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SECTION I – EXECUTIVE SUMMARY Technology.Initiated a First Year Experience program as part of theAchieving the Dream initiative.Started an “English Plus” course that combines ENG 100and ENG 101 together in one semester allowing studentsto progress faster through developmental English andinto College English.Initiated Early Alert program as part of the Unlock YourFuture grant to allow faculty to quickly identify and referstudents to counseling, tutoring, and other supportservices focused on student success.Created an accelerated format for the CNC Prepcertificate programs to help address manpower shortagesin regional Advanced Manufacturing industries.Provided EMT-basic training to the new class of medicalstudents at the Medical School of the Greenville HospitalSystem University Medical Center.FINANCE FACILITY IMPROVEMENTS Constructed new IT/Logistics building. Constructed Animal Science building to move themfrom a portable classroom. Added chiller at McAlister Square Complex. Completed Phase I of multi-phase project torepair/replace damaged walkways. ENERGY EFFICIENCY: Retrofitted Engineering Technology building withnew energy efficient lighting fixtures and lamps. Added variable speed drive to chiller at Northwestto save energy with slower start up and shut downcycles on machine. Added variable speed drives to water circulatingpump motors in Central Energy Plan – BartonCampus to save energy with slower starts and shutdown cycles on pump motors. ENVIRONMENTAL SAFETY: Earned exemption for air permitting on campusboilers. Coordinated creation and installation of roadstriping and bike lanes on Barton Campus. Implemented used cooking oil recycling program inCulinary Arts, eliminating disposal fees andgenerating revenues. Acquired and installed EVAC chairs for Barton,Brashier, Greer, and Northwest campuses tofacilitate safe evacuation of individuals withmobility issues in building emergency situations. GROUNDS MAINTENANCE: Instituted campus-wide tree inventory andmanagement plan. Collaborated with the City of Greenville in thedevelopment and construction of the SwampRabbit Trail adjacent to the Barton Campus. Successfully transitioned from outsourced to inhouse turf maintenance. LOGISTICS: Acquired surplus backhoe valued at 17,000; backin service at cost of 4,000. Implemented new inventory scanning system. Implemented use of electric vehicles for many workactivities. Obtained Intelligent Mail Barcode through USPS toreduce postage costs and retain existing discounts. Transitioned to in-house maintenance of Groundsequipment in conjunction with in-house turfmaintenance. CUSTODIAL SERVICES: Ranked 22nd out of 269 participating institutions inRecyclemania 2012. Initiated mini-bin/recycling program in threefacilities as first phase of college-wide recyclingprogram. Enhanced metal recycling efforts resulting increation of small revenue stream from sale of itemssuch as scrap metal, power cords, and cables. BOOKSTORE: Renegotiated the copy contract with Toshiba toreduce copier expenses by 12,000 per year.Four years left on contract for a savings of 48,000. New contracts in place for vending of drinksand snacks, half year results reveal a 10%increase. INTERNAL AUDIT: Improved and reviewed cash handlingprocedures for departments that offer servicesto the community. Assisted with audit of the GTC Bookstoreannual inventory count to improve process andreduce cost of outside firm. POLICE DEPARTMENT: Coordinated with Greenville Police Departmentand reached agreement to allow all GTCPDPolice Officers to attend GPD annual in-servicetraining to comply with SCCJA Requirements.This will reduce travel and personnel costs toColumbia for annual in-service training. Four personnel received NCIC Recertification. FINANCE AND BUSINESS OFFICE: Received the Certificate of Achievement forExcellence in Financial Reporting for the college’sComprehensive Annual Financial Report (CAFR)for the fourth consecutive year. Performed a comprehensive review and update oftheir risk footprint. Created balanced budget using the new budgetprocess involving more of the college community. In accordance with the Higher EducationEfficiency and Administrative Policies Act(HEEPA), the Finance Business Office hasestablished a financial transparency website. Thesite provides all the college’s accounts payabletransactions, procurement card statements, CAFRs,links to the SC Comptroller General’s Office, Fraudand Abuse Policy and SC Tech System Hotline.GREENVILLE TECH FOUNDATION Raised more than 1.1 million in new cash and pledges. Raised more than 670,000 in in-kind gifts. Generated 329,031 from endowment earnings anddonations to fund 384 scholarships.2

SECTION I – EXECUTIVE SUMMARY Raised 55,000 in planned/estate gifts.HUMAN RESOURCES Enhanced recruiting sources to include a variety ofdiversity related job boards resulting in GTC’s ranking ofsecond among South Carolina Technical Colleges forAffirmative Action Goal Attainment in seventh among allstate agencies. Received a no fault determination on all EEO charges. Researched, identified, and selected a comprehensiveEmployee Assistance Program for all faculty and staff andtheir dependents. Improved time to fill open positions to less than half thestated goal, to an average of 34 days.INSTITUTIONAL EFFECTIVENESS Relocated complete data center to a new building overthe course of 4-weeks with minimal disruption of serviceand no complaints from students, faculty or staff. Implemented a technology Help Desk to serve faculty,staff, and students; fielding up to 1,400 calls per monthduring peak registration periods. Developed a more streamlined process for enteringfaculty credentialing information by bringing togetherdifferent areas of the college impacted including: Centerfor Teaching and Learning, Human Resources, andOffice of Information Technology (OIT). GTC’s monitoring report charts were used as an earlymodel by WEAVEonlineTM for a chart report template intheir online application used by colleges and universitiesnationwide for housing assessment records. The Quality and Planning Department in conjunctionwith OIT developed a static database for academicdepartments to be able to calculate persistence andretention rates. Deployed the Motorola wireless network on the BartonCampus which improved wireless coverage from hotspots to full coverage, with remote campus WiFiexpansion planned for the coming fiscal year. A grand opening of Greenville Tech’s section of theSwamp Rabbit Trail was help on June 5th at 11 a.m. Alarge crowd, which included students and many formeremployees, joined in the celebration. Over 2,000 people attended the Manufacturing Job andTraining Fair on June 20th, where they had theopportunity to meet with more than 30 area employersincluding BMW, Bosch Rexroth, and GE; Marketing andCommunications played a key role in planning the event,as well as ensuring successful attendance through itsadvertising and marketing campaign. A community engagement initiative, Greenville TechGives Back, in its first six months contributed 579volunteer hours and 12,616 to the economy based onthe value of volunteer hours. Its greatest value, however,is in the relationships formed in the community and inthe connections made between faculty, staff, andstudents.STUDENT, DIVERSITY AND COMMUNITY AFFAIRS Piloted a mentoring program at Brashier Campus. Implemented student orientation at satellite campuses. Advisors implemented program of in class informationsessions to prepare students for upcoming registrationand to inform them of student services at the Brashier 1.3.Campus.Implemented a Hispanic Student Task Force to create aGTC Latino Association on campus.Implemented a community outreach for the “Call MeMister” students with Mt. Pleasant Community Center.The Student Activities Department expanded studentactivities to all of the satellite campuses.Began investigating a lounge for veterans which lead todevelopment of the Command Central that will servemilitary personnel who have retired from the military orserved in a war operation.The Student Activities Department partnered with K180to provide a location for students to participate in afitness/wellness program. Students, staff, and faculty canjoin K180 fitness at a reduced rate.Implementation of the mini-summer orientation processfor the summer 2012. This allowed students toparticipate in a scaled down version of orientation priorto the start of their summer classes while still providingthem the opportunity to meet with an advisor to discusstheir academic plans. 933 students participated.The Call Center was created to answer incoming calls andenhance customer service to constituencies.KEY STRATEGIC GOALSKey strategic goals for the present and future years are: Teaching and Learning Student Success Employee Development Innovation Community Focus1.4.STRATEGIC CHALLENGESThe college continued to focus on student success during 2011-12.In the coming fiscal year, the college will focus on the following: Managing the college through a successful reaccreditationprocess which includes aligning programs and serviceswith continuous quality improvement processes. Maintaining a laser focus on student retention andpersistence through enhancing programs. Developing a dynamic budget driven by the strategicgoals and institutional success measures which reflectcurrent funding realities. Increasing the completion rates of all students. Developing a fluid employee diversity plan which reflectsthe diversity of the student population, the community,and includes ongoing training. Creating an environment whereby change is perceived asan opportunity, not a threat.1.5.USE OF ACCOUNTABILITY REPORT TOIMPROVE ORGANIZATIONAL PERFORMANCEGTC will use the annual accountability reporting exercise as ameans to drive its commitment to continuous organizationalimprovement. More specifically, this process will be one form ofassessment the college uses to demonstrate progress towards thestrategic imperatives and their outcomes. In addition, GTC hasadopted the Excellence in Higher Education, which is based on theBaldrige Criteria as the continuous improvement model. This,along with the Accountability Report, will guide the college inaligning all college processes and initiatives.3

SECTION II – ORGANIZATIONAL PROFILEII.ORGANIZATIONAL PROFILE2.1.PRIMARY EDUCATIONAL PROGRAMS,OFFERINGS, SERVICES, AND DELIVERY METHODSMAINEDUCATIONALPROGRAMSBusiness, public service, arts andsciences, health sciences, nursing,engineering technologies, industrialtechnologies, transportationtechnologies, and university transferAWARD OFFERINGS36 associate degrees11 diplomas75 certificate programsPRIMARY DELIVERYMETHODSSTUDENT SERVICESPROVIDEDEXPECTATIONS Traditional didactic classroominstruction, online distance learning,hands-on laboratory application, andhybrid/blendedAcademic advising, veterans assistance,career services, counseling services,student disabilities services, tutoring,student activities, financial aid, andlibrary servicesEarn credits for transfer to four-yearcollege or universityObtain associate degree, diploma, orcertificateObtain skills needed for careeradvancementReceive entry-level job skills trainingObtain technical or job developmentskillsEngage in personal growthopportunities.State and localcommunityEnsure institution serves the public interest.Faculty and staffThe institution upholds the standards of theacademic disciplines.2.3.OPERATING LOCATIONSGTC maintains seven satellite locations throughout GreenvilleCounty including:As an open admission institution, GTC’s population includestraditional students entering college directly from high schooland a growing number of non-conventional students includingadults in mid-life career change, displaced or under-employedworkers, newly arr

Greenville Technical College's (GTC) vision is to be the best community and technical college for students seeking career and educational opportunities. Workforce Collaborative and transportation M ISSION GTC drives personal and economic growth through learning.