Basic HTML Version
were designed to define the institutional context within which the College could
create a shared model for addressing the operating environment that may emerge over
the next five to ten years.
one major item discussed by participants was the ongoing challenge of trying to meet
the Board of Trustees’ target of having 70% of day programs being taught by full-time
faculty. in light of larger enrollments during the past five years, the College has
experienced an increase in the part-time faculty ratio. e College has taken action to
add to its full-time staffing for the upcoming fall semester. Twenty full-time faculty
positions have been posted and are in varying stages of the search process at this time.
retreat members were quick to acknowledge the College’s ongoing efforts to support
its highly-skilled staff and dedicated well-credentialed faculty and administrators
through professional development, competitive salaries and benefits, and faculty
governance participation.
To encourage broad participation in the planning process, forums, conducted as an
abbreviated version of the two-day retreat, were held at each of the three campuses. in
addition, a total of 30 internal and eight external focus groups were convened between
December 2011 and March 2012. e eight external focus groups comprised parents,
students, and administrators from local K-12 districts, as well as business leaders from
the healthcare, aerospace, manufacturing, and automotive sectors. ree of their final
themes relate to marketing and image. e College is viewed as an outstanding asset
to Suffolk County. external participants encouraged the College to keep telling its
stories of success and accomplishment, as this effort will serve to strengthen its brand.
Linking marketing and communication with academic-industry partnerships and
student success, the College will benefit from enhanced understanding of changing
conditions and evolving demands.
Beginning in April 2012, college-wide subgroups began a process of developing
measurable objectives for each institutional goal. when this work is complete, a
SwoT team will assess the alignment of each measurable objective with internal
(i.e. retreat, the focus groups) and external (environmental Scan) data. SwoT will be
followed by Gap Analysis, which will test the feasibility of each objective in relation to
current and projected future institutional and environmental data.
we need to stay focused on our area’s demographics. i recently read a report from
our office of institutional effectiveness that cited the fact that the total number of
high school graduates will decline by 3.5% by 2019. when you consider that more of
our students are transferring prior to graduating, we need to be thinking strategically
about where our enrollment will come from and how we will position ourselves to
ensure students continue to view Suffolk County Community College as a smart,
first-choice, affordable option.
i am grateful for all the members of the College’s faculty and staff. eir talent,
dedication and professionalism continues to help us guide our institution through its
daily operational efforts, while providing the requisite knowledge and experience
needed to formulate and complete our goals of innovation and empowerment. is
past year, we conducted several searches to recruit additional members to the manage-
ment staff by filling the positions of vice President for Academic and Student Affairs,
Associate vice President for Academic Affairs, and executive Assistant to the
President. in addition, we have named a new Deputy General Counsel, appointed a
College Dean of enrollment Management, and a new Assistant Director of Public
Safety. At this time, we are conducting searches for the vice President of financial
and Business Affairs, executive Director of the foundation, and the Associate vice
President for Student Affairs.
2011-2012 Review of Accomplishments
❘
21
Feedback from external gorups indicated that our
communications are well received and that residents want to hear
even more from the College.