III. Challenges and Opportunities

The College's major challenges and opportunities are reflected in the Comprehensive College Plan, having evolved from the "challenges for the future" gleaned from the Mission Statement. As suggested in the introduction to the CCP, the College has the opportunity to enhance "its position as a college of first choice" and to continue to build upon its successes by furthering its commitment to the goals of the CCP.

The goal areas of the plan, used as subheadings below, summarize in effect the College's major challenges and opportunities. Analyses by members of the President's Cabinet, where the goals are integrated and coordinated, offer additional insight into other challenges and opportunities related to the goals and objectives of the CCP.

A. Academic Quality
GOAL: To continue to strengthen the quality of academic programs and the overall educational experience for our students.

With a committed and talented faculty that has grown by 48 FTE in the past five years, stable enrollment, academically talented students, and a sound fiscal position, the College has the opportunity to enhance further the quality of its programs and the educational experiences of its students by meeting the challenges suggested in the objectives of the CCP. In addition to those challenges, whose focus is primarily internal, the College will address largely external challenges such as increased competition for well prepared students; changing demography in the state; the demands of a changing job market with expected changes in student knowledge and skills; increased competition for faculty in high-demand disciplines; and finding and hiring high-quality and diverse faculty that have been and will be excellent teachers.

B. Enrollment Management
GOAL: To attract and enroll talented and diverse students consistent with the College's mission, goals, and resources.

Given the College's successes in recruiting and retaining talented and diverse students over the past ten years, the College has established itself as a highly selective college of choice within its market. The College has the opportunity to solidify that position over the next five years while maintaining its stable enrollment and increasing the diversity of its student body. Additional challenges related to the CCP goal include increased competition for well prepared students; changes in student expectations of their college experience; changing demography in the state; and meeting diversity goals in a rural setting.

C. Student Engagement
GOAL: To improve students' academic experiences and increase students' engagement in intellectual activities.

The College has been successful in increasing its retention and graduation rates, enhancing opportunities for student engagement, and establishing a campus-wide focus on engaging students. Again, the College has the opportunity to solidify its position in this area by pursuing the objectives of the CCP. Additional factors that may present challenges include meeting the changing expectations of students in an increasingly competitive environment; tailoring services to better prepared students in areas such as mentoring, academic advising, graduate school advising, internships, research opportunities, and leadership opportunities; and finding and hiring high-quality and diverse faculty that have been and will be excellent teachers.

D. Diversity and Inclusion
GOAL: To implement the values of the College's Diversity Statement by supporting an inclusive, welcoming, safe, and intellectually stimulating campus environment.

The College has committed to diversity and inclusion as core institutional values, as evidenced intentionally by the Diversity Statement, structurally by the relatively new position of Director of the Office of Equity and Inclusion, and functionally by the Campus Climate on Diversity Survey and the Strategic Action Plan for Diversity, Equity, and Inclusion. The College is therefore well positioned to take advantage of the opportunity to develop further the inclusiveness and diversity of its campus. In addition to those suggested in the objectives of the CCP, other related challenges include those mentioned in III. B.; the increased competition for well prepared students; the state's changing demography; and increasing diversity in a rural setting which has traditionally posed problems for recruitment and retention of faculty, students, and staff with diverse backgrounds.

E. Quality of Campus Life
GOAL: To enhance the physical, human, and financial resources of the College in support of an environment conducive to studying, working, and living on campus.

The College has established itself as a "signature campus" within SUNY and beyond, recruited and retained a high-quality workforce, and developed a solid fiscal position through a stable enrollment and sound financial practices. Challenges related to this area include the need for increased funds in the form of scholarships and fellowships to compete for well prepared students and those with financial need; meeting the increased and changing expectations of students; increasing diversity in a rural setting which has traditionally posed problems for recruitment and retention of faculty, students, and staff with diverse backgrounds; and dealing with the uncertainty of budget and resources while continuing to manage the shift toward greater campus-generated funds such as tuition, fund raising, and research funding.

F. Community
GOAL: To continue to define and enhance the College community and the common characteristics which engage all individuals in unified ways on and off campus.

Many of the College's successes in recent years have resulted from a campus-wide commitment to the College's objectives and goals. The College Senate, as the representative body through which the faculty participate in College affairs and shared governance, continues to provide a forum for the campus community to participate in the initiation, development, and implementation of the educational mission of the College.

G. External Support and Image
GOAL: To strengthen the College through external support, enhance its image, and celebrate its traditions.

The College has established itself as a leader in external support within SUNY, based in part upon its enhanced image and ongoing traditions. Additional challenges related to this area include raising more funds for scholarships to compete for well-prepared students; adjusting and revising the strategy and process for encouraging faculty, staff, and alumni to increase giving to help meet the demand for more scholarships and financial aid; and dealing with the uncertainty of budget and resources while managing the shift toward greater campus-generated funds.