Queensborough Community College January 2015 City University of New York QCC 2014‐2015 GOALS AND TARGETS REPORT – Working Draft A. University Goals University Goal Indicators QCC Mission
A.1 – Increase opportunities for students to be taught by full‐time faculty A.1a – Percentage of instruction delivered by full‐time faculty A.1b – Student‐to‐faculty ratio A.1 – Highly qualified faculty with excellent scholarly credentials A.2 – Increase faculty scholarship and research impact A.2a – Publications & creative activity A.2b – Funded research grants, number and dollar amount A.2a – Highly qualified faculty with excellent scholarly credentials A.2b – Sponsored Programs coordinates submission, processing & reporting of grants & contracts & provides technical assistance to faculty/staff in obtaining grant funding for projects in support of mission. QCC Strategic Objectives 2014‐15
QCC Strategic Objectives 2015‐16 A.1a – Maintain % of instruction by FT faculty at 59.7% or higher A.1b – Maintain student‐to‐faculty ratio at 29.7 or lower A.2a – Increase no. of faculty publications & creative activities (3‐yr weighted rolling av.) from 0.6 to 0.7 (mean) A.2b:  Establish Pilot Grant Mentoring Program among new junior faculty, experienced faculty & Grants Office.  Obtain grant funding from minimum of five (5) new funding sources.  Submit grants to strengthen institution’s capacity with respect to Academies, High Impact Practices, Advisement & Technology  Update & expand Grants website to include Tool Kit for Grant Writing & Grants Management. A.1a – Maintain % of instruction by FT faculty at 59.7% or higher. A.1b – Maintain student‐to‐faculty ratio at 29.7 or lower. A.2a – Maintain average faculty scholarship at 0.6 or above. Activities:  Increase % of faculty reporting scholarship to 75% or more  Promote faculty scholarship by offering SOTL & other scholarly writing/publishing faculty development opportunities A.2b –  Provide bi‐weekly Grant Opportunity alerts to keep faculty & staff aware of relevant upcoming grant opportunities  Obtain grants from at least three new funding sources (public & private)  Organize & assist team(s) of QCC faculty & staff to develop & submit at least two grant proposals that support QCC Academies, HIPs & technology  Submit institutional grant to one of following U.S. Dept. of Education grant programs: Strengthening Institutions (Title III), Hispanic Serving Institutions (Title V) or Asian American & Native American Pacific Islander‐serving Institutions (AANAPISI)  Organize & host Annual QCC Grants Recognition event to honor all grant applicants & recipients  Offer training/workshops to assist QCC faculty & staff with grant seeking process, including at least one grant development workshop for new faculty & staff, one PSC‐
1 Division(s) Responsible ACADEMIC AFFAIRS ACADEMIC AFFAIRS INSTITU‐
TIONAL ADVANCE‐
MENT Queensborough Community College University Goal A.3 – Ensure that students make timely progress toward degree completion Indicators A.3a – Average number of credits (equated credits) earned in one year A.3b – Percentage of students who earn 30 credits (equated credits) per year A.3c – One‐year retention rate January 2015 QCC Mission
A.3 – Collaborative, learning‐
centered community, with strong & closely integrated academic & student support services QCC Strategic Objectives 2014‐15
A.3a – Evaluate success of expanded Milestone scholar‐ships for Winter & Summer sessions through review of courses taken, credits earned & GPA. A.3b – Increase percentage of students who earn 30 credits per year from 14.9% to 16.0%. A.3c: Increase one‐year retention rate of first‐time, full‐time students from 70.9% to 71.5%.  Expand Starfish use among faculty, advisers & learning centers; increase faculty use above 50% annual av.  Reduce incidence of WUs 2 City University of New York QCC Strategic Objectives 2015‐16 CUNY grant workshop & one “grant mentoring program” that involves senior faculty working with junior faculty to develop grants A.3a – Increase average no. of (equated) credits earned in one year to 21. Activities:  Continue to offer & expand Milestone & STEM scholarships  Decrease no. of students needing remediation (see B.1) A.3b – Increase % of students who earn 30 credits per year from 16.0% to 16.5%.  Have advisors encourage students to take up to 18 credits (12 to 18 credits same tuition)  Promote on CUNYFirst, with Marketing & on website A.3c: Increase one‐year retention rate of first‐
time, full‐time students to 72%. Activities:  Expand Starfish use among faculty, advisers & learning centers; increase faculty use above 50% annual av.  Reduce incidence of WUs  Encourage students not to drop & work with learning centers  Work with advisors  Work with faculty so they can talk to students Continue to evaluate Milestone & STEM scholarships through review of courses taken, credits earned & GPA; expand no. of scholarships offered from previous year. Activities: Division(s) Responsible ACADEMIC AFFAIRS & STUDENT AFFAIRS Queensborough Community College University Goal A.4 – Increase graduation rates Indicators A.4a – Four‐year graduation rate
A.4b – Six‐year graduation rate January 2015 QCC Mission
A.4 – Collaborative, learning‐
centered community, with closely integrated academic & student support services QCC Strategic Objectives 2014‐15
City University of New York QCC Strategic Objectives 2015‐16  Encourage students to take summer/winter classes  Increase no. of classes offered in summer/winter  Have advisors promote winter classes  Talk to marketing about promoting winter classes  Review program sequence & ensure required courses are being offered.  Do 30‐credit audit of Degree Works to determine if any courses are preventing students from graduating  Offer more courses needed by students to graduate online A.4a – Increase percentage of first‐time, full‐time A.4a – Maintain % of first‐time, full‐time students who graduate within 4 years by 2% over last students who graduate within 4 years at 23.5% year (23.5%). or higher. A.4b – Increase percentage of first‐time, full‐time A.4b – Maintain % of first‐time, full‐time students who graduate within 6 years, to 30.0%, from students who graduate within 6 years at 30.0% 28.8%. or higher A.4c – Develop reverse graduation partnership with A.4c – Develop reverse graduation partnership Queens C. with Queens C. Activities:  Reduce no. of students entering with remedial needs (see B.1)  Have student become familiar with Degree Works program plans  Evaluate outcomes of contract to complete initiative  Increase use of Early Alert  HIPS  Reverse transfer  Have senior colleges encourage QCC students to complete degree  Last‐minute scholarships  Low pass‐rate courses 3 Division(s) Responsible ACADEMIC AFFAIRS & STUDENT AFFAIRS Queensborough Community College January 2015 City University of New York University Goal Indicators QCC Mission
QCC Strategic Objectives 2014‐15
QCC Strategic Objectives 2015‐16 A.5 – Improve student satisfaction with academic support and student support services A.6 – Improve student satisfaction with administrative services A.5 – Student satisfaction as measured by Noel‐Levitz SSI (academic advising effectiveness and campus support services) A.6 – Student satisfaction as measured by Noel‐Levitz SSI (recruitment and financial aid effectiveness, registration effectiveness, service excellence) A.5 – Collaborative, learning‐
centered community, with strong & closely integrated acad. & student support services A.6 – Individualize the college experience through meaningful collaboration among students, faculty & staff A.5 – Increase student engagement scores (SES) above community college average. A.7 – Increase revenues A.7a – 3‐yr. weighted rolling av.
of voluntary contributions A.7b – 3‐yr. weighted rolling av. of grants & contracts A.7c – Three‐year weighted rolling average of alternative A.7 – Inst. Adv. communicates excellence of college & seeks funds from public/ private sources in support of mission A.5 – Increase to 5 or above (on scale of 1 to7) student satisfaction with academic adviser’s knowledge about transfer requirements, help with setting educational goals & concern about individual A.6a – Increase to 5 or above (on scale of 1 to 7) student satisfaction with financial aid, admissions & registration service. A.6b – Enrollment Management Team will ensure that College meets overall FTE enrollment goal. A.6c – Communications & Marketing will:  Utilize latest communications technology to increase applications & yield rates of prospective students.  Increase digital advertising.  Explore geo‐targeted mobile ads for residents of Nassau C.  Redesign enrollment‐related webpages.  Conduct review of QCC’s digital reputation. A.7a – Develop new fundraising campaign to kick off 2015. A.7b:  Increase grant funding by 5% over last year.  Partner with college faculty & write workforce grant to provide alternative revenue sources. A.7c:  College will identify opportunities to increase 4 A.6a – Increase/maintain student satisfaction score above national average. A.6b – Enrollment Management Team will ensure that College meets overall FTE enrollment goal. A.6c – See C.5c A.7a – Increase cash giving by 5% over FY15 A.7b –  Increase grant funding by 5% over FY goal (FY 2015 goal = $3,815,550)  Obtain grants from at least three new funding sources (public & private)  Maintain indirect cost recovery rate at 6%.  Submit institutional grant to one of following U.S. Dept. of Education grant programs: Strengthening Institutions (Title III), Hispanic Serving Institutions (Title V) or Asian American & Native American Pacific Islander‐serving Institutions (AANAPISI) A.7c – College will identify opportunities to increase Auxiliary revenues by 3‐5% Division(s) Responsible ACADEMIC AFFAIRS & STUDENT AFFAIRS ACADEMIC AFFAIRS, STUDENT AFFAIRS & COMMUNI‐
CATIONS & MARKETING INSTITU‐
TIONAL ADVANCE‐
MENT FIN. & ADMIN. Queensborough Community College University Goal Indicators revenues A.8 – Use financial resources efficiently and prioritize spending on direct student services A.8a – Spending on instruction, research, student services as a percentage of tax‐levy budget A.8b – Percentage of budget in reserve (between 1% & 3%) A.9 – Increase proportion of full‐time faculty from under‐
represented groups A.9 – Percentage of full‐time faculty from under‐represented groups (total minority, women, Italian Americans) January 2015 QCC Mission
QCC Strategic Objectives 2014‐15
City University of New York QCC Strategic Objectives 2015‐16 Auxiliary revenues by 5%.
 Continuing Education will meet revenue target for tuition‐based programs equal to operating expenses plus 17.5%. A.8a:
A.8 – Finance analyzes funding sources & oversees funds allocated  Proportion of tax‐levy budget spent on admin. to college by central administration services vs. instr. & support services will remain in support of mission; administration constant at 2013‐14 level; all financial transactions provides clean & comfortable will be completed accurately & in timely manner; learning environment, manages all prior audit findings will be resolved in timely Auxiliary Enterprises & assists manner. Students Affairs in overseeing  College will incorporate student academic & student fee funds in support of support resource prioritization in annual planning mission process to ensure spending at 2013‐14 relative levels.  Progress will continue on campus electrical & Theatre upgrade & Courtyard enclosure.  Identify & implement opportunities to leverage CUNYfirst to streamline & automate student & staff administrative services.  Develop metrics, goals & strategy to measure business process efficiency & identify opportunities to increase process improvements.  College will continue space utilization improvement. A.8b – College will administer viable financial plan, incl. balanced budget & appropriate reserve. (Note: college remains steady at 3.0; CC av. = 3.0) A.9 – Academic excellence within an environment of diversity Continuing Education will meet revenue target for tuition‐based programs equal to operating expenses plus __%. A.8a – College will:  Incorporate student academic & support resource prioritization in annual planning process to ensure spending at 2014‐15 relative levels.  Develop metrics, goals & strategy to measure business process efficiency & identify opportunities to increase process improvements.  Continue managing capital improvements, including electrical upgrade, dining facility & Theater upgrade.  Continue to identify & implement opportunities to leverage CUNYfirst, including new Expense & Fixed Assets modules.  Identify 3 business process improvement & implement.  Continue space utilization improvements A.8b – College will administer viable financial plan, incl. balanced budget & appropriate reserve; new departmental budget process to be further refined & communicated A.9 – QCC will continue to increase proportion of FT A.9 – College will continue to implement faculty from underrepresented groups (minority 29.7; diversity plan. Italian‐American 6.3; Women 51.2%). Division(s) Responsible ACADEMIC AFFAIRS ACADEMIC AFFAIRS & FINANCE & ADMINIS‐
TRATION B. Sector Goals University Goal B.1 – Create more efficient remediation pathways Indicators QCC Mission
B.1 – Percentage of students fully B.1 – Open‐admission access for all proficient by the end of the first learners; well‐planned curricula and QCC Strategic Objectives 2014‐15
B.1 – College readiness:
 Increase percentage of students fully proficient 5 QCC Strategic Objectives 2015‐16 B.1 – College readiness:  Increase pass rates for Reading to 55%, Division(s) Responsible ACADEMIC AFFAIRS Queensborough Community College University Goal Indicators year (of those needing any remediation) B.2 – Prepare students for transfer to baccalaureate programs B.3 – Prepare students for high‐need careers B.2a – Percentage of first‐time freshmen transferring to any baccalaureate program within 6 years B.2b – Transfer rate of AA/AS graduates to any baccalaureate program B.2c – Mean first‐semester GPA of baccalaureate transfers from CUNY community colleges B.3 – Professional licensure pass rates January 2015 QCC Mission
developmental course work. B.2a – Post‐secondary associate degree & certificate programs for careers and for transfer B.3 – Post‐secondary associate degree & certificate programs for careers and for transfer QCC Strategic Objectives 2014‐15
from 45.3% (Fa12) to 47% (Fa13); 45.3% is increase over 34.2% in Fa11.  Expand USIP – summer & winter  CUNYStart will increase exit from writing & reading remediation by 1% each over 2014. B.2a – Increase 6‐yr. transfer rate of freshmen to CUNY bacc. programs from 28.6% (Fa07) to 30% (Fa08)  Track student outcomes in dual/joint programs; meet annually to review prog. reqs. with senior colleges.  Update articulations for Health Sc. programs  Develop new program in Public Health B.2b –Maintain or increase above 54.2% transfer rate for AA/AS graduates to CUNY baccalaureate programs; increase AAS rate above 27.0 (Note: of all AA/AS graduates of 2012‐13, 72% transferred to senior college within 1 yr. of graduation) B.2c – Raise first‐term GPA of AA/AS transfers to CUNY bacc. programs from 2.6 to 2.7; for AAS transfers from 2.71 to 2.75 B.3  Increase pass rate on NCLEX to 90% (last year: 83%; note: change in exam adversely affected pass rate universally)  Maintain pass rate on Massage Therapy licensure 6 City University of New York QCC Strategic Objectives 2015‐16 Division(s) Responsible Writing to 51% & Math to 42%.  CUNYStart will increase exit‐from‐writing & reading remediation by 1% each over 2015. Activities:  Expand USIP winter and summer  Develop USIP/remediation webpage  Offer USIP during fall & spring semesters  Offer CUNYStart PT (Math)  Scale up English (Reading/Writing) ALP  Develop & offer one ALP section in Math  Pilot Math intervention workshop; assess & scale up  Assess results of interventions with Limespring & scale up to other models  Pilot test pre for HS students; select one school. B.2a –
 Increase 6‐yr. transfer rate of freshmen to CUNY baccalaureate programs from 28.6% (Fa07) to 30% (Fa08)  Track student outcomes in dual/joint programs; meet annually to review program requirements with senior colleges B.2b – Maintain transfer rate for AA/AS graduates to CUNY baccalaureate programs above 54.2% ; increase AAS rate above 27.0 B.2c – Raise first‐term GPA of AA/AS transfers to CUNY baccalaureate programs from 2.6 to 2.65; for AAS transfers, from 2.71 to 2.75 B.3 –
 Increase/maintain pass rate on NCLEX above 90%  Maintain pass rate on Massage Therapy licensure exam at 92% or higher ACADEMIC AFFAIRS ACADEMIC AFFAIRS Queensborough Community College University Goal Indicators January 2015 QCC Mission
QCC Strategic Objectives 2014‐15
City University of New York QCC Strategic Objectives 2015‐16 Division(s) Responsible exam at 92% or higher.
 Continuing Education will design & implement Nursing PAX preparatory class.  Cont. Ed. will design & implement BONENT Certified Dialysis Nurse program. C.
College Focus Area Goals College Goal C.1 – Support & improve faculty appointment processes & offer comprehensive faculty & staff development program Indicators C.1a – Retention rates; satisfaction surveys QCC Mission
C.1a – Highly qualified faculty with excellent scholarly credentials C.1b – Professional advancement among faculty and staff. QCC Strategic Objectives 2014‐15
Division(s) Responsible C.1a – Continue, assess & expand C.1a – ACADEMIC C.1a – Continue & assess new faculty development program: new faculty development AFFAIRS  Increase faculty retention & program:  New Faculty Inst. (incl. governance promotion rates. session)  Enhance New Faculty Inst. (incl.  Conduct faculty development for tenure and promotion session),  Mentoring program – assess mentor & search process. with emphasis on at least one mentee experience  Increase faculty publications in research‐based theory of  As part of BTECH early college hs initiative, prestigious journals & learning Business & Engineering Technology faculty presentations at national  Enhance Mentoring program will be certified on new ERP, Big Data & conferences.  Continue to assess mentor & Cloud technologies by SAP.  Increase opportunities for mentee experience faculty to provide service to  Expand faculty mentor college/department/university program beyond first‐year faculty  Continue Bridge‐the‐Gap seminar series to enhance pedagogies with research‐
based theories of learning C.1b – CETL Pedagogy Grants C.1b: C.1b – Provide faculty development (re: faculty search  CETL will continue to offer at  CETL will offer at least two grants (up to least two grants (up to $15,000 process) $15,000 each) to support SOTL each) to support SOTL  CETL will offer 3‐4 faculty workshops to  Support faculty in all 3 areas related to promotion & tenure–  Have campus convocation on enhance curriculum with research‐based teaching, research, service faculty tenure/promotion theories of learning process.  Provide pedagogy & scholarship  Increase no. of faculty participating in HIPs professional development to  Create mentor program for development workshops by 5% tenure‐track faculty alerted associate professors seeking full professor during reappointment processes  Offer professional development opportunities for tenured 7 QCC Strategic Objectives 2015‐16
QCC Long‐term Objectives 2015‐18 Queensborough Community College College Goal C.2 – Maintain rigorous & current curricula, support new program development & innovation & achieve better alignment with baccalaureate programs & job market entry Indicators C.1c – HEO survey of satisfaction C.2a – New programs submitted for approval C.2b – Program reviews completed, with recommendations & action plan approved C.2c – New accreditations – applications & self‐studies submitted C.2d – Outcomes assessment for institution, programs & courses QCC Mission
January 2015 QCC Strategic Objectives 2014‐15
C.1c – Provide HEOs with on‐campus professional development workshops & funding for training programs off‐campus. C.2a: C.2a – Comprehensive, multi‐
layered academic programs  Revise & submit for approval Environmental Science degree program  Explore developing health‐related degree programs.  Work collaboratively with healthcare agencies & CBOs to target & develop new acad. progs in public health‐related areas. C.2b, c & d – Ongoing assessment C.2b: of academic offerings & support  Conduct program reviews: Music services Production, Internet Technology, New Media Technology, *Science for Forensics & *Criminal Justice (*dual/ joint reviews include collaboration with John Jay).  Implement action plans from 2013‐14 program reviews. C.2c – Building on program rev. & articulation & Academy collaborations, 4 VAPA concentrations will apply for accreditation with NASAD (Art & Design), NASD (Dance), NASM (Music) & NAST (Theatre). C.2d :  Implement recommendations, if any, of MSCHE response to PRR. 8 City University of New York QCC Strategic Objectives 2015‐16
QCC Long‐term Objectives 2015‐18 faculty seeking full professor.
C.1c C.1c C.2a –
 Launch revised Environmental Science degree program  Work collaboratively with healthcare agencies & CBOs to target & develop new academic programs in health‐related areas.  Report findings of contract report of NYC region labor needs from CUNY New York City Labor Market Information Service Center for Urban Research. C.2b – Program reviews will be conducted as planned:  Criminal Justice  Internet Technology  Science for Forensics C.2c – Support VAPA accreditations toward completion. C.2d –  Continue assessment of general education outcomes C.2a –  Submit new academic programs in public health‐related areas for approval  Develop new programs as recommended by NYC labor report. Activities:  (2015) convene faculty group to discuss & propose new programs  (2016‐17) develop & submit new programs  (2018) offer new programs C.2b – Assess 3‐semester program review process C.2c – Complete all VAPA accreditations. C.2d – Develop & implement comprehensive assessment plan:  Systematically assess general Division(s) Responsible HUMAN RESOURCES STRATEGIC PLANNING & ASSESS‐
MENT & ACADEMIC AFFAIRS Queensborough Community College College Goal C.3 – Sustain & assess 3 components of Queensborough Academies: advisement, high impact practices (HIPs) & technology (communication, institutional support & learning environment) Indicators C.3 –  Academies strategic plan completion report  Enrollment targets  Faculty surveys  HIPs assessment protocol  Probation student outcomes QCC Mission
C.3 – Collaborative, learning‐
centered community, with strong & closely integrated academic & student support services; post‐
secondary associate degree & certificate programs for careers and for transfer January 2015 QCC Strategic Objectives 2014‐15
 Implement MDRC & CCRC study on CUNYStart.  Implement recommendations from assessment of PNET ST‐100.  Continue to expand & enhance Assessment website based on analytics & survey of faculty in Assessment Inst.  In collaboration with Assessment manager, CETL will offer (per faculty input) Assessment Institute curriculum & “Creating Rubrics” follow‐up workshop (beginning Fa14).  Collect & disseminate data on LA concentrations for discussion/action.  Assess student outcomes in expanded High Impact Practice modalities. C.3a:  Starfish data: report on course pass, completion & withdrawal rates  Academies Protocol: report on retention, grad. rates, GPA & engagement measures  Retention Management Team will continue to analyze data on student progress at key points from admission through remediation to graduation & transfer or employment; disseminate findings; recommend & assist in implementing changes in policy & practice.
C.3b – CETL will offer 2 across‐HIPs fac. devel. workshops & coordinate HIP‐specific faculty development & assessment plans for HIPs. C.3c – Expand co‐curricular activities, including transfer information sessions (intentional outreach & support) 9 QCC Strategic Objectives 2015‐16
City University of New York QCC Long‐term Objectives 2015‐18 Division(s) Responsible education outcomes through General Education Task Force  Develop, distribute & achieve departmental consensus on curricular maps for every program curriculum  Align course assessment with program review efforts  Redesign non‐teaching department year‐end reports & provide support to administrative areas through General Education Task Force  Revise general education outcomes  Assess key courses with consistent learning outcomes according to needs of curricular maps  Clearly identify data needed for continuous improvement C.3 –
 Implement QCC Academies’ strategic plan to meet timeline.  Operationalize Enrollment Management Team recommendations.  Provide ongoing professional development for relationship manager implementation  Extend & deepen HIP professional development & stipend structure to include second‐tier “Reflective Teaching” workshop & revised course outlines for ongoing implementation of HIP  Assess gen ed outcomes in HIPs  Assess implementation of HIPs to establish coherence & quality of pedagogies before further scale‐up.  Operationalize Retention Management Team recommendations. C.3 –  Improve collaborative communication among administrative divisions to ensure systematic, campus‐wide implementation of QCC Academies.  Systematize QCC Academies’ culture through intentional advisement & QCC Academies’ activities.  Enhance High Impact Practices (HIPs) into consistent & coherent instructional modalities that many faculty effectively use in classroom & assess systematically.  Implement integrated & continuous assessment model that acknowledges all three “prongs” of QCC Academies—
Advisement, HIPs & technology—
& provides for continuous improvement of their ACADEMIC AFFAIRS, STUDENT AFFAIRS & STRATEGIC PLANNING & ASSESS‐
MENT Queensborough Community College College Goal Indicators QCC Mission
January 2015 City University of New York QCC Strategic Objectives 2014‐15
QCC Strategic Objectives 2015‐16
QCC Long‐term Objectives 2015‐18 effectiveness.  Develop & promote QCC Academies’ brand. C.4 – College readiness:  Reduce % of students needing remediation at entry  Increase exit‐
from‐remediation rates  Raise level of student success in Gateway courses C.4a – Expanded USIP  No. of students taking USIP courses  % of students passing USIP remediation courses C.4b – Starfish “early alert”  % of faculty participating in Starfish early alert. C.4c – Pre‐collegiate programs C.4a, b & c – Non‐credit courses & certificate programs (Cont. Ed. courses & cert. programs.); open‐
admission access for all learners; well‐planned curricula & developmental course work; ongoing assessment of academic offerings & support services C.4a – Increase pass rates of multiple repeaters of reading, writing & math through special workshops or classes. C.4b – Targeted use of early alert in remedial courses to increase completion & pass rates; increase % of faculty participating in early alert system above 49%. C.4c – All pre‐college programs will be assessed for duplication of effort, outcomes & value to pre‐college community.  Expand academic probation workshops.  Communicate QCC Academies’ assessment findings regularly to campus community. C.4a –
 Increase pass rates  Develop interventions for reading, writing, math  Add HIPs to USIP  Integrate ALP into EN101 C.4b – Increase & maintain faculty participation above 50%. C.4c – Develop new pre‐college program (formerly Career Clusters). C.5 – Use technology to support instruction & student support services & to promote institution & constituencies C.5a – Instructional use of technology  % of FTEs instruction taught online  No. of blended or asynchronous offerings added  % of eLearning Institute participants expressing satisfaction with usefulness of workshop topics  % of faculty use of blackboard  No. of smart rooms C.5a – Post‐secondary associate degree & certificate programs for careers and for transfer C.5a
 Conduct Jan. & June eLearning Institute to raise % of FTEs offered online to 4% or higher.  Assess student learning in online courses.  Continue planned expansion & upgrade of instr. tech. infrastructure, including minimum of 10 classrooms with advanced technology podia, fixed or mobile. C.5a – Provide faculty development focusing on hybrid & Web‐enhanced modalities & expand infrastructure:  Conduct June eLearning Institute (cohort VIII); increase % FTEs online to 4.5% or higher.  Assess student learning in online courses  Continue planned expansion & upgrade of instructional technology infrastructure, incl. minimum of 10 classrooms with advanced technology 10 C.4a – Increase pass rates C.4b –  Develop best practices for addressing student needs  Maintain faculty participation in starfish above 50% participation C.4c –  Develop indicators of student readiness (BTECH can provide forum for discussion, aligning outcomes)  Expand pre‐college program C.5a –  Reach goal of over 6% FTEs online by 2018.  Increase measured quality of online courses based on Quality Matters rubric  Increase no. of online faculty development offerings focused on academic department disciplines  Continue to increase available instructional & classroom presentation technology & provide related faculty development & support Division(s) Responsible ACADEMIC AFFAIRS ACADEMIC AFFAIRS, STUDENT AFFAIRS & FINANCE & ADMINIS‐
TRATION Queensborough Community College College Goal Indicators available for instruction  Lamp hour usage for each podium classroom  User satisfaction with TechFlex rooms  Satisfaction level of course sections using clickers  Retention & skill level of course sections using emerging technologies % of full‐time faculty with high‐end, up‐to‐date computers January 2015 QCC Mission
QCC Strategic Objectives 2014‐15
QCC Strategic Objectives 2015‐16
City University of New York QCC Long‐term Objectives 2015‐18  Assess use of existing classroom podiums, as well as new & evolving podium technology with goal of keeping up with emerging technology use & reduced cost.  Assess podiums as effective model for instructional delivery  Increase available instructional & classroom presentation technology; provide related faculty development & support  Instructional presentation  Build additional TechFlex technology available in all instructional spaces to meet classroom spaces increasing demand; assess TechFlex satisfaction & use.  Assess use of existing classroom  Increase availability & use of podiums, as well as new & classroom student response evolving podium technology, systems (clickers). with goal of keeping up with emerging technology use & reduced cost  Assess podiums as effective model for instructional delivery. Continue to update all faculty All full‐time faculty members will desktop computers. have up‐to‐date computer systems capable of running modern & near‐
future software; all adjunct faculty members will be provided sufficient modern computer access.  Begin to introduce faculty to  Change teaching & learning focus new & emerging technologies to one centered on new Global proven to increase Digital Citizen fluencies: collaboration & teamwork (e.g., information, solution, creativity, VoiceThread). collaboration & media fluency; assess outcomes.  Begin to introduce faculty to flipped classroom & gaming  Pilot competency‐based podia, fixed or mobile.
 Offer additional follow‐up face‐
to‐face eLearning workshops  Develop & host additional online (Blackboard Collaborate) faculty development workshops both for QCC & for other CUNY campus participants  Continue to install instructional presentation in classrooms 11 Division(s) Responsible Queensborough Community College College Goal Indicators Faculty use of e‐portfolio platform Student use of e‐portfolio platform Use of Digital Recording Studio (as flipped classroom adoption increases) C.5b – Advisement/student support use of technology C.5c – Marketing use of technology January 2015 City University of New York QCC Mission
QCC Strategic Objectives 2014‐15
QCC Strategic Objectives 2015‐16
QCC Long‐term Objectives 2015‐18 C.5b – Close integration of academic and support services C.5c – College communicates excellence of academics & faculty & seeks funding from public and private sources in support of mission C.5b  Increase faculty awareness of electronic tools for communications to students.  Expand features of mobile Apps to enhance student communication & connection to available resources.  Assess, refine & expand use of Starfish & Academics website.  Promote use of open source materials (as in EN‐101 online handbook project).  Develop & implement Tech Fee plan, spending 100% of annual funding. C.5c – Communications & Marketing will:  Enhance website based on analytics & surveys of faculty & students.  Use social media to raise faculty, student & alumni achievements to natl. attention.  Optimize website for search engine (SEO).  List faculty in sourcebooks of experts available for interview by news media.  Improve & enhance channels for direct pedagogy.
Pilot faculty & staff professional development to support e‐
portfolio use Provide students with training in e‐portfolio use.  Design, purchase & establish LB16 as Digital Recording Studio.  Establish baseline use of Digital Recording Studio. C.5b – Maximize use of Tech Fee funds at 100%, including consultation with students. C.5c – Increase search, retargeting & display advertising:  Redesign Academies‐related webpages  Conduct review of automated telephone attendant to reduce hold times  Implement push notification education using Achievements tool in Blackboard or use open badges.  Pilot use of social media to augment faculty development. Establish e‐portfolio as campus‐
wide environment to support showcase of student & faculty work & assessment of learning outcomes. Promote use of Digital Recording Studio C.5b – Develop new five‐year Technology Plan to guide Tech Fee & college investments through 2020. C.5c – Improve student awareness of administrative services. 12 Division(s) Responsible Queensborough Community College College Goal Indicators QCC Mission
January 2015 QCC Strategic Objectives 2014‐15
communication with internal audience.
 Launch BTECH’s whiteboard. C.6 – Develop means to infuse & maintain individual & institutional practices of community‐building into interaction among all campus constituencies C.6 – Evidence of:  Empathy  Helpfulness  Respect  Civility  Cooperation  Senate committees’ student attendance C.6 – College is committed to fostering collaborative, learning‐
centered community 13 QCC Strategic Objectives 2015‐16
service for mobile app (QCC Connect) users C.6 – Review COACHE survey results to develop activities in response to issues & concerns raised Activities:  Campus conversations  Other events  Student service on Senate committees  Participation in Academy events  Use of global/diversity learning and learning communities experiences City University of New York QCC Long‐term Objectives 2015‐18 Division(s) Responsible C.6 – Use COACHE survey results to develop strategies for community‐
building directly in response to issues & concerns raised & implement Host:  Faculty seminars (presentations of scholarly work)  Small venues/groups sharing expertise (open to campus)  Academies as organizational structure for sponsoring intellectual events  Service learning presentations to Board meetings etc.  Connections to outside agencies, external communities