Suggested Key Indicators (Measurable Outcomes) Planning, launch, and implementation, process and outcome evaluation

(1)

DRAFT 5.15.13

1 Strategic Priority 1: Excellence in Teaching, Research and Learning

Goal: Foster a culture of scholarly rigor and creativity for students, faculty and staff

Objective Strategic

Approach to the

Objective (Action Plans/

Strategic Projects)

Suggested Key

Indicators (Measurable

Outcomes)

Timeline Key

Individuals,

Contacts

“Closing the

Loop”

changes

1.1 Support challenging

and innovative

academic and career

programs.

1.1.1 BMCC Honors Program 1.1.2 Curricula for the 21st

Century: Alternative Health Careers (A.S. Health Technology Science, A.S. Community Health) Social Science Majors (A.A. History, A.A. Sociology) (PMP)

1.1.1 Planning, launch, and implementation, process and outcome evaluation

1.1.2 Letter of intent, proposal submitted, program implemented, enrollment, outcome evaluation

1.1.1 START: Spr 2014

1.1.2 START: Fall 2012

1.1.1 Dean Wong, Facilitator Tournas 1.2.2 Dean Wong

1.1.1

1.2.2

1.2 Promote student

awareness and

understanding of local,

national and global

issues that reflect our

multicultural society.

1.2.1 Global Citizens Project: Faculty Expertise, Academic Programs (SGS T1-3): 130 Faculty in network, 7 Globally Intensive Courses (GIC)

1.2.2 BMCC Sustainability Plan: Curriculum and education efforts.

1.2.1 Process and outcome evaluation: Retention, 3-yr graduation, transfer, improved learning

1.2.2 Process and outcome evaluation: student

participation, surveys, behavioral change, carbon footprint, waste and recycling

1.2.1 START: Fall 2014; 7 GI Courses by Jan. 2015; 130 Faculty Ntwk By Aug 2015 1.2.2 START: 2010

1.2.1 Deans Montanez and Gillespie

1.2.2 VP Anderson, Dean Delgado

1.2.1

1.2.2 Continued Events, added health and information projects

(2)

DRAFT 5.15.13

2 Objective

Strategic Approach to the Objective (Action Plans/ Strategic Projects)

Suggested Key Indicators

(Measurable Outcomes) Timeline Key Individuals, Contacts

“Closing the Loop” changes

1.3 Expand the use of

technology to facilitate

student learning,

improve student

services and ensure

technologically

proficient students,

faculty and staff.

1.3.1. Virtual Research Commons: Pilot/beta test, roll out, market (SFS T3) 1.3.2. CUNYfirst launch and

transition: Campus launch event, DegreeWorks and Advisement training (PMP)

1.3.3 BMCC Technology Plan

1.3.1. Process and outcome evaluation: Successful launch, web hits (usage) 1.3.2 Communication, Training,

enrollment, reports, retention, graduation

1.3.3 Hire VP of Technology, draft plan, Implement Key Technology Initiatives

1.3.1 START: Fall 2013, END: Spring 2015

1.3.2 START: Spring 2013, END: Fall 2015 1.3.3 START: Fall 2012 END: Ongoing

1.3.1 VP Tech. Facilitator Dorothea Coiffe 1.3.2 VP Anderson 1.3.3. VP Anderson

1.3.1. Web license secured, 1.3.2 Planned for Campus event 1.3.3.

1.4 Strengthen

curricular offerings to

facilitate transition to

four year institutions

and address current

and future workforce

needs.

1.4.1 Curricular focus on Today’s Careers (SFS T1, SSS T3)

1.4.2 Innovation in Mathematics Education: Quantway, College Discovery open source/open content (OS/OC), Mathematics supplemental education 1.4.3 Innovation in Reading and

Writing Education: Supplemental Instruction Initiative, Writing Intensive/ WAC (PMP)

1.4.1 Project Design to be Finalized: Implementation, retention, graduation, jobs, salaries, and employment

1.4.2 Outcome evaluation: restructuring, Pass rates, WU rates, Retention, Graduation, student surveys

1.4.3 Outcome evaluation: Pass rates, WU rates, Retention, Graduation

1.4.1 START: Proposal rev. Spr 2013

1.4.3 START: Evaluated S12, S13

1.4.1

Facilitators Dewprashad and Jenkins, Acad. Affairs

1.4.2 SVP Bragg, Chair Han

1.4.3 SVP Bragg, Chair Brookes

1.4.1

1.4.2 Expand Quantway based on pass rates

1.4.3 Expand SI, shared data

1.5 Recognize

excellence in

scholarship, creative

work and pedagogical

research.

1.5.1 Faculty Research

Initiative: Presidential Scholars Program, new Director of Research to be hired, Undergraduate Research Pipeline, Presidential lecture series

1.5.1 Pilot Recruitment, participation, research outcomes

1.5.1 START:

Fall 2012 1.5.1 President, Dean Montanez, Dean Gillespie

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DRAFT 5.15.13

3 Strategic Priority 2: Student Success and Retention

Goal: Support a learning environment and culture that promotes student success

Objective Strategic Approach to

the Objective (Action

Plans/ Strategic

Projects)

Suggested Key

Indicators (Measurable

Outcomes)

Timeline Key

Individuals,

Contacts

“Closing the

Loop”

changes

2.1 Provide comprehensive

and cohesive student

services that maximize

each student’s chance for

academic success

2.1.1 Multi-media Advisement Initiative: Academic

Advisement and Transfer Center, College Discovery, Scholarship Office, GPS (PMP) 2.1.2 Co-Curricular Transcript evaluation (PMP)

2.1.3 Liberal Arts

Developmental Advisement initiative (PMP)

2.1.4 BMCC Honors Program

2.1.1 Student survey evaluation/ comments, successful transfer, reduced WU

2.1.2 Student participation, college requests

2.1.3 Student participation, retention rates

2.1.4 Planning, pilot and implementation, process and outcome evaluation

2.1.1 START: 2010

2.1.2 START: Fall 2011 2.1.3 START: Fall 2009? 2.1.4 START:

2.1.1 Academic Affairs, Student Affairs

2.1.2 Student Affairs

2.1.3 Dean Wong 2.1.3. Dean Wong

2.1.1

Expanded GPS

2.1.2 2.1.3 Expanding program 2.1.3.

2.2. Provide timely and

appropriate guidance for

all students, with

emphasis on freshmen

2.2.1 Freshman Learning Academies (SSS T1)

2.2.2 Early Alert and Early Action (SSS T2)

2.2.1 Increased cohorts, Pass rates, WU rates, Retention, Graduation, Surveys

2.2.2 Project Design in progress, process exercises. Proposal revised S13

2.2.1 START: F12

2.2.2 START: Joint

planning S13

2.2.1 Deans Hutmaker, Gillespie

2.2.2 Facilitator: Dir. Hansel, Acad Aff, Student Aff

2.2.1 Expand the program, vary the model components

2.2.2

2.3. Develop, implement

and maintain a

comprehensive enrollment

management process

2.3.1 Enrollment Management Targeted Task Force (BARFIT): GPS, Hobson’s, START,

Immersion, Testing,

International Student Center

(PMP)

2.3.1 Enrollment targets met, enrollment in basic skills programs, student evaluation of services

2.3.1 START:

Ongoing 2.3.1 VPs Craig and Bragg 2.3.1 Met targets, expanded GPS, Intl.

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DRAFT 5.15.13

4 Objective Strategic Approach to

the Objective (Action

Plans/ Strategic

Projects)

Suggested Key

Indicators (Measurable

Outcomes)

Timeline Key

Individuals,

Contacts

“Closing the

Loop”

changes

2.4. Identify barriers to

student success and

implement strategies to

remove them

2.4.1 BMCC Momentum Study (PMP)

2.4.2 BMCC Student Experience annual Survey (PMP)

2.4.1 dashboard reports, targeted interventions, graduation

2.4.2 annual implementation, data sharing, strategic changes, Student evaluations/ comments

2.4.1 START: Fall 2012 2.4.2 START:

2.4.1 Director Hansel, Dean Delgado 2.4.2 Dean Delgado

2.4.2

2.4.2 Space, cafeteria, printing, computer and lab access

2.5. Enhance the cultural,

social and recreational life

of the college (and the)

community

2.5.1 Global Citizens Project: Implement 180 GI Course sections; Implement Global Studies FLA

2.5.2 Fiterman Hall Art Gallery launch, exhibitions, collection, events

2.5.3 Community Center Cultural Partnerships: Poet’s House, Anne Frank Center, Metropolitan Opera, Second Stage

2.5.1 Reach 4,600

students with GI courses by Jan 2015. Improve retention Global Studies FLA

2.5.2 Planning, Launch, program evaluation, revenue 2.5.3 Program evaluation, partner’s evaluation, attendance

2.5.1 START GI course design F13

2.5.2 START: Fall 2012 2.5.3 START: Fall 2010

2.5.1 Dean Gillespie, Dean Montanez 2.5.2 President, VP Development 2.5.3 President, VP Development Academic Affairs

2.5.1

2.5.2

2.5.3 Expand joint activities

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DRAFT 5.15.13

5 Strategic Priority 3: Organizational Effectiveness and Institutional Accountability

Goal: Achieve greater institutional effectiveness and accountability through effective governance and ongoing

planning and assessment

Objective

Possible Strategic Approach

to the Objective

Suggested Key

Indicators

Timeline Key

Individuals,

Contacts

“Closing the

Loop”

changes

3.1 Improve the

mechanisms for

allocating resources to

programs and operations

that support the college’s

strategic priorities

3.1.1 Collaborative Improvement Model and Strategic Planning: Collaborative Improvement Council (PMP, MSCHE) 3.1.2 Rigorous Program Evaluation Initiative, BMCC Research Briefs (PMP)

3.1.1 Faculty, staff and student participation, targeted strategic initiatives, Fac/staff evaluations

3.1.2 Research briefs designed, data shared, policies informed, student success

3.1.1 START: Spring 2010

3.1.1 President’s Cabinet, Dean Delgado 3.1.2 Dean Delgado, IR

3.1.1

Implemented Work Teams, S.Plan matrix 3.1.2 Validate initiatives, scale up: FLA, SI, WAC

3.2. Insure open,

accessible, prompt and

impartial processes for

addressing and resolving

student, faculty and staff

issues

3.2.1 BMCC Student Experience annual Survey (PMP)

3.2.2 BMCC Faculty and Staff annual Survey (PMP)

3.2.3 BMCC Staff and Faculty

Communication and

Development Initiative (SIS T1)

3.2.1 Response rate, reporting, strategic response

3.2.2 Response rate, reporting, strategic response

3.2.3 Design needed

3.2.3 TBD

3.2.1 IR, Dean Delgado

3.2.2 IR, Dean Delgado

3.2.3 Facilitator Volpe, Dean Delgado

3.2.1 Space, cafeteria, printing, access to computers 3.2.2 Space, cafeteria, information

3.2.3

3.3. Enhance

opportunities for

technological training and

professional development

for faculty and staff

3.3.1 Web, online and E-learning Improvement and Enhancement (SIS T2)

3.3.2 BMCC Staff and Faculty Communication and

Development Initiative (SIS T1)

3.3.1 Hire VP of Technology (CIO), Technology Plan

3.3.2 Design needed (?)

3.3.1 START: Fall 2012

3.3.2 TBD

3.3.1 Facilitator

3.3.2 Facilitator Volpe, Dean Delgado

3.3.1 Continue Search

(6)

DRAFT 5.15.13

6 Objective

Possible Strategic Approach

to the Objective

Suggested Key

Indicators

Timeline Key

Individuals,

Contacts

“Closing the

Loop”

changes

3.5. Develop more

effective space

management tools

3.5.1 Scheduling Solution Initiative: Virtual Desktop Initiative, best practices (PMP) 3.5.2 BMCC Facilities Plan (MSCHE)

3.5.1

3.5.2 Enrollment projections submitted, CUNY plan drafted and approved

3.5.1

3.5.1 VP Anderson 3.5.2 VP Anderson

3.5.1

3.5.2 Enrollment projections submitted F12

(7)

DRAFT 5.15.13

7 Strategic Priority 4: Community Engagement and Economic Development

Goal: Enhance college visibility and enhance stakeholder participation

Objective

Possible Strategic Approach

to the Objective

Suggested Key

Indicators

Timeline Key

Individuals,

Contacts

“Closing

the Loop”

changes

4.1. Develop strategic

partnerships with the

public and private

sectors

4.1.1 ACE Initiatives: Health Information Technology workforce grant, Screen Actors Guild, Port Authority workforce training, Per Scholas “Project Scale”,

4.1.2.New York Alliance for Careers in Healthcare (NYACH), Community Health Care Association of NY State (CHCANYS), Lehman and BMCC ACE Certification for Medical Assistant training

4.1.1 Program

evaluation, individuals served, certified, employed

4.1.2 Launch, Program evaluation, individuals served, certified, employed

4.1.2. START: June 2013

4.1.1 Dean Gupta

4.1.2. Dean Gupta

4.1.1 Dean Gupta

4.1.2. Dean Gupta

4.2. Strengthen and

broaden the connections

between the college,

NYC public high schools

and other constituencies.

4.2.1 College Now: Increased student participation, school partnerships

4.2.2 Manhattan Educational Opportunity Center (MEOC) GED Initiative: expand courses, Job-readiness training framework partnerships, internships, employment placements

4.2.1 Program

evaluation, individuals served, certified, employed 4.2.2 Program evaluation, individuals served, in college, employed

4.2.1 START: Ongoing

4.2.2. START: Fall 2012

4.2.1 Dean Gillespie, VP Craig

4.2.1 Director Graham, MEOC

4.2.1 Expand program, joint planning 4.2.1

4.3. Improve marketing

efforts to address college

and community needs

4.3.1 BMCC Conference Center

4.3.2 BMCC Welcome Center(?)

4.3.1 Program evaluation, planning, implementation, revenue

4.3.2 Program evaluation, individuals served, in college, referred

4.3.2. START: Fall 2012?

4.3.1 President, VP Development

4.3.2 Student Affairs

4.3.1

(8)

DRAFT 5.15.13

8 Objective

Possible Strategic Approach

to the Objective

Suggested Key

Indicators

Timeline Key

Individuals,

Contacts

“Closing

the Loop”

changes

4.4. Provide greater

opportunities for

student, faculty and staff

to engage with the local

community (and the

World Community)

4.4.1 BMCC Sustainability Plan

4.4.2 Global Citizens Project: Bridging Cultures Regional Symposium

4.4.1 Event Evaluation, Program evaluation, student and faculty evaluations

4.4.2 Engage 50 faculty from other colleges. Event Evaluation, Program evaluation, student and faculty

evaluations

4.4.1 START: spring 2010, Ongoing 4.4.2. START: Fall 2013, reach 50 faculty by Aug. 2015

4.4.1 VP Anderson, Dean Delgado

4.4.2 Deans Gillespie and Montanez

4.4.1 Continued Events, Expanded 4.4.2

4.5. Increase alumni

support and participation

in the life of the college

4.5.1 Alumni Outreach and Engagement Initiative (?)

4.5.1 Planning, pilot, implementation

4.5.2. START: Fall 2012

4.5.1 VP of