Queensborough Community College
October 29, 2014
City University of New York
QCC 2014-2015 GOALS AND TARGETS REPORT – Working Draft
A. University Goals
University Goal
A.1 – Increase opportunities
for students to be taught by
full-time faculty
Indicators
A.1a – Percentage of instruction
delivered by full-time faculty
QCC Mission
A.1 – Highly qualified faculty with
excellent scholarly credentials
A.1b – Student-to-faculty ratio
A.2 – Increase faculty
scholarship and research
impact
QCC Strategic Objectives 2014-15
QCC Strategic Objectives 2015-16
A.1a – Maintain % of instruction by FT faculty at 59.7% or
higher
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.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 0.7 (mean).
A.2a – Publications & creative
activity
A.2a – Highly qualified faculty with
excellent scholarly credentials
A.2a – Increase no. of faculty publications & creative activities
(3-yr weighted rolling av.) from 0.6 to 0.7 (mean)
A.2b – Funded research grants,
number and dollar amount
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.
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.
1
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 Queensborough
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-
Division(s)
Responsible
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS
INSTITUTIONAL
ADVANCEMENT
Queensborough Community College
University Goal
A.3 – Ensure that students
make timely progress toward
degree completion
A.4 – Increase graduation
rates
October 29, 2014
Indicators
A.3a – Average number of credits
(equated credits) earned in one
year
QCC Mission
A.3 – Collaborative, learningcentered 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.
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 –
 Continue to offer & expand
Milestone scholarships for Winter &
Summer
 Continue to evaluate through
review of courses taken, credits
earned & GPA
 STEM courses (?)
A.3b – Percentage of students
who earn 30 credits (equated
credits) per year
A.3b – Increase percentage of students who earn 30 credits
per year from 14.9% to 16.0%.
A.3b – Increase % of students who
earn 30 credits per year above 16.0%.
A.3c – One-year retention rate
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
A.3c – Increase one-year retention rate
of first-time, full-time students from
71.5% to 72%.
 Expand Starfish use among faculty,
advisers & learning centers;
increase faculty use above 50%
annual av.
 Reduce incidence of WUs
A.4a – Increase % of first-time, fulltime students who graduate within 4
years by 2% over last year (23.5%).
A.4a – Four-year graduation rate
A.4 – Collaborative, learningcentered community, with closely
integrated academic & student
support services
A.4b – Six-year graduation rate
A.5 – Improve student
satisfaction with academic
support and student support
City University of New York
A.5 – Student satisfaction as
measured by Noel-Levitz SSI
(academic advising effectiveness
A.5 – Collaborative, learningcentered community, with strong &
closely integrated acad. & student
A.4a – Increase percentage of first-time, full-time students
who graduate within 4 years by 2% over last year (23.5%).
A.4b – Increase percentage of first-time, full-time students
who graduate within 6 years, to 30.0%, from 28.8%.
A.4b – Increase % of first-time, fulltime students who graduate within 6
years, to 31.0%.
A.4c – Develop reverse graduation partnership with Queens C.
A.4c – Increase no. of reverse transfer
students with Queens C. from 50 to 60;
develop reverse articulation
partnership with York College.
A.5 –
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
2
Division(s)
Responsible
ACADEMIC
AFFAIRS &
STUDENT
AFFAIRS
ACADEMIC
AFFAIRS &
STUDENT
AFFAIRS
ACADEMIC
AFFAIRS &
STUDENT
Queensborough Community College
University Goal
services
A.6 – Improve student
satisfaction with
administrative services
A.7 – Increase revenues
October 29, 2014
Indicators
and campus support services)
A.6 – Student satisfaction as
measured by Noel-Levitz SSI
(recruitment and financial aid
effectiveness, registration
effectiveness, service excellence)
QCC Mission
support services
A.6 – Individualize the college
experience through meaningful
collaboration among students,
faculty & staff
City University of New York
QCC Strategic Objectives 2014-15
about individual
A.6a – Increase to 5 or above (on scale of 1 to 7) student
satisfaction with financial aid, admissions & registration
service.
QCC Strategic Objectives 2015-16
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.6b – Enrollment Management Team
will ensure that College meet 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.6c – See C.5c
A.7b – 3-yr. weighted rolling av.
of grants & contracts
A.7b:
 Increase grant funding by 5% over last year.
 Partner with college faculty & write workforce grant to
provide alternative revenue sources.
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 – Three-year weighted
A.7c:
A.7c – College will identify
A.7a – 3-yr. weighted rolling av.
of voluntary contributions
A.7 – Inst. Adv. communicates
excellence of college & seeks funds
from public/ private sources in
support of mission
3
A.7a – Increase cash giving by 5% over
FY15
Division(s)
Responsible
AFFAIRS
ACADEMIC
AFFAIRS,
STUDENT
AFFAIRS &
COMMUNICATIONS &
MARKETING
INSTITUTIONAL
ADVANCEMENT
FIN. &
Queensborough Community College
University Goal
October 29, 2014
Indicators
QCC Mission
rolling average of alternative
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.8 – Finance analyzes funding
sources & oversees funds allocated
to college by central administration
in support of mission; administration
provides clean & comfortable
learning environment, manages
Auxiliary Enterprises & assists
Students Affairs in overseeing
student fee funds in support of
mission
A.8b – Percentage of budget in
reserve (between 1% & 3%)
A.9 – Increase proportion of
full-time faculty from underrepresented groups
A.9 – Percentage of full-time
faculty from under-represented
groups (total minority, women,
Italian Americans)
A.9 – Academic excellence within an
environment of diversity
City University of New York
QCC Strategic Objectives 2014-15
QCC Strategic Objectives 2015-16
 College will identify opportunities to increase Auxiliary
revenues by 5%.
 Continuing Education will meet revenue target for tuitionbased programs equal to operating expenses plus 17.5%.
A.8a:
 Proportion of tax-levy budget spent on admin. services vs.
instr. & support services will remain constant at 2013-14
level; all financial transactions will be completed accurately
& in timely manner; all prior audit findings will be resolved
in timely manner.
 College will incorporate student academic & support
resource prioritization in annual planning 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.
opportunities to increase Auxiliary
revenues by 3-5%
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.8b – College will administer viable
financial plan, incl. balanced budget &
appropriate reserve; new
departmental budget process to be
further refined & communicated
A.9 – College will continue to increase
proportion of FT faculty from
underrepresented groups (minority
29.7%; Italian-American 6.3%; Women
51.2%).
A.9 – QCC will continue to increase proportion of FT faculty
from underrepresented groups (minority 29.7; ItalianAmerican 6.3; Women 51.2%).
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
Division(s)
Responsible
ADMIN.
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS &
FINANCE &
ADMINISTRATION
B. Sector Goals
University Goal
Indicators
QCC Mission
QCC Strategic Objectives 2014-15
4
QCC Strategic Objectives 2015-16
Division(s)
Responsible
Queensborough Community College
University Goal
October 29, 2014
City University of New York
Indicators
QCC Mission
QCC Strategic Objectives 2014-15
B.1 – Create more efficient
remediation pathways
B.1 – Percentage of students fully
proficient by the end of the first
year (of those needing any
remediation)
B.1 – Open-admission access for all
learners; well-planned curricula and
developmental course work.
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
 CUNYStart will increase exit from writing & reading
remediation by 1% each over 2014.
B.2 – Prepare students for
transfer to baccalaureate
programs
B.2a – Percentage of first-time
freshmen transferring to any
baccalaureate program within 6
years
B.2a – 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.3 – Prepare students for
high-need careers
QCC Strategic Objectives 2015-16
B.1 –
 Increase % of students fully
proficient (get numbers).
 Expand USIP – summer & winter
 Expand number of students
enrolled in high impact remedial
interventions.
 CUNYStart will increase exit-fromwriting & reading remediation by
1% each over 2014.
B.2a – Increase 6-yr. transfer rate of
freshmen to CUNY bacc. programs
from XXX to YYY (get numbers):
 Track student outcomes in dual/
joint programs; meet annually to
review prog. reqs. with senior
colleges
 Develop new program in Public
Health
 Update existing articulation
agreements
B.2b – Transfer rate of AA/AS
graduates to any baccalaureate
program
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.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 – Mean first-semester GPA
of baccalaureate transfers from
CUNY community colleges
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.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 –
 Raise pass rate on NCLEX to 90%
(last year: 82.9%)
 Maintain pass rate on Massage
Therapy licensure exam at 92%.
B.3 – Professional licensure pass
rates
B.3 – Post-secondary associate
degree & certificate programs for
careers and for transfer
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
5
Division(s)
Responsible
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS
Queensborough Community College
October 29, 2014
University Goal
Indicators
QCC Mission
City University of New York
QCC Strategic Objectives 2014-15
QCC Strategic Objectives 2015-16
Division(s)
Responsible
preparatory class.
 Cont. Ed. will design & implement BONENT Certified
Dialysis Nurse program.
C.
College Focus Area Goals
College Goal
Indicators
C.1 – Recruit faculty
in areas of critical
need, incl. new
programs, & offer
comprehensive
faculty & staff
development
program
C.1a – Orientation and
institute satisfaction surveys
C.1 – Support &
improve faculty
appointment
processes & offer
comprehensive
faculty & staff
development
program
QCC Mission
C.1a – Highly qualified faculty
with excellent scholarly
credentials
C.1a – Retention rates;
satisfaction surveys
C.1b – CETL-led workshop
surveys of faculty
satisfaction
C.1bc – HEO survey of
satisfaction
C.1bc – Professional
advancement among faculty and
staff.
QCC Strategic Objectives 2014-15
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
C.1a – Continue & assess new faculty
development program:
 New Faculty Inst. (incl. governance
session)
 Mentoring program – assess mentor &
mentee experience
 As part of BTECH early college hs initiative,
Business & Engineering Technology faculty
will be certified on new ERP, Big Data &
Cloud technologies by SAP.
C.1a – Factors identified for faculty
mobility
C.1a –
 Increase retention
 Conduct faculty development for
search process
 Support three areas – teaching,
research, service
C.1b –
 CETL will offer at least two
grants (up to $15,000 each) to
support SOTL
 CETL will offer 3-4 faculty
workshops to enhance
curriculum with research-based
theories of learning
 Increase no. of faculty
participating in HIPs
development workshops by 5%
C.2a –
 Revise & submit for approval
Environmental Science degree
program
 Work collaboratively with
healthcare agencies & CBOs to
target & develop new academic
C.1b –
 CETL will offer at least two
grants (up to $15,000 each) to
support SOTL
 CETL will offer 3-4 faculty
workshops to enhance
curriculum with research-based
theories of learning
 Increase no. of faculty
participating in HIPs
development workshops by 5%
C.2a –
 Launch revised Environmental
Science degree program
 Submit new academic programs
in public health-related areas for
approval
C.1b:
 CETL will offer at least two grants (up to
$15,000 each) to support SOTL
 CETL will offer 3-4 faculty workshops to
enhance curriculum with research-based
theories of learning
 Increase no. of faculty participating in HIPs
development workshops by 5%
C.1c – Provide HEOs with on-campus
professional development workshops &
funding for training programs off-campus.
C.2 – Maintain
rigorous & current
curriculum &
support new
program
development &
experimentation
C.2a – New programs
submitted for approval
C.2a – Comprehensive, multilayered academic programs
C.2a:
 Revise & submit for approval
Environmental Science degree program
 Explore developing health-related deg.
progs.
 Work collaboratively with healthcare
agencies & CBOs to target & develop new
6
Division(s)
Responsible
ACADEMIC
AFFAIRS
HUMAN
RESOURCES
STRATEGIC
PLANNING &
ASSESSMENT &
ACADEMIC
AFFAIRS
Queensborough Community College
College Goal
October 29, 2014
Indicators
QCC Mission
QCC Strategic Objectives 2014-15
acad. progs in public health-related areas.
C.2 – Maintain
rigorous & current
curricula, support
new program
development &
innovation &
achieve better
alignment with
baccalaureate
programs & job
market entry
C.3 – Fully
implement, sustain
C.2b – Program reviews
completed, with
recommendations & action
plan approved
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
C.2b – Program reviews will be
conducted as planned:
 Criminal Justice
 Internet Technology
 Science for Forensics
C.2b –
 Assess 3-semester program
review process
 Complete VAPA accreditations
C.2c – New accreditations –
applications & self-studies
submitted
C.2c – Building on prog. rev. & articulation &
Academy collaborations, 4 VAPA
concentrations will apply for accreditation
with NASAD (Art & Design), NASD (Dance),
NASM (Music) & NAST (Theatre).
C.2c – Support VAPA
accreditations toward completion
C.2c –
C.2d – Outcomes assessment
for institution, programs &
courses
C.2d :
 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,
C.2d –
 Assess key courses with
consistent learning outcomes
 Support comprehensive
assessment
 Clearly identify data needed
for continuous improvement
C.2d –
C.3 –
 Implement Queensborough
C.3 –
 Increase integration of efforts
C.3a, b, c & d – Collaborative,
learning-centered community,
7
Division(s)
Responsible
programs in health-related
areas.
C.2b:
 Conduct program reviews: Music
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.3a – Surveys of student
satisfaction & engagement,
C.2b, c & d – Ongoing assessment
of academic offerings & support
services
City University of New York
ACADEMIC
AFFAIRS,
Queensborough Community College
College Goal
& assess 3
components of
Academies:
advisement, high
impact practices
(HIPs) & technology
C.3 – Sustain &
assess 3 components of Queensborough Academies:
advisement, high
impact practices
(HIPs) & technology
(communication,
institutional support
& learning
environment)
C.4 – Offer
innovative college
readiness programs,
including effective
remediation
C.4 – College
readiness:
 Reduce % of
students needing
remediation at
entry
 Increase exitfrom-remediation
rates
 Raise level of
student success in
Gateway courses
C.5 – Use
technology to
support instruction
October 29, 2014
Indicators
student retention, student
persistence
C.3 –
 Academies strategic plan
completion report
 Enrollment targets
 Faculty surveys
 HIPs assessment protocol
 Probation student
outcomes
QCC Mission
with strong & closely integrated
academic & student support
services; post-secondary
associate degree & certificate
programs for careers and for
transfer
QCC Strategic Objectives 2014-15
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 – HIPs surveys of faculty
satisfaction & expectations
to use modalities
C.3b – CETL will offer 2 across-HIPs fac. devel.
workshops & coordinate HIP-specific faculty
development & assessment plans for HIPs.
C.3c – Co-curricular activities
surveys of student
satisfaction
C.4a – Expanded USIP
C.3c – Expand co-curricular activities,
including transfer information sessions
(intentional outreach & support)
C.4a – Increase pass rates of multiple
repeaters of reading, writing & math through
special workshops or classes.
C.4b – Starfish “early alert”
C.4a & b – Non-credit courses &
certificate programs (Cont. Ed.
courses & cert. programs.); openadmission access for all learners;
well-planned curricula &
developmental course work;
ongoing assessment of academic
offerings & support services
C.4c – Pre-collegiate
programs
C.5a – Instructional use of
technology
C.5a – Post-secondary associate
degree & certificate programs for
careers and for transfer
City University of New York
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
Academies strategic plan to
meet timeline
Operationalize Enrollment
Management Team
recommendations
Conduct faculty development
to support HIPs
Assess HIPs using consistent
learning outcomes
Operationalize Retention
Management Team
recommendations
Expand academic probation
workshops
Share OIRA and Starfish data to
inform continuous
improvement
 Generate student success
profiles to inform institutional
practices
 Meet goal for 3-year graduation
rate






C.4a – Increase pass rates
C.4a – Increase pass rates
C.4b – Targeted use of early alert in remedial
courses to increase completion & pass rates.
C.4b – Increase & maintain faculty
participation above 50%
participation
C.4b –
 Develop best practices for
addressing student needs
 Maintain faculty participation in
starfish above 50% participation
C.4c – All pre-college programs will be
assessed for duplication of effort, outcomes
& value to pre-college community.
C.4c – Develop new pre-college
program (formerly Career
Clusters).
C.4c –
 Develop indicators of student
readiness
 Expand pre-college program
C.5a
 Conduct Jan. & June eLearning Institute to
raise % of FTEs offered online.
C.5a –
 Conduct Jan. & June eLearning
Institute to raise % of FTEs
C.5a –
8
Division(s)
Responsible
STUDENT
AFFAIRS &
STRATEGIC
PLANNING &
ASSESSMENT
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS,
STUDENT
Queensborough Community College
College Goal
October 29, 2014
Indicators
QCC Mission
& student support
services & to
promote institution
& constituencies
C.6 – Develop
means to infuse &
maintain individual
& institutional
practices of
community building
City University of New York
QCC Strategic Objectives 2014-15
QCC Strategic Objectives 2015-16
 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.
offered online
 Assess student learning in online
courses
 Continue planned expansion &
upgrade of instructional
technology infrastructure, incl.
minimum of 10 classrooms with
advanced technology podia,
fixed or mobile.
QCC Long-term Objectives 2015-18
C.5b – Advisement/student
support use of technology
C.5b – Close integration of
academic and support services
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.5b – Maximize use of Tech Fee
funds at 100%, including
consultation with students.
C.5b – Develop new five-year
Technology Plan to guide Tech Fee
& college investments through
2020.
C.5c – Marketing use of
technology
C.5c – College communicates
excellence of academics & faculty
& seeks funding from public and
private sources in support of
mission
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
communication with internal audience.
 Launch BTECH’s whiteboard.
C.5c – Increase search, retargeting
& 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
C.5c – Improve student awareness
of administrative services.
C.6 – Evidence (indicators)
of:
 Empathy
 Helpfulness
 Tolerance
 Civility
C.6 – College is committed to
fostering collaborative, learningcentered community
C.6 –
 Campus conversations
 Other events
 Student service on Senate
committees
 Participation in Academy events
C.6 –
 Community-building committee
 Faculty seminars (presentations
of scholarly work)
 Small venues/groups sharing
expertise (open to campus)
9
Division(s)
Responsible
AFFAIRS &
FINANCE &
ADMINISTRATION
Queensborough Community College
College Goal
into interaction
among all campus
constituencies
October 29, 2014
Indicators
QCC Mission
QCC Strategic Objectives 2014-15
(Tools are available on web)
10
City University of New York
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
 Use of global/diversity learning
and learning communities
experiences
 Academies as organizational
structure for sponsoring
intellectual events
Division(s)
Responsible