STRATEGIC PLAN – 2016‐17 – Section C – DRAFT Section C – College Focus Goals 1 – Support and improve faculty appointment processes and offer comprehensive faculty and staff development program to improve retention and promotion. Long‐term objectives (2015‐18):  Increase faculty retention & promotion rates  Conduct faculty development for search process  Increase faculty publications in prestigious journals & presentations at national conferences & participation in CUNY report on faculty research & activities  Increase opportunities for faculty to provide service to college/department/university  Continue to support faculty related to promotion & tenure– teaching, research, service  Provide pedagogy & scholarship professional development to tenure‐track faculty alerted during reappointment process  Expand training & workshops to provide development opportunities to HEOs & other non‐teaching titles In support of the mission: The college features a highly qualified faculty with excellent scholarly credentials… and the use of innovate pedagogy, including educational technology. To help ensure excellence in teaching and learning, Queensborough… promotes research on community college pedagogy and supports scholarly accomplishments and professional advancement among its faculty and staff. Strategic Objectives 2016‐17 C.1a – Provide or increase resources to help faculty with tenure and promotion. May 2016 2016‐17 Indicators
C.1a  % of New Faculty Institute participant responses that indicate satisfaction with volume of content presented throughout institute (81%) & extent to which institute activities were hands‐on (79%)  No. of faculty reviewed by the ARC 2016‐17 Targets C.1a  increase by 3% over the 15/16 indicators  less than 10 Activities 2016‐17
C.1a – Continue full faculty development program:
 Orientation  New Faculty Institute – Jan  Mentor Program  Presidential Fellowship Program  Create Teaching Fellows Program  Track participation in faculty development programming (establish central database for faculty development participation & assessment data)  Faculty Workshops: Tenure and Promotion  The tenure and promotion process  Going for full professor Teaching  How to develop a Teaching Portfolio  Best practices teaching demonstrations Scholarship  How to publish  How to identify predatory publishers  Faculty writing retreats Strategic Objectives 2016‐17 C.1b – Highlight faculty accomplishments. 2016‐17 Indicators
C.1b – % of required faculty submitting faculty activity reports 2016‐17 Targets C.1b – Increase to 4% over 2015/16 indicators Activities 2016‐17
Service  Service opportunities  Award for Excellence in Teaching & Learning – considerations include: o Implementing Emerging Pedagogies o Peer evaluations o Self‐Evaluations (rubric driven) o Student Evaluations o Individual learning outcomes assessment (rubric‐driven) C.1b  Organize research fair of faculty poster board presentations to demonstrate their expertise for students/faculty/staff  Announce faculty achievements through newsletter & email announcements  Offer department‐specific faculty development (pedagogical strategies, research, publication & service)  Promote list of journals to which faculty, by discipline, can submit  Continue to implement HEO prof. development program: o Leadership o Customer relations o Information sharing o Clear goals & objectives, local & college‐wide 2 – Maintain rigorous and current curricula, support new program development and innovation, and achieve better alignment with baccalaureate programs and job market entry. Long‐term objectives (2015‐18):  Develop & implement comprehensive assessment plan: o Systematically assess general education outcomes through General Education Task Force o Develop, distribute & achieve departmental consensus on curricular maps for every program curriculum o Align course assessment with program review efforts o Redesign non‐teaching department year‐end reports & provide support to administrative areas  Assess three‐semester program review process through feedback from participating faculty  Complete all VAPA accreditations  Convene faculty groups to discuss & propose new academic programs, including English, History, and Psychology, and others as recommended by NYC labor report In support of the mission: May 2016 The college offers post‐secondary associate degree and certificate programs that prepare students for careers and for transfer to four‐year institutions of higher learning….To help ensure excellence in teaching and learning, Queensborough engages in ongoing assessment of its academic offerings. Strategic Objectives 2016‐17 C.2a – Align strategic objectives with appropriate new mission elements C.2b – Complete NASAD, NASD, NASM accreditation processes C.2c – Submit proposal for dual‐
joint degree program in Public Health with York College C.2d – Pursue/investigate additional dual‐joint degree programs with CUNY/SUNY colleges (incl. Queens College) and private college 2016‐17 Indicators
C.2a– Completed objective
C.2b – Accreditation process
2016‐17 Targets C.2a – Submit new mission statement to CAPC for review & to Senate for approval C.2b – Completed accreditation process C.2c – Proposal submitted
C.2c –Submit proposal to Senate for approval C.2d – Additional dual‐joint programs
C.2d – Develop at least one additional dual‐joint program with senior college Activities 2016‐17
C.2a – Convene committee to implement alignment
C.2b – Review & update articulation agreements between Art & Design & Theatre Departments with corresponding programs at Queens College, New York University, Hofstra University, Adelphi University, Lehman, St. John’s University, SUNY Empire State College & SUNY Old Westbury College C.2c – Offer special transfer or dual‐joint program workshops to provide better baccalaureate or career preparedness C.2d – Contact & work with:
 Queens College  York College  Molloy College  St. Johns 3 – Sustain and assess three components of Queensborough Academies: advisement, high impact practices (HIPs), and technology (communication, institutional support, and learning environment). Long‐term objectives (2015‐18):  EFFECT TRANSFORMATIVE CHANGE IN EDUCATION PLANNING, ADVISING, AND RISK‐TARGETING, AND INTERVENTION  Improve communication and collaboration among administrative divisions to ensure systematic, campus‐wide implementation of QCC Academies  Systematize QCC Academies’ culture through intentional advisement & Academies’ activities  Enhance faculty‐led High Impact Practices (HIPs) into consistent & coherent instructional modalities that many faculty effectively use in classroom & assess systematically  Implement integrated and continuous assessment model that acknowledges all three “prongs” of QCC Academies—Advisement, HIPs & technology—
and provides for continuous improvement of their effectiveness  Promote QCC Academies’ brand  Establish departmental review of WI offerings as part of assessment of student learning In support of the mission: Queensborough…is committed to fostering a collaborative, learning‐centered community. The college is dedicated to academic excellence and to the development of the whole individual in an environment that promotes intellectual inquiry, global awareness, and lifelong active learning….Providing a rich general education core…and utilizing effective learning strategies, the college offers many options to students for achieving their academic and career goals….To help ensure excellence in teaching and learning, Queensborough engages in ongoing assessment of its academic offerings and support services [and] promotes research on community college pedagogy. May 2016 Strategic Objectives 2016‐17 C.3a – Coordinate, oversee & provide leadership to Academies efforts Indicators 2016‐17
C.3b – Promote campus‐wide “advising” collaborative that encourages faculty & staff to participate in guiding & directing students through their QCC career C.3c – Improve probationary student outcomes C.3c  % who attend probation workshops  % who attend workshops & persist to next semester  % who attend whose cum GPA at end of term is 2.0 or higher C.3d ‐ % of faculty who use Starfish
C.3d – Continue to increase participation in Starfish C.3e – Improve student general education outcomes in WI courses through increased faculty development May 2016 Targets 2016‐17 C.3e C.3c
 Increase by 3% over 15/16 indicators  Increase by 3% over 15/16 indicators  Increase by 3% over 15/16 indicators C.3d ‐ Increase & maintain faculty use over 50% Activities 2016‐17
C.3a – Establish steering committee to:
 Serve as designated contacts for Academies & handle internal & external requests for consultation & information about Academies  Through team, help to coordinate efforts of Academies Strategic Planning Team, IPASS, Enrollment Management Team, Retention Management Team, Starfish Team & Roadmap efforts  Increase collaboration between ASAP & Academies through ASAP inclusion in work groups (e.g., Starfish Team, faculty coordinators) C.3b
 Refine & continue to develop Advisement model to reflect & fulfill promise of Academies & advisement as educational enterprise  Expand impact of advising by empowering staff members to align their department’s work with IPASS, Roadmap & Academies strategic plan objectives  Offer workshops by & common staff development for all Academy advisers, ASAP student managers & key Student Affairs staff C.3c – Offer probation workshops as needed
C.3d
 Continue to promote Starfish  Offer faculty workshops C.3e
C.3e
 Revised HIP learning  Improve promotion of HIPs (transparency & recognition) outcomes mapped to  Offer special support for writing for education majors general education outcomes  Offer education‐specific faculty development related to  Improved alignment among NYS teaching HIP/general education learning outcomes & related faculty development programming  Participation tracked in faculty development programming Strategic Objectives 2016‐17 C.3f – Increase retention & graduation rates Indicators 2016‐17
Targets 2016‐17  Central repository established for sample assignments & faculty development deliverables Activities 2016‐17
C.3f
 Institute self‐service & mediated access to information, advisement & interventions that are personalized & dynamic  Utilize predictive analytics to inform & direct student interventions  Relaunch Starfish with updated & expanded functionality 4 – Improve college readiness of students. Long‐term objectives (2015‐18):  Reduce % of students needing remediation prior to first‐semester enrollment  Implement & assess new BTECH model of student college readiness: o Indicators of Student Readiness (ISRs) will measure high school students’ proficiency in course content knowledge & cognitive/ behavioral skills prior to enrollment in college course o Establish Rubrics for all BTECH ISRs in CIS and IIT degree courses and assess impact of first implementation  Expand Connect2College pre‐college program by expanding beyond NYC borders & including humanities offerings.  Increase enrollment in College Focus program by 100 over 2017  Increase exit‐from‐remediation rates  Complete research project on ALP assessment & report with recommendations for follow‐up  Assess Gateway interventions and scale up In support of the mission: Queensborough is committed equally to open‐admission access for all learners and to academic excellence within an environment of diversity….In response to evolving community needs, Queensborough also offers non‐credit and certificate programs and other activities. Strategic Objectives 2016‐17 C.4a – Promote & support successful transition of newly admitted high school students to college May 2016 Indicators 2016‐16
Targets 2016‐17 Activities 2016‐17
The Office of New Student Engagement will:
 Introduce & reinforce Academies model to new students & define benefits of belonging to Academy  Offer opportunities for new incoming students to prepare for CUNY Assessment Test (CAT) & increase awareness of importance & use of tests  Promote & support successful transition of newly admitted high school students to college  Empower new incoming students to make sound financial decisions & comply with college financial obligations Strategic Objectives 2016‐17 Indicators 2016‐16
Targets 2016‐17 C.4b – Continue to improve academic preparedness C.4a C.4a
C.4c – Accelerate student completion of remediation in Math C.4d – Accelerate student completion of remediation in Reading/Writing C.4c – Mathematics remedial courses
C.4c – Increase pass rates by at least 1% from 15/16. C.4d – Increase pass rates by at least 2% from 15/16. C.4e – Improve student outcomes in Gateway/high‐risk courses C.4d – Pass rates in reading & writing remedial courses C.4d – % of students who passed with C or better in BI201, BI301, ECON101, EN101, HI110, HI112, MA114, MA119, MA440, PSYC101 C.4c
BI201, from % to % BI301, from % to % ECON101, from % to % EN101, from % to % HI110, from % to % HI112, from % to % MA114, from % to MA119, from % to % MA440, from % to % PSYC101, from % to % Activities 2016‐17
 Create asynchronous workshop to help new incoming students prepare for placement tests & increase awareness of tests’ importance C.4a
 Establish rubrics for BTECH’s Speech 211 & assess impact of first implementation of ISR.  Design, develop & Implement College Focus Phase II Bootcamps in Math & R/W C.4c
 Increase math ALPs: 4 sections in Fa16 & 6 in Sp17  Review Math ALP results & expand as necessary C.4d
 Increase English ALP sections by 4  Develop combined Reading/Writing experience for lower scoring students C.4c
5 – Use technology to support instruction and student support services and to promote institution and constituencies. Long‐term objectives (2015‐18):  Implement five‐year Technology Plan, including support for the following efforts: o Expanding technology in instructional spaces o Strengthening student commitment through the use of innovative technology supporting the Academies and high impact practices o Providing faculty development on instructional technology, with opportunities to develop online curriculum o Maintaining a focus on improved infrastructure in the college facilities to support the plan and all activities arising from it  Reach goal of over 6% FTEs online by 2018 [assessment?]  Increase measured quality of online & Web‐enhanced courses based on Quality Matters rubric  Increase number of online faculty development offerings focused on academic department disciplines  Promote use of Digital Recording Studio  Expand & support faculty use of CUNY’s Academic Works & other open educational resources  Improve student awareness of administrative services May 2016 In support of the mission: The college features…the use of innovative pedagogy, including educational technology. Strategic Objectives 2016‐17 C.5a – Continue planned expansion & upgrade of instructional technology infrastructure Indicators 2016‐17
C.5a – No. of technology‐enabled classrooms C.5b – Increase instructional use C.5b of technology  % of FTEs instruction taught online  % of faculty expressing satisfaction with topics/tools & pedagogy in eLearning Institute  % of faculty use of Blackboard Targets 2016‐17 C.5a – Podiums (fixed or mobile) installed in 12 additional classrooms C.5b
 Maintain at 4.5% or higher of FTE instruction  Will use tools & pedagogy: from 67% to 70% of faculty responding to survey  Maintain at 4.9% or higher Activities 2016‐17
C.5 – Implement first year of Technology Plan objectives:
 Establish executive committee from Administration, Acad. Computing & Information Technology to review plan annually & report progress & ensure coordination & integration with college strategic planning  Continue development of new website design to be fully responsive & mobile friendly  Implement Taskstream software to facilitate general education assessment  Continue to explore use of virtual desktop infrastructure  Develop “Facebook” App (to improve cohort identity & connection to Academies/QCC) C.5b
 Offer e‐learning institute  Offer technology workshops in Blackboard, Camtasia, etc. 6 – Infuse and build on practices of community‐building across all campus constituencies. Long‐term objective:  Implement community‐building plan In support of the mission: Queensborough…is committed to fostering a collaborative, learning‐centered community….A community that values the diversity of its members, Queensborough strives to individualize the college experience through meaningful collaboration among students, faculty, and staff. Strategic Objectives 2016‐17 C.6 May 2016 Indicators 2016‐17
C.6 Targets 2016‐17
C.6
Activities 2016‐17
Implement community‐building plan to improve in areas identified by survey results