Queensborough Community College
June 30, 2014
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.3 – Ensure that students
make timely progress toward
degree completion
A.2a – Publications & creative
activity
A.2a – Highly qualified faculty
with excellent scholarly
credentials
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.3a – Average number of credits
(equated credits) earned in one
year
A.3 – Collaborative, learningcentered community, with
strong & closely integrated
academic & student support
services
A.3b – Percentage of students
who earn 30 credits (equated
credits) per year
A.3c – One-year retention rate
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
QCC Strategic Objectives 2014-15
A.1a – Maintain % of instruction by FT faculty at 59.7%
or higher
A.1b – Maintain student-to-faculty ratio at 29.7 or
lower
A.2a – Increase no. of faculty publications & creative
activities (3-yr weighted rolling av.) from 0.6 to 0.7
(mean)
A.2b:
 Establish Pilot Grant Mentoring Program among new
junior faculty, experienced faculty & Grants Office.
 Obtain grant funding from minimum of five (5) new
funding sources.
 Submit grants to strengthen institution’s capacity
with respect to Academies, High Impact Practices,
Advisement & Technology
 Update & expand Grants website to include Tool Kit
for Grant Writing & Grants Management.
A.3a – Evaluate success of expanded Milestone scholarships for Winter & Summer sessions through review of
courses taken, credits earned & GPA.
ACADEMIC
AFFAIRS
INSTITUTIONAL
ADVANCEMENT
ACADEMIC
AFFAIRS &
STUDENT
AFFAIRS
A.3b – Increase percentage of students who earn 30
credits per year from 14.9% to 16.0%.
A.3c: Increase one-year retention rate of first-time, fulltime students from 70.9% to 71.5%.
 Expand Starfish use among faculty, advisers &
learning centers; increase faculty participation
above 50% annual av.
 Reduce incidence of WUs
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
1
Division(s)
Responsible
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS &
STUDENT
AFFAIRS
Queensborough Community College
University Goal
June 30, 2014
Indicators
QCC Mission
City University of New York
QCC Strategic Objectives 2014-15
Division(s)
Responsible
students who graduate within 6 years, to 30.0%, from
28.8%.
A.5 – Improve student
satisfaction with academic
support and student support
services
A.6 – Improve student
satisfaction with
administrative services
A.7 – Increase revenues
A.8 – Use financial resources
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.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
A.4c – Develop reverse graduation partnership with
Queens College.
A.5 – Increase to 5 or above (on scale of 1 to7) student
satisfaction with academic adviser’s knowledge about
transfer requirements, help with setting educational
goals & concern about individual
A.6a – Increase to 5 or above (on scale of 1 to 7)
student satisfaction with financial aid, admissions &
registration service.
A.6b – Enrollment Management Team will ensure that
College meets overall FTE enrollment goal.
A.7 – Inst. Adv. communicates
excellence of college & seeks
funds from public/ private
sources in support of mission
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 County.
 Redesign enrollment-related webpages.
 Conduct review of QCC’s digital reputation.
A.7a – Develop new fundraising campaign to kick off
2015.
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.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:
A.8a – Spending on instruction,
A.8 – Finance analyzes funding
2
ACADEMIC
AFFAIRS &
STUDENT
AFFAIRS
ACADEMIC
AFFAIRS,
STUDENT
AFFAIRS &
COMMUNICATIONS &
MARKETING
INSTITUTIONAL
ADVANCEMENT
FIN. &
ADMIN.
ACADEMIC
AFFAIRS
ACADEMIC
Queensborough Community College
University Goal
efficiently and prioritize
spending on direct student
services
June 30, 2014
Indicators
research, student services as a
percentage of tax-levy budget
QCC Mission
QCC Strategic Objectives 2014-15
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
 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 – 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
A.9 – Academic excellence
within an environment of
diversity
Division(s)
Responsible
AFFAIRS &
FINANCE &
ADMINISTRATION
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 – QCC will continue to increase proportion of FT
faculty from underrepresented groups (minority 29.7;
Italian-American 6.3; Women 51.2%).
B. Sector Goals
University Goal
Indicators
QCC Mission
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.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
3
QCC Strategic Objectives 2014-15
B.1 – College readiness:
 Increase percentage of students fully
proficient from 45.3% (Fa12) to 47% (Fa13);
45.3% is increase over 34.2% in Fa11.
 Expand USIP – summer & winter
 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. prog. from 28.6% (Fa07) to 30%
(Fa08)
 Track student outcomes in dual/joint
Division(s)
Responsible
ACADEMIC
AFFAIRS
ACADEMIC
AFFAIRS
Queensborough Community College
June 30, 2014
University Goal
Indicators
City University of New York
QCC Mission
QCC Strategic Objectives 2014-15


B.3 – Prepare students for
high-need careers
C.
programs; meet annually to review prog.
requirements with senior colleges.
Update articulations for Health Sc. progs.
Develop new program in Public Health
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.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.3 – Post-secondary associate degree
& certificate programs for careers and
for transfer
Division(s)
Responsible
ACADEMIC
AFFAIRS
College Focus Area Goals
College Goal
C.1 – Offer comprehensive
faculty & staff development
program
Indicators
C.1a – Orientation and institute
satisfaction surveys
QCC Mission
C.1a – Highly qualified faculty with
excellent scholarly credentials
C.1b – CETL-led workshop
QCC Strategic Objectives 2014-15
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 high school
initiative, Business & Engineering Technology
faculty will be certified on new ERP, Big Data
& Cloud technologies by SAP.
C.1b:
4
Division(s)
Responsible
ACADEMIC
AFFAIRS
Queensborough Community College
College Goal
June 30, 2014
Indicators
QCC Mission
QCC Strategic Objectives 2014-15
Division(s)
Responsible
 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%
surveys of faculty satisfaction
C.2 – Maintain rigorous &
current curriculum & support
new program development &
experimentation
City University of New York
C.1c – HEO survey of satisfaction
C.1c – Professional advancement
among faculty and staff.
C.2a – New programs submitted
for approval
C.2a – Comprehensive, multi-layered
academic programs
C.2b – Program reviews
completed, with recommendations & action plan approved
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 deg. progs.
 Work collaboratively with healthcare
agencies & CBOs to target & develop new
acad. programs in public 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.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.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
5
HUMAN
RESOURCES
STRATEGIC
PLANNING &
ASSESSMENT &
ACADEMIC
AFFAIRS
Queensborough Community College
College Goal
C.3 – Fully implement, sustain
& assess 3 components of
Academies: advisement, high
impact practices (HIPs) &
technology
C.4 – Offer innovative college
readiness programs
June 30, 2014
Indicators
C.3a – Surveys of student
satisfaction & engagement,
student retention, student
persistence
QCC Mission
C.3a, b, c & d – Collaborative, learningcentered community, with strong &
closely integrated academic & student
support services; post-secondary
associate degree & certificate
programs for careers and for transfer
City University of New York
QCC Strategic Objectives 2014-15
assessment of PNET ST-100.
 Continue to expand & enhance Assessment
website based on analytics & survey of
faculty in Assessment Institute.
 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/possible 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 – 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.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.4a – Expanded USIP
C.4b – Starfish “early alert”
C.4a & b – Non-credit courses &
certificate programs (Cont. Ed. courses
& cert. programs.); open-admission
access for all learners; well-planned
curricula & developmental course
work; ongoing assessment of academic
offerings & support services
C.4c – Pre-collegiate programs
C.4b – Targeted use of early alert in remedial
courses to increase completion & pass rates.
C.4c – All pre-college programs will be assessed
6
Division(s)
Responsible
ACADEMIC
AFFAIRS,
STUDENT
AFFAIRS &
STRATEGIC
PLANNING &
ASSESSMENT
ACADEMIC
AFFAIRS
Queensborough Community College
College Goal
C.5 – Use technology to
support instruction & student
support services & to promote
institution & constituencies
June 30, 2014
Indicators
QCC Mission
City University of New York
QCC Strategic Objectives 2014-15
for duplication of effort, outcomes & value to
pre-college community.
C.5a:
 Conduct Jan. & June eLearning Institute to
raise % of FTEs offered online.
 Assess student learning in online courses.
 Continue planned expansion & upgrade of
instructional technology infrastructure,
including minimum of 10 classrooms with
advanced technology podia, fixed or mobile.
C.5a – Instructional use of
technology
C.5a – Post-secondary associate degree
& certificate programs for careers and
for transfer
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.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 national 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.
7
Division(s)
Responsible
ACADEMIC
AFFAIRS,
STUDENT
AFFAIRS &
FINANCE &
ADMINISTRATION