Tompkins Cortland Community College

Campus Info

From the President

As I prepare to leave the College this year, I am proud to say that we are in the midst of addressing four strategic priorities that target areas in which we can continue to improve our success rates and also grow the College.

And while I have been a part of significant structural changes to the College these past decades, it is this kind of commitment to improving the core experience and addressing our over-arching goal of Student Success that gives me the greatest sense of pride.

I have been blessed to work with wonderfully talented and committed people, ranging from our faculty, to our professional administrative staff, to our support staff. The College has always been fortunate to have such dedicated people, and I know my successor will benefit from their knowledge and passion.

Now I invite you to explore my annual report and venture further down this page to see expanded content with links to other sections of the website to learn even more about these amazing people and initiatives.

President's Annual ReportAnnual Report 2016-17

 

Strategic Priorities


In 2015, the College identified four strategic priorities:

The First Semester Matters

Support for High-Needs Students

Marketing

Enhanced Information Availability and Use

The Challenges
For each question, we also identified a core challenge we would need to address.

First Semester Matters
Redesign the transition and first semester experience to increase the success of more of our students.

Support for High-Needs Students
Design and integrate policies, programs, and practices that provide ongoing support and development to our students, particularly those who encounter significant challenges.

Marketing
Identify the key strategies that will strengthen the Tompkins Cortland Community College experience in ways that will resonate with current and prospective students.

Enhanced Information Availability and Use
Strengthen the collection, sharing, and use of meaningful information to guide decisions related to planning and resource allocation.

First Semester Matters

The new Vector Scholars program provided pre-semester and first semester support to traditional age low-income students. Scholars had a fall first semester success rate 40 percent higher than a comparison group, and almost 90 percent returned for the spring semester.

Adult low-income students in our Pathways program continued to succeed academically at a high rate.

Paired English courses showed great success while reducing the time students spent in pre-college courses and increasing their access to program-related classes.

Support for High-Needs Students

Began a partnership with Full Measure Education to develop a mobile and web-based planning and communication platform for students. It brings together career, academic, and financial planning into a single tool, and allows students (from inquiry to graduation) to more easily understand their path and “stay on track” by “seeing” their progress toward personalized outcomes.

Analytics will allow the College and advisors to see when a student is “falling off” or straying from their plan, providing the opportunity to intervene before failure.

Offered 366 sections of courses online (352 last year), with 5,400 enrolled (5,301 last year). Online enrollment accounts for 13.3 percent of the College’s total annual enrollment (13.1 percent last year), with annualized FTEs for 2015-16 of 488.8 (445.5 last year).

Organized a chapter of the National Society of Leadership and Success (NSLS). In 2015-16, 344 students participated in part or all of the program, with 65 achieving induction into the society and six earning the National Engaged Student Leader Award.

Continued to see success from our student athletes: Seven students were named NJCAA Academic All Americans for maintaining a GPA above a 3.6. Led by women’s softball with a 3.10, the overall student athlete GPA was an impressive 2.70.

Continued to collect data from faculty and staff members about students experiencing some academic difficulty, and then used that information to address the concern as part of the Early Alert Academic Intervention program.

Continued our commitment to open educational resources (OER) with increasing numbers of courses that rely on free or low-cost materials, thus saving students from having to purchase expensive textbooks. We now have 23 courses (with more than 100 sections). Since we began this endeavor five years ago, our staff has concluded that we saved students more than $600,000 in textbook costs.

Enhanced programming to address the needs of high-risk students, including the Network Peer Mentors program, the Pathways Scholarship program, and Vector Scholars.

Marketing

Developed and introduced our new visual brand, including the new logo.
It is intended to better represent the findings of our market research study and refined brand position – a public community college grounded in academic excellence with a supportive community that leads to a lifetime of success.

Held conversations with the entire campus staff to assess and inform the new marketing strategy and messages.

Researched and began using data to tailor communications to specific
“personas,” or audiences the College serves.

Designed and launched new websites for the Tompkins Cortland Community College Foundation and for Tompkins Cortland Biz. The new sites enhance the functionality and visual appeal of The Foundation and Tompkins Cortland Biz; and now allow for donors to make secure donations to the Foundation online and for Tompkins Cortland Biz participants to register online.

Enhanced Information Availability and Use

Made available demographic dashboards for enrollment on the
Institutional Research webpage.

Also made available Strategic Priorities Action Plan Data and Reports and Challenge and Intermediate Goal Data with current and historic data related to completion, retention, first semester success, basic skill course success, and enrollment.

Examples of data-informed initiatives:

Clearly identified performance gaps and directly led
to creation of new programming for low-income students
and residential students

Framed new marketing strategies

Supported the early preparation of our 2018 Middle States Commission on Higher Education re-accreditation process

Established multi-year challenge goals for enrollment and graduation,
retention, first-semester academic success, and basic skills course
completion rates.

Additional Accomplishments

Added 21 new courses, including five special topics courses.

Grew Global Connections Program enrollments from 116.6 full-time student equivalent students to 129.9 FTEs.

Provided 129 customized training programs for 18 businesses, manufacturers, and community agencies, training a total of 1,717 participants from these organizations through Tompkins Cortland Biz.

Sent 54 students on study abroad trips to Nicaragua (10), Cambodia (9),
Ireland (10), Colombia (12), and Italy (13).

Received the NJCAA Region III Award for Sportsmanship for the sixth
consecutive year.

Increased CollegeNow (concurrent enrollment) registrations 31.8 percent.

Added new concurrent enrollment partnerships in Delaware Academy
(Delhi), Downsville, George Junior Republic, Fabius-Pompey, Morris,
and Watkins Glen.

Saw 35 concurrent enrollment students receive an associate degree in the same time period as their high school diploma.

Began repair on the College’s roof with the support of our sponsors in Cortland and Tompkins Counties after becoming aware of a serious issue with the roof membrane in May of 2016.

Began preparations for the Middle States Reaccreditation process. This will include a self-study report to be submitted to the Middle States Commission by December 2017 with a team visit expected in Spring 2018.

Celebrated global education during International Education Week from
November 16-20. The theme was “Collaborative Healthcare in Nicaragua.” The keynote event was a presentation with Tompkins Cortland Nursing Professor Paula Moore and two members of the medical staff from the hospital in Nicaragua where we have a 22+ year partnership and where our study abroad students begin their experience.

Began the early stages of seeking approval for two new degree programs, both A.A.S., in Audio Design and Production and in Digital Media Production; these would replace our current programs in the field of communication and media arts.

Contact the President

Carl E. Haynes

President

Email Carl

Strengths
Activator · Responsibility · Harmony · Arranger · Connectedness