Fall 2022 Critical Priorities

Launching a Bold Vision for Geneseo’s Future 

The preparation of the college’s next strategic plan is occurring amidst a period of dynamic change in higher education. Demographic shifts, pandemic impacts, and a broad need to reckon with pervasive structural inequities are impacting the academy and American society in general.  SUNY Geneseo views these changes as opportunities to grow and refine its identity as a public liberal arts institution. With the completion of the last strategic plan, Geneseo 2021: Seeing Beyond the Horizon, the College has made significant strides in transforming learning on campus, prioritizing access and success, working toward the common good, and enhancing institutional resilience and sustainability.

Beginning in the 2020–21 academic year, the campus engaged in iterative and collaborative discussions of its mission, vision, values, and a new five-year strategic plan. This process occurred against a backdrop of significant disruption and change. This underscores the critical importance of agility. In a period of rapid change, the institution must continue to embrace a culture of exploration, experimentation, adaptation, and continued excellence. These critical priorities reflect the fact that SUNY Geneseo faces persistent financial challenges in a rapidly changing landscape for higher education and must act quickly in the short term while developing long-term structures that will ensure financial and institutional stability. This will require our campus to prioritize efforts to expand our base of learners, align program development with emerging market needs and campus strengths, increase access, and improve student retention. The College has demonstrated strong resilience in the face of disruption before, and the strength of its community and shared commitments to learning and creativity have been clearly evident during the disruptions caused by the COVID-19 pandemic. 

During the Fall 2022 semester, the Strategic Planning Group will refine the foundational materials developed during the 2021–22 academic year and recommend both a new campus vision statement (by October 1) and a prioritized five-year strategic plan (by December 1) that meet the evolving needs of the institution. This timeline reflects the need to refine our approaches to revenue generation and enrollment and incorporate the emerging opportunity to pursue a bold vision of Geneseo as the nation’s first public Equity-Minded Honors College. Thus, this articulation of our critical priorities is not intended to be comprehensive but rather to identify the five core imperatives that align with our long-term strategic priorities and will be foregrounded in the new five-year strategic plan. Each of these initiatives will require all-college efforts.

A. Expand student access and success by becoming an equity-minded honors college. Key elements include: pursuing the formal honors college designation at the earliest possible opportunity; constituting the GLOBE committee (Geneseo Learning Outcomes for Baccalaureate Education) to advance the implementation of our new honors curriculum and the integrative and applied learning graduation requirement; and advocating for resources to support our aspirations as a public honors college and accelerate progress toward building an equity-minded learning experience.

Key Leads: President’s Office, Academic Affairs

B. Advance the college’s commitment to DEI/belonging. Key elements include:  further improving the campus climate and well-being of our community by effectively utilizing the results of the 2021–22 Campus Climate Survey of students, personnel feedback, and other relevant resources; recruiting and hiring a new director of multicultural affairs to support BIPOC students and to promote the college community’s embodiment of the DEIB values; and leveraging the unit-level entities engaged in DEIB strategic actions by providing an infrastructure that connects these groups and strengthens the impact of their work.

Key Leads: Office of Diversity and Equity

C. Support student success and mission-aligned, financially sustainable enrollment through strategic programs and initiatives. Key elements include: strengthening our current enrollments through expanded campus-wide enrollment and recruitment efforts; focused efforts on student retention through hiring a director of student retention; enhanced efforts to support transfer student enrollment; building for future needs by diversifying learning opportunities, including expanded graduate and undergraduate academic programs based on market demands; enhancing delivery to reach additional learners online and in Rochester; and delivering non-credit programming that reaches our alumni and community partners.

Key Leads: Academic Affairs, Enrollment Management, Student and Campus Life

D. Enhance institutional financial health and sustainability. Key elements include: developing a self-sustaining long-term financial model built upon new revenue-generating programming (including the hire of a project director); making progress toward the public launch of a comprehensive campaign through meeting or exceeding fundraising targets; engaging in targeted advocacy to increase funding; and supporting members of our community in effecting transformational change. 

Key Leads: College Advancement, Finance and Administration

E. Improve campus infrastructure through planning and prioritization of greatest needs. Key elements include: continuing the on-time, on-scope, and on-budget progress on major capital projects in Milne, Sturges, and the College Circle; completing a preliminary facilities master plan in partnership with the State University Construction Fund; and advocating for funding to improve our information technology systems and networks.

Key Leads: Academic Affairs, Finance and Administration