Queensborough Community College
December 16, 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
A.2a – Publications & creative
activity
A.2a – Highly qualified faculty with
excellent scholarly credentials
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.
Division(s)
Responsible
ACADEMIC
AFFAIRS
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.1b – Maintain student-to-faculty ratio at 29.7
or lower.
A.2a – Maintain average faculty scholarship at
0.6 or above.
ACADEMIC
AFFAIRS
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 – 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 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-
INSTITUTIONAL
ADVANCEMENT
Queensborough Community College
University Goal
A.3 – Ensure that students
make timely progress toward
degree completion
December 16, 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.
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 – 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 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 – 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 firsttime, 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:
2
Division(s)
Responsible
ACADEMIC
AFFAIRS &
STUDENT
AFFAIRS
Queensborough Community College
University Goal
December 16, 2014
Indicators
QCC Mission
QCC Strategic Objectives 2014-15
City University of New York
QCC Strategic Objectives 2015-16
Division(s)
Responsible
 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
A.4 – Increase graduation
rates
A.4a – Four-year graduation rate
A.4b – Six-year graduation rate
A.4 – Collaborative, learningcentered community, with closely
integrated academic & student
support services
A.4a – Increase percentage of first-time, full-time
students who graduate within 4 years by 2% over last
year (23.5%).
 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 – Maintain % of first-time, full-time
students who graduate within 4 years at 23.5%
or higher.
A.4b – Increase percentage of first-time, full-time
students who graduate within 6 years, to 30.0%, from
28.8%.
A.4b – Maintain % of first-time, full-time
students who graduate within 6 years at 30.0%
or higher
A.4c – Develop reverse graduation partnership with
Queens C.
A.4c – Develop reverse graduation partnership
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
ACADEMIC
AFFAIRS &
STUDENT
AFFAIRS
Queensborough Community College
December 16, 2014
University Goal
Indicators
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.7 – Increase revenues
QCC Mission
QCC Strategic Objectives 2015-16
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.5 – Increase/maintain student satisfaction
score above national average.
A.6b – Enrollment Management Team will ensure
that College meets overall FTE enrollment goal.
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.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
rolling average of alternative
A.7c:
 College will identify opportunities to increase
A.7c – College will identify opportunities to
increase Auxiliary revenues by 3-5%
A.7a – 3-yr. weighted rolling av.
of voluntary contributions
A.5 – Collaborative, learningcentered community, with strong &
closely integrated acad. & student
support services
A.6 – Individualize the college
experience through meaningful
collaboration among students,
faculty & staff
QCC Strategic Objectives 2014-15
City University of New York
A.7 – Inst. Adv. communicates
excellence of college & seeks funds
from public/ private sources in
support of mission
4
A.6a – Increase/maintain student satisfaction
score above national average.
A.7a – Increase cash giving by 5% over FY15
Division(s)
Responsible
ACADEMIC
AFFAIRS &
STUDENT
AFFAIRS
ACADEMIC
AFFAIRS,
STUDENT
AFFAIRS &
COMMUNICATIONS &
MARKETING
INSTITUTIONAL
ADVANCEMENT
FIN. &
ADMIN.
Queensborough Community College
December 16, 2014
University Goal
Indicators
QCC Mission
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)
QCC Strategic Objectives 2014-15
Auxiliary revenues by 5%.
 Continuing Education will meet revenue target
for tuition-based 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.
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.9 – QCC will continue to increase proportion of FT
faculty from underrepresented groups (minority 29.7;
Italian-American 6.3; Women 51.2%).
Indicators
QCC Mission
QCC Strategic Objectives 2014-15
B.1 – Percentage of students fully
proficient by the end of the first
B.1 – Open-admission access for all
learners; well-planned curricula and
City University of New York
QCC Strategic Objectives 2015-16
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
Division(s)
Responsible
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS &
FINANCE &
ADMINISTRATION
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 implement
diversity plan.
B. Sector Goals
University Goal
B.1 – Create more efficient
remediation pathways
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
December 16, 2014
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
QCC Mission
developmental course work.
B.2a – 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
City University of New York
QCC Strategic Objectives 2015-16
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 – 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 transfer rate for AA/AS
graduates to CUNY baccalaureate programs
above 54.2% ; increase AAS rate above 27.0
B.2c – Mean first-semester GPA
of baccalaureate transfers from
CUNY community colleges
B.3 – Professional licensure pass
rates
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
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
B.3 – Post-secondary associate
degree & certificate programs for
careers and for transfer
6
Division(s)
Responsible
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS
Queensborough Community College
December 16, 2014
University Goal
Indicators
QCC Mission
City University of New York
QCC Strategic Objectives 2014-15
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
QCC Strategic Objectives 2014-15
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
C.1a – Highly qualified faculty
with excellent scholarly
credentials
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 – Continue, assess & expand
new faculty development
program:
 Enhance New Faculty Inst. (incl.
tenure and promotion session),
with emphasis on at least one
research-based theory of
learning
 Enhance Mentoring program
 Continue to assess mentor &
mentee experience
 Expand faculty mentor
program beyond first-year
faculty
 Continue Bridge-the-Gap
seminar series to enhance
pedagogies with researchbased theories of learning
C.1a –
 Increase faculty retention &
promotion rates.
 Conduct faculty development for
search process.
 Increase faculty publications in
prestigious journals &
presentations at national
conferences.
 Increase opportunities for
faculty to provide service to
college/department/university
C.1b – Professional advancement
among faculty and staff.
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.1b – CETL Pedagogy Grants
 CETL will continue to offer at
least two grants (up to $15,000
each) to support SOTL
 Have campus convocation on
faculty tenure/promotion
process.
 Create mentor program for
associate professors seeking full
professor
 Offer professional development
opportunities for tenured
C.1b – Provide faculty
development (re: faculty search
process)
 Support faculty in all 3 areas
related to promotion & tenure–
teaching, research, service
 Provide pedagogy & scholarship
professional development to
tenure-track faculty alerted
during reappointment processes
7
Division(s)
Responsible
ACADEMIC
AFFAIRS
Queensborough Community College
College Goal
December 16, 2014
Indicators
QCC Mission
QCC Strategic Objectives 2014-15
City University of New York
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
Division(s)
Responsible
C.1c
C.1c
HUMAN
RESOURCES
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.2a –
 Submit new academic programs
in public health-related areas for
approval
 Develop new programs as
recommended by NYC labor
report.
STRATEGIC
PLANNING &
ASSESSMENT &
ACADEMIC
AFFAIRS
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.2b – Program reviews will be
conducted as planned:
 Criminal Justice
 Internet Technology
 Science for Forensics
C.2b – Assess 3-semester program
review process
C.2c – New accreditations –
applications & self-studies
submitted
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.2c – Support VAPA
accreditations toward completion.
C.2c – Complete all VAPA
accreditations.
C.2d – Outcomes assessment
for institution, programs &
courses
C.2d :
 Implement recommendations, if any, of
MSCHE response to PRR.
C.2d –
 Continue assessment of
general education outcomes
C.2d – Develop & implement
comprehensive assessment plan:
 Systematically assess general
faculty seeking full professor.
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 – New programs
submitted for approval
C.2b – Program reviews
completed, with
recommendations & action
plan approved
C.2a – Comprehensive, multilayered academic programs
C.2b, c & d – Ongoing assessment
of academic offerings & support
services
C.1c – Provide HEOs with on-campus
professional development workshops &
funding for training programs off-campus.
C.2a:
 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.
8
Activities:
 (2015) convene faculty group to
discuss & propose new
programs
 (2016-17) develop & submit new
programs
 (2018) offer new programs
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)
December 16, 2014
Indicators
C.3 –
 Academies strategic plan
completion report
 Enrollment targets
 Faculty surveys
 HIPs assessment protocol
 Probation student
outcomes
QCC Mission
C.3 – Collaborative, learningcentered community, with strong
& closely integrated academic &
student support services; postsecondary associate degree &
certificate programs for careers
and for transfer
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
City University of New York
QCC Strategic Objectives 2015-16
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.
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
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 &
ASSESSMENT
Queensborough Community College
College Goal
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
& student support
services & to
promote institution
& constituencies
December 16, 2014
Indicators
C.4a – Expanded USIP
 No. of students taking
USIP courses
 % of students passing
USIP remediation courses
QCC Mission
C.4a, b & c – 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
QCC Strategic Objectives 2014-15
C.4a – Increase pass rates of multiple
repeaters of reading, writing & math through
special workshops or classes.
City University of New York
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
 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
effectiveness.
 Develop & promote QCC
Academies’ brand.
C.4a – Increase pass rates
C.4b – Starfish “early alert”
 % of faculty participating
in Starfish early alert.
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.4b – Increase & maintain faculty
participation above 50%.
C.4b –
 Develop best practices for
addressing student needs
 Maintain faculty participation in
starfish above 50% participation
C.4c – Pre-collegiate
programs
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.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 –
 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 podia,
fixed or mobile.
C.4c –
 Develop indicators of student
readiness (BTECH can provide
forum for discussion, aligning
outcomes)
 Expand pre-college program
C.5a –
 Continue to increase no. of
courses offered online & no. of
faculty available to teach online
courses (Goal = over 6% FTEs
online by 2018).
 Continue to increase available
instructional & classroom
presentation technology &
provide related faculty
development & support
 Assess use of existing classroom
podiums, as well as new &
evolving podium technology
with goal of keeping up with
C.5a – Instructional use of
technology
 % of FTEs instruction
taught online
 % of faculty use of
blackboard
 No. of smart rooms
available for instruction
C.5a – Post-secondary associate
degree & certificate programs for
careers and for transfer
Level of satisfaction &
usefulness of topics
Activities:
 Offer additional follow-up face10
Division(s)
Responsible
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS,
STUDENT
AFFAIRS &
FINANCE &
ADMINISTRATION
Queensborough Community College
College Goal
C.6 – Develop
means to infuse &
maintain individual
& institutional
practices of
community building
into interaction
among all campus
December 16, 2014
Indicators
QCC Mission
QCC Strategic Objectives 2014-15
City University of New York
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
to-face eLearning workshops
 Develop & host additional
online (Blackboard Collaborate)
faculty development
workshops both for QCC & for
other CUNY campus
participants
emerging technology use &
reduced cost.
 Assess podiums as effective
model for instructional delivery
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
 Cooperation
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
 Use of global/diversity learning
and learning communities
C.6 –
 Community-building committee
 Faculty seminars (presentations
of scholarly work)
 Small venues/groups sharing
expertise (open to campus)
 Academies as organizational
structure for sponsoring
11
Division(s)
Responsible
Queensborough Community College
College Goal
constituencies
December 16, 2014
Indicators
QCC Mission
QCC Strategic Objectives 2014-15
[Tools are available on web]
City University of New York
QCC Strategic Objectives 2015-16
experiences
[Activities – need objectives]
12
QCC Long-term Objectives 2015-18
intellectual events
 Service learning presentations to
Board meetings etc.
 Connections to outside agencies,
external communities
Division(s)
Responsible