | Academic Affairs | Math, Science, and Career Education | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. | MSCE-2324-2 | Guided Pathways – Mathematics | In order to contribute to move guided pathways forward as a result of collaboration with academic directors and discipline faculty, we will develop a plan to incorporate college math courses and/or quantitative reasoning in our associate degree programs that are missing it. | Completed | Feb. 2024- Quantitative reasoning, mostly through math courses has been incorporated in every AAS, AS, and AA program at the College. | Quantitative reasoning, mostly through math courses has been incorporated in every AAS, AS, and AA program at the College. | Rafael Alicea-Maldonado | ||||||||||
| 2023/2024 | Academic Affairs | Math, Science, and Career Education | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. | MSCE-2324-3 | Guided Pathways – Business programs | In order to contribute to move guided pathways forward, by 06/30/2022, as a result of collaboration with the Business programs director and faculty, we will develop a plan to create a guided pathway for business programs. | In Progress – Behind Schedule | Feb. 2024- Now that all the curriculum changes due to gen. ed. have been implemented, we need to restart the conversation with the Business faculty and decide whether this goal will be pursued. Perhaps we can create some internal advisement sheets for students in business programs. | June 2024- During the upcoming Academic year 2024-25, we will continue to look into the feasibility of creating guided pathways for the Business programs. | Rafael Alicea-Maldonado | ||||||||||
| 2023/2024 | Academic Affairs | Math, Science, and Career Education | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. | MSCE-2324-4 | Review MSCE AS programs for compliance with GCC Gen Ed plan | By the end of Spring 2024, as a result of reviewing the MSCE AS programs, they will be in compliance with the new GCC General Education plan. | Completed | Feb. 2024- All AS programs in the MSCE division were reviewed for compliance with the General Education plan. All changes were approved and implemented in Fall 2023. | All AS programs in the MSCE division were reviewed for compliance with the General Education plan. All changes were approved and implemented in Fall 2023. | Rafael Alicea-Maldonado | ||||||||||
| 2023/2024 | Academic Affairs | Math, Science, and Career Education | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. | MSCE-2324-5 | Start Review of MSCE AAS programs for compliance with GCC Gen Ed plan | By Spring 2024, as a result of beginning the review process of MSCE AAS programs, we will have the framework to make the changes during the 2024-25 academic year. | Completed | Feb. 2024- All AAS programs in the MSCE division were reviewed for compliance with the new General Education plan. All the changes were approved and will become effective Fall 2024. | All AAS programs in the MSCE division were reviewed for compliance with the new General Education plan. All the changes were approved and will become effective Fall 2024. | Rafael Alicea-Maldonado | ||||||||||
| 2023/2024 | Academic Affairs | Office of the Provost | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. | Provosts Office – 2023/24 – Goal 1 | Reduce the number of students who earn 0 credits in their first semester | By 01/01/2024, as a result of additional faculty training, faculty-initiated student outreach efforts, and course improvement activities, the percentage of students who earn zero credits in their first semester will be reduced by 1% as documented by end-of-semester course completion reports. | Completed | Since the creation of the goal, I have shared with the FT faculty and the Program Directors the percentage of new students that earn no credit in their first term. Strategies to help reduce that high failure rate were discussed in my PAD Welcome Back session for faculty, in my monthly meetings with the Program Directors, and in several 1on1 meetings with the Academic Deans. On 11/21/23, I also presented to Senate on the college’s Fall 2023 new student enrollment numbers (up 13+ percent from last year) and the college’s overall enrollment rate (down 0.80% from last year) to emphasize the need to focus on new student retention as a priority going forward. | Program Director meetings continued through the fall and early part of the spring semester, with a focus on student retention. As of Feb 23, 2024, the tentative percentage of students who earn zero credits in their first semester dropped from 20% to 17%. This percentage will be fully realized later in the spring semester, once all of the IP’s covert to grades or F’s. It’s assumed that more college-wide outreach likely contributed to this percentage reduction. Continued analysis in future terms will help determine if the Academic Affairs efforts are paying off. | As of May 20, 2024, the percentage of new Fall 2023 students who earn zero credits in their first semester dropped from 20% to 17% (compared to Fall 22). It’s believed that more college-wide outreach to new students, and new student engagement in their first semester, likely contributed to this percentage reduction. Continued analysis in future terms will help determine if these, and other efforts can have a larger payoff. | As of May 20, 2024, the percentage of new Fall 2023 students who earn zero credits in their first semester dropped from 20% to 17% (compared to Fall 22). It’s believed that more college-wide outreach to new students, and new student engagement in their first semester, likely contributed to this percentage reduction. Continued analysis in future terms will help determine if these, and other efforts can have a larger payoff. | Craig Lamb | ||||||||
| 2025/2026 | Academic Affairs | Office of the Provost | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development., 2.3 – Leverage continuous assessment outcomes to ensure dynamic adaptation of courses and programs. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | 1.1.1: This is a goal of the Strategic Enrollment Management plan. Increase persistence (longitudinal) of first-time students by 3% over 3 years., 1.1.2: As reported on Genesee’s GSI dashboard, Fall Student Success Snapshot for Programs, fall-to- spring persistence for all matriculated students will increase by 1% over persistence rates starting with the Fall 2022 cohort., 1.1.3: As reported in the IPEDS Fall Enrollment Reports, Genesee will meet or exceed the average IPEDS full-time, fall-to-fall retention rates of our four regional SUNY peers (Jamestown “JCC”, Corning “CCC”, Finger Lakes “FLCC”, and Niagara “NCCC”)., 1.1.4: The percentage of first-time, degree-seeking students who did not earn at least one credit in their first fall term will have decreased by 1% over rates from the Fall 2022 cohort., 1.1.5: The percentage of credits successfully completed after two years by the first-time, degree-seeking cohort will have increased by 1% over rates from the Fall 2022 cohort. 1.2.1: As reported in the IPEDS Graduation Rates reports, Genesee will meet or exceed the average 2‐Yr (100%), 3‐Yr (150%), and 4‐Yr (200%) graduation rates of our four regional SUNY peers (Jamestown “JCC”, Corning “CCC”, Finger Lakes “FLCC”, and Niagara “NCCC”)., 1.2.2: This is a goal of the Strategic Enrollment Management plan. Increase student outcomes as measured by degree/credential/certificate completion by 2.5% over 3 years 2.1.1: By August 2025, establish a clear and inclusive assessment protocol for communication with ACE instructors regarding assessment of their sections. No KPI for this goal | AcadAffairs-25/26-POA 1 | Identification of Specific Retention Strategies in Every Academic Program | By Spring 2026, as a result of systematic review of program- and course-level assessment (or FAR) data, 100% of academic programs and functional units within Academic Affairs will identify 1-2 interventions to bolster retention, as documented by a division-wide record of progress. | In Progress – Behind Schedule | Part of this effort involved the meta-goal of fostering awareness of what PoAs are and how we (as a division) were going to approach them. As Provost, I worked with the deans and directors–and, critically, the academic program directors–across our division to collaboratively write these PoAs. Authorship of these PoAs started in Summer 2025 and was completed in early Fall 2026, at which time, I formally shared these with Cabinet and Academic Senate. To scaffold the conversations around this PoA–and to introduce a process by which individual units and programs could review assessment data and identify 1-2 concrete retention strategies–I instituted bi-weekly meetings with the academic program directors. (These had formerly been monthly meetings.) We collaboratively created and populated a list of the retention strategies each program was prepared to implement: https://gccbatavia-my.sharepoint.com/:w:/r/personal/klandy_genesee_edu/Documents/Admin/Misc%20OAA%20Admin/ | https://gccplanning.com/frm_file/aWQ6MjM3M3xmaWxlbmFtZTpSZXRlbnRpb24tSW50ZXJ2ZW50aW9uLVJlcG9zaXRvcnktRmFsbC0yMDI1LmRvY3g= | Though conversations in support of this PoA continue, our Middle States efforts have commandeered a good portion of my time. I am very hopeful that we can resume our division-wide focus on this coordinated retention effort in the coming month. | Kathleen Landy | ||||||||
| 2025/2026 | Academic Affairs | Office of the Provost | SP 1 – Student Support and Success, SP 2 – Teaching and Learning | 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | 1.3.1: This is a goal of the Strategic Enrollment Management plan. Increase post-traditional students, age 25 and older, participating in matriculated college programs by 5% over 3 years. | AcadAffairs-25/26-POA 3 | Review and Update GCC’s Approach to Microcredentials | By Fall 2026, as a result of division-wide collaboration and systematic review of our current offerings, 100% of our current micro-credential offerings will be updated and supported by clear monitoring and assessment processes, as documented by formal local guidelines (for MC creation), requisite curriculum approval/revision processes, and a formal IE workflow (for tracking and strategic promotion). | Not Started | For multiple reasons, we have not yet made adequate progress on this PoA. That said, important foundational work has been completed, which included multiple meetings to learn about the history of establishing microcredentials at GCC and engaging with colleagues at SUNY System (including Cyndi Proctor) to learn how SUNY’s guidelines on these stackable credentials have recently changed. | https://gccplanning.com/frm_file/aWQ6MjM3NHxmaWxlbmFtZTpUZW1wbGF0ZS1DYW1wdXMtTWljcm9jcmVkZW50aWFsLVBvbGljeS1BcHJpbC0yMDI1LmRvY3g= | We hope to resume making progress on this PoA in late spring, after our Middle States site visit. | Kathleen Landy | ||||||||
| 2025/2026 | Academic Affairs | Office of the Provost | SP 2 – Teaching and Learning, SP 3 – Diversity, Equity, Inclusion, & Wellness | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | 2.2.1: By August 2028, provide evidence of ongoing faculty participation in professional development opportunities targeted at improving teaching effectiveness and student learning across modalities. 3.2.3: By August 2028, implement and enhance wellness programs for faculty and staff, aiming to achieve a 10% increase in retention rates from the baselines set in the 2022-23 HR IPEDS report, based on feedback and participation in wellness-related activities. | AcadAffairs-25/26-POA 4 | Review and Update of GCC’s Performance Review Protocol for Faculty | By Fall 2026, as a result of faculty-driven collaboration with joint labor management, 100% of GCC faculty will benefit from an updated performance review process, as documented by Cabinet approved revisions of Procedures 236 and 251. | In Progress – On Schedule | To ensure completion of this important work, the academic program directors switched to a bi-weekly schedule for their (formerly monthly) meetings. More specifically, the collaborative revision of (the faculty-oriented half of) Procedure 236 was completed in early Fall 2025. This revision built upon previous efforts by a Joint Labor Management working group, incorporating perspectives of those tasked with completing Faculty evaluations (i.e., academic program directors). As provost, I offered regular updates on this revision at Academic Senate meetings and hosted an informational session during the August 2025 Professional Activity Days (PAD) to update the broader Faculty and gather further feedback/input on the draft. The draft was shared with Cabinet for feedback and approval in early Fall 2025, which prompted a revision effort for the staff-oriented portion of this same Procedure (to be conducted by HR). | https://gccplanning.com/frm_file/aWQ6MjM3NXxmaWxlbmFtZTpGYWxsLTIwMjUtUEFELVNlc3Npb24tb24tUHJvY2VkdXJlLTIzNi5wZGY= | We are making progress toward a final revision of Procedure 236, with: Notably, this sets us up well to revise Procedure 251 (Evaluation of Adjunct Faculty) in a manner that aligns with the newly revised Procedure 256. | Kathleen Landy | ||||||||
| 2023/2024 | Academic Affairs | Online Learning | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. | Online Learning-2023/2024-POA 1 | Increase retention of first-generation students in online courses and programs | By June 30, 2025, as a result of marketing and direct student outreach, 5% more first-generation college students in online courses and programs will be retained as documented by enrollment reports. | In Progress – On Schedule | Online learning staff, particularly our two student facing specialists, are diligently working with students to address any difficulties related to technical, academic and advisement issues. A communication plan was developed to ensure students receive appropriate information at various times throughout the semester to keep them engaged and on-task. Our instructional designers and technologist are working with faculty to ensure courses meet all the required elements for a quality course section that is clearly laid out so students can easily navigate the course and stay on task. | Online learning staff continue to implement their communication plan that was developed earlier this academic year. Although hard data is not yet available or clear, we believe that the efforts are having a positive impact on student success. Also, our instructional designers and technologist are developing into a strong, cohesive team that has collaborated to develop their own communication and oversight plan for ensuring that faculty have the tools and support needed to provide quality online courses. | Online Learning’s communication and oversight plan has been underway with positive student feedback. Although it is difficult to provide hard data to back up this claim, students seem to be better prepared to start online classes with each semester since the communication plan has been followed. The communication plan does not seem to be impacting our retention goal yet, but we are still optimistic given that it has only been in place for short time. A review of the Online Learning student retention rate is as follows: For 2020-21 AY, 59% of online students enrolled were continuing, for 2021-2022 it was 56%, and 2022-2023 it was 54%. These numbers do not indicate how many of these students are first-generation college students, so further analysis is needed and will be conducted. However, if these general retention numbers are an early indicator, we are obviously trending in the wrong direction and need to revisit the goal and/or our approach. | This goal has one more year of work to be done before it can be evaluated fully. Online Learning will work with Institutional Research to drill down into the data to specify which students we are or are not retaining as hoped for. That data will be used to develop ongoing strategies to make improvements where needed both on the fly and to determine our success by the established deadline. | Edward Levinstein | ||||||||
| 2024/2025 | Academic Affairs | Online Learning | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | Online Learning-24/25-Goal 1 | Increase faculty participation in professional development and training events hosted by Online Learning. | By June 30, 2025, as a result of working with faculty, academic directors, and deans, two percent more faculty will participate in professional development and training opportunities hosted by Online Learning staff as documented by attendance rosters and other documentation. | Completed | November 2024: Online Learning continues to develop and promote training opportunities for online instructors. Instructional designers are reaching out directly to faculty who have courses with design flaws. Faculty are trained one to one or referred to an existing or upcoming training. Data will not be available until late in the spring 2025 semester. | Although participation in scheduled professional development opportunities has had a modest increase, the overall efforts by the Online Learning staff to provide modules, content, and additional drop in training sessions has produced significant increases in faculty engagement in Brightspace. The attached document illustrates the drastic increases in across a variety of Brightspace metrics. | https://gccplanning.com/frm_file/aWQ6MjMwNXxmaWxlbmFtZTpQT0EtMjRfMjUuZG9jeA== | In 2024–2025, Online Learning made strong gains in faculty engagement and professional development. Through collaboration with faculty, deans, and academic directors, we exceeded our goal well beyond the targeted 2% increase. Faculty interaction with Brightspace content surged—completions rose by 579%, and time in training increased by 175%. Use of interactive tools also expanded, with a 280% increase in quizzes created, a 208% rise in quiz completions, and the launch of discussion board activity. RSI (Regular and Substantive Interaction) badge attainment doubled, reflecting improved faculty understanding of federal online learning standards. System logins grew by over 1,000%, signaling a major shift toward sustained digital engagement. These outcomes demonstrate our commitment to high-quality, compliant, and engaging online learning—ensuring faculty are well-prepared to support student success. | Edward Levinstein | ||||||||
| 2025/2026 | Academic Affairs | Online Learning | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community. | Online Learning-25-26_Goal 1 | Brightspace Accessibility Score Improvement | By June 30, 2026 as a result of outreach and professional development by the Online Learning Office, the overall accessibility score in Brightspace for the spring 2026 term will meet or exceed 92% as document by the Ally accessibility score. | In Progress – On Schedule | Edward Levinstein | ||||||||||||
| 2023/2024 | Academic Affairs | Records/Registration | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. | RecReg – 2023-24 – POA 1 | Genesee 4 Life Process Workflows | By 08/31/2024 as a result of collaborating with student success, student accounts, admissions and computer services to identify technology based solutions for streamlining the Genesee 4 Life readmission and registration process; 90% of returning Genesee 4 Life student applications and registrations will be processed using a streamlined workflow system as documented by detailed development, implementation and resulting records created by using such a system. | Completed | At this time work has begun on exploring a process for automatically re-admitting all Fall 2023 graduates as Genesee 4 Life students in all cases where the student is not already re-admitted into a major. This proposed method will allow students to use the standard Self Service Banner registration they are already accustomed to using as of the G4L eligibility date. Initially, students were including course registration requests with their application – this proved cumbersome and inaccurate information provided by students created delays in processing. At this time, students who apply to return through Genesee 4 Life are admitted to the G4L program and provided with instructions for completing their registration as of the eligibility date. Students returning after a 1 year period will still encounter some delays. Further investigation will be required to identify the best way to re-admit students looking to take advantage of this program. | All Fall 2023 graduates not pursuing restricted program matriculation were added to Genesee 4 Life after their degrees were conferred on January 2, 2024. Genesee 4 Life has been added to the Express Registration process, an application and workflow has been created and has been an effective method for re-admitting students. Automated communication to students who complete the Genesee 4 Life application in Express Registration provides password reset and registration instructions similar to the non-matriculated and micro-credential students. Work is continuing to explore the use of Canusia for managing this student population in preparation for the end of life of Express Registration – now anticipated in March 2025. | All Spring 2024 graduates not pursuing restricted program matriculation were added to Genesee 4 Life after their degrees were conferred on May 17 (nursing) or May 31, 2024. | All Fall 2023 and Spring 2024 graduates not pursuing restricted program matriculation were added to Genesee 4 Life after their degrees were conferred. This allowed for students to continue their enrollment without interruption or the need to take additional steps. | Karlyn Backus | ||||||||
| 2023/2024 | Academic Affairs | Records/Registration | SP 1 – Student Support and Success | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. | RecReg – 2023-24 – POA 2 | Continue to Expand Reverse Transfer Outreach | By 08/31/2024 as a result of reviewing student data, development of communication strategies, and collaboration with student success resources; an additional 400 students who have earned 30 or more credits at GCC and have earned additional credits at other institutions be encouraged to pursue the opportunity to complete a degree at GCC as documented by detailed records of outreach efforts. | In Progress – Behind Schedule | Development of communication materials leveraging the new Genesee 4 Life program as a compelling reason for students to complete their degree at GCC has begun. The Records office will obtain updated student data for students who did not return for Fall 2023 after not completing a degree at the completion of the Spring 2023 semester. The records office is seeing an increase in reverse transfer requests from the SUNY portal. | This goal is moving more slowly as other goals with direct enrollment impact have been prioritized. Efforts are underway to contact students who may be eligible to graduate this term without providing reverse transfer credit. Students from prior terms will be evaluated and contacted as well as students who participated in commencement degree anticipated however have not completed their programs. | Efforts toward this project identified in the campus wide SEM plan, while worthwhile, are not directly associated with actively enrolled or potentially enrolled students and are often reallocated to more pressing enrollment driving activities. This year the time allocated for progress toward this goal was shifted to the IPERC project to prepare for and begin the onboarding of a significant number of new courses, instructors and students in collaboration with the Dean of Distributed Learning. We will continue to include communication with potential reverse transfer students in our annual goals until a standard, ideally automated, system has been identified and established for this outreach effort. | Efforts toward this project identified in the campus wide SEM plan, while worthwhile, are not directly associated with actively enrolled or potentially enrolled students and are often reallocated to more pressing enrollment driving activities. Progress has been made toward the creation of a communication plan for students who have stopped out before earning a degree, the focus of this plan to inform students of the Genesee 4 Life program to incentivize reverse transfer of credits earned after leaving or encourage completion. | Karlyn Backus | ||||||||
| 2023/2024 | Academic Affairs | Records/Registration | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness., 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region. | RecReg – 2023-24 – POA 3 | Support campus wide technology based projects | By 08/31/2024 as a result of collaborating with appropriate departments and divisions; 100% of records office staff will provide support and/or leadership to a minimum of 3 technology based projects as documented by meeting minutes, training attendance reports, project notes, instructional materials, SharePoint files, training recordings, and project outcomes. | Completed | During the month of September and October, members of the records office staff have collaborated with the Admissions office to support the implementation of SLATE. The Registrar attended a week long SLATE launchpad with training representatives from SUNY. Members of the records office continue to support technology projects across campus with participation on several committees including peer to peer training for MS 365, Banner Admin, SSB, Degree Works and Argos. The department is awaiting further information regarding the implementation of Canusia and is preparing to assist with this project as well. | The records office is currently supporting both the SLATE and Canusia implementation projects. The Registrar is attending weekly SLATE meetings and bi-weekly Canusia implementation meetings as well as supplemental meetings regarding data access through ETHOS which will be important to both projects. Members of the records office continue to support technology projects across campus with participation on several committees including peer to peer training for MS 365, Banner Admin, SSB, Degree Works and Argos. | This goal is substantially complete. Throughout the year all members of the records office staff led and supported projects related to technology including the Registrar’s direct support of Canusia, Slate, and the ITS Master Plan. Additional records office staff provided support to technology projects across campus including peer to peer training for MS 365, Banner Admin, SSB, Degree Works and Argos. The Registrar has also been contributing to the SUNY Digital Transformation Project Student Success sub committee. | Throughout the year all members of the records office staff led and supported projects related to technology including the Registrar’s direct support of Canusia, Slate, and the ITS Master Plan. Additional records office staff provided support to technology projects across campus including peer to peer training for MS 365, Banner Admin, SSB, Degree Works and Argos. The Registrar has also been contributing to the SUNY Digital Transformation Project Student Success sub committee. | Karlyn Backus | ||||||||
| 2023/2024 | Academic Affairs | Records/Registration | SP 1 – Student Support and Success, SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | RecReg – 2023-24- POA 4 | Records Office Communication Clarity | By 8/31/2023 as a result of reviewing and seeking ways to improve all communication managed by the Records, Registration and Transfer Services office, at least 6 key points of contact with students will be updated to reflect comprehensive feedback provided by the review process as documented by changes to website, MyGCC, and automated emails. | Completed | Each member of the Records office team is currently completing a comprehensive audit of all points of communication managed by their area to identify opportunities to improve clarity and actionability by students, faculty and other stakeholders across campus. Currently identified areas for further investigation include the Records Office Webpage, MyGCC modules, course cancellations, Genesee4Life, Graduation, Course Audit, Late Registration and Enrollment Verification. | As the result of preliminary work, several changes have been made to the Genesee 4 Life and Late Registration processes to improve communication. Genesee 4 Life has been incorporated into the existing “Express Registration” process which provides more automatic points of communication. The Late Registration process has been converted to an electronic process and work has begun on streamlining the workflow once the required forms have been submitted. Additional proposals are being created to address other areas identified in the initial audit of communication. Members of the records office are working on the project identified by Administrative Assessment as a “CART” by providing feedback and creating a survey for students who were notified of course cancellations. | Work has continued to review web pages, emails, MyGCC and Self Service Banner content. | Throughout the 2023-2024 academic year all members of the Records Office staff engaged in a review of student facing communication. This review identified several automated emails, web pages, portal pages and other forms of communication with students, a selection of which were targeted for improvement. This work was extended to include two campus wide projects – the Administrative Assessment CART goal to improve processes and communication related to course cancellations and the MyGCC Student Page update project led by the Digital Communications committee. Members of the records office staff played key roles in both of these projects. | Karlyn Backus | ||||||||
| 2024/2025 | Academic Affairs | Records/Registration | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness., 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region. | RecReg – 2024-25- POA 1 | Support student progress, improve outcomes, address post traditional student needs. | By 8/31/2025 as a result of providing training, functional, and technologically enhanced support for Credit for Prior Learning, Individualized Academic Planning and Micro-credentials, records office staff will support a minimum of three projects or initiatives in collaboration with other interdivision and extra-division offices as documented by meeting minutes, training attendance reports, project notes, instructional materials, SharePoint files, training recordings, and project outcomes. | Postponed/Waiting on Others | An inventory of current practices is currently underway. Records office staff are actively engaged in the Canusia project – collaborating with ACE and the BEST center to develop and implement an online registration portal. | Records office staff remain actively engaged in the Canusia project – collaborating with ACE and the BEST center to develop and implement an online registration portal. | Records office staff remain actively engaged in the Canusia project – collaborating with ACE and the BEST center to develop and implement an online registration portal. Members of the records office staff have joined the work taking place with SLATE to explore opportunities for micro-credential and non-matriculated students. | Academic Master Plan Goal 1c, 3a, 3b, 3c | Karlyn Backus | ||||||||
| 2024/2025 | Academic Affairs | Records/Registration | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community. | RecReg – 2024-25- POA 2 | Promoting Lifelong Learning | By August 31, 2025 as a result of creating, maintaining, promoting and providing training to all advisement staff regarding non-matriculated majors associated with all degree programs requested by students enrolled in the Genesee 4 Life program, 80% of advisors will have been trained how to use Degree Works and other records office tools to support Genesee 4 Life students as documented by attendance records from advisement training. | In Progress – On Schedule | Information about non matriculated majors, Genesee 4 life and Micro-credentials was shared at “All Advisor” meetings during the Fall 2024 semester. A schedule of advisement trainings was developed for distribution at the beginning of the Spring 2025 semester. | Workshops and updates are taking place monthly. | A report of all advising trainings will be prepared and evaluated. | Karlyn Backus | |||||||||
| 2024/2025 | Academic Affairs | Records/Registration | SP 5 – Campus and Community Engagement | 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region. | RecReg – 2024-25- POA 3 | Maximize professional development opportunities | By August 31, 2025, as the result of joining, attending, presenting, and participating in professional development available through SICAS, SUNYRA, ACCARO, NYSTA, NYS Dept. of Ed Archives, 100% of records office staff will complete a professional development portfolio as documented in annual evaluations and presentations as 2025 Records office retreat. | In Progress – On Schedule | All members of the records team have been researching appropriate professional development opportunities and taking steps to participate at a reduced cost. The Registrar and Assistant Registrar will be presenting at Ellucian Live in April, reducing the cost of conference attendance. | All members of the records team have identified appropriate professional development opportunities and are planning to participate. | Assistant Registrar and Student Records Specialist will be attending the SUNY Registrar’s Association conference June 4 – 6, 2025. | Karlyn Backus | |||||||||
| 2024/2025 | Academic Affairs | Records/Registration | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. | RecReg – 2024-25- POA 4 | Explore and expand reverse transfer communication channels | By August 31, 2025 as a result of data collection, exploration of best practices, development of communication tools, and development of a survey 200 students who have completed 30 or more credits and transferred to another college without completing a degree at GCC will be contacted regarding the potential of reverse transfer to complete their degree. | In Progress – Behind Schedule | The records office has completed efforts to narrow the data collected for determining appropriate students for reverse transfer. | This effort remains prioritized behind active enrollment efforts. | This effort remains prioritized behind active enrollment efforts. | Karlyn Backus | |||||||||
| 2023/2024 | Academic Affairs | The BEST Center | SP 5 – Campus and Community Engagement | 1 – BEST Center 2023/2024 | Modern Technical Training | By 8/31/2024, three new technical programs will be established and documented by registrations. | In Progress – Behind Schedule | HVAC/R is scheduled for 2/2024, four CNC courses are scheduled for 1/2024. Beginning conversations with Liberty Pumps and IRock Plumbing to establish a GCC Plumbing Program. | HVAC/R course has 8 students registered for March course. The first CNC course finished with two students receiving a credential. Continued conversations with Plumbing Advisory Committee members to develop a beginning course for fall 2024. Efforts are being made to involve local unions to align needed skills with curriculum. New instructor has been hired to deliver a new Introduction to Electric with a focus on commercial needs versus residential services. Beginning to build a welding program with continued conversations with Graham to develop a partnership. | New instructor has been hired to develop and deliver an introduction to plumbing course. Research and visits to other welding programs including the new SUNY Niagara welding facility have been conducted. Currently in search of a bilingual welding instructor per feedback from the Agriculture Apprenticeship Round Table. | Three new technical programs were established in Industrial Electric, CNC, and HVAC/R. | Jennifer Wakefield | |||||||||
| 2023/2024 | Academic Affairs | The BEST Center | SP 5 – Campus and Community Engagement | 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | The BEST Center – 2023/2024 – Goal#2 | Proprietary Training | By 8/31/2024, two new proprietary classes will be offered to put GCC in the forefront as a leader in new training opportunities. | Completed | Cannabis: HR & Legal Guidelines course is being developed and planned to be offered in fall 2023. Drainage Operator Certification is being explored. There are no other offerings for this course in New York State. HVAC/R and CNC with Fanuc Certifications are the first local offerings in the GLOW region. | Cannabis HR & Legal Guidelines course did not have any enrollment. Cannabis Business Course was offered with enrollment of six students. Currently working on developing non-credit micro-credential. No progress on Drainage Operator Certification. | More students enrolled in the Cannabis Business course. Plans to develop a fashion course using hemp materials for fall in collaboration with Laura Taylor. | GCC in the forefront as a leader in new training opportunities with the creation of four new proprietary classes in Cannabis Law, Cannabis Business, HVAC/R, and CNC FANUC certifications. | SUNY Cannabis Grant, Heckscher Foundation for Children, and SUNY Transformational Funds. | Jennifer Wakefield | |||||||
| 2023/2024 | Academic Affairs | The BEST Center | SP 5 – Campus and Community Engagement | 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | The BEST Center – 2023/2024 Goal #3 | Pathways – Industry Recognized Credentials | By 8/31/2024, ten students will receive industry recognized credentials. | In Progress – On Schedule | Purchased equipment and developing curriculum for HVAC/R, CNC, and Plumbing courses. | First CNC FANUC training completed with two students receiving and industry-recognized FANUC certification. The first HVAC/R course has eight students enrolled for the March class. BOCES seniors enrolled in CNC and Metal Trades will complete CNC FANUC Certifications at GCC by June 2024. Currently, 8 students are registered from BOCES. A Plumbing Advisory Committee has been established with representatives from Liberty Pumps, iROCK Plumbing and unions to develop the first Plumbing course. | CNC, HVAC/R and Plumbing Labs are complete and ready to conduct classes for phase two CNC and HVAC/R classes. Plumbing instructor is being recruited. The Introduction to Electric course is being redesigned by a union professional with an Industrial Electric focus for fall. | $400,000 from the Heckscher Foundation for Children and $75,000 from SUNY was used to purchase CNC equipment. Donations from Shaefer Plumbing, Liberty Pumps, Turnbull Heating and Air, and Triton Mechanical, and SUNY Innovation funds paid for the CNC, HVAC/R, and plumbing equipment and curriculum resources. HVAC/R classes and contract training resulted in 17 students completing a Universal EPA 608 Certification. Fall classes are scheduled for CNC | $400,000 from the Heckscher Foundation for Children and $75,000 from SUNY was used to purchase CNC equipment. Donations from Shaefer Plumbing, Liberty Pumps, Turnbull Heating and Air, and Triton Mechanical, and SUNY Innovation funds completed paid for the equipment and curriculum resources. | Jennifer Wakefield | |||||||
| 2024/2025 | Academic Affairs | The BEST Center | SP 5 – Campus and Community Engagement | 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | KPI 1: By August 2028, at least three sections per year will run in the BEST Center for CNC (Computer Numerical Controls), HVAC-R (Heating, Ventilation, Air conditioning, Refrigeration), industrial electric, and welding. | The BEST Center – 2024/2025 Goal #1 | Modern Technical Training | By 8/31/2025, two new technical programs will be established and documented by entry in Banner and college catalogue. | Completed | Welding curriculum, equipment, and recruitment of an instructor is in development. New lab anticipated to be ready for classes in Fall 2025. HVAC/R Clean Energy Training Grant from NYSERDA has been awarded. Curriculum and instructor have been obtained as a result of grant research submission. Classes anticipated to begin in spring 2025. | Welding instructor has been hired and developing curriculum and class dates. Clean Energy HVAC class is being developed and anticipated to run in June 2025. Plumbing instructor has been hired and developing curriculum for fall classes. | Welding and plumbing classes have been developed and published in Banner for registrations to begin for fall 2025. | Four new technical programs in CNC Fundamentals, HVAC Clean Energy, Welding, and Plumbing have been created in the 2024/2025 academic year. Classes are logged in Banner and are offered for fall 2025. | HVAC Clean Energy is funded by NYSERDA | Jennifer Wakefield | ||||||
| 2024/2025 | Academic Affairs | The BEST Center | SP 5 – Campus and Community Engagement | 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | The BEST Center – 2024/2025 Goal #2 | Proprietary Training | By 8/31/2025, two new proprietary classes will be offered to put GCC in the forefront as a leader in new training opportunities. | Completed | Two classes, one in Trauma Informed Care, and the other Phlebotomy Lab Processor Trainng are in development with projected offerings in February 2025. Both classes are being developed as an outcome of the SUNY HealthCARES Grant. | Trauma Informed Care and Phleobotomy Lab Processor Training are being offered spring semester. | Trauma Informed Care did not run this spring. Nine students participated in the Phlebotomy Lab Processor Training spring semester. | Two proprietary classes were offered in Trauma Informed Care and Phlebotomy Lab Processor Training. Though Trauma Informed Care did not run, 27 students completed the Phlebotomy Lab Processor Training and obtained a national certification after completing externships in the 2024/2025 academic year. | SUNY HealthCARES Grant. | Jennifer Wakefield | |||||||
| 2024/2025 | Academic Affairs | The BEST Center | SP 5 – Campus and Community Engagement | 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | KPI 1: By August 2028, at least three sections per year will run in the BEST Center for CNC (Computer Numerical Controls), HVAC-R (Heating, Ventilation, Air conditioning, Refrigeration), industrial electric, and welding. | The BEST Center – 2024/2025 Goal #3 | Pathways – Industry Recognized Credentials | By 8/31/2025, ten students will receive industry recognized credentials. | Completed | 7 students received an EPA 608 Universal credential on 11/21/2024 for the HVAC/R Program. | 7 students received EPA 608 Universial credentials in spring semester cohort. This is a total of 14 students who have achieved this credential for the 2024/2025 academic year. | A total of 19 students out of 20 students received EPA 608 Universal credentials in the spring cohort. 27 students completed the Phlebotomy Lab Processor Training and obtained a national certification after completing externships in the 2024/2025 academic year. | 26 students receieved industry-recognized credentials in EPA-608 during the 2024/2025 academic year. | SUNY Workforce Funds for some of the EPA-608 students. | Jennifer Wakefield | ||||||
| 2025/2026 | Academic Affairs | The BEST Center | SP 5 – Campus and Community Engagement | 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | KPI 1: By August 2028, at least three sections per year will run in the BEST Center for CNC (Computer Numerical Controls), HVAC-R (Heating, Ventilation, Air conditioning, Refrigeration), industrial electric, and welding. | The BEST Center – 2025/2026 Goal #1 | Enrollment Management Planning | By August 31, 2026, as a result of marketing programs and improving parternship relations with companies and community-based organizations, three sections of technical programs will run as documented by enrollment numbers. | Not Started | Jennifer Wakefield | |||||||||||
| 2025/2026 | Academic Affairs | The BEST Center | SP 5 – Campus and Community Engagement | 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | KPI 1: By August 2028, at least three sections per year will run in the BEST Center for CNC (Computer Numerical Controls), HVAC-R (Heating, Ventilation, Air conditioning, Refrigeration), industrial electric, and welding. | The BEST Center – 2025/2026 Goal #2 | Micro-Credential/Credit Pathway Articulation | By August 31, 2026, as a result of documented discussions with faculty, five program pathways will be established through curriculum mapping and articulation. | Not Started | Jennifer Wakefield | |||||||||||
| 2025/2026 | Academic Affairs | The BEST Center | SP 1 – Student Support and Success, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | KPI 5: The percentage of credits successfully completed after two years by the first-time, degree-seeking cohort will have increased by 1% over rates from the Fall 2022 cohort. KPI 2: This is a goal of the Strategic Enrollment Management plan. Increase student outcomes as measured by degree/credential/certificate completion by 2.5% over 3 years KPI 1: By August 2028, at least three sections per year will run in the BEST Center for CNC (Computer Numerical Controls), HVAC-R (Heating, Ventilation, Air conditioning, Refrigeration), industrial electric, and welding. | The BEST Center – 2025/2026 Goal #3 | Program Assessment Planning | By August 31, 2026, as a result of establishing clear guidelinesand procedures for evaluating and recognizing academic credit earned, five noncredit courses will have written agreements for credit assessment | Not Started | Jennifer Wakefield | |||||||||||
| 2025/2026 | Academic Affairs | The BEST Center | SP 1 – Student Support and Success, SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | 1.2.2: This is a goal of the Strategic Enrollment Management plan. Increase student outcomes as measured by degree/credential/certificate completion by 2.5% over 3 years No KPI for this goal No KPI for this goal | AcadAffairs-25/26-POA 5 | IE Process Improvement in the BEST Center | By Fall 2026, as a result of strategic interdivisional collaboration, 25% of BEST Center offerings will be supported by clear and systematic processes to promote institutional effectiveness (i.e., IE: planning, resource allocation, assessment, reporting), as documented by formally codified workflows, curricula, and assessment processes. | In Progress – Behind Schedule | Multiple meetings were conducted throughout Summer 2025 and early Fall 2025 to map current processes (e.g., non-credit registration, data collection, etc.) and foster more efficient communication and collaboration among different units across and beyond Academic Affairs (e.g., The BEST Center, Records Office, and IRP). These meetings were elucidating, highlighting areas for growth and staff development among select BEST Center staff. | https://gccplanning.com/frm_file/aWQ6MjM3NnxmaWxlbmFtZTpOb25DcmVkaXQtYW5kLUNyZWRpdC1NYXBwaW5nLWFuZC1QbGFubmluZy1GYWxsLTIwMjUuZG9jeA==, https://gccplanning.com/frm_file/aWQ6MjM3N3xmaWxlbmFtZTpNYXBwaW5nLXRoZS1OQy1hbmQtQ3JlZGl0LVJlZ2lzdHJhdGlvbi1Qcm9jZXNzLmRvY3g= | For multiple reasons, progress on this PoA has been delayed. Upon completion of our Middle States re-accreditation efforts, and in the wake of the Executive Director’s departure, we hope to resume progress with greater clarity of vision in the coming months. | Kathleen Landy | ||||||||
| 2023/2024 | Chief Information Officer/CIO | Chief Information Officer/CIO | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | ITS/23-24/1 | Communication | To increase the division’s communication effectiveness, by Sept 2024, Information Technology Services will develop and document at least 10 communication standards in a centralized documentation repository as evidenced by the existence of the new repository and the division’s staff awareness of that repository. | Completed | This year we have been working on improving our communications by developing and documenting communication standards in our centralized internal knowledge base. Thus far we’ve created several documents that manage our communication processes including topics such as overall communication standards, warm transfers vs cold transfers, project retrospectives, customer experience practices, IT Service Management (ITSM) ticketing best practices, embracing creative conflict, handling internal conflict, and time off requests. | Nikolas Varrone | |||||||||||
| 2023/2024 | Chief Information Officer/CIO | Chief Information Officer/CIO | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | ITS/23-24/2 | DEI | By Sept 2024, to better educate ourselves as a division of our community’s needs and experiences Information Technology Services will increase, by at least 50%, our visibility in campus life. | Completed | We participated in many events at the start of the fall semester. | We participated in many events at the start of the spring semester. | In addition to tabling events, we have planned to work with GUSTO on printer training. | To better educate ourselves about our community’s needs and experiences, we have increased our division’s visibility in campus life. We participated in almost every tabling event giving us the ability to speak directly with students while also giving us opportunities to network more with our colleagues. More than ever, ITS can be seen interacting with college departments in the hallways and at events such as the annual Holiday Party, Employees Service Beyond Expectations Celebration, and many GUSTO events. | Nikolas Varrone | ||||||||
| 2023/2024 | Chief Information Officer/CIO | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | ITS/23-24/3 | Employee Effectiveness | To increase divisional employee effectiveness, by Sept 2024, Information Technology Services will complete a minimum of five current and future projects that innovate and improve quality, time, or cost of division services and processes. | Completed | This year we made major improvements to our HelpDesk triage process that streamline and clarify the role of the HelpDesk in acting as the first point of contact for employees. | During this year’s budget planning cycle, we modified the overall divisional budget structure to match the structure of other college divisions. By decentralizing the ITS budget directors now have more autonomy, allowing them to move faster, and be more conscious stewards of the college’s resources. | Service Catalog – In May, the Information Technology Services (ITS) Leadership Team began work on creating an IT Service Catalog. An IT Service Catalog provides a centralized resource that details available services, facilitating better coordination between IT teams and end users, leading to more efficient and effective ITSM processes. | We have undertaken many projects to improve divisional employee effectiveness. These include: | Nikolas Varrone | ||||||||
| 2023/2024 | Chief Information Officer/CIO | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | ITS/23-24/4 | Security | To increase security compliance, by Sept 2024, Information Technology Services (ITS) will evaluate our security effectiveness by conducting a NIST 800-53 security audit. Over the course of the year ITS will enact changes to improve our security effectiveness as documented by an improved NIST 800-53 score at a second security audit conducted towards the end of the fiscal year. | In Progress – On Schedule | At the beginning of the year I lead the team in conducting a NIST 800-53 Security audit. This audit showed that we currently have a good security posture but also exposed many areas where we needed to improve. The following are steps we have taken to improve our score and bring us into greater compliance with SUNY-wide security standards. | Key Objectives: | Nikolas Varrone | ||||||||||
| 2023/2024 | Chief Information Officer/CIO | Institutional Research and Planning | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Institutional Research and Planning-2023-2024-Goal 1 | External Reporting Compliance | By July 31, 2024, as a result of submitting 100% of externally mandated reports on time and error-free, GCC will remain in full compliance with reporting requirements dictated by SUNY, NYSED, USDOE, and Middle States as demonstrated by completion confirmation messages for each submission from the external stakeholder. | In Progress – On Schedule | IRP has completed 26 mandatory external reports from the start of the Academic year to the November progress report. | As of February 29, 2024, IRP remains in compliance with all of our mandated external surveys and reports. We have submitted 59 mandated surveys or reports. | As of June 30, 2024, IRP remains in compliance with all of our mandated external surveys and reports. We have submitted 82 mandated surveys or reports to date. | IRP continues to meet its external compliance goals by remaining in 100% compliance with external reporting obligations. The department has completed approximately 90 external reports or surveys, including SIRIS (SUNY Institutional Research Information System), IPEDS (Integrated Postsecondary Education Data System), and NYSED (New York State Education Department). The department has also completed additional federal reporting obligations such as NPSAS (National Postsecondary Student Aid Study) and HEERF (Higher Education Emergency Relief Fund). | Tom Kinsey | ||||||||
| 2023/2024 | Chief Information Officer/CIO | Institutional Research and Planning | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | Institutional Research and Planning-2023-2024-Goal 2 | Strategic Plan Key Performance Indicator Dashboard | By July 31, 2024, as a result of completing the Strategic Plan Dashboard in GSI, the IRP department will display measurable progress toward achievement of all five strategic priorities in GCC’s 2023-2028 Strategic Plan. | Completed | A dashboard in GSI PPRD is currently in development. | As of February 29, 2024, IRP continues to work on the strategic plan dashboard, but development has been delayed. IRP is currently asking for feedback about the design from various groups, including the members of the Strategic Planning Committee and Middle States Self Study Committee. | As of June 30, 2024, IRP continues to work on the strategic plan dashboard. The department plans on releasing the dashboard to GSI (production) for feedback, evaluation, and use by interested members of the campus community. | The IRP department continues to work on the Strategic Planning dashboard. The dashboard will help monitor KPIs for the 2023-2028 strategic plan. In addition, the dashboard incorporates the goals of the SEM. As of July 2024, IRP plans on releasing the dashboard to production shortly. | Tom Kinsey | ||||||||
| 2023/2024 | Chief Information Officer/CIO | Institutional Research and Planning | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | Institutional Research and Planning-2023-2024-Goal 3 | Facilitate User Data Literacy | By July 31, 2024, to educate users on the location, meaning, and uses of data made available to them by the IRP department, the IRP Team will produce and publish at least six NewsNotes articles that explain how to find and interpret institutional research data correctly. | Completed | IRP has published two NewsNotes articles. One article related to the data that can be found in the new employee orientation. The other article explained how to find information using IPEDS reporting tools. | As of February 29, 2024, IRP has submitted two additional NewsNotes items. The NewsNotes item in January invited users to submit feedback for development of Argos datablocks in support of the SUNY Transformation Funds Argos development project. The other NewsNotes announcement occurred in February, in which IRP invited the college community to review the 2023 IPEDS data feedback report. | As of June 30, 2024, IRP has submitted two additional NewsNotes items and has met its goal of at least six submission in the 2023-24 academic year. In April IRP submitted an announcement about the availability of the yield report. In June IRP submitted a tutorial about how to look up Genesee Promise Plus student totals in GSI. While not a NewsNotes article, the IRP team did present at Mini-Summit on the MIS dashboard in GSI, which included how to query and analyze enrollment data. The presentation was attended by 18 participants. This activity supports the goal of increasing data literacy. | The IRP department created a total of six NewNotes items in the 2023-24 academic year. These NewsNotes items were often inspired by our interaction with college staff. Topics included how to run reports in the MIS in GSI, how to run IPEDS data reports, and information about the high school yield report. The IRP department is committed to communicating with internal audiences to ensure staff members know what reports are available and how to run them. | Tom Kinsey | ||||||||
| 2023/2024 | Chief Information Officer/CIO | Media & Academic Technologies Services (MATS) | SP 1 – Student Support and Success, SP 2 – Teaching and Learning | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | MATS-2023-2024-3 | MATS-involved project- improve time, resources, effectiveness, engagement | Collaborate with other ITS and GCC departments to explore and complete at least 2 AV projects that enhance teaching, learning, and working at GCC, by 8/31/2024. | Completed | Member of ITS Master Plan Committee. Chair, ITS Master Plan, Stakeholder Engagement work group. Develop and administer surveys and SWOT activities to gather data for plan development. Member, Electronic Information Tech Committee. Chair, Classroom tech work group. Attend monthly meetings. Develop recommendation/plan for meeting SUNY’s EIT classrooms technology accessibility standards. Room AV projects: Forum, B202, C201, D108, E124 | MATS completed AV upgrade projects in many rooms this year. They included new projectors in T119A, T121, and T123, along with replacing several defective wall-mounted cameras. A full AV upgrade in the Forum stage area. We converted the previous B202 physics lab into a fully functional HyFlex classroom. We upgraded D356 with a new tracking PTZ camera and instructor station to accommodate a faculty member’s medical needs. We upgraded the Forum’s AV system. | Greg Brooks | ||||||||||
| 2023/2024 | Chief Information Officer/CIO | Media & Academic Technologies Services (MATS) | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | MATS-2023-2024-2 | Explore student diversity and needs | Participate in at least two GCC community events– i.e., functions targeting students, faculty, and/or staff– to improve ITS public relations and communication with community members, by 8/31/2024. | Completed | Participated in “Destination Success” (9/19/23) student event in Forum, with Lindsay LaBella. ITS info table. Participated in “Student Inter-club Fundraiser” (11/2/23) student event in SU, as part of MATS Master Plan data gathering team. | MATS participated in several student-facing events this year, including “Destination Success” and “Student Inter-Club Fundraiser” programs. We also interfaced with students during 2 dedicated in-person sessions to gather their input to inform the development of the new ITS Master Plan. | Greg Brooks | ||||||||||
| 2023/2024 | Chief Information Officer/CIO | Media & Academic Technologies Services (MATS) | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | MATS-2023-2024-1 | Virtual Reality/Extended Reality | Lead or participate in at least one project that supports the GCC community to explore and pilot Extended Reality, as a means to improve teaching, learning, and working at GCC, by 8/31/2024. | Completed | Fall 2023 PAD (with J Hibbard) session on VR– discussion among interested faculty and staff. Fall 2023- Discussions with J Hibbard, J Wakefield, Dr. RAM, T Tomczak, and ITS Leadership Team about VR interest and finding a location to pilot hardware. | MATS was and is partner to a successful President’s Innovation Award proposal to incorporate Virtual Reality, including Meta Quest 3 headsets, into the Fashion Business (FB) program. This project will engage students to use the headsets to develop augmented reality experiences for designers, models, and others to virtually “try on” clothing and accessories. They plan to share this technology with the campus community during the 2025 Fashion Show. MATS also has coordinated with the Vet Tech, Physical Therapy Assistant, and Respiratory Care departments to provide VR hardware and software to supplement teaching and learning experiences. MATS has additional VR headsets for individuals to borrow and explore how this technology may enhance their teaching, learning, and working. We recently acquired a high-speed, high RAM laptop that we will use to explore and share VR and AR applications and opportunities with other GCC community members. | Greg Brooks | ||||||||||
| 2023/2024 | Chief Information Officer/CIO | Media & Academic Technologies Services (MATS) | SP 5 – Campus and Community Engagement | 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region. | MATS-2023-2024-4 | Professional Development in Project Management and MATS Services | Complete at least 15 hours of PD in PM and MATS-related fields (by 8/31/24) | Completed | Thus far, I have completed 10+ hours toward the renewal of my PMP certification. I have learned how to create Power Automate flows and have used this knowledge to develop and implement a revised system for submitting and managing MATS Services Requests. | All MATS employees have participated in functionally-related training and professional development. For instance, Greg completed project management continuing education credits and further developed his knowledge in Panopto, Visix, and SnipeIT, and virtual reality, especially with the Meta Quest 3 headset and system. Liz has worked with Liz Simmons in the library to use it’s ALMA cataloging system to enter MATS hardware that is loaned to faculty and staff. She also has further developed her skills with SnipeIT and Visix. Puck, new in May 2024, has quickly gotten up to speed with SnipeIT and is learning the Visix system. He also is furthering his skills with VR applications and video editing, with direct service to the Fashion Business program and PIA grant project. | Greg Brooks | ||||||||||
| 2023/2024 | Chief Information Officer/CIO | Media & Academic Technologies Services (MATS) | SP 5 – Campus and Community Engagement | 5.5 – Create and facilitate avenues to connect students with the broader community (e.g., local businesses, external events). | MATS-2023/2024-1 | Arena Event Training / Handover | By 8/31/24, develop and grow knowledge, skills, and experience regarding the proper set-up, tear-down, inventory, and troubleshooting of the hardware, cabling, and software utilized for A/V events in the RCCA (e.g., SBE, Commencement, BOCES Graduation) | In Progress – On Schedule | N/A | N/A | Operated camera controls for fashion show, then sound for Commencement, and successfully operated the full RCCA media setup independently for BOCES Graduation, including cameras, audio, displays, and switching through the stream box. Set up, operated, and broke down theater setup for the nursing pinning ceremony. Assisted with setup and conversations with internal event coordinators for Athletics Banquet and Student Excellence. Successfully rehearsed and operated presentation and audio for SBE in collaboration with organizers. Gained access to the original inventory document, and I am 20% through inventory and organization of Media equipment in the cages at the RCCA. Troubleshot speaker system, and gained confidence with iPad-powered controls. | Puck Gross | |||||||||
| 2023/2024 | Chief Information Officer/CIO | Media & Academic Technologies Services (MATS) | SP 2 – Teaching and Learning | 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | MATS-2023/2024-2 | Smart Classroom Repairs | By 8/31/24, successfully address at least 90% of reported A/V troubles in classrooms and meeting rooms, independently and through collaboration with other ITS staff. | In Progress – On Schedule | N/A | N/A | Addressed and resolved issues on main campus, including issues with projectors, monitors, digital signage, internal events, and Crestron touchscreens. Addressed remaining issues on main campus with plans to repair, including microphones and cameras. Addressed ticket at the Medina campus center, including cabling within ceiling/walls and replacement/configuring of Extron presentation switcher. Removed equipment from Lima campus in cooperation with MATS dept, evaluating equipment to keep or recycle based on compatibility and age. | Puck Gross | |||||||||
| 2023/2024 | Chief Information Officer/CIO | Media & Academic Technologies Services (MATS) | SP 2 – Teaching and Learning | 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | MATS-2023/2024-3 | Smart Classroom Preparation | By 8/1/24, assess and document at least 90% of classroom and meeting room A/V setups for necessary repairs, upgrades, and user support materials prior to classes. | In Progress – On Schedule | N/A | N/A | Assessed and documented 95% of classroom equipment in buildings A-D. Created a “Master” document with specific equipment, fuctionality, status/work notes, and necessary repairs. Have scheduled plans to finish with T building and the RCCA, and will request access to E215, as the only known smart classroom in E building. Set camera presets in all assessed classrooms for a more user-friendly experience. Analyzing data for most common equipment, with the goal of a more universal classroom setup (also for ease of use). Downloaded configuration and troubleshooting programs for Extron, Crestron, and BiAmp equipment. Completed Extron A/V certification. In progress: Help documents for setting up and troubleshooting smart classrooms, and checklist for student workers to “Make rounds,” cleaning and assessing equipment. Crestron certification for programming, designing, and troubleshooting. | Puck Gross | |||||||||
| 2023/2024 | Chief Information Officer/CIO | Media & Academic Technologies Services (MATS) | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | MATS-2023/2024-4 | Self-Help Materials | By PAD week 2024, create at least three forms of self-help document to assist in training faculty/staff on basic troubleshooting, including reference sheets for emergencies and multiple ways to access help documents. | In Progress – On Schedule | N/A | N/A | Created initial “Template” self-help flyers, including basic set-up and troubleshooting for classroom displays, including different versions for different controls. Ensured accessibility of templates for printing and digital forms. In-Progress: Article for TechZone/Team Dynamix outlining basic troubleshooting for a professor’s perspective. Documents for troubleshooting cameras and microphones. Smaller reminder for end-of-class shut down. Video guides for troubleshooting. | Puck Gross | |||||||||
| 2023/2024 | Development and External Affairs | Development | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | Development-23/24-Goal 1 | Change Annual Gala Format | By 8/31/24, adjust the location and format of the GCC Foundation’s largest annual fundraiser, Encore. Turning over the Call Arena for a gala like event is a herculean effort for our campus facilities team. The event has also taken on many forms over the last decade, that have not measured up to its once-traditional form of a dinner and a theater performance. The goal is to build an elegant event, in a more efficient location, to utilize not only less human capital, but to gain more net financial capital. | Completed | In progress. | Completed. | Decision made to utilize new format moving forward. | This goal was completed in December 2024. The dinner portion of the event was held in our main campus forum, which is directly adjacent to our theater, where a well-received symphony performance was held. We were very pleased with the outcome, as were the representatives from our presenting sponsor, Tompkins Financial. Our net financial proceeds were more than $30,000, eclipsing the average of the previous five years’ events by more than 20%. | Justin Johnston | ||||||||
| 2023/2024 | Development and External Affairs | Grants Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates., 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Grants Services-23/24-Goal 1 | Staffing Model Adjustment | By 8/31/24, adjust grants service staffing model to move away from solely part-time staff members to a new model with a director-level position running the department. This will reduce the frequent turnover associated with the previously part-time positions, and give the office a greater positioning in the organizational chart with a director at the helm. | Completed | Position posted. Hire expected by Spring 2024 | Hire made. New director started January 2024. | Director still on staff. | This goal was successful. The Director of Grant Writing & Administration was hired and started in January 2024. The position is now fully operational and directing grant application selection, completion, and reporting requirements. | Justin Johnston | ||||||||
| 2023/2024 | Development and External Affairs | Marketing Communications | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | Marcom-2023-24-1 | Digital Promotions | By June 30, 2024as a result of ad campaigns, 2,000 clicks will be generated as documented by analytics and reporting. | In Progress – On Schedule | 8 ads with 3267 clicks to GCC webpage. -8 GCC marquees, 4 videos, 100 Hootsuite posts | 9 ads with 3735 clicks and 51,366 views to GCC webpage -6 GCC marquees, 3 videos, 128 Hootsuite posts | 9 ads and 3 Merit Achievements with 11,122 views generated 4,063 clicks to GCC webpage -12 GCC Marquees, 5 Videos, 169 Hootsuite posts | With a total of 11,065 clicks generated, the goal of 2,000 clicks was met and exceeded | Marcom | ||||||||
| 2023/2024 | Development and External Affairs | Marketing Communications | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | Marcom-2023-24-02 | Targeted Campaigns | By June 30, 2024, as a result of ad campaigns, 12 campaigns will be completed as documented by WorkZone reports. | In Progress – On Schedule | 11 ad campaigns were completed (GPP, Fall Semester, 7 week, Fall Open House, Late Start, Admissions, High Schools, Theatre, Health & PE, Vet Tech, Micro-credentials) | 7 ad campaigns were completed (Winterim, 12 & 7 week Promos, Spring Semester, Fall Open House, HS Yearbook & Sports, Program Ads & Area Events) | 8 ad campaigns were completed (Spring Open House, Genesee Promise Plus, Cougar Classic, Campus Center Support, 7-week Courses, High School Programs/Yearbooks, Micro-Credentials and Professional/Local Sporting Events) | The goal of 12 campaigns to be completed the school year was not only met, but exceeded with a total of 26 campaigns. | Marcom | ||||||||
| 2023/2024 | Development and External Affairs | Marketing Communications | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | Marcom 2023-24-03 | Print & Digital Support for Foundation, Alumni, Housing & Grant Services | By June 30, 2024 as a result of event, support initiatives and student recognition, 20 digital / print initiatives will reach a target audience as documented by analytics and reporting. | In Progress – Behind Schedule | 11 total initiatives (2 Alumni, 6 Housing, 3 Foundation) | 6 total initiatives (2 Foundation, 4 College Village) | 16 total initiatives (1Foundation, 11 College Village, 4 Alumni) | The goal of 20 initiatives was met and exceeded with a total of 33 initiatives. | Marcom | ||||||||
| 2023/2024 | Development and External Affairs | Marketing Communications | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | Marcom 2023-24-04 | Student Support & Success | By June 20, 2024 as a result of event, support initiatives and student recognitions, 40 marking initiatives will be completed as documented by WorkZone reporting. | In Progress – On Schedule | 29 total initiatives were completed as per WorkZone reports. | 10 total initiatives were completed as per WorkZone reports | 50 total initiatives were completed as per WorkZone reports. | A goal of 40 total initiatives was met and exceeded with a total of 89 initiatives. | Marcom | ||||||||
| 2023/2024 | Development and External Affairs | Marketing Communications | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | Marcom 2023-24-05 | GCC Community Initiatives | By June 30, 2024 as a result of digital and print initiatives, 400 initiatives will support the BEST Center, GCC events, Student Clubs, Admission events as documented by analytics and WorkZone reporting. | In Progress – On Schedule | 453 initiatives were completed Top three are Social Media (227), Color Printing jobs (90), Helpdesk Web Tickets (74) | 240 initiatives were completed Top three are Social Media (128), Color Printing Jobs (42), Helpdesk Web Tickets (__) | 402 initiatives were completed | The goal of 400 digital/print initiatives was met and exceeded with a total of 1095 initiatives. | Marcom | ||||||||
| 2024/2025 | Development/Admissions/External Affairs | Admissions | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | Admissions 2023-2024 Goal #1 | International Student Recruitment | By 2025 as a result of adopting the College’s Strategic Enrollment Management (SEM) plan strategies, tactics and action items, enrollment of new international students will increase by 10% as documented by GSI report. | In Progress – On Schedule | International Student Services has onboarded the following agents to support recruitment efforts: Edvoy, Mericler, & Applyboard. Staffing remains Jenny and supervisor. Recruitment trips Fall 2023 were made to Vietnam (Mark – SUNY Consult), Toronto (Deb & Jenny), and Curacao (Skip & Alum). Three recruitment communications were sent prior to each visit utilizing purchased names (College Board), CIS membership, and recruits. Virtual international information sessions were scheduled following events. Meetings were held with Alfred U, Clarkson, Rowan U about potential transfer partnership opportunities. UB MOU currently with Provost office SEVIS Verification was completed; need to still complete recertification. Planning to onboard new ISSS January 2024. Spring 2024 – 121 applicants; 21 accepted;2 registered – GSI as of 12-14-23 Fall 2024 – 38 applications | SEVIS Recertification was completed. We welcomed Kate, new international student services specialist, in January. MOU with UB was signed, however with the creation of WNY/SUNY Enrollment Ecosystem, no student information has been sent. Currently working with RIT to see if a transfer pathway for their INT denies can be established. GCC was represented this Spring at AAE fairs in Vietnam. Received leads and our first application. Set up another virtual info session for leads and series of email communications. Traveling to Canada 4/19 & 4/20 for US College Expo and set up meetings prior with Apply Board, HS, and alum. Participating in College Trackr Canada Toronto School Tour 5/14-5/16, Study NY agent visit May 4, and Collegey Agent tour with Bport, MCC, Alfred U & State this June. Meetings with IPERC (China) & Sampoerna University (Indonesia). Meeting with Mizuho, baseball agent. Spring 2024 – GSI – 142 applications – 31 accepted- 14 registered Fall 2024 – 137 applications -25 accepted | As of June 7, 2024 – 189 applications and 50 eligible to register. | https://gccplanning.com/frm_file/aWQ6MjEzNHxmaWxlbmFtZTpDb2xsZWdleS1Db3Vuc2Vsb3ItVG91ci1HQ0MtQWdlbmRhLUp1bmUtNC0yMDI0LnBkZg==, https://gccplanning.com/frm_file/aWQ6MjEzNXxmaWxlbmFtZToyMDI0X0NvbGxlZ2VUcmFja3JfQ2FuYWRhX1JlcG9ydC5wZGY=, https://gccplanning.com/frm_file/aWQ6MjEzNnxmaWxlbmFtZToyMDI0LVNwcmluZy1Ub3JvbnRvLVNjaG9vbC1Ub3Vycy5kb2N4 | International Student Services consisting of a team of three has recorded the highest number of applications for fall 2024 compared to the last five years. Since learning of SUNY’s offer to work with a hired consultant, ISSS has created an approved agent contract and onboarded seven international partners. This fall the SUNY consultant traveled to Vietnam on behalf of GCC. As a result of the trip, GCC has received and accepted two Vietnamese students for the fall 2024 semester. GCC was also represented at the Spring AAE college fair in Vietnam. Three recruitment trips were taken to Canada this year. Our Study NY membership gave us the opportunity to host agents on-campus resulting in the signing of 3 new partners. The SUNY Transformational grant provided funding for 12 INT counselors to visit campus. MOU was signed with UB. IPERC partnership in final stages. | 12-20-23 Students who still need to register for spring: 25 (15 of these students have holds). There are 51 continuing students registered, and one new student. The rest of the new students won’t register until the start of the semester. We have 6 graduating students. Expecting 5 new for Spring 2024. Received 2 applications from Edvoy and 2 from Apply board. I have accepted one of the students from Applyboard, so far. Meeting with HIUC: We discussed creating a short term non-credit student exchange experience. The university/ company in Japan is looking for a 3 week class/ cultural immersion during the summer. I am working with Kate to see what we can make happen for 2024; most likely these students would be J-1 exchange students. I did ask about visiting in person, and because of COVID HIUC is fully remote now, so I will work with them to set up a zoom presentation for their students. | Lindsay Gerhardt | ||||||
| 2024/2025 | Development/Admissions/External Affairs | Admissions | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | Admissions 2023-2024 Goal #2 | Customer Relationship Management – Slate | By Fall 2024 as a result of being able to redistribute tasks among team members and colleagues to allow time for training, Admissions will begin implementation of the SLATE CRM as documented by progress made within the system. | In Progress – Behind Schedule | Cheri from SUNY system administration visited campus to start Slate training the week of 10-30-23. Starting to build Request More Information form in Slate. | A RMI form was created 2x due to loss of the original form. Karlyn, Susan, and I are working on building the Admissions application within the system. We recently added to Tom Kinsey to the meetings to share his knowledge of how what we build in Slate relates to Banner. We also added our international team. Reviewing the goal, tasks were not able to be redistributed to allow time for training and to move this project forward. Admissions has relied on Karlyn’s computer knowledge. IT has not been involved. We are all managing full-time jobs while trying to onboard this massive project. As a result, the timeline is delayed. | April 11 a meeting was held with all VP’s and Provost to discuss Slate. It was concluded that Admissions alone does not have the capability to learn, build, design, and implement a CRM. Relying on our Registrar’s knowledge of technology is not a solution. Not only must IT be involved as project leader, an employee must be hired to focus on this technology and someone with Slate CRM knowledge needs to be involved in the onboarding to get employees started and functional. Enrollment Fuel was identified as a vendor that could lead the onboarding. Since the April meeting, Slate building has been halted due to job demands and until vendor is officially hired. | CRM Technology helps streamline student recruitment processes by managing leads, tracking inquiries, and provides insights into recruitment strategies. Implementation of a CRM system is complex and time consuming, especially when starting from scratch without support. An attempt was made to build the CRM using current staff with full-time job responsibilities. Unable to shift work around this approach was unsuccessful even when bringing in staff from another department with technological experience. VP’s and the college Provost decided to move forward with the CRM project but with the hiring of a dedicated full-time staff member, involving IT in a leadership role, and onboarding an experienced vendor to assist with CRM implementation. As of June, 2024 a vendor has been selected, the search is underway for an Applications Analyst, and IT is leading the project. | Lindsay Gerhardt | ||||||||
| 2024/2025 | Development/Admissions/External Affairs | Admissions | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | Admissions 2024-2025 Goal #1 | Onboarding CRM | By the end of the fall 2024 semester, as a result of working with Enrollment Fuel, hiring a new position within IR, and collaboration among GCC departments (IT, IR, Computer Services), Admissions will implement a new application, review processes, and student communication through Slate as documented by progress made within the system. | In Progress – Behind Schedule | New position to support Slate in IR just started in December. Still waiting on IT to form connections between Slate and Axiom which postponed application build. IT created source codes to import leads from name buys, college fairs, campaigns, etc.. where prospects and inquiries are provided through an excel spreadsheet. Used TRIPS for travel and attached automatic replies to visit data. RMI is live on website with automated message attached and questions going to admissions email. Sent some electronic communication to prospects and inquiries through Slate. Need assistance with pulling lists! | Documented in writing all current application review processes and submitted to Enrollment Fuel. Working through Slate seeking a degree application to make sure it incorporates all required data for admission to the college. Lots of testing happening among admissions staff. Application format needs to be fixed by IT. Axiom testing set up to start March 6. After application completion, staff needs to learn how to review in Slate. Student Slate portal must be set up with appropriate checklist items and automated communications attached. Several Slate fillable forms need to be created to replace paper printed documents. Application review and support staff processes must be revisited to adjust to new system. Learning the Event module in Slate. ASD and OH Slate registrations have been added to the GCC website. Creating landing pages for other events such as info sessions and campus tours. Dates for these events need to be entered into Slate and communications created, then added to web | IT is still working with Axiom to make the connections between Slate and Banner. Testing continues. Full funnel reports and decisions cannot be released until these connections are made. Admissions made a lot of progress. Campus tours, Information Sessions (Nursing, Domestic, INT), open house, and accepted student day registrations are now run through Slate. Travel is being recorded in Slate. More student communications have been built in Slate. Leads are being captured and reported through query creation within Slate. Support staff has learned to upload leads and student documents into Slate. Spring 2026 general and nursing applications are live and application review is underway. | Admissions has made significant progress this year with onboarding Slate. While there is not a designated Slate Captain/CRM Operations Manager, through a collaborative effort among several departments working alongside Enrollment Fuel, staff continues to gain knowledge and comfortability with the new system. Progress included: Support staff being able to add and upload prospects and inquiries, person look-up, and adding application materials into the system. Automated downloading of leads (SUNY, Encoura, Niche), source code and query creation with the support of IR Systems Analyist. Building electronic communication plans tied to campaigns, events, travel, RMI, and more. Documenting traveling and efficiently communicating with students after a recruitment visit. Collecting event and tour registrations. Making the spring 2026 application live and fine-tuning application review so when Slate-Axiom-Banner connections are set, decisions can be sent through a student’s portal. | Lindsay Gerhardt | ||||||||
| 2024/2025 | Development/Admissions/External Affairs | Admissions | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | Admissions 2024-2025 Goal #2 | International Student Recruitment | By fall 2025 as a result of efforts towards completing goal #6 of the college’s strategic enrollment management plan (SEM), enrollment of new international students will increase by 10% as documented by GSI report. | Completed | Starting using Slate to communicate with our prospect and inquiry pools and keeping leads in one place. Expanded counselor contacts and agent collaboration through travel and meetings. Took advantage of NASFA, Study NY and CIS memberships by downloading leads, attending webinars, and co-presenting. Collaboration with Brockport for INT denies and recruitment. Travel to Canada, Vietnam, Aruba, and Curacao (INT Alum/Regional) this fall. Spring 2025 – 157 applicants, 62 accepts (highest number dating back to data from 2010) as of 12-26-24 | Spring international student – 20 new enrollments!! – first two enrolled students from Apply board. Registered continuing students for Spring 2025 courses. ISO events Hosted Virtual Info Session- 1st using Slate events platform – 2 students Ongoing outreach and communications to international prospects & inquiries Preparing for Spring recruitment to Canada Testing Slate application INT applicants Met with EdVoy agents for retraining | https://gccplanning.com/frm_file/aWQ6MjIzNXxmaWxlbmFtZTpJbnRlcm5hdGlvbmFsLUFwcGxpY2F0aW9uLUhpc3RvcnktU3ByaW5nLTIwMjUucGRm | Since last update a new administration has taken over the Whitehouse. Many changes are not favorable towards international student enrollment. As a result, our first cohort of students from China was postponed to 2026 as well as a new MOU for an exchange with a Japanese school expected to study at GCC this fall. Additional impact may be seen in fall 2025 enrollment numbers. We continued recruiting in Canada this spring, although turnout was not great at both the College Trackr and CISC events. Hoping to use a GCC alum from Canada to assist with 2025-2026 recruitment. The INT team and Curacao regional had a virtual meeting with head of SSC in Curacao to explain the current loan borrowing process and what the future holds. We have plans to reconnect before the new year. A lot of work continues to recreate the international application in Slate and convert all Part II into Slate fillable forms. | After a favorable spring 2025 international enrollment, changes made by the new U.S. administration are impacting populations of international students and recruitment. Although more international applicants are accepted for fall 2025 than in previous years, the number able to receive visas and enroll is to be determined. Utilizing international agents and alumni have proven to be fiscally effective and impactful. While we needed to postpone the arrival of our first cohort of Chinese IPERC and Japanese exchange students, partnerships with organizations and our four-year colleagues have brought new international student enrollments to the college. Recruitment involved college fairs in Aruba, Canada, Curacao, and Vietnam. Meetings with the SSC in Curacao, several agents including Education USA, US Commercial Services, have opened doors to new partnerships and exposure around the world. While still in progress, Slate will increase efficiency in INT. recruitment and data collection. | Lindsay Gerhardt | |||||||
| 2025/2026 | Development/Admissions/External Affairs | Admissions | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | No KPI for this goal | Admissions 2025-2026 Goal #1 | SUNY Institutional Collaboration | By the end of the 2025-2026 fiscal year, strengthened collaboration between pathway institutions—building on the success of the inaugural WNY Start Program partnership with SUNY Buffalo and Erie CC—will result in over 200 previously denied students being informed about transfer opportunities between our institutions. The goal is to enroll these students at GCC, with progress tracked through shared spreadsheets and institutional enrollment reports. | In Progress – On Schedule | 20 students enrolled at GCC through the inaugural program; 2 of the 20 are EOP for Fall 2025 Hosted an in-person counselor info session at the SUNY Global Center (2 counselors attended; 7 registered) Hosted a collaborative virtual info session on 11/13: 16 counselors registered; 8 attended Upcoming NYC Bus Trip 5/2/26-5/3/26 | Received a spring list of WNY Start students from UB which included 14 students; 3 of them were international; 1 registered for spring 2026. Bus was confirmed from SUNY and planning has begun for the 5/2/26 collaborative NYC bus trip. Two additional virtual information sessions have been scheduled to promote the WNY Start program. Awaiting the first list of fall 2026 WNY Start students. | Lindsay Gerhardt | |||||||||
| 2025/2026 | Development/Admissions/External Affairs | Admissions | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | No KPI for this goal | Admissions 2025-2026 Goal #2 | Recruitment | By the end of the 2025-2026 recruitment cycle, through strategic enrollment management, targeted marketing, the SUNY Reconnect program, and campus-wide collaboration, GCC will expand recruitment efforts across the GLOW region, New York State, and internationally, exposing hundreds of prospective students-both traditional and non-traditional-to GCC and the benefits of starting at a community college as documented by travel reports, as well as increased inquiries and applications. | In Progress – On Schedule | See attached Fall Recruitment Report | https://gccplanning.com/frm_file/aWQ6MjM1NXxmaWxlbmFtZTpGYWxsLVJlY3J1aXRtZW50LVJlcG9ydC0yMDI1LTEuZG9jeA== | As of February 5, 2026 -see December & January 2026 recruitment report 2/4/26 – Nursing Info session – 32 registered; 16 attended | https://gccplanning.com/frm_file/aWQ6MjM2OXxmaWxlbmFtZTpSZWNydWl0bWVudC1VcGRhdGUtRGVjLTI1LWFuZC1KYW4tMjYuZG9jeA== | Lindsay Gerhardt | |||||||
| 2025/2026 | Development/Admissions/External Affairs | Admissions | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | No KPI for this goal | Admissions 2025-2026 Goal #3 | Continued Onboarding of Slate CRM | By the end of 2025-2026 academic year, as a result of working with Enrollment Fuel and collaboration among GCC departments (IT & IR) Admissions will be using slate for our seeking a degree application (domestic & international), travel, events, scheduling campus tours and information sessions, restricted program current student application and review process, and sending student communication through Slate as documented by progress made within the system. | In Progress – On Schedule | Admissions went live with spring 2026 for all populations including nursing and is now live for all terms. There have been a lot of edits to rules, messaging, application review, and issues with imaging and data not set up to transfer from slate to banner through axiom, but we have been able to work through them and put “band-aids” in place for now. Fall travel, events, and campus tours are all being done through slate. We added financial aid to slate to conduct their virtual info sessions. Admissions decisions are also released to the applicants slate portal. After fixes, SUNY applications are also coming into slate. We are finishing up the respiratory care current student application, review process, and bringing the program director into slate. *We are experiencing several issues of fraudulent documents and what we think could be identity theft. Working with financial aid and others on how to handle these issues. | While we are still working out some remaining kinks, we have completed the application review process in Slate for both Respiratory Care and PTA. We are currently in the process of adding Vet Tech. Issues identified needing resolution include goal codes not being added in Slate or transferring to Banner for applicants who did not qualify for a restricted program; Health Studies counselor receiving applicants in their bin after a decision has already been posted by another counselor who deemed the applicant not qualified for a restricted program, and the International College Transfer VISA form not being created, despite being added to the checklist. As of February 5, 2026 | Lindsay Gerhardt | |||||||||
| 2025/2026 | Development/Admissions/External Affairs | Grants Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | Grant Services – 24/25 – Goal 1 | Grant Fund Total | By 8/31/2025, as a result of increasing the amount of successful grant applications submitted, the grant fund total will increase by 1% from the baseline established in the 23/24 year, as measured through the IPEDS finance survey. | Completed | Grant applications were submitted for ON RAMP (Consortium with MCC, FLCC, and Workforce Partners), TRIO Student Support Services, National Science Foundation (Consortium with RIT for Clean Energy/Hydrogen Fuel Cells), Gene Haas Foundation, Division of Criminal Justice Services, and Perkins (renewal). | From the November update- The grants that were successfully funded include the ON RAMP Consortium, Gene Haas Foundation, Division of Criminal Justice Services, and the Perkins renewal. Still submitted, awaiting response: TRIO Student Support Services and National Science Foundation Consortium. Submitted or initiated since November: Blueforge (Welding Materials), CSTEP (Renewal), ESL (Welding Pre-Apprenticeship Bootcamp), Distance Learning and Telemedicine Grant (DLT as a Consortium with GV BOCES), Spencer Private Grant (Consortium with Cornell for Responsible and Equitable AI in Higher Education Teaching, Learning, and Advising), Max and Victoria Dreyfus Grant (Private Grant for VR/AR Technology), and a National Science Foundation Grant (for STEM Scholarships). | A large SUNY funded grant for SUNY Future of Work Centers (1.5 Million in funds) was submitted in April 2025. | Grant funds were increased this year by the awarding of several grants, included the Gene Haas Foundation, Heckscher renewal, and others. | Staci Williams | ||||||||
| 2025/2026 | Development/Admissions/External Affairs | Grants Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates., 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Grant Services – 24/25 – Goal 2 | Grant Documentation | By August 31, 2025, as a result of Grant Services Department’s research and collaboration with internal departments, an organizational document will be created to list 100% of GCC’s current and tentative grant information as documented by a shared Excel document named “GCC Grant Matrix”. | Completed | The Grant Matrix has been created, and the Director of Grant Writing and Administration has met with several internal departments to input information on all current and tentative grants. | Grant information has been documented in the Grant Matrix for 27 currently awarded and 11 tentative grants. Some former grant information will also be stored in this document (grants phased out from 2023-2024). The Grant Matrix has been shared with many GCC administrators as well as GCC Grant Directors. | Grant Matrix continues to be updated with new grants from 24/25. | As a result of Grant Services Department’s research and collaboration with internal departments, an organizational document was created to list 100% of GCC’s current and tentative grant information as documented by a shared Excel document named “GCC Grant Matrix”. This matrix is available to the GCC President’s Office, as well as the GCC Vice Presidents and Grant Services staff. | Staci Williams | ||||||||
| 2025/2026 | Development/Admissions/External Affairs | Grants Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | Grant Services – 25/26 – Goal 1 | Grant Fund Total | By 8/31/2026, as a result of increasing the amount of successful grant applications submitted, the grant fund total will increase by 1% from the baseline established in the 24/25 year, as measured through the IPEDS finance survey. | In Progress – On Schedule | Several grants were written and submitted to work towards the grant fund total increase, including a First Generation Celebration Event grant, the Perkins renewal grant, an Office of Higher Education in Prison renewal grant, and several SUNY grants. | Additional grants have been submitted, including two Foodlink grants to increase funds to purchase food as well as equipment dollars to purchase larger refrigeration units. Additional SUNY grants were submitted, including funds for additional nursing dollars as well as fund for a New Student Orientation focused on First Generation students. | Several new grants have been awarded so far this year, including the Foodlink grants, the First Generation Student Orientation grant, and several new rounds of SUNY funding, increasing the overall total of grant funding at GCC. | Staci Williams | |||||||||
| 2025/2026 | Development/Admissions/External Affairs | Grants Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates., 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Grant Services – 25/26 – Goal 2 | Grant Documentation | By August 31, 2026, as a result of Grant Services Department’s research and collaboration with internal departments, the organizational document will continue to be updated and maintained to list 100% of GCC’s current and tentative grant information as documented by a shared Excel document named “GCC Grant Matrix”. | In Progress – On Schedule | The new Grants Associate, Alex Ives, has access to the Grants Matrix and has been assisting with keeping it up-to-date. | 30 grant programs are currently listed in the Grant Matrix as active, with information on several Tentative Grants (waiting on approval or results) available as well. This document also serves as historical data as well, with an archival section for grants that have ended and/or were not renewed. This wealth of information is critical for financial decision making and considering new programmatic activities. | There are currently 37 active grants listed in the Grants Matrix with several tentative grants waiting for results as well. The new Grants Associate, Savannah Danat, received access and training regarding the Matrix this week for further grant support. | Staci Williams | |||||||||
| 2024/2025 | Development/Admissions/External Affairs | Marketing Communications | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | 2024-25-01 | Digital Promotions | As of 6/30/25 as a result of digital ad campaigns, 6000 clicks will be generated as documented by analytics and reporting. | In Progress – On Schedule | 5,945 Clicks and 11,556 views were generated by 11 campaigns. | 1058 clicks and 15,202 views were generated by 7 campaigns. | 5,544 clicks and 7,450 views were generated by 8 campaigns. | Marcom | |||||||||
| 2024/2025 | Development/Admissions/External Affairs | Marketing Communications | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | 2024-25-02 | Targeted Campaigns | As of 6/30/2025 as a result of ad campaigns, 15 campaigns will be completed as documented by WorkZone reports. | In Progress – On Schedule | 7 separate campaigns were completed (GPP/Summer, Fall Semester, Fall Open House, 12& 7 week Promotions, GLOW Schools, Campus Centers, Academic Programs) | 8 separate campaigns were completed (Fall Open House, Encore, Winterim, Late Start, Spring Semester, Campus Centers, GLOW High Schools and Programs) | 8 separate Campaigns were completed. | 23 Campaigns were completed, exceeding the goal of 15 campaigns for the year | Marcom | ||||||||
| 2024/2025 | Development/Admissions/External Affairs | Marketing Communications | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | 2024-25-03 | Print & Digital Support for Foundation, Alumni, Housing, Admissions & Grant Services | By 6/30/2025 as a result of event, support initiatives and student recognition, 20 digital / print initiatives will reach a target audience as documented by analytics and reporting. | In Progress – On Schedule | 32 Print or digital initiatives were completed supporting events (1), Admissions (10), College Village (18) and Foundation/Alumni (3) | 21 print or digital initiatives were completed supporting Admissions (16), College Village (2), Foundation/Alumni (2) and Grants (1) | 42 print or digital initiatives were completed supporting Admissions (37), Alumni (3) Events (2) | 95 print or digital initiatives were completed, exceeding the goal of 20 for the target audience. | Marcom | ||||||||
| 2024/2025 | Development/Admissions/External Affairs | Marketing Communications | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | 2024-25-04 | Student Support and Success | By 6/30/2025 as a result of event, support initiatives & student recognitions, 50 marketing initiatives will be completed as documented by WorkZone reporting. | In Progress – On Schedule | 29 initiatives were completed | 14 initiatives were completed. | 23 initiatives were completed. | 66 initiatives were completed, exceeding the goal of 50 for the year. | Marcom | ||||||||
| 2024/2025 | Development/Admissions/External Affairs | Marketing Communications | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | 2024-25-05 | GCC Community Initiatives | By 6/30/2025 as a result of digital promotions & print initiatives, 400 initiatives will support the BEST Center, GCC events, Student Clubs, Admission events as documented by analytics and WorkZone reporting. | In Progress – On Schedule | 451 digital & print initiatives were completed. Top three were Social Media (194); Color Printing (61); College & Community (42) NOTE: The color printer was moved from MarCom to the Copy Center on September 3, 2024. | 171 digital & print initiatives were completed. Top three were Signage (50- 31 Digital and 19 Print); Social Media (38); College & Community (24) | 354 initiatives were completed. Top three were Social Media (163), Signage (60 digital & 15 Directional); College & Community (33) | 976 initiatives were completed. Social Media, Signage and College & Community were the top three. | Marcom | ||||||||
| 2025/2026 | Development/Admissions/External Affairs | Marketing Communications | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | MarCom-25/26-Goal 1 | Digital Promotions | As of 6/30/26 as a result of digital ad campaigns, 6000 clicks will be generated as documented by analytics and reporting. | In Progress – On Schedule | 13,686 Clicks were generated in a total of 9 campaigns. | 9127 clicks were generated by 7 campaigns. | Marcom | ||||||||||
| 2025/2026 | Development/Admissions/External Affairs | Marketing Communications | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | MarCom-25/26-Goal 2 | Targeted Campaigns | As of 6/30/2026 as a result of ad campaigns, 15 campaigns will be completed as documented by WorkZone reports. | In Progress – On Schedule | 9 separate campaigns were completed (SUNY Reconnect, EOP, Credit for Prior Learning, GPP/Summer, Fall Semester, Fall Open House, 12& 7 week Promotions, GLOW Schools, Academic Programs) | 8 separate campaigns were completed (SUNY Reconnect, Fall Open House, Encore, Winterim, Late Start, Spring Semester, GLOW High Schools and Programs) | Marcom | ||||||||||
| 2025/2026 | Development/Admissions/External Affairs | Marketing Communications | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | MarCom-25/26- Goal 3 | Print & Digital Support for Foundation, Alumni, Housing, Admissions & Grant Services | By 6/30/2026 as a result of event, support initiatives and student recognition, 20 digital / print initiatives will reach a target audience as documented by analytics and reporting. | In Progress – On Schedule | 16 Print or digital initiatives were completed supporting events (1), Admissions (9), College Village (2) and Foundation/Alumni (4) | 5 print or digital initiatives were completed supporting Admissions (1), College Village (1), Foundation/Alumni (2) and Grants (1) | Marcom | ||||||||||
| 2025/2026 | Development/Admissions/External Affairs | Marketing Communications | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | MarCom-25/26-Goal 4 | Student Support and Success | By 6/30/2026 as a result of event, support initiatives & student recognitions, 50 marketing initiatives will be completed as documented by WorkZone reporting. | In Progress – On Schedule | 22 initiatives were completed | 12 initiatives were completed | Marcom | ||||||||||
| 2025/2026 | Development/Admissions/External Affairs | Marketing Communications | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | MarCom-25/26-Goal 5 | GCC Community Initiatives | By 6/30/2026 as a result of digital promotions & print initiatives, 400 initiatives will support the BEST Center, GCC events, Student Clubs, Admission events as documented by analytics and WorkZone reporting. | In Progress – On Schedule | 389 digital & print initiatives were completed. Top three were Social Media (165); Signage (45); College & Community (37). | 149 digital & print initiatives were completed. Top three were Social Media (68); Signage (21); College & Community (19) | Marcom | ||||||||||
| 2024/2025 | Finance and Operations | Business Office | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Business Office-24/25-Goal 1 | Online Time Reporting Solution | By 3/31/25, as a result of meetings between Business Office staff and an Ellucian payroll consultant, the Business Office will present College leadership with the requirements and options for implementing Banner Web Time Entry for hourly staff as documented by a “Changes Required for Implementation” summary. | In Progress – Behind Schedule | The target date for our meeting with Ellucian consultant Diane Runde is November 2024. | An initial 1 hour meeting has been scheduled for February 12th. However, we anticipate needing approximately 40 hours of consultant time to fully understand all the changes to our current payroll process this change would require, document and weigh the various options available to the College, and build the product in our test environment to uncover and resolve unanticipated issues. | We have been able to understand, test and communicate the options for shift differentials that would require modifications to the union agreement. We have reviewed the documentation that will allow us to correctly calculate, pay and post overtime pay; however, these features will not be available for testing until the College has PHPCALCJ functioning. (Work on that project is taking place independently.) We are prepared to implement the two-week pay lag this summer, with a later transition to Web Time Entry, for full-time hourly staff. In the meantime, we have started the roll out of Web Time Entry for part-time staff. Student workers will be transitioned first, then part-time civil service, and finally part-time professional. | Kristin Yunker | |||||||||
| 2024/2025 | Finance and Operations | Business Office | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Business Office-24/25-Goal 2 | Fiscal Accountability and Training | By 8/31/25, as a result of regularly scheduled work sessions within the Business Office, additional tools, training resources and guidance will be created to assist budget managers, grant managers and support staff with better management of their resources as documented by resources posted to our website. | In Progress – On Schedule | The Business Office is leveraging our Argos consultant training hours to develop several key data blocks and automated reminders (such as a Banner Leave Report reminder, and a monthly reminder to resolve NSF balances.) | Work continues on the Argos automated NSF reminder. The Business Office staff met once with Human Resources before these monthly sessions were put on hold until a key position was filled. They will resume in the coming month. In addition, representatives from the Business Office recently began attending monthly meetings with the BEST Center staff to answer questions and address areas of concern. | The meetings with HR and the BEST Center continue and have been productive. In addition, Adrian has drafted a comprehensive training document for the BEST Center. We anticipate releasing it to the BEST Center in the next month, and make additions and revisions based on their feedback. With the implementation of Web Time Entry for part-time staff, several step-by-step guides were created, emailed to affected staff, and added to myGCC. | Kristin Yunker | |||||||||
| 2025/2026 | Finance and Operations | Business Office | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | No KPI for this goal | Business Office-25/26-Goal 1 | Web Time Entry | By 8/31/26, as a result of meetings with Business Office staff, IT staff and potentially Ellucian consultants, all full-time hourly employees will be utilizing web time entry to report time. | Postponed/Waiting on Others | This has not been started. | We have worked on getting the automated reminders functioning again in Banner Communication Manager as we consider this a key feature that must be in place before we move our full-time hourly staff to web time entry. The communications are fully built in PROD yet seem not to be sending the reminders as they should, particularly to approvers. We continue to troubleshoot this with IT. The overtime setup is quite complicated and will likely require the assistance of the Ellucian consultant. We are reached out to IT to check into her availability. | Kristin Yunker | |||||||||
| 2024/2025 | Finance and Operations | Campus Safety | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | CS-24/25-Goal 1 | SOP/SOG Review & Update | By August 2025, as a result of a comprehensive review of the standard operating guidelines and standard operating procedures of the Campus Safety Department, these policies and guidelines will be updated to current industry standards and practice and converted to a pdf format accessible to all Campus Safety employees. | In Progress – On Schedule | A review of the Campus Safety General Orders has begun with approximately fifty percent completed. Upon competition of the General Orders review, we will be moving on to a review of the Standard Operating Guidelines. | The review and update of the department’s general orders is complete, and the standard operating procedures review has begun. | Daniel Coffey | ||||||||||
| 2024/2025 | Finance and Operations | Campus Safety | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | CS-24/25/Goal 2 | Alertus Upgrade | By August 2025, the Campus Safety Department will update and upgrade the mass-notification system servicing the GCC community. The Alertus software will be integrated with National Weather Service emergency warnings to provide automatic notification of potential weather-related emergencies that could impact the college community. Desktop Activator will be installed on computers throughout the campus providing one button push emergency notification alerting. | In Progress – On Schedule | Latest version of the Desktop Activator has been downloaded. ITS Sytems Management is reviewing configuration settings and will be creating a TEST group to ensure proper operation before college-wide implementation. The weather service alerting is currently being evaluated by a TEST group to determine how it will be configured within the mass notification system. | Desktop Activator has been installed on Campus Safety computers. Beta testing is being completed, and we are on schedule to work with ITS Systems Management to install Activator on staff and faculty PCs. Activator is scheduled to be installed before the start of the Fall semester. | Daniel Coffey | ||||||||||
| 2025/2026 | Finance and Operations | Campus Safety | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | CS-25/26-1 | Repurpose Arcade security equipment | By August 2026 as a result of the closure of the Arcade campus, Campus Safety will repurpose the cameras and door control access device to supplement the Main Campus system to enhance our current capabilities. Locations will be identified at the Main campus, and we will work with Telecommunications and Network Services to provide the infrastructure to support the additional cameras. | In Progress – On Schedule | Daniel Coffey | ||||||||||||
| 2024/2025 | Finance and Operations | Central Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Central Services FY25 Goal 1 | Update Positions | By August 2025, as a result of research, analysis of FAR findings, and collaboration, at least one Central Services position will be updated to reflect current functions of the department, as documented by a new position title and description. | In Progress – On Schedule | The Reproduction Services Operator position was upgraded to Senior Reproduction Services Operator. This reclassification reflects the position’s current demand for skills and responsibilities. Meanwhile, following a 10/8/24 retirement notice from part-time Stock Clerk Lori Burns effective 12/27/24, we proposed a new Mail & Print Services Clerk position description for consideration. | https://gccplanning.com/frm_file/aWQ6MjIyOXxmaWxlbmFtZTpTci1SZXByb2R1Y3Rpb24tU2VydmljZXMtT3BlcmF0b3ItR2VuQ28tMS5wZGY= | The Mail & Print Services Clerk position was approved by Genesee County on 2/4/25, and by GCC’s ESPA on 2/11/25. The part-time position was posted on 2/12/25. The long-term goal is for all 3 positions to hold this title, allowing cross-training, improved coverage, and better customer service within the Central Services department. | https://gccplanning.com/frm_file/aWQ6MjIyOHxmaWxlbmFtZTpNYWlsLWFuZC1QcmludC1TZXJ2aWNlcy1DbGVyay1HZW5Dby5wZGY= | Alex Frank joined us 3/24/25 as our first Mail & Print Services Clerk, in the part-time role. He has received training in many Central Services functions such as mail, shipping & receiving, paper supplies, and work-study supervision. The scope of this new role will be helpful at stabilizing coverage. | After a thorough analysis of Central Services effectiveness, the former Stock Clerk position was replaced with a new, County-approved Mail & Print Services Clerk. Alex Frank began in this new role 3/24/25 and is trained to cover all functions of the department, including mail, shipping & receiving, paper supplies, copy center functions, and work-study supervision. To ensure stable coverage and operational efficiency, Central Services legacy job titles will be replaced with this one as staff transitions occur. | Patti Furness | ||||||
| 2024/2025 | Finance and Operations | Central Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Central Services FY25 Goal 2 | Process Improvements | By August 2025, as a result of research and collaboration, Central Services will continue to seek process improvements in the areas of mail services, shipping & receiving, and central printing. Improvements will be documented in activity logs and monthly reports. | In Progress – On Schedule | Formerly a MarCom function, centralized color printing shifted to the Copy Center in Central Services in September. A new online Copy Request System now includes approval workflows for color printing. Mail Services continues to learn advanced features of the new mail machine that will save time and money when shipping. We have updated our online guides and sent reminders to departments to ensure smooth operations. We are also learning best practices for international mail and customs forms and added a page in myGCC to provide guidance. | https://gccplanning.com/frm_file/aWQ6MjIzMXxmaWxlbmFtZTpteUdDQy1QYWdlLUludGVybmF0aW9uYWwtU2hpcHBpbmctMS5wZGY= | We worked with ITS and Housekeeping on keeping loading dock safe and clear. This involved defining a new process for eWaste and communicating it to constituents. We re-purposed the cage to secure eWaste on the north end of the loading dock, enabling removal of the outdoor Beacon pod and saving over $2,000/year. Housekeeping staff now use pre-printed post-it labels to remind employees to submit an ITS request for removal of toner cartridges and other eWaste. | https://gccplanning.com/frm_file/aWQ6MjIzMnxmaWxlbmFtZTpDdXN0b20tUG9zdC1JdC1Ob3Rlcy5wbmd8c2l6ZTp0aHVtYm5haWw= | Through insights gained since centralizing color printing, we updated the Print Procedure to align with the SUNY and GCC sustainability goals. The Central Services team continually learns new techniques and leverages technology to increase efficiency and improve communication. We have collaborated on more than a dozen help sheets, checklists, how-to videos, and standard operating procedures. They are stored in our SharePoint site. | https://gccplanning.com/frm_file/aWQ6MjI4NnxmaWxlbmFtZTpEZWxpdmVyeS1NYXAucGRm, https://gccplanning.com/frm_file/aWQ6MjI4N3xmaWxlbmFtZTpDZW50cmFsLVNlcnZpY2VzLU92ZXJ2aWV3LVNPUC5kb2N4, https://gccplanning.com/frm_file/aWQ6MjI4OHxmaWxlbmFtZTpTZWxlY3QtQ29sb3ItUGFnZXMucGRm, https://gccplanning.com/frm_file/aWQ6MjI4OXxmaWxlbmFtZTpVU1BTLUJ1bGstTWFpbGluZy1BY3Rpdml0eS5kb2N4 | The Central Services department has adopted centralized color printing services, updated the College Print Procedure, and implemented a new online Copy Request system. It helped define a new process for eWaste workflow, and collaborated on more than a dozen help sheets, checklists, how-to videos, and standard operating procedures. We continue to seek efficiencies and learn new techniques to best serve our College community. | Patti Furness | |||||
| 2025/2026 | Finance and Operations | Central Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | Central Services FY26 Goal 1 | Develop Continuity Plan | By August 2026, through collaborative planning and resource management, Central Services will strengthen its ability to provide uninterrupted mail & print services to the college community. Success will be evidenced by a reduction in the number of operational hours with service limitations. | In Progress – On Schedule | Based on timecard data and activity logs, Central Services experienced an estimated 251 hours in FY25 with limited service, or 12% of operational hours. This does not include Assistant Director projects that were delayed while covering daily operations. Factors contributing to these service interruptions include staff jury duty, extended leave time, and a 3-month vacancy in our part-time position. We are developing a plan to address these gaps, including a structured procedure for integrating college work-study employees; shared knowledge documentation; and working with administration to expedite hiring of replacement staff when someone leaves. To improve cross-training and coverage options, the full-time Mail Services Clerk was offered the opportunity to reclassify under the new, next-level Mail & Print Services Clerk title, which she declined. Meanwhile, the part-time Mail & Print Services Clerk is now fully trained on all departmental functions. | https://gccplanning.com/frm_file/aWQ6MjM0MXxmaWxlbmFtZTpDZW50cmFsLVNlcnZpY2VzLUNXUy1Qcm9jZWR1cmUuZG9jeA== | The team has successfully integrated work-study employees into daily routines, enabling students to handle nearly all mail & print functions while strengthening their learning experience. Stephanie reorganized the mail sorter boxes, shelves, and the delivery cart to streamline training. Carla and Alex developed new help sheets for the electric cutter and Xerox production printers, including separator sheet integration. | Patti Furness | |||||||||
| 2025/2026 | Finance and Operations | Central Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | No KPI for this goal | Central Services FY26 Goal 2 | Central Services Process Improvements | By August 2026, through team review and customer feedback, the Central Services team will identify and streamline at least 1 process for improved efficiency, service, or cost savings. Improvements will be documented in standard operating procedures, activity logs, and customer feedback. | In Progress – On Schedule | To gain perspective on long-term planning options, the Copy Center team visited SUNY Brockport’s Print & Mail Services department on 10/22/25. They provide a wide variety of print services for internal and external customers at competitive rates. We shared this information with GCC’s External Affairs, Admissions and MarCom contacts and encouraged them to seek quotes for outsourced projects and keep us posted of their findings. The team now uses a shared, online job board for assigning work-study tasks and tracking hours. We have also created a process for handling junk mail addressed to former college employees, and now tag all items in the receiving area with the recipient name/department and date of arrival. This helps the team track items that sit too long and require follow-up. | https://gccplanning.com/frm_file/aWQ6MjM0MHxmaWxlbmFtZTpTdW1tYXJ5LW9mLVNVTlktQnJvY2twb3J0LVZpc2l0LnBkZg== | Alex added cheat sheets on the mail machine, laminator, and creating carbonless copies. Carla coordinated the sharing of our student employee for VPAA office mailings. She also resolved pricing discrepancies with one of our suppliers, saving $36 per case of paper. Stephanie enhanced our monthly mail machine maintenance routine and documented her process for her teammates. She also simplified the process of maintaining custom stationery order options by establishing a comprehensive master spreadsheet. She works closely with MarCom and the vendor to ensure customer needs are met accurately. To help clarify delivery points for drivers, we created a map for distribution (see attached). We learned new protocols for occasional freight shipments, and Alex reactivated this service on our FedEx contract. Alex has also begun to learn how to use the new vinyl cutter for small window decal signage. | https://gccplanning.com/frm_file/aWQ6MjM3OHxmaWxlbmFtZTpEZWxpdmVyeS1NYXAtMS5wZGY= | Patti Furness | |||||||
| 2025/2026 | Finance and Operations | Facilities | SP 1 – Student Support and Success, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Buildings and Grounds-24/25-Goal 1 | Student Success Center Renovation | As of May 1st, Buildings and Grounds will have created accommodating spaces within SSC to move all of the academic departments into a more efficient arrangement to encourage a heightened level of student accessibility. This will be completed and proven by the office moves and renovations being finished according to the master plan and space committee planning details. | Completed | The SSC office reorganization and renovation was completed by the end of August 31st, 2025 and people have been using the space for their business needs since that time. | Levi Olsen | |||||||||||
| 2025/2026 | Finance and Operations | Facilities | SP 1 – Student Support and Success, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Buildings and Grounds-24/25-Goal 2 | Testing lab D207/D209 | By August 31st of 2025, Buildings and Grounds will have completed the renovation and moving of the testing center from its current location to its new location. This goal will improve the size and configuration of the current testing center, while also giving more flexibility to providing specific testing accommodations for students. The goal will be proven by completion of the project and moving in of testing staff members, while in turn we will free up the current testing space for further Facilities Master Plan needs. | Completed | The Testing center was completed by the end of August 2025. It has been in full use for the fall of 2025 and has improved the student experience by means of a larger more accommodating space. | Levi Olsen | |||||||||||
| 2025/2026 | Finance and Operations | Facilities | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Buildings and Grounds-24/25-Goal 3 | Workforce building Welding lab creation | By August 31st of 2025 as a result of completion of utilities work and building out the future welding lab space, instruction will be able to be offered in the discipline of welding/metal working in the newly outfitted space provided. The proof will be shown via completion of construction of the new welding lab space in a manner where a class can be scheduled therein. | Completed | Classes are now being held in the new welding lab. The first semester has been completed and we have also worked out all of the operational details with the BEST Center. | Levi Olsen | |||||||||||
| 2025/2026 | Finance and Operations | Facilities | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | 4.4.1: Annually assess the plan of achievement (POA) metrics in the GCC Planning System to identify underrepresented strategic priorities and core objectives. | Buildings and Grounds-25/26-Goal 1 | Move and consolidate ITS suite into one area in accordance with the FMP to maximize use of all spaces within building footprint. | By August 31st, 2026 as a result of building a new ITS suite on the 3rd floor D wing, the ITS staff will be consolidated in one space and will have vacated other currently occupied spaces in order to best organize and utilize those spaces for the best purposes supporting the facilities master plan. | In Progress – On Schedule | The planning process and design process has been in place since the beginning of September. We have produced a design for the suite and are in process of finalizing the actual footprint of all spaces within the new suite. | Levi Olsen | ||||||||||
| 2025/2026 | Finance and Operations | Facilities | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | 4.4.1: Annually assess the plan of achievement (POA) metrics in the GCC Planning System to identify underrepresented strategic priorities and core objectives. | Buildings and Grounds-25/26-Goal 2 | RCCA Generator installation and start up. | By August 31st, 2026 as a result of repurposing our Arts Center Generator, the entire GCC campus proper will have emergency power to better protect the assets of college during power outages, especially during winter power outages. | In Progress – On Schedule | Generator pad and underground piping has been installed. Generator has been taken to CAT to have controls rebuild and maintenance completed and has been returned to new location at RCCA building. This generator has an external fuel tank that needs to be installed. Wiring and building shutdown connection still needs to be completed. | Levi Olsen | ||||||||||
| 2025/2026 | Finance and Operations | Facilities | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | No KPI for this goal | Buildings and Grounds-25/26-Goal 3 | Village Hall Generator installation for Fire system and campus safety operations | By 8/31/2026 as a result of installation of a generator for Village Hall, there will be emergency power available for Campus Safety operations and fire systems that monitor the main campus and College Village. This is documented via the operational generator system that will be tested and be operational for emergency situations for the protection and safety of our students, staff, and faculty. | In Progress – On Schedule | Generator concrete pad site was excavated and pad was poured. Underground piping has been installed and covered over for the winter. Gas supply has been evaluated and will need a meter change to accommodate the generator. | Levi Olsen | ||||||||||
| 2025/2026 | Finance and Operations | Facilities | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | 4.4.1: Annually assess the plan of achievement (POA) metrics in the GCC Planning System to identify underrepresented strategic priorities and core objectives. | Buildings and Grounds-25/26-Goal 4 | Sound booth move in theater | By August 31, 2026 A new sound/lighting control booth will installed that is more usable and functional for the students in the theater program and with all theater events and productions. This goal will be completed when the new conduit and power are installed and the booth and room are built and all systems have been installed and started up. | In Progress – On Schedule | The conduit has been run at about 50% and the power panel has been installed. Materials list for the construction will be purchased soon. | Levi Olsen | ||||||||||
| 2024/2025 | Finance and Operations | Human Resources | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | HR-24/25-Goal 1 | Improve campus awareness of “wellness” resources | As of 8/31/2025, Human Resources will expand the knowledge of the campus community regarding wellness resources. This will be achieved by 12 items in news notes regarding EAP, SAFETY shorts, and/or Health Benefit updates. At least 1 workshop will be created to discuss and review the availability of EAP and an overview/reminders of available health benefits such as “Making the Most of Your Employee Benefits”. Success will be measured by the number of inquiries received, decrease in worker’s comp claims, increase in utilization of EAP. | In Progress – On Schedule | Successfully held open enrollment which included sending out health/dental and FSA information to campus. The HR department fielded question’s on benefits available. | As Fall semester you will find in NewsNotes submissions from HR on EAP resources and “SafetyShorts” that focus on Health and Wellness. Expanded information and a walk through of EAP website was presented and has been incorporated into ongoing Employee Orientation. | October 2024: Fire Prevention Week, For the December, February, and April shorts we referenced EAP and linked to the EAP site and articles/trainings available there. Assistant Director tabled at MiniSummitt resource fair providing information on health benefits and EAP | Christa Aldrich | |||||||||
| 2024/2025 | Finance and Operations | Human Resources | SP 2 – Teaching and Learning, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | HR-24/25-Goal 2 | Create Efficiencies and eliminate redundancies | By August 31,2025 HR will have partnered with IT to create at least 3 workflows utilizing Team Dynamics. This will eliminate paper forms. Success will be measured by the creation of the workflow and adaptation by users. | In Progress – Behind Schedule | HR began holding meetings to review Workflows in the Fall semester. We unfortunately lost a staff member . Due to staff taking on additional duties to complete this work meetings were put on hold. Now that we have a new hire meetings are scheduled to begin again. | We continue to look at operational processes. We cannot move forward with team dynamix until IT can take on the project. | Christa Aldrich | ||||||||||
| 2024/2025 | Finance and Operations | Human Resources | SP 2 – Teaching and Learning | 2.3 – Leverage continuous assessment outcomes to ensure dynamic adaptation of courses and programs. | HR-24/25-Goal 3 | Develop training and professional development programs for staff based on assessing needs from survey responses | By August 31,2025 HR will have provided at least 2 new training and development opportunities for staff and faculty based on the responses to surveys such as: NED’s, Exit Interviews, Search Training Feedback Form, GCTW, Campus Climate Surveys, Employee Orientation Feedback Form. Success will be measured in the number of surveys analyzed, number of training opportunities developed, and attendance/participation in the opportunities. | In Progress – On Schedule | Employees are completing the final 4 modules of Supervisor Training this Spring. A new cohort will be invited to begin in the Fall. Exit interview surveys were reviewed. Training for supervisors on conflict management was identified as a need for training. Creation of a Training committee was brought to the Directors meeting in the fall. Their is general support for this group. Training committee will be formed in Spring. | Supervisor training was completed this Spring with 10 employees earning certificates. Plans to hold this training again in the fall is pending cabinet input. A training committee has been formed to address training wants and needs. A survey is planned for late summer early fall. An HR/Directors update meeting was held in April. | Christa Aldrich | ||||||||||
| 2025/2026 | Finance and Operations | Human Resources | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 4.2.2: Annually, identify and implement at least one process improvement effort, as proposed by the Institutional Effectiveness committee, to manage the college campus operations and programs with a sustainable and collaborative approach. | HR-25/26-Goal 1 | HR-25/26-Goal 1 | By 8/31/26 at least 2 paper workflows will be converted to an electronic process utilizing systems the GCC HR has access to . | In Progress – On Schedule | HR has met with our consultant at Interview Exchange to better operationalize the approval of requesting to fill positions, in lieu of pursuing a paper form. Changes are being reviewed and the Personnel Requisition form is being edited. | The Payroll authorization is nearly ready for testing. Workflow approval was discussed with the President this past week . A meeting with the Business Office will take place on Mon. 2/2/26. Pending any changes requested by the Business Office we will be ready to test the PA with a select group of departments before full roll out. A users guide is being developed to walk users through a step by step process to complete the PA’s in the online system. The Personnel Requisition form updates are waiting for final approval . A review will be conducted in the next few weeks with the VP Finance and Admin. Pending any changes this should be complete by the end of Feb. | Christa Aldrich | |||||||||
| 2025/2026 | Finance and Operations | Human Resources | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | 2.2.2: By August 2028, provide evidence of ongoing staff participation in professional development opportunities targeted at improving the student experience. | HR-25/26-Goal 2 | HR-25/26-Goal 2 | By August 31,2026 develop and deliver a program of training on Performance Management, as indicated as a need from survey results. This will be gauged to be successful by the delivery of these programs. | In Progress – On Schedule | HR is currently writing / creating a power point for a training on Performance Evaluation Communication to be held on Dec. 10, 2026 | An initial training on conducting/writing performance evaluations was held on Dec 10 with @8 supervisors attending. A next training on discussing professional development needs is planned for Spring . | Christa Aldrich | |||||||||
| 2024/2025 | Finance and Operations | Office of CFO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Finance & Operations FY25 Goal 3 | Support the Middle States Self-Study | By August 2025, as a result of research and collaboration, the Assistant Director of Finance & Operations will contribute to the College’s accreditation process, as evidenced by the Self-Study report. | Not Started | In September, Patti began working with the Standard VII team (Governance, Leadership, and Administration), led by Dr. RAM. Other members include Bethany Aradine, Charles Scruggs, Patty Hume, Mary Pettit, and Jodi Scondras. We discussed evidence expectations, reviewed the previous self-study, and began compiling supporting documents. | Patti submitted documents to summarize the work of the Administrative Assessment team in streamlining the FAR process. They included a “Streamlining the FAR Summary” report and corresponding PowerPoint presentation, and the new FAR Workbook template. She also updated the related sections of the Standard VII Narrative, and met with Charles to help him navigate the files in Teams. | Work on the Standard VII team continues on schedule. | The assistant director of Finance & Operations served on the Self-Study Standard VII team (Governance, Leadership, and Administration), led by Dr. Alicea-Maldonado. | Patti Furness | ||||||||
| 2024/2025 | Finance and Operations | Office of CFO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | Finance & Operations FY25 Goal 4 | Modernize Procedures and Systems | By August 2025, as a result of reviewing and updating existing procedures, drafting new procedures, and transitioning manual paper-based processes into digital systems, at least two operational workflows will be streamlined and modernized, as documented by updated procedure documents and successful implementation of new online systems in departmental processes. | Not Started | Patti developed a new online Copy Request form using Power Apps with Power Automate approval flows. The online system replaced the paper method of requesting copies in September, and expedites Copy Center workflow and data tracking. Additionally, Patti re-wrote three procedures for cabinet approval: | The online Copy Request system was updated to trigger confirmation email to submitters, and to allow for special cases where no attachment is involved (e.g. lamination). The email confirmation outlines the details of each request, and provides links to the Copy Center Guide, Printing Procedure, Copyright Procedure, the Central Services page in myGCC, and the Central Services email address. Patti also re-designed Travel Request form 212F as a fillable PDF. | Patti updated Procedure 524 – Printing and continues to update the online Copy Request system for a smoother process. She worked with SICAS to convert key budget-related database reports to Argos, and with Toshiba to improve the print usage analytics for chargebacks. She developed an RFP template to streamline solicitations and comply with EIT Accessibility guidelines. She also created a new database for the CFO to monitor SUNY Transformational and Incremental funds and drafted standard operating procedures for the Central Services department. | Patti developed a new online Copy Request system with approval flow to streamline Copy Center workflow and data tracking. She updated 5 procedures and corresponding forms, worked with SICAS to convert budget-related database reports to Argos, and created a new database for monitoring SUNY Transformational and Incremental funds. She developed an RFP template to streamline solicitations and comply with EIT Accessibility guidelines and worked with Toshiba and PathForward on SUNY print initiative usage data analytics. | Patti Furness | ||||||||
| 2025/2026 | Finance and Operations | Office of CFO | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | No KPI for this goal | F&O FY26 Goal 1 | myGCC Improvements | By August 2026, through monthly meetings, planning, and collaboration with stakeholders, Patti will have led the myGCC Committee through improvements to our process and our portal functions. Improvements will be documented in our meeting records, site revisions, and survey feedback. | In Progress – On Schedule | The myGCC Committee conducted a Faculty survey to inform the new Faculty Site map. Updates are tentatively scheduled to be released between the Fall ’25 and Spring ’26 semesters, though design was delayed due to other projects. A student survey is running 11/17/25 – 12/5/25 to measure satisfaction levels compared to those before the Student site was updated. We established new, section-level RACI tables for each site and departments have begun adding entries. Moving the monthly myGCC meetings to a new time slot has improved committee member attendance and participation. At our November meeting, the Digital Communications Group chair reported that the News post process will be handled by MarCom and ITS. | https://gccplanning.com/frm_file/aWQ6MjM0MnxmaWxlbmFtZTpGYWN1bHR5LVNpdGVtYXAtRHJhZnQxLnBkZg==, https://gccplanning.com/frm_file/aWQ6MjM0M3xmaWxlbmFtZTpGYWN1bHR5LVN1cnZleS1SZXN1bHRzLnBkZg== | Though we received fewer responses to the December ’25 student survey than our Spring ’24 benchmark, results showed that students found it easier to find information in the redesigned portal. They also responded positively to the new My Dashboard and News & Announcements components. Survey results are attached. While leading the committee through file management activities, Patti began research on naming conventions and established a list of best practices for discussion. The committee focused on Title II document inventory to help each other achieve our accessibility goals. Patti also assisted her colleagues as they redesign their pages and created a myGCC Portal Update Request form and had ITS link to it from the Help Desk Team Dynamix portal. | https://gccplanning.com/frm_file/aWQ6MjM3OXxmaWxlbmFtZTpTdXJ2ZXktUmVzdWx0cy1GYWxsMjUucGRm | Patti Furness | |||||||
| 2025/2026 | Finance and Operations | Office of CFO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | No KPI for this goal No KPI for this goal | F&O FY26 Goal 2 | F&O Process Improvements | By August 2026, as a result of reviewing existing procedures, functional analysis, and collaborating with stakeholders, at least two processes will be streamlined and modernized. They will be documented through updated procedure documents, campus communications, and successful implementation of new systems or processes. | In Progress – On Schedule | Patti updated Policy 5015 and Procedure 500 Purchasing, increasing the discretionary threshold to $1,000 and adding new language to allow piggybacking and cooperative purchasing. We also re-wrote Procedure 607 Campus Sales, based on SE&I guidance and forms. Patti continues to work with PathForward to improve the print usage data analytics to inform Print Team decisions and quarterly chargebacks. She also continues to update Tips on Editing PDFs to help reduce printing, and drafted 2 proposals to improve signage on campus; branded exterior flagpole banners, and replacement interior hall directory signs. She is currently working with MarCom and Facilities to implement plans. The Space Committee project tracker was established to facilitate clear task assignment and follow-up. Budget development guidance was transformed from PDF format to myGCC employee portal content. | https://gccplanning.com/frm_file/aWQ6MjM0NHxmaWxlbmFtZTpMaWdodHBvbGUtQmFubmVyLVByb3Bvc2FsLnBkZg==, https://gccplanning.com/frm_file/aWQ6MjM0NXxmaWxlbmFtZTpJbmRvb3ItRGlyZWN0b3J5LVNpZ25hZ2UtUHJvamVjdC5wZGY= | While serving on the nominating committee for the Chancellor’s Award for Excellence in Adjunct Teaching, Patti developed an online questionnaire (see attached). It was sent to the potential nominees’ supervisors and deans to collect input on the three categories of criteria as outlined in the SUNY policies and procedures. She also added to the Accounts Payable FAQ, available in myGCC, and established a record of FOIL requests and responses for reference and tracking. In anticipation of this summer’s contract expiration, Patti collaborated with the AVI director to tailor student survey questions. This feedback helped inform a new version of the RFP that would invite creative, non-traditional proposals to address our unique needs. | https://gccplanning.com/frm_file/aWQ6MjM4MHxmaWxlbmFtZTpRdWVzdGlvbm5haXJlLU1TLUZvcm1zLnBkZg== | Patti Furness | |||||||
| 2025/2026 | Finance and Operations | Office of CFO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | F&O FY26 Goal 3 | Support the Middle States Self-Study | By August 2026, as a result of research and collaboration, the Assistant Director of Finance & Operations will contribute to the College’s accreditation process, as evidenced by the Self-Study report. | In Progress – On Schedule | Effective 9/1/25 after Dr. RAM’s retirement, Patti assumed the role of Standard VII Work Group Lead. She has contributed to the drafting of our Self-Study report and attended the 10/16/25 Steering Committee meeting and open session with MSCHE Chair Dr. Michael McDonough. She also joined the 10/30/25 debrief, shared her notes with GCC Co-Chairs Tim Tomczak and Ed Levinstein, and watched the 10/30/25 SUNY Council on Assessment (SCoA) webinar, Practical Guidance for Your Self-Study and Site Visit. | Patti continued work with the Standard VII workgroup and GCC co-chairs to refine the language and supporting evidence for the Self-Study report, which was finalized and submitted to Middle States 2/6/26. | Patti Furness | ||||||||||
| 2024/2025 | Finance and Operations | Student Accounts | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | BOSA 2024-2025 POA 1 | Canusia (carryover from previous strategic plan period) | By 6/27/25 as a result of implementation of Canusia, 50% of advanced studies registrations will be processed online via Canusia as documented by registration data. | In Progress – Behind Schedule | As of February, Student Accounts continues to attend weekly progess meetings with Canusia. Student Accounts is also part of the Canusia Testing group. We are currently working through some common name matching issues that have been discovered. Student Accounts met last week with Nelnet to discuss the payment piece of the integration project, but were unable to figure out how exactly payments will be posted in real time. Nelnet will be attending our weekly meeting with Canusia, tomorrow, February 26th for further discussion. | Nelnet real time posting was moved to production and is working efficiently. The ACE department is currently conducting additional testing with students who are completing their Fall 2025 registration, and it seems to be working the way it should be. When students select a discount (25% off or 50% off), the exemption is applied to the student’s account and it reduces the amount due. Students are able to successfully submit payment through Nelnet, and it posts in real time. Student Accounts staff (Allison McAdoo & Megan Saile) are waiting for access to Canusia, so we can develop a business process on how to enter and process Certificates of Residence that are submitted through Canusia. | Lourdes Abaunza | ||||||||||
| 2024/2025 | Finance and Operations | Student Accounts | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | BOSA 2024-2025 POA2 | Argos | By 12/31/25 as a result of collaboration with SICAS Reporting Specialist, 80% of Student Accounts BRIOS will be converted to Argos data blocks as documented by reports in the Student Accounts repository in Argos. | In Progress – On Schedule | Student Accounts participated in the project kick-off meeting in May 2024 to discuss Genesee Argos Training and Conversion Access Acccounts and Recourses. From this meeting, a comprehensive plan for report viewer and report writer training sessions was developed. Student Accounts participated in all of these trainings. | As of February 2024, Student Accounts has successfully converted several BRIOs with the assistance of Brian. These datablocks include “Drop- Fall & Spring”. This report is run every day during the drop period of each part of term so that we may assess drop charges on each student account in accordance with our SUNY Tuition Refund Policy. A Student Accounts staff member is already using this Argos report as opposed to BRIO. We have also successfully converted the “Welcome Email” and have improved it by adding phone numbers in addition to email addressed. This report is run before the beginning of each semester to get the population registered for the semester, so Student Accounts can remind them that they are registered for the upcoming semester. Another conversion that we recently completed is the complete walkways. This report picks up all students that did not complete the semester with final grades so that we can determine of a return of title IV is needed. | Student Accounts continues to attend bi-weekly meetings with Brian Mead and the Business Office to work on additional BRIO conversions to Argos. Additionally, Student Accounts has submitted several help desk tickets to SICAS through IR, so that Brian can convert them into data block reports in Argos. As a result of this, the Bursar and SICAS has had several individual meetings to go over BRIOs and ARGOS conversions to confirm that they are working correctly. We have successfully converted all of the BRIOs used for the student refund process, which is done every week. Student Accounts is currently waiting additional ARGOS reports that Brian is working on, and we still need to test to confirm that they are working correctly. Once those have been completed, I believe Student Accounts will have all BRIOs converted to Argos. | Lourdes Abaunza | |||||||||
| 2025/2026 | Finance and Operations | Student Accounts | SP 4 – Fiscal, Operational & Infrastructure Sustainability | SA POA 1 | Refund process | By October 1, 2025, as a result of training, one additional employee will learn the refund process as documented by processing our weekly refunds. | In Progress – On Schedule | With Sandy Hofert retiring, and the Bursar’s anticipated maternity leave, Megan Saile in the Student Accounts Office worked closely with the Bursar to learn the Refunds process. She took over with processing refunds early October. During this process, we worked on updating training notes and finding ways on how to improve the process. | As of February, Megan Saile has agreed to be my primary employee to process refunds. We continue to document different scenarios that have come up in an effort to train our two other Student Accounts employees in the coming months. | Lourdes Abaunza | |||||||||||
| 2025/2026 | Finance and Operations | Student Accounts | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | SA 25/26 POA 2 | Third Party Billing | By 6/15/2026, as a result of collaboration among SA employees, third party billing will be streamlined as a documented by notes and folders being updated. | In Progress – On Schedule | As a result of Sandy Hofert retiring in July 2025, the Bursar took over third party billing. All third party billing was processed by the Bursar for the Fall 2025 semester. During this process, the Bursar started documenting processes for each third party. | Bursar is working with Megan, who will become our third party primary person, on finishing up third party billing for the Fall semester, and as such making improvements to the process. Our goal is that any employee in the Student Accounts Office will be able to pull a folder for the appropriate check received and follow the instructions on how to post payment. | Lourdes Abaunza | ||||||||||
| 2023/2024 | Finance and Operations/CFO | Buildings and Grounds | SP 2 – Teaching and Learning | 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes. | B&G-FY24 – 1 | FARM – TEST | By 4/1/24 I will hope to understand this program enough to enter all POA’s as directed by Levi. GCC Planning will communicate these goals to ensure timely tracking as proof. | In Progress – On Schedule | Not available as I started 11/27/23 | Faye McAllister | |||||||||||
| 2023/2024 | Finance and Operations/CFO | Business Office Fiscal Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | Business Office – 2023-24 – 1 | Develop Workflow for Accounts Payable | By 8/31/2024, as a result of working with IT progammer(s), 50% of direct pay check requests will be submitted electronically through a newly developed workflow as documented by workflow data. | In Progress – Behind Schedule | We are meeting bi-weekly with the programmer to guide them on the development of the form. Progress is slow. | While some progress has been made in the development of the form by IT, we are still awaiting a functioning form that can be tested and our bi-weekly updates were cancelled this month. In the meantime, the Business Office has started to manually save some accounts payable items to xtender. | Due to the programmer being unavailable, our meetings in May were cancelled. I am working with IT to resume our bi-weekly update meetings. We continue to save all electronically-submitted invoices to xtender. Paper forms are scanned by our student workers as time permits. | Kristin Yunker | |||||||||
| 2023/2024 | Finance and Operations/CFO | Business Office Fiscal Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates., 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Business Office 23-24 Goal 2 | Improve compliance with recently revised chargeback law | By 8/31/24, as a result of guidance to be received from SUNY, the COR information on the College’s website will be updated to incorporate the required county information and standard certificate of residence application as required by the recently passed legislation and as documented by our website. | In Progress – On Schedule | We were notified of the law change in early December and have reached out to SUNY for additional information and the anticipated timeline for the implementation of our changes. Update: SUNY has provided guidance. The standard application will not be ready until Fall 2024. Our website will need to include: Student Accounts is working on wording changes for the pending items, along with other changes that need to be made due to the law changes, and will submit the request to have the webpage updated. | The College continues to await the standard application form from SUNY. All other required changes have been made. SICAS is in the process of modifying the Banner forms we use to collect COR info and these will need to be tested and implemented in the coming months. We are also working with the programmers from Canusia to provide a method for ACE students to upload COR’s within their portal, or to affirm Genesee County residency. | Kristin Yunker | ||||||||||
| 2023/2024 | Finance and Operations/CFO | Business Office Student Accounts | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | BOSA 2023-2024 POA 1 | Canusia | By 6/28/24 as a result of implementation of Canusia, 50% of advanced studies registrations will be processed online via Canusia as documented by registration data. | Postponed/Waiting on Others | In February 2023, an Express Reg replacement selection committe was created. This committe included representatives from the ACE Admissions, Business, Records, and Student Accounts offices as well as the Best Center, and Banner/Ellucian consultants. The purpose of this committee was to find a replacement product for Express Reg, which was reaching it’s end of life. By June 2023, the committee selected Canusia as the replacement product. As of November 2023, the Student Accounts is waiting on regularly meetings to be scheduled to collaborate in guiding Canusia programmers in building replacement for Express Reg. | Lourdes Abaunza | |||||||||||
| 2023/2024 | Finance and Operations/CFO | Business Office Student Accounts | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | BOSA 2023-2024 POA 2 | First Day Program | By 08/31/2024 as a result of collaboration with Barnes and Noble, The College will implement the First Day Program as documented by course materials being offered at a discounted rate to students. | Postponed/Waiting on Others | As of November 2023, the College has not initiated the implementation of First Day Program with Barnes and Noble. The Bursar, Controller, and VP of Finance and Operations met with Herkimer College to learn more about the First Day Program. The VP of Finance and Operations request a quote from Barnes and Noble to see how much it would cost. The Provost was to start discussing with instructors to get their “buy in” into the program. At this time, the Student Accounts is waiting to collaborate with Barnes and Noble and other constituents in building/ implementing the First Day Program. | Lourdes Abaunza | |||||||||||
| 2023/2024 | Finance and Operations/CFO | Central Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Central Services FY24 Goal 1 | Upgrade Mail Services equipment to serve current needs | By December 2024, as a result of updating its equipment, Mail Services will improve safety, security, and efficiency of mail & package delivery. Upgrading the mail machine will comply with new USPS standards and ensure continued mail flow. A new pallet stacker will reduce loading dock congestion and improve delivery times. | Completed | The Mail Services team visited Lineage in September for a demonstration of USPS-compliant machines. They provided a quote for $23,055.50 for a Quadient iX9 with SMART software under NYS OGS contract PM 69832. With meter rental, annual maintenance, and software subscriptions, our first year will total $28,863.50. Meanwhile, Facilities has ordered a 3,300 lb capacity Doosan electric pallet stacker, ETA December. | The pallet stacker arrived in December, and the Central Services and Facilities teams received training in January. To accommodate its size, we had the Housekeeping cages removed. The new USPS-compliant mail machine was included in our FY25 capital budget request. | At our CFO’s request, the mail machine purchase was bumped up for August ’24 delivery and will be purchased out of FY24 funds. Mail Services staff will be trained on the new system, which is expected to streamline rate shopping and record keeping. The pallet stacker, however, has not proven effective due to its size and space restrictions. There is typically a high volume of deliveries and Housekeeping carts typically stored in the receiving area. | A new USPS-compliant mail machine was installed 8/2/24 and the Central Services team received training. This purchase will streamline the shipping process and improve efficiency. | Patti Furness | ||||||||
| 2023/2024 | Finance and Operations/CFO | Central Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Central Services FY24 Goal 2 | Update our primary vendor for small package shipments | By January 2024, as a result of rate shopping and leveraging NYS OGS preferred sources, Mail Services will achieve optimal pricing for small package shipments, as documented by lower pickup fees and rate comparison logs. | Completed | In September we changed our UPS “Pickup Every Weekday” option to “One-Time Pickup” as needed. This has saved us $30/week in service charges. We now use USPS and state contract vendor FedEx for small package shipments. Additionally, we still see UPS on a regular basis because the Barnes & Noble bookstore has a separate contract with them. | The Mail Services team continues to log every package shipment to ensure best pricing. The new mail machine proposed for Fall ’24 includes software that automatically compares rates for each shipment, among UPS, USPS, and FedEx. | This plan was successfully achieved, and we continue to monitor costs and processes for continued improvement. | Central Services saved the college more than $1,500 per year in service fees by dropping UPS as our primary small package carrier. We now participate in the new FedEx state contract for competitive rates and make the greatest use of USPS for shipping. All rates are manually researched and logged for continuous improvement. | Patti Furness | ||||||||
| 2023/2024 | Finance and Operations/CFO | Central Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | Central Services FY24 Goal 3 | Develop or update guidelines and operating procedures | By August 2024, as a result of collaboration and process mapping, Central Services will have developed new or updated old guidelines and operating procedures related to college work-study supervision and daily processes. We will update the Copy Center and Mail Services guides for departments and convert existing paper forms into web forms. We will promote the use of our myGCC page as a resource for current schedules and tips. | Completed | We updated Copy Center and Mail Services guides for departments. A notice was emailed to departments that they are available on our myGCC page. We also include a link to our myGCC page in email footers, and remind folks to use it as a reference. | https://gccplanning.com/frm_file/aWQ6MjE0MnxmaWxlbmFtZTpNYWlsLVNlcnZpY2VzLUd1aWRlLnBkZg==, https://gccplanning.com/frm_file/aWQ6MjE0M3xmaWxlbmFtZTpDb3B5LUNlbnRlci1HdWlkZS5wZGY= | The team has discussed our annual schedule and determined that under current circumstances, we may only need work-study assistance during summer months. The team maintains up-to-date records and procedures for their daily tasks and processes. We are drafting a standard operating procedure and checklist for work study engagement. | We established our first procedure regarding the oversight of College Work Study employees, including a confidentiality agreement and daily/weekly task checklists. | https://gccplanning.com/frm_file/aWQ6MjE0NHxmaWxlbmFtZTpDV1MtUHJvY2VkdXJlLUp1bDI0LnBkZg==, https://gccplanning.com/frm_file/aWQ6MjE0NXxmaWxlbmFtZTpDV1MtVGFzay1DaGVja2xpc3QucGRm | The Central Services team has made great strides in streamlining its processes, now that the Copy Center and Mail Services departments have combined into one. We updated our recordkeeping to online methods for better data-driven decisions, developed a SharePoint team site for effective collaboration, updated our functional guides, and made resources available through our new myGCC page. We also established a procedure for College Work Study oversight, including a confidentiality agreement and daily task checklists. | Patti Furness | ||||||
| 2023/2024 | Finance and Operations/CFO | Central Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Central Services FY24 Goal 4 | Contribute to improvement of the College color printing process | By August 2024, through collaboration with MarCom and administration, we will clarify and simplify the color printing process for GCC departments. We will develop a new print procedure that supports the SUNY Print Initiative and includes updates to Procedure 524 Color Printing guidelines; design a new online copy request form with automatic approval workflows; monitor Copy Center production machine replacement needs and explore the option of moving the Xerox PrimeLink 9070 from MarCom to the Copy Center. These efforts will allow specialized MarCom staff to focus on design work, and streamline the approval process for requesters. | In Progress – On Schedule | Patti met with Copy Center staff, MarCom staff, and managed print service providers in September and October to learn more about the current process, requirements, and equipment. Gina and Patti also met with VPDEA Justin Johnston to discuss options and timelines. The Copy Center currently uses two mono (black & white) printers aged 4 and 6 years old, and cannot accommodate a third device. The color device in MarCom is 2 years old, and has a lower lifecycle rating than production-grade printers. We will continue progress by reviewing maintenance contract terms, researching device lifespan and average monthly volumes, and revisiting the draft Print Procedure. | We collected feedback from cabinet members on a draft Print Procedure, which would replace and include updated language from Procedure 524 Color Printing Usage. Still in draft form, it outlines the overall managed print services in accordance with SUNY guidelines, including procurement of new devices, configuration standards, maintenance & supplies, and best print practices. Still in progress: Creating an online Copy Center request form with approval workflows and clear criteria for color printing; and final changes to the new Print Procedure for cabinet review. The goal is likely to replace the 6.5-year-old Canon production printer with the Xerox from MarCom when the Canon’s annual maintenance agreement expires in August. | We have arranged for Eastern MPN to move the Xerox PrimeLink color printer from MarCom to the Copy Center on 9/3/24. eWaste will pick up the old Canon on 9/4/24. We are currently making final edits to the new Print Procedure for cabinet review, with hopes to implement it with the new online Copy Request procedure effective 9/3/24. | We have clarified and simplified the color printing process for GCC departments. A new Print Procedure (Procedure 524) was approved 7/24/24, supporting the SUNY Print Initiative and updating color printing guidelines. The Xerox PrimeLink 9070 color printer was moved from MarCom to the Copy Center on 9/3/24. A new online copy request form with automatic approval workflow was introduced 9/27/24. This new process aligns with that of our peer institutions and will allow specialized MarCom staff to focus on design work and streamline the approval process for requesters. | https://gccplanning.com/frm_file/aWQ6MjE2OHxmaWxlbmFtZTpQcm9jZWR1cmUtNTI0LnBkZg== | Patti Furness | |||||||
| 2023/2024 | Finance and Operations/CFO | Human Resources | SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | HR-2023-2024-01 | Reporting Outcomes | By August 31, 2024 HR will have expanded our use of reports and reporting outcomes. This will be measured by the number of reports created and outcomes communicated. Currently we report on recruitment efforts, hiring outcomes, AAP. We will begin sharing results from Exit Interviews and New Employee discussions as more data is accumulated. Great College to work for reports are available and outcomes will be shared with the Cabinet. | In Progress – On Schedule | GCTWF power point created to share with Cabinet. AAP power point sent to VP for review and ultimately to share with cabinet. Report created for open enrollment efforts and shared with VP. Reporting continues on recruitment and advertising efforts. | Reporting continues on advertising and recruitment efforts. Results from Exit Interviews are being prepared for sharing with VP. Results from Climate survey are being reviewed to ultimately be shared with vp/ cabinet etc. | We continue to look for reports that will be valuable to the campus community. Exit Interview and New Employee | Christa Aldrich | |||||||||
| 2023/2024 | Finance and Operations/CFO | Human Resources | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | HR-2023-2024-02 | Create Efficiencies and eliminate redundancies | By August 31, 2023 HR will have worked with Computer Services to review Workflows and alternative means to complete “HR Forms”. For example Payroll Authorizations, Key Requests, Account Requests, etc. The goal will be measured by the success of finding a solution that is alternative to our current process. | Not Started | We have received an IT grant. David Lane is supposed to be coordinating this. Have heard nothing from IT. | We have identified items that we would like to streamline using a workflow in the newly purchased IT software. this project will likely take place this summer. | Items to streamline in workflows have been identified. | Christa Aldrich | |||||||||
| 2023/2024 | Finance and Operations/CFO | Human Resources | SP 5 – Campus and Community Engagement | 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | HR-2023-2024-04 | Engage the campus community with training and professional dev opportunities | By August 31, 2024 HR will have enhanced our engagement with the college community by providing increased training and professional development opportunities. Success will be measured by the # of training and development opportunities over the same period of time for last year. | In Progress – On Schedule | Currently offering monthly search committee training. This has been well attended. Working with the Best Center to arrange supervisor training to begin in Spring 24. Creating a tool for supervisors and employees to use to plan professional development needs and activities. | this spring the first in a series of supervisor trainings was held. The cohort will continue in the fall and complete in next spring 25. | Initiated a cohort to attend supervisor training. The next part of the series has been scheduled for Fall 25 to be completed in Spring 25 | Christa Aldrich | |||||||||
| 2023/2024 | Finance and Operations/CFO | Human Resources | SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | HR-2023-2024-03 | EHS planning | By August 31, 2023, HR will have completed the EHS annual compliance calendar and have created a plan for training buildings & grounds employees on safety topics. We also plan to begin administering this training. | In Progress – On Schedule | A draft of the compliance calendar has been sent to the Director of Buildings & Grounds for review. Assistant Director of HR is compiling a list of suggested training topics for buildings & grounds review and input. | A draft of the compliance calendar sent to the Director of Buildings & Grounds for review still has not been reviewed or any feedback given. Assistant Director of HR is compiled a list of suggested training topics for buildings & grounds review and input, they did not respond. Assistant Director of HR is working with Principal Clerk in B&G to track safety trainings. | A draft of the compliance calendar sent to the Director of Buildings & Grounds for review still has not been reviewed or any feedback given. Assistant Director of HR is compiled a list of suggested training topics for buildings & grounds review and input, they did not respond. Assistant Director of HR is working with Principal Clerk in B&G to track safety trainings. | Christa Aldrich | |||||||||
| 2024/2025 | Information Technology Services/ITS | Applications and Integrations | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Applications – 23/24 – 1 | Increase awareness of inclusion and diversity | By 8/31/2024 as a result of promoting awareness of diversity and inclusion by encouraging users to train and become stewards of digital equality by increasing usage of Deque University. At least 5 users will complete at least 50% of the recommended training modules as described by Deque University for basic understanding of digital equality as documented by Deque University generated reports year to year. | Not Started | Deque will be introduced at an upcoming PAD session and users will be encouraged to sign up for training and complete basic trainings. | The project to utilize DeQue for end user training was tabled until the staff was increased and timeline laid out for FY 24-25. | |||||||||||
| 2024/2025 | Information Technology Services/ITS | Applications and Integrations | SP 1 – Student Support and Success, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Applications – 23/24 – 2 | Business process improvement | By 8/31/2024 as a result of working with and analyzing at least 1 department on campus, streamline a business process. At least 1 department will complete a business process review as documented by improved business process showing a positive Return on Investment (ROI). | In Progress – On Schedule | Multiple projects fit into this space. All are moving through the implementation process and on time. 1) Business office – Improve workflow of accounts payable documentation and delivery to BO. A custom-built interface will allow divergent offices to input documentation and data required for payment and then send to BO for final approval and payment. 2) Canusia – this software will replace the existing Express Reg application that was built around SSB8. With SSB8 becoming end of life within the year, a solution was needed. Canusia will streamline the application/registration process for ACE students/parents. 3) Slate – A new CRM (Slate) was purchased to aid in recruitment of students to apply to GCC. After a few stumbling steps, a consultant will be hired to assist in design of forms, setting up the system, and training the end users to become self-sufficient when handed over at the end or the project. | The above projects have been started and are still on time. The completion date for these projects falls into FY 24-25. Both projects are meeting regularly and making progress toward the goal. | |||||||||||
| 2024/2025 | Information Technology Services/ITS | Applications and Integrations | SP 1 – Student Support and Success, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. | Apps-24/25-Goal 2 | All appropriate administrative systems will be configured to maximize responsiveness to SUNY-wide changes. | By 8/31/25, Applications will create cost-effective and scalable solutions and integrations that support the college’s and SUNY’s long-term operational sustainability. This will be accomplished by optimizing application performance to reduce server load and costs and utilizing open-source technologies and cloud-based solutions to lower infrastructure expenses. | In Progress – On Schedule | Ethos has been established as the data exchange for the Canusia project. Ethos is the newest tool to make data exchange more efficient. Applications is also very much involved with the migration of Banner to ITEC. This move will consolidate the Banner system with many other SUNY campuses creating efficiencies of scale within the ITEC data center. | Work has also begun on migrating Banner to the ITEC cloud with anticipated cut over the weekend of 7/18/25 | |||||||||||
| 2024/2025 | Information Technology Services/ITS | Applications and Integrations | SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 5 – Campus and Community Engagement | 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness., 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region., 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | Apps-24/25-Goal 1 | Establish formalized training, testing, and implementation processes within and beyond the department when appropriate. | By 8/31/25, the web team will commence comprehensive digital training for platforms and applications to assure accessibility and inclusivity, catering to the diverse needs of the college community by implementing accessibility standards (e.g., WCAG) across all web and development projects. The success of the goal will be evidenced by the number of training sessions conducted. | Not Started | Planning for the roll out of training is in process. | Training is occurring with more staff being trained on web editing. | |||||||||||
| 2024/2025 | Information Technology Services/ITS | Applications and Integrations | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Apps-24/25-Goal 3 | Initiate research for tools to maintain data compliance | By 8/31/25, Applications will research and recommend a tool to outline information on data that support the college’s and SUNY’s long-term operational sustainability, and regulatory needs. This will be accomplished by recommend a solution that will trace, catalog, and categorize incoming and outgoing applications data. | Not Started | Research has not yet started. | Research has not yet started. | |||||||||||
| 2025/2026 | Information Technology Services/ITS | Applications and Integrations | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | No KPI for this goal | Applications – 25/26 – 1 | Documentation | By 8/31/2026 as the result of weekly, monthly and adhoc working team meetings as well as individual efforts, a minimum of 36 common tasks will be documented in step by step format including links to essential references as documented by the publishing of internal and public knowledgebase articles in Team Dynamix. | Not Started | Members of the Applications and Integrations team have been preparing documentation for Banner, Canusia, Slate, the GCC web site, as well as Title II compliance requirements. | Karlyn Backus | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Applications and Integrations | SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Applications – 25/26 – 2 | Improve End User Confidence with Core College Applications | By 08/31/2026 as a result of training delivered by members of the Applications & Integrations team through Cougar Collaborators, Lunch & Learns, and the establishment of a “Funky Tech” power users group, at least 75% of all staff responding to an end of year survey report increased confidence using tools supported by the Applications & Integrations Team as documented by the survey results. | In Progress – On Schedule | The applications and integrations team has been working closely with the EITA committee to promote Title II awareness and remediation project goals as well as the Administrative Systems and Data Integrity committee to establish consistent practices for Banner maintenance. These efforts will contribute to the identification of colleague across campus who might become participants in a Funky-Tech group for professional development opportunities. | Karlyn Backus | |||||||||||
| 2025/2026 | Information Technology Services/ITS | Applications and Integrations | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | Applications – 25/26 – 3 | Plain Language Service Catalog | By 08/31/2026 as a result of reviewing current Applications & Integrations service catalog, providing incident and service request options in plain language reflective of end user needs, conducting end user focus groups, and department meetings, 90% of individuals opening an incident or service request with Applications and Integrations will report being able to access the assistance they needed directly and confidently as documented by team dynamics surveys and focus group feedback. | In Progress – On Schedule | Applications and Integrations has created or collaborated on the creation of project specific help desk tickets for three major projects (Banner migration, Canusia and Slate). Currently exploring additional product specific tickets or enhancing the existing tickets to better reflect the requests made by college stakeholders. | Karlyn Backus | |||||||||||
| 2024/2025 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | CIO-24/25-Goal 1 | Innovation Framework | Before the end of fiscal year 2024-2025, work with the IT leadership team, Cabinet, and the IT Advisory Council to cooperatively select, implement, and promote a comprehensive IT innovation framework. Create a baseline of the division’s current innovation maturity that is secure and visible to the campus community. | In Progress – Behind Schedule | Thus far I have looked into possible frameworks and have not found anything that fits what I would have imagined. In early 2025, I will revisit this top with the ITS Leadership Team and the IT Advisory Council (ITAC). | No further progress has been made. | We will revisit this topic in the final two months of the fiscal year. | We have created an Innovation Maturity Model to be used by our division. This model will be presented for review and input by members of the division and IT Governance. | Karlyn Backus | |||||||||
| 2024/2025 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | CIO-24/25-Goal 2 | ITS Roadmap | Before the end of fiscal year 2024-2025, create an interactive project and processes roadmap that is accessible to the college community. | Completed | On hold but will implement using Team Dynamix after User Requests and the Service Catalog are implemented. | We are currently working with our vendor to deploy the TDX Project Management component which will enable us to create the interactive roadmap. | Using the TDX Project Management component, we created a report which can be viewed by the GCC Community. We now need to migrate our Projects from Smartsheet to TDX. | Using our ITSM Solution’s, Team Dynamix (TDX), Project Management component, we created a report which can be viewed by the GCC Community on our Service Portal. In the next fiscal year we will populate this report by migrating our Projects from Smartsheet to TDX. | Karlyn Backus | ||||||||
| 2024/2025 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | CIO-24/25-Goal 3 | Retrospectives | Before December of 2024, establish and document a process for members of Information Technology Services to learn from and to improve upon our failures. | Completed | We have established a basic retrospective process to be utilized for ITS processes and projects. The process was worked out with the ITS leadership team based on based practices. It was then documented in our internal knowledge base and communicated to the division in our Leadership Teams channel and at the November division-wide meeting. | NA | NA | We have established and documented a retrospective process to be utilized to improve future ITS processes and projects. | Karlyn Backus | ||||||||
| 2024/2025 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | CIO-24/25-Goal 4 | Professional Development | Before the end of fiscal year 2024-2025, Work with the ITS Leadership Team to identify and train the division on a skill set that will improve the division’s performance in a key area. | Completed | At this time, only informal conversations with members of ITS and training providers have been conducted. | We have decided to train the division on ITIL 4. I’ve identified a LinkedIn Learning course that will serve as the primary source of information. I’ve also identified a book that we can use as a reference text. I’m currently in conversations with the CPD to identify a someone through COA who’s implemented the framework on their campus and could assist in leading a discussion. | Over a series of 4 one-hour meetings, with assistance from the CPD, we met to discuss what we learned from the course and how we could utilize our learning to improve our service delivery. To keep the discussion moving forward I created a series of questions which I shared with the CPD for use in a future course. A retrospective was conducted to gather feedback on the process and how to improve similar such processes in the future. | To improve our division’s service delivery, we selected ITIL 4 as our professional development topic for the year. In partnership with the SUNY CPD, every member of the division was given a book on the topic and expected to view a LinkedIn learning video to discuss with other members of the division over a series of four meetings. The CPD is now looking to replicate this course system-wide. | Karlyn Backus | ||||||||
| 2024/2025 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | T&N-24/25-Goal 1 | Connect the Main Campus to College Village via Single mode (OS2) and multi-mode (OM3) fiber (TMP 3.5) | Install 12-fiber at a minimum OS2 and preferably also OM3 fiber optic cable by August 1, 2025. Telecomm & Networks, external contractors and Building & Grounds will accomplish this goal by installation, connectorization, testing, and certification of installed cable. Accomplishment of this goal will allow a seamless connection of the College Village and Main Campus fire notification system and also the College Village and Main Campus wireless network. | Postponed/Waiting on Others | Project not yet started. | Project not yet started. | Attempted to order fiber prior to end of FY (early June) and fiber lead time is 12-14 weeks so project will be rescheduled for FY25-26. | Attempted to order fiber prior to end of FY (early June) and fiber lead time is 12-14 weeks so project will be rescheduled for FY25-26. | Tom Klotzbach | ||||||||
| 2024/2025 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 1 – Student Support and Success, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | T&N-24/25-Goal 2 | Teams calling availablity (TMP 1.6) | Implement initial Teams Calling by November 1, 2024 Telecomm & Networks, external contractors and a telecom carrier will accomplish this goal by upgrading to the required carrier service, integration with Teams (& Azure) and successful rollout, testing, training and feedback with fifteen College employees. Accomplishment of this goal will allow anytime/anywhere voice connectivity of College employees. | In Progress – Behind Schedule | lumen Voice Complete service (required for Teams Calling) not yet installed due to provisioning delays. | lumen Voice Complete service activated and legacy Converged Voice service deactivated. | A/o 06/30 Teams tenancy is setup and lumen Session Border controllers are configured; due to a firmware requirement College PBX system “Phantom 500” configuration construct will be used (required) other than ACD queues – construct allows calls to/from Teams number. Goal is to have three Teams number configured by 07/16. | Teams Calling is progressing but is behind schedule due to provisioning issues with the lumen Voice Complete service. Teams Calling test numbers are available and two numbers have been provisioned. Remaining work for this “pre-Alpha” testing is to call forwarded existing Office Number to/from Teams Calling. | As of August 1, 2025, project remains behind schedule due to 1) lumen making changes to Voice Complete services without College authorization and CV ResNet and CV additional related work. Goal is to have three Teams Calling numbers activated by 2025/08/31. | Tom Klotzbach | |||||||
| 2024/2025 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | T&N-24/25-Goal 3 | SUNY VPN connectivity upgrade from 100Mbps to 1Gbps | Upgrade the College – SUNY VPN connection by October 15, 2024. Telecomm & Networks, external contractor and SUNY will accomplish this goal by planning, setup and testing of an IPsec VPN. Accomplishment of this goal will allow ITEC-hosted BANNER to be accessed. | Completed | Initial setup | VPN setup completed so that VPN tunnel between GNC (GCC) VTC is up and operational. | VPN setup completed so that VPN tunnels between GNC (GCC) VTC and GNC (GCC) ZEN are up and operational. | Due to the cancellation of a SUNY initiative to use VeloCloud appliances for VPN connectivity, the College utilized existing hardware to establish VPN connectivity to SUNY services. Post Banner migration shows no response time issues with stable VPN connectivity. | Tom Klotzbach | ||||||||
| 2025/2026 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | T&N-24/25-Goal 4 | 802.1X implementation in a test environment (TMP 2.4) | Implement an 802.1x switch-side security solution in a test environment by May 31, 2025. Telecommunications & Networks, Systems, User Services and an external contractor will accomplish this goal by planning, setup and testing in a 3-5 switch test network environment. Accomplishment of this goal will facilitate a more secure College network necessitated by the increased use of laptops by employees and students, and allow for more secure community use of College technology resources. | Not Started | 2025 – Not yet started. | 2025 – Not yet started. | 2025 – Not yet started. | This POA Goal is being re-scheduled for late 2026 (completion by 12/31) | This POA Goal is being re-scheduled for late 2025 (completion by 12/31) | Tom Klotzbach | |||||||
| 2024/2025 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | T&N-24/25-Goal 5 | Developing/expanding a process for network recovery (TMP 2.5) | More fully formalize a network recovery process by December 31, 2024. TMP 2.5 Telecommunications & Networks will accomplish this goal by documenting ITS-wide the network recovery for commonly used network switches and remote power controllers and establish a testing protocol. Accomplishment of this goal will ensure the process for network recovery is maintained current and available. | In Progress – Behind Schedule | Not started | Steps for switch recovery verified during President’s Day MDD. | No further progress; will again pursue after 08/01. | A network recovery process is initiated and verified every major maintenance day (in October, February, June) and has been successful and documentation will be formalized to memorialize the recovery process for selected firewall, switch and wireless gear. | By 2025/08/31 a Knowledge Base article will be completed on network recovery process (with an emphasis on switch gear). | Tom Klotzbach | |||||||
| 2024/2025 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 1 – Student Support and Success, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | T&N-24/25-Goal 6 | Support transition of CV ResNet and support services to College O&M | Support transition of CV ResNet and support services to College O&M by August 1, 2025. Telecomm & Networks, User Services, College Village staff and an external contractor will accomplish this goal by planning, setup and testing of a College wireless network / other content delivery systems and Helpdesk support. Accomplishment of this goal will more tightly integrate College resources for CV residents and provide annual cost efficiencies for support and maintenance of wireless network / other content delivery systems and Helpdesk support. | In Progress – On Schedule | In progress. | In progress. | In progress – On schedule. A/o 06/30, Birch and Hemlock are operational on GCC managed wireless network; all other buildings have GCC managed switched installed; three (3) other buildings have Wireless Access Points installed; remaining WAPs and mounting brackets o/o 07/03; waiting for quote from VAR for additional WAP licensing. | Wireless Access Points have been installed in all residence halls and tested; an order to increase College Wireless Internet Connection (CWIC) from 1 -> 2Gbps has been placed and order will be completed by 2025/08/21; a firewall to support CWIC capacity > 1Gbps will be installed by 2025/08/19; wireless signal surveys are being conducted in all residence halls to verify wireless coverage. | Failure of a support provider (Advance 2000) required engagement with alternate provider (Netway). Alternate provider completed tasks in a timely manner. | Tom Klotzbach | |||||||
| 2025/2026 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | No KPI for this goal | CIO-25/26-Goal 1 | TMP Dashboard | Before the end of calendar year 2025, create a dashboard to track progress towards achievement of the Technology Master Plan (TMP). Share your insights with the President, Cabinet, the IT Advisory Council Executive Committee, the Institutional Effectiveness Committee, and the members of the Information Technology Services. | In Progress – Behind Schedule | A PowerBI dashboard has been created with a basic structure to track the main pillars and overall progress has been completed. Measures for the specific goals within the pillars now need to be completed. | Nikolas Varrone | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | No KPI for this goal | CIO-25/26-Goal 2 | Project Pipeline | Before the end of fiscal year 25-26, with feedback from key stakeholders including the IT Advisory Council Executive Committee, create a transparent innovation pipeline to identify, evaluate, prioritize, and implement technology solutions to enhance, improve, or replace legacy systems and processes. | Not Started | Not started. | Nikolas Varrone | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | 2.2.1: By August 2028, provide evidence of ongoing faculty participation in professional development opportunities targeted at improving teaching effectiveness and student learning across modalities., 2.2.2: By August 2028, provide evidence of ongoing staff participation in professional development opportunities targeted at improving the student experience. | CIO-25/26-Goal 3 | Innovation Center | In partnership with the Provost, Space Committee, and other key stakeholders, create the framework for a campus innovation center to inspire, encourage, and support collaboration around emergent technologies and methodologies. | In Progress – On Schedule | Early conversations on how such a space would be have been conducted. | Nikolas Varrone | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Chief Information Officer/CIO | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | No KPI for this goal | CIO-25/26-Goal 4 | ITS Resource Management | To improve resource management within my division, complete training to increase my understanding of related ITIL 4 practices. Share your findings with the President, the IT Advisory Council Executive Committee, the Institutional Effectiveness Committee, and the members of the Information Technology Services. | Not Started | Not started. | Nikolas Varrone | ||||||||||
| 2024/2025 | Information Technology Services/ITS | Institutional Research and Planning | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | IRP-24/25-Goal 1 | External Reporting Compliance | By July 31, 2025, as a result of submitting 100% of externally mandated reports on time and error-free, GCC will remain in full compliance with reporting requirements dictated by SUNY, NYSED, USDOE, and Middle States as demonstrated by completion confirmation messages for each submission from the external stakeholder. | Completed | IRP has completed or assisted with 31 mandatory external reports from the start of the academic year to the November progress report. | As of February 26, 2025, IRP remains in full compliance with our external reporting mandates. We have submitted 53 external reports or surveys to date. | As of the June reporting period, IRP remains in full compliance with our external reporting mandates. We have submitted 83 mandatory external reports. | IRP continues to meet its reporting obligations. Each year SUNY, NYSED, the Federal government, or other external agencies add to the number of submitted reports. This year was no exception. In addition to our regular rotation, several new surveys were implemented by SUNY to collect High Impact Practices (HIP) information. Like every other office at the College, IRP is also adjusting for the forthcoming changes from the Banner migration to ITEC. Nevertheless, IRP remains committed to submitting high-quality reports on time and accurately. | Tom Kinsey | ||||||||
| 2024/2025 | Information Technology Services/ITS | Institutional Research and Planning | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness., 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region. | IRP-24/25-Goal 2 | GSI and Argos Dashboard Documentation | By July 31, 2025, after identifying 100% of the existing GSI and Argos dashboards, IRP staff will post new or updated documentation for at least 25% of the dashboards available to all GCC staff. | Completed | IRP continues to assess our current reports in Argos and GSI. Team Dynamix (TDX) has just recently opened for development and will be in use January 2025.The department will begin writing articles about GSI and Argos as we learn how to use TDX. | As of the February reporting period, IRP is in the process of identifying dashboards that need updates. We will be using both TDX and documentation within Argos and GSI to update information. We have made updates to information on the Welcome to GCC Reporting page in Oracle Business Intelligence software. | As of the June reporting period, IRP has identified several dashboards that needed to be updated. To provide the latest information on these and other dashboards, IRP has published 33 number of Knowledge Base articles. These published articles also include a documentation of Genesee Strategic Intelligence (GSI) dashboards in the GSI Roadmap article. Several dashboards were updated in GSI, and the KB articles reflect these changes. | IRP continues to improve and refine its existing dashboards in GSI and Argos, and the department also has been able to add several new dashboards and reports. We have published 19 articles in the Team Dynamix (TDX) knowledge base (KB) on the GSI dashboards, which include Factbook-Enrollment, Factbook-Outcomes, MIS, and Program dashboards. We have also published 4 articles on Argos dashboards. These knowledge base articles are available for all staff and faculty to use to enhance their knowledge of how to use and interpret institutional data. | Tom Kinsey | ||||||||
| 2024/2025 | Information Technology Services/ITS | Institutional Research and Planning | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | IRP-24/25-Goal 3 | Team Dynamic (TDX) Documentation to Replace the myGCC > Institutional Effectiveness > Tutorials/Guide/Resources Page | By July 31, 2025, the IRP department will review and replace 100% of the documents currently available on myGCC > Institutional Effectiveness > Tutorial/Guides/Resources. This documentation will exist as easy-to-search Team Dynamix (TDX) articles, and the Tutorial/Guides/Resources page will be discontinued. | Completed | Team Dynamix has just recently opened for development and will be in use January 2025. IRP is continuing to gather information on end users’ reporting needs, and the department will begin writing articles very soon. | As of the February reporting period, IRP has written 8 articles in TDX. Most of these articles will replace what is currently available in myGCC > Institutional Effectiveness > Tutorials/Guides/Resources. The IRP has begun to discuss how to rewrite the page, since it is the index page for the IE site. | As of the June reporting period, IRP has published 33 Knowledge Base articles. These published articles also include a documentation of Genesee Strategic Intelligence (GSI) dashboards in the GSI Roadmap article. Several dashboards were updated in GSI, and the KB articles reflect these changes. IRP is also in the process of rewriting the Tutorials/Guide/Resources Page on IE. | Through publishing a total of 34 articles in the Team Dynamix (TDX) Knowledge Base (KB), IRP has successfully replaced the documents available in myGCC and added to its repository of knowledge. Additionally, the department is in the process of revising the Institutional Effectiveness SharePoint site to completely revamp its usability. Information that once existed on the Tutorials/Guides/Resources page now exist as KB articles and can easily be accessed through links on the updated Institutional Effectiveness pages. | Tom Kinsey | ||||||||
| 2024/2025 | Information Technology Services/ITS | Institutional Research and Planning | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | IRP-24/25-Goal 4 | Video Documentation in Team Dynamix (TDX) | By July 31, 2025, the IRP department will create at least 6 videos to add to its video library in support of the documentation available in Team Dynamic (TDX). | Completed | IRP has established its Panopto account and will begin recording and uploading videos to its library soon. These will be linked to Team Dynamix (TDX) articles to help end users who have different learning styles. | As of the February reporting period, IRP continues to discuss building its video library. | As of the June reporting period, IRP has created 5 videos in Panopto. | IRP has created 6 videos in Panopto and continues to create new videos for short tutorials. Faculty and staff can use these videos to enhance their understanding of how to use GSI, Argos, and other products. | Tom Kinsey | ||||||||
| 2025/2026 | Information Technology Services/ITS | Institutional Research and Planning | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | No KPI for this goal | IRP-25/26-Goal 1 | External Reporting Compliance | By August 31, 2026, as a result of changes impacting data processing such as the ITEC Banner and ODS migrations and changes in federal regulations impacting higher education, the IRP office will adjust its methodology to continue meeting its external reporting obligations, by submitting 100% of mandated reports on time and error-free, to remain in full compliance with reporting requirements dictated by SUNY, NYSED, USDOE, and Middle States as documented by completion confirmation messages for each submission from each stakeholder. | Not Started | As of November 2025, IRP remains in compliance with its mandated external reports. The IRP office has submitted 35 mandated reports. | As of February 2026, IRP remains in compliance with its mandated external reports. The IRP office has submitted 60 mandated reports since the start of the academic year. | Tom Kinsey | |||||||||
| 2025/2026 | Information Technology Services/ITS | Institutional Research and Planning | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | 2.2.2: By August 2028, provide evidence of ongoing staff participation in professional development opportunities targeted at improving the student experience. | IRP-25/26-Goal 2 | Facilitate User Data Literacy | By August 31, 2026, as a result of reviewing IRP’s training processes, IRP will offer at least 10 training sessions that will facilitate user data literacy in products such as GSI, Argos, GCCPlanning, and Slate, as documented by attendance records, new or updated KB articles, or recordings of the training sessions. | In Progress – On Schedule | As of November 2025, IRP has conducted at least 6 trainings on GSI, Argos, and other reporting technologies. | As of February 2026, IRP has conducted at least 6 trainings on GSI, Argos, and other reporting technologies. | Tom Kinsey | |||||||||
| 2025/2026 | Information Technology Services/ITS | Institutional Research and Planning | SP 1 – Student Support and Success | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. | No KPI for this goal | IRP-25/26-Goal3 | Development or Improvement of New or Existing Dashboards for Student Outcomes | By August 31, 2026, as a result of working with IT programmers to develop new facts or functions, IRP will create or improve at least 5 dashboards in products such as GSI, Argos, or Slate, to support enrollment, retention, and completion efforts for initiatives such as the CARTS non-traditional student population; these efforts will be documented through the new or improved dashboards. | In Progress – On Schedule | As of November 2025, the IRP office continues to work on dashboards to help offices with their reporting needs. For example, we are working on the SUNY Reconnect dashboard in Argos, which identifies students who could potentially receive Reconnect dollars. We continue to tweak other dashboards and sources of data as necessary. | Due to sunsetting of OBIEE technology (known as GSI), IRP is working on developing new official reports in Power BI. We are in the processing of developing new reports in Power BI to replace the official institutional research reports in OBIEE. We are working with a selection committee to review vendor proposals to help us migrate certain dashboards from OBIEE to Power BI. We hope to have all relevant OBIEE dashboards migrated to Power BI by the end of the fiscal year. | Tom Kinsey | |||||||||
| 2024/2025 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 2 – Teaching and Learning, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | MATS-2024/2025-Goal 4 | Knowledge Base and Service Catalog | Compose articles for all MATS services (offered within FY25) for the Service Catalog and at least 15 MATS Knowledge Base articles for the MATS, and work with ITS catalog to add these to the new ITSM system [ITS MP 3.2] | Completed | MATS is using templates created by the TDX implementation team to begin drafting Service Catalog and Knowledge Base articles. Thus far, we have 10+ Knowledge Base articles and 3 Service Catalog articles. | We have created TDX Service Catalog articles and request forms for 15 MATS services, which represent all we currently offer. Further, we have coordinated with the Events Office and MarComm office to be exclusive originators of Event AV and Post Content to Digital Signage requests– that is, parties first consult those offices with their MATS requests, then those office representatives submit the actual Service requests to MATS via TDX. This has resulted in consistent, complete, and accurate requests that MATS may act upon to deliver quality services. Further, MATS has created 22 Knowledge Base (external use) articles and 10 KB internal articles (for MATS/ITS staff use), all which are active and being used to inform and guide. | Team has composed and posted at least 30 Service Catalog (SC) and Knowledge Base (KB) articles to TDX. Forms were created for all services and automation was set up for several forms– e.g., Event AV requests assigned to Liz upon receipt. Greg created a MATS tickets dashboard to track open/unassigned, assigned to each team member, submitted by Greg, and closed MATS tickets. He also created a counter to calculate the running number of closed tickets of each MATS service. Some KB articles document internal MATS processes to use by MATS and other ITS staff. | MATS’ catalog of current services, with request forms, is up-to-date and complete. All services MATS offers are in the SC. Team members respond to and resolve requests throughout each work day and keep tickets updated. They also frequently consult KB articles to recall a process or to update or create new KB documents. More than 70% of MATS’ processes and procedures are now documented. The SC and KB resources and the operation of the TDX system have greatly improved MATS’ response times to incidents and requests as well as how it tracks tickets throughout their life cycle. | Greg Brooks | ||||||||
| 2024/2025 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 2 – Teaching and Learning, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | MATS-2024/2025-Goal 3 | Plan and track service and software renewals and pertinent hardware driver and firmware upgrades | Compose documents and timelines to plan and track the renewal of 100% of MATS software licenses and service agreements and updating AV hardware drivers and firmware, thereby improving efficiency, efficacy, and risk management. [ITS MP 2.3] | Completed | Liz Cole and Carla Earle are compiling a spreadsheet of software that are funded by MATS, along with titles, quantity of licenses, effective and renewal dates, who is using them and for what purpose, current vendor representative name and contact information. | MATS used the software spreadsheet created in Fall 2024 to create “projects” for each software renewal period in MATS’ ITS Projects Status system. MATS uses Smartsheet’s timeline feature to track upcoming software renewals and making necessary renewal arrangements on time. | We have kept the subscription spreadsheet updated and have referenced it during the year. We have used this sheet to create “projects” for each renewal on our Smartsheet timeline. As a result, services have been renewed in a timely fashion. We also have a ready list to consult when considering what services to continue and discontinue, as well as what services may still be needed. | This goal has been fully met and has improved MATS’ efficiency, efficacy, and risk management with respect to software subscriptions. | Greg Brooks | ||||||||
| 2024/2025 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 2 – Teaching and Learning, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development., 2.3 – Leverage continuous assessment outcomes to ensure dynamic adaptation of courses and programs. 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | MATS-2024/2024-Goal 2 | User Feedback | MATS staff will deliver quality, timely, and friendly service to internal and external customers, resulting in at least a 5% increase in feedback scores and positive comments. [ITS MP 1.3] | In Progress – On Schedule | Thus far, MATS has deliver quality, timely, and friendly service to a number of internal and external customers, from supporting events to troubleshooting and resolving issues in classrooms. We also have implemented a 1-2 times weekly “AV audit” process in classrooms and meeting rooms to proactively verify that AV hardware is performing properly and to address the problem…. or to flag the room and notify the Events and Academic area offices. | MATS is meeting or exceeding customer expectations, as submitted feedback surveys rate staff as 4 or 5 out of 5, and comments are favorable and appreciative. | We collaborated with MarCom on digital signage requests– content creators now originate requests with Marcom. After ensuring the content meets Marcom/GCC standards, Marcom forwards the content to MATS via TDX. We collaborated with Events AV- all MATS requests now originate with Events. Events identifies MATS services needed and submits a TDX to MATS. Both these service requests are automated, so incoming requests go directly to Liz to process. | TDX has allowed MATS to more effectively manage and monitor service requests and to successfully close them more quickly and with higher customer satisfaction. Completed surveys and in-ticket comments serve as evidence of this success. | Greg Brooks | ||||||||
| 2024/2025 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 2 – Teaching and Learning | 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | MATS-2024/2025-Goal 1 | Deployed MATS hardware will have an uptime of at least 80% | Deployed MATS hardware will have an uptime of at least 80% [ITS MP 1.3] | In Progress – On Schedule | MATS had 4 reports of equipment problems between 9/1/24 and 11/30/24. All problems were resolved in a timely manner. | Meeting goal of nearly all hardware being up 80%+ of the time. 5 MATS hardware issues from SNOW system and 11 MATS hardware issues from TDX system, from January 2025 (start up) to February 5, 2025. Most issues were resolved within 2 business days. A few issues resulted in the need to replace broken hardware. For instance, the RCCA lobby center TV’s failing display was reported on 1/14/25. A new TV was ordered and arrived on 2/4/25, and MATS is working with Facilities for it to be installed and the broken TV to be recycled. T122’s rear wall camera was reported as not functioning on 1/13/25. MATS placed a temporary camera until the problem with the wall camera can be resolved. We are working with Facilities and Telecomm & Networking to identify if the problem is PoE, or if the problem is the balun or the camera itself. | We continued to meet uptime of 80%+. It should be noted some older hardware unexpectedly failed this spring– notably Crestron DMPS unit in T121 and the projector in T102 (still functional but has developed a fatal “digital sneeze”). The DMPS unit, and about 49 others across the GCC campuses, will no longer receive manufacturer support by mid-Fall 2025. We are planning to purchase and configure and install 2 units this summer (T102 and T121) and more in FY26. We also will replace the T102 projector this summer. | MATS has proactively and reactively addressed AV hardware health this year. We have maintained 80% hardware uptime. From September 2024-January 2025, we training and utilized two student workers to conduct frequent AV checks in classrooms and to report problems to MATS staff to address. This process greatly improved MATS’ ability to address problems before they were reported as incidents. The new RMM system will help MATS monitor connected hardware 24×7 and generate daily reports of hardware health, which will help us be more proactive. Depending on the RMM system we implement, it also may help us automatically and remotely deploy firmware updates and identify units that need software updates from our US department colleagues. | Greg Brooks | ||||||||
| 2024/2025 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 2 – Teaching and Learning, SP 5 – Campus and Community Engagement | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region. | MATS-2024/2025-Goal 5 | Professional Development | Each MATS staff member will engage in weekly 1:1 and department meetings as well as complete at least 5 hours of professional development, relevant to their current job responsibilities as well as other pertinent areas within the MATS service area that are of professional interest. [ITS MP 3.3] | In Progress – On Schedule | We have completed weekly 1:1 and team meetings nearly every week. One employee has missed 2-3 1:1 and team meetings due to absences. One employee has completed more than 5 hours of professional development and has earned certification from a partner vendor. Greg has completed 5+ hours of PD– include project management continuing education webinars and fall 2024 sessions that are part of the BEST Center’s Supervisor Certification program. | MATS continues weekly 1:1 and team meetings. There have been a few rescheduled meetings due to staff absences. There have been two missed 1:1 with one employee due to absences/scheduling. The team meeting has been cancelled three times due to holidays and Spring PAD. One employee has completed at least two hours of professional development with Q-Sys and virtual reality applications. This one employee and Greg have worked with the other employee to offer additional training on SnipeIT and AxisTV. All employees participated in at least two hours of formal (GCC-led) and informal (independently watch vendor videos and practice with system) training on the new TDX system. We have discussed and either addressed or reached out internally for help regarding TDX roll-out and any challenges. A positive TDX experience thus far, making minor tweaks and adjustments within TDX or our process/procedures for addressing TDX tickets and further build-out of SC and KB articles. | Continued holding at least 85% of scheduled 1:1 and team meetings– some missed due to illness, events/AV problems requiring attention. Puck and Liz voluntarily set weekly meetings to discuss their progress, needs, and ideas, which I take as a very positive development. I believe all these meetings have had a positive impact on team members’ professional relationships– we are comfortable talking with each other about issues, often collaborate on problem-solving and initiatives, and respect one another as individuals and members of a team with a shared goal of delivering excellent customer service. Each staff member has completed at least 5 hours of PD. Liz- ALMA, TDX, ITIL 4, Getting Things Done (book). Puck- CLO3, TDX, Crestron, Power Automate, ITIL 4, Getting Things Done. Greg- PM, TDX, Power Automate, Getting Things Done. | The MATS team grew in FY25, as individuals and as a team (department and division), through regular weekly “high value” meetings and professional development opportunities. We grew our knowledge and skills to improve the type and quality of work we needed to do (e.g., CLO3 for PIA-grant supported VR project, TDX to manage help tickets, service requests, knowledge base). We improved trust in one another as colleagues who can help us with work tasks and challenges. The end result is a well-oiled team of knowledgeable, skilled, caring, and dedicated staff who put customer service first. | Greg Brooks | ||||||||
| 2025/2026 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | MATS 25-26- Goal 1 | Remote Monitoring and Managing of Networkable AV Hardware | Implement a Remote Monitoring and Managing (RMM) system with at least 10% of the Batavia campus’ networkable AV hardware, resulting in department maintaining this hardware’s uptime at 80% or better. [GCC Strategic Priority 4. ITS MP 1.3, 1.31] | In Progress – On Schedule | After reviewing RMM options, we entered into a 1-year agreement with Domotz. Thus far, we have added 215 managed devices to the system, and we are holding progress meetings with the vendor as needed for guidance. We are collaborating with our Telecomm and Systems to stand-up/install, configure, test, and adjust network connections and settings as well as physical servers. The system is alerting us to devices experiencing technical problems, allowing us to resolve the matters efficiently and quickly– e.g., digital signage components powered off. Once we resolve basic hardware and network connection and configuration matters, we will shift attention to setting up customized reporting processes. We plan to add more hardware to the system in Spring 2026– which will require additional network connections– so we are working with Telecomm to plan the scope of work. | We continue to partner with our T&N colleagues to stand-up the Phase 1 of RMM implementation, now consisting of over 130 manageable assets, including in-class AV hardware and digital signage hardware. We are hoping to add new assets this FY, but this will be guided by availability of T&N to add new network drops and for MATS to add additional switches. | Greg Brooks | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | MATS 25-26- Goal 2 | Academic and Administrative Spaces and AV Tiers | With guidance from the Provost and other senior leadership, develop a clear system to classify academic and administrative spaces in AV “tiers.” Use this to improve processes for identifying and approving AV requests and/or upgrades to a space. Implement these tools and processes to develop MATS’s FY27 AV projects capital request and to complete approved capital projects. The result will be “met or exceeded goal” as reported by the Provost, CIO, and other senior leadership. [GCC Strategic Priority 4, 5. ITS MP 1.3, 1.32] | In Progress – On Schedule | Prepared draft documents for AV Tiers and Room Spaces. Also prepared a spreadsheet documenting key AV hardware present in rooms, along with data-based recommendations for updates through FY27 capital budget. Submitted all to CIO for review and to share with CFO and Provost. | Before the December holiday, MATS worked with the CIO and, by request, had deans identify which classrooms on the spreadsheet were their top priorities for AV upgrade. MATS is awaiting word from the CIO– now an interim CIO– on how senior leadership wishes to proceed with potential classroom AV upgrades in FY27. | Greg Brooks | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | MATS 25-26-Goal 3 | MATS Asset Management | Utilize resources like remote monitoring and asset inventory management (e.g., SnipeIT, TeamDynamix) to identify AV hardware, systems, and firmware/software that are currently past or within one year of end of life and/or manufacturer support. Create a detailed proposal of changes that would keep identified assets up-to-date at least 90% of the time to minimize security risks. Implement this plan toward meeting the 90% uptime goal as budgeted funds will permit. [GCC Strategic Priority 4. ITS MP 2.3] | In Progress – On Schedule | We launched the Domotz RMM system and are working to adjust configurations to ensure consistent, accurate, and actionable information. It already has helped us identify digital signage hardware that unexpectedly powered down or got stuck during reboot, allowing our team to quickly identify and resolve the problem. Once we refine the configurations and set up additional automated problem reports, this process will become even more efficient. We have used the SnipeIT2 asset management tool to help us prepare a spreadsheet indicating the age/model of key AV hardware in rooms, along with data-driven recommendations for AV system or individual hardware upgrades. | In addition to Phase 1 of the RMM system, MATS also created a detailed spreadsheet that identifies key AV hardware in Batavia classrooms/meeting rooms, along with a heat-map coding tool to identify replacement priority levels– high, medium, current/steady. This is the same spreadsheet shared with senior leadership to serve as a guide to prioritizing AV upgrades for FY27. | Greg Brooks | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | MATS 25-26- Goal 4 | AV upgrade/replacement | Utilize GCC’s AV hardware inventory data and AV hardware manufacturer recommendations to create lists of hardware/installation date, estimated end of life, and an ideal timeframe for upgrade or replacement for at least 60% of rooms with installed AV systems. [GCC Strategic Priority 4. ITS MP 3] | In Progress – On Schedule | We have created an AV hardware inventory data spreadsheet, indicating hardware and age, utilizing heat-map labels (essentially indicating: critical, aged, okay), along with recommendations for upgrades. Submitted this to the CIO to review and to share with other senior leadership. | MATS further reminded the spreadsheet in December 2025 before submitting it to the CIO again for review and next steps. | Greg Brooks | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | MATS 25 26-Goal 5 | MATS TDX Service Catalog and Knowledge Base Articles/Forms | Update and/or create at least 15 TDX Knowledge Base, and at least 4 Service Catalog, articles/forms related to MATS services, hardware, software, processes, and procedures that assist staff and others in utilizing these resources to meet or exceed teaching, learning, and working goals, as evidenced by solicited and unsolicted feedback through vehicles such as TDX surveys and emais. [GCC Strategic Priority 4, 5. ITS MP 3.2] | Not Started | The MATS team has created over 20 TDX Knowledge Base articles, both public and internal, addressing topics from how to complete a self-guided room AV check to procedures involved in posting content to the digital signage system. We also are in the process of reviewing our Service Catalog offerings, with an eye on removing, modifying, merging, and adding items based on current and expected client, team member, and divisional needs. We are reviewing drafts of new department Communication Management, Event AV Management, and Financial Management plans, which will become internal KB articles once approved. We also are developing and implementing forms and processes to document our actions, ensure we are following college policies and procedures, and to more clearly communicate with others. | MATS has developed Event AV management KB articles (internal and external use) and revised workflow processes and tie-ins with Microsoft Forms. We have received IRB approval for information gathering and feedback forms. We also created a new TDX service request form for the Events Office to complete. With an unexpected change in CIO, we are putting any effort to implement these changes on hold for the time being. We also developed and implemented KB articles and processes for managing finances/purchases and communications, which we have implemented in practice. | Greg Brooks | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Media & Academic Technologies Services (MATS) | SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | MATS 25-26-Goal 6 | MATS Customer Service | MATS staff will deliver quality, timely, and friendly service and provide clear and relevant knowledge base resources, which end-users rate as “satisfactory” or higher in solicited and unsolicited feedback. Regarding services, attain a 50%+ first-contact resolution rate. [GCC Strategic Priority 4, 5. ITS MP 3.3] | In Progress – On Schedule | Feedback gathered by the TDX system rates MATS’ services as excellent (5) or good (4), and often include thanks to the specific staff member who provided the service. MATS has prepared and piloted an MS Forms feedback survey, which has rated us 5 stars. Email feedback has been similarly favorable, expressing appreciation for the time and attention MATS staff devoted to helping end-users with room AV. MATS recently updated its event management calendar to include references to “high stakes events,” which typically are held in certain classrooms, involve more complex AV arrangements (e.g., remote conferencing, sharing digital content, accommodating multiple speakers in different rooms, and the use of non-GCC hardware). The MATS Director provides on-site service. MATS also developed two AV checklists- internal- MATS staff check the room in advance. client-facing: independent or MATS-collaborative check 30 minutes prior to event start time. Results have been very positive. | TDX surveys consistently show ratings of 4 or 5 (out of 5) for MATS staff regarding service tickets. We also have received feedback from client event coordinators regarding Event AV services in particular- of a total of 16 surveys received, we have received 14 “5” and 1 “4” scores, with numerous positive comments regarding our service. | Greg Brooks | ||||||||||
| 2024/2025 | Information Technology Services/ITS | Systems and Identity Management | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Systems-24/25-Goal 1 | Endpoint Management | Implement InTune Endpoint Management by creating device super-groups and baseline policies, thereby enabling enrollment for 50% of all desktops, laptops and tablets by May 31, 2025 | In Progress – On Schedule | New device OUs have been created. Work has started on creating and testing management configurations. Next step will be to define a pilot group of machines for initial rollout once the configurations have been completed and gone through internal testing. | InTune administrative groups and device groups creation completed. Meeting series scheduled for Systems and User Services to start joint testing in March to validate role permissions and device configurations. Test device group identified. | Unforeseen personnel issues and technical complications with migrating away from Microsoft’s System Center Configuration Manager (SCCM) prevented us from actually implementing the Intune Endpoint Management, despite having laid the groundwork. A replan has been started and we are soliciting information from other campuses that migrated from similar environments. | Mausul Hay | |||||||||
| 2024/2025 | Information Technology Services/ITS | Systems and Identity Management | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Systems-24/25-Goal 2 | Systems Monitoring | Develop and be able to demonstrate as operational, a functional rudimentary uptime tracking system for critical servers by Feb 28, 2025. | In Progress – On Schedule | Form has been developed; need to update with recent incidents. In some cases, tickets were not created, incidents were only tracked in TEAMS. Will need to improve discipline in creating tickets for ALL incidents. | Tracking form developed. Tracking process discipline needs to be formalized. | https://gccplanning.com/frm_file/aWQ6MjIzNHxmaWxlbmFtZTpTeXN0ZW1zLVVwdGltZS1UcmFja2luZy0yLnhsc3g= | A simple tracking form had been created and shared with our leadership team. A few entries were made, but consistent tracking had not started until August ’25. | Mausul Hay | ||||||||
| 2024/2025 | Information Technology Services/ITS | Systems and Identity Management | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | Systems-24/25-Goal 3 | Cybersecurity Risk Reduction | Using CIS 2.0 Framework as assessment tool, reduce IG1 red gaps by at least 50% by May 31, 2025; map those reductions to the NIST 800-171 framework | Completed | The subjective initial assessment using the CIS framework is completed. The mapping to the NIST framework is work in progress. Additionally, a baseline PENTEST has been initiated to further quantify our security posture. A report will be compiled detailing the results | A PenTest was conducted in December to baseline the college’s security posture and several findings were uncovered. Our systems team has consulted with iTech to perform remediation. Remediation work is 75% complete on the Critical findings and 50% complete on those rated High. A follow-up PenTest is already scheduled for November 2025. | A review completed on May 20, 2025 revealed a reduction of RED IG1 controls from 16 to 8, YELLOW controls from 42 to 35 and an increase of GREEN controls from 8 to 23, compared to the review performed in August 2024. Regarding the PENTEST remediation activities, 4 of the 5 CRITICAL findings have been remediated, the remaining one has ties to critical legacy functionality and needs more time to completely remediate. 3 of 5 HIGH and 3 of 4 MEDIUM findings were also remediated or have mitigating controls implemented. | https://gccplanning.com/frm_file/aWQ6MjMwMHxmaWxlbmFtZTpDSVNfQ29udHJvbHNfdjguMV9NYXBwaW5nX3RvXzgwMF8xNzFfUmV2Ml82XzIwMjQtTUgtQXNzZXNzbWVudC0yMDI1MDUyMC54bHN4 | Systems & Identity Management has made important strides towards improving GCC’s security posture. Both a self-assessment and a formal Pentest by the SUNY SOC were conducted and targets set to address findings. We were able to exceed the desired targets. These efforts to further improve will continue into the new fiscal year. | The improvements made were implemented without incurring any spending above the allocated 24/25 budget | Beyond the identified security objectives, additional actions had to be taken to address mid-year SPAM/phishing campaigns that targeted primarily student accounts. Mitigating controls quickly curtailed those activities. A security education program for faculty, staff and students is in the design stages and will be rolled out in the new fiscal year. | Mausul Hay | |||||
| 2025/2026 | Information Technology Services/ITS | Systems and Identity Management | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 4.2.2: Annually, identify and implement at least one process improvement effort, as proposed by the Institutional Effectiveness committee, to manage the college campus operations and programs with a sustainable and collaborative approach. | Systems-25/26-Goal 1 | Critical Systems Backup Process | By June 30th, 2026, develop and document the backup for critical server systems; process should include a schedule for testing recovery. | In Progress – Behind Schedule | Systems identified, but uncertainty introduced due to the unexpected significant cost increases for replacing our Virtual Device Infrastructure requires a pause; if finance constraints force a change, the entire process will likely change. | Mausul Hay | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Systems and Identity Management | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 4.2.2: Annually, identify and implement at least one process improvement effort, as proposed by the Institutional Effectiveness committee, to manage the college campus operations and programs with a sustainable and collaborative approach. | Systems-25/26-Goal 2 | Privilege Access Management | By December 31st, 2025, evaluate and select a solution for addressing the need for temporary privilege escalation on endpoints in select situations to minimize the need for User Services or Systems Admins to personally logon to perform activities. The solution to be implemented in 26/27 fiscal year. | In Progress – Behind Schedule | Testing of the AdminByRequest solution still in progress. ABR offers a perpetual free 25-seat license, other solutions require full application setup with 30-day trial. | Mausul Hay | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Systems and Identity Management | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 4.2.2: Annually, identify and implement at least one process improvement effort, as proposed by the Institutional Effectiveness committee, to manage the college campus operations and programs with a sustainable and collaborative approach. | Systems-25/26-Goal 3 | Certificate & Key Management | By March 31st, 2026, complete assessment and selection of a Certificate & Key Management System for implementation in 26/27 fiscal year | In Progress – Behind Schedule | Demos scheduled, assessment not yet started | Mausul Hay | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Telecommunications and Networks | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | T&N-25/26-Goal 1 | Teams Calling Pilot | By 2026/02/15, lead and work with other Team Telecomm members to support the migration of selected users for an Alpha and Beta Teams Calling pilot including familiarization and assistance of pilot objectives, common Teams Calling management tasks, and collaboration and support with participants. This is the highest priority project from 2026/01/01 – 2026/02/15. | In Progress – On Schedule | Held meeting with Team Telecomm; meeting scheduled for 2026/01/30 (re-scheduled from 01/24) with lumen to get sanity check on VM setup, operational blockers. | Tom Klotzbach | |||||||||||
| 2025/2026 | Information Technology Services/ITS | Telecommunications and Networks | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 4.2.2: Annually, identify and implement at least one process improvement effort, as proposed by the Institutional Effectiveness committee, to manage the college campus operations and programs with a sustainable and collaborative approach. | T&N-25/26-Goal 2 | Connectorize existing installed fiber to take advantage of 10Gbps connectivity | By 2026/07/3, connectorize existing installed OM3 fiber in S109 and D200, to take advantage of 10Gbps connectivity. Additionally, run OM3 fiber from T209 to T107 and connectorize to to take advantage of 10Gbps connectivity. | Not Started | Not yet started. | Tom Klotzbach | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Telecommunications and Networks | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 4.2.2: Annually, identify and implement at least one process improvement effort, as proposed by the Institutional Effectiveness committee, to manage the college campus operations and programs with a sustainable and collaborative approach. | T&N-25/26-Goal 3 | Decommission of Arcade (WCCA) Campus Center | Lead the project to decommission the telecommunications infrastructure at the Arcade (WCCA) Campus Center NLT 2026/08/31. | Postponed/Waiting on Others | WCCA Foyer phone and two POTS lines disconnected; WCCA Cable TV disconnected. On Hold pending meeting with principals. | Tom Klotzbach | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Telecommunications and Networks | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 4.2.2: Annually, identify and implement at least one process improvement effort, as proposed by the Institutional Effectiveness committee, to manage the college campus operations and programs with a sustainable and collaborative approach. | T&N-25/26-Goal 4 | Support for demolition and renovation of 3rd Flr D-Wing West | By 2026/08/31, support the telecomm portion of the successful relocation of ITS to 3rd Flr D-Wing West. This includes removal of old cabling, installation of fiber option backbone to the area and telecomm support for all associated services (e.g. Campus Safety, Buildings & Grounds). | In Progress – On Schedule | Initial room layout presented; follow-up meeting to make modifications completed; requested final drawings from B&G for delivery by 2026/02/09. | There is no ITS 330 requested funding for this project due to FY 25/26 funding already submitted. | Tom Klotzbach | |||||||||
| 2025/2026 | Information Technology Services/ITS | Telecommunications and Networks | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 4.2.2: Annually, identify and implement at least one process improvement effort, as proposed by the Institutional Effectiveness committee, to manage the college campus operations and programs with a sustainable and collaborative approach. | T&N-25/26-Goal 5 | R3 (Refine!, Refine!, Refine!) Initiative – Infrastructure documentation / Reserve Spares Kit development and implementation | Team Telecomm has implemented technology and upgrades in the areas of data switching, wireless and connected voice. This has led to challenges to support the increasing rollout of newer technology and gaps when responding to telecomm related service calls. By 2026/08/31: lead Team Telecomm to complete at least thirty (30) knowledge base articles for telecomm operating procedures. These articles should be written for a telecomm specific audience, so that if a Team Telecomm member is unavailable, other Team Telecomm staff can temporarily perform a procedure. lead Team Telecomm to have the Netbox application fully populated with at least Telecomm Rooms / Switches / Uplinks and VLANs. lead Team Telecomm to develop and stock a Reserve Spares Kit for the School of Nursing, College Village, Main Campus. These kits will allow for troubleshooting and repair using common hardware, tool sets, and critical spare parts. | In Progress – On Schedule | Initial meeting held with Team Telecomm in early January; follow-up meeting to identify R3 Areas Of Improvement to be held 2026/02/04. | Tom Klotzbach | ||||||||||
| 2025/2026 | Information Technology Services/ITS | Telecommunications and Networks | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | No KPI for this goal | T&N-25/26-Goal 6 | College Village Life Safety and Access Control Support | By 07/01/2026, as a result of work by Telecommunications, the Telecommunications Distribution System in selected buildings will be upgraded as documented by successful addition of remaining Residence Halls to looped fire notification system; successful operation of new Access Control System in CV Pine, and successful addition of fiber spur and camera and access control in CV Spruce | Not Started | Project was not initiated until ~2026/01/23. | Funding will come from ITS 330 and also external to ITS, as work was not known and budgeted for in 2025/01. | Tom Klotzbach | |||||||||
| 2025/2026 | Information Technology Services/ITS | User Services | SP 2 – Teaching and Learning | 2.2 – Continue to improve pedagogical and andragogical excellence through faculty and staff development. | 1 | Create and Maintain a Self-Help Knowledge Base | To support the master plan goal of providing responsive end-user training, our department will develop and sustain both an internal and external knowledge base. This will address common technical questions and support issues, utilizing our new TeamDynamix ITSM Solution. This initiative aims to ensure that 100% of technology users can access multiple and convenient sources for training materials. We will regularly update these resources to maintain relevance and effectiveness, thereby enhancing user competence and confidence in technology use. | Completed | Launch of TDX in January had a bare bones KB and SR catalogues. | KB and SR catalogues have nearly tripled in size and growing monthly. | New TDX Service catalogue and Knowledge Base Library are in use since January and growing regularly based on user feedback. Also utilizing KB articles to inform the campus of outages and planned maintenance allowing for archival of history. | Lindsay LaBella | |||||||||
| 2025/2026 | Information Technology Services/ITS | User Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 2 | First Contact Resolution with TeamDynamix | To align with the master plan objectives of making the ITS HelpDesk and knowledge base the preferred initial contact for technical issues and service requests, our department will commit to mastering the TeamDynamix ticketing and reporting systems. Our initial focus will be to establish a comprehensive baseline of our current service and resolution metrics. This will enable us to set specific targets for increasing the HelpDesk’s First Contact Resolution Rate and the knowledge base’s Self-Service Resolution Rate each by 5%. We will utilize the insights gained from TeamDynamix to refine our processes and enhance user satisfaction. | Postponed/Waiting on Others | This metric process has been delayed to accomodate functional area review of user services. Part of FAR may actually put focus back onto this metric. | SLA has been set up for New – Open status within 24hrs. No metrics yet for understanding if tickets are New – Closed within 24hrs. Still working on reporting. | Discovered that the hours we set for first contact SLA was based on 24 hours thinking it meant 1 business day but it was running off of our workday hours of 8-4. Readjusted the SLA report to trigger at 8hours for first contact and currently waiting on enough data to come in to determine if the adjustment was a success or not. Aiming for an accurate pool of data to start. | Lindsay LaBella | |||||||||
| 2025/2026 | Information Technology Services/ITS | User Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 3 | Apple School Manager | To meet the master plan’s aim for improved location-agnostic endpoint management and support, our department will focus on deepening our expertise in Apple Device Management. We will prioritize training in Mobile Device Management (MDM) deployment and account management using Apple School Manager. Our goal is to ensure that by the end of this initiative, 95% of all college-owned Apple devices are successfully enrolled and managed, enhancing our ability to manage mobile campus endpoints remotely—even when they are not connected to the college’s primary network. Additionally, we will aim to improve the success rate of software deployments by 25%, focusing on both the technical and procedural aspects of MDM solutions. | In Progress – On Schedule | prepare to take over genesee.edu domain | The college now owns genesee.edu domain within Apple. No iCloud accounts can be opened with a GCC email address without going through ITS first. | configured device imports through InSight. Devices are now auto populating when purchased into Apple School Manager | Successful acquisition of genesee.edu domain into the Apple School Manager program. Any iCloud accounts that are now to be created using NetID@genesee.edu can be created and managed at the local level. Eliminating the problem of someone creating an account on an apple device and then forgetting their password or issue with personnel turnover and accounts being lost. New equipment purchased through InSight has also been synced to our Apple account and automatically are enrolled into school manager inventory clearning the way for our next phase in 2025/2026 for remote management of devices using Jamf or Intune | Lindsay LaBella | ||||||||
| 2025/2026 | Information Technology Services/ITS | User Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | 4 | Technician Metrics Baseline | In line with our master plan’s objectives to improve endpoint management and support, our department will focus on mastering the reporting functions of TeamDynamix. Our aim is to establish a solid baseline for key performance metrics, including technician efficiency and customer satisfaction scores. This initiative will enable us to track and enhance our support processes by providing actionable insights into the effectiveness of our endpoint management strategies and technician performance. By accurately measuring these areas, we aim to identify opportunities for improvement and increase the overall quality of our IT services. | In Progress – On Schedule | Customer satisfaction metrics per tech have been established as minimum of 90% satisfaction rate. Next phase is to eliminate “unknown” tech ticket closures from quick tickets and to make sure they route to the correct tech for satisfaction scores | TDX officially launched 1/15. Working on bugs from the launch. Next checkin will be setting up Surveys and 1st touch SLA. | Customer Surveys to go out to 75% of the closed tickets. 1st Touch SLA set to ticket being moved from New to Open status within 24hrs indicating the ticket has started to be worked. | At the time of writing this (8/5/25) the User Services department base metrics for customer satisfaction is: 80% – Excellent Service 19% – Satisfactory Service 1% – Poor Service Giving our department a 99% approval rating using our new TDX Platform. User Services has also achieved a 100% same day 1st contact on all tickets that were assigned to us. Metrics are pending adjustment in future due to error found with the timing of the SLA. | Lindsay LaBella | ||||||||
| 2025/2026 | Information Technology Services/ITS | User Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.3 – Develop and implement initiatives in support of economically and environmentally sustainable goals. | No KPI for this goal | 1 | TDX Asset Inventory Management | Beginning in October 2025 and completing by August 2026, design, implement, and fully integrate the TeamDynamix Asset Management module within our new ITSM solution. This includes merging existing asset data, establishing standardized tracking and lifecycle workflows, and providing staff training. The long-term objective is to streamline asset oversight and purchasing by incorporating Sassafras integration for all new equipment acquisitions. | In Progress – On Schedule | On track for full physically inventory audit to be completed by end of January 2026. Phase 2 is to migrate data into TDX and retire legacy ITAM solutions. | Lindsay LaBella | ||||||||||
| 2025/2026 | Information Technology Services/ITS | User Services | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. | No KPI for this goal | 2 | Final Pharos Printer Rollout | Beginning in October 2025, complete the installation of all remaining Pharos printers by December 2025. Following installation, all legacy printers will be removed by August 2026 to ensure full compliance with SUNY print management standards. This project will finalize the campus-wide transition to a centralized, secure, and cost-effective print solution. | In Progress – On Schedule | Final instock new pharos printers on course to be fully installed by end of December. Next phaser will include the upgrade of printers to be migrated to pharos and finally removal of legacy printers. | Lindsay LaBella | ||||||||||
| 2025/2026 | Information Technology Services/ITS | User Services | SP 1 – Student Support and Success, SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 4.2 – Act as good stewards of resources and maintain accountability to stakeholders., 4.4 – Ensure alignment and execution of all institutional master plans (including but not limited to facilities, technology, enrollment, academic and diversity) with the College’s Strategic Plan. | User Services 25/26 | FAR | Conduct and complete a comprehensive Functional Area Review for ITS User Services to assess service effectiveness, staffing, and alignment with institutional priorities. | In Progress – On Schedule | Working on the following Review, SWOT and Mission Statement | Lindsay LaBella | |||||||||||
| 2024/2025 | Student Affairs | Access and Accommodations | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | A&A-2024/2025-#1 | Update Tracking and Communication | By August 31, 2025, the Office of Access & Accommodations will have transitioned from using BANNER and our Access@genesee.edu email as the primary form of communication for students with disabilities. We will be moving to Maxient to better track our communications with students. 100% of notification communications will originate in Maxient to document when students view our communications. We also hope to minimize confusion related to faculty receiving information about students with disabilities by using the Maxient system. This also meets SEM Goal #1; Strategy #1: Create an educational environment that addresses the needs of post traditional students. | In Progress – Behind Schedule | At this time, due to the demand on services, this goal has not been initiated. We are hoping to initiate this goal as soon as possible. | Monica has begun to investigate the use of Maxient for this goal. Monica has worked with Dean of Students, Patty Chaya to edit permissions to allow Monica to create documents in Maxient. Monica is working on training modules in Maxient to develop and facilitate the implementation of this project. | Due to time constraints, this goal is on hold. There are a number of students who require a great deal of time to manage situations related to their disabilities. We are hopeful that we can attempt this goal again in the future. | Monica Romeo | |||||||||
| 2025/2026 | Student Affairs | Access and Accommodations | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.3 – Create an educational environment that addresses the needs of post traditional students. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | 1.1.2: As reported on Genesee’s GSI dashboard, Fall Student Success Snapshot for Programs, fall-to- spring persistence for all matriculated students will increase by 1% over persistence rates starting with the Fall 2022 cohort., 1.1.4: The percentage of first-time, degree-seeking students who did not earn at least one credit in their first fall term will have decreased by 1% over rates from the Fall 2022 cohort. No KPI for this goal 3.1.2: As published on SUNY BI Dashboards, Genesee will meet or exceed the average full-time, fall-tofall retention rates of underrepresented minority (URM)* persons across our four regional SUNY peers (CCC, FLCC, JCC, NCCC)., 3.1.5: As reported in IPEDS HR surveys, Genesee will meet or exceed the representation of underrepresented staff and faculty compared to our peer institutions (CCC, FLCC, JCC, NCCC). | A&A-25/26-Goal 1 | Improve Accommodation Notification Process | A&A is in need of finding a cost-effective alternative to managing the accommodation process. With continued BANNER challenges, a different system must be investigated to facilitate the process of students obtaining accommodation notices and sending them to their faculty. Several campuses across the country utilize Maxient to manage their accommodation processes. Since we already have an enterprise license for maxient, it makes sense to investigate the best ways to utilize maxient to facilitate the accommodation process. | In Progress – Behind Schedule | Due to the impact of the severity of students’ disabilities and the number of new accommodation requests, the assistant dean has not been able to work on this project. | Due to the continued impact of the severity of students’ disabilities and the number of new accommodation requests we receive, the assistant dean has not been able to work on this project. | Monica Romeo | |||||||||
| 2024/2025 | Student Affairs | Athletics | SP 5 – Campus and Community Engagement | 5.5 – Create and facilitate avenues to connect students with the broader community (e.g., local businesses, external events). | ATH1 | Athletic Community Service | The athletic LEADS committee will be more involved in community events increasing from one event last year to at minimum of 3 this year. | Completed | Done – Christmas in the City Stilettos and Sneakers – Basketball Coaches Event To come – Ducky Derby Domestic Violence Day | Domestic Violence Event in April | Kristen Schuth | ||||||||||
| 2024/2025 | Student Affairs | Athletics | SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 5 – Campus and Community Engagement | 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region., 5.4 – Strengthen synergies with community partners and engage in legislative advocacy to support our mission and values. | ATH2 | National Tournament | By November 18th, the athletic department would have hosted their first 16 team national tournament. The goal of this tournament was is to have the collaboration of the faculty, staff and students while also offering an economic impact to the local community. An economic impact study will be completed by February 1st. | Completed | Completed- Tournament was huge success and brought many people to the campus. Will upload report card from the NJCAA when received. | Kristen Schuth | |||||||||||
| 2025/2026 | Student Affairs | Athletics | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | 3.2.1: During the 2024-25 and 2025-26 academic years, establish a baseline of the number of, and student participation in, activities focused on wellness, diversity, and inclusion., 3.2.2: By August 2028, increase over baseline (KPI 1), the number of, and student participation in, activities focused on wellness, diversity, and inclusion. | ATH1-2025 | Diversity and Inclusion through Genesee Athletics | By 06/01/2025as a result of as a result of increased collaboration and organization the athletic department will complete at least one event to promote diversity and inclusion with all athletic teams as documented by the promotion and successful completion of each event. | In Progress – On Schedule | Women’s and Men’s Soccer – Town cleanup | Kristen Schuth | ||||||||||
| 2025/2026 | Student Affairs | Athletics | SP 5 – Campus and Community Engagement | 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region., 5.5 – Create and facilitate avenues to connect students with the broader community (e.g., local businesses, external events). | No KPI for this goal No KPI for this goal | ATH2-2025 | Athletic Community Service | By June 2026 the athletic department will continue to increase efforts within the community as a result of increased organization of the athletic coaches and the LEADS committee and will be documented through a community engagement report. | In Progress – On Schedule | Community Cleanup – August | Kristen Schuth | ||||||||||
| 2025/2026 | Student Affairs | Athletics | SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | No KPI for this goal No KPI for this goal | ATH3-2025 | Athletics Branding | By July 1st, 2026 as a result of working with Marcom 3 branding projects will be completed as documented by trophy case project. | In Progress – On Schedule | plan for trophy case complete. | Kristen Schuth | ||||||||||
| 2025/2026 | Student Affairs | Career Services | SP 1 – Student Support and Success, SP 5 – Campus and Community Engagement | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | SA-25/26-1 | Career Services Goal 1 | By August 2028, as a result of marketing Handshake, 25 more students will create a Handshake account as documented by the number of participants in the software. | In Progress – On Schedule | Career Services has continued to market to students in the Student Union, Merchant’s Cove and various workshops. As a result, the Office has currently increased numbers over the goal of 40 new students. | Tanya Lane-Martin | |||||||||||
| 2025/2026 | Student Affairs | Career Services | SP 1 – Student Support and Success, SP 5 – Campus and Community Engagement | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | SA-25/26-2 | Career Services Goal 2 | By 8/30/28 as a result of the Etiquette Dinner, 75% of the students in attendance will engage with employers, as documented by etiquette tips they receive during dinner. | In Progress – On Schedule | The Etiquette was a large success with students mingling with various faculty and staff members. Faculty represented the private and public sector to give various perspectives on dining etiquette. | Tanya Lane-Martin | |||||||||||
| 2025/2026 | Student Affairs | Career Services | SP 1 – Student Support and Success, SP 5 – Campus and Community Engagement | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community., 5.5 – Create and facilitate avenues to connect students with the broader community (e.g., local businesses, external events). | 1.2.2: This is a goal of the Strategic Enrollment Management plan. Increase student outcomes as measured by degree/credential/certificate completion by 2.5% over 3 years No KPI for this goal 5.5.2: By instituting a job fair specific to all majors, the college will connect current students with potential employers. | SA-25/26-3 | Career Services Goal 3 | By 8/30/28, as a result of hosting the Career Fair, 40 students will engage with potential employers as documented by the number of employers they speak with. | In Progress – On Schedule | Currently, the Career Services Committee is meeting to prepare for the the spring Career Fair. Approval has been given for the date and time. | Tanya Lane-Martin | ||||||||||
| 2024/2025 | Student Affairs | Child Care Center | SP 4 – Fiscal, Operational & Infrastructure Sustainability | 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates. | Child Care-2024/2025-Goal 1 | Boost Enrollment and Retention Rates for SUNY Expansion Grant Project | By May 10th, 2025, as a result of efforts to focus on strategies to increase enrollment by 5 children as a part of the SUNY Child Care Expansion Grant. In an effort to improve retention by creating a welcoming and engaging environment for families. This goal requires effective marketing, maintaining strong communication with parents, and ensuring that the daycare consistently meets and exceeds expectations, thereby building a loyal client base. | Completed | The child care center successfully maintained full enrollment for the Fall 2024 semester in the Expansion Classroom. Overall, the center achieved a 96% enrollment rate, with the remaining available slots reserved for incoming children who have already paid and secured their enrollment. Looking ahead to the Spring 2025 semester, the center has reached 100% enrollment capacity, with no availability left. This accomplishment marks a significant achievement in meeting the goal of increasing and maintaining enrollment for Fall 2024. The center looks forward to sustaining this momentum and maintaining strong enrollment for the Spring semester as well. | GCCA Child Care is able to maintain full enrollment for the Spring 2025 semester thanks to a strong focus on parent communication, a high-quality learning environment, and proactive waitlist management. The center’s flexible scheduling options, community outreach efforts, and reputation for providing reliable, excellent care have also contributed to its success. By actively engaging with parents and building strong relationships, GCCA Child Care has effectively retained current clients while strategically attracting new ones. | During both the fall and spring semesters, the five new enrollment slots were filled and maintained. We are now entering the second session of our two summer sessions, and I am pleased to report that enrollment continues to be strong, with the five additional slots still actively filled. We are proud to have successfully completed this goal and to continue meeting the needs of our enrolled families year-round. | As of May 10, 2025, the GCCA Child Care Center successfully achieved its POA goal to increase enrollment by five children, as part of the SUNY Child Care Expansion Grant initiative. Enrollment was maintained consistently throughout the fall, spring, and both summer sessions. Additionally, projections for Fall 2025 reflect full enrollment in the newly expanded classroom. This success is the result of focused efforts on strategic enrollment growth, improved family retention, and the creation of a welcoming and engaging environment for children and families. Key components contributing to this achievement included consistent communication with families, and a commitment to delivering high-quality care that meets and exceeds expectations. These strategies have not only supported our enrollment goals but have also strengthened relationships with current families and enhanced the center’s reputation within the community. | Kayleen McEwan | ||||||||
| 2025/2026 | Student Affairs | Child Care Center | SP 2 – Teaching and Learning | Child Care-2025/2026: Goal 1 | Teaching Strategies Curriculum Implementation Goal | By Spring 2026, as a result of implementing the Teaching Strategies curriculum, GCCA Child Care Center will have all classrooms using the curriculum with fidelity to support high-quality instruction, as documented by lesson plans, classroom observations, and child progress assessments. | In Progress – On Schedule | By November 2025, GCCA will demonstrate initial implementation of the Teaching Strategies curriculum across classrooms. All teaching staff will have participated in curriculum training, received necessary materials, and begun integrating the Teaching Strategies format into their weekly lesson plans. Directors and instructional leaders will conduct early classroom observations to confirm that teachers are familiar with the curriculum structure and are taking first steps toward fidelity. This report will also identify staff needs for ongoing coaching and professional development to strengthen understanding and ensure consistent application of the curriculum. | By February 2026, GCCA will demonstrate consistent use of the Teaching Strategies curriculum across most classrooms. Teachers will be actively planning and delivering lessons that align with the curriculum framework, and lesson plan reviews will show an increase in quality and alignment. Classroom observations will provide evidence that staff are applying strategies to support children’s learning and engagement. Child progress checkpoints and assessment data will begin to reflect the positive impact of curriculum implementation. The February report will also highlight areas where additional support may still be needed, ensuring that all staff are on track toward full fidelity by the end of the program year. | Kayleen McEwan | |||||||||||
| 2024/2025 | Student Affairs | Counseling Services | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.4 – Augment student experiences to apply learning beyond the classroom environment, such as internships, community service, and cooperative learning. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. 5.4 – Strengthen synergies with community partners and engage in legislative advocacy to support our mission and values., 5.5 – Create and facilitate avenues to connect students with the broader community (e.g., local businesses, external events). | Counseling-24/25-#1 | Strengthening Opportunities for Graduate Counseling Interns | By August 31, 2025, Counseling Services will create a living document, housed in our Counseling Services team, that is accessible to all graduate counselor interns. 100% of interns will receive this document and use it to guide their work in our office. Students will increase their knowledge of expectations and responsibilities, as well as understand the processes associated with their work at GCC Counseling Services. The use of the live document will also allow us to update the handbook in real time as a result of feedback provided by our graduate counseling interns. | Completed | Macy Reyngoudt has created and implemented an “Intern Manual” housed in our Counseling Services team. This document has already received three updates to more specifically address topics that have come up with our graduate counselor interns. For example, our section on documentation received more information related to documentation types and links to specific examples. Our section on counseling sessions was also strengthened to assist our interns in better understanding the therapeutic reasoning behind time limits in counseling. Lastly, we updated our crisis management section to provide more information regarding safety planning and how to better identify a crisis. | Our interns have provided us with amazing feedback regarding the “manual.” Students reported that they appreciate the guidance in the manual. Macy has been asked to share this document with SUNY counseling centers, the SUNY Brockport Social Work program and in the AUCCCD meeting for other colleges to use in developing their own documents for their counseling centers. Other counseling centers have provided intense praise to Macy for her work on this document and the fact that it is a living document that is easily updated to reflect situations that arise, that are unexpected. | This goal is complete. We continue to make updates as appropriate given new situations that arise, edits to best practices become apparent or as a result of information obtained through training. | Monica Romeo | |||||||||
| 2025/2026 | Student Affairs | Counseling Services | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.3 – Create an educational environment that addresses the needs of post traditional students. | No KPI for this goal No KPI for this goal | Counseling-25/26-#1 | Utilize Technology to Improve Student Well-Being | Counseling Services was able to purchase iPads for each counseling office. Counselors will utilize the iPads to offer remote services and to assist students in learning how to use technology to manage their mental well-being. There are many useful applications that are free that students do not use, but can (and probably should) to promote positive well-being. We would like at least 80% of the students with whom we are working to embrace the use of technology in supporting their personal well-being. | In Progress – On Schedule | We have received our iPads and are working on our plan to implement their use. Our interns are having a little trouble adjusting to the use of the iPads, but we are encouraging them to make the iPads part of their day. | We are continuing to work with our interns to integrate iPads into their work. Many of our students love to see how technology can support them and others are not keen on using technology. In general, our students are responding favorably to any tips and tricks we can offer them for support. | Monica Romeo | |||||||||
| 2024/2025 | Student Affairs | Financial Aid | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | FAO 2024-25 POA 1 | Implementation of federal Gainful Employment regulations | By 6/30/25, as a result with working with key campus leaders, Genesee Community College will be in full compliance with federal Gainful Employment regulations. | In Progress – On Schedule | Implementaiton moved to January 15, 2025. | Gainful Employment has been pushed back to September of 2025. We had submitted files by the January 15, 2025 deadline. The government extended the deadline to February 18, 2025. We submitted 4 files. Of which, 2 were accepted and 2 were rejected. | GE has been delayed until September 30, 2025. We are awaiting further guidance from the Department of Education. | This is a campus wide initiative, not just Financial Aid. We have already had meetings and webinars over the past year in anticipation of the return of Gainful Employment. Representatives from FAO, Admissions, Provost’s Office, Academic Deans, Business Office, Records,and Institutional Research have all been involved. | Joseph Bailey | ||||||||
| 2024/2025 | Student Affairs | Financial Aid | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. | FAO 2024-25 POA 2 | Improve financial aid staff knowledge of federal and state financial aid policies and procedures | By June 30, 2025 all professional staff members will have a better knowledge of federal and state aid policies and procedures by attending at least 4 NASFAA, NYSFAAA and SUNYFAP workshops, conferences and webinars. Staff members will update the office Policies & Procedures manual to reflect recent changes to federal and state policies and procedures. | In Progress – On Schedule | This is almost complete. Staff members have attended NYSFAAA Confernece in Bufflao in October 2024. Staff have also attended 2 NASFAA webinars on verification and tax returns. | This is almost complete. We have upcoming webinars on 2526 verification and packaging. Once those are complete, the staff will have met the goal. | This is complete. All staff have undergone all NYSFAAA and NASFAA webinars for the 2425 academic year. | Many of the resources would be computer based, however, NASFAA and NYSFAAA do offer in person conferences. Funding for travel and conference fees may be requested based on the needs of particular conference. | Joseph Bailey | ||||||||
| 2025/2026 | Student Affairs | Financial Aid | SP 1 – Student Support and Success, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. 5.3 – Enrich the local workforce by increasing collaboration with key employment sectors. Develop programming to advance evolving employment skills needed throughout the community. | FAO 2025-26 POA1 | Implement SUNY Reconnect Program | By June 30, 2026 The Financial Aid Office will have successfully implemented the SUNY Reconnect Program. This will be achieved by working with other departments (Admissions, Student Success, Records, Student Accounts and Institutional Research. Evidence of successful completion will be students that have enrolled into the appropriate programs and received funding from the Higher Education Services Corporation (HESC). | In Progress – On Schedule | Worked with IR, Student Accounts and Records to determine reporting criteria. Awarded 116 Reconnect awards for the Fall 2025 semester. | Working with new Student Success Coach on collaborative Reconnect efforts. Beta testing SICAS Reconnect processes. | None needed. There will be multiple SUNY, NYSFAAA and SUNYFAP trainings and webinars on the evolving program. | This is a cross divisional program. Financial Aid will play an important role in the implementation. | Joseph Bailey | ||||||||
| 2025/2026 | Student Affairs | Financial Aid | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. | FAO 2025-26 POA2 | Revise and update current Financial Aid Policies and Procedures Manual | By 6/30/26 the Financial Aid Office Policy and Procedures Manual will be revised. All staff members will review and revise existing P & P to reflect changes in the federal and state aid programs. All of the financial aid processes will be documented and easier to communicate. | In Progress – On Schedule | Continuing to update P&P. Updated R2T4, Pell, FWS processes. On target to complete annual update. | Continuing to update P&P. Updated R2T4, Pell, FWS processes. On target to complete annual update. | No costs. Current P & P resides in Financial Aid Office Teams channel. | Joseph Bailey | |||||||||
| 2025/2026 | Student Affairs | Housing and Residence Life | SP 5 – Campus and Community Engagement | 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | No KPI for this goal | CV-25/26-Goal 1 | Written Communication Plan | College Village will develop a clear and concise Communication plan providing an outline for outreach efforts and updates based on time of year and student status to guide staff in preparing for and executing timely notification of important expectations. | In Progress – On Schedule | MC Tasber | |||||||||||
| 2024/2025 | Student Affairs | Student Engagement & Inclusion | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness., 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region., 5.4 – Strengthen synergies with community partners and engage in legislative advocacy to support our mission and values., 5.5 – Create and facilitate avenues to connect students with the broader community (e.g., local businesses, external events). | Increase faculty and staff participation in SE&I Events. | Cougar Connection Opportunities for Faculty and Staff | Increase faculty and staff participation in SE&I’s Cougar Connection opportunities, including resource fairs, clubs and organizations advisor roles, Week of Welcome events, volunteer opportunities, and SE&I events that allow faculty and staff to engage and mingle with students. Additionally, foster engagement and networking to create lasting Cougar Connections that support student retention | In Progress – On Schedule | The following opportunities were available for faculty and staff to engage and network with our GCC students through the months of August through November in the fall 2024 Semester: New Student Orientation | The following opportunities were available for faculty and staff to engage and network with our GCC students through the months of December through February in the fall 2024 and spring 2025 Semester: Stress Relief Week | Kelly Starchok | ||||||||||
| 2024/2025 | Student Affairs | Student Engagement & Inclusion | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | Implement an intramurals program to support SE&I’s Recreational Core Objective | Intramurals | Develop and implement an intramurals program to enhance and support SE&I’s Recreational Core Objective, fostering greater participation and engagement in recreational activities. This will include offering open gym at various times throughout the week, as well as a variety of activities such as cornhole, KanJam, dodgeball, a 3v3 basketball tournament, kickball, and more. | In Progress – On Schedule | August through November 2024 the SE&I Office offered the following: Mondays Open Gym- 8pm-10pm Thursday Intramurals- 12;30pm-2pm (September- Cornhole, Dodgeball, Kickball, Spikeball/October- Cornhole League/November_December- Dodgeball League) *Open gym is extremely popular amongst the GCC students. The intramurals planned on Thursday had low attendance but cornhole and dodgeball were the better of them all. | https://gccplanning.com/frm_file/aWQ6MjI0M3xmaWxlbmFtZTpXZWVrZW5kLU9wZW4tR3ltLVRWLUFELnBuZ3xzaXplOnRodW1ibmFpbA==, https://gccplanning.com/frm_file/aWQ6MjI0NHxmaWxlbmFtZTpPcGVuLUd5bS1GbHllci5wbmd8c2l6ZTp0aHVtYm5haWw=, https://gccplanning.com/frm_file/aWQ6MjI0NXxmaWxlbmFtZTppbnRyYW11cmFscy1UVi1BRC5wbmd8c2l6ZTp0aHVtYm5haWw= | January through February the SE&I Office offered the following: Mondays Open Gym- 8pm-10pm | https://gccplanning.com/frm_file/aWQ6MjI0NnxmaWxlbmFtZTpPcGVuLUd5bS1GbHllci1UVi1BRC0xLnBuZ3xzaXplOnRodW1ibmFpbA==, https://gccplanning.com/frm_file/aWQ6MjI0N3xmaWxlbmFtZTpPcGVuLUd5bS1GbHllci1UVi1BRC5wbmd8c2l6ZTp0aHVtYm5haWw= | Kelly Starchok | ||||||||
| 2024/2025 | Student Affairs | Student Engagement & Inclusion | SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 5 – Campus and Community Engagement | 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | Increase the awareness of SE&I events to the campus community | SE&I Event Promotion | The SE&I Office will create a monthly newsletter to keep the GCC community informed about all the happenings in our area. The newsletter will feature updates on all events, clubs and organizations, community diversity and equity, campus collaborations, and highlights across the campus community and student achievements. | In Progress – On Schedule | The following SE&I FYI Newsletters have been created and sent out to the GCC Community: August/September 2024: https://sway.cloud.microsoft/IiGQPP7Upt2x9HDF?ref=Link | https://gccplanning.com/frm_file/aWQ6MjIzNnxmaWxlbmFtZTpTRUktRllJLUF1Z3VzdF9TZXB0ZW1iZXItMjAyNC5wZGY=, https://gccplanning.com/frm_file/aWQ6MjIzOHxmaWxlbmFtZTpTRUktRllJLU9jdG9iZXItMjAyNC5wZGY=, https://gccplanning.com/frm_file/aWQ6MjIzOXxmaWxlbmFtZTpTRUktRllJLU5vdmVtYmVyLTIwMjQtMS5wZGY= | The following SE&I FYI Newsletters have been created and sent out to the GCC Community: December 2024: https://sway.cloud.microsoft/dtCAvMttqpGywOvg?ref=Link | https://gccplanning.com/frm_file/aWQ6MjI0MHxmaWxlbmFtZTpTRUktRllJLURlY2VtYmVyLTIwMjQucGRm, https://gccplanning.com/frm_file/aWQ6MjI0MXxmaWxlbmFtZTpTRUktRllJLUphbnVhcnktMjAyNS5wZGY=, https://gccplanning.com/frm_file/aWQ6MjI0MnxmaWxlbmFtZTpTRUktRllJLUZlYnJ1YXJ5LTIwMjUucGRm | The following SE&I FYI Newsletters have been created and sent out to the GCC Community: March 2025: https://sway.cloud.microsoft/MOd3miuZ4QBn6pB1?ref=Link | Kelly Starchok | |||||||
| 2025/2026 | Student Affairs | Student Engagement & Inclusion | SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | No KPI for this goal No KPI for this goal | SEI-2025/25-Goal 1 | SE&I Branding | SEI will continue to strengthen the office brand and vision through updated signage, including tabletop displays for college events, Merchant Cove, and club logos. | In Progress – Behind Schedule | SEI will be working with a student intern the spring 2026 semester to begin working on the club logos portion of the goal. All the Nerds and ISO have been completed. Outreach to MARCOM about the tabletop signage and merchant cove banner has not yet been submitted. | https://gccplanning.com/frm_file/aWQ6MjM2MnxmaWxlbmFtZTpBVE5Mb2dvLnBuZ3xzaXplOnRodW1ibmFpbA==, https://gccplanning.com/frm_file/aWQ6MjM2M3xmaWxlbmFtZTpJU08ucG5nfHNpemU6dGh1bWJuYWls | Kelly Starchok | |||||||||
| 2025/2026 | Student Affairs | Student Engagement & Inclusion | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | No KPI for this goal | SEI-2025/25-Goal 2 | Clubs/Organizations Constitution Updates | SEI will collaborate with clubs and organizations to update their constitutions to incorporate new Student Code of Conduct language and ensure consistency with the institutional vision and with one another. | In Progress – Behind Schedule | The SGA Executive Board and Senate have started reviewing and editing the SGA Constitution and notified Interclub Council leadership and club advisors of the requirement to update their constitutions. | Kelly Starchok | ||||||||||
| 2024/2025 | Student Affairs | Student Services/Dean of Students | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | Dean of Students 2024-2025 | Continuity of Drug and Alcohol Prevention Program | This goal will continue to evaluate the collaborative grant between GCC and UConnect (formerly GCASA). This grant was extended from one to two years with one full-time and one part-time Prevention Educator working with our students. By 5/31/2025, as a result of tabling, holding meetings regularly, support groups, and individual appointments, a minimum of an additional 125 students will be served by learning about the effects of drugs and alcohol as documented by monthly reports. Our Wellness Coordinator will shadow the Educators and be trained to allow continuity with the grant once the funds are fully dispersed at the end of the year. A collaborative piece of this goal is in supporting the GCC Strategic Enrollment Management (SEM) goals for 2023-2025. Specifically, our goal should “increase persistence (longitudinal) of first-time students” (SEM goal is 3% over 3 years). | In Progress – On Schedule | This program has been more robust this year than last year. The Prevention Educators and Wellness Coordinator (Meg Bernard) have all received additional training called BASICS AND CASICS. Additionally, they have plans for what to do when students are sanctioned to see them but don’t show up to meetings. Our goal continues to be that once the Educators finish with the grant, Meg will take over with their appointments (2025-2026). The Dean of Students works with her now in attending the meetings of the grant, along with meetings with supervisors from the UConnect office (formerly GCASA). In line with the SEM plan, we are working to retain first-time students by helping them to make better choices and educating them on resources both on and off campus. | We have been meeting monthly with OASAS (NYS Office of Addiction Services and Supports) and are planning our final report for April 10th. Every student who has had discipline issues including drugs and alcohol have been sanctioned to three prevention education sessions. Details have been logged into our discipline software “Maxient”. With the program being in its final months with the grant, we are slowly switching the program to be administered by the GCC Wellness Center. Meg Bernard and Patty Chaya have been meeting regularly to lay out plans for her to begin in May 2025. | We were having incredible success with the program, and around April 1st we were given the terrible news that the federal grant funding for the program was being pulled immediately, without warning. Our two Prevention Educators who were housed at GCC needed to turn in their keys and no longer work on this project. They were working on their final report/presentation, and it all ended. | Our Wellness Center Specialist has slid into the role of Prevention Educator in addition to her other duties. This also includes assisting with the conduct piece. While the setup is not exactly the same, it is now sustainable into the future. We have a working system for referrals and for following up, and the continuity should be seamless to the students. We had reached out POA goal of serving over 125 students. | Patricia Chaya | ||||||||
| 2024/2025 | Student Affairs | Student Services/Dean of Students | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. | SPS-2024-#1 | Career Services | By April, 17, 2025, as a result of weekly meetings with various campus partners, GCC will host a job fair on campus. | Not Started | Career Services met with campus partners and the Department of Labor to create a potential job fair on April 22, 2025. The Business Department is the most interested in participating with their students. | Career Services has created a checklist, budget and met with campus partners as well as DOL partners. | https://gccplanning.com/frm_file/aWQ6MjI0OHxmaWxlbmFtZTpKb2ItRmFpci1DaGVja2xpc3QuZG9jeA==, https://gccplanning.com/frm_file/aWQ6MjI0OXxmaWxlbmFtZTpKb2ItRmFpci1CdWRnZXQtLmRvY3g= | On April 29, 2025, GCC hosted a Career Fair in the Forum. Twenty-seven companies were in attendance and approximately 100 people attended the event. | On April 29, 2025, GCC hosted a Career Fair in the Forum. Twenty-seven companies were in attendance and approximately 100 people attended the event. | Tanya Lane-Martin | |||||||
| 2024/2025 | Student Affairs | Student Success Center | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community. | KPI 1: This is a goal of the Strategic Enrollment Management plan. Increase persistence (longitudinal) of first-time students by 3% over 3 years. | SSC-24/25-Goal 1 | SSC Student Enrollment Steps Reorganized by Student Type | By 6/30/25, as a result of reorganizing the student enrollment steps by student type on the SSC webpage, a 2% increase in freshman yield will be seen in comparison to the previous year, as documented by GSI. | In Progress – On Schedule | The goal of reorganizing the SSC webpage has been presented to the Student Success team and we have started to determine how to reorganize the webpage into various student populations to better provide each population with student enrollment service directions/a checklist that is pertinent to them. The progress is currently in draft form. | As an update, we continue to work on the drafts of each of the enrollment checklists. There will be separate checklists for New Students, Returning Students, Transfer Students, Current Students, Non-Matriculated students, Genesee Promise Plus students. The steps listed under each population will be in an accordion style as to not overwhelm students and give the student the ability to click on only the information they are interested in viewing. Once the drafts are finalized the changes will be submitted to Team Dynamix as a helpdesk ticket. | We are in the process of finalizing the drafts to submit a request to Team Dynamix to upload to the Student Success Center Webpage. The drafts consist of Accepted and New Students, Returning Students, Transfer Students, Current Students, Non-Matriculated (Not Seeking a Degree) students, and Genesee Promise Plus students. The steps listed have been updated to reflect changes in Banner Experience and also now include information on BookSmart, Email, and Campus Resources. | https://gccplanning.com/frm_file/aWQ6MjI5N3xmaWxlbmFtZTpBY2NlcHRlZC1hbmQtTmV3LVN0dWRlbnQtQ2hlY2tsaXN0LTZfMThfMjUuZG9jeA== | Carrie Sputore | |||||||
| 2024/2025 | Student Affairs | Student Success Center | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community. | SSC-24/25-Goal 2 | Enhance Video Presence to Address Student Enrollment Process and Technology Equity Gaps | By 6/30/25, as a result of enhancing video presence on the SSC webpage to address equity gaps in accessing and understanding student enrollment services processes and technology, 200 views of the videos will take place as documented by YouTube analytics. | In Progress – Behind Schedule | At this point in time, the goal has been presented to and discussed with the Student Success Team. The goal is to create videos to reduce equity gaps in technology and understanding for students who need assistance with setting up their password, scheduling an appointment with their success coach or other department on-campus, registering for classes, and understanding their degree audit. At this time, I have started to look into the use of an AI video generator as a tool to create the videos. A HelpDesk ticket was created and closed with limited assistance provided. I will continue to research AI video generators and cost associated with using one and develop scripts for video creation. | As an update, I have not had the opportunity to research an AI Video generator tool. I am considering shifting my plan of action and have either a student ambassador or current Student Success Coach record the videos. In order to complete this task, the next short term goal will be to develop the scripts. We would like to create “how-to” videos for students to set up their password, schedule an appointment using Who’s Next, registering for classes, registering for restricted program courses, and understanding their degree audit. It is our goal to address equity gaps is accessing and understanding student enrollment service processes. | We have found success in creating “How to” videos to address the equity gap in technology and the student services and enrollment processes. We transitioned from using Ai to using Canva and text to speech for sound, thus allowing accessibility to all. We are in the final editing stage of many of the videos and will upload to You tube upon completion. Specific links will be created for each video and then they will be either uploaded to “Videos and Tutorials on the SSC webpage or to a “Videos and Tutorials” icon at the top of myGCC. The videos we are currently working on include: How to Set-up/Reset your password, How to Change you major, Top Five Things to Become a Successful Student, Welcome, what are my next steps, How to apply to graduate, How to use your Degree Audit, Certificate of Residency, How to view/print your class schedule, How to find and navigate the Financial Aid Dashboard, How to accept/decline loans, How to view your bill, How to order a transcript, and more. | https://gccplanning.com/frm_file/aWQ6MjMwOXxmaWxlbmFtZTpIb3ctdG8tU2V0LXVwLW9yLVJlc2V0LXlvdXItbXlHQ0MtUGFzc3dvcmQubXA0, https://gccplanning.com/frm_file/aWQ6MjMxMHxmaWxlbmFtZTpIb3ctdG8tUmVnaXN0ZXItZm9yLUNsYXNzZXMtMS5tcDQ=, https://gccplanning.com/frm_file/aWQ6MjMxMXxmaWxlbmFtZTpUb3AtNS1XYXlzLXRvLWJlLWEtU3VjY2Vzc2Z1bC1TdHVkZW50LWF0LUdDQy5tcDQ=, https://gccplanning.com/frm_file/aWQ6MjMxMnxmaWxlbmFtZTpIb3ctdG8tQ2hhbmdlLXlvdXItTWFqb3IubXA0, https://gccplanning.com/frm_file/aWQ6MjMxM3xmaWxlbmFtZTpIb3ctdG8tQ2hhbmdlLXlvdXItTWFqb3ItMS5tcDQ=, https://gccplanning.com/frm_file/aWQ6MjMxNHxmaWxlbmFtZTpIb3ctdG8tUmVnaXN0ZXItZm9yLUNsYXNzZXMtb24tYS1Nb2JpbGUtRGV2aWNlLm1wNA== | Carrie Sputore | ||||||||
| 2024/2025 | Student Affairs | Student Success Center | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. | KPI 1: This is a goal of the Strategic Enrollment Management plan. Increase persistence (longitudinal) of first-time students by 3% over 3 years. | SSC-24/25-Goal 3 | Intentional Outreach | By 6/30/25, as a result of Student Success Coach intention student outreach, 65% of each coach’s cohort will have continued to fall semester, apply to graduate, documented not returning fall, or contacted no reply as documented by Banner. | In Progress – On Schedule | At this point in time, the goal has been presented to the SSC team and we discussed intentional outreach opportunities for spring registration, but it has not officially started since the goal applies to fall registration. | Registration for fall 2025 opens Monday, March 3rd. The SSC team was reminded about the goal of intentional outreach with their population of students. By the end of June, each coach should have been able to reach 65% of their population and helped them to register for fall, apply to graduate or document that they are not returning or were not reachable. Each SSCoach will maintain a running list of their students using an Argos report and disaggregate the data into groups. Intentional outreach will include communication to individual students, good to go students, students by program, students with holds, students living at College Village, athletes, students who have greater than 54 credits earned. | Fall registration opened Monday, March 3rd. Student Success Coaches have been proactive and intentional in their outreach to their cohorts prior to the start of fall registration. Since registration opened, the SSCoaches have used a bi-weekly email communication plan that consists of timely information regarding retention and registration for the current student population. In addition, Success Coaches intentionally look at their cohort of students to pull out groups of students to communicate to: students with holds, students who have or are close to having enough credits to graduate, athletes, students in particular majors, and students with academic standing holds. Additional outreach and registration activities include SSCoaches making classroom visits and registrations sessions with specific degrees. At this time, the SSCoaches have together helped 62% of their cohorts to register for the fall, apply to graduate, or document not returning fall. | Carrie Sputore | ||||||||
| 2025/2026 | Student Affairs | Student Success Center | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community. | 1.1.1: This is a goal of the Strategic Enrollment Management plan. Increase persistence (longitudinal) of first-time students by 3% over 3 years., 1.1.2: As reported on Genesee’s GSI dashboard, Fall Student Success Snapshot for Programs, fall-to- spring persistence for all matriculated students will increase by 1% over persistence rates starting with the Fall 2022 cohort., 1.1.3: As reported in the IPEDS Fall Enrollment Reports, Genesee will meet or exceed the average IPEDS full-time, fall-to-fall retention rates of our four regional SUNY peers (Jamestown “JCC”, Corning “CCC”, Finger Lakes “FLCC”, and Niagara “NCCC”)., 1.1.4: The percentage of first-time, degree-seeking students who did not earn at least one credit in their first fall term will have decreased by 1% over rates from the Fall 2022 cohort. 1.2.1: As reported in the IPEDS Graduation Rates reports, Genesee will meet or exceed the average 2‐Yr (100%), 3‐Yr (150%), and 4‐Yr (200%) graduation rates of our four regional SUNY peers (Jamestown “JCC”, Corning “CCC”, Finger Lakes “FLCC”, and Niagara “NCCC”)., 1.2.2: This is a goal of the Strategic Enrollment Management plan. Increase student outcomes as measured by degree/credential/certificate completion by 2.5% over 3 years 1.3.1: This is a goal of the Strategic Enrollment Management plan. Increase post-traditional students, age 25 and older, participating in matriculated college programs by 5% over 3 years. 3.1.1: Genesee’s percentage enrollment of underrepresented minority undergraduate students* will consistently exceed the percentage of underrepresented minority persons across GLOW. * Genesee count is limited to: domestic (excludes International) undergraduates (excludes high school students) with known IPEDS race information (excludes unknown/undisclosed race and ethnicity)., 3.1.2: As published on SUNY BI Dashboards, Genesee will meet or exceed the average full-time, fall-tofall retention rates of underrepresented minority (URM)* persons across our four regional SUNY peers (CCC, FLCC, JCC, NCCC)., 3.1.3: As reported in the IPEDS Graduation Rates reports, Genesee will meet or exceed the average IPEDS three-year graduation rates of underrepresented minority students across our four regional SUNY peers (JCC, CCC, FLCC, NCCC). | SSC-25/26-Goal 1 | Advisement Onboarding Intake Form | By 6/30/26 as a result of the creation of an advisement intake form and communication through Slate, 50% of incoming students will complete the form as documented by an excel spreadsheet that collects the information. | In Progress – On Schedule | Work has begun on the advisement onboarding intake form. I have had the opportunity to research other institutions and what they use for their intake form and how they use it. Additionally, my team has met and had the opportunity to brainstorm potential questions for the intake form. I spearhead the Intent to Enroll subcommittee out of ASDI and we are next meeting to discuss the communications that will be sent to students once a specific box is checked. When a student selects “Yes, I plan to enroll” they will receive communication to complete the Advisement Intake form. Next steps are to finalize the questions we want to use for the intake form and have the assessment committee review the document. | The Academic Advisement Intake questions have been developed and will be shared with the advisement community for feedback. Once complete, they will be sent to the survey committee for approval. Once approved, the intake questions will be converted into a Microsoft form and included as a link in the Next Steps communication. The Next Steps communication will be sent to a student via email once a student selects that they Intend to Enroll via the Intent to Enroll form being developed for Slate. Completion of the Academic Advisement Intake Survey will be one of the steps a student has to complete for semester readiness. Responses will be collected and utilized by advisors across campus. | https://gccplanning.com/frm_file/aWQ6MjM2OHxmaWxlbmFtZTpBY2FkZW1pYy1BZHZpc2VtZW50LUludGFrZS1mb3JtLmRvY3g= | Carrie Sputore | ||||||||
| 2024/2025 | Student Affairs | Testing Center | SP 1 – Student Support and Success, SP 2 – Teaching and Learning | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.3 – Leverage continuous assessment outcomes to ensure dynamic adaptation of courses and programs., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. | Testing-24/25-#1 | Campus Center Connections | By August 31, 2025, as a result of the Batavia Campus Testing Center providing on-going training for Accuplacer testing services, all identified campus center staff will be able to provide Accuplacer testing opportunities to students in their area who would not otherwise be able to travel to Batavia for placement testing. This will be documented by the number of students requesting campus center testing opportunities and also by the number of students who actually complete their placement testing at campus centers. This goal also contributes to SEM Goal #1; Strategy #1: Create an educational environment that addresses the needs of post traditional students; Tactic #2: Identify programs, courses, and/or modalities that meet the needs of post traditional students with differing life circumstances; & Tactic #3: Create campus wide systems to intentionally identify and remove barriers facing post-traditional students. | Completed | As of today, all identified members of the campus centers who are assisting with placement testing have been trained. As new requests come in, training is quickly scheduled and individuals are trained. Staff in need of refresher training are also scheduled and re-trained in a timely manner. | The testing center has continued to provide testing/Accuplacer testing to campus center staff. In addition, testing guidelines/suggestions were created and provided to our nursing department, Refresher appointments for Accuplacer/ATB are on going. | This goal is completed. Refresher appointments for Accuplacer/ATB are on going. New training is quickly scheduled for any new employees. | Monica Romeo | |||||||||
| 2025/2026 | Student Affairs | Testing Center | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | No KPI for this goal 1.3.1: This is a goal of the Strategic Enrollment Management plan. Increase post-traditional students, age 25 and older, participating in matriculated college programs by 5% over 3 years. No KPI for this goal 3.2.1: During the 2024-25 and 2025-26 academic years, establish a baseline of the number of, and student participation in, activities focused on wellness, diversity, and inclusion., 3.2.2: By August 2028, increase over baseline (KPI 1), the number of, and student participation in, activities focused on wellness, diversity, and inclusion. | Testing Center-25/26-Goal 1 | Streamline Placement Testing Process | The Testing Center is seeking a more efficient process to manage placement testing. At this time, Testing Center staff invest a great deal of person hours conducting investigative work to determine which placement test a student needs. It sometimes takes over 10 minutes just to send one email – this applies to multiple students. In collaboration with the SSC and ACE program, the Testing Center will determine if a student has met with their appropriate success coach/advisor before registering to placement test. In working with these two areas, the Testing Center will determine if utilizing Who’s Next to determine a student’s placement or some other agreed upon option to ease the stress students experience during the placement process. | In Progress – Behind Schedule | The testing center is currently strategizing on how to work with our campus partners to ease the burden on the testing center related to placement testing. Strategies have been implemented related to the timing of testing and enforcing testing conditions to streamline our processes. | We are on hold with our strategies as much of our work with this process involves other areas on campus. We are working with campus deans to find the best way to approach edits to this process. | Monica Romeo | |||||||||
| 2024/2025 | Student Affairs | Wellness Center | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | Wellness-24/25-#1 | Increase Healthy Wellness Choices | By August 31, 2025, at least 85% of students who attend GCC will be able to receive information related to healthy life style choices – including healthy eating and sexual health – as well as physical, mental and spiritual health through a variety of platforms. Those platforms include updating our current wellness module in Brightspace to include healthy eating and healthy choices related to sexual health. In addition, students will be able to access our Wellness Specialist through in person and virtual means to ask questions and receive personalized feedback related to creating a positive wellness lifestyle. This will be documented through attendance at events and attendance in personal wellness sessions. Anecdotal evidence will be summarized through students’ reports related to their experiences in engaging with the wellness center. This goal also meets SEM Goal #2; Strategy #1: Foster a culture of intentionally removing barriers for students to persist. | Completed | Meghann Bernard has been offering individual and group programming related to healthy eating choices. Meg specifically works with two students who have identified disordered eating as a personal challenge and who have scheduled individual wellness sessions to increase their ability to engage in healthy eating. Meg sponsored wellness trip and hike in Letchworth state park to help students learn different ways to cope with their stressors. Meg continues to work with our UConnect grant partners to assist in offering programming to support healthy choices related to substance use. Meg also regularly collaborates with RESTORE to offer programming related to making healthy relationship choices. This programming is offered in the residence halls, as well as classroom offerings. | Meg has completed a course in Brightspace for students with eating concerns. She has continued to offer health food choice group and individual sessions. Meg has also continued to offer meditation and yoga, weekly, to support students in managing their emotions to positively impact eating concerns. Meghann is also creating healthy recipes for students to use when utilizing the food pantry. Meg has created several recipes and left them for students to take, in the food pantry, when visiting the pantry. | Meg has completed training in behavioral intervention and modification. She is actively using her training in her work with students. She has also edited and increased the wellness options available in Brightspace for faculty to add to their courses. Meg continues her work with updating recipes for people who utilize the food pantry on campus. | Monica Romeo | |||||||||
| 2025/2026 | Student Affairs | Wellness Center | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | 3.2.1: During the 2024-25 and 2025-26 academic years, establish a baseline of the number of, and student participation in, activities focused on wellness, diversity, and inclusion., 3.2.2: By August 2028, increase over baseline (KPI 1), the number of, and student participation in, activities focused on wellness, diversity, and inclusion. | Wellness Center-25/26-Goal 1 | Strengthen the connection between Wellness and Student Conduct Process | With the loss of the UConnect grant support in April 2025, which included conduct-related interventions from UConnect staff, the Wellness Center became involved in providing student conduct interventions. Using a wellness, trauma-focused and restorative justice lens, the Wellness Center worked throughout the summer to redesign interventions to reflect thoughtful, educational and wellness related conduct interventions to better support our students in their learning experience at GCC. The Wellness Center is working on continuing to improve these interventions based on conduct-related interventions in the Fall and Spring Semesters. | In Progress – Behind Schedule | Wellness Specialist, Meg Bernard, along with Counselor/Case Manager, Madeline Eldridge have been working to more clearly define the interventions utilized in Conduct interventions. They are also working out the barriers to smooth referrals back and forth to each other as well as reporting strategies. | We have placed our work on hold due to Meg Bernard leaving her position with the wellness center. We are working on hiring a new person to support our wellness programming. | Monica Romeo | |||||||||
| 2023/2024 | Student and Enrollment Services | Access and Accommodations – Disabilities | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. 4.1 – Pursue opportunities to increase sources of revenue, including grants, strategic enrollment management, and community partnerships, while maintaining competitive tuition rates., 4.2 – Act as good stewards of resources and maintain accountability to stakeholders. 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region., 5.5 – Create and facilitate avenues to connect students with the broader community (e.g., local businesses, external events). | A&A – 2023/2024 – Goal #1 | Improve student access to technology to support them in their academic endeavors | In general, technology can vastly increase equity and access in the learning environment. Helping students feel comfortable with technology is a challenge as many of our students do not regularly have access to technology that can assist them in affording them equal access to the learning environment. We continue to offer ReadWrite to our students through our Computer Services office. We are also looking at ways to improve technology to provide students with more options to find technology that works for them. By August 31, 2024, we are aiming to reach all students registered with A&A with information about the technology available to them, to assist them in achieving equal access in the learning environment. | Completed | As of November, through a grant from NYS, we have added Equatio which is the math/science version of ReadWrite. This allows students to use speech2text/text2speech in math and science courses as Equatio can read and write math problems correctly. Through the same grant, we have also added the use of Glean. Glean is recording/note taking software that allows students to record lectures, transfer their recordings into notes and interact with their notes to increase learning. We are also working with the Perkins Grant to purchase Kurzweil licenses. Kurzweil is an extremely powerful note taking, recording, transcription software designed for students with vision and hearing impairments. We have several students who will benefit greatly from the addition of this software. Lastly, we are encouraging students with the accommodation of “record lectures” to use microsoft One Note for their recordings. | We are continuing to use both Glean and Microsoft OneNote to support students in notetaking accommodations. Students are reporting a positive experience (self-report) with using technology to support their notetaking. At the beginning of February, we were able to connect with Kurzweil to start the process of implementing their software on our campus. At this time, we are waiting for finances to complete their process on our end and on Kurzweil’s end before we can add students to the software. | We were finally able to add students to Kurzweil beginning in April ’24. Anecdotal evidence from students is that they love both Glean and Kurzweil. Students who use Microsoft products for recording also report that they “love” using this option for recording lectures. Students are reporting that the software is extremely helpful to them and allows them to “access” their learning in an exciting and useful way. Students who use Equatio also report that they are better able to understand their math courses when using screen reading through Equatio. | Utilizing grant funding and Perkins funding to purchase Equatio, Kurzweil and Glean has been extremely beneficial to our students. Students report experiencing an increased understanding of their courses. Students also feel more engaged in their courses because they report that they now have equal access to their courses. These software options have been excellent options for our students. | Monica Romeo | ||||||||
| 2023/2024 | Student and Enrollment Services | Athletics | SP 3 – Diversity, Equity, Inclusion, & Wellness | 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | ATH1 | Athletic Wellness | Increase overall wellness programs for the athletic department. | In Progress – On Schedule | Scheduled | Mark Potter – Mental Wellness Speaker | Completed – 87 students attended the speaker | With the increased mental health issues rising on college campuses, the athletic department felt it necessary to collaborate to bring in someone to speak about athletes and mental health. This event was well attended and students took many new ideas away from the program. This would be a program we would continue in the future. | Kristen Schuth | ||||||||
| 2023/2024 | Student and Enrollment Services | College Counseling Services | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.3 – Create an educational environment that addresses the needs of post traditional students. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community. | Counseling Services – 2023/2024 – Goal #1 | Strengthen competencies in providing remote counseling services | To increase staff competency and ability to offer exceptional counseling services in remote settings, Counseling staff/interns will participate in tele-counseling training at least three times over the next year (by August 31, 2024). Success in this area will be demonstrated by completion of a session rating tool to determine effectiveness of services in remote settings. | Completed | At this time, we are seeking opportunities that are low cost, but can support more than one learner at a time to increase remote counseling competencies. | Counselors continue to participate in discussions regarding legal requirements and proficiencies in providing telehealth services. In general, our students prefer in person appointments. These discussions are occurring at the local, state and and national level. | Our counselor, Macy Reyngoudt has participated in local, state and national discussions and trainings related to providing tele-health services. In general, our students report that they prefer in-person sessions and do not want to use tele-health services unless they are unable to make it to campus. | Tele-health/counseling services are an option for our GCC students, however, our students report that this is not their preference. Our students repeatedly inform us that they prefer to be seen in-person, even if they have to travel to campus. In-person appointments far outweigh tele-health appointments. We only had two students over the past year who requested to be seen via zoom and a handful of appointments that occurred via zoom due to students being unable to come to campus for their sessions. For GCC students, in-person counseling support is the preferred mode of engaging with our mental health specialists. | Monica Romeo | ||||||||
| 2023/2024 | Student and Enrollment Services | Conduct/Dean of Students | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | Dean of Students 2023-2024 | Development of Drug and Alcohol Prevention Program. | This goal will evaluate how well the collaborative grant we recently received along with GCASA is working. This grant allows us to hire one full-time and one part-time GCASA employee who will be located at GCC in the role of Prevention Educators for drugs and alcohol. By 05/31/2024, as a result of holding meetings regularly, presenting workshops and individual appointments with students, a minimum of 100 students will be served by learning about the effects of drugs and alcohol as documented by monthly reports. | In Progress – On Schedule | Ariana Green and Megan Burgess, our new Prevention Educators, have offices located in the Dean of Students hallway. They have been integrated into the GCC culture, and no one would probably realize they are work for GCASA (also now known as “UConnect”. We have asked them to report to the Wellness Center, and have already done a considerable amount of training, including “Basics” and “Casics” to help them work with our students. We have begun bringing them into our conduct system, and have given them access to our conduct software “Maxient”. We supervisors meet with monthly, and we meet all meet with OASAS (NY Office of Addiction Services and Supports) monthly. We are in the process of purchasing two years of “eCHECKUP TO GO” which should assist us with assessment of the work being done. Promotions with QR codes are now available (see upload) | https://gccplanning.com/frm_file/aWQ6MjA4MnxmaWxlbmFtZTpRUi1jb2RlLWZseWVyLTEucG5nfHNpemU6dGh1bWJuYWls, https://gccplanning.com/frm_file/aWQ6MjA4M3xmaWxlbmFtZTpRUi1jb2RlLWZseWVyLTIucG5nfHNpemU6dGh1bWJuYWls, https://gccplanning.com/frm_file/aWQ6MjA4NHxmaWxlbmFtZTpRUi1Db2RlLWZseWVyLTMucG5nfHNpemU6dGh1bWJuYWls | A sample of workgroup meeting notes is attached. On a monthly basis GCC staff meets with UConnect staff and OASAS staff. The Prevention Educators have begun seeing students and is being used as a sanction for alcohol/drug use in the residence halls. We are in the planning stages of doing a student questionnaire to better help us offer services, and are working together along with Tracy Merritt to design. We are using the attached to draw questions from for our student survey, and reduce the size of the questionnaire. | https://gccplanning.com/frm_file/aWQ6MjExNHxmaWxlbmFtZTpDUEktV29ya2dyb3VwLU1lZXRpbmdzLTEyLTIwMjMtMDAyLmRvY3g=, https://gccplanning.com/frm_file/aWQ6MjExNXxmaWxlbmFtZTpTdXJ2ZXktY29tbXVuaXR5LWNvbGxlZ2UtbG9uZy1mb3JtLnBkZg== | The Prevention Educators had struggled to get students to make appointments and attend their sessions. Dean of Students assisted by sending the students “Failure to Comply” letters, and giving them a week to make an initial appointment. After one week, students were not allowed to attend classes (emails to faculty members went out, and the students were copied). This seemed to help out, and we had about 69 students who we connected with during the spring. Over the summer more training will take place for the Educators, support groups/training for students will be planned, outreach to faculty, activities and tabling for students will also be prepared. Firming up the survey to send out in the fall will also be on our task list. | All GCC students were given the opportunity to work with a drug and alcohol Prevention Educator. Students in the GCC conduct system for substance infractions were required to attend. The partnership between GCASA/UConnect and GCC is thriving, with plans to build on what we started this year. | It took the Prevention Educators most of Fall 2023 to complete initial training and figure out a process. That was a disappointment, but they were much more effective in the spring. Because the grant was extended from one to two years, I will be extending the POA goal into the next year. | Patricia Chaya | |||||
| 2023/2024 | Student and Enrollment Services | Conduct/Dean of Students | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community. | SPS-2023-#1 | EOP Goal 1 | By 5/31/24, as a result of meeting weekly and having study hall hours, 28 EOP students will pass over 50% of their classes as documented by their grades. | In Progress – On Schedule | Terry George and I have met with the 28 EOP students weekly and help study hall time for them to complete work. We have discussed time management, career planning, etc. | The first semester proved to be challenging for these young people and many did not do as well as we had hoped. Continued meetings and one on one appointments will help guide the students to fair better in the second term. | To our surprise several of our students came back to pass several courses in the spring semester. As a result, 34% of them passed more than 50% of their classes over the year. That is compared to 46% of the total number of new and continuing students. EOP will conintue to work on helping these students succeed. | By 5/31/24, as a result of meeting weekly and having study hall hours, 28 EOP students will pass over 50% of their classes as documented by their grades. Unfortunately, not all EOP students passed 50% of their classes; have of the group succeeded in 50% or more in classes. The team is happy with the progress. | Tanya Lane-Martin | ||||||||
| 2023/2024 | Student and Enrollment Services | Educational Opportunity Program (EOP) | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | SPS-2023-#1 | EOP Goal 1 | By May, 2024, as a result of meeting weekly with 28 EOP students, they will succeed in over 50% of their courses as documented by Spring 2024 grades. | In Progress – On Schedule | Tanya Lane-Martin | ||||||||||||
| 2023/2024 | Student and Enrollment Services | Financial Aid | SP 1 – Student Support and Success | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. | FAO 2023-24 | 2425 SAI Implementation | By 2/15/24, as a result of training by counseling staff, Computer Services and Ellucian Consultants, the Finanical Aid Office will be able to successfully package 2425 awards based on the newly implented SAI (Student Aid Index) and FAFSA redesign. | Completed | Still waiting for SAI updates from the federal government. Have watched several webinars on FAFSA processing. Still no information. | SAI information still not released and no update from the federal government as to when this information will be available. The SAI replaces the longstanding EFC and had a huge impact on packaging of student awards. We do not have any information as to how to proceed. | As of May 22, 2025, we have been able to start processing the 2425 awards with the federal SAI. | We have successfully awarded students for the 2425 academic year. | We will need consulting hours to work with Ellucian consultants to update our existing processes to reflect the massive changes in federal processing/awarding. Many of the of our current processes were created by Ellucian consultants. We will need their assistance again to ensure system integrity. | Joseph Bailey | |||||||
| 2023/2024 | Student and Enrollment Services | Financial Aid | SP 1 – Student Support and Success, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | FAO 2023-24 POA2 | 2425 FAFSA Simplification Communication | By 1/1/24 all current students will be notified of the upcoming changes in finanical aid. The FAFSA Simplification Act drastically changes the aid process as well as delays the availability of the FAFSA. Traditionally, the new FAFSA is available on October 1. This year, the changes have pushed the availability back to late December. This will be accomplished through various communications options to all current students.This is an additional change that will need to be communicated to students and families. | Completed | No new updates. | Federal government had soft launch of FAFSA on December 31. The process has been frought with delays and software updates. We are still awaiting additional guidance from the Department of Education regarding processing updates. | With the assistance of Ellucian (both corporate and local), we have been able to implement the many changes to the 2425 FAFSA and have started the packaging process for students for the 2425 academic year. | Packaging continues for 2425. Still lacking some functionality on the federal side (still more delays), but we are able to award students and send missing document requests. Additionally, SUNY partnered with Trellis to do FAFSA outreach to students. As of this writing, Trellis has sent postcards and text messages to students that have not yet filed the 2425 FAFSA. | Joseph Bailey | ||||||||
| 2023/2024 | Student and Enrollment Services | Health Services | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.3 – Create an educational environment that addresses the needs of post traditional students. 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | Wellness (formerly Health) – 2023/2024 – Goal # 1 | Increase student awareness of wellness services at GCC | By August 31, 2024, all students will have knowledge of the many offerings provided to students through our Wellness Space. This will be accomplished by providing students with a monthly newsletter and increasing the ways in which information is disseminated to student. Increased knowledge will be documented through attendance at events and responses to student outreach. | Completed | Students are increasing their attendance at yoga warriors sessions on Friday and also mindset mondays meditation offerings. A regular number of students participate in open wellness activities in the wellness center. The health and wellness club has increased their participation from about three students last year to 8 this year. | The Wellness Center is revamping their Yoga warriors on Fridays. Students reported that Fridays are no longer good for them to attend. Meghann Bernard has shifted to Thursdays for yoga warriors and now has 8-10 students regularly attending. The Wellness Center is full of students using the space for meditation, group meetings and prayer time. In addition, Meg works with 20 or so students weekly in individual Wellness appointments. The Health and Wellness Club continues to meet regularly. | The Wellness Center is regularly full of GCC students who actively utilize the wellness space. Meg Bernard, our Wellness Specialist, has created a safe, welcoming space for our students who need a space to engage with others, meditate, pray and learn about themselves as young adults in college. Meg collaborates with faculty – who love having her present to their students in class – to provide wellness programming related to their major and future practice as professionals. Meg continues to create a balance between individual wellness appointments, group wellness experiences and maintaining a positive, nurturing environment for our students. | The Wellness Center is actively utilized by GCC students, faculty and staff. Our Wellness Specialist, Meg Bernard, is regularly requested to present in classes on wellness topics, is often requested to present at department meetings or at PAD week, and is often consulted on how to support our students in their personal wellness journey. Meg finds creative and cost effective ways to enhance student Wellness Opportunities through weekly yoga and meditation practices, open meditation practice and healthy living modules in Brightspace. Our students frequent the wellness space throughout the day and request her individualized wellness sessions throughout the semester. Students report that they “love” the work that Meg does and benefit greatly from her knowledge and encouragement. | Monica Romeo | ||||||||
| 2023/2024 | Student and Enrollment Services | Student Engagement & Inclusion | SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 4 – Fiscal, Operational & Infrastructure Sustainability | 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. | To fully re-establish and implement the CREATE Grant. | CREATE (Creating Rich & Engaging Activities Together, for Everyone) Grant Completion | The CREATE Grant will be fully re-established and implemented by April 1, 2024. The efforts that will take place: -update the form to be compatible with SharePoint. -update form on the website under SE&I page. -write formal policy on fundraising balances regarding inactivity. -condense the fundraising funds from previous clubs/organizations into the SA account. -implement grant replenishment initiative. The outcome will documented in the overall funding balance in the appropriate fundraising accounts and will be reflected in BANNER. | In Progress – On Schedule | The CREATE Grant form has been updated to Microsoft in SharePoint and has been updated and available to our students and interest groups on our main website. | Kelly Starchok | |||||||||||
| 2023/2024 | Student and Enrollment Services | Student Engagement & Inclusion | SP 5 – Campus and Community Engagement | 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region., 5.5 – Create and facilitate avenues to connect students with the broader community (e.g., local businesses, external events). | Local Community Involvement | SE&I Involvement in Local Community and GLOW Region | The Office of Student Engagement & Inclusion by the end of the 2023-2024 academic year will be involved, have volunteered, and/or collaborated with the City of Batavia or surrounding areas a minimum of 3 times. | In Progress – On Schedule | SE&I, SGA and various clubs volunteered at the MuckDogs annual Trick-or-Treat Event held down at Dwyer Stadium on Saturday, October 1, 2023. Staff and students assisted by hosting a table where they handed out snacks to the local kids in the community for Halloween. SE&I collaborated with My Sister’s Closet out of the YWCA for a Pop-Up Thrift Shop Boutique on Tuesday, November 14, 2023. The collaboration is set to be scheduled again in the spring 2024 semester. | https://gccplanning.com/frm_file/aWQ6MjA5MHxmaWxlbmFtZTpQb3AtVXAtVGhyaWZ0LVNob3AtMTEtMTQtMjMtVFYtYWQucG5nfHNpemU6dGh1bWJuYWls | The Director of SE&I is participating in the Leadership Genesee Class of 2024. This will assist with building relationships in the community. In December 2023, SE&I. Athletics and the Dance collaborated and walked in the Christmas in the City Parade in downtown Batavia. In February 2024, members of GCC and the local community participated in the 21 Day Racial Equity and Social Justice Challenge. | In the spring semester SE&I offered field trips to the both the Ice Skaiting Rink and Games of Throws. Our Staff worked with the local businesses to provide opportunities for our GCC Students. In March, we held a Period Product Drive for Women’s HIstory Month. A part of the products from the drive were donated to the YWCA and Batavia City Schools. In April 2024, SE&I, Athletics and Human Resources held the annual Duck Derby and proceeds went to local United Way. | Kelly Starchok | ||||||||
| 2023/2024 | Student and Enrollment Services | Student Engagement & Inclusion | SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 5 – Campus and Community Engagement | 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | Provide and promote familiarity and open discourse between students and faculty/staff. | Cougar Connection Events | The Office of Student Engagement & Inclusion during the 2023-2024 academic year will plan and implement Cougar Connections events that will promote the familiarity and open discourse for students with faculty and staff during a minimum of 4 events. These events will give our faculty and staff the opportunity to engage openly with our GCC Students to assist with retention and networking and continue to offer support through our GCC resources and build relationships/community. | In Progress – On Schedule | During Fall 2023 Week of Welcome there will plenty of opportunities for students to engage with faculty and staff including: – The Cougar Connections Resource Fair on 8/29/23 -Ice Cream and Chill Truck 8/31/23 -SSC Connections Carnival 9/1/23 Another event SE&I hosted was Destination Success on 9/12/23 for our students to check in with departments week 4 of the semester. | On Tuesday, November 21 SE&I hosted and celebrated World Hello Day. Students, faculty, and staff were invited for some light refreshments and to just say HELLO to each other. They learned how to say HELLO in a few different languages from a handful of our GCC International Students. World Hello Day is an unofficial holiday celebrated on November 21 by 180 countries. It showed the importance of personal communication for preserving peace. SE&I encouraged our GCC community to participate by simply greeting 10 people throughout the day. | The spring semester included many events for faculty and staff to network and connect with our students at GCC. These events included: Black History Month Vibe Out, Common Hour Silent Disco, Comedian, GeneSEE the Solar Eclipse, Inter Club Market, Cultural Fusion Festival, Mental Health Resource Fair, International Program Series Events, and Commencment Events. | The Office of Student Engagement & Inclusion during the 2023-2024 academic year planned and implemented many Cougar Connections events throughtout the year. They promoted the familiarity and open discourse for students with faculty and staff. | GCCA funding for Student Engagement and Inclusion events and operations assisted in this goal. | The SEI office will continue to host events similar to these each academic year giving our GCC community an opportunity to make the connection. | Kelly Starchok | ||||||
| 2023/2024 | Student and Enrollment Services | Student Success Center | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness., 5.2 – Provide and support faculty and staff with opportunities to innovate within the college community and the GLOW region. | 1 | Reimagine Student Success Center Operation to support student enrollment and retention | By 7/24/2023 as a result of the Student Success Center/Advisement Functional Area Review, the SSC will operate more efficiently and effectively as documented by the reimagining of the SSC operation and the creation of a Service Level Agreement contract. | Completed | The Functional Area Review for the Student Success Center/Advisement has been extended through the fall of 2023. Thus far, the work that has been completed on the FAR includes a SWOT analysis, comparison of current advisement practices to the CAS standards, and a Student Advisement Survey. In addition, there are plans for an external reviewer to evaluate the operation and provide an external perspective and suggestions for the operation. The purpose of this goal is to use the information attained from the FAR to reimagine the Student Success Center operation to improve efficiency and effectiveness while supporting the goals of enrollment and retention. | The current FAR process is being evaluated by the administrative assessment team during the 23-24 academic year, thus the SSC FAR will not be completed as expected. The goal of reimagining the SSC operation did not come to a halt as the challenges that face the operation were identified and they highlighted the need to review and reconsider the structure and responsibilities within the SSC. See attached. | https://gccplanning.com/frm_file/aWQ6MjE1NnxmaWxlbmFtZTpTdHVkZW50LVN1Y2Nlc3MtQ2VudGVyLVJlY29uY2VwdHVhbGl6YXRpb24tMi5kb2N4 | From the attached reconceptualization proposal, we have begun to use terminology such as Tier 1,2,3 to help define the operational structure and flow for students. In addition, a part-time Student Success Associate has been hired, thus allowing Student Success Coaches to return to their offices for an additional hour+ a day to meet with students. The department managers meet once a month to discuss changes and updates in their each of their areas. The managers have decided to process map various functions and responsibilities of each department to help train and familiarize individuals with the department responsibilities in the SSC. In the future, the goal is to develop and Occupancy Agreement and Service Level Agreement to help in defining roles and improve efficiency while providing service to the student. | Since its inception in 2017, the Student Success Center’s operations have evolved significantly, deviating from the initial plan. This shift necessitates a review and restructuring of the Center’s framework and responsibilities from an operational perspective. This reconceptualization fosters adaptability, innovation, and continuous improvement. The tiered system ensures the Center remains relevant to students’ changing needs, enhances role clarity, and improves efficiency. Leveraging technology will streamline communication and decision-making. Hiring a part-time Associate allows Coaches to focus on student success and retention, enriching the student experience. While this restructuring marks a significant step forward, the SSC is committed to continuous evolution to meet the ever-changing demands of student services. | Carrie Sputore | |||||||
| 2023/2024 | Student and Enrollment Services | Student Success Center | SP 1 – Student Support and Success, SP 2 – Teaching and Learning, SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.2 – Improve successful outcomes (completion, transfer, and/or employment) for all of our students., 1.3 – Create an educational environment that addresses the needs of post traditional students. 2.1 – Further develop an inclusive teaching and learning- centered environment that fosters student success and attainment of Institutional Learning Outcomes., 2.5 – Expand innovative learning modalities that continue to reduce time and place restrictions and enrich the learning experience. 3.1 – Expand current efforts to increase recruitment, retention, employment, and success of underrepresented populations within the college community., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. 5.1 – Continuously refine communication channels to promote institutional transparency, collaboration, and effectiveness. | 2 | Student Experience Survey | By June 30, 2024 as a result of creating and implementing a Student Experience Survey in Who’s Next, 50% of the students who visited the Student Success Center in person and virtually will complete the survey as documented by the number of survey’s completed in Who’s Next. | In Progress – Behind Schedule | Now that the Who’s Next platform installation has been used for scheduling appointments for one full year and for Early Alert Interventions for one semester, we are able to move forward with the creation of a Student Experience Survey. The inclusion of a survey will allow for student and visitor feedback to improve the SSC operation and efficiency. The SSC survey team has met to determine their suggested questions and will begin the process of narrowing down the list of questions. The final questions will be will be submitted to the Survey Committee for review and approval. Once approved, the survey will be shared with the Who’s Next vendor for implementation. | A draft of the Student Experience Survey was created in Microsoft forms to include with the 129 Survey request. | At this time, the goal is currently behind schedule due to competing priorities. The next step towards finishing the goal is to submit the 129 Survey request to the Survey Committee. Once the committee approves the survey, I will then work with the Who’s Next vendor, Blue Eon Solutions to have it automatically sent to students whose contact type with the SSC was HUB, In-Person, or Virtual. Even though the goal was not completed in the 23-24 academic year, it will be continued as the information the survey will collect is important in evaluating the SSC operation. | The Student Success Center is the centralized location to service students regarding enrollment services. Once a student is accepted, they are referred to the SSC or appropriate student success coach for their next steps. The customer service provided to the student is of great importance as it plays a significant role in whether the student decides to enroll at GCC and continue at GCC. The goal of this survey is to collect student feedback regarding their experience in the SSC. The information collected will provide data regarding the effectiveness of the operation as well as highlight areas where professional development or customer service training is needed. | Carrie Sputore | ||||||||
| 2023/2024 | Student and Enrollment Services | Testing Center | SP 1 – Student Support and Success, SP 3 – Diversity, Equity, Inclusion, & Wellness, SP 4 – Fiscal, Operational & Infrastructure Sustainability, SP 5 – Campus and Community Engagement | 1.1 – Support student progress rates at all segments and levels of their Genesee college career., 1.3 – Create an educational environment that addresses the needs of post traditional students. 3.2 – Foster an environment of belongingness by broadening opportunities to better understand, embrace, and celebrate our individual differences., 3.3 – Evaluate and improve upon services that support the wellness of the campus community. | Testing Center – 2023/2024 – #1 | Improve computer based options for testing for our students | With the growth of the use of technology and the rising number of students with accommodation at the Testing Center, obtaining a separate private testing room for ADA students and remote testing on Zoom is essential. Additionally, more computers are necessary. Many faculty are increasingly utilizing computer-based testing and our placement tests are all computer based. We typically find that we need more than our five computers for computer-based testing. By August 31, 2024, the Testing Center would like to increase the number of computers available to students by 5, providing the Testing Center with a total of 10 computer stations for students to use during testing as documented by the requests for additional computers being completed and installed. | Completed | At this time, Kanoko and Monica have met to review our move to the former Learning Center space. We have identified potential areas for the computers to be stationed. We are working on scheduling a meeting with Levi (B&G) to be sure our plan is feasible, physically. | The Testing Center continues to wait to hear the status of our potential move to the Learning Center space. We are unable to plan without knowing what to expect going forward. | We are considering this project completed for the year. Since we were unable to move our space this year, we are unable to increase our computer based testing options on campus. Once we are able to move, we can certainly accommodate more testing, in person, via computer. We continue to utilize zoom proctoring for our students who need proctoring for their accommodations and are off campus students. We also continue to utilize zoom to proctor our out-of-area students who cannot come to campus to test for placement/ATB testing. | While we could not increase our capabilities in offering on campus computer testing for classes or for placement testing, we have continued to grow our abilities in proctoring exams remotely via zoom. Once we are able to move to an expanded space, we can offer more computer based testing to on our campus students. | Monica Romeo |
