1

2022-2027 Strategic Planning Online Survey Report

Office of Planning and Institutional Effectiveness

2

Online Survey Responses Analyses

In Fall 2021, the College community started to re-engage in the 2022-2027 Strategic Planning process. As was

noted in Dr. Bonahue’s September 2021 Welcome Back message to the community, “As we enter the fall semester,

even while COVID continues to impact our shared work, I propose that we take this opportunity to reflect on what

this unsettled period has taught us, to consider which parts of our college culture we will continue to embrace, and

which parts we want and need to reimagine for the future.” In collaboration with the Strategic Planning Council

(SPC), Dr. Bonahue scheduled three Town Hall Meetings in October 2021 and November 2021 to present the

reworked Values and Institutional Goals to students, faculty, staff and administrators, and to allow the community

to provide feedback.

One Town Hall Meeting was scheduled on the Eastern, Grant and Ammerman campuses, and over 100 attendees

participated in each of the three meetings. While the Town Hall meetings were well attended and garnered much

feedback, Dr. Bonahue and the SPC believed that members of the College community should have additional

opportunities to contribute to the strategic planning process. From December 2, 2021 through December 17, 2021,

faculty staff and administrators were encouraged to participate in a strategic planning online survey. The survey

asked the question, “Over the next five years, what do you believe the long-term priorities of SUNY Suffolk should

be?” The survey responses were collected and analyzed by the College’s Office of Planning and Institutional

Effectiveness (OPIE). A total of 93 respondents participated in the survey including 53 faculty (56.38%), 23

administrators (24.47%), and 18 staff (19.15%).

In reviewing and analyzing the responses received, 204 responses were captured and were placed into 12 categories.

The categories include: Curriculum and Instruction, The Student Experience, Assessment and Evaluation (of

services, offices, organizational structure, etc.), Recruitment, Enrollment and Retention, Data, Internal and External

Communication, Workforce and Community Partnerships, Campus and Technological Infrastructure, Faculty,

Online, Institutional Culture and Miscellaneous.

The following analyses includes the above referenced categories and the specific survey response associated with

each category (Note: the number in parenthesis indicates the frequency with which the response was provided). In

addition, Appendix A includes the full responses received from survey participants. Please note that names

submitted at the end of responses have been redacted, the second part of survey response #77 has been redacted due

to the nature of the comment. The partially redacted comment has been provided to Dr. Bonahue for review and

further action, if necessary.

Curriculum and Instruction

1. Further invest in Guided Pathways (3).

2. Maintain and improve quality of instruction

(2).

3. Design curriculum based on trend analysis.

4. Offer relevant degrees and certificates (i.e.,

new developments in technology).

5. Emphasis on courses in business writing and

communication skills.

6. Transition college’s focus towards courses that

require hands-on, physical interaction (i.e.,

Automotive, Nursing, etc.).

7. Eliminate developmental courses.

14. Maintain academic rigor.

15. Create programs in the fields of fiber optics

and renewable energy.

16. Expand majors that will bring in new

students.

17. Investigate, create and offer new healthcare

programs and degrees.

18. Standardize experiential learning

opportunities.

19. Offer courses that teaches students how to

effectively and accurately gather

information.

3

8. Eliminate low enrolled majors.

9. Add more vocational programs.

10. Continue to keep Culinary Arts certificates and

degree programs thriving.

11. Add more Culinary Arts under continuing

education.

12. Increase interdisciplinary collaboration.

13. Offer sustainable and consistent courses

college-wide.

20. Expand offerings in the trades (Residential

Construction, Energy Management, HVAC-

R, etc.).

21. Implement a teacher survey at the end of the

semester to evaluate a professor’s

performance.

22. Enhance diversity, equity and inclusion

through curriculum development and

faculty recruitment.

23. Add more certificate programs.

24. Growth by means of more technological

programs.

25. Create new/modern career choices within

the college curriculum.

The Student Experience

1. Make advising a priority (4).

2. Prepare students for work after completing

two-years (3).

3. Expand student mental and health resources

(2).

4. All students should get a faculty mentor when

enrolling at the College.

5. Provide incoming students social needs

assessment.

6. Strengthen and refine student services to

match needs of the students (become more

than a 9:00 a.m.-5:00 p.m. college).

7. Establish student mentoring and student

success programs.

8. Protect the evening program

9. Increase pathways for students to obtain four-

year degrees.

10. Reduce excess student fees, including those

within degree programs.

11. Properly on-board new students. Align

onboarding with research of Guided Pathways

and CCRC.

12. Assign a faculty adviser to each student.

13. Develop one-stop for outsider services (i.e.,

Hope Center)

14. Focus on 2-year experience so that students

graduate in two years.

15. Assess and evaluate placement procedures.

16. Shift and rethink remedial course offerings.

17. Enhance the on-campus experience.

18. To bring out the best in each student.

19. Make it easy for students to enroll in classes

20. Align student onboarding and advisement

procedures at all three campuses.

21. Connect each program to industry or transfer

institutions so that steps after graduation are

more clearly defined.

4

Assessment and Evaluation

1. Reduce administrative positions (4).

2. Evaluate how the College prioritizes the AME

staff (i.e., inclusion in College-wide activities,

compensation, etc.). (2).

3. Review and re-evaluate organizational

structures (administrative, academic

departments, and offices).

4. Re-evaluate master schedule so that it’s

student-centered.

5. Review required student resources to assess

cost.

6. Assess technology contracts.

7. Assess data entry systems and processes.

8. Evaluate enrollment strategies.

9. Assess low enrolled majors.

10. Restructure advising processes to offer more

unified best practices and consistent

experiences across the College.

11. Assess equipment replacement policies.

12. In light of declining enrollment, fully assess

needs of the community.

13. Change funding formula

Recruitment, Enrollment, Retention and Completion

1. Improve retention by implementing best practices

(10).

2. Increase enrollment (8).

3. Staffing areas that serve students and help with

retention efforts (2).

4. Reinstate entrance exam to identify students who

may need remediation.

5. Offer more opportunities for tutoring and basic

reading assistance.

6. Focus recruitment on the adult population and

students of color, and their specific needs.

7. Develop an Adult and Professional Studies area

with services geared to fit their needs.

8. Create a two-week bridge program to help

students prepare for college.

9. Make it easy for students to enroll in necessary

courses.

Data

1. Thorough and transparent data collection and mining to assist in decision-making.

2. Provide real-time data/push button data reports on enrollment, demographic, employment, student

outcomes, academic achievement, etc.

3. Increase data collection for decision-making.

Internal and External Communication

1. Rebrand SUNY Suffolk (3).

2. Provide unmediated communication between college faculty and the Board of Trustees.

3. Improve communication from professors to students (i.e., more timely and helpful communication).

4. Better communicate happenings at the college to the external community.

5. Better communicate policies and procedures across all three campuses.

6. Develop institutional social media platform by hiring dedicated staff.

5

Workforce and Community Partnerships

1. Expand Workforce Development (2).

2. Business partnerships and discounts for technical

devices and services for SCCC community.

3. Expand relationships with employers.

4. Develop strong industry partnerships, especially

in the health care sector.

5. Provide Suffolk County residents opportunities to

begin degree program or learn new skills to

enhance careers.

6. Partner with unemployment to get students to

participate in training.

7. employers the necessary skillsets to improve the

local economy.

8. Increase focus on Workforce Development,

community, and non-degree certifications that

enhance student resumes and provide regional

9. Develop business partnerships and provide

discounts for community members.

10. Collaborate with high schools to re-create a

sustainable and linked curriculum.

11. Reach out to high schools to eliminate the stigma

of attending a community college.

12. Forge relationships with businesses (i.e.,

Northwell, Stony Brook, SCHD) to easily

transition two-year health careers into workforce.

Campus and Technological Infrastructure

1. Continue investment in campus infrastructure.

2. Fix the infrastructure.

3. Beautify and keep campuses up-to-date (i.e.,

fixing maintain the Ammerman Campus.

4. Develop and maintain a better technological

infrastructure, including mobile device

management.

5. Provide more technology to students (i.e., labs,

devices, etc.).

6. Continue upgrading and integration of electronic

systems and workflows to reduce redundancy,

reliance on paper-based systems and bottlenecks.

7. leaking roofs, replacing broken furniture, etc.).

8. Maintain a friendly and safe academic

environment.

Faculty

1. Hire more full-time faculty (8).

2. Hire faculty with expertise in subject content and

teaching and learning.

3. Compensate adjunct faculty for participating in

mentoring programs for incoming students.

4. Unified faculty governance across the campuses.

5. Hire more Criminal Justice faculty.

6. Hire more full-time Nursing faculty.

7. Improve full-time and part-time faculty ratio to

enhance student success.

8. Improve full-time faculty to administrator ratio.

9. Provide faculty mentors to all faculty members

regardless of full or part-time status.

10. Encourage faculty involvement in leadership

activities.

11. Increase/filling vacant faculty lines.

12. Hire real accountants to teach accounting.

6

Online

1. Determine best combination of in-person and

online offerings (2).

2. Online training for all faculty.

3. Strong online synchronous course offerings (at

least 30% every semester).

4. Outsource accreditation and certification of online

courses to get an independent critique and

confirmation of a quality course prior to offering

it (Quality Matters).

5. Better transition from face-to-face college to a

more innovative online learning environment.

6. Increase number of online offerings.

7. Streamline process for faculty to teach online

courses.

8. Provide high-quality, in-person support for online

learning.

9. Consider creating a distance learning division.

10. Offer a variety of face-to-face and online courses.

Institutional Culture

1. Improve campus morale of department chairs and

faculty coordinators (2).

2. Reconsider the three-campus model from the

department and management level (2).

3. Establish goal-oriented, student-centered

corporate culture.

4. Show students that they actually matter (i.e., help

them better navigate college systems, extra effort

in providing direction and assistance, etc.).

5. Establish culture of college-wide accountability

(departmental, college, and Central leadership).

6. Better internal recognition and acknowledgement

of staff.

7. Underscore how the College community is

integral to the institution’s success

8. Update skills of employees to help better serve

the students.

9. Make faculty and staff happy.

10. Shift priority from administration to staff and

faculty.

11. Provide a sense of welcome and belonging to

students.

12. Creating stronger community sense with students

and faculty.

Miscellaneous

1. Commit to environmental sustainability (2).

2. Get back on campus full-time (2).

3. Make education accessible to all (2).

4. College safety, especially at night (2).

5. Keep costs down.

6. Become fiscally strong.

7. Consider how the pandemic has impacted our

world.

8. Devote more resources to child care facilities.

12. Repeal +2 class size limit imposed a few years

ago

13. Security for faculty and students from toxic

students (political agendas, etc.).

14. Lowering class

15. Leverage working remotely as it saves energy,

reduces costs, and increases accessibility to the

College.

16. Cutting out waste

17. Increase College Aids to assist with added burden

or extra work.

7

9. Enhance student comfort level with in-person

interaction.

10. Reimagine and improve accessibility in our

spaces.

11. Invite speakers to discuss civic responsibilities

with students.

18. Create positions needed in a full-time capacity

(i.e., Director or Coordinator of Scholarships).

19. Approve Juneteenth as 13th holiday.

8

Appendix A

1. Each incoming student should be assigned a faculty mentor to guide them through their time at SCCC;

adjunct faculty should be compensated to participate in such a mentoring program. All incoming students

should be given a social needs assessment upon joining the college; all those with social/financial/mental

health risk factors that can impede student success should be connected with social resources at the start of

their time here, to prevent those issues from undermining their success later on. We need more thorough and

transparent data collection and mining to more precisely identify the factors that undermine student retention

and completion, in order for the college to more systematically and effectively address those student needs.

We need a thorough and transparent assessment of our online offerings, so that we can develop an intentional

body of online courses and programs targeted to the student population that can best succeed in that

environment, and taught by faculty who are highly trained in effective online pedagogy. The pandemic

provides us with a great pool of data that could be useful in this regard, but we have to be willing to take a

host look at the results. We need unified faculty governance; three governance bodies with separate cultures

and constituencies has undermined effective shared governance for too long. The structure of the academic

departments needs a collegewide review; departments are currently structured for the sake of administrative

convenience, with the result that different disciplines are housed under different department arrangements on

each campus, impeding consistent and effective collegewide assessment and curriculum development. There

needs to be regular, unmediated communication between the college faculty and the Board of Trustees. We

should continue advocating for capital investment in campus infrastructure. Unattractive, old, "temporary"

buildings that have become permanent affect our students' aesthetic welfare; students need to feel valued by

their environment, and too many older spaces on the campuses fail to produce that effect. We should commit

to improving the FT faculty to adjunct faculty and FT faculty to administrators’ ratios. We should repeal the

+2 class size limits imposed a few years ago: if smaller classes yield greater student success, it is an upfront

cost that would pay for itself in the long term.

2. Increasing enrollment

3. Long-Term Priorities: -Online training for ALL faculty.-Faculty mentors for ALL faculty regardless of FT or

PT status. -A strong online synchronous course offering, at least 30% every semester. SCCC students are not

yet prepared for asynchronous courses. -Student resources, such as health and mental services available day,

night and weekends. If courses are offered then resources must be offered in those time slots. -Security for

faculty and students from toxic students due to our current political agendas of hatred and unfounded

information. -Business partnerships and discounts for technical devices and services for SCCC community. -

An active community involvement of all elected members for a well-informed student body which in turn

inform their parents. Our nation only flourishes with well-informed citizens. Respectfully submitted,

[redacted]

4. I believe the college should focus on the overall trends of state & local economy and design programs around

new developments in technology. There also needs to be an emphasis on courses in business writing &

communication skills.

5. As we emerge from the pandemic, we need to focus on bringing on students from where they are when they

arrive at Suffolk to where they need to be – ready for their next step, whatever that is. To that end, the focus

must be on the students, their needs and serving those needs. When the pandemic began, the College moved

to a 9-5 schedule, which was an understandable move, everyone was home. But even though we are now on

campus, our services have not returned to pre-pandemic levels. It seems as some believe that we should be

primarily 9-5 on Monday through Friday - when that sort of rigidity does not serve our students. We need to

remember that we serve a large population of the under-served and nontraditional students. At the Grant

Campus, the Learning Resource Center was open at 7:30am– providing a place for students to get help before

9

their first class. It was the only computer center open before classes. The LRC was open until 10pm providing

access for 1 hour after the last night class. Many of the Grant Campus students have transportation needs, they

rely on someone else to drive them to and from campus or they take the bus. Giving them access to the library

before and after classes, in addition to in-between classes, increases the opportunity for students to interact

with faculty, to be able to meet with fellow students to study, work on group projects. The LRC was also open

a longer period of time on Saturdays and also open on Sundays. Students cannot meet with each other on

Sundays any longer. Many are working while attending school and Sundays are the day that they can get

together, but now they cannot do that on campus and do not have in-person support of a librarian. The same

restrictive rules have been invoked for the Campus Activities Board. The Grant Campus always supported our

students with day and evening programming. Now they are a 9-5 office. We need to provide our students

access to these services to help succeed. These are easy fixes that can be instituted now with the vision to

increase, strengthen and refine our student services over the next 5 years.

6. I am an academic chair and long-time faculty member. I believe that the key to fixing some of the "bumps"

within our approach to "online education", and a much better use of our resources, is to outsource

accreditation and certification with a service like Quality Matters. Essentially, a truly motivated faculty

member would invest in the process of creating a course and submitting it to Quality Matters (there are others

as well). Sometimes individual faculty pay fees so that they can then teach online at other universities who

use this system, but institutions or entire systems like SUNY can have an institutional membership to help

with the expense. So for example, if we had an institutional membership, the faculty member would pay $100

fee to have their course critiqued and reviewed. The college would then have INDEPENDENT confirmation

of QUALITY. This takes personality and history out of the equation. The waters have become muddy

depending on individual goals, department goals, institutional goals, DEC's changing membership, etc. Online

Education is something a certain small percentage of our students need. Let's take the personal part out of it,

and let an independent organization review our courses, then hand it off to the administration and chairs to

make sure the course (having met the best quality standards) is accomplishing what it is supposed to do. We

could then have a department like CIP to provide personalized assistance for technology issues.

https://www.qualitymatters.org/why-quality-matters. I know many faculty members at other

institutions who had to go through this process in order to teach online at other institutions.

7. Transition the college's on campus experience to focus toward courses that require hands on physical

interaction, i.e. Automotive, Nursing, Physical Therapy, Sciences, etc. Make this a college of labs, and push

the non-lab aspects online. Build up our physical offering to something that literally draws students in, where

it could not be achieved online. We could introduce Craft Brewing or Wine Making to pair with our Culinary

program, and support local.

8. Hiring more full-time faculty and lowering class size.

9. Enhance the on-campus experience: Provide greater opportunities for students to be engaged and connected

with the campus. We need to create a campus experience that is worthwhile as a commuter campus. Part of

this, in the short term, would be an investment into the care and maintenance of the Ammerman campus- get

the sign on Nichols road working, have facilities maintained at a higher level- no construction cones left up

for months, clean garbage pails that are overflowing around campus, and train custodial staff that take pride

into keeping the campus clean and appealing.

10. Student Retention.

10

11. I would like to suggest that the College's commitment to environmental sustainability (as both an operational

imperative and an academic outcome) be more explicitly expressed as an element of the strategic plan. This

idea surfaced at several of President Bonahue's recent Town Hall meetings. In response, the Office of

Sustainability drafted the revisions below which might be considered for inclusion moving forward: Mission

Statement: “Suffolk County Community College promotes intellectual discovery, physical development,

social and ethical awareness, economic opportunities and a respect for our environment, all through an

education that transforms lives, builds communities, and improves society.” Vision Statement: “Suffolk

County Community College commits to maintaining high educational standards, to fostering and inspiring

student success, and to creating diverse opportunities for life-long learning. By attracting strong leadership

and distinguished faculty to a college of excellence, we create an enriched learning environment that

empowers students to transform their lives.” Values: As a community, we endorse the following values as a

foundation for our shared mission and goals. • Academic freedom, academic excellence, and student success •

Open access to educational opportunity and lifelong learning• Student engagement and the priority of each

student’s experience• Collaboration with the community that meets the needs of students and our region•

Honesty, civility, and shared governance• Social justice, diversity, inclusion, and equity• Responsible civic

engagement and global citizenship• Ethical stewardship of our financial, physical, planetary, and human

resources• Assessment, professional development, innovation, and continuous improvement Institutional

Goals: In accordance with our mission and values, we affirm the following as long-term aspirational goals

that guide College objectives and annual operations. Open Access: To ensure the college is ready to meet the

needs of all students, regardless of background or previous education. Student Learning: To offer the highest

quality academic programs that support student attainment of their educational and professional goals.

Student Engagement and Success: To provide a full range of support services promoting student engagement,

development, and success. Social Justice and Equity: To create a welcoming culture in which every

community member understands that they belong, and to eliminate disparities in student access and

achievement. Community Partnerships: To advance the equitable development of our region’s economy,

workforce, and communities. Effectiveness and Sustainability: To add value to all students’ education

through innovative and conscientious improvement of institutional operations and services – being mindful

that our choices have a direct impact on the environment we inhabit.

12. Hiring new faculty members to spread the workload off the most junior faculty members (who are currently

achieving ranks of associate and full professor without any instructors or assistant professors)!

13. Maintain current and create more full-time instructor lines in all academic areas. -Decrease administrative

bloat.

14. Education for all. Keeping costs for students down while maintaining quality instruction.

15. 1) Develop a true institutional social media platform (by hiring dedicated staff); 2) Increase and further

develop our technological infrastructure; 3) Truly (the operative word) become invested in guided pathways

work.

16. Improving the quality of teaching. In order to do this, professors need more feedback from their supervisors,

formal and informal, which means chairs and colleagues need to be liberated to offer that feedback. Since the

greatest factor in student retention and success is the professor, it's crucial that we improve instruction.

17. Eliminate all developmental courses.

11

18. Hi, I believe college safety should be prioritized better. Especially during nighttime, I've heard multiple

students complaining about lighting in campuses, as well as the lack of people around. As a former student

myself, it is unfortunate that there are no public safety officers patrolling in the areas and times needed. Also,

communication with professors is key. Some don’t even respond in a timely fashion, which as a result the

student is affected. Most importantly in my opinion, how a student feels in their classroom is a must. I want to

recommend a teacher survey that students get to fill out at the end of the term in regard to their professor’s

performance. Some professors get away with the treatment of their students, and some students feel afraid to

tell their department head. It is imperative that these professors be evaluated to see if they can encourage these

students and teach them properly, otherwise they should not be teaching at an institute.

19. Becoming fiscally strong.

20. Making faculty Happy = Happy faculty create Happy Students. Happy Students Graduate. Making staff

Happy = Happy staff are more Productive. Making campus grounds Happy =clean, well-manicured campus

grounds promote higher Enrollment, parents are proud to enroll their children, and workers are proud of their

surroundings. Reward good behavior. Promote workers who deserve it. Create a more human, less aggressive

campus morale. Happy is profitable, valuable. Unhappy is expensive, destructive. (Another survey for

students, faculty & staff only - may be helpful.)

21. Re-evaluating our program offerings. Adding more vocational programs*** Increasing

enrollment***Increasing the number of full-time faculty. Re-evaluating administrative structure. Re-

evaluating master schedule to be more student centered. Maintain our technology infrastructure including

mobile device management. Reinstate an entrance exam to identify students who may need remediation to

become successful college students.

22. Offer more opportunities for tutoring and basic reading assistance for students who do not meet standards

necessary to become successful college students.

23. Make a smooth transition from a traditional face-to-face college to a more dynamic and innovative learning

environment where the demand for online courses is met by both the institution administration and faculty.

COVID has changed our lives, and the college need to address those changes by offering our students quality

instruction outside of the traditional educational patterns.

24. I am faculty and an administrator. I believe that over the next five years the college needs to re-center and

focus on the college academics and their connection to the community. In my opinion, the college has

forgotten that the first goal of all academic institutions is to offer an excellent state-of-the-art education to all

the students of Suffolk County. Everything the college does should directly or indirectly center on supporting

this goal. I believe that the college’s center and focus of attention should be to support the academic

departments to help them excel in educating, mentoring, and advising our students and to provide

opportunities to improve teaching and learning. The college should support their academic departments,

decrease the bureaucracy and micromanaging of the department chairs and faculty, allow them to focus on the

classroom, support classroom administrators and faculty academic and professional development which

transfers directly into the classroom. The college’s reputation as an excellent institution of higher learning is

due to the outstanding professional and academic achievements of its faculty. The college should support and

embrace its faculty. For almost a decade the college has focused on issues that barely and rarely directly

support the improvement of teaching and learning. It is fundamental to decrease the bureaucracy and

micromanagement, change the focus of HR to a supportive office and not a policymaking office, and improve

the full-time faculty/adjunct ratios that are directly linked with improving teaching and learning. The college

needs to provide and maintain infrastructure to make its facilities state of the art to help them attract and keep

students. The number of college administrators and employees indirectly related to students learning always

12

seems higher than the number of faculty who are teaching the students. This needs to change. The department

chairs are treated as clerks, buried in minutia and busywork, and made to waste time dealing with unprepared

incompetent, and unqualified supervisors. They barely have time to be involved in what is truly important:

improve education, advise and support their faculty, improve classroom management, and anything else

which centers on student success. Restructuring a system that is not working by simply shuffling

administrators around will not provide the changes that are urgently needed. This has been done many times

in the last 20 years and it has never worked. We need to refocus our purpose, goals, and aims and really center

on educating our students to become the best citizens and the best scholars they can be and our college the

best center of higher education in the community.

25. Establish a goal-oriented, student centered corporate culture -Establish student mentoring and student success

programs -Establish and support programs that lead to professions and jobs that are projected to grow in NYS

and Suffolk County and limit programs for which there is decreased demand-Protect evening program- it is a

staple of community colleges and the students we serve -Review required student resources= many are

redundant and costly, esp. within programs= with goal of decreasing costs= students have told me they can

afford the tuition (many with Fin Aid), but struggle to pay in excess of $2,000 (yes two thousand dollars) for

course resources= some have deferred admission -Increase number of online courses to give students more

options-Establish and increase pathways for students to obtain 4 year degrees -Establish practices of

monitoring for accountability within departmental, campus and central leadership -Mentoring and

encouraging faculty to get involved in leadership activities-Streamline process for faculty to be allowed to

teach online courses= we did it ready-or not during the pandemic.

26. Making advising a priority. Connect every student with a specific person who guides then from picking

classes their first semester, through their last semester. PIN CODES. Students need to meet with their advisor

to get their pin codes in order register for classes. Only the students who self-advocate get advised. It's not

working.

27. To get everyone back on campus. Online classes may be necessary for some, but I truly believe the students

have a better learning experience when taught "face-to-face."

28. Student retention is paramount. 1. Increase in -person student use of the Libraries at all campuses ( I am

adjunct at all three). 2. Add more in- Library services. 3. Increase use in online Reference Services and

service responses to facilitate such. 4. Increase use of physical (print collections). by making them more

accessible and bookstore like. and attractive to users. 5. Increase in-Library programs for students to get them

to use the Library - 3 D printing class in Library., etc... 6. Envision Library as a "third space" concept. A

space away from home and work!!!

29. Making education accessible to everyone.

30. Advising. From the on-boarding process when they are new to the college and for each semester's priority

registration, our students need guidance. They have questions. They don't know what classes to take. They

don't know if they can change their major or drop a class. They want to speak with someone. And they should

be given the opportunity to develop a relationship with someone that they can trust. I realize that's easy to say,

but the implementation isn't. Faculty are contractually obligated to put in a certain number of hours every

semester for advising, but many don't. And just saying that you were available during your office hours, but

no one came to see you isn't helping advise our students. I understand that some people are more willing than

others to help out in this process. If people don't want to participate, they might not be good advisors, but

there must be a better way. Our students need us. If two of our goals at the college are success and retention, I

don't see how you can achieve those without robust (and really, more robust) advising. During the middle

states process, there was talk about a "culture of assessment." We need to create a "culture of advising." It

13

should be something that we *all* do, *all* the time. I know this is an anonymous survey, but I will sign it

because I would like to be involved in whatever discussions are had to make this a reality. Thank you,

[redacted]

31. Hiring more full-time faculty and reduce administration positions. Reduce excess fees for students.

32. Long-term the College should consider how the pandemic has impacted our worlds. You can't just think the

College can go back to operating prior to the pandemic. Students are accustomed to online learning, and

having the flexibility to complete coursework online. If Suffolk doesn't invest resources in ensuring online

learning that truly works, we will be behind and other Colleges will push forward.

33. I feel that the long-term priorities should start with making near-real-time data on important student outcomes

easily available, accessible, and accurate. Timely accurate data describing enrollment, retention, completion,

transfer, employment, and academic achievement can then inform strategic decision-making. The data should

be disaggregated by student demographics and program with enough time-depth to reveal both trends and the

impacts of interventions on outcomes. The next long-term priority that seems important to me is strategic

faculty hiring, informed by data and targeted at the existing programs that are able to grow but limited by lack

of faculty and new programs for which strong demand can be demonstrated. This strategic addition of faculty

would grow enrollment and the associated revenue far beyond the cost. Within administration, continued

upgrading and integration of electronic systems and workflows to reduce duplication of effort, reliance on

paper-based systems, and information bottlenecks seems important to me. Long-term efficiency gains through

strategic investment in system-wide redesign and integration would reduce cost, increase transparency and

improve compliance. Another long-term priority that I feel should be considered is a reconsideration of the

three-campus management structure from departmental level to governance to executive administration with

the goal of increasing efficiency, reducing complexity and duplication, increasing student access to programs

and courses, and improving the student experience. Thank you for the opportunity to contribute to the

strategic planning process.

34. Properly on-boarding new students in a way that aligns with the research of Guided Pathways and CCRC. We

must align our college's limited financial resources to areas that are committed to the success of our students

in the attainment of their educational goals.

35. To change student's lives with great advising, top-level academics and world-class support.

36. While there are many priorities, one that stands out to me right now is the overall morale of campus and

college leaders. By this, I mean department chairs and various faculty coordinators. Due to the complete lack

of support for us to properly do our jobs, morale is terrible. We don't become chairs and coordinators for the

money. We accept these positions, because we want to help the college improve and make a difference in our

students' lives. That is what keeps us going in what are becoming miserable positions. Over the past many

years, we have been required to do much more with much less, as in dispense with our duties and serve our

students while having minimal to no support. For example, staffing in our offices has been stripped to the

bone. This situation is becoming less and less sustainable. We want to serve the college. We want to help our

students. Please help us!

37. Some long-term priorities should be: 1. Assessing and evaluating placement procedures to ensure that they are

equitable for all students. 2. Shifting and rethinking remedial course offerings as they are not equitable for all

students. 3. Investing in more full-time lines where appropriate and necessary to help move the curriculum

and college forward. 4. Developing and enhancing messaging to the community about changes happening at

the college. Promoting Suffolk Community College as an option for incoming students isn't enough. We need

to rebrand our college so that we are not just the "other option", "Scruffolk" or the "13th grade". 5.

14

Collaborate with local high schools to help re-create a sustainable and somewhat linked curriculum. 6. Offer

sustainable and consistent courses (when appropriate) college-wide. 7. Amp up our data collection so that we

can point to quantitative and qualitative research when making important decisions. 8. Rethink our contracts

with technology companies who overcharge us for computers, laptops etc. And provide more technology via

computer labs or laptops to students as they are coming from a k-12 environment where that technology is

easily accessible. 9. Devote more resources to our on campus childcare facilities, so that interdisciplinary

collaboration and or mentoring.

38. Improving FT/ PT ratio in the classroom to enhance student success. Assigning a Faculty Adviser to each

student. -Enhance student comfort level with in-person interactions-Reimagine and improve accessibility in

our spaces -Invite speakers to the college to help build community and a sense of responsible civic

engagement and global citizenship.

39. Continue to keep the Culinary Arts certificate and degree programs thriving. And more Culinary Arts under

continuing education because I get calls asking for those workshops. Possibly teaming with unemployment to

get students to participate in the NYS training program approved by the Department of Labor, New York

State Labor Law §599. This is how I got my first opportunity to attend SUNY Suffolk myself back in 2016. I

did not have to participate in Work Searching as long as I attended college and maintained good grades.

40. To have fair and equal learning opportunities for all without tipping the scales one way or the other. To bring

out the best in our students. To provide a feeling of pride, accomplishment and security within themselves

mentally and physically.

41. Getting our students back on campus for in-person learning.

42. Filling lines that have been vacated, so we can maximize the amount of attention and expertise we provide for

our students.

43. I believe that the long-term priorities should be student recruitment, success, and retention.

44. Student learning outcomes to be recognized and appreciated at the institutions where they transfer.

Development of programs for emerging jobs in the fields of fiber optics and renewable energy.

45. It is vital for the college to pursue a two-pronged approach in pedagogy. First, to develop and implement

more programs to get students for and into actual good-paying jobs in all sectors. But, especially in the

technology and computer programming areas. Having said that, second, there must be a major push to remain

firmly in the business of providing a 1st and 2nd year of progressive LASS grounding for all students who

intend to go further with a 4-year degree and beyond. To achieve this, SCCC must make hiring full-time

faculty a priority. To be a fully functional first step college, students need and deserve full-time faculty that

have a commitment to teaching and mentoring here at SCCC. We should step up to this challenge. I have

been at SCCC as a full-time faculty member for 22 years and I am dismayed watching my colleagues all over

the college retire and departments grow less populated by full-timers and lose courses that the LASS student

needs to have that overall excellence in these subjects in order to move on to 4-year schools. Thank you for

this opportunity. One other note, I believe that so many students are not ready to come back to the classroom

so we need to give up the hope for Spring 2022 of achieving 75% face-to-face classes. This is especially true

in light of the newest form of COVID-19, Omicron.

46. Fix the infrastructure.

15

47. I think the College needs to evaluate how it prioritizes those of us on the "staff" side. In the time I've been

here, it's been made very obvious that many administrators and faculty members look at AME staff as

separate or "less than." We are often left out of student-related initiatives or events. We are "forgotten" - for

example, at division meetings when new employees are being introduced, when accomplishments are being

acknowledged, the administrator focuses on guild and faculty employees but very often neglects to

acknowledge the AME personnel. We're often fed the generic line that the college "could not survive without

the AME staff" but in the next breath, our contributions are passed over. I was invited to a SWOP meeting not

too long after I started. When we were split into smaller groups to brainstorm and a counselor from the

Ammerman campus, not realizing I'm an AME employee, suggested we "dumbed down" the language being

used because it "was geared towards professionals and AME employees may not understand it." I had been

having such a great day. I felt so privileged to be involved in "the process." What this one person said ruined

that. When I started at the college, I was looking forward to ways in which I would get to connect to and

interact with students. I've mentioned that I believe that AME staff would appreciate opportunities to do just

that, but any suggestions are brushed off with half-thought out excuses. With all of this in mind, I think a very

large part of the College's long-term/5-year plan should involve making AME staff members feel important

and included - not just with words but with action. Give us the opportunity to be involved with student

activities. HAVE MORE activities. Include us. Make us feel like you know we exist. Don't make us feel like

the assumption is that AME staff are here for a paycheck and nothing else. Remember when allowing faculty

members to dictate their own "remote" schedules that we were the ones that came back after COVID - long

before faculty and long before many administrators. Stop making us feel like the proverbial red-headed step

children. Show us you care, and that you're invested and we will give it back ten-fold. We will be more

invested and motivated and, most importantly, appreciated.

48. Put proper focus on our information systems and processes, with the goal of obtaining optimization,

efficiency and data accuracy, ultimately leading to a much-improved user experience for students, faculty and

employees. THE NEED: Our current information infrastructure requires processes that enter data multiple

times in various systems. THE PROBLEM: This creates redundancy, and multiple information sources

become out-of-sync over time. THE EFFECT: Information becomes inaccurate/old in systems that do not

have optimized process or data synchronization/integration. Options to improve student experience through

innovation are limited. Additional jobs and redundant workflows are required to manually maintain duplicate

sources of information (web systems, student systems, IT backend systems, etc.). THE ACTION ITEM: Plan

to perform an assessment of efficiency of systems by leveraging our experts right here at the College (web

team, IT team, etc.) to assess our current systems and processes, and make suggestions for consolidation of

work effort and overall improvement of system operations.

49. In light of the recent enrollment concerns that all colleges are facing, I think it is imperative that we

reevaluate our enrollment strategies. The college needs to look at the Admissions departments structure and

personnel. Each Admissions department should have a Director and the appropriate amount of counselors. We

should also consider adding full time "recruiters" whose main focus is on recruitment in the community.

Counselor should be able to sit with students and counsel them on their enrollment and educational goals.

Currently, we are working with limited staff. Since we all know the high school graduates have been and will

continue to decrease we need to focus on the working adult population and our minority populations and their

specific needs. I worked with the Adult and Professional students at my prior position for 15 years. I suggest

that we have a separate adult and professional area designated to meet their need. Currently we are focused on

the traditional aged students. The adult students will require specialized services such as extended service

hours, career-based certificates, on-site teaching at businesses, prior learning experience, and fast-tracked

programs (possibly a tri semester). One other suggestion would be a two-week bridge program to help

students prepare for college and increase retention rates. It would include academic seminars, institutional

resources, academic advising and major exploration, and online course preparation for those who are taking

online courses.

16

50. I think the goals of the President presented at the Town Hall are excellent. However, I think we need to also

prioritize college-level support of excellence in teaching as a means to student learning. Saying that is covered

in a commitment in professional development does not work within the structure of this institution. The

promotion process makes it so that faculty are not encouraged in any way after full promotion to PD in

teaching. We need to find a way to do this better. Additionally, a student at the Ammerman town hall

mentioned a lack of college commitment to the safety and security of students on campus- I think this goes

for faculty and staff as well. The college should prioritize ways to ensure safety and security of students,

faculty, and staff on campus.

51. Hiring more full-time faculty with expertise in both subject content AND teaching and learning to foster and

improve students' academic engagement.

52. Adjusting contracts - getting rid of low enrolled majors. Expanding majors that will bring in new students

QUICKLY. Helping students. Bringing in experts in the fields to refresh the majors we have currently -

Update skills of employees so they can better serve the students of Suffolk County.

53. Flexibility: make it as possible as possible for students to enroll in the classes they need despite their work

and school schedules, and despite the fact that their numbers are rarely nice multiples of a full section. Be

creative and leverage online capabilities to find a way to offer classes to all who want them and can find a

way to pay, while retaining in-person instruction as the default wherever possible. Provide high quality in-

person support (flexible labs, testing centers, help centers) for online learning.

54. I believe the following are most important: Align student onboarding and advisement procedures at the three

campuses Align departments at the three campuses; consider centralizing departments, with separate

discipline/program leads for each campus. Enhance diversity, equity, and inclusion through curriculum

development and faculty recruitment.

55. Push button data reports that provide summary data that is typically required for internal and external

reporting and decision-making. program review, accreditation, grants and fundraising efforts. This would

include demographic, placement (incoming basic skills), achievement/success

(persistence/retention/graduation/transfer), workforce (licensure/jobs), financial (Pell eligibility/low

income/scholarship use), childcare eligibility (kids under 4yrs) data. It would need to be broken out by

campus, Perkins eligible programs (collectively), CE programs & offerings, academic programs, course and

full or part time enrollment status. It would be most useful if it included the most recent 5-7 years of data to

capture data on part-time completion and transfer or employment info.

56. I believe that some of the long-term priorities for SUNY Suffolk are: 1. To expand upon our employer

relationships and current degree programs so that we can create opportunities for our students to become

educated with us and then transitioned into careers. 2. Restructure our advising processes so that we are

offering more unified best practices and giving students a consistent services college wide. 3. Improve

retention at the college by identifying and implementing best practices. 4. Continue to make the transition to

Guided Pathways. 5. Create an environment where all students feel accepted in pursuing academic success. 6.

Increase full time teaching faculty lines while also increasing support for adjunct faculty.

57. Maintaining academic rigor and enrollment.

58. We desperately need to hire more full-time faculty!

17

59. Let our students know that we - yes, all of us - care about them. From my experience as a student, to noticing

how colleagues treat and respond to students, to hearing directly from students how they are sometimes

treated and spoken to, I believe that we need to do a better job of showing them that they actually matter. How

can this be done? It may require us to take five minutes to find out the answer to a student's question instead

of just sending them to the next person. We may have to walk them over to the next office or next building

even (the horror!) to ensure that they are connected with whomever will be able to help them. And, although it

may be awkward or painful or difficult to do, smiling may be the first step to showing them that we're glad

that they're here.

60. The College should leverage both the remote learning and staffing initiatives implemented in response to the

pandemic as well as investing in energy efficiency and renewables. All of these goals are linked. Remote

learning and working remotely saves energy, reduces costs, increases accessibility to the College and can

improve quality of life. This is not intended to replace face-to-face learning nor on-site support but rather to

provide options and create a balance that reflects what we are now capable of as an institution and receiving

the associated cost benefits. Coupled with this operation flexibility, increased investments in renewable

energy and energy efficiency should strive to get SCCC off the grid and become carbon neutral.

61. Community colleges are at a crossroads in the United States and here on Long Island, two mature private

higher education, liberal arts institutions have failed and shuttered in recent years (Southampton College and

Dowling College). Briarcliffe College, a proprietary school, has also shuttered following enrollment drops

and fiscal crisis. Suffolk should consider an increased focus on workforce development, community

partnerships and perhaps "non-degrees" certifications that can enhance student resumes and provide regional

employers with the skillsets needed to return to economic prosperity.

62. Provide the residents of Suffolk County with opportunities to a) begin a degree program and/or b) learn skills

to enhance their careers.

63. Hire more full-time faculty to serve the student population by promoting and filling all College jobs from

within; including adjuncts to full-time, 12-month non-teaching to teaching or Guild positions, etc.

64. Retention of students. Enrollment of new students.

65. Cutting out waste: equipment replacement policies based on life span, not set policy. Why replace equipment

just because of age if it is still functional and useful. An example is many of the desktop computers in offices

that do not need replacement. Computers in smart classrooms being used only for power point or web surfing

due not need to be replaced according to 5-year policy. There are some rooms that equipment is used a lot,

some very little. This should be basis of replacement policy. With 2 years of COVID non-usage of

equipment, all purchases need to be reviewed and not follow replacement plan.

66. Better moral for the faculty and staff by listening to their needs for the offices and following through. -Better

communication between all campuses regarding policies and procedures. -Better recognition and

acknowledgement for those that have been here for many years. -Stop downgrading positions when staff retire

that require the position to be doing the work of that title. -Too many positions on the administrative level

being required to take on more departments/positions within their areas that puts more strain on the

administrator's & their staff. -Not enough college aids to help with the added burden of extra work being

generated within the departments.

67. The college is top heavy with administrators. Get rid of half of them and put that money towards hiring

quality full-time instructors. Stop having them dump everything on the Chairs and Assistant Chairs and staff

and treat people with dignity and respect, which is in short supply at this institution. People walk around in

18

this college so stressed, it has got to come out in the way they teach and treat others. You would then see the

reflection in the education of the students.

68. 1. Determine the best combination of online and in person coursework to meet the needs of our students many

of whom still want an online modality due to their personal time constraints. This includes standardizing the

expectations and processes of the online modalities to ensure academic rigor, academic honesty and well-

trained faculty. Does this mean having a Distance Learning Division? Maybe also thinking about more

evening offerings. 2. Reestablish SCCC (to reverse any negative effects COVID might have inflicted) as a

premier educational institution for EVERYONE in the region with its many benefits over 4-year state and

private institutions. This includes connecting each program to industry or transfer institutions so that the next

steps after graduation are more clearly defined. This includes continuing the route to a Guided Pathways

model. Are there "senior discounts" for senior citizens to take classes nonmatriculated? Or maybe courses

taught by top professors or visiting experts that mimic courses like history, literature or art. 3. Standardize

experiential education opportunities across campuses so that the ability to do an internship in programs that

have those classes in the curriculum can take them, and those that exist on some (or one campus) but not

others are either cross-promoted or adopted on the other campuses to provide opportunity to students.

Consider another way to provide the academic portion of internships rather than in a classroom setting so that

there isn't a required minimum headcount for a class to run, but that if there are fewer than the minimum

number of students interested in completing an internship, they are still able to participate rather than having

the class cancelled. 4. Develop strong industry partners that see the value of, and develop opportunities for,

associate's degree students rather than only focusing on bachelor's level graduates. This may include a

pipeline of interns that can be trained and given an opportunity to become employed after graduation similar

to what many employers have done with bachelor's level students. Industry partnership also provides a

potential pipeline for new students (this is already done) to train or update skills. Maybe developing

"programs" or series of critical classes that will culminate in an internal employer provided training certificate

(for instance 3-4 accounting and related business classes providing knowledge that an employer would

recommend their employees have to increase success on the job).

69. This week I attended a Community College Virtual Forum, hosted by NJCU’s Ed.D. in Community College

Leadership Program. The Key note address was given by Dr. Tony Carnevale. Dr. Carnevale serves as the

Director of the Georgetown University Center on Education and the Workforce. One of the keys take away

points he made was the decline in the 18-24-year-old population over the next few years. By 2025 our

traditional age population of students will have decreased by 15 percent. (Barshay, 2018) Dr. Carnevale also

noted the past projections pre-pandemic of liberal arts colleges closing due to the shift in employment needs

and the fluctuations in the population. The Pandemic affected our most vulnerable populations the most,

people of color, families of working-class income or low incomes, immigrant families with extended families

living in one household. These are primarily our students. The demographics of the communities that suffered

most during the pandemic are the same demographics of community college students (Carnevale, 2021).

Many cannot afford to attend, but if they do not our economy will suffer. If we do not address this real need

we risk continuing the cycle of generational poverty. Many students had to stop attending to work and care

for their families. As a community college we really need to look at the needs of the community.

Nontraditional students who stopped out may truly benefit from advancing their education with us. The

natural decline in the 18-14-year-old population should tell us to relook to nontraditional learners and

workforce development. Our local economy will continue to suffer if we have an under skilled labor market. I

think these issues are what we need to direct our energies at if we want to continue. Our programs should

provide students with transferable credits or valuable skills they can use to earn a viable income. Respectfully

submitted by [redacted] Barshay, J.,(2018) College students predicted to fall by more than 15% after the year

2025, The Hechinger Report, September 10, 2018 Carnevale, A,(2021) Keynote Presentation Community

College Virtual Forum: NJCU

70. Offer a variety of online and face to face classes so as many students as possible can be included.

19

71. One-stop-shop for help with outside services - Temple University has a Hope Center- expand the Workforce

department - tradespeople are vital and much needed in our communities – we don't always have to prep

students for 4-year colleges.

72. 1. Provide a sense of welcome and belonging to our students. 2. Make diligent efforts to recruit and then

retain students by focusing on the student experience and ensuring a two-year degree takes two years to

complete, and by repairing our reputation within the community. 3. Hire truly extraordinary full-time faculty

to fill the gaps where needed. 4. Investigate, create, and offer healthcare program degrees aside from those

already being offered. 5. Obviously, become the most renown, progressive, academically flexible, student-

centered, community college in the US. I know we can.

73. Increase full time faculty.

74. Increase enrollment and student retention. As you know, many students drop out because outside factors

(financial and personal stress, etc.), NOT because they can't handle college level work. How can we expand

our ability to help students who are struggling to get by in a VERY expensive part of the country?

75. 1. There is a lot of competition with all the Colleges and Universities so I think we need to have a beautiful

and up to date looking campuses. We can't compete if we have broken furniture or leaky roofs or poorly

landscaped campuses which will send the wrong message. 2. We must maintain a friendly, academic and safe

environment. 3. We need to prepare our students for work after a 2-year program. We need more programs

that will do that. Not all students go on to a 4-year program.

76. I believe that the days of "relaying information" to learners are long gone. Students, and society in general,

are prone to gather their own information, make their own choices, and construct their own knowledge. These

are commendable traits when performed correctly. Here at Suffolk, we need to accept these practices and

apply our teachings to help students construct the skills and dispositions needed to perform such task. I

believe that one of Suffolk’s top priorities should be educating students on how to effectively and accurately

gather the appropriate information they require, which in turn, will be put into use. Our focus should on

providing students with the knowledge to effectively gather or attain their own knowledge. Whether it be for

their professional or personal use, students need to become skilled at information literacy as it applies to all

aspects of society. Thank you, [redacted]

77. Staffing areas that serve the students and help with retention efforts: student activities, scholarship office,

student services. Restructure organizational charts - there are many "directors" and high-level staff that can be

condensed into fewer positions. Many in those positions are also unqualified, absent or do not perform the

duties of their jobs. Additionally, there should be positions created that are needed in a full-time capacity. ex.

Director or Coordinator of Scholarships. [Remaining parts of comment redacted. Pertained speculative

comments towards a specific job title at the College. The comments have been forwarded to President

Bonahue for review and further action, if necessary].

78. The comprehension and realization that there is no one entity who is required to make this institution function

properly - we are ALL an integral part in the operations of SCCC. Students faculty, administration, AND

AME staff -- we are all an integral part of Suffolk County Community College, and without the hard work,

dedication, and involvement of all of us, we will cease to exist as a successful and esteemed institution of

higher learning. I believe that morale is at an all-time low, and my personal opinion is that this is due to there

being a clear line drawn between the importance of certain members of the SCCC community over others.

Feeling undervalued and underappreciated has had a profound impact on many of the employees here, and I

20

believe that this is resulting in a large number of our employees jumping ship and seeking employment with

other county agencies. The attitude may be that "they can just be replaced," but we should keep in mind that

those who have left us will bring their experiences and opinions with them. It will be a great detriment to our

institution if the general consensus about working at SCCC is that there is an explicit distinction between the

worth of some of our employees over others.

79. I believe that enrollment is the highest priority at the college but enrollment in my opinion will only be

effective if we offer courses and degrees and certifications that are more relevant to actual career

opportunities that match current industry needs locally and nationally. The other priority in my opinion

besides enrollment is solidifying our retention of students once they are at the college. I feel we do not focus

on this area enough. We lose too many students prior to them completing their degrees. Thank you.

80. Staffing critical student services and teaching positions with full timers to best serve the needs of the students

and support the college long term.

81. Enrollment retention workforce.

82. I believe keeping this campus safe for the students as well as the staff/faculty. I was thankful that the school

went to 50% staffing during a pandemic. We all needed to feel safe. Hoping the students will be able to grow

& accomplish their goals. I believe the college should hire more full-time faculty for the Nursing Dept. We

could make this dept bigger & better with more staff. As for me, I would love to see the college approve

Juneteenth as our 13th holiday. The state & county approved it for their staff without giving anything up &

would love for the college to do the same. Thank you!

83. Enrollment Retention Change Funding Formula (More Help for P/T Students) More Certificate Programs

84. Providing education to prepare students to transfer or move into the workforce.

85. Enrollment & Retention.

86. Growth by means of more technological programs.

87. I hope that SCCC expands its offerings in the area of trades: Residential Construction Energy Management

HVAC-R Trade Electric Plumbing and Heating. To provide high quality learning allowing students to build

incremental credentials to an AAS or an AOS

88. 1) Student Retention through increased student engagement.

89. Combining Departments/resources so that processes are streamlined and saves money.

90. Hiring real accountants to teach accounting. If we can’t provide the students with a quality education from

real professionals then we should drop the degree completely.

91. Reaching out to high schools to eliminate the stigma of attending a community college. Foraging relationships

with businesses (i.e., Northwell, Stonybrook, SCHD) to easily transition 2-year health careers into work force.

Creating stronger community sense with students and faculty. Creating new/modern career choices within the

college curriculum choices.

21

92. The student needs to be the number 1 priority along with the needs of the staff. There needs to be more

collaboration between departments and in departments. Also, priority needs to be moved to staff and faculty

and less towards administration which has gone to significant bloat over the years.

93. Hire more Criminal Justice faculty. We have been devastated by retirements.