Strategic Planning, Assessment, and Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
Mission:
The Office of Accreditation, Assessment, and Institutional Effectiveness reports to Strategic Planning, Assessment, and Institutional Effectiveness, the administrative division that provides leadership and administrative support to the strategic planning process and reporting, to the preparation of the year-end performance report, and to the assessment processes and documentation of assessment findings and reports of the institution, and serves as the intermediary with outside agencies with which the institution must meet compliance requirements.
College strategic objectives (2015-16): Related Academies strategic objectives (long-term objectives, 2014-15):
C.2. Maintain rigorous and current curricula, support new program development and innovation, and achieve better alignment with baccalaureate programs and job market entry.
C. 3. Sustain and assess three components of the Queensborough Academies: advisement, high impact practices (HIPs), and technology (communication, institutional support & learning environment).
Academies 4. Implement integrated and continuous assessment model that acknowledges all three
“prongs” of the Academies—advisement, HIPs, and technology—and provides for continuous improvement of their effectiveness
C.6. Develop means to infuse and maintain individual and institutional practices of community-building into interaction among all campus constituencies. systematic, campus-wide implementation of the Academies
2014-15 Completion report (outcomes for this past academic year, based on last year’s year-end report, section F)
Key performance indicators
CAPC – leading meetings
Target outcomes
Host 3 meetings in fall, at least 2 meetings in spring
Host 3 focus groups & 2 open hearings
Academies 1. Improve communication and collaboration among administrative divisions to ensure
COMPLETED
COMPLETED
Actual outcomes Recommended action plans
Strategic planning – leading focus groups & open hearings
Strategic plan preparation Submit strategic plan to chancellor on schedule
Focus groups should be reorganized and scheduled in fall rather than in spring.
Completion report preparation Submit completion report & accompanying letter to chancellor on schedule
COMPLETED – plan has been completed but will not be submitted; chancellor has modified process
(plan will be due in September)
COMPLETED – letter involved a leadership self-
Maintenance of Assessment website

Complete self-tutorial, interactive “handbook”

Add program outcomes
Maintenance of assessment scheduling



Post Academy reports
Post outcomes on general education
Develop new course assessment schedule assessment by president; incorporated extensive input from president and OAA

NOT COMPLETED

COMPLETED & ONGOING

ON SCHEDULE – will be posted in summer 2015

ON SCHEDULE – most recent report will be posted in summer 2015

NOT COMPLETED – schedule needs to be developed in conjunction with curriculum mapping, still underway
Work on an interactive self-tutorial on the website has been postponed.

A long-term plan of developing and vetting curriculum maps for every degree program needs to be implemented; all assessment efforts would be oriented
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).

Strategic Planning, Assessment, and Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
Key performance indicators
Coordinating program review process
Justice
Target outcomes

Support General Education Task Force
Establish review committees & initiate new 3-semester process for: Music Production, Internet Technology,
New Media Technology, Science for Forensics, Criminal
Ensure VAPA accreditation process is completed on schedule (one additional consultant visit, four reports)
Actual outcomes

COMPLETED – report to Senate submitted as scheduled
COMPLETED
COMPLETED & ONGOING – Theatre report submitted; NAST response received; three report to be developed in 2015-16
Recommended action plans to program outcomes (including general education) and scheduled to support program reviews.

Continued efforts are planned for 2015-16 (see below)
Completion of 3-semester process concludes in fall 2015:

Scheduling external reviewer visits

Drafting and implementing of action plans
Degree title change for all four concentrations being developed; will be approved through governance in fall
2015; NAST response due in February 2016; other reports will follow, extending into 2016-17.
Seek to reestablish former agenda in 2015-16. Timely reporting to Senate
Committee

Complete revision to course assessment template

Develop & vet new program review template
Ensuring compliance with Middle
States, ETAC of ABET, ACEN & ACBSP guidelines & requirements
Assessment Institute survey (added since last year’s report)
Timely response to all queries & follow-up with accrediting agencies, including response(s) to Middle
States on PRR


Improved use of rubrics and assessment practices
Sustained impact of institute on practice
COMPLETED
COMPLETED – report completed in June 2015, overall positive response
Based on report findings, Assessment Institute will:

Include more hands-on activities

Incorporate more data analysis and statistics
2015-16 Department strategic plan
1.
College strategic objective: Maintain rigorous and current curricula, support new program development and innovation, and achieve better alignment with baccalaureate programs and job market entry.
Indicator(s) Expected outcomes Action plan/timeline Who Actual outcomes Department strategic objectives
Develop and post to website curriculum maps for every degree program.
Curriculum maps for every degree program according to standardized template


Clear program outcomes for every degree program

Clear alignment of courses with program outcomes, including general education outcomes
Schedule of course assessment that supports
2014/2015:

Discuss with chairs

Develop and discuss maps with each department chair (and department faculty)
2015/2016:

Post all maps to website

Disseminate maps to department chairs , emphasizing coordination of assessment efforts
Corradetti and Beckford
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
NOT COMPLETED – chair of Senate Assessment
Committee developed alternative agenda for
2014-15

Strategic Planning, Assessment, and Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
Department strategic objectives
Indicator(s) Expected outcomes Action plan/timeline Who Actual outcomes
Through Assessment
Institute, support course assessment of program outcomes, including general education outcomes.

Quality and applicability of assessment reports

Recommendations

Follow-up

Rubric development

Assessment report on outcomes program reviews and assessment of program outcomes
Revamped Assessment Institute sessions, piloted in fall and refined in spring, with hands-on

Initiate departmental assessment efforts synchronized with program reviews and course assessment focus on program outcomes

Develop plans and workshop materials in summer 2015

Pilot new materials in fall institute

Obtain feedback from survey

Refine materials for spring institute
Corradetti and Beckford
Support college-wide outcomes assessment efforts through General
Education Task Force. activities that support development of assessment of program outcomes




Two more sets of general education rubrics
Assessment of gen. ed. outcomes 1-4
Review of existing gen. ed. outcomes
Recommendation report to
Senate
Fall 2015:

Continue review of general education outcomes for revision

Host campus venues to discuss gen. ed. review

Develop rubrics for gen. ed. outcomes 3 and 4; revise 1 and 2 based on spring

2015 pilot
Pilot use of Digication in fall 2015 with selected faculty

Finalize plan for Spring 2016 artifact collection and assessment, including use of
Digication
Spring 2016:

Host campus venues to discuss draft revised gen. ed. outcomes

Disseminate instructions to faculty and rubrics for gen. ed. outcomes 1-4

Collect and assess artifacts through Digication

Finalize revised gen. ed. outcomes and submit to Senate for approval

Report to Senate on General Education Task Force year-long efforts
Steele and
Beckford
2.
Academies strategic objective: Implement integrated and continuous assessment model that acknowledges all three “prongs” of the Academies—advisement, HIPs, and technology—and provides for continuous improvement of their effectiveness.
Department strategic objectives Indicator(s) Expected outcomes Action plan/timeline Who Actual outcomes
Use the Retention Management
Team to operationalize efforts for improved student outcomes and more efficient administrative processes.

Increased retention

Longitudinal reports of student progress and gpa

Probation workshop outcomes

Improved credit accumulation and gpa by cohort

Improved gpa for students in semester after attending probation workshops

Continue to monitor and assess student progress and gpa by cohort

Monitor probation workshop outcomes and expand offerings as necessary
Steele and
Corradetti
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).

Department strategic objectives Indicator(s) Expected outcomes
Strategic Planning, Assessment, and Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
Action plan/timeline Who Actual outcomes


Roadmap analytics
Retention dashboard

Student progress at key Roadmap milestone points

Monitor student response to Roadmap site and milestone data

Coordinate outreach to students among collaborating departments/offices
3.
Academies strategic objective: Improve communication and collaboration among administrative divisions to ensure systematic, campus-wide implementation of the Academies.
Department strategic objectives Who
Lead Academies Strategic
Planning Team in efforts to operationalize the implementation plan and to promote the Academies model on a regional and national level.
Indicator(s)

Implementation plan action items

Regional and/or national recognition
Expected outcomes

Strategic plan action items implemented

Conference presentation(s)
Action plan/timeline

Implement strategic plan as indicated

Establish “faces” of Academies

Develop preliminary presentation materials

Research possible conference sites

Submit proposal(s)
Corradetti
(with OAA and SA)
Actual outcomes
Karen Steele
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).