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AREAS OF SPECIAL EMPHASIS

A. Ensuring that the Number of Faculty is Sufficient to Offer the Academic Programs and to Carry out Non-instructional Duties (Standards 4 and 5)

Over the past five years, Quinebaug Valley Community College (QVCC) has seen the highest percentage increase of full-time faculty members in the Connecticut Community-Technical College (CTC) system. Five new positions have been added since the 2001 NEASC report, with three more planned for 2006. Both QVCC’s enrollment growth and the low proportion of courses taught by full-time faculty members spurred this increase. Funding came from reallocated system funds and new funds approved by the state legislature, based on the proportion of full-time to part-time faculty. To enhance advising and governance needs, the College has continued its practice of hiring not only effective teachers with excellent knowledge of their subjects, but faculty members who are willing and able to perform duties beyond their academic disciplines.

Program development during this five-year period has been enhanced by new faculty. For example, the new Early Childhood Education degree is coordinated by a new ECE faculty member. Also, new science faculty members have introduced more programming to support allied health careers. An increase in art majors prompted the hiring of a new art faculty member, with much-needed graphic arts experience, and the College has developed an Arts Entrepreneur certificate. One developmental math instructor has been hired, and one new hire will be made in developmental math and one in developmental English, largely for the purpose of improving overall student retention. Also, since so many students transfer to four-year schools, a current faculty member was appointed coordinator of the Liberal Arts and Sciences and General Studies programs, to enhance the advising of transfer students and to ensure that curricula reflect the requirements of these students.

B. Facilitating Interactions between the Willimantic and Danielson Locations and Providing Access to Co-curricular Activities to All Students (Standard 6)

Since 2001, interactions between the Willimantic and Danielson locations have been facilitated by an increased presence in Willimantic of faculty and staff members traditionally based in Danielson. In spring 2006, full-time faculty members taught 14 classes at the Willimantic Center, and adjunct faculty members often teach at both locations. Also, some courses continue to be taught across the two locations through the use of interactive compressed video technology. The Dean of Learning and Student Development (LSD) spends one morning per week at the Willimantic Center, and Career Services and the library have increased support at the Center. Tutoring support and library instruction in Willimantic are now equivalent to what is provided in Danielson, given recent enhancements in electronic information access. Willimantic personnel participate in College-wide committees through regular use of the compressed video system. A high-speed scanner permits timely electronic transfer of paperwork, and a courier service runs three times per week between locations. The Center has added one classroom and a bookstore and remodeled existing space to expand art and science courses, and the slightly larger space allows for more student activities.

The Coordinator of Co-curricular Programming and Student Activities spends 15-25% of her time in Willimantic. As advisor to the Student Government Association (SGA), she ensures that bi-weekly SGA meetings are held in the compressed video classroom to encourage involvement and interaction between students from both locations. Elections for SGA officers are held at both locations, as are Meet the Candidates events. Over the past five years, Willimantic students have come forward as SGA candidates, and in 2006 Willimantic students won three of the four SGA officer positions. SGA trips and activities are advertised, with tickets sold and transportation coordinated, at both locations. Student activities, as well as various student groups recognized by the SGA, are promoted at both locations throughout the semester.

Due in part to efforts by faculty members, the College has recently seen an increase in organized student groups at both locations, as well as in student attendance and presentations at conferences, and also an increase in student activity regarding local and global, social and political issues.

C. Meeting Physical Resource Needs, Particularly on the Danielson Campus (Standard 8)

An $8.4M 30,000 square foot addition and extensive alteration of the existing building in Danielson are scheduled for completion in June 2006. Student and community needs will be met by 10 new classrooms (342 seats) and a new distance learning space. Among the renovations to the existing building is the development of a new light manufacturing lab. The expansion and upgrade will allow the College to serve future institutional needs as defined by its mission and purpose statements. Equipment and furnishings are funded through a $1.5M capital campaign, $.9M of which is earmarked for new furniture and equipment. Upgraded information technology networking, classroom wiring, and wireless network access capability are included in the cost of the expansion.

D. Continuing to Maintain Fiscal Stability in the Face of Funding Uncertainty (Standard 9)

The College continues to maintain a strong financial position. Unrestricted net assets continue to grow. As of June 30, 2005, net assets were $1.9M, which represents an increase of $.8M from the previous fiscal year. This continued growth was fueled, in part, by strong enrollment growth in both credit and non-credit programs. Delays in the refilling of vacant positions, as well as delays in construction and expansion on the Danielson campus, also contributed to the increase.

CTC Board of Trustees (BOT) policy recommends an unrestricted current asset to unrestricted current liabilities standard, expressed in terms of a ratio, to ensure short- and long-term financial health and liquidity. As of June 30, 2005, the College’s ratio of 4:1 was in excess of the 2:1 standard recommended by the policy. Thus the College has sufficient funds available to provide for both short-term operating liquidity to cover expenses such as the current high cost of utilities and the additional transitional costs associated with the building expansion and renovation.

The QVCC Foundation’s capital campaign received strong support from community organizations and private citizens in providing supplemental furnishing and equipment funding for the building expansion and renovation. The Foundation continues to be active and visible in the community, as evidenced by the success of the annual appeal and other fundraising events.

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