Eight for ’28: Mission of the College

Objective 1: Identify collaborative opportunities to engage students in and out of the classroom.

Key Performance Indicator: 60% of students feel adequate engagement (based on NSSE and SSS).

Objective 2: Expand the use of high impact practices to improve student engagement and success.

Key Performance Indicator: Increase high impact practices year over year (Examples: Internships, FYE).

Objective 3: Enhance graduation rates by creating flexible and measurable retention strategies at each stage of the student experience.

Key Performance Indicator 1: Increase 6-year graduation rate from 52% to 65%.

Key Performance Indicator 2: Increase 4-year graduation rate from 35% to 45%.

Objective 4: Introduce and expand practices that are proven to boost academic performance and student success.

Key Performance Indicator: Increase Liberal Arts students converting to bachelor's degrees to 55%.

Objective 5: Prepare highly skilled graduates equipped with the critical thinking, technical competencies and global awareness to better the communities and industries we serve.

Key Performance Indicator: Increase the number of students receiving funding/stipend support for participation in internships/externships. 

Objective 1: Enhance course design to ensure effective, innovative and flexible teaching, and learning processes.

Key Performance Indicator 1: Increase the number of online degree programs to 20% of total offerings.

Key Performance Indicator 2: Increase the number of microcredentials by 20%.

Objective 2: Integrate new and emerging technologies into the teaching and learning process.

Key Performance Indicator: Increase the number of courses offered through Hybrid and Hyflex modalities.

Objective 3: Develop unique, mission-consistent, undergraduate and graduate programs that support the needs of the communities that we serve.

Key Performance Indicator: Add an additional program in each of the four schools to support the mission of the institution within the next three year cycle.

Objective 4: Seek specialized accreditation for eligible programs.

Key Performance Indicator 1: Achieve AACSB, COSMA, NASAD accreditation.

Key Performance Indicator 2: Work towards accreditation in newer disciplines such as Nutrition Science, Health Promotion and Wellness, and Applied Gerontology. 

Objective 5: Establish FSC as a leader in applied and experiential learning.

Key Performance Indicator: Increase the rate of student engagement in co-curricular learning/activities 5% annually.

Objective 1: Nurture the complete student with a focus on academic and non-academic support, holistic advisement, mentorship, and comprehensive health services.

Key Performance Indicator: Increase the rate of student engagement in co-curricular learning/activities 5% annually.

Objective 2: Deliver support services to directly address the specific needs of a highly diverse student population.

Key Performance Indicator: Increase student awareness and engagement tailored to specific needs of a highly diverse student population by 5% annually.

Objective 3: Create a welcoming environment for our commuter students through programming and services targeted to their unique needs.

Key Performance Indicator: 60% of students who completed student satisfaction surveys were satisfied that FSC provided a welcoming and inclusive environment. 

Objective 4: Continuously improve residence halls and the residential experience.

Key Performance Indicator: Continue 70% rate of retention of students in housing, growing waitlist.

Objective 1: Provide the campus community with the resources necessary to foster a culture of diversity, equity, inclusion, and social justice.

Key Performance Indicator: Increase the number of programs offered through DEI grant initiative.

Objective 2: Expand opportunities for international engagement and global perspectives through Collaborative Online International Learning (COIL), and study abroad options.

Key Performance Indicator: Increase the number of opportunities available for students to participate in COIL, or study abroad by 10% annually.

Objective 3: Identify new ways to embrace and celebrate Farmingdale’s position as a noted diverse campus and community.

Key Performance Indicator: Increase the number of programs offered through DEI grant initiative.

Objective 4: Increase co-curricular activities to support initiatives that encourage diversity, equity, inclusion, civic responsibility, and student engagement.

Key Performance Indicator: Increase the number of opportunities available for students to participate in DEISJ co-curricular opportunities by 5%.

Objective 1: Recruit and retain a broad and diverse pool of talent through innovative and focused strategies.

Key Performance Indicator: Increase minority faculty and professional staff to 10% of total population via recruitment and retention.

Objective 2: Grow our own professional staff by actively recruiting FSC graduates for campus positions.

Key Performance Indicator: Recruit FSC graduates to possible positions on campus.

Objective 3: Foster a culture of professional growth with development opportunities for faculty and staff.

Key Performance Indicator: Increase support for sponsored research, professional development and travel.

Objective 4:  Implement recommendations arising from assessments of functional areas to ensure clear campus communication and efficiencies of operations.

Objective 5: Strengthen mentorship, support, and guidance for new faculty and staff from the point of hiring through awarding continuing and permanent appointments.

Key Performance Indicator 1: Strengthen the mentorship program. 

Key Performance Indicator 2: 100% of new hires participate in mentorship campus-wide.

Objective 1: Encourage the integration of campus-wide waste reduction, reuse, and recycling practices.

Key Performance Indicator: Establish targets for composting, waste and energy reduction and recycling.

Action Item: Increasing awareness and promoting best practices. Increase recycling infrastructure in: a) Composting, b) Recycling, and c) Reduce/reuse.

Objective 2: Develop relevant academic programs that address the generation and distribution of renewable energy that serve the industry's growing workforce needs.

Objective 3: Implement new measures to accommodate campus energy needs through renewable sources.

Key Performance Indicator 1: Decrease the annual fossil fuel-based energy consumed by the campus by 65,000 MMBtu.

Key Performance Indicator 2: Decrease the annual carbon footprint of the campus by 2,000 metric tons CO2 equivalent.

Objective 4: Beautify our campus community with ongoing aesthetic improvements to buildings and grounds.

Key Performance Indicator 1: Maintain current level of investment to beautify campus.

Key Performance Indicator 2: Beautifying campus with philanthropic support.

Objective 1: Build an annual fundraising strategy aligned with donor interests and institutional priorities, including a dynamic digital donor experience.

Key Performance Indicator 1: Increase number of individual donors to exceed 2,000 year to year.

Key Performance Indicator 2: Retain 60% of donor base.

Key Performance Indicator 3: Award $1M I scholarship annually.

Key Performance Indicator 4: Achieve $20M endowment milestone.

Objective 2: Encourage and support faculty and staff to seek grant funding to support programs, scholarly research, and other creative activities.

Key Performance Indicator: Increase support for sponsored research on campus as measured by annual submissions. 

Objective 3: Use data-informed decision-making strategies to reach new audiences and elevate institutional standing.

Objective 4: Expand partnerships and programming with businesses, non-profit institutions, and other colleges to offer new educational, civic, and service learning opportunities.

Key Performance Indicator 1: Successfully expand partnerships with NCC, SCCC, SUNY Old Westbury.

Key Performance Indicator 2: Renew Carnegie Designation.

Objective 1: Build a distinctive brand identity for FSC across Long Island and beyond.

Key Performance Indicator 1: Increase enrollment beyond traditional catchment areas.

Key Performance Indicator 2: Increase targeted recruitment and marketing initiatives.

Objective 2: Raise the profile of FSC's dynamic, new academic programs to a broader range of relevant audiences.

Key Performance Indicator: Marketing & Communications and Enrollment Management will review, update, and improve program-specific publications, videos, and messages.

Objective 3: Enhance and support our robust technological infrastructure to improve efficiency and security.

Objective 4:  Implement the Strategic Enrollment Management Plan.

Key Performance Indicator 1: Increase retention from 80% to 85% in first year and increase 2-year retention from 65% to 75%.

Key Performance Indicator 2: Meet or exceed targets established by SEM Plan.

Objective 5: Leverage campus spaces and facilities to build community and raise public awareness of the College and its programs.

Objective 6: Align effective stewardship of resources with institutional priorities and practices, and processes.

Key Performance Indicator: Improve tracking of external request to use campus space.