Our Strategic Plan: Sustaining a Vibrant Future
TC3 fosters lifelong curiosity and inquiry through innovative educational pathways, leading students to meaningful work, economic growth, and a brighter future.
1 — Strategic Direction:
Accountability and Transparency
- Goal 1.1.: Refine the shared governance structure to incorporate best practices in shared governance; develop mechanisms for communication and training in shared governance at all levels by the end of Fall 2028.
- Goal 1.2.: Set student success and institutional effectiveness benchmarks based on an analysis of aspirational community colleges to serve as goals to be met by the beginning of Spring 2028.
- Goal 1.3.: Launch and maintain a college-wide, data-driven planning and assessment infrastructure that aligns institutional planning and financial planning to meet academic and student services success metrics by the beginning of Spring 2028.
- Goal 1.4.: Create a structural framework for organizational community relations by the beginning of Fall 2028.
2 – Strategic Direction:
Innovation and Excellence
- Goal 2.1.: Modernize software and the “myTC3” user experience by the beginning of Fall 2027 to streamline processes and improve efficiency for students and employees, with measurable performance improvements.
- Goal 2.2.: Invest in professional development, physical infrastructure, and technologies to strengthen flexible learning modalities, measuring impact through academic assessment process, retention, and completion rates within courses using these modalities by the beginning of Fall 2027.
- Goal 2.3.: Create a library of “just in time” training by developing standardized tutorials and process maps for key campus technologies to enhance effectiveness by the end of Spring 2028.
- Goal 2.4.: Create a structural framework for organizational community relations by the beginning of Fall 2028.
3 – Strategic Direction:
Transfer and Career
- Goal 3.1.: Establish high-functioning advisory board clusters for all academic programs during the 2025-2026 academic year.
- Goal 3.2.: Develop 3-4 new academic programs that lead to strong career or transfer outcomes and increased Fall 2028 enrollment.
- Goal 3.3.: Develop at least three signature articulation agreements for each transfer degree program, signed by August 2027.
- Goal 3.4.: Ensure 100% of all applied associates programs have a keystone applied learning experience with a potential future employer by the beginning of Fall 2026.
4 – Strategic Direction:
Indentity and Belonging
- Goal 4.1.: Design and implement an integrated student development framework from initial recruitment through post-graduation, which addresses the diverse needs of our student population by the beginning of Fall 2027.
- Goal 4.2.: Expand strategic alignment with community partners focusing on local high schools, transfer institutions, and regional employers by the end of Spring 2028.
- Goal 4.3.: Cultivate a positive and supportive work environment that prioritizes training, professional development, and engagement for new and current employees at TC3 by the end of Spring 2028.
Delivering education our students need.
Student success is a way of life at TC3.
One community working together for students.
Student Success
Faculty & Employee Success
Fast Facts
College Student Snapshot
Fall 2024 Enrollment
0
(Core Students Only)
| Age | % |
|---|---|
| < 20 | 44% |
| 21-29 | 29% |
| 30+ | 27% |
Median Age: 22
Average Age: 26
| Gender | % |
|---|---|
| Female | 62% |
| Male | 37% |
| Non-Binary | 1% |
| Student Background | % |
|---|---|
| First Generation Students | 14% |
| Students with Prior College | 13% |
| Students with Disabilities | 22% |
| Veterans | 1% |
| Our Students Come From | % |
|---|---|
| Tompkins & Cortland | 57% |
| Neighboring Counties | 25% |
| NYC & Long Island | 5% |
| Northeast USA | 3% |
| Downstate | 2% |
| Western NY | 2% |
| Other | 6% |
| Race/Ethnicity | % |
|---|---|
| American Indian or Alaska Native | 0.3% |
| Asian | 2% |
| Native Hawaiian or Other Pacific Islander | 0.2% |
| Black or African American | 9% |
| Hispanic or Latino | 12% |
| Nonresident Alien | 4% |
| Two or more races | 5% |
| Unknown | 8% |
| White | 60% |
| Country | % |
|---|---|
| Dominican Republic | 19% |
| Honduras | 14% |
| United Kingdom | 12% |
| China | 9% |
| Barbados | 9% |
| Total Enrollment | 3,317 (Fall 2024) |
|---|---|
| Age < 18 | 98% |
| Age 18-20 | 2% |
| County | Headcount |
|---|---|
| Tompkins | 636 |
| Cortland | 423 |
| Tioga | 597 |
| Other | 1,661 |
College Student Academic Experience
Top 5 Transfer Institutions
Examining the six-year outcomes of New, Transfer, and Reinstated Fall Cohort students since 2010, the top five four-year transfer-out institutions are:
Tuition
$
0
In-State, Full Academic Year
Full-Time
0
%
Part-Time
0
%
Financial Aid
0
%
of full-time, first-time students receive some form of aid
Campus Housing
0
%
of TC3 students live on campus
Academic Programs
| Quantity | Program Type |
|---|---|
| 18 | Associate of Applied Science |
| 31 | Associate of Science/Art |
| 12 | Certificates |
| 15 | Microcredentials |
Top 5 Programs
| TC3 Program | Fall 2024 Enrollment |
|---|---|
| General Studies | 392 |
| Nursing | 160 |
| Business Administration | 110 |
| Human Services | 61 |
| Social Science | 46 |
Data Sources
- Enrollment: Internal Data & IPEDS Data Fall 2024
- Financial Aid: Fall 2024-24 IPEDS Financial Aid Data
- Tuition: Academic Year 2025-26