Strategic Planning, Assessment, Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
OIRA: OFFICE OF INSTITUTIONAL RESEARCH AND ASSESSMENT
Mission:
College strategic objectives:
1. Maintain rigorous and current curriculum and support new program
development and experimentation.
2. Fully implement, sustain & assess the 3 components of the Queensborough
Academies: advisement, high impact practices, and the use of technology.
Division strategic objectives:
1. Ongoing assessment of academic offerings and support services.
2. Comprehensive reporting on the Queensborough Academies through the
Queensborough Academies Assessment Protocol.
Note: Relevant college-wide strategic objectives should be selected from the college’s strategic plan. Each division strategic objective should align with a college-wide strategic objective.
2014-15 Completion report (outcomes for this past academic year, based on last year’s year-end report, section F)
Key performance indicators
Ensure that the effects and outcomes of
the various components of the
Queensborough Academies are
monitored and assessed.
Target outcomes
Freshmen Experience Survey
High Impact Practices (HIP)
Assessment
General Education Critical Courses
Analysis (Roadblock Analysis)
Actual outcomes
All target outcomes were achieved with the
exception of the protocol report. The
Academies assessment protocol report is
written during the summer months and will
be ready in September 2015. This is because
data for the entire academic year needs to be
included and is not ready in time to have a
finished report by July 1st.
Recommended action plans*
Findings from the Assessment of the Academies will be utilized to plan
further action in the coming year.
All target outcomes were achieved.
Additional Early Alert analyses provided
insights into possible use of persistence and
academic performance prediction models in
the future. Findings were shared also at
national conferences and a conference paper
Further predication analytics and analysis of the usage and effects of
Starfish needs to be done in the coming year to better understand how
the tool can be used most effectively. The college submitted an IPAS II
grant. If the grant is awarded to QCC, the OIRA will be actively involved
in the evaluation process and will need to hire an additional part-time
analyst with the grant money.
Participate in the Strategic Planning of
the Academies and the Academies
Assessment Protocol
Write a comprehensive report of the
protocol findings
Monitor and assess the use and effects
of Starfish Early Alert and Connect.
Analyze the impact on student
performance and institutional
effectiveness
Participate in the planning and
execution of High Impact Practices
assessment as member of the HIP
Assessment Team
Provide usage reports and course
grades for the Academic Learning
Centers.
Academic impact analyses of Early
Alert on course pass rates, completion
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Strategic Planning, Assessment, Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
Key performance indicators
Assist in the evaluation and assessment
of existing and proposed academic
programs and College initiatives. Assist
the College in making informed
decisions.
Target outcomes
rates, and withdrawal rates.
Attend Starfish Team meetings and
assist the team with reports as
needed.
Program Review data packets and
assistance (Programs under review in
2014-15: CJ-AS, SF-AS, ME-AAS, EMAAS, EN-CERT
Report on remediation and remedial
efforts as needed
CUNY Justice Academy data report
Assist in the strategic planning goals
and completion reports
Enable the College to better understand
the trends of retention, graduation, and
other institutional effectiveness
measures. Perform predictive analytics
to better understand reasons for
attrition
Retention and graduation predictive
analytics
Assist the Retention Management
Committee with analytical work as
needed (Probation workshop
attendance, academic performance of
readmits and probation students,
reverse transfer project etc.)
QCC Drop Out Survey: A deeper
analysis of the findings from the
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Actual outcomes
and a poster proposal were submitted on
predictive analytics and Early Alert for the
CSRDE National Symposium on Student
Retention.
All program review data packets and
additional customized data were provided to
the review committees. The OIRA assisted in
the College strategic planning process and
completion reports.
Reports on remediation efforts provided by
OIRA, Academic Literacy, the Mathematics
and Computer Science Department, and
PreCollege have been presented at the
Faculty Executive Committee’s (FEC) public
meeting on March 25, 2015. A remediation
dashboard with key remediation indicators
and trends is currently developed in OIRA
with input from the Academic Affairs office.
The Director of OIRA Elisabeth Lackner has
been appointed to serve on the Institutional
Research Implementation Working group of
the CUNY Justice Academy.
Predictive analytics is ongoing (see above
under Starfish).
The OIRA assisted the Retention
Management Committee with several
analytical studies. A deeper analysis of the
QCC drop outs was discussed in the
committee but no action was taken.
Probation workshop attendance (Academic
Success Workshop) analysis was provided by
the OIRA in collaboration with Elisabeth
Recommended action plans*
The programs under review in 2015-2016 are the LE-AA Liberal Arts &
Sciences & Education program and the TM-AAS Massage Therapy
program. OIRA will provide data packets by September, 2015.
The remediation dashboard will be refined over the summer and a first
version will be published in fall 2015.
Strategic Planning, Assessment, Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
Key performance indicators
Enable the College to understand the
value of education to our graduates
Target outcomes
survey and the college career paths of
recent drop outs will be performed
Actual outcomes
Scheiner, who is the workshop coordinator
monitored the workshop participation.
Recent Graduate Survey
Transfer Out counts and reports
CUNY central conducted the Recent Graduate
Survey online this year. Thus, QCC did not run
an additional Survey Monkey version for nonresponding survey participants. CUNY central
is currently following up with a second wave
paper survey mailing and will compile the
data to be released to the colleges by the end
of August 2015.
Senior college academic performance
analysis of recent transfers
Labor data analysis
Economic impact of QCC education
Senior college academic performance reports
were provided for the dual joint transfer
programs to the Academic Affairs office
(Linda Reesman).
Enable the College and all
constituencies to understand the scope
of student enrollment, performance,
and outcomes. Present to the college
community and the public at large
important findings of institutional
effectiveness and achievements
Internal reports on recent trends in
enrollment, retention, graduation, and
other institutional effectiveness
measures
Fact Book and Fast Facts
Program Dashboards
Annual reports to MSCHE, Nursing,
Engineering Technology, Business, and
Art accreditation agencies
Presentations at the Assessment
Institute
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Labor data analysis and economic impact
analysis are ongoing. Data on average and
median salary by degree offered has been
compiled.
All target outcomes were achieved.
Recommended action plans*
Senior college academic performance, labor data, and economic impact
analyses will continue in 2015-2016.
Strategic Planning, Assessment, Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
Key performance indicators
Enable all departments and offices to
make informed decisions based on
information gathered by OIRA.
Target outcomes
Collaborate with AACU/Roadmap
school
Support enrollment management and
prediction
Actual outcomes
Recommended action plans*
All target outcomes were achieved.
Assist the Veterans Services Office
with data reports for internal and
external reporting
Reports to the VP for Student Affairs,
Academies Advisement, and the
various Student Services Offices.
Institutional Review Board service for
QCC and CUNY-wide manuscript
submissions and IRB assistance on
campus
Enable the College to apply for grants
and report on existing grants with the
most accurate data required.
Incoming requests and ad hoc
requests from departments, faculty,
and administrators
Sponsored Program Office application
and reporting needs
All target outcomes were achieved: In the
Academic Year 2014-2015 OIRA supported 13
grant applications and reports.
Perkins Grant reports and institutional
profile
Support faculty with individual grant
proposal and reports
Enable the College to participate in
CUNY wide assessment efforts.
Gates Foundation IPAS grant reports
Noel Levitz and Student Experience
Survey implementation and reporting
on campus
Coordination of the Recent Graduate
Survey
SAM (Student Achievement Measure)
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
All target outcomes were achieved.
The report of the Spring 2015 Noel Levitz
survey findings is in progress and will be
presented to the administration by the end of
summer 2015.
QCC applied for an IPAS II grant. If the college is awarded this grant, the
OIRA will continue to be involved in the IPAS evaluation in 2015-2016.
Strategic Planning, Assessment, Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
Key performance indicators
Enable the Office to stay current with
CUNY wide research activities and
discussions
Enable the Office to stay current with
methods and theories in Institutional
Research and Assessment.
Target outcomes
participation
VFA (Voluntary Framework of
Accountability)
Attend all CUNY wide OIRA related
meetings and events when
appropriate.
Participate in IR Council, WIKI, and list
serve. Attend CUNY wide events
related to IR and education policy
research
Review literature, news, and attend
and participate in workshops and
conferences
Actual outcomes
All target outcomes were achieved.
All target outcomes were achieved.
This year, the OIRA staff participated in
several professional training activities and
presented at conferences: NEAIR 2014 in
November 2014 attended by Elisabeth
Lackner and Wenmey Ting. Poster
presentation by Elisabeth Lackner; One day
training attended by Victor Fichera on survey
design and analysis: METRO & ACRL/NY:
Analyzing User Feedback Surveys (Nisa
Bakkalbasi, Speaker), Tuesday, February 3,
2015
CUNY IR and Assessment Joint Retreat in
April 2015, College of Staten Island, attended
by Elisabeth Lackner and Wenmey Ting;
AIR Forum 2015 in May 2015 in Denver,
Colorado: Concurrent (featured) session
presentation by Elisabeth Lackner
Additional literature review and research
activities relating to Early Alert and predictive
analytics performed by Patrick Wynne and
Elisabeth Lackner.
*Column contents should be used to indicate which strategic objectives below address the follow-up necessary.
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Recommended action plans*
Strategic Planning, Assessment, Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
2015-16 Department strategic plan (arranged by each division strategic objective that the department supports)
1. Support the evaluation and assessment of current curricula and new program development. Assist in achieving better alignment with baccalaureate programs and the job market through data
analysis.
2. Sustain & assess 3 components of Queensborough Academies: advisement, high impact practices (HIPs) & technology (communication, institutional support & learning environment)
Department strategic objectives
Assist in the evaluation and
assessment of existing and
proposed academic programs and
College initiatives. Assist the
College in making informed
decisions.
Indicator(s)
Provide useful, comprehensible,
and timely data, analyses, and
assessment of academic
programs at QCC.
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Expected outcomes
Program Review data packets and
assistance (Programs under review
in 2015-16: LE-AA, TM-AAS)
Action plan/timeline
Prepare data packets for the programs
over the summer 2015
Who
Patrick Wynne
& Wenmey
Ting
Remediation Dashboard
First draft of a possible dashboard
developed over the summer 2015.
Revised in fall 2015.
Elisabeth
Lackner in
collaboration
with Margot
Edlin/Academic
Affairs
Assist with data reports for the Art
and Design department
accreditation report requirements
Over the summer 2015 and fall 2015 as
needed.
Assist in the strategic planning
goals and completion reports
Year long process. Attend the College
Advisory and Planning Committee
meetings and assist Dean Corradetti as
needed.
Assessment of the Academic
Success program
Collaborate with the Registrar office,
Elisabeth Scheiner, to evaluate the
student feedback, academic progress,
and persistence of probation students
and students who participated in the
Academic Success program.
Participate in the Retention
Management Team and assist with
data analyses as needed.
Year round as needed. Specific focus will OIRA staff
be on the academic progress evaluation
of readmit and probation students.
Elisabeth
Lackner
Elisabeth
Lackner and
Wenmey Ting
Elisabeth
Lackner,
Wenmey Ting
Actual outcomes
Strategic Planning, Assessment, Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
Department strategic objectives
Indicator(s)
Expected outcomes
Action plan/timeline
Who
Incoming requests and ad hoc
Year round as needed (Constitutes fifty
reports to assist decision making for percent of the OIRA work load).
proposed initiatives.
Provide official and accurate
information and analysis to
support grant proposals and
grant related reporting.
Provide information to the College
community demonstrating the
value of education to our graduates
Provide information on
educational and career
attainments of our QCC
graduates to the administration
of QCC.
Current grants such as IPAS II Grant
Bridge Grant and Perkins Grants
will have all data and information
needed to report on grant
activities.
Grant proposals and Sponsored
Programs related activities can be
completed with the help of official
data and analysis provided by OIRA
Recent Graduate Survey
Transfer Out counts and reports
Senior college academic
performance analyses of recent
transfers
Year round as needed.
OIRA staff
The CUNY graduate survey will conclude
in August 2015. Data analysis in fall
2015. Transfer out reports in Winter
2015
Senior college academic performance
analysis in fall 2015 and spring 2016 in
collaboration with SPAIE needs and
program review needs
Elisabeth
Lackner, OIRA
staff
Finalize the 2014-2015 Protocol Report
over the summer 2015.
Fall 2015: review of findings and
possible changes to the protocol.
Victor Fichera
Academic
Strategic
Planning
committee
Labor data analyses
Ensure that the effects and
outcomes of the various
components of the Queensborough
Academies are monitored and
assessed.
Execute the Queensborough
Academies Assessment Protocol
Actively participate in the
Queensborough Academies
Strategic Planning process.
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Economic impact of QCC education
Review the exiting protocol with
the Strategic Planning, Assessment,
and Institutional Effectiveness
division and the Academies
Strategic Planning team.
Modify the protocol as needed and
execute all elements assigned to
the Office of Institutional Research
and Assessment.
Execution of the various elements of the
protocol in the academic year 20152016 over the course of the year as data
becomes available.
Tentatively: Freshmen experience
survey: end of fall 2015
Victor Fichera
Actual outcomes
Strategic Planning, Assessment, Institutional Effectiveness – Year-end Report – Part B – Planning and Assessment
Department strategic objectives
Indicator(s)
Enable the College and all
constituencies to understand the
scope of student enrollment,
performance, and outcomes.
Present to the college community
and the public at large important
findings of institutional
effectiveness and achievements
Expected outcomes
Report the findings to the
administration.
Internal reports on recent trends in
enrollment, retention, graduation,
and other institutional
effectiveness measures
Action plan/timeline
Starfish data analysis: winter 2015 and
June 2016.
Report on the Academies Assessment
Protocol findings for AY 2014-2015 in
fall 2015
Fact Book and Fast Facts
Fast Facts in January 2016
Elisabeth
Lackner
Wenmey Ting
Program Dashboards
Program Dashboards in January 2016
OIRA staff
Annual reports to MSCHE, Nursing,
Technology & Engineering,
Business, and Art accreditation
agencies, Perkins Grant reports;
Trend report in February 2016
Fact Book in May 2016
OIRA staff
Incoming requests and ad-hoc
reports
Notes




Who
Patrick Wynne
Actual outcomes
Victor Fichera,
Elisabeth
Lackner
Accreditation and funding reports as
needed throughout the year.
Add tables for additional division strategic objectives and corresponding department strategic objectives, as needed.
For each division strategic objective, the department should have one or more strategic objectives intended to support that department in the achievement of the division objective. Each department strategic objective should have at least one indicator (key performance
indicator) and one expected outcome, with an action plan and timeline to achieve that outcome.
At the mid-year point, the department reports partial or preliminary outcomes. At the end of the year, the department reports actual outcomes.
An indicator is the measurement by which the objective will be assessed. The outcome is the product of the work in support of achieving the objective. For example, if the strategic objective for Admissions is “to expand feeder high schools,” the indicator might be “applications
received from new feeder high schools,” and the expected outcome might be “at least one application from five new feeder high schools.”
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).