Part 5: Final Recommendation - SUNY Cobleskill

ACAMPUS STRATEGIC PLAN
A – CAMPUS STRATEGIC PLAN
ASSESSMENT OF 2006 MEMORANDUM OF UNDERSTANDING
Certain issues addressed in the 2006 Memorandum of Understanding
[MOU] are relevant to the Facilities Master Plan [FMP] process. Although
the time frame of the 2006 MOU extends only to 2010, a number of the
goals and commitments identified in the Memorandum have impacted
and still guide the College’s current direction. Enrollment and academic
program directions are of particular significance to the FMP process as
they have a direct impact on the type and amount of space needed by
the College.
The 2006 MOU noted a gradual but constant increase in enrollment since
its low-point of 2,175 headcount students in the fall of 1997. This increase
was attributed to increased enrollment in Baccalaureate programs (113%),
while enrollment in Associate degree programs remained steady. At this
time the College projected very moderate enrollment growth in hopes to
increase the selectivity of its incoming students. To support its transition to a
predominately Baccalaureate institution, the College noted commitments
to see half of its students enrolled in Baccalaureate programs by 2010;
to increase the number of transfer students in four-year programs; and to
raise admissions requirements (therefore decreasing first-time, full-time
enrollment).
Academic program directions are also addressed in the 2006 MOU, the
primary focus being the aforementioned shift from a two-year college to
a four-year institution with focus on Baccalaureate program offerings.
Today, SUNY Cobleskill is well on the way to realizing this goal. Certificate
programs have been phased out, and Associate degree program
offerings are gradually being reduced. By 2023, the College expects
Associate degree programs to constitute only 32% of its total enrollment,
reduced from 87% in the fall of 2005. As of 2010, the College offered
19 Baccalaureate degree programs and 21 Associate degree programs,
several of which are accredited through specialized agencies. With very
conservative enrollment growth expected over the next decade, SUNY
Cobleskill remains focused on providing the highest quality education to
a diverse range of students at a reasonable price.
SUMMARY AND REVIEW OF STRATEGIC PLAN
As described in the Phase 2 report of the FMP, SUNY Cobleskill initiated a
strategic planning process to address a number of significant challenges
and guide the future growth of the College. The major challenges are
divided into six groups:
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Revenue Adequacy
Costs of Providing Adequate Service and Equipment
Market Viability of Academic Programs
Investment in Human Capital
Investment in Physical Capital
Quality of Student Experiences
The first phase of planning resulted in a strategic plan for 2004-2011
defining the mission and vision of SUNY Cobleskill. This was followed
by a second phase of planning for 2011-2016, The Second Century
Enterprise, outlining strategic goals for the College and redefining its
vision and mission.
SUNY Cobleskill’s vision can be simply summarized as “real life: real
learning.” This refers to the College’s continued tradition of hands-on
learning and real-world experience. Particularly in today’s economic
environment, it is critical that new graduates enter into the job market
with applicable skills and experience. In this vein, SUNY Cobleskill is
committed to providing “transformative experiences that are engaged,
dynamic and uncommon.”
It is the mission of SUNY Cobleskill to provide students with a highquality
educational experience for an affordable price. This includes the
opportunity for internship and field experience both on the campus and
in the larger community. As stated in The Second Century Enterprise,
the College is dedicated to “helping students to achieve their personal
and professional goals and to develop their full potential within a global
society.”
Objectives related to eight themes are identified in The Second Century
Enterprise. These areas of focus include:
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Student Success
Community Partnerships
Cultural Competence
Effective Scholarship
Economic and Environmental Sustainability
Managed Enrollment
National Recognition
Solid and Diversified Financial Base
It is important to note the connection between The Second Century
Enterprise and the strategic plan of the State University of New York
[SUNY], The Power of SUNY. While SUNY Cobleskill maintains a unique
identity among other colleges in the system, it is with a conscious effort
to advance the overall mission of SUNY. The goals and aspirations of
SUNY Cobleskill are in line with the six “big ideas” identified by the State
University of New York in The Power of SUNY:
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SUNY and the Entrepreneurial Century
SUNY and the Seamless Education Pipeline
SUNY and a Healthier New York
SUNY and an Energy-Smart New York
SUNY and the Vibrant Community
SUNY and the World
Moving toward 2023, the College will continue its transition to a
Baccalaureate institution with a targeted selection of technical and
Associate degree programs and a master’s degree in Agribusiness.
Experiential and applied education is an important focus for the College,
with an emphasis on equipping students with the practical skills necessary
to achieve their professional goals. SUNY Cobleskill’s students will receive
a well-rounded education with an emphasis on technological literacy and
a solid Liberal Arts foundation.
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