Queensborough Community College
October 2015
City University of New York
QCC 2014-2015 GOALS AND TARGETS REPORT
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
60.1% 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 29.0
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
October 2015
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
City University of New York
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 – 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 13.3% to 15.5%.
 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%.
A.3c: Increase one-year retention rate of firsttime, full-time students to 62.3%.
 Expand Starfish use among faculty, advisers &
learning centers; increase faculty use above 50%
annual av.
 Reduce incidence of WUs
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
2
Division(s)
Responsible
ACADEMIC
AFFAIRS &
STUDENT
AFFAIRS
Queensborough Community College
University Goal
October 2015
Indicators
QCC Mission
City University of New York
QCC Strategic Objectives 2014-15
QCC Strategic Objectives 2015-16
Division(s)
Responsible
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.4 – Collaborative, learningcentered community, with closely
integrated academic & student
support services
A.4b – Six-year graduation rate
A.5 – Improve student
satisfaction with academic
A.5 – Student satisfaction as
measured by Noel-Levitz SSI
A.5 – Collaborative, learningcentered community, with strong &
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 25.5%
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 – Increase % of first-time, full-time
students who graduate within 6 years to 29.0%
or higher
A.4c – Develop reverse graduation partnership with
Queens C.
A.4c – Develop reverse graduation partnership
with Queens C.
A.5 – Increase to 5 or above (on scale of 1 to7)
student satisfaction with academic adviser’s
3
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 student engagement scores (SES)
above community college average.
ACADEMIC
AFFAIRS &
STUDENT
AFFAIRS
ACADEMIC
AFFAIRS &
Queensborough Community College
October 2015
University Goal
Indicators
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)
A.7 – Increase revenues
A.8 – Use financial resources
efficiently and prioritize
spending on direct student
services
QCC Mission
closely integrated acad. & student
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
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.
QCC Strategic Objectives 2015-16
A.6a – Increase/maintain student satisfaction
score above national average.
Division(s)
Responsible
STUDENT
AFFAIRS
ACADEMIC
AFFAIRS,
STUDENT
AFFAIRS &
COMMUNICATIONS &
MARKETING
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 to $4,792,422
 Maintain indirect cost recovery rate at 6%.
A.7c – Three-year weighted
rolling average of alternative
revenues
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
expenses plus 17.5%.
A.8a:
 Proportion of tax-levy budget spent on
administrative 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.
4
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%.
FIN. &
ADMIN.
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
ACADEMIC
AFFAIRS &
FINANCE &
ADMINISTRATION
A.7a – 3-yr. weighted rolling av.
of voluntary contributions
A.8a – Spending on instruction,
research, student services as a
percentage of tax-levy budget
A.7 – Inst. Adv. communicates
excellence of college & seeks funds
from public/ private sources in
support of mission
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
A.7a – Increase cash giving (total voluntary
support) to $3,830,317
INSTITUTIONAL
ADVANCEMENT
ACADEMIC
AFFAIRS
Queensborough Community College
University Goal
October 2015
Indicators
QCC Mission
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)
City University of New York
QCC Strategic Objectives 2014-15
 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
year (of those needing any
remediation)
B.1 – Open-admission access for all
learners; well-planned curricula and
developmental course work.
QCC Strategic Objectives 2015-16




Division(s)
Responsible
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 – College will continue to implement
diversity plan.
AFFIRMATIVE
ACTION
B. Sector Goals
University Goal
B.1 – Create more efficient
remediation pathways
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.
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.
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
Division(s)
Responsible
ACADEMIC
AFFAIRS
Queensborough Community College
October 2015
University Goal
Indicators
B.2 – Prepare students for
transfer to baccalaureate
programs
B.3 – Prepare students for
high-need careers
C.
QCC Mission
B.2a – Percentage of first-time
freshmen transferring to any
baccalaureate program within 6
years
City University of New York
QCC Strategic Objectives 2014-15
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
QCC Strategic Objectives 2015-16
 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. rate of first-time freshmen
transferring to any baccalaureate program
from 36.3% (Fa08) to 37.7% (Fa09)
 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 any baccalaureate program from
69.5% (2012-13) to 70.0% (2013-14)
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
exam at 92% or higher.
 Continuing Education will design & implement
Nursing PAX preparatory class.
 Cont. Ed. will design & implement BONENT
Certified Dialysis Nurse program.
B.2c – Raise first-term GPA of baccalaureate
transfer from 2.63 to 2.67
B.3 – Post-secondary associate
degree & certificate programs for
careers and for transfer
B.3 –
 Increase/maintain pass rate on NCLEX above
90%
Division(s)
Responsible
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS
 Maintain pass rate on Massage Therapy
licensure exam at 92% or higher
College Focus Area Goals
College Goal
C.1 – Support &
improve faculty
Indicators
C.1a – Retention rates;
satisfaction surveys
QCC Mission
C.1a – Highly qualified faculty
with excellent scholarly
QCC Strategic Objectives 2014-15
C.1a – Continue & assess new faculty
development program:
6
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
C.1a – Continue, assess & expand
new faculty development
C.1a –
 Increase faculty retention &
Division(s)
Responsible
ACADEMIC
AFFAIRS
Queensborough Community College
College Goal
October 2015
Indicators
appointment
processes & offer
comprehensive
faculty & staff
development
program
QCC Mission
credentials
C.1b – Professional advancement
among faculty and staff.
C.1c – HEO survey of
satisfaction
C.2 – Maintain
rigorous & current
curricula, support
new program
C.2a – Succinct statement of
college values with goals
clearly laid out
City University of New York
QCC Strategic Objectives 2014-15
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
 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.
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
 Institute President’s Fellowship
Program.
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:
 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
faculty seeking full professor.
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
C.1c – Provide HEOs with on-campus
professional development workshops &
funding for training programs off-campus.
C.1c – Partner with Chief Diversity
Officer & Title IX Coordinator to
expand HEO development
program.
C.2a – Form mission review
committee to review mission &
goals & submit revised statement
for May 2016 Senate vote.
C.1c – Expand training & workshops
to provide development
opportunities to HEOs & other nonteaching titles.
C.2a – Ongoing assessment of
academic offerings & support
services
7
Division(s)
Responsible
HUMAN
RESOURCES
CAPC
Queensborough Community College
College Goal
development &
innovation &
achieve better
alignment with
baccalaureate
programs & job
market entry
October 2015
Indicators
QCC Mission
City University of New York
QCC Strategic Objectives 2014-15
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
Division(s)
Responsible
STRATEGIC
PLANNING &
ASSESSMENT &
ACADEMIC
AFFAIRS
C.2b – New programs
submitted for approval
C.2b – Comprehensive, multilayered academic programs
C.2b:
 Revise & submit for approval
Environmental Science degree program
 Explore developing health-related degree
programs.
 Work collaboratively with healthcare
agencies & CBOs to target & develop new
acad. progs in public health-related areas.
C.2b –
 Revise allied health programs
to establish clear tracks for
students
 Develop articulations in English
& History
 Work collaboratively with
healthcare agencies & CBOs to
target & develop new academic
programs in health-related
areas.
C.2b – Convene faculty groups to
discuss & propose new academic
programs, including:
 A.S. degree program in
psychology
 New programs as recommended
by NYC labor report.
C.2c – Program reviews
completed, with
recommendations & action
plan approved
C.2c, d & e – Ongoing assessment
of academic offerings & support
services
C.2c:
 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.2c:
Program reviews will be concluded
in Fa15 as planned:
 Criminal Justice
 Internet Technology
 Science for Forensics
C.2c – Assess 3-semester program
review process through feedback
from participating faculty
C.2d – New accreditations –
applications & self-studies
submitted
C.2d – Building on program rev. & articulation
& Academy collaborations, 4 VAPA
concentrations will apply for accreditation
with NASAD (Art & Design), NASD (Dance),
NASM (Music) & NAST (Theatre).
C.2d – Support VAPA
accreditations toward completion,
including curricular revision.
C.2d – Complete all VAPA
accreditations.
C.2e – Outcomes assessment
for institution, programs &
courses
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
C.2e –
 Continue assessment of
general education outcomes
through General Education
Task Force
 Revise general education
outcomes
 Assess key courses for
general education and
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
8
New program reviews will begin,
to be concluded in Fa16:
 Liberal Arts & Sciences &
Education
 Massage Therapy
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)
October 2015
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
& 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.4 – Improve
C.4a – Students at entry:
C.4a, b & c – Non-credit courses
C.4a – All pre-college programs will be
9
City University of New York
QCC Strategic Objectives 2015-16
program outcomes identified
in curriculum maps
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
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
QCC Long-term Objectives 2015-18
Division(s)
Responsible
 Align course assessment with
program review efforts
 Redesign non-teaching
department year-end reports &
provide support to
administrative areas
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—
& provides for continuous
improvement of their
effectiveness.
 Promote QCC Academies’ brand.
ACADEMIC
AFFAIRS,
STUDENT
AFFAIRS &
STRATEGIC
PLANNING &
ASSESSMENT
C.4a – Reduce % of students
ACADEMIC
Queensborough Community College
College Goal
college readiness of
students
October 2015
Indicators
 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
& 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
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%.
C.4c – Pass rates in Gateway
courses
10
City University of New York
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
 Develop USIP webpage
 Expand outreach efforts in
partnership with Student
Affairs
needing remediation prior to firstsemester enrollment
Division(s)
Responsible
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 precollege program including
humanities offerings.
 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 precollege program by expanding
beyond NYC borders & including
humanities offerings.
CONTINUING
EDUCATION
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
C.4b – Increase exit-fromremediation rates
 Complete research project on
ALP assessment & report with
recommendations for follow-up.
ACADEMIC
AFFAIRS
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.4c – Assess Gateway
interventions & scale up
Queensborough Community College
College Goal
C.5 – Use
technology to
support instruction
& student support
services & to
promote institution
& constituencies
October 2015
Indicators
C.5a – Usage
QCC Mission
QCC Strategic Objectives 2014-15
C.5a – Post-secondary associate
degree & certificate programs for
careers and for transfer
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
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.
Use of Digital Recording
Studio (as flipped classroom
adoption increases)
City University of New York
QCC Strategic Objectives 2015-16
QCC Long-term Objectives 2015-18
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.5a – Implement first three years
of five-year Technology Plan
C.5b – Provide faculty
development focusing on hybrid &
Web-enhanced modalities &
expand infrastructure:
 Conduct June eLearning
Institute (cohort VIII); maintain
at 4.5% or higher instruction
taught online, Including
blended & Web-enhanced
modalities
 Offer additional follow-up faceto-face eLearning workshops
 Develop & host additional
online (Blackboard Collaborate)
faculty development
workshops for QCC & for other
CUNY campus participants
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
 Design, purchase & establish
LB16 as Digital Recording
Studio.
 Establish baseline use of Digital
Recording Studio.
C.5c – Close integration of
academic and support services
C.5c –
 Increase faculty awareness of electronic
tools for communications to students.
 Expand features of mobile Apps to
11
C.5c –
 Expand features of mobile Apps
to enhance student
communication & connection
Promote use of Digital Recording
Studio.
C.5c – Expand & support faculty use
of CUNY’s Academic Works & other
open educational resources
Division(s)
Responsible
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
constituencies
October 2015
Indicators
QCC Mission
C.5d – Marketing use of
technology
C.5d – College communicates
excellence of academics & faculty
& seeks funding from public and
private sources in support of
mission
C.6 – Evidence of:
 Empathy, respect, civility
 Collaborations between
faculty & students
 Mentoring opportunities
 Senate committees’
student attendance
 Collaborations between
H.S.’s & college
C.6 – College is committed to
fostering collaborative, learningcentered community
City University of New York
QCC Strategic Objectives 2014-15
QCC Strategic Objectives 2015-16
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.
to available resources.
 Assess, refine & expand use of
Starfish & Academics website.
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.5d – 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.5d – Improve student awareness
of administrative services.
C.6 – Develop & implement staff
survey; use COACHE, Noel-Levitz &
staff survey results to develop
community-building plan for
activities in response to issues &
concerns raised.
C.6 – Implement communitybuilding plan.
12
QCC Long-term Objectives 2015-18
Division(s)
Responsible
ALL
DIVISIONS