Queensborough Community College May 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 May 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:  Encourage students to take summer/winter Division(s) Responsible ACADEMIC AFFAIRS & STUDENT AFFAIRS Queensborough Community College University Goal Indicators QCC Mission
A.4 – Increase graduation rates A.4a – Four‐year graduation rate
A.4b – Six‐year graduation rate A.4 – Collaborative, learning‐
centered community, with closely integrated academic & student support services A.5 – Improve student satisfaction with academic A.5 – Student satisfaction as measured by Noel‐Levitz SSI A.5 – Collaborative, learning‐
centered community, with strong & May 2015 QCC Strategic Objectives 2014‐15
City University of New York QCC Strategic Objectives 2015‐16 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 A.5 – Increase to 5 or above (on scale of 1 to7) A.5 – Increase student engagement scores (SES) student satisfaction with academic adviser’s above community college average. 3 Division(s) Responsible ACADEMIC AFFAIRS & STUDENT AFFAIRS ACADEMIC AFFAIRS & Queensborough Community College University Goal Indicators QCC Mission
support and student support services A.6 – Improve student satisfaction with administrative services (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) closely integrated acad. & student support services A.6 – Individualize the college experience through meaningful collaboration among students, faculty & staff 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 revenues A.7 – Inst. Adv. communicates excellence of college & seeks funds from public/ private sources in support of mission May 2015 QCC Strategic Objectives 2014‐15
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 Auxiliary revenues by 5%.  Continuing Education will meet revenue target for tuition‐based programs equal to operating 4 City University of New York QCC Strategic Objectives 2015‐16 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% Continuing Education will meet revenue target for tuition‐based programs equal to operating expenses plus 17.5%. Division(s) Responsible STUDENT AFFAIRS ACADEMIC AFFAIRS, STUDENT AFFAIRS & COMMUNI‐
CATIONS & MARKETING INSTITU‐
TIONAL ADVANCE‐
MENT FIN. & ADMIN. ACADEMIC AFFAIRS Queensborough Community College University Goal Indicators 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) May 2015 QCC Mission
QCC Strategic Objectives 2014‐15
City University of New York QCC Strategic Objectives 2015‐16 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 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 & FINANCE & ADMINIS‐
TRATION AFFIRMATIVE ACTION 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 year (of those needing any developmental course work. remediation) QCC Strategic Objectives 2014‐15
B.1 – College readiness:
 Increase percentage of students fully proficient from 45.3% (Fa12) to 47% (Fa13); 45.3% is increase over 34.2% in Fa11.  Expand USIP – summer & winter 5 QCC Strategic Objectives 2015‐16 B.1 – College readiness:  Increase pass rates for Reading to 55%, Writing to 51% & Math to 42%.  CUNYStart will increase exit‐from‐writing & reading remediation by 1% each over 2015. Division(s) Responsible ACADEMIC AFFAIRS Queensborough Community College University Goal Indicators May 2015 QCC Mission
QCC Strategic Objectives 2014‐15
 CUNYStart will increase exit from writing & reading remediation by 1% each over 2014. 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 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 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 exam at 92% or higher.  Continuing Education will design & implement Nursing PAX preparatory class. 6 City University of New York QCC Strategic Objectives 2015‐16 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 Division(s) Responsible ACADEMIC AFFAIRS ACADEMIC AFFAIRS Queensborough Community College University Goal Indicators May 2015 QCC Mission
QCC Strategic Objectives 2014‐15
City University of New York QCC Strategic Objectives 2015‐16 Division(s) Responsible  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
QCC Strategic Objectives 2015‐16
QCC Long‐term Objectives 2015‐18 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  Institute President’s Fellowship Program. C.1b: C.1b – CETL Pedagogy Grants C.1b – Provide faculty  CETL will offer at least two grants (up to development (re: faculty search  CETL will continue to offer at $15,000 each) to support SOTL least two grants (up to $15,000 process) each) to support SOTL  CETL will offer 3‐4 faculty workshops to  Support faculty in all 3 areas related to promotion & tenure– enhance curriculum with research‐based  Have campus convocation on teaching, research, service theories of learning faculty tenure/promotion  Provide pedagogy & scholarship process.  Increase no. of faculty participating in HIPs professional development to development workshops by 5%  Create mentor program for tenure‐track faculty alerted associate professors seeking full during reappointment processes professor  Offer professional development opportunities for tenured faculty seeking full professor. 7 Queensborough Community College College Goal Indicators C.1c – HEO survey of satisfaction C.2 – Maintain rigorous & current curricula, support new program development & innovation & achieve better alignment with baccalaureate programs & job market entry C.2a – Succinct statement of college values with goals clearly laid out C.2b – New programs submitted for approval C.2c – Program reviews completed, with recommendations & action plan approved C.2d – New accreditations – applications & self‐studies submitted QCC Mission
May 2015 QCC Strategic Objectives 2014‐15
City University of New York Division(s) Responsible HUMAN C.1c – Provide HEOs with on‐campus C.1c – Partner with Chief Diversity C.1c – Expand training & workshops RESOURCES professional development workshops & Officer & Title IX Coordinator to to provide development funding for training programs off‐campus. expand HEO development opportunities to HEOs & other non‐
teaching titles. program. C.2a – Form mission review CAPC C.2a – Ongoing assessment of academic offerings & support committee to review mission & services goals & submit revised statement for May 2016 Senate vote. C.2b – Comprehensive, multi‐
C.2b – C.2b – Convene faculty groups to STRATEGIC C.2b: layered academic programs discuss & propose new academic PLANNING &  Revise allied health programs  Revise & submit for approval programs, including: ASSESS‐
to establish clear tracks for Environmental Science degree program MENT & students  A.S. degree program in  Explore developing health‐related degree ACADEMIC psychology programs.  Develop articulations in English & History  New programs as recommended AFFAIRS  Work collaboratively with healthcare by NYC labor report. agencies & CBOs to target & develop new  Work collaboratively with acad. progs in public health‐related areas. healthcare agencies & CBOs to target & develop new academic programs in health‐related areas. C.2c, d & e – Ongoing assessment C.2c: C.2c – Assess 3‐semester program C.2c: of academic offerings & support review process through feedback Program reviews will be concluded  Conduct program reviews: Music services from participating faculty in Fa15 as planned: Production, Internet Technology, New Media Technology, *Science for  Criminal Justice Forensics & *Criminal Justice (*dual/  Internet Technology joint reviews include collaboration with  Science for Forensics John Jay).  Implement action plans from 2013‐14 New program reviews will begin, program reviews. to be concluded in Fa16:  Liberal Arts & Sciences & Education  Massage Therapy C.2d – Complete all VAPA C.2d – Building on program rev. & articulation C.2d – Support VAPA accreditations. & Academy collaborations, 4 VAPA accreditations toward completion, concentrations will apply for accreditation including curricular revision. with NASAD (Art & Design), NASD (Dance), NASM (Music) & NAST (Theatre). 8 QCC Strategic Objectives 2015‐16
QCC Long‐term Objectives 2015‐18 Queensborough Community College College Goal Indicators QCC Mission
C.2e – Outcomes assessment for institution, programs & courses C.3 – Sustain & assess 3 components of Queensborough Academies: advisement, high impact practices (HIPs) & technology (communication, institutional support & learning environment) C.3 –  Academies strategic plan completion report  Enrollment targets  Faculty surveys  HIPs assessment protocol  Probation student outcomes 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 May 2015 City University of New York QCC Strategic Objectives 2014‐15
QCC Strategic Objectives 2015‐16
QCC Long‐term Objectives 2015‐18 C.2e :  Implement recommendations, if any, of MSCHE response to PRR.  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) C.2e –
 Continue assessment of general education outcomes through General Education Task Force  Revise general education outcomes  Assess key courses for general education and program outcomes identified in curriculum maps C.2e – Develop & implement comprehensive assessment plan:  Systematically assess general 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 C.3 –
 Implement QCC Academies’ strategic plan to meet timeline.  Operationalize Enrollment Management Team recommendations.  Develop Academy advisement into educational enterprise that focuses on student learning outcomes & provide ongoing professional development  Extend & deepen HIP professional development to include second‐tier “Reflective Teaching” workshop & revised course outlines for ongoing implementation of HIP  Continue to assess SLOs & implementation of HIPs  Operationalize Retention Management Team C.3 –  Improve communication & collaboration among administrative divisions to ensure systematic, campus‐wide implementation of QCC Academies.  Systematize QCC Academies’ culture through intentional advisement & 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—
9 Division(s) Responsible ACADEMIC AFFAIRS, STUDENT AFFAIRS & STRATEGIC PLANNING & ASSESS‐
MENT Queensborough Community College College Goal C.4 – Improve college readiness of students Indicators C.4a – Students at entry:  Students in pre‐college  No. of students taking USIP courses  % of students passing USIP courses C.4b – Pass rates in reading, writing & mathematics QCC Mission
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 May 2015 QCC Strategic Objectives 2014‐15
C.4a – All pre‐college programs will be assessed for duplication of effort, outcomes & value to pre‐college community. C.4b:  Increase pass rates of multiple repeaters of reading, writing & math through special workshops or classes.  Targeted use of early alert in remedial courses to increase completion & pass rates; increase % of faculty participating in early alert system above 49%. 10 City University of New York QCC Strategic Objectives 2015‐16
QCC Long‐term Objectives 2015‐18 recommendations, including developing & implementing student roadmap concept & offering more workshops for students on academic probation.  Communicate QCC Academies’ assessment findings regularly to campus community. C.4a – USIP
 Develop USIP webpage  Expand outreach efforts in partnership with Student Affairs  Develop new model of student college readiness for BTECH; model, called Indicators of Student Readiness (ISRs), will measure high school students’ proficiency in course content knowledge & cognitive/ behavioral skills prior to enrollment in college course.  Expand Connect2College pre‐
college program including humanities offerings. C.4b  Scale up Accelerated Learning Project (ALP) into EN101, from 6 to 8 sections, & continue to increase pass rates (writing: from 55% pass to 60%; reading: from 64% to 68%)  Develop math ALP  Restructure USIP to offer workshops & other innovative modalities in summer & provides for continuous improvement of their effectiveness.  Promote QCC Academies’ brand. C.4a – Reduce % of students needing remediation prior to first‐
semester enrollment  Implement & assess new BTECH model of student college readiness; model, called Indicators of Student Readiness (ISRs), will measure high school students’ proficiency in course content knowledge & cognitive/behavioral skills prior to enrollment in college course.  Expand Connect2College pre‐
college program by expanding beyond NYC borders & including humanities offerings. C.4b – Increase exit‐from‐
remediation rates  Complete research project on ALP assessment & report with recommendations for follow‐up. Division(s) Responsible ACADEMIC AFFAIRS CONTIN‐
UING EDUCATION ACADEMIC AFFAIRS Queensborough Community College College Goal Indicators QCC Mission
May 2015 C.5a – Usage C.5b – 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 available for instruction Use of Digital Recording Studio (as flipped classroom C.5a – Post‐secondary associate degree & certificate programs for careers and for transfer City University of New York QCC Strategic Objectives 2014‐15
QCC Strategic Objectives 2015‐16
QCC Long‐term Objectives 2015‐18 C.4c – Assess Gateway interventions & scale up C.5b  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.4c
 Develop mainstreaming opportunities with supplemental instruction to accelerate developmental students into Gateway courses  Develop interventions to raise student success in targeted Gateway courses C.5a – Implement first year of new five‐year Technology Plan  Continue planned expansion & upgrade of instructional technology infrastructure, incl. minimum of 10 classrooms with advanced technology podia, fixed or mobile.  Continue to equip instructional spaces with technology to meet increasing demand; assess satisfaction & use. C.5b – 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.  Offer additional follow‐up face‐
to‐face eLearning workshops  Develop & host additional online (Blackboard Collaborate) faculty development workshops for QCC & for other CUNY campus participants  Design, purchase & establish LB16 as Digital Recording C.4c – Pass rates in Gateway courses C.5 – Use technology to support instruction & student support services & to promote institution & constituencies 11 C.5a – Implement first three years of five‐year Technology Plan C.5b –  Reach goal of over 6% FTEs online by 2018.  Increase measured quality of online & Web‐enhanced courses based on Quality Matters rubric  Increase no. of online faculty development offerings focused on academic department disciplines Promote use of Digital Recording Studio. Division(s) Responsible ACADEMIC AFFAIRS, STUDENT AFFAIRS & FINANCE & ADMINIS‐
TRATION Queensborough Community College College Goal Indicators adoption increases) C.5d – Marketing use of technology C.6 – Develop means to infuse & maintain individual & institutional practices of community‐building into interaction among all campus constituencies C.6 – Evidence of:  Empathy, respect, civility  Collaborations between faculty & students  Mentoring opportunities  Senate committees’ student attendance  Collaborations between H.S.’s & college May 2015 QCC Mission
QCC Strategic Objectives 2014‐15
C.5c – Close integration of academic and support services C.5d – College communicates excellence of academics & faculty & seeks funding from public and private sources in support of mission C.5c –  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.5d – 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 communication with internal audience.  Launch BTECH’s storyboard. C.6 – College is committed to fostering collaborative, learning‐
centered community QCC Strategic Objectives 2015‐16
City University of New York QCC Long‐term Objectives 2015‐18 C.5c – Expand & support faculty use C.5c –  Expand features of mobile Apps of CUNY’s Academic Works & other open educational resources to enhance student communication & connection to available resources.  Assess, refine & expand use of Starfish & Academics website. C.5d – Increase search, retargeting C.5d – Improve student awareness of administrative services. & display advertising:  Redesign Academies‐related webpages  Conduct review of automated telephone attendant to reduce hold times  Implement push notification service for mobile app (QCC Connect) users Studio.
 Establish baseline use of Digital Recording Studio. C.6 – Develop & implement staff C.6 – Implement community‐
survey; use COACHE, Noel‐Levitz & building plan. staff survey results to develop community‐building plan for activities in response to issues & concerns raised. 12 Division(s) Responsible ALL DIVISIONS