Pre-College, Continuing Education, and Workforce Development – Year-end Report – Part B – Planning and Assessment
CONTINUING EDUCATION
Mission: As a non-credit educational provider, and multicultural institution on an urban campus, QCC Continuing Education is dedicated to assist
students to transform and improve themselves toward personal fulfillment. As a provider of myriad courses to enrich personal lives, serve as a
resource to the community, and afford accessible and quality programming, Continuing Education offers innovative, high quality instruction which
is responsive to and anticipates emerging lifestyle trends and demands. QCC Continuing Education’s core value is lifelong learning.
College strategic objectives:
1. Continue and assess new faculty development program
2. Maintain rigorous & current curricula, support new program
development & innovation & achieve better alignment with
baccalaureate programs & job market entry
3. Improve college readiness of students
Division strategic objectives:
1. Be an educational resource to the community
2. Provide accessible and quality programming
3. Enrich students’ personal lives
4. Advance students’ academic skills
5. Develop students’ professional careers
Note: Relevant college-wide strategic objectives should be selected from the college’s strategic plan. Each division strategic objective should align with a college-wide strategic objective.
2014-15 Completion report (outcomes for this past academic year, based on last year’s year-end report, section F)
Key performance indicators
Strategic Plan and Analytics Pre-College Assessment
Reports to support strategic
planning
New Contract or grant
development
Add one new certificate
program in Workforce
Development
FTE Income Remains Flat or
Increases
Target outcomes
Programs assessed for
duplication of effort,
outcomes, and value to
the pre-college
community.
Actual outcomes
Assessment reports and analytics were
completed for four programs: College Now,
College Focus, Connect2College, and 21st
CCLC. CUNY Start and CLIP were covered
via Institutional Assessment.
Write one grant proposal
Write one contract
proposal
Submitted proposals for TAACCCT IV, WDI
and Perkins grants. Submitted proposals for
Martin Van Buren SIG and SBS contracts.
Was awarded WDI, Perkins, MVB and SBS
grants and contracts.
Launched Patient Care Technician,
Hemodialysis Technician certificate
programs.
(2015 results are not yet in but it is
anticipated that it will increase due to one
new program (Multiple Repeaters) and one
revised Perkins program (Connect2College).
2014 remained flat to 2013.
Add a new healthcare
program certificate
FTE Income remains flat
to 2014 or increases.
*Column contents should be used to indicate which strategic objectives below address the follow-up necessary.
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Recommended action plans*
Complete balance of assessment of pre-college
programs.
Review and modify current data sources where
needed.
Write three year Strategic Plan
Submit proposal for one Pre-College gran, and for
the WDI, SBS and Perkins grants.
Develop student’s professional careers.
Increase enrollment in remedial courses through
expansion of the C2C program.
Pre-College, Continuing Education, and Workforce Development – Year-end Report – Part B – Planning and Assessment
2015-16 Department strategic plan (arranged by each division strategic objective that the department supports)
1. Division strategic objective: Provide accessible and quality programming
Department strategic
objectives
Provide Personal Enrichment
activities targeting lifestyle
concerns/interests.
Meet all financial obligations
Indicator(s)
Expected outcomes
Action plan/timeline
Who
Design, develop, and implement courses
based on market research, trends and
feedback.
Establish 8 new courses for
FY16
Fall 2015 & Spring 2016
Arpy Coherian
Earn revenue that covers expenses plus
17.5% city tax levy.
Meet or exceed revenue
target
Monitor profitability at
least three times per
year.
Denise Ward
& Program
Managers
Expected outcomes
Action plan/timeline
Actual
outcomes
2. Division strategic objective: Enrich students’ personal lives
Department strategic
objectives
Expand Vendor Partnerships
Indicator(s)
Expand Motorcycle Program
Expand CYO Program
(Catholic Youth Organization)
WITS Personal Training
Increase revenue by 10%
above FY15
Increase revenue by 5%
above FY15
Increase revenue by 2%
above FY15
Fall 2015, Spring &
Summer 2016
Fall 2015 &
Spring 2016
Fall 2015, Spring &
Summer 2016
Who
Actual
outcomes
Arpy
Coherian
Barbara
Nasewicz
Arpy
Coherian
3. Division strategic objective: Advance students’ academic skills
Department strategic
objectives
Offer remediation pathways
Indicator(s)
Increase remediation pass rate for
Multiple Repeaters class
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Expected outcomes
Increase percentage exit from
remediation over 5% from FY15
Action
plan/timeline
Fall 2015 &
Spring 2016
Who
Diana
Berkowitz
Actual
outcomes
Pre-College, Continuing Education, and Workforce Development – Year-end Report – Part B – Planning and Assessment
4. Division strategic objective: Provide accessible and quality programming
Department strategic
objectives
Provide accessible and
quality programming
Notes




Indicator(s)
Expand use of
technology in more of
the curriculum
Expected outcomes
Action plan/timeline
Who
3 more ESL teachers than currently use
technology will have access to and make use
of a variety of computer assisted technology
and media.
Assign more technologyenabled classrooms in
the fall and spring
Administrative
staff and
teachers
Actual
outcomes
Add tables for additional division strategic objectives and corresponding department strategic objectives, as needed.
For each division strategic objective, the department should have one or more strategic objectives intended to support that department in the achievement of the division objective. Each department strategic
objective should have at least one indicator (key performance indicator) and one expected outcome, with an action plan and timeline to achieve that outcome.
At the mid-year point, the department reports partial or preliminary outcomes. At the end of the year, the department reports actual outcomes.
An indicator is the measurement by which the objective will be assessed. The outcome is the product of the work in support of achieving the objective. For example, if the strategic objective for Admissions is “to
expand feeder high schools,” the indicator might be “applications received from new feeder high schools,” and the expected outcome might be “at least one application from five new feeder high schools.”
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).