Archive: News

In his annual State of the College message to the County Legislature, Dr. Carl Haynes said he is optimistic about the future of Tompkins Cortland Community College in continuing to effectively serve the people of its communities.  But he also expressed concerns about significant challenges that TC3, and most other community colleges, face in the near-term that affect their ability to fulfill their mission.

Dr. Haynes reported that both fall and spring semester enrollment at TC3 declined by about 6%, stemming primarily from higher academic standards at the College and subtle changes restricting outside financial aid.  He said the College has adjusted this year’s budget to reduce spending by $500,000—and will seek approval to use $250,000 in reserve funds to help fill that gap.

Among potential impact from the Governor’s budget, the president said that, while base aid is proposed to remain steady (although not the increased level that colleges need), he is especially concerned about a potential threat to base aid for career programs—that would require that the College annually document that such programs meet valid current employment needs as specified by local Regional Economic Development Council or Department of Labor reports to qualify for continued base aid funding.  The Governor’s budget also proposes a $3 million competitive performance-based funding initiative, with the metrics and timetable for allocation are unclear. 

Dr. Haynes noted that the College has undertaken many initiatives to improve graduation rates and other student outcomes—with higher academic and financial aid standards, monitoring and analysis, educational programs, and academic support services all combine to maintain a “strong ongoing focus on student success” at TC3.

The president expressed concern that there may be a “disconnect” between public and political discourse and the role of comprehensive community colleges, such as TC3, and that the focus in the Governor’s budget on “training” focuses on only one part of community colleges’ mission, neglecting preparation of students for successful transfer to four-year colleges and serving local employers with noncredit training programs for existing employees—a focus he said risks “an inappropriate narrowing” of the colleges’ overall mission.  And he questions the need for additional accountability requirements for community colleges beyond existing reporting and assessment of student success, imposed by “well-meaning state and federal agencies,” whose benchmarks often fail to address current college attendance trends, and would add to colleges’ administrative burden and cost.

As the College seeks to manage change in a time of a shifting higher education landscape, Dr. Haynes asserts, “I believe that at TC3 we are effectively managing and responding well to these changing dynamics.” 

Among its achievements, award-winning technology support, within and outside the classroom; a multitude of 'lean-office' initiatives to help curtail costs; and a broad range of global initiatives that bring cultural enrichment to the campus and contribute to much-needed financial resources. 

The president said, “I believe when we look beyond the view out the windshield and look at the radar screen of the future, TC3 will be an essential provider of state of the art educational experiences for our students, we will be effectively serving the needs of area employers and our communities, our enrollments will stabilize—perhaps grow modestly—and even if those with tendencies to want to micromanage us from afar succeed in their efforts, we’ll suck it up, do what we have to do, and prevail.”

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