Office of Institutional Effectiveness


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Office of Institutional Effectiveness

  1. 1. Institutional Effectiveness Annual Report-FY2006 Office of Institutional Effectiveness Institutional Effectiveness Design Assessment of Ongoing Performance Key Key Performance Performance Indicators Outcomes Targets (Data) Assessment Assessment used to institute Process Improvement. Assessment of Initiatives Strategic President’s Reports on Initiatives Strategic Initiatives Assessment Initiatives Matrix (5-year goals) Matrix Used to Evaluate Initiatives and/or Implementation Processes Institutional Effectiveness Plan Institutional Effectiveness at Ocean County College is measured in four primary ways, through: (1) effective integrated planning, (2) comprehensive and regular assessment of planning goals and outcomes, (3) institutionalized approaches to process improvement, and (4) data based reporting practices. The college has identified eight key performance targets by which to classify the major indicators of overall effectiveness. These are: 1
  2. 2.  Student Learning  Student Success  Attitudinal Climate  Workforce Conditions  Workplace Environment  Resources Development and Management  Institutional Leadership  External Benchmarks For each of these targets, key performance indicators have been developed and relevant data is regularly collected and posted on the college web site for the use of the college’s leadership to assess these aspects of ongoing institutional performance. The college has identified seven strategic initiatives (2005-2010) designed to focus on improvements within the key performance targets. These are:  Educational excellence that embraces quality teaching, new presentation modes, programs to develop intentional learners, and rigorous educational assessment used to improve teaching and learning;  The creation of a campus culture in which students can thrive and reach their fullest potential by receiving increased access to technological support, improved advising and transfer services, the full benefits of financial aid, retention services, and a comprehensive selection of co-curricular activities;  Advancement, partnering, and outreach, whereby the college seeks mutually beneficial connections and associations that promote its mission, its programs, and its culture of collaboration;  Enhanced facilities and technology that support exceptional teaching and learning, institutional growth, and overall institutional effectiveness;  Planning and assessment that are linked to resource management and institutional effectiveness;  Human resource development through the continuation of best practices in hiring, bargaining, and conflict resolution and in the continued expansion of employee development and training programs;  Continued development of varied events, programs and facilities that engage students and community members in rewarding athletic, artistic, cultural and service-oriented activities. 1. Integrated Planning The college has three major planning processes upon which it relies to establish the goals that drive institutional growth and development. Strategic Planning is the development of the five-year strategic initiatives that define the college’s focus in improving its services to students based on its institutional mission. These initiatives are derived from the college’s culture statements—Vision, Values and Mission—and reflect the major directions the college wishes to pursue in clearly defining and providing its curricular, co-curricular and community offerings to its large and diverse student population. These initiatives are reviewed and assessed annually. They also form the basis for the college’s master plans and the departmental planning and budgeting process. Master Plans are developed by those targeted major divisions of the college which stand to benefit from long-range planning. Currently, the college has three master plans—Academic, Technology, and Facilities. Each of these plans expands upon one or more of the strategic 2
  3. 3. initiatives and provides goals, tasks, timelines and responsible persons for implementing each goal. Annual Departmental Plans are developed by each of the college’s forty-five budget managers in order to implement the college’s initiatives and master plans on a year-to-year basis and to facilitate the needed funding. Departmental plans and budget requests are reviewed at the division level and then prioritized by the college’s Planning and Budgeting Council (PBC) for recommendation to the President and his leadership team. 2. Assessment of Planning Goals/Outcomes The college reviews the effectiveness of its goals/outcomes in four major ways: The Key Performance Indicators are used to measure how well the college is addressing its key performance targets. In particular, the Master Plan Accountability Reports identify all planning objectives from each divisional Master Plan due to be completed within a given fiscal year and report on the status of their completion. The report is used annually by the appropriate Vice President to review and revise the Master Plan in his/her division. In addition, dozens of additional performance indicators, large and small, are developed, updated, and posted to the IE web site for review and evaluation. (See The Strategic Initiatives Assessment Matrix identifies all new projects directly linked to the President’s Strategic Initiatives and provides regular updates regarding progress and completion (see Appendix 1). The Departmental Planning Documents include a section that asks each budget manager to report on the status of each of the goals initiated two years prior to the current cycle and to report on the status and effectiveness of each of these goals. In addition, all Vice Presidents are asked to identify the relationship between the major initiatives in their divisions and the relevant Characteristics of Excellence standards defined by the Middle States Commission on Higher Education (see Appendix 2). Progress Reports on the Recommendations of External Accrediting Agents are developed in response to all reports, when applicable (see Appendix 3). 3. Approaches to Process Improvement The college has adopted three main approaches to process improvements. Once a target of opportunity is discovered, through an appraisal of the assessment documents (see above) or through some operational dysfunction, one of the following approaches is taken: Local process improvement action is initiated and pursued on the departmental level. Professional development training is available through campus workshops on the use of process mapping and analysis and many departments have found this a useful approach to problem solving. This process suggests the establishment of small departmental teams to investigate the existing process and develop solution strategies. Institutional Process Improvement is directed by the Office of Institutional Effectiveness (OIE) when targets of opportunities span more than one department or when departmental approaches have been unable to produce a viable solution. The OIE establishes teams of no more than twelve individuals comprised of stakeholders and neutral parties with relevant expertise to map the existing process and develop process improvement statements. These teams are conceived 3
  4. 4. to be short-term action groups that meet frequently until an agreeable plan for improvement is reached by consensus. In 2006, three such teams met to propose improvements the hiring policy, the schedule of classes, and campus civility. (See Appendix 4.) External Consultants are called in when the targets of opportunity prove to be too extensive or require special expertise for local teams to analyze and, in some cases, improve. The latter situation might indicate the need for a temporary specialist to be hired to work out the details of the solution strategies. 4. Data Based Reporting Practices The Office of Institutional Research (IR) regularly collects and reports on quantifiable data with regard to student information (enrollment, student demographics, credit hours, degrees granted, graduation rates, class size, high school demographics, placement, and professional education), staff information (tables of organization, faculty demographics, and full-time and part-time ratios), course information (academic program codes, average class size/academic majors), facilities information (building codes, building floor plans, space inventories, space analysis, statement of facilities values) and miscellaneous information on pertinent county demographics and financial circumstances. This information is updated regularly and retained in the college’s Fact Book which is available in print and on line for ready access. IR provides this information to external agencies who require it. IR also provides data to all college departments seeking specific studies and in collaboration with OIE, develops local web-based surveys for campus use. In addition, the Assistant Vice President for Learning Assessment (AVPLA) collects and publishes data relevant to the college’s six-part Plan for Learning Outcomes Assessment. This data is reviewed by the Academic Council (the Vice President for Academic Affairs and all college academic Deans and coordinators) and by college’s Committee on Learning Assessment on a monthly basis. It is also posted to the Institutional Effectiveness web site for ready access by all college divisions. Findings: FY 2006 It is clear that the college is moving strongly toward recognition of itself as a “culture of assessment.” Individuals and departments incorporate assessment modules into all planning efforts—viewing timelines, responsible parties and expected outcomes and measures as routine parts of planning conversations. This awareness is strong evidence that the campus community has made an overt commitment to institutional effectiveness through planning and assessment. After a comprehensive review of all Master Plans, Strategic Initiatives, Key Performance Indicator data, and Process Improvement outcomes, the following significant findings are recommended for your attention: Strengths/Observations/Recommendations/Suggestions Student Learning • The Academic Master Plan has completed or has in progress 16 of its 25 initiatives while 5 have not been started and 4 others have been withdrawn or placed on hold. It is recommended that a new Academic Master Plan Task Force be convened in FA 06 to review, revise and update the current plan. 4
  5. 5. • The Community College Survey of Student Engagement (CCSSE) administered in 2006 at Ocean County College shows no significant improvements from the 2004 survey and some actual slippage in certain categories. We should be concerned that our students score significantly lower than the student sample (249, 548 students tested) in their satisfaction with active and collaborative learning, with the academic effort required of them (too little), and with institutional support provided for learners. It is recommended that these issues be addressed in the development of a new Academic Master Plan and be monitored through the next administration of the CCSSE instrument. • The program for the Assessment of Student Learning has been fully developed, documented and implemented. It is a very comprehensive and effective program, highly commendable. It is strongly recommended that the outcomes data from the various assessment instruments be actively used for the improvement of programs, teaching, and learning in ways that are visible and can be measured in the next assessment cycle. • For the past 12 semesters, the average class size has been an average of 21 students (low 18.9; high 22.7). It is recommended that measures be developed to attempt to increase and stabilize the average class size. • The Grade Point Averages of graduating students are rising (from 3.02 in 2002 to 3.11 in 2006). Compared to the GPAs for first year students (2.5) and considering negative outcomes seen in the learning assessment process, this disconnect between grades and student achievement bears watching. It is suggested that this disconnect be followed for further evidence of “grade inflation.” • The Presidential initiative for curricular transformation has ended since the PEW Grant did not prove to be conducive to the learning needs of our students. Since that time, no major projects examining OSOL, mediated learning, service learning, interdisciplinary courses/programs, or any other major transformational strategies have been undertaken. It is suggested that options for curricular transformation be seriously addressed in the Academic Master Plan. Student Success • Improvements in the student advising process to respond to findings of student dissatisfaction in the 2004 Self-Study and student surveys (Noel Levitz, CCSSE) have been undertaken (see Appendix 2, Student Affairs, p. 21-22). It is recommended that a survey instrument be developed to gauge the degree to which student satisfaction with advising has improved (or that this information be extracted from the SSAS for evaluation). • The development of virtual student services with the ultimate goal of creating a seamless enrollment process has been progressing since the reorganization of the Student Affairs Division (2005-07). It is recommended that an updated version the reorganization plan with timelines, responsible persons, target dates, and completed objectives be shared again with the college community during FY 07, for information. • The development of a new class schedule for FY 07 that implements a 75-minute class hour across the schedule and classes across the week was proposed by a Task Force on Class Scheduling in February of 2006. It is recommended that a final decision about this schedule be reached early in the fall 06 semester and that a college-wide orientation process begin shortly thereafter, 5
  6. 6. • Graduation rates at OCC are gradually dwindling (in 1999, 33.2% after five years; in 2003, 25.9% after five years). There are numerous reasons why degree-seeking students do not persist to graduation. It is suggested, however, that interest in this topic continue and that the numbers continue to be monitored. • Improved financial aid services have generated not only a more efficient user-friendly environment for students, but have produced a 63% increase in funds distributed (FY 03-FY 06) during a period when enrollments increased 16.4%. This constitutes an outstanding standard of excellence for which the entire department is to be highly commended. There are no recommendations or suggestions. Workforce Conditions • The semi-annual AA/EEO hiring report shows that of the 24 positions filled for the first half of FY 06, 45.8% were minorities and females. This is an excellent outcome which is highly commended. There are no recommendations or suggestions. • The annual Clery Report on Campus Safety shows very few incidents and only one minor crime for the current academic year. This is an excellent outcome which is highly commended. There are no recommendations or suggestions. • The bargaining process is approaching a successful conclusion during a year when all five collective bargaining agreements were set to expire. The Negotiating Team for the College and those for each of the bargaining units are to be congratulated and commended for overseeing the process, and, in most instances, bringing each process to a successful conclusion. The College is to be particularly commended for its attempts to insure a civil environment for future negotiation. There are no recommendations or suggestions. Workplace Environment • The Office of Facilities Engineering and Operations (OFEO) issues monthly Project Status Reports on current capital construction projects, future capital construction projects, capital improvement projects, capital renewal projects, and deferred maintenance projects. These are comprehensive and up-to-date snapshots of the college’s physical plant projects, highly informing. The OFEO is to be highly commended for the breadth and scope of these reports. No recommendations or suggestions. • The college out sources many services that represent cost savings and increased efficiencies for certain college services. The 2004 college self-study recommended that some sort of evaluative procedure or oversight committee for outsourcing be established. It is suggested that a process improvement team examine the area of outsourcing and make a report to the President and the Vice President of Finance. Resource Development and Management • The Divisional Planning documents employed a new format this year including three specific outcomes assessment components: assessments based on previous divisional planning documents, on the President’s Strategic Initiatives, and on the characteristics of excellence from the Middle States Association of Colleges and Schools as they are 6
  7. 7. applicable to each division’s mission. The results were mixed, with only some divisions responding as outlined. It is suggested that the co-Chairs of the PBC meet with individual division Vice Presidents, as needed, prior to the next planning cycle. • In general, it has been the objective of the Financial Affairs division to create a college culture committed to productivity—cost effectiveness and careful resource management (as well as continuous efforts to expand resource development). The division is to be highly commended for its own efforts along these lines in multiple areas of the college and for its continuing efforts to engage the entire college community in positive resource management behaviors. There are no recommendations or suggestions. • The college currently has $3.5 million dollars in active grants. When one notes, however, that of this total, $2.37 million is for the BBNEP, $ 476,000 is Perkins money, and $119,000 is the long-standing grant for the Pass Program, the remaining total is only $535,000. It is therefore suggested that we take a more aggressive posture in grant development and applications. • It should be noted that the Ocean County College Foundation recently came under the college’s umbrella with a direct institutional association with the College Advancement Division. These closer ties should be most beneficial in the area of resource development and both the college and the foundation staff are to be commended for the creative thinking and creative collaborations that allowed this merger to happen. There are no suggestions or recommendations. Institutional Leadership • Initiated by the college’s Board of Trustees, a college-wide effort to articulate and educate the campus on the need for increased campus civility was successfully launched in the SP 06 semester. A web page that defines civil behavior as well as identifying civility counselors, civility events and links to other civility web sites has been developed and added to the OCC web site. The topic will continue to be actively investigated and employee training opportunities will continue to be offered. It is recommended that civility activities be continued and a resource group be made a permanent part of the college’s organizational structure. • The President, Dr. Larson, continues to engage in leadership team-building activities including, but not limited to, the President’s Leadership Team, the President’s Advisory Council, weekly luncheon meetings with faculty and staff, development of the Dean’s Academy, visits to departmental meetings, involvement with Trustee’s Retreats, and countless other activities that espouse the college’s vision of a collaborative leadership style. The President is to be highly commended for his energy in pursuing these initiatives. There are no suggestions or recommendations. • The President, Dr. Larson and the Executive Vice President, Dr. Judith Icklan, continue to pursue meaningful educational and community partnerships for Ocean County College. They are to be highly commended for recent efforts to establish a southern campus for Kean University at Ocean County College, enabling our county students to have access to public education through the baccalaureate and beyond. There are no suggestions or recommendations External Benchmarks • This past year the division for College Advancement was reorganized to include the College Foundation in addition to College Relations, Grants, Marketing, and Alumni. The 7
  8. 8. reorganization can be said to now be complete and the division is to be commended for the very efficient and timely conversions they have made. There are no suggestions or recommendations. APPENDIX I: Strategic Initiatives Assessment Matrix (SIAM) OCEAN COUNTY COLLEGE Strategic Initiatives Assessment Matrix STATUS: SP 06 Strategic Strategic Performance Assessment Measure Expected Initiatives, Indicators Indicators E=Exceeded Goal Outcomes 2005-10 S=Satisfied Goal IP=In Progress NA=Needs attention 1. Educational Quality teaching Curricular Acquisition of PEW To develop a new Excellence and the use of Transformation Grant FA 2004 to delivery mode that innovative transform PSYC 172. maintains or programs and Program discontinued, increases student pedagogies FA 2005; success while ___________ reducing Not conducive to OCC cost/student. curriculum. ____________ Outcomes not applicable. Classroom IP: Classroom To extend classroom Technology technology under access to learning evaluation by Tech technologies to Committee for 05-06 improve student upgrades. performance Program S: Nurse Paralegal To extend career Development Program, Computer program offerings Science Curriculum that respond to Redesign, Digital Mass employment needs in Media, Interpreter the community and Training, Biotechnology, the region Aviation Program, Extended International Studies Program, Center for Genocide and Holocaust Peace Studies. Rigorous Revision of Student IP: Revision of course To use data to help Learning Outcomes assessment measures improve teaching, Assessment Assessment Plan SP-05-FA 06, SP 06; learning. authored local OCC Gen Ed assessment measures FA-05 and SP 06; revision of Program 8
  9. 9. Assessment format and reporting lines. S: Using outcome To use data to help assessment measures improve teaching- for 45 core courses, SP learning 05 FA 05, SP 06 Student Use of Surveys S: Survey Schedule To use data to help Feedback Developed FA 04; local improve teaching- web-based survey learning capability acquired SP 05; CCSSE administered SP 06. 2. A campus Student Reasonable levels S: AY 04-05 shows To collect longitudinal culture in which Participation of participation in 2510 students (31%) data to evaluate the all students can scheduled activities engaged in college- student activity achieve their sponsored activities. schedule. potential. Improved Measurable S: Outside consultant To increase the student support Improvements in report and number of students services in Financial Aid departmental served, dollars Financial Aid reorganization, FY 05; delivered, and and Student improved efficiency in increase efficiency in Advising awards and reporting turn-around and practices; annual reporting times. outcomes database articulated for longitudinal assessment; $7 million increase in distribution. Measurable IP: Data pending To provide accessible Improvements in completion of advising information Advising Student Affairs (SA) for all students Reorganization, FA according to their 05-SP 07; new VP of needs. SA sought SU 06. Technological Improvements in IP: Students can now To transfer as many Access to technological apply and register and, routine tasks as Student assistance in in limited instances, pay possible to web- Services admissions, on line as of SP 05; based technology to registration, and Web Advisor available provide speed and transfer for grades and some efficiency for opportunities advising information; NJ students. Transfer available for Transfer Counseling; Freshman student orientations started earlier with more greater use of online applications. Student Success Transfer and IP: Data for transfer To use transfer and Employment and employment is hard employment data for to retrieve; we are program investigating better improvement means to assess outcomes in these areas. Student Use of Survey IP: We are developing To use data for 9
  10. 10. Satisfaction Measures web-based surveys to program determine student improvement satisfaction with the orientation and registration processes. 3. Linkages with Business and S: Entrepreneur To achieve the Advancement, community Government/ Certificate Program; college’s mission to Partnering, and services Agency Monmouth-Ocean SBDC be responsive to local Outreach agencies, Partnerships serves ca. 600 new programs and business, and clients annually and workforce training government assists in obtaining needs. $6million in loans; CBET training for municipalities; college houses Barnegat Bay Estuary Program; Ocean County Library Partnership for SEC under development; new linkage with OCC Foundation Collaborative Educational E: Undergrad. and To expand the partnerships Partners graduate courses on college’s educational with colleges, OCC site (FDU, NJCU); offerings through universities, and articulated on site AB partnerships with area schools. degree available from other educational Kean U. ; Ocean County institutions. Tech Prep Consortium; OCVTS MATES shared Building at SEC; increased enrollments in Jump Start (early admissions) Commitment to Off-campus courses E: In AY 03-04, 5,878 In our large county, Student Access and southern students took classes to provide campus off the main campus. geographical proximity to OCC for all regions of the county Enrichment Senior Programs S: The Academy for To provide integrated opportunities for and Events Lifelong Learning (ALL) programs for this the senior has approximately 1400 large, homogeneous population members and offers segment of our 50+ classes each county’s population. semester; CPE runs Senior Ventures, Senior Scholars, and the Senior Citizen Arts Festival. Continuing Diversified E: OSR teacher To provide teacher educational Educational professional training and opportunities for Programming development; CPE 60+ professional professional programs leading to development for the development, local, state and national needs of county advancement, certifications or re- educators retraining, and certifications; a personal growth vocational-recreational children’s program. 10
  11. 11. Accessible Wide-ranging E: Over 1000 To continue serving cultural cultural planetarium shows; as a mediating programs for opportunities Planetarium activities cultural resource for the community suspended FA 06 all segments of the and area pending new funding county’s population schools source(s) from (as we are 60+ miles anonymous donor distant from the enabling equipment closest large urban and operational funding centers). needed to maintain the facility; Frankenstein exhibit FA 05 from ALA Grant; successful theater, orchestra, chorus, and art gallery offerings; partnership with the Garden State Philharmonic Revenue Grants IP: In excess of $1 To expand college Enhancement million in grants on revenues, offerings for the College 04-05; in excess of $3.5 and services with million in 05-06; grant funding reorganization of Grants process completed by a Process Improvement Team, SP 05.; leave of absence for Grant Director (FA05) has slowed down new initiatives in this area; new grants coordination appointed—first annual report shows a 2.5 million dollar increase in FY 06. Other Revenue S: Sovereign Bank To enhance the contributes $25,000 to college’s revenue ALL; $50,000 to stream. Foundation; Rotary and Deborah provide sponsorship monies; revenues produced by college partnerships and off-campus enterprises that also increase FTE funding; OCC Foundation and the Office of College Advancement (The Heritage Fund) also seek external, non- tuition, supporting revenues; $2.6 million to Planetarium; A-Cat sailboat contributed to college sailing program as well as private donations in excess of 11
  12. 12. $1/2 million dollars. 4. State of the Facilities Facilities Master E: Parking Lot To be guided by the Art Facilities maintenance Plan (FMP) enlargement college’s FMP to and and Outcomes completed; Admin Bldg. attempt to balance Technological new/improved Renovations completed; the need for ongoing Support facilities Furniture Replacement maintenance and for Russell Bldg. new facilities within completed; budget restraints to New Tech Bldg. support the mission opened; new Receiving of the college. Bldg. opened; TV studio completed; architectural design for FA Building renovations near completion (SP 06); ongoing maintenance projects on or near schedule. Campus Technology Master S: Tech Master Plan To be guided by the Technology Plan (TMP) review shows all college’s TMP in the Design; Outcomes projects in progress or development of Computer completed administrative and Replacement IP: Computer academic networks. Plan replacement plan in progress—some delays due to other campus renovation in progress. Outsourcing IT Support from S: Services reflect To provide IT Collegis-Sungard contract requirement management and upgrades. support services for IP: Departmental the college at satisfaction surveys for reasonable cost. IT developed and results used for future planning. Travelocity; Print IP: Ongoing To provide Services; Food assessment continues appropriate services Management to determine the level for the college at Services; Custodial of service and cost reasonable cost. Services effectiveness provided by all outsourced services. Strategic Alliances with the S: Alliances with Ocean To seek partnerships Partnerships county and private County for road repair with public and business to and parking lot private entities where contribute construction; there is support for assistance with OCVTS/Mates project college initiatives or college facilities for new building at the cost-sharing potential SEC; corporate support for Tech Bldg. equipment; private contributions for the OCC sailing club and future Marine Learning Center; county funds for TV studio management; partnerships in new 12
  13. 13. Classroom construction; community partnerships sought for Planetarium SP 06. 5. Planning and Open, Annual S: All 07 plans To link departmental Assessment institution-wide departmental submitted on time; assessment to the planning and planning and planning hearings held; development of budgeting budgeting process 07 plans posted to annual operating process. college’s web site. FY plans 07; FY 08 planning documents reviewed through 5/15/06. Planning and S: FY 07 budget To use the PBC to Budgeting Council hearings completed prioritize budget (PBC) makes December 05; all recommendations budget requests prioritized and with oversights recommendations submitted to President, designed to ensure to President PLT, Winter 2005-06. fair and equitable Document used for distribution of college assistance with pending resources. budget cuts due to state funding reductions but 60% of all original new money requests currently approved. Resource Resource analysis S: Ongoing scrutiny of To create an Management reports; audits. operational expense has environment of resulted in measured continuing cost savings for the college assessment and in mailing, color resource analysis in copying, supply order to develop vendors, off-campus new, more cost- printing, and travel effective fiscal vendors. procedures. Institutional Development of S: First Annual To create an Effectiveness Four-Part Institutional environment of Effectiveness Plan: Effectiveness Report assessment in which Planning, (Summer 2005) awareness is Assessment, available to college developed within Process community; six Process every college division Improvement, and Improvement Teams of the value of the Data-Based issue final reports on: planning-assessment- Reporting Practices scheduling, class improvement cancellation, enrollment paradigm. managements, grants, search/hiring policies and retention. (SP05- SP06); College-Wide Task force presents proposal for new class schedule, for FA 07 (W 06). Process Improvement Team on Campus Civility established in SP 06; Civility Web Page completed. 13
  14. 14. 6.Human Assessment of Ongoing reviews of S: All open positions To maintain staffing Resource Hiring Needs open positions and filled by 6/1/05; new needed to maintain Development need for new positions filled through and enhance the positions. lateral transfers to college’s achievement support reorganizations of it mission and its in Finance, College new initiatives Advancement, and (2005-10) Student Affairs (Summer 05). S: New Director of Human Resources hired SP 05; all new positions currently frozen due to cut in state aid (FA 06). Bargaining Maintenance of IP: Negotiations began To provide fair and Agreements negotiated with all five bargaining equitable terms and agreements for five units in October 05 for conditions of bargaining units on successor agreements. employment and campus. No settlements as of reasonable wage and 4/20/06. Two benefits packages for settlements as of all bargaining units. 7/25/06. Grievance Adherence and IP: Multiple grievances To provide due Resolutions responsiveness to in progress since FA 05; process for all the grievance two sent to PERC and employees in the procedures in each agreement to negotiate solution of internal master agreement a settlement was disagreements with and/or in college reached. New person regard to contract or policy hired to hear grievances college policy as Presidential appointee. Employee Regular schedule of E: College To provide Development campus training Management Inst. opportunities for and Training workshops; funding offered a wide range of training that ensures available for off- excellent on-campus the needed job skills campus workshops in office and for professional professional management skills with excellence and development an excellent attendance fulfillment of the record for employees college’s mission and (more than 500 initiatives employees in attendance AY 04-05; SP 06). Civility Team schedules or announces various campus-wide events with civility implications. 7. Co-Curricular Commitment to Regular schedule of E: Data and To fulfill the college’s Programs and Student Needs programs, events commentary for this mission to enhance Events and and campus initiative are embedded curricular offerings Designed for Development institutes designed within items #2 and and reach out to the Students and to respond to #3, above. The college needs of the Community Commitment to student needs and continues to schedule, community Community community on a regular basis: Needs and enrichment. theater presentations, Enrichment musical events, children’s shows, planetarium offerings, 14
  15. 15. art shows, lectures, events related to Black History Month, Women’s History Month, National Poetry Month; offerings by the Institute for Peace, Holocaust and Genocide Institute, travel/ study abroad opportunities, cultural exhibits, et. al. APPENDIX 2: Departmental Planning Documents, Assessment Summaries 1. Academic Affairs OBJECTIVES STATUS/REASONS ASSESSMENT IMPACT ON FY08 Develop a continuing Accomplished: We have Assessment data is being We are requesting system of curriculum implemented a continuing collected regularly and $10,000 in new money review system of course, the deans “close the loop” for FY 08 for the program, and curriculum to ensure that assessment Assistant Vice President review under the direction results relate to course of Assessment and of the Assistant Vice and program review and Curriculum for President for Assessment revision. assessment and and curriculum professional development activities Identify current practices We have made little We need to review the None 15
  16. 16. and initiate a program in progress other than initial objective and initiate a Writing Across the faculty meetings plan to implement the Curriculum” and Writing objective. to Learn” Develop learning Accomplished: We have There is little or no None communities, initiated learning interest in service interdisciplinary courses, communities courses in learning. We will remove team taught courses, statistics// philosophy, this from our objectives service learning music//literature, and opportunities and literature/film and we are capstone courses developing a capstone course in media studies. Ensure that college-level There was no significant We need to reassess the None. reading, writing, speaking, movement on this objective objective and develop research, and information realistic goals. literacy are incorporated in all courses as appropriate Provide experiential No movement on this We need to reassess the None learning objectives objective objective and develop realistic goals or remove it from our planning document . Collaborate with public Accomplished: We We need to ensure None school administration and initiated use of the HSPA annual meetings with the faculty scores as alternative OCC school district placement scores in curriculum supervisors association with the school districts Implement GED Testing Accomplished: GED Once the actual GED The GED testing at Ocean County College funding has been awarded testing program is program is fully funded (Feb., 2006). Staff has underway, we will be by the NJ Department of been trained and will able to assess its Labor through the implement program in effectiveness Ocean County WIB March, 2006. Initiate review of the No significant movement on The Dean of English and None Mathematics and English this objective Literature is initiating a programs: instructional review of the development methods, curriculum course structure with a design, student tracking view to reduce /consolidate developmental writing and reading courses into two combined reading/writing courses Initiate activities Accomplished: (1) We We need to review how The impact is unclear at sponsored by the OCC have initiated a China we can continue to this time Center for Peace, faculty exchange and will sustain these programs in Genocide and Holocaust bring in a Fulbright light of the budget Studies and the Office of scholar (2) We have a emergency International Education regular series of activities sponsored by the Center Review and systematize the No significant movement on We need to reassess its None current procedures for this objective relevance and either make awarding credit for prior progress or remove it as 16
  17. 17. life experience an objective. Create a culture of No movement on this We need to revisit this The impact is unclear at college-wide faculty objective objective and define the this time. professional development objective more carefully through a planned program relating to defined initiatives Create a system of No movement on this We need to revisit the The impact is unclear at incentives for individual objective outside of the objective and define it this time and departmental standard IDGs more carefully professional development activities Develop a faculty- No movement on this We need to revisit the None mentoring -faculty objective objective and develop a program plan or remove it as an objective Create an orientation Accomplished: We We need to revisit this The impact on the program and ongoing developed a regular series objective with particular budget is unclear at this professional development of orientations sessions attention to mentoring time. But a adjunct opportunities for adjunct for non-tenured faculty and evaluation of non- faculty program will cost and non-tenured faculty and developed a plan for tenured faculty about $30,000 FY 07 for adjunct faculty development Explore classroom Accomplished: We We need to look at None effectiveness techniques included classroom sustaining classroom assessment sessions in the assessment strategies as annual colloquia activities an integral of our continuing assessment project 2. College Advancement OBJECTIVES STATUS/REASONS ASSESSMENT IMPACT ON FY08 Fund expenses related Ongoing. Division created The division is up and This will be to the creation of a in July of 2005. running and making ongoing and more College Advancement tremendous progress in important than ever division. a very short period of as we try to find time. Reorganization creative ways to was a top priority for increase our the first year and we are resources in the now in the final stages face of a serious of that initiative. budget crisis. Progress is also evident on the implementation of fundraising software, the integration of the College Foundation into the division, and the initial success of our planned giving program. Support professional Completed for FY 06. This transition year This is always an development activities Several department provided many ongoing objective for the College members attended opportunities for staff and one that is very Relations team. discipline related to expand their important to the 17
  18. 18. conferences in the region. knowledge base and overall success of Other staff purchased job gain important skills. the division as a related books and attended whole. several webinars. We also sent two members of our area to the DUG conference this year. Publication support. Completed for FY 06. Publications are now This is an ongoing Although no new funding targeted, relevant, and objective as well. was granted to this more cost-effective. Publications are an objective, through an Response to new important part of assessment and feasibility designs and strategies our marketing review of current has been very positive strategy; however, publications the team from the campus it is important to identified tremendous cost community. note that we are savings that allowed us to always searching use our resources in a for ways we can much more effective use technology in manner. place of the printed document. In the long run, that will save dollars that can be allocated to other initiatives. 3. Economic and Workforce Development OBJECTIVES STATUS/REASONS ASSESSMENT IMPACT ON FY08 To maintain responsible Numerous examples— Economic data— At the divisional level, fiscal policies and *Career counselor *Permitted cost center to this remains the top procedures through absorbed into Student be closed down, filled priority. FY 08 continued divisional Affairs for resource vacancy in student affairs; continuation activities resource sharing and sharing; added possible revenue include *Assessment of effective outreach to *Planetarium/Physics *Released time adds all divisional cost centers external partners position; expertise w/out FT salary with special attention to *CBET does OCC *Requires no new FT the Planetarium employee training and employees; uses in-house *Development of development; expertise to meet needs additional online and off- *CPE Allied Health works *Online medical site Allied Health with credit Allied Health; terminology and related offerings items *Expansion of Kean *Kean partnership added *Kean paid for classroom programs to include new high demand academic renovations; revenue graduate and undergraduate and sharing agreement undergraduate degrees graduate programs To expand facilities at MATES building adds 5 Enrollment and Additional combined the SEC through science laboratories; class demographic data indicate SEC/MATES space will mutually beneficial and conference rooms; need for science classes to be scheduled for county partnerships dedicated OCC office support nursing, associate-level courses to marine/environmental increase pipeline to Kean science, criminal justice, degrees and to add CPE and general degree and ALL course offerings offerings in southern Ocean County To eliminate rental of Expansion of FA Center Economic data—rental CPE/ALL/CBET return to 150 Brick Blvd. to return 150 Brick to and maintenance campus expected in campus scheduled for expenses, duplicate spring 08. Instant 18
  19. 19. 2007-08; (construction operations, staff Enrollment will also be expected to have major fragmentation fully operational. Staffing impact on FA community and facility usage will be programming FY 08) reevaluated to avoid duplicate functions. To expand ALL Numerous partnerships *Membership data ALL is expected to be a programming (Sovereign, Verizon, *Sponsorship dollars major growth area for the Jewish Federation, adult *Event attendance division. Ocean County’s communities) provide free *Penetration of population is expected to or grant-supported programming into adult be the 6th most populous programs and locations communities county by 2012, with the 45-64 age group expected to grow the fastest (+42.2%)1 To continue to develop *Expansion of and *Demographic data The non-credit division new revenue streams additions to all *Industry projections has existing and new through market analysis programming to the south *Occupational demand programs for the ten *Addition of new projections industries with the educational partners for greatest employment certain programs and new growth in Ocean County off-site locations (dominated by health care and professional and technical services)2 4. Financial Affairs/In Progress OBJECTIVES STATUS/REASONS ASSESSMENT IMPACT ON FY08 List below your top 5 (or Identify the status of each List here any specific Identify the relationship all if you had fewer than objective including, measures you have used, of this objective to the 5) prioritized objectives briefly, action taken, dates, (if relevant), to assess the objectives in your FY 08 for FY 06 any explanations for effectiveness of this Planning Document current status, or any objective, what data (if alternative measures relevant) you have taken. retrieved, and what the data suggests. Develop annual audit manual Expand reporting and analysis of internal operations. Design internal audit process for departmental level review. Develop uses of Resource 25 capital asset data base for year-end audit and financial analysis as needed. Streamline and improve communications with Planning and 1 Ocean County Community Fact Book, Labor and Workforce Development, December 2005 2 New Jersey Department of Labor and Workforce development, 2005 19
  20. 20. Administration/Facilities 5. Office of the President OBJECTIVES STATUS/REASONS ASSESSMENT IMPACT ON FY08 List below your top 5 (or Identify the status of each List here any specific Identify the relationship all if you had fewer than 5) objective including, briefly, measures you have used, of this objective to the prioritized objectives for action taken, dates, any (if relevant), to assess the objectives in your FY 08 FY 06 explanations for current effectiveness of this Planning Document status, or any alternative objective, what data (if measures taken. relevant) you have retrieved, and what the data suggests. Leadership Training Professor David Wolfe has Normal annual Uncertain at this point; Program completed the program and performance assessments new appointments now holds an administrative serve as the tool by which currently frozen due to SP appointment; Dr. Duffy and to measure effectiveness. 06 budget constraints. Dr. Clay have transitioned Should funding be from previous positions in available, this program Students Affairs and have will continue. taken on these new administrative roles. Professional Development The NJCCC, ACCT, and In a self-assessment in This objective will be for Trustees local retreats continue to be October 06, the Board continued for FY 08. offered and attended by listed its satisfaction with college trustees. these activities as a 4.6 (out of 5 points), a highly satisfactory rating. Securing Financial Support This is an ongoing process; County support is excellent This objective will be cuts in various revenue (comparative data); state continued for FY 08. sources require budget support has become a more analysis and the critical issue (Governor’s development of new revenue budget message, March streams. 06). To continue OCC’s Affiliations with the Anecdotal feedback from This objective will be leadership role among MSCHE have been conference presentations continued for FY 08. MSA colleges. numerous and in FY 06, Dr. suggests that Ocean is a Icklan and Dr. Duffy recognized leader in successfully completed planning and assessment training for participation on practices. Dr. Parrish and MSCHA Visiting Teams; Mrs. Hubbs have served as Dr. Larson has led two such consultants to the MSCHE; teams. Dr. Larson and Mrs. faculties from other Hubbs were featured colleges in the region have presenters at the MSCHE visited OCC to learn from annual conference in its planning/budgeting December 05. model. 6. Planning and Administration Each office within the Division has assessed data and information unique to its area of operation. In this summary a number of factors are examined as they impact on the effectiveness of the Division. 20
  21. 21. The division needs to respond to the distance education movement by supporting technological advances both in the classroom and in the administrative offices. New methods of evaluation will need to be developed and implemented. The Office of Research and Assessment has assisted in the process • The senior citizen age group (65+) in Ocean County is increasing at a rapid rate. The impact of a continuously growing senior population will impact the way we look at our facilities development plan. Current plans for the Fine Arts Center and future plans for the Health and Physical Education Center will be impacted. • The two major areas of future demand for the Ocean County labor force are technology and health care. Physical facilities must be created and renovated to accommodate technological needs. Nearly 20% of construction budgets are be dedicated to technology. This trend is likely to continue well into the future. Institutional development activities will also be focused on technology and health care and hospitality industries. • New and rapidly developing computer technologies and e-commerce are changing the ways individuals and businesses are purchasing goods and conducting business. All new major construction plans are incorporating a section devoted to the technological changes required in the facility. 7. Student Affairs ASSESSMENT RESULTS: In January of 2006 there was a change in the leadership of the Student Affairs division. Dr. Dan Duffy and Dr. Toni Clay were assigned the initiative of Adjunct Faculty development and student retention, assuming the titles of Provost and Assistant Provost respectively. Don Doran, Dean of Student Development became Acting Vice-President of Student Affairs. The Acting Vice-President is engaged in an on-going assessment of the past three years of structural change in the division. This process will take several months to conclude. However, key components of this organizational change are continuing as reflected in this divisional planning document. The process of developing our capacity for virtual student services is progressing rapidly. During the 2005-06 academic year more than 25% of students registered on-line. Each department in Student Services is actively developing their respective websites to ensure that all repetitive questions about services can be answered at any time online. This commitment to fully exploit technology has created an opportunity to redefine many support and professional staff job descriptions. Most job descriptions in the division are in the process of review to ensure that they reflect the most efficient response to on-line and in-person student contact. As many repetitive basic questions are addressed on-line, then in-person contact with students will become more substantive. The commitment to the development of quality student services that encourage achievement and retention are still the key goals of all the departments in the Student Affairs division. The Division of Student Affairs utilizes a “stratified” assessment strategy for determining specific student needs and projecting anticipated departmental services and programs. This strategy includes an analysis of student needs, which have been obtained through the administration of an annual new entering student survey to all first-time, full-time, fall- semester students. In addition, divisional administrators meet periodically to review national and institutional instruments, informing the planning process. These instruments include: Noel-Levitz Student Satisfaction and Institutional Priorities Surveys, Sophomore Student Attitude Survey, P.A.C.E. Survey and the SEC Student Opinion Survey. Additional information has been obtained through an extensive review of the research literature on outreach/recruitment, student development, and retention. A vital outcome of this focus emphasizes that when student expectations are exceeded, persistence increases. In contrast, colleges that are unresponsive to student needs experience higher levels of student attrition (Tinto, 1997). Factors influencing students’ degree of satisfaction with their college experience highlight that relationships between a college staff member and student affects student success and persistence. Because of this dynamic relationship, student attrition rates are of utmost concern to Ocean County College. Thus, the retention rate of first-time, full-time, fall semester students is a key performance indicator for Ocean County College faculty and administrators. Approximately one-half of Ocean County College’s enrollment is 21
  22. 22. comprised of full-time students. For this reason, the Office of Institutional Research maintains ten-year comparative retention data for this student population. Retention statistics are computed at the conclusion of a student’s first- semester, second-semester, and third-semester. Fourth-semester retention statistics are converted to graduation rates or degree attainment percentages for cohort members. Table 1 Retention Rates for Full-Time, First-Time, Fall Semester Students (Cohorts) (OCC Fact Book) Semester 1999 2000 2001 2002 2003 2004 1st Semester 79.6% 81.5% 83.3% 80% 80.4% 81.2% 2nd Semester 66.2% 66.1% 68.1% 64.5% 62.3% 66.2% 3rd Semester 55.8% 58.2% 59.6% 53.1% 53.6% Total Students N=1277 N=1217 N=1348 N=1565 1508 Table 1 provides details of retention data for the 1999 - 2004 cohort groups. Retention averages for first, second, and third semester cohorts are: 81%, 66%, and 56%, respectively. One of the long-term goals of the Division of Student Affairs is to increase retention of full-time students. It is anticipated that as technological and service enhancements are implemented, student retention averages will increase. Table 2 Percentage of OCC Graduates Transferring to a Four-Year College or University (OCC Fact Book) 2000 Cohort 2001 Cohort 2002 Cohort 2003 Cohort 2004 Cohort 2005 Cohort N=658 N=757 N=731 N=638 N=708 N=693 82% 79% 83% 84% 83% 79% Another significant performance indicator pertains to the percentage of graduates transferring to a four-year college or university. Table 2 displays the percentage of OCC graduates that transferred in 2000, 2001, 2002, 2003, 2004 and 2005. The five-year average for this performance indicator is 81.6%. It is evident that a central focus of Ocean County College is the successful transfer of students to four-year colleges and universities. In the fall semester of 2005 a Process Improvement Team for Retention was convened at the request of Dr. Frank Wetta, VP of Academic Affairs, with Janet Hubbs, Asst. to the President for Institutional Effectiveness serving as Chair. A major recommendation from this team calls for operational staffing for articulation/transfer services and NJ Stars program administration. The importance of this position is underscored by the fact that more than 80% of OCC students transfer to four-year schools. Additionally, the NJ Stars Program has been expanded to include free tuition at state colleges and universities for community college NJ Stars graduates. NJ Stars I and II have the potential to redefine the “landscape of higher education” in New Jersey. NJ Stars I began in the fall of 2004, providing free college tuition to the top 20% of high school graduates who attend community colleges. Our first year cohort was 127 students. In 2005 we enrolled 125 NJ stars freshmen. Beginning in the fall of 2006 the program is expanding to cover tuition at four year state schools of NJ Stars I students who graduate from a community college with a 3.0 GPA. We can now announce to the top 20% of high school graduates that they have the opportunity for a tuition free college education if they start at Ocean first, graduate with a minimum 3.0 GPA and then transfer to a four-year state school. This year, as of June 2006, there will be more than 1300 Ocean County high school graduates in the top 20%. As parents and students become aware of this free tuition program we could experience a major increase in our full- time enrollment over the next several years. This potential heavy influx of new full-time students will generate its own challenges to all college services to meet the needs of an expanded full-time student population. I believe that the single biggest challenge and opportunity for the college in the next several years will be to ensure that we can recruit and retain this “best of the best” high school population. 22
  23. 23. 8. Campus Services Assessment Results/Library OBJECTIVES STATUS/REASONS ASSESSMENT IMPACT ON FY08 Information Literacy Established InfoLit committee Program still in early By 2008 the InfoLit composed of faculty and stages of development. program should be a reference librarians. Held two No formal assessments formal component of meetings in Fall 05. many classes across the Increased number of InfoLit curriculum and/or a for classes scheduled by faculty credit class and/or part of and configured to their a computer and requests. information literacy class. A formal assessment process should be in place Inventory and College ♦ Solicited and received Staff observations of Forming the foundation Archives archival materials from requests for and ease of for preservation of retiring employees and access to newly archived retrievable college renovated offices, etc, material archives and future adding to material digitization already the library. ♦ Purchased some archival storage materials and began process of storing labeling and listing contents. ♦ Staff is being formally trained in archival procedures by attending workshops provided by PALINET and CJRLC Request for increase in Denied for two consecutive The need to increase hours of service on years Saturday hours has been Saturdays. consistent for years. The partnership with Kean University may increase demand for extended hours further. Increase professional This request was denied since Projected growth of library staff by 1.5 2003. It was deferred last InfoLit program and librarians. year in 2007 increased use of library services indicates strong need for this position. Furniture Denied ♦ Purchase appropriate furniture for InfoLit Lab ♦ Purchase appropriate furniture to display College Archives 23