NASSAU COMMUNITY COLLEGE ACADEMIC MASTER … · NASSAU COMMUNITY COLLEGE ACADEMIC MASTER PLAN ......

Rev 6/20/17

NASSAU COMMUNITY COLLEGE

ACADEMIC MASTER PLAN

2018-2021

Valerie Collins Interim Vice President for Academic Affairs

1 Rev 6/20/17

ACADEMIC MASTER PLAN Office of Academic Affairs

DEPARTMENT: Office of Academic Affairs PLAN HOLDER: Valerie Collins, VPAA GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare

students for regional and global employment opportunities

Strategy

Identify specific dept tasks/initiatives to be undertaken to address strategic objective

Responsibility

Identify lead entity and others related to task accomplishment.

Timeline

Target date(s) for implementation/ completion of proposed tasks.

Assessment Results that Inform this Strategy

Underlying evidence motivating the proposed strategy.

Resource Implications

Facilities, equipment, personnel, etc. required to implement proposed strategy.

Assessment Method—How Will Strategy be Assessed

(Outcomes/Metrics)

Identify target outcome(s) and metric(s) determining successful achievement of intended results.

Four-Year Financial Plan

Projected costs necessary to undertake proposed strategy.

Provide for sufficient faculty lines to support student learning outcomes and the work of the departments. Increase the number of diverse faculty lines.

VPAA, Area Deans, Chairpersons, Department P&B Committees

Spring 2017 Faculty are required to initiate new programs

To teach content areas in various department courses

Resources will be incorporated into the 2018 Budget to support 34 necessary lines

Plans to launch new programs will proceed on schedule

Faculty will be available to cover required content in courses

Costs to cover positions incorporated into 2018 Budget

DEPARTMENT: Office of Academic Affairs PLAN HOLDER: Valerie Collins, VPAA GOAL 1: Excellence in Teaching and Learning OBJECTIVE 2: To provide general education that teaches students to think critically and analytically about a body of knowledge conducive to lifelong learning

Strategy Responsibility Timeline Assessment Results that

Inform this Strategy Resource

Implications


(Outcomes/Metrics)


Continue to strengthen General Education Assessment

All relevant Department Chairpersons, Dean of General Education and Social Sciences, all Area Deans, VPAA

Fall 2017 and on-going

Need to continue to strengthen assessment of General Education.

Do not anticipate additional costs.

Data that documents stronger assessment results related to Institutional Learning Outcomes.


Academic Master Plan—Office of Academic Affairs

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DEPARTMENT: Office of Academic Affairs PLAN HOLDER: Valerie Collins, VPAA GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs

Strategy Responsibility Timeline Assessment Results that Inform this Strategy Resource Implications Assessment Method—How Will Strategy be Assessed

(Outcomes/Metrics)


Review and consider support for the addition of new degree programs

Department Faculty, Department Chairperson, Department P&B Committee, Department Curriculum Committee (as appropriate), Area Dean, VPAA

AY 2018-2019

Review and consider support for the addition of degree programs listed on subsequent pages of this document, as follows:

Alcohol & Substance Abuse Counseling AS and Certificate

Chemical Technologist AAS

Chemistry AS

Construction & Building Inspection Certificate

Culinary Arts AOS

Environmental Science AA and/or AS

Hearing Instrument Specialist AAS

Medical Assistant AOS

Music Industry AS

Ophthalmic Medical Technician Program

Planetarium Operations Certificate

Sonography AAS

Statistics AS

Urban & Regional Planning Certificate

Most programs will require additional faculty and resources. Will need to consider the need for the program, resources, and space requirements.

Specific plans will be developed that will delineate resource requirements for each program as part of the review process.

Prior to the start of any program:

Needs assessment will be conducted

A budget that includes personnel, technology, equipment, and space requirements will be prepared

Proposals will be vetted with appropriate administrators and faculty to assure fit of the program with mission and current program offerings

TBD for each program pending

Review and consider implementation of a comprehensive program review process

Department Chairpersons, Area Deans, VPAA

AY 2017-2018

Current program review process does not include a comprehensive component.

No anticipated costs Program review process that evaluates outcomes, productivity, revenue issues, and demand for the program.

No anticipated costs


3 Rev 6/20/17

DEPARTMENT: Office of Academic Affairs PLAN HOLDER: Valerie Collins, VPAA GOAL 2: Student Persistence and Success OBJECTIVE 2: To maintain developmental programs which upgrade student skills for success in college level courses, and to provide special courses of study which enhance

general education

Strategy Responsibility Timeline Assessment Results that Inform this

Strategy Resource Implications


(Outcomes/Metrics)


Add a dedicated space in the Library to provide a centralized tutoring/ study area for students to work with faculty from specific disciplines that currently lack such facilities.

VPAA, VP Facilities, Library Chairperson, Department Chairperson

AY 2018-2019

Current Library tutoring space would be expanded to accommodate the needs of departments such as Psychology and Sociology who are requesting space in their department plans noted in this document. A centralized space is a better utilization of College resources. Staff providing support for students in other locations will be relocated to the Library. Needs assessment will be completed to determine adequacy of staff.

Facilities budget will be determined by the Facilities VP. Monies will be allocated from the Facilities Budget to complete necessary renovations in the Library and to expand the tutoring space. Cost TBD.

Students will have a centralized location for tutoring services with adequate staff members available to provide necessary support and assistance. This will facilitate student success with completing writing assignments and passing courses.

TBD. If additional staff is required for specific areas, additional monies will be request for part-time assistance.


4 Rev 6/20/17

DEPARTMENT: Office of Academic Affairs PLAN HOLDER: Valerie Collins, VPAA GOAL 2: Student Persistence and Success OBJECTIVE 2: To maintain developmental programs which upgrade student skills for success in college level courses, and to provide special courses of study which enhance

general education



Implications


(Outcomes/Metrics)


Reconfigure Institutional Policies and Practices pertaining to the developmental program maintained by the College to upgrade students’ skills for success in college level courses. Primary issues to be addressed are the following: • Among the College’s applicants, who should be placed in developmental courses and what criteria should be used for placement; • What pathways to credit classes should be provided that ensure reasonable confidence of college readiness consistent with students’ programs of study; • What organizational structure is required to effectively administer the pathways from developmental to credit classes.

Primary responsibility for this work resides with the Academic Deans, in conjunction with other relevant units of the College, including Department Chairpersons and VPAA

Such redesign of the College’s Developmental Program is to be determined in AY 2017-18 for implementation in AY 2018-19.

Redesign/reorganization of developmental assessment will be in line with what is expected in other colleges in 2017. Students will be able to enter into credit courses in a reasonable amount of time.

None outside of normal operating resources.

Data on student achievement with new process will be compiled for review and analysis.



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DEPARTMENT: Office of Academic Affairs PLAN HOLDER: Valerie Collins, VPAA GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential

Strategy Responsibility Timeline Assessment Results that Inform

this Strategy Resource Implications


(Outcomes/Metrics)


Educate department faculty, chairpersons, and College about the advantages of applied learning activities. Phase-in these activities with a special focus on students enrolled at NCC for an Associate Degree in Liberal Arts or Sciences rather than a degree program.

Area Deans, VPAA

Spring 2018 and subsequent semesters

Educate department faculty and chairpersons regarding the advantages of applied learning activities including learning communities, first-year seminars, writing-intensive courses, research with faculty, service learning, study abroad, internships, and senior capstone courses. Request that each department consider incorporating these activities into their curriculums. Higher education literature notes the value of these programs for students specifically for underrepresented students such as minorities, low income, and first generation students.

Support faculty attendance at conferences and meetings that address applied learning.

Many of these activities have no resource implications. Consider Foundation sponsored Faculty Development Awards for activities such as development of an applied learning plan or activity for a department.

Applied Learning activities incorporated in class or co-curricular activities will be mapped to Institutional Learning Outcomes. Data will be collected as part of the course assessment process.

Do not anticipate additional costs

Plan to implement a one-credit First Year Experience course (NCC 101) for all students entering NCC with fewer than 15 credits

Faculty, Chairpersons, Area Deans, VPAA

Spring 2018 and subsequent semesters

Connect these one-credit courses to an introductory course in selected programs to create learning communities. This would be phased in over several semesters to include all students.

One credit of First Year Experience courses (NCC 101) would be combined with entry-level courses offered by selective departments. No resource implications identified.

Studies document that students enrolled in First Year Experience courses are more likely to persist in college. Data will be collected as part of the course assessment process.

Do not anticipate additional costs


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DEPARTMENT: Office of Academic Affairs PLAN HOLDER: Valerie Collins, VPAA GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential

Strategy Responsibility Timeline Assessment Results that Inform this Strategy Resource Implications

Assessment Method—How Will

Strategy be Assessed (Outcomes/Metrics)


With new Area Dean of General Education and Social Sciences in place, review and incorporate best practices for academic oversight of students enrolled in non-degree programs.

All relevant Department Chairpersons, Dean of General Education and Social Sciences, all Area Deans, VPAA

Fall 2017 and on-going

This intervention is one of several planned activities to strengthen student retention. Data on retention will be monitored as these activities are put in place at NCC.


Retention data will be monitored over time. Goal is to increase number of students who enroll at NCC who continue to degree completion.


Academic Master Plan—Academic Areas that Support the NCC Community

7 Rev 6/20/17

DEPARTMENT: Office of Distance Education PLAN HOLDER: Deborah Spiro GOAL 1: Excellence in Teaching and Learning OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and

technology to enhance student learning


Inform this Strategy Resource Implications


(Outcomes/Metrics)


Purchase Kaltura software Upgrade software license to include the REACH video accessibility suite in order to comply with law. REACH provides captioning, transcription and translation services, and video search capabilities. All users (including students with disabilities, second language students, and older students) will benefit as closed captions and transcriptions improve comprehension and accommodate all learning preferences.

Office of Distance Education/ Center for Students with Disabilities (CSD)

2017-18 Ensure online accessibility of learning content as legally required by Section 508 of the Rehabilitation Act. With online classes increasingly adopting video usage, we must ensure that all students can seamlessly access digital content and tools.

$10,000 for additional Automatic Speech Recognition (ASR)* machine level captioning for all videos as well as human captioning when requested by CSD. *Office of Distance Education is paying for first round of video captioning and transcription services in 2016-17.

Enhanced retention, engagement with content, and improved grades.

2018 Budget


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DEPARTMENT: Office of Distance Education PLAN HOLDER: Deborah Spiro GOAL 1: Excellence in Teaching and Learning OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and



this Strategy Resource

Implications


(Outcomes/Metrics)


EesySoft Education Solutions A set of tools to provide enhanced support for Blackboard users. Purchase EesyMessaging Web-based software to help faculty and students as they work in the Blackboard learning management system (lms). Faculty will get help in the form of hints, videos, tool-tips, and pop-up messages.

Office of Distance Education

2017-18 The Office of DE provides support of faculty and students in the form of individual training sessions and group workshops. Faculty and student usage of the lms continues to increase, yet the size of the DE staff has not increased to meet the growing demand. EesyMessaging will help improve faculty and student usage of Blackboard; target faculty development needs, as well as provide assistance to the Office Of Distance Education. Additionally, we have heard of faculty desire for help within the lms environment without having to navigate out.

Total: $11,871 plus $2,800 one-time setup fee and training= $14,671.* *represents a 40% discount for NCC as the first SUNY customer and additional 5% SUNY discount.

Less calls to Office of DE for technical help. Retention of online students. Improved faculty and student usage.

2018 Budget

Purchase EesyReports Web-based software that provides information on user activity in the lms. From these data, we will get insight into usage of tools in the lms and be able to develop and target training to better prepare faculty for teaching online.

Office of Distance Education

2017-18 There is a good deal of user data (“digital footprints”) that can be collected through the lms and used to improve online educational experiences.

Cost included in above.

Retention of faculty and students using the lms. Improved faculty use of lms leading to increased online student success.


9 Rev 6/20/17

DEPARTMENT: Office of Distance Education PLAN HOLDER: Deborah Spiro GOAL 2: Student Persistence and Success

OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential

Strategy Responsibility Timeline Assessment Results that Inform this Strategy Resource

Implications


(Outcomes/Metrics)

Four-Year Financial

Plan

Purchase Remote Proctoring Technologies Purchase licenses for new remote testing technologies to ensure (to the extent possible) the security of the online testing environment. Examples of remote technologies include: Software Secure

Respondus

Examity

Proctor U

Kryterion

Office of Distance Education/ Student Support Services/ITS

2017-18 Background: HEOA (2008) requires accreditors to ensure institutions establish that students who register for distance education courses are indeed the students who complete the course requirements and earn the academic credit. A secure login to the lms meets compliance currently. However, this requirement focuses on student authentication and not cheating, a major concern of online faculty. Adding remote proctored capabilities would achieve the following: As per the contract (9-1.1, p. 16), midterms and finals can be proctored for online classes. Some departments are asking students to come to campus or to find proctors at other institutions or libraries. By offering a remote solution, this would reduce the time involved in creating individual solutions for students who cannot come to campus or other physical locations to take proctored exams. By alleviating the need for on-site proctoring, it would allow NCC to offer online classes across states. Additionally, there are departments that are reluctant to adopt online teaching because of concerns that a secure testing site cannot be achieved.

Testing technologies and webcams $15,000

Instances of cheating have decreased.

New departments and faculty teaching online classes.

2018 Budget


10 Rev 6/20/17

DEPARTMENT: Faculty Services and Weekend College PLAN HOLDER: Ann Muth GOAL 1: Excellence in Teaching and Learning

OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and




Implications




Complete and implement Faculty Development Center building (T-154)

Faculty Services Staff, VP Facilities Management

AY 2017-2018 College Capitol Budget

Progress reports from VP Facilities Management and Faculty Services staff

2018-2019 Furnishings needed, including 12 PCs and other teaching electronics

Design and implement Faculty Development Website

Faculty Services Staff, and 1 Faculty member on reassigned time

AY 2017-2018 Need for better communication about and promotion of Faculty Development opportunities

3 CH Release Time

Number of events posted and monitoring of participation

DEPARTMENT: Resource Development (Grants) PLAN HOLDER: Ed Koeppel GOAL 4: Stewardship OBJECTIVE 2: To provide administrative leadership which assures educational quality, furnishes adequate student support services, maintains effective budgeting and facilities

management, and stimulates thoughtful planning for the future of the College



Implications


(Outcomes/Metrics)


Add a minimum of three FTE positions to allow for additional grant development

Two (2) Grant Writer/researchers Administrative Asst.

AY 2017-18 hire one grant writer/ researcher and one administrative asst. AY 2018-19 hire one grant writer/ researcher

Resource Development is a one person department that has currently surpassed capacity. NCC can no longer support additional grant activities. Other regional colleges such as Suffolk CCC has eight dedicated grant positions.

As grant revenue increases, IDC for the College will increase offsetting increased expenses. Grant writers can be hired contractually on an as needed basis minimizing funding needed.

Will show an increase in grant applications being filed. Will provide adequate assistance for post award activities.

Resource Development is one avenue where the College can increase revenue for programs and projects that the institution deems important to move the institution forward and fulfill its mission.


11 Rev 6/20/17

DEPARTMENT: Library CHAIRPERSON: Nancy Williamson GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential



Implications


(Outcomes/Metrics)


Implement Library renovation plan to refurbish and update the building in order to improve public space and align current student study needs with services and spaces:

provide bookable group study rooms for active learning,

accommodate student technology needs,

refresh student study furniture,

create an extended hours zone for students,

increase student seating capacity for both quiet and group use to meet minimum standards,

enlarge Media Reserve study area to accommodate growing use.

Add a dedicated space to the renovation plan to provide a centralized tutoring/study area for students to work with faculty from specific disciplines that currently lack such facilities.

Phase I – to be updated and determined by the Office of Design and Construction in consultation with the Library Dept. Chair Area Dean, and VP Facilities Mgt.

2017 – RFP released AY 2017-2018: Vendor selected; matching funds already promised from county and state collected Continue in successive years as outlined by VP Facilities / Office of Design and Construction

Canon Design Library Master Space Plan, Sept. 2014. Included benchmarking specific areas and services with peer institutions, and student intercept interviews regarding library spaces and services. The report notes, in part, “As the entire landscape of Higher Education struggles with how to solve remediation issues and reduce time to completion, the A. Holly Patterson Library remains positioned as a key piece of the student services necessary to support college completion and student success at Nassau Community College.” – Canon Design

Facilities and furnishing: Areas such as Media Reserve, Circulation and the “Genius Bar” located at the main entrance, to proactively direct students to needed services.

AY 2017-2018: Phase I will be operationalized:

RFP will be released;

design firm will be selected;

work will begin; AY 2018-2019: Phase I work will continue. Planning for Phase II will start:

funding plan for next phase will be implemented

AY 2017-2018: From capital funds: Phase I: TBD – depending upon scope and current costs AY 2018-2019: Phase II and beyond - TBD


12 Rev 6/20/17

DEPARTMENT: Office of Institutional Effectiveness & Strategic Planning/Office of Institutional Research (OIESP) PLAN HOLDER: Tina Wynder GOAL 4: Stewardship OBJECTIVE 2: To provide administrative leadership which assures educational quality, furnishes adequate student support services, maintains effective budgeting and

facilities management, and stimulates thoughtful planning for the future of the College

Strategy Responsibility Timeline Assessment Results

that Inform this Strategy

Resource Implications Assessment Method—How Will Strategy be Assessed

(Outcomes/Metrics)


Provide College community with data and analysis (not limited to NYSED, SUNY, IPEDS reports) which supports the institutional planning, policy formation and decision making.

Office of Institutional Research, Human Resources, Student Fin. Aid, Library, Finance

ongoing Data has not been consistently utilized to create proper College-wide strategic planning

Two additional personnel needed (technical background and data analysis skill set)

College wide use of data to support strategic planning and decision making.


13 Rev 6/20/17

DEPARTMENT: Center for Workforce Development (CWD) – [Office of Workforce Development and Lifelong Learning (WDLLL)] PLAN HOLDER: Janet Caruso GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential



Implications




Hire new Assistant Director to develop and implement new programs and initiatives and oversee assessment of new and current programs.

AVP, WDLLL Director, CWD

Fall 2018

Launched many successful programs from 2014-2017, i.e., Pharmacy Technician, Emergency Medical Technician, Certified Nursing Assistant, EKG Technician, Phlebotomy Technician, and Certified Associate in Project Management. Also launched funded programs - Hospitality Career Pathways Program and URGENT: Women Training for Careers in Utilities.

CWD Training Center new assistant director.

Expand Workforce Development training; oversee roll-out and assessment of new programs in high-growth jobs as defined by NYS DOL employment projections.

2018 and forward


14 Rev 6/20/17

DEPARTMENT: Center for Workforce Development (CWD) – [Office of Workforce Development and Lifelong Learning (WDLLL)] – Radio Station PLAN HOLDER: Janet Caruso GOAL 3: Community Engagement OBJECTIVE 1: To create a wide variety of activities and cultural programs to enrich student and community life.



Implications


(Outcomes/Metrics)


Upgrade and replace main station automation program, audio vault, to Audio Vault Flex

AVP, WDLLL; Director of WHPC

2018-2019 The current hardware being used is approximately ten years old. The hardware is still running Windows XP, which is no longer being supported by Microsoft, and ITS has asked for it to be upgraded to match College standards.

Cost: $13,000 plus installation

New hardware and software will run on Windows 10, which is being supported by Microsoft and the College’s ITS Department. The new software will allow WHPC to continue a smooth and effective operation 24/7. The update also allows for mobile access, to be able to make changes to automation remotely.

2018-2019

Upgrade on-air phone system to Telos XP Prime

AVP, WDLLL, along with Director of IT; Director of WHPC

2018-2019 Currently, WHPC uses two analog POTS (plain old telephone service) lines, at an added cost to the College, only allowing for one phone caller on-air at a time.

Cost: $12,000 plus installation

New equipment will allow the College to save money by eliminating the need for the two POTS lines at the radio station and will allow the radio station to use the existing VOIP lines being used by the College. New equipment will also allow for multiple phone lines allowing for more community involvement and better student training on phone screening and managing multiple callers on talk shows.

2018-2019


15 Rev 6/20/17

DEPARTMENT: Center for Workforce Development (CWD) – [Office of Workforce Development and Lifelong Learning (WDLLL)] PLAN HOLDER: Janet Caruso GOAL 3: Community Engagement OBJECTIVE 2: To enhance the economic and cultural vitality of the County by promoting an educational environment which responds to the changing needs of the

community.



Implications

Assessment Method—How Will Strategy be

Assessed (Outcomes/Metrics)


Expand space in Building U for the creation of a Workforce Development Training Center to centralize training operations or identify an alternative location. Turn space vacated by Center for Students with Disabilities into dedicated classroom space. This building is adjacent to parking and public transportation, which is convenient for clients.

AVP, Workforce Development and Lifelong Learning (WDLLL); Director, Center for Workforce Development (CWD); to work with VP Facilities Management, and AVP, ITS

2018-2019: Facilities and IT plan developed 2019-2020: CWD Training Center completed; relocation and expansion of CWD training to centralized location. 2020: Marketing of training facility and expanded programs.

Job growth in targeted fields: health care, hospitality, retail, IT Open enrollment courses/programs and grant funded job training programs have expanded to 14 in 2016-17. In addition, several credentialing and exam preparation courses have been introduced. These programs and courses require 15 to 129 hours of instruction each, and often special equipment and supply storage. Current classroom space is inadequate and difficult to find to accommodate programs, equipment, and supplies.

Facilities/IT: Four dedicated instructional rooms. Two rooms to be computer labs each having 31 computers ($34,440 – 62 computers), 30 tables/chairs each ($25,000- 60), instructor desks with computers & 2 SMART Boards ($10,000), Wi-Fi, printer. And two rooms both with 30 student desks/ chairs ($17,200), instructor desk with computer ($1,148 – 2 computers), printer, 2 SMART Boards ($10,000), WI-FI, lockable storage space for equipment, and if possible, a sink.

Ability to accommodate and/or expand workforce development training:

increased number of courses and programs offered

increased corporate training on campus

increased enrollment

increased revenue through additional courses, programs, corporate training, and enrollment.

Focus areas would be health care, IT, hospitality, retail and other high growth, mid-wage job courses as defined by NYS DOL employment projections and career readiness programs.

2018-2019: Facilities and ITS Departments planning construction of space in Building U. 2019-2020: Begin construction in Building U when Center for Students with Disabilities is relocated to the Brick Café.


16 Rev 6/20/17

DEPARTMENT: Center for Workforce Development (CWD) – [Office of Workforce Development and Lifelong Learning (WDLLL)] PLAN HOLDER: Janet Caruso GOAL 3: Community Engagement OBJECTIVE 2: To enhance the economic and cultural vitality of the County by promoting an educational environment which responds to the changing needs of the community



Implications


(Outcomes/Metrics)


Maintain Building U as the Community and Programs Testing Center and expand the current layout (or identify a new location) to accommodate two additional offices. This building is adjacent to parking and public transportation, which is convenient for students.

AVP, WDLLL; Assistant Director, CPTC; VP Facilities Management.

2018-2020 Testing Center is currently operating in Building U. If the college pursues plans to demolish the building an alternative location needs to be identified.

Facilities/IT: Space allocation for four offices and 50 computers.

Maintain and expand existing Building U facility or identify alternate location with compatible space for 50 computers and four offices.

2018-2019: Facilities and ITS Departments planning construction of space in Building U. 2019-2020: Begin construction in Building U when Center for Students with Disabilities is relocated to the Brick Café.

Develop Science, Technology, Engineering, Arts and Math (STEAM) classes/programs for youth, ages 12-14 and 15-17. Provide service to community and bring pre-college students to campus where they will be introduced to NCC and provided with information about the College. Courses to be offered Summer 2017

Young Entrepreneurs

Package Design & Advertising for Teens

The World of 3D Printing

AVP, WDLLL; Associate Dean, Lifelong Learning (LLL)

Fall 2017 Interest from community for STEAM classes/ programs for youth.

2018 P/T staff person to handle CED youth program related requirements, waivers, signoffs, immunization, allergy, track instructor/staff appropriate training and background checks. Work study students to support program. Youth program will generate revenue.

Enrollment and feedback from student/parents will provide information for program growth and expansion.

Increase AA budget to accommodate instructor/staff cost. Revenue generated to offset expense.

Academic Master Plan—Arts and Humanities

17 Rev 6/20/17

DEPARTMENT: Africana Studies CHAIRPERSON: Ken Jenkins GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential






Develop dedicated learning lab for AFR students in room adjoining H124.

Chair, VP Muscarella, AVP Lawless

Fall 2017 AFR students are often strangers to the academy and seek out AFR faculty for assistance and advisement. A dedicated learning lab will enable students to study collaboratively in a location where they already often look for resources.

12 desks and computers; P/T TA to assist students 20 hours per week.

Monitor use of AFR learning lab

TBD for classroom remodeling; computer stations; $700/week for P/T TA.

DEPARTMENT: Art CHAIRPERSON: Izolda Maksym GOAL 1: Excellence in Teaching and Learning OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and





Assessment Method How will Strategy be Assessed

(Outcomes/Metrics)


Replace Projection System in C45 Classroom. This will complete the process of replacing the failing and inaccurate SMART projection systems in all Computer Graphics classrooms. New flat panel LCD SMART Boards provide proper color representation and better functionality for graphics classes.

Tech Systems: Area Dean, Department Chair, CIO Information Technology; Facility: Area Dean, Department Chair in conjunction with VP Facilities Management; Assessment: All program faculty.

FA 2017: Install Flat panel LCD SMART Board.

To encourage the adoption of innovative teaching methods and technology support and strengthen academic programs to enhance student learning.

Equipment: Flat panel LCD SMART Board.

Students will have access to better representation in computer graphics class.

AY2017-18: Space Installation @ $5,000 each.


18 Rev 6/20/17

DEPARTMENT: Art CHAIRPERSON: Izolda Maksym GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential



Implications




Redesign Classroom/Open Lab in GC50 The current lab is outdated. Exposed network equipment and cabling is problematic. Furniture and space are not designed for current technology. A total redesign of the space is needed. The ongoing availability of GC50 as a full-time open computer lab will fulfill the College's goal to "improve retention efforts across the academy" and to "maximize student satisfaction with instructional and support services." Frequent outages of lights in GC50 need to be addressed on a regular maintenance schedule.

Tech Systems: Area Dean, Department Chair, CIO Information Technology Facility: Area Dean, Department Chair in conjunction with VP Facilities Management Assessment: All program faculty.

FA 2017/SP 2018: Plan redesign of the space. Summer 2018: Conduct room renovation, install furnishings and enclose exposed cabling and network equipment.

The need to create an environment suitable for teaching and learning.

To provide the support services necessary for students to realize their maximum potential.

To provide technology support and strengthen academic programs to enhance student learning.

To maintain an open admissions policy that ensures the availability of educational programs for traditional and non-traditional students.

Facilities: Renovation of existing space to better serve program students. Equipment: Furniture designed to accommodate current technology.

Track increased use of space

AY 2017-18: Space renovation – cost TBD

Increase DD Budget – Software In order to cover the cost of the Adobe Creative Cloud Software Suite taught in our classes, an increase in DD budget is needed. Additional funds will be needed each coming academic year to ensure that the subscription will not lapse. Computer Graphics Area now needs an additional $2500 annually to cover this cost; NOTE: ART DEPARTMENT AS A WHOLE NEEDS A $5500 BUDGET INCREASE IN DD TO COVER COMPUTER GRAPHICS AND PHOTOGRAPHY. A SUNY-wide Adobe pricing agreement was recently reached.

Tech Systems: Area Dean, Department Chair, CIO Information Technology

Recurring annually

In the Art Department, students MUST have access to specific software programs such as Adobe Creative Cloud Software and site license must be purchased.

Equipment: Adobe Creative Cloud Software Suite.

Recurring annually: Students will have access to current Adobe systems each year.

Recurring annually: Annual increase needed in budget @$2,500.


19 Rev 6/20/17

DEPARTMENT: Art CHAIRPERSON: Izolda Maksym GOAL 3: Community Engagement OBJECTIVE 1: To create a wide variety of activities and cultural programs to enrich student and community life






Relocate Art Gallery Move the Firehouse Plaza Art Gallery to its new location in the Tower/T-Building. Gallery Director office within the Gallery space, storage area within anticipated Gallery space, additional storage—locate and utilize storage space for the Art Department in Building Z.

Facility: Area Dean, Department Chair in conjunction with VP Facilities Management Assessment: All program faculty

Summer 2017: Conduct renovation/ relocation, install furnishings.

To help create a wide variety of activities and cultural programs to enrich student and community life;

To create an environment which fosters aesthetic appreciation;

To enhance the economic and cultural vitality of the County by promoting an educational environment which responds to the changing needs of the community.

Facilities: Renovation of existing space to accommodate gallery. Equipment: Storage shelves (outfitted storage area within Gallery) Projector and retractable screen, reception desk, secondary egress (exterior door), desk area/workspace, reception desk, copy machine, gallery lighting system (spotlights), moveable walls for exhibition space, museum benches, Gallery Director office (outfitted office), heating and air conditioning system with controllable thermostat, security system, signage (inside and out of the new Gallery location).

AY 2017-18: Commence renovation/ relocation, purchase furnishings.

AY 2017-18: Space Renovation/ Relocation – cost TBD Furnishings – cost TBD


20 Rev 6/20/17

DEPARTMENT: Communications CHAIRPERSON: Jill Burgreen GOAL 1: Excellence in Teaching and Learning OBJECTIVE 2: To provide general education that teaches students to think critically and analytically about a body of knowledge conducive to lifelong earning

Strategy Responsibili

ty Time-line

Assessment Results that Inform this Strategy Resource

Implications


(Outcomes/Metrics)

Four-Year Financial

Plan

Obtain an annual subscription to AP or Newsday for streaming news and current events for students to report on while working in COM 170. Newsday is especially beneficial because it illustrates how to change text from newspaper to radio.

Area Dean in consultation with Chair and VPAA

2017-2018

Students do not have a reliable news source (up to the exact minute) when recording demos. We are often pulling things from newspapers and reading copy. This does not teach students to think on their feet while “on air” to report on news and current events. AP and Newsday stream timely issues and Newsday has the added benefit of teaching how to transition from copy to live news.

Associated Press costs $8,000 for one year. Newsday is less, awaiting final cost.

Using assessment rubrics that have been established for the course, we can compare results from previous academic years without the service to years with. If results improve, we can attribute it to the addition of the service to the curriculum. If they do not, we can cancel after one year.

2017-2018

Open the COM Lab to all students working on the Oral Communication ILO in classes/departments other than Communications

Area Dean in consultation with Chair and VPAA and VP of Facilities Mgmt

2017-2018

With the College’s emphasis on ILOs the, Department of Communications would like to have a strong presence in the Oral Communication ILO. While we are in full support of speaking across the curriculum, we believe it needs to be cultivated/properly taught. Communication apprehension plagues many students. If we expect students to give presentations in front of a class without proper support, we will make things worse and that ILO will have devastating assessment results. Therefore, we would like to offer services much like the Writing Center or Math Lab. Our lab can be a place for students to come and get support from trained faculty while working on oral communication presentations. It will be here that students can learn how to properly outline a speech, provide visual aids, use PowerPoint effectively, overcome apprehension etc.

A possible change in space to accommodate if this can come to fruition. Definite increase in TA hours to compensate for additional hours that faculty work in the lab. (much like the math lab)

College wide assessment practices of ILOs such as rubrics will determine the success of this initiative.

2017-2018 Increased funding for P/T TAs


21 Rev 6/20/17

DEPARTMENT: Communications CHAIRPERSON: Jill Burgreen GOAL 1: Excellence in Teaching and Learning OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and




Implications


(Outcomes/Metrics)


Build an isolated single person booth for students enrolled in COM 170.

Area Dean in consultation with Chair and VPAA and VP of Facilities Management.

2017-2018 The current classroom/studio/lab in S213 currently has one booth. Classes enroll at 15 and students often have to wait for long periods of time to get in and use the booth for their classwork or projects. When the lab was designed, we could only have one booth due to room size and fire safety codes. Directly next to S213 there is a small closet that can be renovated into another booth or we could take over a class in South Hall when the Police Department vacates. Additionally, the lab is open weekly for open lab hours. If another student is in the booth, it often deters students from waiting or coming back at another time.

Cost TBD We can easily monitor student use of the booth during class time and open hours by student sign in sheets. Using surveys to poll students about wait time and booth availability.

2017-2018


22 Rev 6/20/17

DEPARTMENT: English CHAIRPERSON: Kathy Fagan GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare




Implications


(Outcomes/Metrics)


Renovate Writing Center Bradley Hall The Bradley Hall Writing Center serves over 4,000 students annually, including both ESL and native speakers, credit-earning students and those in developmental courses. In order to serve these students well in an environment conducive to learning, the center must be renovated. 1. New windows (currently 42 individual window spaces), replacing the entire south wall of the center. It is currently cold, wet, drafty, and unsafe. 2. Replace or remove and rebuild wall space of outside doors (double), since intruders could easily break down the entry at the parking lot. 3. Install an alarm system on the back doors of the building if they are replaced. 4. Replacement of heating and cooling in this part of the 1930s building by a Mitsubishi heat/air conditioning wall unit(s).

Department Chairperson Writing Center coordinators Area Dean VP Facilities Management

AY 2017-18

Writing Center Annual Report: 2015-16.

Seminar Hours data report that indicates increased retention for students using Writing Center tutoring and mentoring. Students involved in mentoring/tutoring are 9-12% more likely to return to NCC than those who are not involved in the program.

ENG100 data report that indicates increased retention for ENG100 students. These students are incentivized to use the Writing Center services as a part of the course.

Facilities Management would budget funds to have contractors estimate costs of rebuilding.

Plumbing/electrical systems update for heat and air conditioning.

Assign painters and carpenters to fix moldings and trim and paint entire center, including Ballroom side of the French doors.

Interior redesign and contacting of vendors to replace carpeting, update lighting, rearrange and better use space for tutor spaces and computers.

Update any furniture necessary, particularly the faculty area used for lunch.

The Writing Center and Seminar Hours tutoring program keep records each semester to measure increase and diversity of the Writing Center student use. We will be able to assess the impact on student numbers within one semester.

In conjunction with the second strategy (below) for relocating the Creative Writing Library and building a handicapped accessible bathroom, we will be able to measure the increase in use of the W. C. by students with special needs, again, within one semester.

Costs of following items TBD by Facilities Management

Windows, doors, and wall work

Alarm

Mitsubishi heat/air conditioning wall unit

Carpeting

Painting and carpentry

Lighting update

Furniture

Design reconfiguration


23 Rev 6/20/17

(continued from previous page)



Implications


(Outcomes/Metrics)


5. Remove old carpeting (mold and dirt) and replace. 6. Paint the entire Writing Center, scraping old peeling paint and replacing broken moldings and trim. 7. Update lighting to best serve writing needs of faculty and students. 8. Replace any broken chairs in the center. 9. Reconfigure tutoring spaces and secretarial desks to best accommodate the needs of faculty and students. 10. Update Y/AB computer lab and room adjacent.


24 Rev 6/20/17

DEPARTMENT: English CHAIRPERSON: Kathy Fagan GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare students for regional and global employment opportunities



Implications

Assessment Method How will Strategy be Assessed (Outcomes/Metrics)


Relocate Creative Writing Program (CWP) Library

Move the CW Library from the 2nd floor, Bradley to the 1st floor space previously used as an Honors annex office. Handicap ramp is adjacent.

Relocate six bookcases and their books from the old to new space.

Use the 5 computer spaces and computers already allocated to the Y A/B space. These will occasionally be used by the students in the Y A/B lab when necessary, but that is not during every class.

Move the printer from the current CW Library to the new space.

Department Chairperson Creative Writing Program coordinator Area Dean IT Chief Inf. Officer VP Facilities Management

AY 17-18 Relocation of the CW Library is vital to an inclusive Creative Writing Program. The CW Student Club uses this space in order to produce the student literary magazine, Luna, and the program at large uses it when authors visit our campus for the Lit, Live! reading series. These initiatives are basic and essential components of the CWP and CW course learning outcomes, across all CW courses. All CWP and individual creative writing courses require students to use the library to complete coursework. According to the Americans w/Disabilities Act, “no qualified individual with a disability shall, b/c a public entity’s facilities are inaccessible to or unusable by individuals w/disabilities, be excluded from participation in, or be denied the benefits of the services, programs, or activities of a public entity, or be subjected to discrimination by any public entity.” The current library excludes individuals w/ physical disabilities from the programs and activities that occur within it.

All required resources are within the College’s facilities management purview. There will be man-hours involved in the moving of the contents of the room from the 2

nd

to 1st

floor.

Any painting and repair will have to be done before the move, but it will be minimal.

IT will be involved in moving the computer and printer from the current location to the new one.

A door sign will be required, announcing the space and a front-opening frame for display of hours.

A wall-mounted display case will have to be installed.

This relocation will allow students to fulfill coursework and program requirements as well as the College’s mission “to create educational programs that respond to and satisfy diverse community needs” and to develop “cultural programs” that will “enrich student and community life.” A more visible/accessible space will also increase the number of students who meet and exceed the course-level and program-level Aesthetic Literacy learning outcome to “create art works that build on, provide new takes on, critiques, or deconstructions of previous professional artistic event(s). . .” This space will enable seminar-type coursework and discussion with students in both the CW Program and courses. At the college level, faculty-student communal space is seminal to learning.

Costs for this project will be minimal. Estimates must include man-hours put in by facilities management, IT time and equipment, and the costs of cork and dry erase boards, as well as minimal furniture replacement.


25 Rev 6/20/17



Strategy Resource Implications


(Outcomes/Metrics)


Transfer the furniture that is needed to the new space; there is nice furniture in the 1

st

floor space that can be used

Provide corkboards and dry erase boards on the walls of the new library

Install outside the new location door a front-opening frame for listing of CWP hours per semester.

Install a wall display case also near the door to exhibit information about courses and Lit, Live! programming.

Corkboards and dry erase boards will be required, but can probably be moved from the current location.


26 Rev 6/20/17

DEPARTMENT: Foreign Languages CHAIRPERSON: Vladimir Konovaliouk GOAL 1: Excellence in Teaching and Learning OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and




Implications

Assessment Method—How Will Strategy be Assessed (Outcomes/Metrics)


Redesign the Foreign Language Learning Center in M-15 The current learning center is outdated in terms of design, furniture, and requires some capital renovations. Furniture and space are not designed for current technology and type of service that the center provides to students. A total re-design of the space is needed to better serve students and faculty.

Area Dean in consultation with Department Chairperson To work with VPAA, VP of Facilities and Management, and M-15/ FLLC Coordinator The Department will need a consultation with a company or a designer to assist on room layout and furniture.

2017-18 Current Department of Foreign Languages facilities space is inadequate and limited for students’ successful learning and support. Students and TAs in M-15 have no space to work effectively during tutorial sessions or on completing online Student Activities Manual for all 11 offered foreign languages. The storage of multimedia resources in foreign languages (DVDs, Blue-rays, CD-ROMs, dictionaries, magazines) is cumbersome and not secured.

Cost of capital renovations and new furniture and storage.

The renovated state-of-art Foreign Language Learning Center in M-15 will meet current trends in language lab redesign around the country. The redesign project will also take into consideration latest recommendations from American Council of the Teaching of Foreign Languages and will fulfill the College’s goal to “improve retention efforts across the academy” and to “maximize student satisfaction with instructional and support services.” Foreign language courses are a SUNY GEN ED requirement and are a requirement in almost every institution in the United States. A successful completion of this requirement in NCC is a part of the SUNY Seamless Transfer and could facilitate students’ paths to other colleges. An effective design and operation of the Foreign Language Learning Center is the essential part of that success.

2017-2021


27 Rev 6/20/17

DEPARTMENT: Honors GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential



Implications


(Outcomes/Metrics)


Assign office space for Honors Coordinators and student lab and meeting space

VP Muscarella; Area Dean; Honors Coordinators

FA 2017

The Honors Program current enrolls over 250 students. For the past two years, they have had a divided temporary home, with the coordinators’ and secretary’s offices in Bradley Hall and the Honors Students’ meeting and collaborative spaces in Cluster C. Since Cluster C cannot be their permanent home, they need the same amount of space elsewhere. The new area needs to provide for office space for the secretary and the coordinators adjacent to the student lab and meeting space. Central space dedicated to Honors is a feature of all college honors programs.

Space, desks, computers (moved from current location)

Student satisfaction survey TBD


28 Rev 6/20/17

DEPARTMENT: Music CHAIRPERSON: Jeffrey Fox GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs



Implications


(Outcomes/Metrics)


Develop a new transfer degree program HEGIS: 5610, SUNY: 2032 in Music Industry. This program currently exists at only Herkimer Community College. Since NCC is in the center of the music business and production environment, the AS transfer program should attract students in the business and management side of the industry.

Department Chair in conjunction with P&B Department Curriculum Committee Outside recognized music industry experts Advisory Board

Fall 2017: Survey of public (SUNY) and private colleges that offer AS degree in Music Industry. Develop comparative charts of degree requirements and what courses might be added to the Music Department’s offerings to provide for a complete degree program. Spring 2018: With outside consultation, begin curricular development of courses needed to complete degree. Develop advisement patterns for existing courses and create four semester plan. Fall 2018: Complete documentation and course outlines/syllabi for music industry courses for CWCC. Spring 2019: Offer first cohort of courses as a pilot study.

National trends: Music Market Research Reports: Latest Industry Trends and Statistics. Marketresearchreports.com

The music industry continues to expand in a wide variety of forms. A basic college liberal arts education with this concentration can only enhance the qualifications and credentials of the student.

The College already has the significant resources to meet the requirements of the first two years of a program. Some of the more specialized courses will need to be developed, but will not demand more than existing resources. Certified specialists will need to be hired, first as adjunct and then as full time, should the program grow to a significant number. Fall 2018: Course(s) will need to move through CWCC for approval.

Spring 2018: Acceptable goal: one cohort of students to begin the program Target goal: One or more sections (n=20 students) Assessment: One cohort with enough enrollment to run. 70% of students to meet course expectations

Consultant fees for development of coursework $3,500. Additional adjunct faculty will be needed to meet needs of course enrollment. Full-time faculty will be needed Spring 2019.


29 Rev 6/20/17

DEPARTMENT: Music CHAIRPERSON: Jeffrey Fox GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential

Strategy Responsibility Timeline Assessment Results that Inform this Strategy





Create a movable cart with professional audio to be connected to any computer workstation in the Music Technology Lab.

Department Chairperson Department Faculty

Fall 2017 The SRT program has grown over 54% in number of students over the last 5 years. Currently the Technology Lab has 3 workstations that contain outboard gear permanently connected to the stations. The plan is to create a cart that can be used by students on at the other workstations that do not have outboard gear. To provide technology support and strengthen academic programs and enhance student learning. To create an environment suitable for teaching and learning.

TECHNOLOGY FEE $16,000 Empirical Labs, Inc EL8-S Stereo Pair / Dual Channel EL8 Distressor Universal Audio LA-2A Teletronix limiter NEVE 1073LBEQ API 550A API 500-8B – 8-CHANNEL 500 SERIES LUNCHBOX Portable Rack Case

AY 2017-2018

Replace projection systems in Q 100, Q101, Q102, Q103, Q104


Fall 2017 The SMART Boards in the Music department are failing and the department has been told to replace them with LED Monitors. To provide technology support and strengthen academic programs and enhance student learning. To create an environment suitable for teaching and learning.

5 - 65” Class HDR 4K Smart LED TV Technology Fee $5,500

AY 2017-2018


30 Rev 6/20/17

DEPARTMENT: Music CHAIRPERSON: Jeffrey Fox GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential

Strategy Responsibility Timeline Assessment Results that Inform this Strategy





Replace Macintosh iMac’s in Q 100, Q101, Q102, Q103, Q104


Fall 2017 The iMacs were purchased in 2006 and have outlived their ability run the necessary operating system for the software we need for the classroom. To provide technology support and strengthen academic programs and enhance student learning. To create an environment suitable for teaching and learning.

5 – iMacs Technology Fee $10,500

AY 2017-2018

DEPARTMENT: Philosophy CHAIRPERSON: Mark Halfon GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare




Implications


(Outcomes/Metrics)


Hire additional full-time faculty with area of specialization in Bio-medical Ethics to accommodate demand resulting from liberal arts students and requirements in the new Nursing Multiple Award AS/BS SUNY Empire State/NCC Degree.

Department Cahir Area Dean

AY 2019-20 Increasing enrollment and expansion of Nursing program

1 faculty line Support of Nursing students $57,000 for new teaching line


31 Rev 6/20/17

DEPARTMENT: Reading and Basic Education CHAIRPERSON: Christine Berg GOAL 1: Excellence in Teaching and Learning OBJECTIVE 2: To provide general education that teaches students to think critically and analytically about a body of knowledge conducive to lifelong learning



Implications

Assessment Method How will Strategy be



Update technology to ensure best practice in developmental pre-college and credit-bearing studies, facilitating student persistence, success, and satisfaction

Provide continuous digital board, laptop computer and furnishings update and upgrade to facilitate student learning through instructor and student use of current interactive technology for research, communication and presentation purposes. (Specifically, when updating technology secure podiums for all classroom digital board-operating laptop computers to ensure instructional delivery centered on students-instructor and student-student interaction.)

Provide improved opportunities for student use of technology as a research, communication and presentation tool in class. (Specifically, secure second set of 20 laptop computers, wireless printer and computer cart to serve department classrooms housed in South Hall.

Area Dean, Department Chair in conjunction with appropriate administrative units, CIO Information Technology

AY 2017-18: In collaboration with CIO Information Technology and staff, plan, secure and install updated digital boards, laptop computers to operate digital boards and podiums for computers, replacing desk-like cabinets currently housing computers. Secure set of 20 laptop computers, wireless printer and computer cart to serve Department classrooms housed in South Hall.

100% of departmental full-time faculty and majority of part-time faculty use digital boards as teaching-learning tool; faculty observations of current student strengths and interest in using digital board and computer technology for research, communication and presentation.

Updated digital boards, laptops, podiums for all departmental classrooms on a cyclical basis; 20 student-use laptop computers, wireless printer and mobile cart initially; replacement of same as necessary

AY 2017-18: Operationalize the planning, securing and installation of updated digital boards, laptop computers to operate digital boards and podiums for computers, replacing desk-like cabinets currently housing computers. Secure set of 20 laptop computers, wireless printer and computer cart to serve Department classrooms housed in South Hall.

TBD based on cost of technology and furnishings


32 Rev 6/20/17

DEPARTMENT: Theatre and Dance CHAIRPERSON: Victor Abravaya GOAL 1: Excellence in Teaching and Learning

OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare students for regional and global employment opportunities

Strategy Responsibility Time-line

Assessment Results that Inform this Strategy Resource Implications




Hire architect to design Performing Arts Center in consultation with Theatre and Dance Department.

Chair Dean P&B Committee VP Facilities Planning

2017-2018

The Theatre Department has been in a temporary structure since 1984. New York State authorized matching funds in approximately 2009 which have never been matched by the County. Nearly all area colleges with Theatre or Dance programs in the vicinity have seen new facilities and major renovations to old facilities while Nassau has done little except necessary repairs. The building is unsightly, with inadequate interior space, and the Department cannot compete for quality students with the generally poor condition of the facility.

The proposed Performing Arts Center has already been sited on one end of the quad by the Planning Committee, although the Theatre Department disagrees with this location for a variety of reasons. However, an accessible location is essential, as well as an Architect with experience in planning performance and educational spaces. Theatre Department personnel should be part of the design process headed by Facilities Planning.

Architect is hired and Theatre and Dance Department is brought into the planning stage.

EST: $2 – $4 million

Revise entrance and exit lighting to be less disruptive to performances


2017-2018

Recently the NYS Fire Marshall determined that the exits of the building needed continuous lighting that could not be turned off by a wall switch. Unfortunately, to gain immediate compliance, existing wall switches, and all the connected fluorescents, were simply bypassed or “hot-wired”. For instance, although the front door to Building W needs an interior light, currently 12 LED (formerly fluorescent) fixtures can never be turned off in the hallway. This prevents anyone from entering either theatre during productions unnoticed, as light floods through the doors. This should be a simple fix, with a single LED downlight fixture at each door 24/7. All remaining fixtures should be on a wall switch. This will restore the utility of the entrances for productions, as well as making the entrance of late-comers to shows less disruptive to student performers.

This requires only the purchase of approximately 3 or 4 fixtures, wall installation, and minimal rewiring. All can be accomplished by Physical Plant.

The level of distraction created by opening doors during performances will be monitored. Using the entrance doors as live entrances during performance will justify the change.

EST: $500-$1,000


33 Rev 6/20/17

DEPARTMENT: Theatre and Dance CHAIRPERSON: Victor Abravaya GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare


Strategy Responsi-

bility Time-line

Assessment Results that Inform this Strategy


Assessment Method How will

Strategy be Assessed

(Outcomes/ Metrics)

Four-Year Financial

Plan

Increase full-time faculty by one probationary line for Dance AA

Chair Area Dean AAVP P&B Committee

2017-2018

Currently 100% of Dance courses are taught by adjuncts. It is imperative that we replace this line with a highly competent full-time probationary line in order to attract a Dance Professional capable of providing the leadership and commitment necessary for the discrete degree program to thrive. Only a full-time faculty member who is fully invested in our Dance students can provide the momentum for the Dance program to grow and flourish on this campus.

The lack of a full-time faculty member in Dance impacts the one-on-one advisement and mentoring that are so vital to successful student outcomes.

Currently, no one qualifies to engage in the assessment and program review processes for the Dance Program.

Personnel Cost TBD

Adequate probationary full-time faculty will aid in retention and student success due to increased participation in Theatre curriculum and office hours.

Personnel cost TBD – a net savings over the salary of the retiree.


34 Rev 6/20/17

DEPARTMENT: Theatre and Dance CHAIRPERSON: Victor Abravaya GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential

Strategy Responsibility Time-line

Assessment Results that Inform this Strategy Resource Implications




Replace Ballet Barres in P118


2017-2018

P118, in the Physical Education Building, is the sole dedicated classroom for the Dance AA program. We were “fortunate” a few years ago that a flood caused by an event outside the building allowed a significant renovation that had been requested for years to finally get accomplished. A sound deadening wall now separates the Dance and Phys Ed spaces, a new piano was purchased, and a true sprung floor with a dance surface replaced the damaged and dangerous hardwood floor. What remains unsafe is the condition of the approximately 40-year old wall mounted Ballet Barres. There are broken wooden barres held together with duct tape and brackets loose in their wall mounts. The height is also wrong now that the sprung floor is installed as the floor was higher by a couple of inches. The Ballet Barres are used by nearly all Dance classes, as part of instruction or as warm-up for class. The Barres should be completely replaced, with double wall brackets to accommodate two Barre heights, making them better suited to the differing height of students, and correcting the shortened distance to the floor.

Both Faculty and student satisfaction increased with the new resilient floor, making leaping and jumping significantly safer. To bring the room up to the standards a student or teacher should expect of a degree granting program, the Barres must also be replaced. This should be a job contracted to a professional dance installer, such as Harlequin, and not done in-house.

Students are more comfortable at the new barres, able to choose between 2 barre heights. Safety is increased. Finished product raises the aesthetic of the classroom to a professional standard.

EST: $35,000

Academic Master Plan—General Education and Social Sciences

35 Rev 6/20/17

DEPARTMENT: Economics/Finance CHAIRPERSON: Darlene Braunshweiger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare




Implications




Replace a vacated full-time probationary line The Department of Economics and Finance had a full-time probationary line budgeted for the year 2016-2017. The full-time faculty member who occupied this line resigned in his fourth year of full-time employment at the College. This avails the Department to search and replace that line for the Fall of 2017. The Department officially requests that a full Affirmative Action Search be conducted in April/May of 2017. This requires that the College post an advertisement for this line to attract new and qualified candidates.

To teach 5 classes each semester (Fall and Spring) to meet the enrollment of the Department.

Advertise now Review resumes April Schedule Interview May Interview June

Based on the Academic Affairs IESP dated 11/8/2016 (disseminated at the December Academic Affairs Meeting) the Department of Economics and Finance has the highest ratio of seats to faculty compared to each and every other Department reported. Comparative to other Departments with 6 or 7 faculty the average credit or seat is one half to one third the offerings of the Economics and Finance Department.

The monies are already in the budget. It is a rare event that a full time probationary faculty member severs his relationship with the College.

The Department needs an additional faculty member to be represented on each Senate elected committee. Furthermore, the Department needs the support to offer office hours, text reviews, scholarship reviews and to most importantly teach the courses offered in the Department.

The Department would like the replacement line to be full time and probationary the 2017-2018 academic year. The Department would also like to request an additional line for the 2018-2019 year to again provide support to the students seeking a General Liberal Arts degree whereby the all courses offered meet a Social Science Requirement and SUNY Social and Behavioral Requirement towards graduation.


36 Rev 6/20/17

DEPARTMENT: Economics/Finance CHAIRPERSON: Darlene Braunshweiger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and




Implications Assessment Method—How Will Strategy be Assessed

(Outcomes/Metrics) Four-Year

Financial Plan

Restructure the Academic Areas to enable the Economics/Finance Department to rejoin the other Social and Behavioral Science Departments.

None

ASAP Pursuant to data provided by Academic Affairs 2012-2016, The Eco/Fin Department recently offered 1,972 seats and 5,916 credits and has 6 full time faculty members. The Economics and Finance Department offers classes which meet the SUNY GER Social and Behavioral Science Requirement for graduation.

None When looking at Catalogs of other SUNY and Private campuses it is not uncommon to find Economics in the Social Science Area. Here are a list of several other schools where you can find Economics in the Social Science Area: Westchester CC, Suffolk CC, SUNY New Paltz, SUNY Oswego, SUNY Purchase, SUNY Stony Brook, SUNY Buffalo. Currently the Department is in the area of Professional Studies. These Departments have discrete programs and require resources for Program reviews and TA positions. The Economics and Finance Department is discontinuing the Certificate it currently offers and does not require Program Reviews.

Recommend for AY 2017-18

DEPARTMENT: Economics/Finance CHAIRPERSON: Darlene Braunshweiger GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential



Implications


(Outcomes/Metrics)


Purchase three new(er) Apple Laptops for several full time faculty members.

These laptops will enhance the classroom opportunities and help with the assessment process. One of the laptops will go to the current Chair of Assessment who is also a Fellow who visits several Departments to assist in their Assessment efforts. One of the laptops will go to the Chair’s Liaison who has been assisting in the Department Assessment process. The other laptop will go to a faculty member who typically relies on AV to enhance her research and study of economics.

ASAP

The Department has taken great efforts to improve the current state of Assessment. These additional resources will help to further foster that effort.

Approximately $5,000

Hopefully the increased technology will help the College meet the Middle States Assessment Requirements

Recommend for AY 2017-18.


37 Rev 6/20/17

DEPARTMENT: History, Political Science & Geography CHAIRPERSON: Miguel Alonso GOAL 1: Excellence in Teaching and Learning OBJECTIVE 2: To provide general education that teaches students to think critically and analytically about a body of knowledge conducive to lifelong learning




Assessment Method—How Will Strategy

be Assessed (Outcomes/Metrics)


Create a Long Island History Institute by organizing oral history interviews to be archived in the college library. The Department will use students and historians to conduct the interviews. The first projects will focus on African-American communities on Long Island and early suburbanization projects of the 1940s and 50s. College faculty with expertise in Long Island History will use these interviews for scholarly research and publications. Create service or applied learning opportunities in local historical societies and/or museums.

Organization and Training of Interviewers: Department faculty with training in oral history and Director of the Long Island History Institute. Assessment: Director of Long Island History Institute

Fall 2016: Submit grant application to National Endowment for the Humanities Community College Project. Completed: 12/16 Spring 2017: Submit matching grant applications to local funding agencies Fall 2017: Purchase digital recording equipment and organize training sessions for interviewers Spring 2018: Begin interview and archiving process Fall 2018: Organize symposium to present early work to college community. Research service learning and internship opportunities in local historical societies and museums. Spring 2019: Place 3-5 students in service learning or internship settings.

Analysis of College Strategic Plan, 2014-2017. Student surveys indicating strong interest in local history. Reactivation of Nassau County history course with high enrollments.

Facilities: Space in college library to archive interviews and other historical documents or artifacts acquired by Institute. Equipment: Digital recording equipment Personnel: A full-time probationary line for a highly qualified candidate to serve as the Director.

Fall 2017: Purchase digital recording equipment and organize training sessions for interviewers Spring 2018: Begin interview and archiving process Fall 2018:

Organize symposium to present early work to college community

Successful offering and running of more sections of our local history courses. Infusion of local history themes into larger Humanities curriculum across the college.

Use of or citations of our collections by scholars in publications.

Spring 2019: Survey student success and satisfaction in service learning or internship settings.

Fall 2017 Probationary faculty line hired at Instructor level, Step 5.


38 Rev 6/20/17

DEPARTMENT: Psychology CHAIRPERSON: Sydney Hochman GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare




Resource Implications Assessment Method—How Will Strategy be Assessed

(Outcomes/Metrics)


New interdisciplinary STEM Lab for Teacher Ed students to engage Applied STEM learning activities and materials appropriate to their teaching in connecting school with community, work and the global environment.

Facility & Equipment: TED Program Coordinator, STEM Department Chairs, VP for Facilities Mgmt, AVP for Tech. Instructional Activities: Work with pre-school, elementary and secondary school groups designed by program faculty

AY 2017-18: Review designs of similar TED STEM facilities, develop activity plan for NCC lab, locate shared temporary space among existing STEM departments, design lab activities, identify equipment needs. AY 2018-19: Activate pilot activities in temporary facilities, assess and modify activity plan. Develop grant funding for permanent lab. AY 2019-20….: Move toward campus placement of permanent TED STEM lab.

National emphasis of curricular design that increase applied STEM learning (e.g., SUNY STEM; Co STEM Curriculum; NYS STEM Learning Standards) Program Reviews by TED Coordinator reported in Annual Department Reports indicate insufficient STEM preparation of TED students. Increase in NYS mandated guided field experience of TED students.

AY 2017-18: Personnel – 1 FT TED STEM Instructor @$57,500 Equipment @$17,500 Facilities – Possible minor renovation, not identified AY 2018-19: Con’t FT TED STEM Instructor @$57,500 Equipment @ $2,500 AY 2019-20… : Con’t FT TED STEM Instructor @$57,500/year Permanent Lab Facility – grant funded

AY 2017-18: Successful planning of temporary facility and applied learning activity plan. AY 2018-19: STEM Lab for TED students operational in temporary facility; initial assessment and modification of lab program. AY 2019-20… : Continuous assessment informs improvements of STEM lab and program. Successful grant for permanent lab facility.

High priority initiative in light of changing needs of TED certification toward STEM competencies. Recommend AY 2017-18 for program development and facility planning, with priority of personnel and equipment funding for AY 2018-19.


39 Rev 6/20/17

DEPARTMENT: Psychology CHAIRPERSON: Sydney Hochman GOAL 1: Excellence in Teaching and Learning OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods

and technology to enhance student learning


Strategy Resource

Implications


(Outcomes/Metrics) Four-Year Financial Plan

Purchase Smart technology for Psychology classrooms

AVP for Technology

AY 2017-18

Only 3 of 10 classrooms equipped. Faculty conviction of improved instructional effectiveness, particularly with developmental students.

Ref. NCC Technology Plan schedule for smart room upgrading.

Ref. NCC Technology Plan schedule for smart room upgrading.

Recommend requested upgrading of 7 Psychology classrooms to Smart Rooms in AY 2017-18.


40 Rev 6/20/17

DEPARTMENT: Psychology CHAIRPERSON: Sydney Hochman GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential







Develop a Psychology Department Academic Help Center (AHC) providing faculty, peer and OL tutoring to Psychology students.

Department P&B Committee in conjunction with Chair-appointed faculty-student committee responsible for planning the PSY AHC.

FA 2017: AHC Committee appointed and develops plan for center’s facility, equipment, staffing. SP 2018: Center’s space allocation, equipment, tutorial support materials prepared/installed for AY 2018 operationalize. SU 2018: AHC piloted with limited services for systems and materials testing. AY 2018-19: AHC fully operationalized. Assessment and client satisfaction data collected. AY 2019-…: Continued operation of AHC informed by ongoing assessment.

Classroom surveys of Psychology students; comparisons of service availability afforded to other departments across the College reported in Annual Department Reports.

AY 2017-18: 1½ yr FT TA @$26,250 24 student lab stations @$30,000 15 Computers @$10,500 Misc. Tech. @$8,000 Instructional @$4,000 Software AY 2018-19…2020-21 1 FT Tech Asst @ $52,500/year 2 PT Tech Asst @$36,000/year 6 Peer Tutors @$27,000/year Annual Software License @$2,500/year

AY 2017-18: Acceptable infrastructure plans for departmental AHC, well-researched model for academic tutoring of psych course students, finalized budget allocation proposal, commitment to specific expectations for student success. AY2018-19…2020-21: Enterprise benefit assessment documents 60% increase in satisfaction among psychology students, 25% increased retention among students utilizing the Center, general consensus among psychology faculty of beneficial impacts of referrals on student performance.

High priority initiative linked to retention and increased accessibility to credit course options for developmental students. Not cost-effective to develop help centers on a department-by-department basis. Recommend moving this proposal (and others like it) forward in AY 2017-18 through creation of a Campus Academic Help Center that houses tutorial activities of multiple departments. This initiative to involve the Academic Area Deans, VP for Facilities Management, and other appropriate administrative units.


41 Rev 6/20/17

DEPARTMENT: Psychology CHAIRPERSON: Sydney Hochman GOAL 4: Stewardship OBJECTIVE 2: To provide administrative leadership which assures educational quality, furnishes adequate student support services, maintains effective budgeting and

facilities management, and stimulates thoughtful planning for the future of the College



Implications



Repair/replace/ update Bldg G interior infrastructure.

Facility Management

Ref. schedule of planned repairs/upgrading of Facility Management Plan.

Visible and functional decline

Ref. schedule of planned repairs/ upgrading of Facility Management Plan

Ref. schedule of planned repairs/upgrading of Facility Management Plan

Collect specific departmental requests for action commencing AY 2017-18.

DEPARTMENT: Sociology CHAIRPERSON: Patricia Halcrow GOAL 1: Excellence in Teaching and Learning OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and






(Outcomes/Metrics)


Provide a lab setting for Anthropology/ Archaeology applied learning and scientific anthropological and archaeological research. Approval of new archeology course anticipated.

Facility: Area Dean in conjunction with VP Facilities Mgmt. Planning &Oversight: Department Chairperson & P & B Committee Operations: Anthropology Coordinator, New Tech. Asst.

AY 2017-18: Locate appropriate space, conduct needed renovations, and install needed furnishings and IT/AV systems. Design curricular plan to support departmental anthropology/archeology offerings. AY 2018-19: Provide equipment needs of designed curricula., prepare lab for SP 2019 activation; hire new TA. AY 2019-20… : Evaluate lab program, assess student learning and revise laboratory plan. Seek grant funding for expansion of lab projects to current professional technology.

Project motivated by single faculty member’s success in upgrading the Department’s ANT curriculum, and in so doing, motivating students and faculty toward the modern practices of the field.

Space renovation: @$12,000 FT Tech Asst commence FA 2018: @ $52,500 annual Lab Equipment @$12,000 AV/IT: Not Identified Prof Journals/ Publications @$3,200 annual

Unique applied learning environment for Anth/Arch students documented through student satisfaction surveys and exhibitions of student projects •Modernization and enrichment of classes in Anthropology/ Archeology •Documented impact on student retention by departmental faculty.

Recommend commitment to FT Tech Asst line pending successful planning conducted in AY 2017-18.


42 Rev 6/20/17

DEPARTMENT: Sociology CHAIRPERSON: Patricia Halcrow GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs







Create two new credentialing programs in Alcohol and Substance Abuse Counseling (CASAC):

AS – Transfer/ Professional

CTF – CASAC Certification

Proposal includes new applied/service learning facility housing Substance Abuse Counseling Center (SACC).

Department Chair and P & B Committee oversee program development and implementation. 1 new FT CASAC certified faculty member teaches program courses and coordinates program-related tasks. 1 new FT non-classroom professional manages SACC, the new applied/service learning facility.

AY 2017-18: Hire new CASAC-certified faculty member to design 4-5 new course for AS and CTF program offered FA 2018; develop infrastructure and curricular plans for SACC. AY 2018-19: Activate new programs for N=30 students; Hire new non-classroom professional to complete preparation of SACC for Spring 2019 opening. AY 2019-20…: Conduct learning assessment of program students and evaluate SACC applied/service learning activities. Results to inform program modifications.

Referenced national and local studies of Health and Substance Abuse establish systemic need for counseling professionals.

Surveys of local Substance Abuse Agencies reflect good current job availability.

Positive job projections of NY Dept of Labor.

Social Service Professional Programs at Peer Institutions.

1 FT Classroom Faculty commencing FA 2017: @ $57,500 (annual) 1 FT Non-classroom Commencing FA 2018 @ $52,500 (annual) SACC Space Renovation @ $ 12,000 (FA 2018) SACC Tech Systems @ $9,500 SACC Misc Furnishings @ $3,000

AY 2017-18: Delivery of curricular designs for 1 AS and 1 CTF program re Alcoholism and Substance Abuse Counselor, endorsed/certified by required professional groups (CASAC, OASAS, ICRC). AY 2018-19: Successful enrollment of N=30 program students; placement of all students into on-campus and off-campus applied learning/community service experiences through SACC. AY 2019-20…: Assessment driven refinements to provide 75% retention rate and profession-defined achievement of learning outcomes.

Move forward as proposed with resource commitment in AY 2018-19 after additional preliminary planning AY 2017-18: particularly with respect to SACC facility and activity plan.


43 Rev 6/20/17

DEPARTMENT: Sociology CHAIRPERSON: Patricia Halcrow GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential







Develop a Social Science Academic Help Center (AHC) providing faculty, peer and online tutoring to social science students.

Area Dean in conjunction with Dean-appointed interdepartmental social science faculty-student committee responsible for planning the AHC.

FA 2017: AHC Committee appointed to develop plan for Center’s facility, equipment, staffing. SP 2018: Center’s space allocation, equipment, tutorial support materials prepared/installed for AY 2018 deployment. AY 2018-19: AHS operationalized. Assessment and client satisfaction data collected. AY 2019-…: Continued operation of AHC informed by ongoing assessment.

Classroom Survey findings re: •Dissatisfaction with availability of out-of-class assistance; •Availability of subject-specific tutorial services available through help labs provided by other departments. Faculty dissatisfaction re: •large class sizes (N=36)in social science courses resulting in unattended individualized student help requests, particularly developmental students enrolled in credit social science offerings.

Personnel: 1 FT Faculty/Tech Asst commencing SU 2018 @ $52,500-$57,500 annual 1PT Tech Asst commencing FA 2018 @ $18,000 annual 6 Peer Tutors (Student Aides) commencing FA 2018 @$27,000 Faculty volunteering discretionary time to facilitate face-t-face tutoring of referral students. Facility & Equipment: 12 student lab stations @$15,000 15 Computers @$10,500 Misc. Tech. @$8,000 Instructional @$4,000 Software

AY 2017-18: Acceptable infrastructure plans for social science AHC, well-researched model for academic tutoring of students, finalized budget allocation proposal, commitment to specific expectations for student success. AY2018-19…2020-21: Enterprise benefit assessment documents increase in satisfaction among social science students, and increased retention among students utilizing the Center, general consensus among area faculty of beneficial impacts of referrals on student performance.

High priority initiative linked to retention and increased accessibility to credit course options for developmental students. Combine with similar AHC request of PSY and other departments. Recommend moving AHC proposals forward in AY 2017-18 through creation of a Campus Academic Help Center that houses tutorial activities of multiple departments. This initiative to involve the Academic Area Deans, VP for Facilities Mgmt, and other appropriate administrative units.

Academic Master Plan—Health Sciences

44 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences (AHS) – Medical Laboratory Technician (MLT) CHAIRPERSON: Gary Klinger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 2: To provide general education that teaches students to think critically and analytically about a body of knowledge conducive to lifelong learning

Strategy Identify specific dept tasks/initiatives to be undertaken to address strategic objective

Responsibility Identify lead entity and others related to task accomplishment.

Timeline Target date(s) for implementation/ completion of proposed tasks.

Assessment Results that Inform this

Strategy Underlying evidence motivating the proposed strategy.

Resource Implications Facilities, equipment, personnel, etc. required to implement proposed strategy.


(Outcomes/Metrics) Identify target outcome(s) and metric(s) determining successful achievement of intended results.


Projected costs necessary to undertake proposed strategy.

Purchase annual subscriptions for EXAM SIMULATION by MediaLab, Inc.

Chair, Program Director

AY 2017-2021: Annually To be placed in the Allied Health Sciences (AHS) Strategic Plans.

Low scores on the American Society for Clinical Pathology (AASCP) licensing exam.

Practice exams to prepare students for MLT Board exams. Board exam results are related to continued accreditation of the MLT Program.

Evaluation of exam results and surveys: To increase student success rate on MLT Boards. Three year average first-year pass rate must be equal to or greater than 75%.

AY 2017-2021: $800 annually This will be placed in the Allied Health Sciences Annual Pegasus Department’s Strategic requests and Budget.

Develop/expand simulated micro lab (1-2 weeks on-campus micro). Develop 1 credit lab to combine with AHS 215 – Diagnostic Microbiology course.

Chair, Program Director and Program Faculty, Department Curriculum Committee, Area Dean, College Wide Curriculum Committee (CWCC)

AY 2019-2020: Cost for running of lab TBD

Microbiology rotations at affiliating labs are becoming increasingly difficult to obtain for students. Our own labs will allow us to develop more skills on campus to shorten time in clinic.

Lab materials, resource needs, and equipment to be determined.

Surveys and course assessments using rubrics and exams: To increase student learning and strengthen their marketable skills for future employment.

AY 2017-2018: Develop a full plan with cost analysis of equipment and lab design. Advance this simulated 1 credit micro lab with AHS 215 Diagnostic Microbiology course to be implemented in AY 2018-2019.


45 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences – Medical Microbiology and Lab Core Area CHAIRPERSON: Gary Klinger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs, which best prepare students for transfer to senior institutions, and to provide career programs to prepare students for

regional and global employment opportunities.



Implications Assessment Method—How Will Strategy be

Assessed (Outcomes/Metrics) Four-Year

Financial Plan

Replace full-time TA for Laboratory Science Core Area: Mainly for Medical Microbiology

Chair, P&B Committee, Area Dean

Fall 2017 The existing line was vacated, and the faculty member reassigned to Physical Sciences. This puts an additional burden on our other full-time TA (hired primarily for Medical Technician Program and Anatomy and Physiology), as well as part-time TAs and student aides.

Personnel – full-time TA

To have a full-time TA to devote most of their time to prepping and making sure the Medical Microbiology classes run smoothly and efficiently. We currently have only 1 full-time TA who is responsible for running 72 sections of AHS 131, 132, and 202 in the fall; 77 sections of the same in the spring, and 36 during summers 1 and 2, plus handling all of the Medical Laboratory Technician courses that she was primarily hired for. This is overwhelming for 1 person, and as such, has already resulted in a lab accident, while prepping for the microbiology course. In addition, it has put a drastic strain on our part-time TA and student aide budget. This was the only solution, in the short term, so as to not cancel sections, and keep up enrollment. There is such a large demand for these classes that it would have been detrimental to students in our programs, students applying to our programs, as well as students in other programs if these sections were cancelled.

AY 2018-2021: $53,000 plus benefits


46 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences – Physical Therapy Assistant (PTA) CHAIRPERSON: Gary Klinger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs, which best prepare students for transfer to senior institutions, and to provide career programs to prepare students for

regional and global employment opportunities.






Research the feasibility of producing an articulation agreement with a 4-year institution. This agreement would improve efficiency of the PTA graduate to obtain a bachelor of science degree. At this time Doctorate in Physical Therapy (DPT) is the terminal degree.

Dean, Program Director, PTA Program Steering Committee

Feasibility study to be completed by March 2018.

Approximately 15% of PTA graduates/year pursue higher education to become a DPT. A prerequisite to this goal is completion of a BS degree. PTA core course credits are not highly transferable to bachelors programs. This agreement would be a conduit to an easier transferable program.

Personnel, agreeable institution. Will explore articulation agreements with other State University Institutions such as SUNY Empire. (BS in Business or Health Sciences)

Completion of proposed curriculum for bachelor degree.

Propose the curriculum to four local institutions.

At least 3 PTA alumni enrolled in bachelor’s programs.

AY 2017-2018: Recommend proposed articulation commitment.

AY 2018-2019: Implement articulation with SUNY schools after assessment of program demand, articulation and equipment plans.

Add one faculty PTA line to ensure the ability to produce competent entry-level PTAs.

Chair, PTA program steering committee, Area Dean, Academic VP

Annually, 2018-2019

To meet the requirements of Commission on Accreditation in Physical Therapy Education (CAPTE) (outside accrediting body).

Advisory Board of PTA program requested changes in the number of faculty

Department P&B evaluation of faculty.

Projected retirements

Personnel Budget: New full-time instructor @ $62,500

80% pass rate on PTA national exam.

To satisfy the PTA Advisory Board request.

Alumni employment survey indicates satisfaction with our graduates.

AY 2018-2019: $62,500/faculty line and benefits.

Open learning lab in evening hours and or weekends.

Chair, PTA program steering committee, Area Dean, Academic VP

Annually, 2018-2019 to be incorporated in the Library’s Help Center Renovations.

Current students request additional time to use equipment and time to practice skills for upcoming practical exams.

80% pass rate on PTA National exam.

To satisfy the PTA Advisory board request.


TBD 80% pass rate on PTA National exam.

To satisfy the PTA Advisory Board request.


AY 2018-2019: TBD Consider hiring part-time TA to tutor.


47 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences – Radiation Therapy Program CHAIRPERSON: Gary Klinger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs, which best prepare students for transfer to senior institutions, and to provide career programs to prepare students for

regional and global employment opportunities



Implications




Finalize Articulation Agreement with Farmingdale

BS in Business Management or

Health Sciences

Area Dean Chairperson Program Director

AY 2017-2021: This is a part of SUNY Seamless Transfer Initiative.

Surveys ARRT increase in educational requirements, increasing trend in degree requirements.

Response from employer survey/ARRT recommendations and change in standards.

AY 2017-2021

Design and implement student simulation competencies and clinical competencies in the Virtual Environment Radiotherapy Training (VERT) Lab.

Program Director Clinical Coordinator Clinical Supervisors Lab Technologist

AY 2017-2021 Advisory meeting feedback/survey results/ clinical feedback regarding student preparedness. Student feedback regarding preparedness in clinical simulation skills. Students will be more prepared and confident before commencing clinical applied learning experiences.

Support Contact VERT Lab supplies Omni Board Immobilization. Upkeep of Radiation Therapy VERT Lab. To be included in the Department’s budget.

Survey students and clinical affiliates on student readiness and competency. Document improved student learning outcomes.

AY 2017-2021: VERT annual support -$8,785 Omni board for prostate set-ups and oven for head and neck thermoplastic masks - $23,894 Macromedics lab supplies, gloves, tattoo material -$2,000 TOTAL - $34,679


48 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences – Radiologic Technology Program CHAIRPERSON: Gary Klinger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs, which best prepare students for transfer to senior institutions, and to provide career programs to prepare students for



Strategy Resource

Implications




Purchase One Mobile C-Arm for OR Imaging Instruction/OR Student Clinical Competency The C-Arm is an imaging scanner intensifier. The name is derived from the C-shaped arm used to connect the X-Ray source and the X-Ray detector to one another. C-Arms have radiographic capabilities, though they are used primarily for fluoroscopic intraoperative imaging during surgical, orthopedic and emergency care procedures. The devices provide high-resolution X-Ray images in real time, thus allowing the physician to monitor progress and immediately make any corrections.

Area Dean Chairperson Program Faculty

September 2018

• 2016 SUNY Program Review • Graduate Surveys • Employee Surveys • Radiologic Technology Program

Advisory Committee suggestions The above surveys and assessments show that students verbalize the need for updated equipment to better prepare NCC graduates for employment after graduation from the PTA Program.

Purchase equipment $65,000-$75,000.

• Provide improved educational resources

• Meet evolving imaging demands of the medical community

• American Registry of Radiologic Technologists’ Competency Requirements

AY 2018-2019: $65,000 - $75,000


49 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences – Respiratory Care Program CHAIRPERSON: Gary Klinger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs, which best prepare students for transfer to senior institutions, and to provide career programs to prepare students for




Implications



Purchase Laerdal SimMan 3G Simulation Mannequin and Accessories to enhance student learning in the laboratory and clinical setting.

Program Director Department Chair Area Dean Administration

AY 2017-2021

Results of clinical simulation training for Respiratory Care students at NCC have been universally positive. However, the students lack regular access to a suitable dedicated patient simulator and a trained operator. Substantial scientific evidence, as well as a strong accrediting body (CoARC) recommendation, support expanded high-fidelity clinical simulation training for RC students.

Laerdal SimMan 3G Simulation Mannequin and accessories and supporting equipment and training

Improved clinical critical thinking and reasoning skills; expanded hands-on exposure to an increased variety of realistic clinical situations, problems (SimMan 3G) and respiratory care equipment. Student learning, clinical performance and critical thinking skills assessed through results of NCC MS/CE instruments, ILO rubrics and national NBRC CSE exams.

AY 2017-2021: $118,000 (estimated total for SimMan 3G mannequin and accessories, instructor laptop, patient monitor, install and maintenance plan, training and SimStore Points)

Purchase Electronic Hospital Record (EHR) simulation software to enhance student learning in the laboratory and clinical setting.


AY 2017-2021

Universal transition to electronic hospital records (EHR) requires software to provide simulated system for student learning in laboratory setting.

Electronic Hospital Record (EHR) simulation software

Student learning, clinical performance and critical thinking skills assessed through results of NCC MS/CE instruments, ILO rubrics and national NBRC CSE exams.

AY 2017-2021: TBD

Purchase Servo-u Universal Mechanical Ventilator to enhance student learning in the laboratory and clinical setting.


AY 2017-2021

Advancing clinical technology requires ownership of current equipment for student learning and remediation (beyond the capacity to rent periodically at peak periods).

Servo-u Universal Mechanical Ventilator - $48,000

Student learning, clinical performance and critical thinking skills assessed through results of NCC MS/CE instruments, ILO rubrics and national NBRC CSE exams.

AY 2017-2021: $48,000 (Estimated)


50 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences – Respiratory Care Program CHAIRPERSON: Gary Klinger GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential



Implications



Provide enhanced support for Respiratory Care Program student remediation of “at risk” students; expand student preparation for post-graduate licensing examinations; support hands-on high-fidelity simulation laboratory training.

Program Director and Director of Clinical Education

AY 2017-2021

2016 CoARC Annual Report showed current three-year attrition rate of 29.7% (within CoARC accreditation threshold of <40%, but in excess of Program goal of 25%). 2015, 2014, 2013, and 2012 attrition rates were 41.7%, 20.0%, 25.0%, and 31.8%, respectively. Adjunct contact hours dedicated to scheduled remediation sessions, assistance with computerized simulation problems, and direction/ coordination of hands-on high-fidelity clinical simulations are designed to reduce attrition and improve post-graduate exam and clinical performance.

Addition of adjunct contact hours (15 CH per semester) with dedicated assignment to scheduled laboratory remediation (clinical application) sessions and SimMan 3G training and support.

Reduced program attrition / increased retention;

Improved clinical critical thinking and reasoning skills; improved graduate performance.

Expanded and faculty-guided exposure to an increased variety of realistic clinical problems (using clinical simulation software) and hands-on experience with high-fidelity simulated clinical situations (using SimMan 3G and a variety of respiratory care equipment).

Attrition goal (<25%) and graduate performance assessed via CoARC surveys and annual reporting tool; student learning, clinical performance and critical thinking skills assessed through results of NCC MS/CE instruments, ILO rubrics and national NBRC CSE exams.

AY 2017-2021: Will hire multiple Technical Assistants to cover 15 contact hours (CH) 15 CH of adjunct time per semester (30/year)


51 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences – Surgical Technology Program CHAIRPERSON: Gary Klinger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs, which best prepare students for transfer to senior institutions, and to provide career programs to prepare students for




Implications




Maintain accreditation of Surgical Technology Program and provide for faculty development. Will maintain continued compliance with programmatic re-accreditation from Accreditation Review Council on Education in Surgical Technology and Surgical Assisting (ARCSTSA), in collaboration with the Commission on Allied Health Education Programs (CAAHEP).

Area Dean, AHS Dept. Chair and Program Coordinator All faculty are required by ARCSTSA and CAAHEP to annually maintain licensure and certification, have active membership in professional organizations such as AST and AORN and to obtain 15 continuing education units (CEUs) related to their specialty. The Program Director/ Clinical Coordinator or designated representative is required to attend the AST Annual National Instructor’s Conference. This conference covers all the latest curriculum requirements as well as the annual programmatic accreditation updates.

AY 2017-2018: Attend and maintain 15 CEUs annually to perform the functions identified in documented job descriptions and to achieve the program’s stated goals and outcomes. PD or designee attend the AST Annual National Instructor’s Conference. AY 2018-19: Evaluate advances in surgical technology and patient safety requirements through faculty CEUs as required by hospital administrators from our clinical affiliates. PD or designee attend the AST Annual National Instructor’s Conference. AY 2019-2020: Continue to provide and maximize student learning outcomes as they relate to the continuation of all faculty maintaining licensure and certification. PD or designee attend the AST Annual National Instructor’s Conference.

Analysis of increased programmatic retention related to faculty development.

Annual Programmatic Faculty compliance with Accreditation Review Council on Education in Surgical Technology and Surgical Assisting (ARCSTSA), in collaboration with the Commission on Allied Health Education Programs (CAAHEP) for maintaining certification and licensure.

Faculty submission of certificates of attendance for conference/webinars attended totaling 15 CEUs annually.

PD updating core curriculum requirements as well as the annual programmatic accreditation updates.

College financial support of faculty development for registration, travel, meals, and accommodations for faculty/ Program Director to attend the required Annual AST National Instructors Conference, as well as local conferences. An increased amount of funding needs to be made available for travel related to required faculty development. Department’s Budget

AY 2017-18: Specialized accreditation of a surgical technology program involves a thorough review of the program’s resources including faculty development, student to faculty ratio, financial resources, physical resources, learning resources, admissions policies, student records, curriculum, student evaluation methods, and programmatic outcomes submitted annually AY 2018-19: Continue increased program retention est. N=60 students for whom achievement data will be collected. AY 2019-20: Continued compliance with CAAHEP and ARCSTSA requirements. Programmatic re-accreditation review is required in 2019.

AY 2017-18, 2018-19, 2019-20: Annual College financial support for faculty and Program Director (PD) development. Annual conference registration, travel, meals, and accommodations. Approximate annual cost $3,000.


52 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences – Hearing Instrument Specialist (Proposed New Program) CHAIRPERSON: Gary Klinger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs






(Outcomes/Metrics)


Create a Hearing Instrument Sciences/Hearing Instrument Specialist Degree Program There is currently no program in New York State

Chair, P&B Committee, Area Dean, Academic VP, CWCC, Admissions, Advisement, and Public Relations New Program Director and new faculty to assume the administrative and teaching responsibilities of the program. All new hires will have the proper specialization credentials. A TA will be needed as well.

AY 2017-2018: Develop program curricula, and new courses of specialization. AY 2019-2021: Present to CWCC Work with Public Relations, Advisement, and Admissions to announce the new program to the community. Hire new faculty, begin student recruitment, set up new educational spaces for the program, and acquire all necessary equipment, materials, and supplies Receive application for first Freshman Class in the fall of 2020 Fall 2021: Take in 2

nd Freshman Class

Spring 2022: Graduate first class

Increase student enrollment by offering programs that are tied to workforce needs and can provide living wages and financial security.

AY 2019-2020: Personnel – Hire Program Director, faculty, and non-teaching faculty as needed. Facilities – Instructional space for lecture and labs. Equipment/materials and supplies – Provide the necessary tools needed for student learning.

Development of program and approval by necessary campus and state groups. Implementation of program mission, goals, objectives and activities, such as assessment goals, learning outcomes, institutional learning objectives, etc. Growth, and ongoing maintenance, and implementation of any necessary changes or improvements. 75% retention and assessment goals achieved.

AY 2017-2021: Program Director @ $62,500 + benefits 1 teaching faculty @ $62,500 + benefits 1 non-classroom faculty @ $51,000 + benefits Additional personnel as needed to support growth of the program – TBD Renovation or building costs –TBD Equipment, material, and supply costs – TBD Initial personnel costs – $176,000 + benefits


53 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences – Ophthalmic Medical Technician (Proposed New Program) CHAIRPERSON: Gary Klinger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs






Create an Ophthalmic Medical Technician Program. The model is a 10 month/32 credit program designed to produce qualified candidates that can assume the duties assigned to them by ophthalmologists. It is accredited by the Committee on Accreditation for Ophthalmic Medical Personnel. An AAS degree program in Ophthalmic Dispensing. This would provide full-time instruction over a two-year period. Completion would lead to an AAS degree, which is accredited by the Commission on Opticianry Accreditation (COA). This program also prepares candidates to achieve national certifications in opticianry and contact lens fitting, as awarded by the American Board of Opticians (ABO) and the National Contact Lens Examiners (NCLE).

Chair, P&B Committee, Area Dean, VP of Academic Affairs, Admissions, Advisement, and Public Relations New Program Director and new faculty to assume the administrative and teaching demands of the new programs that have the proper specialization credentials. Non-classroom professionals will be needed as well.

AY 2017-2018: Develop program curricula, and new courses of specialization. AY 2019-2021: Present to CWCC. Work with Public Relations, Advisement and Admissions to announce the program to the community. Hire new faculty and begin to set up new educational spaces for the program, and acquire the necessary equipment. Receive applications for first Freshman Class in the fall of 2020. Fall 2021: Take in 2

nd Freshman

Class Spring 2022: Graduate first class

Increase student enrollment by offering programs that are tied to workforce needs and can provide living wages and financial security.

AY 2019-2020: Personnel – Hire Program Director, faculty, and non-teaching faculty as needed. Facilities – Instructional space for lecture and lab. Equipment/Materials and Supplies – Provide the necessary tools needed for student learning.

Fall 2017-2018 Development of program and approval by necessary campus and state groups (State Education and accrediting agency). Fall 2018 – First Freshman (15 students) Class. Implementation of program activities, such as assessment goals, learning outcomes, institutional learning objectives, etc. Fall 2019 – Entrance of second Freshman Class (20 students), and Spring 2019 – first graduating class. Expectations – Growth, and ongoing maintenance, and implement any necessary changes or improvements. 75% retention of Initial first year class. Assessment goals achieved.

AY 2017-2018: 1 Program Director @ $62,500 + benefits 1 teaching faculty @ $62,500 + benefits 1 non-classroom faculty @ $51,000 + benefits Additional teaching Faculty Line, if needed. Renovation costs for classroom and lab space –TBD Equipment, material, and supply costs – TBD Initial personnel costs - $176,000 + benefits


54 Rev 6/20/17

DEPARTMENT/PROGRAM: Allied Health Sciences – Sonography Program (Proposed New Program) CHAIRPERSON: Gary Klinger GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs

Strategy Responsibility Timeline


Strategy





Develop a Diagnostic Medical Sonography Program

Chair, P&B Committee, Area Dean, Academic VP, CWCC, Admissions, Advisement, and Public Relations New Program Director and new faculty to assume the administrative and teaching responsibilities of the program. All new hires will have the proper specialization credentials. A TA will be needed as well.

AY 2017-2018: Develop program curricula and new courses of specialization. AY 2019-2021: Present to CWCC. Work with various areas to announce the program to the community. Hire new faculty. Begin student recruitment. Plan and set up new educational spaces or establish a relationship with existing clinics in the area that will assist with training our students. Acquire necessary equipment, materials, and supplies. Receive applications for first Freshman Class in the fall of 2020. Fall 2021: Take in 2

nd Freshman Class

Spring 2022: Graduate first class

Employment and wage statistics attached. Increase student enrollment by offering programs that are tied to workforce needs and can provide financial stability.

AY 2019-2020: Personnel – Hire Program Director, faculty, and non-teaching faculty as needed. Facilities – Instructional space for lecture and lab, as well as, outside clinical sites. Equipment/Materials and Supplies – Provide the necessary tools needed for student learning. Launch program.

Development of program and approval by necessary campus and state groups. Implementation of program mission, goals, objectives and activities, such as assessment goals, learning outcomes, institutional learning objectives, etc. Growth, maintenance, and assessment of program. Institute any necessary changes or improvements. 75% retention and assessment goals achieved.

AY 2019-2020: Program Director @ $62,500 + benefits Teaching faculty @ $62,500 + benefits Non-classroom faculty @ $51,000 + benefits Additional personnel as needed to support growth of the program – TBD Renovation or building costs – TBD Equipment, material, and supply costs – TBD Initial personnel costs – $176,000 + benefits


55 Rev 6/20/17

DEPARTMENT: Health, Physical Education, and Recreation CHAIRPERSON: Donna Bacon GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs, which best prepare students for transfer to senior institutions, and to provide career programs to prepare




Implications



Assign a Health Studies Coordinator for the Health Studies major program

Department Chairperson

Fall 2017

Upon completion of the SUNY Health Studies major program review, it became abundantly clear that the Health Studies major program has not been coordinated, led or focused on - thus, it has not met minimum expectations or standards of articulation, retention, graduation, enrollment, recruitment, curriculum development or graduation follow up as required by SUNY. The Occupational Outlook Handbook reports a 36% growth rate of Health Educator jobs during the next 5 years, which is higher than the average for all professions. With proper coordination of the Health Studies program, we expect that the Health Studies program will flourish. The Health Studies program is “Housed” in the Physical Education Department and has received minimal attention since its inception. The last permanent full-time faculty line that was awarded to Health Studies was 15 years ago in 2002. The Health Studies program has unique needs (including curriculum, adjunct instruction, majors, pedagogy, materials etc.), from Physical Education that are not being addressed.

A full-time faculty member would need to be paid a NCC Coordinator stipend and given release time to coordinate the Health Studies program

Measurements of enrollment, graduation, and retention rates from OAPR as well as satisfactory results from next SUNY Program Review Enrollment Recruitment could occur which would lead to greater enrollment in the program and revenue for the College. Curriculum Development The existence of new programs and course development within the next five years which would lead to more exposure for the Health Studies program Retention and Graduation Current and future health major students would be closely followed, properly advised and guided which would lead to higher retention and an increase in graduation rates SUNY Program Review Health Studies majors would be followed so that the next five-year SUNY review would represent a fully functioning majors program and “completed circle” from enrollment to graduation/employment and/ or transfer.

Release time and coordinator stipend for a selected full-time Health Studies faculty member recommended for 2017-18.


56 Rev 6/20/17

DEPARTMENT: Health, Physical Education, and Recreation CHAIRPERSON: Donna Bacon GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs, which best prepare students for transfer to senior institutions, and to provide career programs to prepare




Implications



Continue one temporary line and creation of one probationary line for Health Studies.

HPER Chairperson working with area Dean and AVP

Fall 2017 (continuation of temp line) Fall 2018/2019 (new probationary line)

Continuation of 1 temporary line and the creation of 1 probationary line. There are approximately 90 health classes taught each academic year, but there is only one full load permanent full-time Health instructor. The nature of the health courses (Human Sexuality, Death and Dying, alcoholism and chemical dependencies) require a full-time instructor that can offer additional time during office hours to assess the myriad of issues that come up for students in these classes. With the majority of instructors being adjunct and transient, we do a disservice to the needs of our diverse and often socially struggling student population in relation to these topics specifically. A Health Studies program that is not functioning to its fullest capacity.

2 full-time faculty lines (1 continued, 1 added)

Student satisfaction surveys Retention and assessment data will determine better advisement and graduation rates as measured by OAPR

Recommend 1 continued temp line for AY 2017-18


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DEPARTMENT: Health, Physical Education, and Recreation CHAIRPERSON: Donna Bacon GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs






Purchase four additional spin bikes to enhance newly offered, highly successful Spin class.

Departmental Chairperson

Spring 2018

The Spin class that is offered is quickly filled and remains filled; we are currently running a spin course that can only accommodate 15 students. Student feedback from the spin class is overwhelmingly positive.

4 stationary spin bicycles would need to be purchased We have already certified an additional instructor

Student satisfaction surveys and assessment

Recommend purchase of spin bicycles Spring 2018 cost approximately @ $1,100 a piece for a total of $4,400

DEPARTMENT: Mortuary Science CHAIRPERSON: Michael Mastellone GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs, which best prepare students for transfer to senior institutions, and to provide career programs to prepare students

for regional and global employment opportunities






Purchase embalming machine and aspirator for laboratory environment.

Department Chair AY 2017-18 To improve student competency in the technical/lab environment

Purchase new machinery in laboratory environment

Survey lab competency and expect student proficiency to increase by a minimum of 10%.

Purchase new embalming machine and aspirator for approximately $4,000. Recommended for AY 2017-18.


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DEPARTMENT: Mortuary Science CHAIRPERSON: Michael Mastellone GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential





(Outcomes/Metrics)


Provide faculty and students with a professional laboratory environment for embalming.

Department Chair AY 2017-18 Students succeed by practicing in the lab. Faculty will assess competency in the skill of human body preparation

Secure lab environment at SUNY Downstate.

Have faculty of lab do competency reports and survey students.

Secure rent and contract at SUNY Downstate not to exceed $12,000 per year. This is an ongoing yearly expense.


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DEPARTMENT: Nursing CHAIRPERSON: Thomas Rich GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs, which best prepare students for transfer to senior institutions, and to provide career programs to prepare students

for regional and global employment opportunities



Strategy





Hire full-time faculty to replace faculty who retired. The Nursing Program offers 14 nursing courses each semester. All of these courses are required courses for completion of the nursing program. In order to run the program, it requires 25 full-time faculty members. At present the Nursing Department has 19 full-time faculty, including the Chairperson. The Department will require an additional six faculty positions to replace the faculty who retired and were not replaced. At present, nursing sections are closed due to lack of faculty. The Nursing Department is transitioning from an AS to a BS Degree. The AS program will admit students through Spring 2018. A) There has been a long-standing debate supported by the New York State Nurses Association (NYSNA) about the minimum degree required for professional nursing practice. In 2009, a bill was introduced in New York State Legislature that suggests registered professional nurses (RN) attain a BS degree with a major in Nursing. B) The movement to increase the number of baccalaureate-prepared nurses in the workforce is accelerating following the release of landmark reports from the Institute of Medicine (2011) and the Carnegie Foundation for the Advancement of Teaching (2009), which clearly link nursing education level to enhanced patient outcomes. A survey of employers nationwide revealed a preference in hiring practices with 30% of healthcare

settings requiring new RNs to have a BSN, and 77% expressing preference for nurses educated at this level (AACN, 2012).

The Nursing Department Chair in cooperation with the department P&B Committee, and the Dean of Health Sciences.

AY 2017-2018: Spring 2017 and Summer 2017 for interviews and recommenda-tions for appointments. Starting date of 9/1/17.

Being able to run all the nursing courses without having to reduce the number of students in each semester due to the lack of faculty members to teach, and being able to open the complete number of student sections that have been open in the past.

Six full-time temporary Nursing Instructors @ $57, 471 for a total of $344,826. The Nursing Department is transition to a BS Program and will need a marketing budget to develop plans for the full launch of the BS Program.

The total number of students who will be able to complete the required courses without interruption in their education. Being able to utilize the total number of sections in each nursing course for the maximum student placement in the nursing courses. AY 2018-2019: Program activated with 20 students. AY 2019-2020: Monitor program retention and student learning outcomes against expectations. Survey. Spring 2022: Achieve 90% retention rate.

AY 2017-2018: Conditional Approval: 2 temporary full-time lines, 1 new full-time line to replace January 2017 resignation. Will need 1 more temporary full-time line to replace August 2017 retiree. AY 2018-2019: Marketing Budget


60 Rev 6/20/17




Strategy





C) Northwell Health, a major hospital system on Long Island, NY, stated that starting September 1st 2010, it will require newly hired nurses to either hold a BS degree in nursing, or earn one within five years. This requirement for a nurse to obtain a BS degree in five years is less than the requirement suggested in "BS in 10" New York State proposal. As of 2016, Northwell Health consists of 21 hospitals, 450 outpatient ambulatory and physician practices, located throughout Long Island, Queens and Westchester. Nassau Community College (NCC) associate degree nursing graduates apply for jobs in many of these sites but are not considered for positions because of the existing protocol. D) Although Northwell Health hospital system indicates that the nurses without a BS Degree would have five years to obtain it, at the Spring 2011 NCC Nursing Advisory Board Meeting, two representatives from Northwell Health and a representative from another facility, indicated that nurses with a BS would likely be considered before an AS Degree graduate. The desire to acquire Magnet Recognition has encouraged many hospital health systems in the Nassau County area to require a BS Degree for new hires. E) NCC's Nursing Program has also been excluded from clinical experiences from some hospitals on Long Island because we offer an Associate’s Degree in Nursing. This proposed Multiple-Award Nursing Program will address these current healthcare employment trends as well as ensure our ability to secure clinical experiences for our nursing students. The SUNY Empire State College, upper division nursing courses, partnered with Nassau Community College would allow students to be enrolled directly in a BS Nursing program. Students will take courses in this AS/BS curriculum at both institutions throughout the program and such a program will provide employment opportunities for graduates within their own communities.

Academic Master Plan—Mathematics and Science

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DEPARTMENT: Biology CHAIRPERSON: Jacqueline Lee GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare







Renovate/ upgrade existing BIO laboratory classrooms & prep rooms, including: general labs, Anatomy & Physiology, Greenhouse, Field Lab.

Area Dean, Dept. Chair, VP for Facilities Mgmt., AVP for Information Tech.

AY 2017-18: Plan renovations and upgrades. FA 2019-SP 2021 Implement schedule of planned renovations

Visible need for improvements to existing Cluster F facilities, not renovated since construction in early 1970s.

Extensive interior layout renovations; cost pending design estimates by Facilities staff. Tech equipment identified by Department; cost pending consultation with IT.

Operationalized improvements of laboratory classrooms. Satisfaction, increased instructional effectiveness reported by Dept faculty.

AY 2017-18: Determine possible improvements of BIO rooms in Cluster F within established Cluster Renovation schedule of Campus Facilities Plan. Develop possible grant funding opportunities (e.g., Perkins) with Grants Office. FA2019-SP2021 Move forward with feasible implementation of improvements.


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DEPARTMENT: Chemistry CHAIRPERSON: Alfredo Mellace GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs




(Outcomes/Metrics)


Create new employment-targeted degree program: Chemical Technologist (AAS)

Chemistry Department Chair and Department course coordinators

AY 2018-19: Recruit 1 new FT Analytical Chemist with specialization in Forensic and Material Science. AY 2019-20: Design course and laboratory curricula, industry-based applied learning activities; secure equipment needs. AY 2020…: Implement new program.

Published surveys of current career fields, employment, and academic pathways in Chemistry.

AY 2018-19: New 1 FT Instructor @ $57,500 AY 2019…: Con’t 1 FT Instructor Equipment needs @ $225,000

FA 2020: Program activated with N=16-20 students; employment monitoring and learning outcomes assessment plan designed for implementation in AY 2021-22.

Advance proposed program for funding in AY 2018-19; develop options for equipment needs in AY 2019-20 under grant funding (e.g., Perkins, NSF-ATE) and NCC Technology Fund.

Create new Baccalaureate Transfer degree program: Chemistry (AS)

Chemistry Department Chair and Department course coordinators

AY 2018-19: Commence development of program curriculum and needed transfer paths. AY 2019-20: Appoint 1 new FT credentialed instructor in computational chemistry; finalize program development. FA 2020…: Activate program with N=16-20 students; appoint 1 new FT instructor credentialed in Chemistry Education.

Referenced published surveys of current career fields, employment, and academic pathways in Chemistry.

AY 2019-20: New 1 FT Instructor @ $57,500 AY 2020…: Con’t 1 FT Instructor

AY 2020-21: Program activated with N=16-20 students. AY 2021…: Monitor program, retention, and student learning outcomes against expectations.

Recommend proposed program commitment in AY 2019-20 (for activation in AY 2020-21) following assessment of program demand, program design, articulation, and equipment plan in AY 2018-19.


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DEPARTMENT: Engineering CHAIRPERSON: Craig Capria GOAL 3: Community Engagement OBJECTIVE 2: To enhance the economic and cultural vitality of the County by promoting an educational environment which responds to the changing needs of the community







Participate in SUNY 2020 Infrastructure Renewal Grant funded activities with Farmingdale SC and Stony Brook University, involving three activities: • Education and Training

with 5 new courses & 2 certificate programs aligned with specific workforce needs in infrastructure improvement

Outreach and awareness targeting underutilized secondary education students for infrastructure careers

Research and development of advanced materials for infrastructure construction and restoration and high speed transportation systems

The ENS/PHY/TECH Department Chair and P&B Committee will oversee program development and implementation.

AY 2017-18: (1) Develop two new certificate program configurations: • Construction and

Building Inspector (24 cr Certificate)

• Urban and Regional Planner (24 cr Certificate)

including content designs for 5 new courses; (2) Work with Department of Design and Construction on plans for renovation of existing lab facilities to accommodate space and equipment requirements AY 2018-19: Activate two new programs for N=24 students each. Implement assessment of student learning to identify support needs and curricular content modifications

Needs analysis in Round IV NY SUNY 2020 Proposal: “Establishing Infrastructure, Transportation and Security Center”, May 2015.

AY 2017-18: Facility –Renovation of existing Cluster D labs and relocation of Cluster C Plasma Lab:

@$450,000 (grant-funded)

Equipment–Purchase of capital equipment: geotechnical, structural materials testing, water resources

@$397,000 (grant-funded)

AY 2018-19: Personnel–1 FT instructional credentialed in Infrastructure Maintenance

@ $57,500 (NCC) 1 FT TA credentialed in Plasma Technology

@ $52,500 (NCC) 1 PT TA credentialed in Civil Engineering Technology

@ $25,000 (NCC)

AY 2017-18: Delivery of curriculum designs for certificate programs in Construction & Building Inspection and Urban & Regional Planning. AY 2018-19 Successful enrollment of N=24 program students in each of two certificate programs. AY 2019-20 75% retention rate of initial cohort of first-year students; acceptable profession-defined achievement of expected program learning outcomes; potential annual program growth rate of 12% is consistent with profession benchmarks and dependent on available college resources.

Career-oriented initiative with workforce, scholarship and outreach components recommended for no-cost startup in AY 2017-18 and personnel commitment of $140,000 in AY 2018-19. Conditional to seeking NSF-ATE grant in AY 2017-18 to off-set annual personnel commitment of $140,000 commencing in AY 2018-19. Recommend inclusion of cyber security training in proposed certificate programs in collaboration with Math Department.


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DEPARTMENT: Math, Computer Science, and Information Technology CHAIRPERSON: Carmine DeSanto GOAL 1: Excellence in Teaching and Learning OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and







Promote/develop two activity initiatives designed to support interest in Departmental programs: • Y2M: Yes To Mathematics – Annual event for high school students to spend a day at NCC involved in interest-catching STEM activities; •Identification of advertising strategies to inform current marketing program through a short questionnaire to first semester Departmental majors

Ad-hoc of STEM Faculty MAT/CSC/ITE Program Committees

Each Spring Semester FA 2017 and on-going

Requested activity by local high schools Acknowledged administrative priority to increase College’s marketing program in a cost-effective way

SP 2018-ff: Hosting of 100 HS students in College facilities:

@$1,400

No resources required outside of normal operational expenses

Positive community service. Increased visibility of NCC among HS seniors. Recommendations to NCC marketing professionals for more effective targeting of potential STEM enrollments.

Recommend funding of activity in AY 2017-18 and ff. No approval action required for AY 2017-18. Resources for targeting demands on marketing program considered in Enrollment Management Plan.


65 Rev 6/20/17

DEPARTMENT: Math, Computer Science, and Information Technology CHAIRPERSON: Carmine DeSanto GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs






Incorporate Applied Learning activities into the Computer Science Program involving real-world humanitarian projects facilitated by Humanitarian Free and Open Source Software (HFOSS). This environment provides students with opportunities to develop both processing and technical skills by communicating and working with members of the HFOSS project’s community.

Two departmental faculty active in curriculum development in CSC

Department P&B Committee

AY 2017-18: Research models for injecting specific topics/problems into CSC courses that connect to real world projects confronting industry professionals. AY 2018-19: Develop curricular materials for appropriate CSC courses. AY 2019-20: Implement curricular modifications and assess results. AY 2020-21: Develop capstone course involving student participation in HFOSS projects.

Well researched workforce statistics reporting: •growth of world need for CSC professionals, •skills needed from CSC professionals, •deficiencies in current workforce

AY 2017-18: Reassigned time total

@ 3.0 CH ($11,000)

AY 2018-19:

@ 3.0 CH ($11,000)

AY 2019-… Additional reassigned time, as needed, plus training expenses for faculty and Learning Center staff

@ $3,000

Implementation of an effective applied learning strategy in the CSC program, as determined by: •students’ ability to communicate effectively within the HFOSS community, •demonstration of increased competence in applying the skills used in an HFOSS project, •demonstrated knowledge of workflow contributions involved in a complex project.

Recommend commitment of resources for AY 2017-18 and ff. Reassigned time absorbed in operational rather than strategic allocations of the College.


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DEPARTMENT: Math, Computer Science, and Information Technology CHAIRPERSON: Carmine DeSanto GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs







Scale approved certificate programs:

Cisco Networking CTF

Cyber Security CTF

requiring additional new FT faculty.

Department Chair, P&B Committee, several contributing teaching faculty

AY 2017-18: Activate two approved certificate programs with beginning courses to accommodate N=30 students in each program. AY 2018-…:Continue enrollment of N = 30 new students in each program

U.S. Bureau of Labor Statistics projections for •network and computer systems architects growth by 28% by 2020, •36.5% increase in demand for Information Security professionals over the next 10 years. •Employer surveys indicate promising local job availability.

Requested personnel to commence AY 2017-18 2 FT Instructional lines

@ 57,500 ea. 2 FT TA lines

@ 52,500 ea. Annual licensing fee for Cisco

@ $3,000

Two growth-potential certificate programs serving 60 program students annually. Expected completion rate of 75%. Assessment of profession-defined learning outcomes for program students.

Good career/workforce-ready programs representing a new, desirable direction for the Department. Four new FT faculty lines in first year of implementation, however, not feasible. Recommend moving forward on the offering of these two programs with previously approved resources and provision for training/retraining of existing faculty to accommodate later expansion.

New Degree Program:

Statistics AS

A transfer program providing training for employment in companies requiring professionals trained in the handling and analysis of large data sets.

Department Chair, P&B Committee, several contributing teaching faculty for course development.

AY 2017-18: Develop stand-alone courses in Data Analytics and Data Mining forming the technical core of the program AY 2018-19: Design full program with identified Baccalaureate transfer paths. AY 2019-20: Activate new program in Statistics for N=60 program students. AY 2020-21: Conduct initial assessment of program and learning outcomes.

Reference to statistics from general knowledge of field by department faculty; specific 2017 survey of high paying, high demand jobs

AY 2017-... : 1 FT instructor specialized in Data Analytics to commence in FA 2017

@ $57,500 1 FT Non-Classroom specialized in Data Analytics to commence in FA 2017

@ $52,500 Annual software licenses

@ $5,000

Transfer program for concentration in mathematics-statistics attracting N=60 annual program students commencing in AY 2018-19. Anticipated assessment benchmarks: @75% retention @12% annual growth Approved profession-defined skills assessment.

Review commitment request in AY 2018-19 following development of more specific needs assessment, articulation with specific employment outcomes, institution-specific transfer paths, and program draft design.


67 Rev 6/20/17

DEPARTMENT: Math, Computer Science, and Information Technology CHAIRPERSON: Carmine DeSanto GOAL 2: Student Persistence and Success OBJECTIVE 2: To maintain developmental programs which upgrade student skills for success in college level courses, and to provide special courses of study which enhance

general education






Create MAT002/ MAT109 co-requisite math course to provide an accelerated option to credit math for students who place into remedial algebra.

Department Chair, Department Mathematics, Remediation and Testing (MRAT) Committee, MAT 002 and MAT 109 Course Committees

AY 2017-18: Prepare course materials for approval AY 2018-19: Offer course and monitor course administration and instructional practices, student progress; commence assessment of student learning outcomes AY 2019- …: Placement, course content, instructional design modifications

Consultation with local high schools, review of degree requirements of peer institutions, published national trends and practices in collegiate remedial math education.

AY 2017-… : 1 FT instructor position to commence FA 2017 appropriately credentialed in collegiate math remediation, and experienced in community college teaching and assessment of mathematics. Annual support

@$57,500

Delivery of a credit math course combining MAT 002 (Remedial Algebra) and MAT 109 (Algebra and Trig) that provides a pathway to credit math for students who place in remedial algebra; for activation in FA 2018

The proposed initiative moves the College’s curricular requirements in a long-over-due direction. Institutional resources, however, are contingent on the need to address a second pathway to credit math for students in non-quantitative programs (e.g., General Liberal Arts –AA). The Dean for Mathematics & Science is directed to work with the Department Chair during AY 2017-18 to develop such a proposal for activation in Fall 2018.


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DEPARTMENT: Physical Sciences CHAIRPERSON: Thomas Bruckner GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs







Develop two new degree programs: Environmental Science AA Environmental Science AS

Department Chair, Departmental P&B Committee, Department Curriculum Committee and new FT Env. Sci. faculty hire.

AY 2017-18: Recruit 1 FT Instructor credentialed in Environmental Science and experienced as an educational professional; develop new AA and AS degree curricula; design schedule of program core courses. AY 2018-19: Activate new degree programs and actively recruit new students through Departmentally-focused advertising AY 2019-…: Assess program performance and student learning outcomes. Undertake needed program modifications/refinements.

Reference to Occupational Outlook Handbook of Bureau of Labor Statistics, which identifies strong growth in Bachelors-level employment due to public interest in environmental preservation.

1 FT Instructor appropriately credentialed in Environmental Science and experienced in teaching, appointment commencing FA 2017

@$57,500 annually

No facility or equipment needs requested.

Increased offerings of existing courses relating to Environmental Science; annual student enrollment in two new programs @ N=24 each program; built-in off-campus applied learning activities; continuous assessment of courses and degrees.

More planning on specifics needed before commitment of a supporting faculty line. Consider for AY 2018-19 pending specifics of program configuration, transfer paths, career paths, equipment needs, etc.


69 Rev 6/20/17

DEPARTMENT: Physical Sciences CHAIRPERSON: Thomas Bruckner GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs



Implications




Develop new offerings in Astronomy, as follows: • create new courses in Astronomy for students to transition to Astronomy major; • create new certificate program in Planetarium Operations to fill employment vacancies

Department Chair, Departmental P&B Committee, Department Curriculum Committee, and new FT faculty hire credentialed in Astronomy and experienced in planetarium operations.

AY 2017-18: Recruit 1 FT Instructor credentialed in Astronomy, experienced as a planetarium professional; previous astronomy course (The Universe) reactivated and offered; development of new course(s) in planetarium operations developed. AY 2018-19: New Planetarium course(s) activated; new certificate in Planetarium Operations designed. AY 2019-…: Planetarium Certificate program activated for an expected annual enrollment of N=24 program students.

For the two initiatives, respectively: Reported need for graduate degree astronomers cited and likely growth in both public and private sectors. Reference to Occupational Outlook Handbook of Bureau of Labor Statistics not specific to planetarium professionals.

1 FT Instructor appropriately credentialed in Astronomy and experienced in planetarium operations, appointment commencing FA 2017

@ $57,500

annually No facility or equipment needs requested.

Reactivation of popular astronomy offering, The Universe; new planetarium offerings as both stand-alone interest courses and core offerings of new growth-expected professional certificate program; implementation of acceptable plan for continuous assessment of student learning.

More planning on specifics needed before commitment of a supporting faculty line. Consider for AY 2018-19 pending specifics of program configuration, career paths, sustainability needs, etc. in AY 2017-18

Academic Master Plan—Professional Studies

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DEPARTMENT: Accounting/Business Administration CHAIRPERSON: Lynn Mazzola GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare



Implications




Accounting AS – Increase full-time probationary faculty


2017-2018

During the day Spring 2017, there are only 2.8 full time accounting faculty to teach 75 four-contact hour sections of accounting; these 2.8 FT accounting faculty would only cover 15% of those sections.

In spring 2017 day accounting classes were cancelled due to lack of adequately qualified adjuncts or availability.

This AY we hired 6 new accounting adjuncts; only 2 or 3 meet our high standards.

If we receive 2 FT accounting faculty lines, the percentage of day sections of accounting taught by FT accounting faculty increases to 26%.

If we receive 1 FT accounting faculty line, the percentage of day sections of accounting taught by FT accounting faculty increases only to 20%.

We have not hired any accounting faculty since 2009 and we have only hired on probationary lines in accounting as the faculty we have hired in the past have had full-time employment and take substantial decreases (30%-80%) in pay to come to NCC. The best candidates will not come to us for a temporary line.

Without new lines, there will be 92 sections of accounting and business courses taught by adjuncts; this means that over 2,800 students will not have an instructor with office hours.

Personnel Cost TBD

Adequate probationary full-time faculty will aid in retention & student success due to increased participation in accounting curriculum and office hours

Recommend one faculty hire for either Accounting or Business Adm. @$75,000 salary and benefits


71 Rev 6/20/17

DEPARTMENT: Accounting/Business Administration CHAIRPERSON: Lynn Mazzola GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare



Implications


(Outcomes/Metrics)


Business Adminstration AS – Increase full-time probationary faculty


2017 -2018

During the day in fall and spring, there are only 7 full-time business faculty to teach 122 three-contact hour sections of business; these 7 FT business faculty would only cover 57% of those sections.

Without new lines, there will be 92 sections of accounting and business courses taught by adjuncts; this means that over 2,800 students will not have an instructor with office hours.

Personnel Cost TBD

Adequate probationary full-time faculty will aid in retention & student success due to increased participation in curriculum and office hours.

Recommend one faculty hire for either Accounting or Business Adm. @$75,000 salary and benefits


72 Rev 6/20/17

DEPARTMENT: Accounting/Business Administration CHAIRPERSON: Lynn Mazzola GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential






Purchase large flat desks for eight Accounting/ Business Classrooms Small tablet desks are not appropriate for student work with Surface Pro and texts; replace with larger, flat student desks.

Chair Area Dean AAVP VP Facilities

2017 -2018

These rooms were originally equipped with the larger, flatter desks; over the years, these desks were replaced with smaller desks that do not work for use with Surface Pro tablets and our large texts. Need to purchase 150 larger, flat student desks.

Equipment

New desks will result in having additional workspace for students to work with our Surface Pro and teams resulting in better student success and retention.

Facilities :Equipment Approximately $96/desk = $14,400

Increase, or at least maintain, part-time TA budget for Accounting/Business Learning Center to better serve accounting and business majors.

Chair Area Dean AAVP

2017-2018

Department conducts surveys of students annually or semi-annually; these surveys and feedback from instructors confirm the need for the Learning Center to be open 7 days/week and with morning through evening hours during the week.

Statistics show that 52% of students surveyed credit the Learning Center with increasing their class grade at least a half a grade.

Personnel Costs TBD

Continue to survey students and faculty as to hours/days and methods of usage for the Learning Center

Personnel Costs TBD At least same budget that we have for PT TAs in AY 2016-2017


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DEPARTMENT: Administrative Business Technology/Health Information Technology CHAIRPERSON: Noreen Lowey GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare

students for regional and global employment opportunities.


Implications




Maintain national certification of the HIT Certificate’s Professional Certificate Approval Program (PCAP) from the American Health Information Management Association (AHIMA).

ABT/HIT Department Chair, HIT Program Coordinator, and HIT faculty to complete all paperwork. All HIT program faculty to participate in assessment. HIT Program Coordinator and HIT FT faculty to

attend high school career days and NCC Open House

advertise the program to the local health care community and community at large

AY 2017-18: Submit PCAP Annual Attestation. AY 2018-19: Apply for PCAP re-approval of HIT Certificate. AY 2019-20: Submit PCAP Annual Attestation. AY 2020-21: Submit PCAP Annual Attestation.

NYS Dept of Labor Long Term Occupational Employment Projections for the Long Island region cite a 19.8% increase from 2012-2022 for health information technicians with very favorable employment prospects. Median salary of $49,210. US growth rate of 22.1% NCC offers the only PCAP/AHIMA approved coding certificate in the state of New York. Benefits of PCAP approval include: “Students who complete PCAP approved programs are eligible for the CCA (Certified Coding Associate), the CCS (Certified Coding Specialist) and CCS-P (Certified Coding Specialist – Physicians’ Office) examinations. Assurance that PCAP graduates are workforce prepared through practical application and competency demonstration in professional practice experiences. [Certificate is] listed in the Directory of Approved Programs which is a resource visited by many prospective students who are specifically seeking schools that meet AHIMA’s model curriculum.” http://www.ahima.org/education/academic-affairs/PCAP

Personnel: None Technology: None Facilities: None

HIT Coding Certificate maintains national certification

Increase enrollment

Increase the percentage of students who successfully pass the CCA national credentialing exam (data collected from student and graduate surveys)

Receive positive feedback from students (data collected from graduate surveys)

Receive positive feedback from employers (data collected from employer surveys)

AY 2017-18: no new funds ($750 annual fee is in current departmental budget) AY 2018-19: $1,750 ($2,500 PCAP re-approval fee; $750 of the fee is in the current departmental budget) AY 2019-20: no new funds ($750 annual fee is in current departmental budget) AY 2020-21: no new funds ($750 annual fee is in current departmental budget)

http://www.ahima.org/education/academic-affairs/PCAP

http://www.ahima.org/education/academic-affairs/PCAP


74 Rev 6/20/17

DEPARTMENT: Administrative Business Technology/Health Information Technology CHAIRPERSON: Noreen Lowey GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare



Strategy Resource

Implications


(Outcomes/Metrics)


Seek national accreditation from the Commission on Accreditation for Health Informatics and Information Management Education (CAHIIM) for the HIT AAS Degree.

ABT/HIT Department Chair, HIT Program Coordinator and HIT faculty to complete all paperwork. HIT Program Coordinator to create new elective course for RHIT preparation. All HIT program faculty to participate in assessment.

Spring 2018: Submit program profile/letter of intent to seek accreditation. AY 2018-19: Submit application and begin self-study. AY 2019-20: Complete self-study and participate in two-day site visit. AY 2020-21: Continuously assess and update program. AY 2020-21: Submit RHIT prep course to the CWCC and Academic Senate for approval.

NYS Dept of Labor Long Term Occupational Employment Projections for the Long Island region cite a 19.8% increase from 2012-2022 for health information technicians with very favorable employment prospects. Median salary of $49,210. US growth rate of 22.1% Benefits of CAHIIM accreditation include:

Students who complete CAHIIM approved programs are eligible to take the RHIT (Registered Health Information Technician) examination.

Program would be listed in the Directory of Approved Programs which is a resource visited by prospective students who are specifically seeking schools that meet AHIMA’s model curriculum.

Assurance that graduates have expected knowledge and skills

Curriculum relevant to today's electronic health record (EHR) environment http://www.cahiim.org/accreditation/benefitsofaccreditation.html

Personnel: No new lines are needed (must maintain the two current full-time HIT classroom faculty lines). 3 contact hours reassigned time for Fall 2018 for the HIT Program Director to complete the self-study and oversee applied learning experiences in the internship courses. Technology: None Facilities: None

Receive CAHIIM approval

Increase enrollment

Receive positive feedback from students (data collected from graduate surveys and student surveys)


75% of students will pass the RHIT (Registered Health Information Technician) national credentialing exam

Increase the percentage of students who pass the RHIT national credentialing exam

AY 2017-18: $8,000 ($500 pre-application processing fee due with letter of intent; $7,500 due when application is approved and program is accepted into candidacy status). AY 2018-19: $8,000 CAHIIM Review and site visit. ~$4,800 Program Director to receive 3 contact hours of reassigned time for Fall 2018. AY 2019-20: $2,500 (annual accreditation fee) AY 2020-21: $2,500 (annual accreditation fee)

http://www.cahiim.org/accreditation/benefitsofaccreditation.html

http://www.cahiim.org/accreditation/benefitsofaccreditation.html


75 Rev 6/20/17

DEPARTMENT/PROGRAM: Administrative Business Tech/Health Information Tech – Medical Assistant Degree (Proposed New Program) CHAIRPERSON: Noreen Lowey GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs


Strategy Resource

Implications




Develop a Medical Assistant AOS Degree. Seek national accreditation through the Commission on Accreditation of Allied Health Education Programs (CAAHEP).

ABT/HIT Department Chair and P&B Committee to develop new courses and program curricula. Research possible need to convert storage closet A117a into a simulated exam room. (Room would be used for existing ABT Medical AAS and Certificate programs and the proposed CMA AOS.) If simulated exam room would be beneficial to program, investigate grant funding. VPAA or Designee: Submit Medical Assistant AOS Degree paperwork to SUNY and State Ed. ABT/HIT Department Chair and P&B Committee to forward qualifications to Area Dean for inclusion in advertisements.

AY 2017-18: Submit new courses and the AOS Degree to the CWCC and Academic Senate for approval. Submit the AOS Degree to SUNY and State Ed for approval. Research need to convert storage closet A117a into a simulated exam room; investigate available grant funding. AY 2018-19: Complete search and hire one new full-time credentialed instructor to teach CMA classes and serve as program coordinator. Publicize new degree.

NYS Department of Labor Long Term Occupational Employment Projections for the Long Island region cite a 29.6% increase from 2012-2022 for medical assistants with very favorable employment prospects. Median salary of $36,980. US growth rate of 29%. “More medical assistants are employed by practicing physicians than any other type of allied health personnel. Medical assistants are usually employed in physicians’ offices and other ambulatory healthcare settings, where they perform a variety of administrative and clinical tasks to facilitate the work of the physician. The responsibilities of medical assistants vary, depending on whether they work in a clinic, hospital, large group practice, or small private office. With demand from more than 200,000 physicians, there are, and will probably continue to be, almost unlimited opportunities for formally educated medical assistants.” (http://www.caahep.org/Content.aspx?ID=43 Commission on Accreditation of Allied Health Education Programs website)

Personnel: 1 new full-time credentialed instructor to teach CMA classes and serve as the program coordinator. Technology: Purchase “clinical EHR/back end package” of Medisoft for new CMA course. Facilities: Possible conversion of storage closet A117a into a simulated exam room (remove existing storage cabinets, replace floor tiles, paint, install exam table).

CMA courses and Medical Assistant AOS approved by CWCC and Academic Senate

Medical Assistant AOS approved by SUNY and State Ed

Receive positive feedback from students (data collected from graduate surveys and student surveys)


Receive national accreditation from CAAHEP

75% of students will pass the CMA national credentialing exam

Increase the percentage of students who pass the CMA national credentialing exam

AY 2017-18: None AY 2018-19: ~$58,000 (salary for one FT classroom faculty line) AY 2021-22: ~$12,000 (initial accreditation fee) (There is an annual accreditation fee for the College as a whole—not per program. The Allied Health Science Surgical Technology program is accredited by the same body. Dependent upon the total number of students enrolled in both programs, the annual accreditation fee the College is currently paying might remain the same.)

http://www.caahep.org/Content.aspx?ID=43

http://www.caahep.org/Content.aspx?ID=43


76 Rev 6/20/17



Implications




Administration to place ads for FT line. Administration and ABT/HIT faculty to publicize new degree. CMA Program Coordinator to attend high school career days, NCC Open House events, and advertise the program to the local health care community and the community at large. All CMA, HIT and ABT program faculty to participate in assessment.

AY 2019-20: Enroll students in AOS Degree. AY 2021-22: Seek national accreditation of the program.

Sanford-Brown Institute recently closed their New York facilities, including their Garden City site. Sanford-Brown offered a medical assistant program. Plaza College, in Forest Hills, charges approximately $4,500 tuition per FT semester plus fees (approximate cost of degree excluding books is $22,700). http://www.plazacollege.edu/ AAS_Medical_Assisting/Gedt.html

http://www.plazacollege.edu/%20AAS_Medical_Assisting/Gedt.html

http://www.plazacollege.edu/%20AAS_Medical_Assisting/Gedt.html


77 Rev 6/20/17

DEPARTMENT: Criminal Justice CHAIRPERSON: Robert Costello GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential




(Outcomes/Metrics)


Seek funding for recruitment of Hispanic students into the Criminal Justice Department In preparation of NCC being declared a Hispanic Serving Institution (HSI).

Dean Jerry Kornbluth VP Valerie Collins Dean Dave Follick AVP Kate Murray VP Inna Reznick

Spring 2018 NCC will be declared an HSI later this year. Careers in Criminal Justice such as police officer and corrections officer are actively recruiting diverse applicants. Our proposed recruitment literature will be helpful to inform potential and current students about the vast career opportunities available in CRJ, if they study CRJ at NCC.

We do not think any specific equipment will be needed.

We will increase the diversity of our CRJ program while providing career opportunities to students who may not be aware of them.

We seek $10,000 to work in conjunction with our Admissions and Marketing Departments in this endeavor who are best suited to devise a recruitment plan.

Install a digital bulletin board near the Criminal Justice Department office (first floor hallway in the Building G).

Dean Jerry Kornbluth VP Valerie Collins VP Rich Lawless VP Joe Muscarella

Summer 2017

With roughly 4% of the student population, we believe this board will be able to reach our students to inform them about pertinent general information such as registration, financial aide, campus activities as well as specific information including upcoming civil service exams for police officer, corrections officer. Our department will manage the information.

*65” Flat screen monitor *Wall mount *Visix Digital Signage

With a large number of majors—900 students—communication is not easy. The board will help us communicate vital information for students in order to help increase retention and persistence rates. Equally important, information will be displayed to help students pursue career opportunities in the Criminal Justice field.

65” Flat screen monitor with Wall Mount: $1400 Visix Digital Signage: $600

Equip each Criminal Justice classroom (G 159, 143, 135, and 133) with a personal computer podium.

Dean Jerry Kornbluth VP Valerie Collins CIO Richard Lawless VP Joseph Muscarella

Spring 2018 Semester

Classrooms equipped with proper instructional technology will lead to increased student learning and increased rates of persistence and retention.

Each room will need to be outfitted for a personal computer podium which has the following equipment: a Dell personal computer, a Proxima projector, and a screen.

Spring 2017 and Fall 2017 will be used to research and explore different options to meet this strategy. Meetings with responsible parties will be held to determine options and visit other classrooms with such equipment.

An educated estimate would be $4-5,000 per classroom


78 Rev 6/20/17

DEPARTMENT: Hospitality Business – Culinary Arts Degree (Proposed New Program) CHAIRPERSON: Anne Cubeta GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare


Strategy Responsibility Time- line


Strategy




Four-Year

Financial

Plan

Begin Phase I Renovation—108 Duncan Street for Culinary Arts Program. Design to include: (See full plan for details)

8 station Culinary Arts kitchen with state-of-the-art equipment and technology (to accommodate 24 students).

Classroom dining room attached to kitchen with movable dividing wall.

4 classrooms to accommodate 24 students each with smartboard and other technology

Main office with secretary area

2 Double faculty offices

24 seat computer lab/learning center

Community Room

Storeroom, male and female locker rooms, bathrooms etc. Rationale for Phase I:

108 Duncan Street has been transferred to the college to use for the development of the Culinary Arts AOS program. This renovation will allow the AOS Program in Culinary Arts to begin.

The renovation of this building will also allow us to continue without interruption, the offering of our HTL 174 and HTL 176 Food Preparation classes, (requirements of all our other programs,) while we move on to phase II renovations of K building. (See full plan.)

This project will also allow the department to use the space to enhance our Food and Nutrition Program learning outcomes by utilizing the kitchen for our NTR 158 Social and Cultural Foods class and our NTR 192 Principles of Food Science. The aim of this initiative will be improving understanding of cultural foods and food science by allowing students hands on participation in preparation of foods and experiments.

The new facilities will also be able to be used by the campus and community for events, continuing education, summer camps etc, when not being used by the program as a source of additional income to the College.

Administration, Area Dean, Department Chair, Culinary Arts Program Coordinator

2017-2018

The AOS in Culinary Arts has been developed by the Hospitality Business Department according to the NCC protocol of approval through the CWCC and the Academic Senate. It is in response to community need as indicated by the documents submitted during that process. The assessment will be the initial enrollment in the program, growth and retention.

See full plan. TBD upon architects input and professional development.

Target outcome of 20 students in the Culinary Arts Program the first year, and continued offering of Food Preparation courses for the other Hospitality Business programs.

TBD


79 Rev 6/20/17

DEPARTMENT: Hospitality Business – Culinary Arts Degree (Proposed New Program) CHAIRPERSON: Anne Cubeta GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare


Strategy Responsibility Time- line


Strategy




Four-Year

Financial

Plan

Phase II Renovations of K Building

Build 2, new Culinary Kitchens including bake shop/café area

Expand two classrooms to accommodate 30 students.

Maintain computer lab/learning center

Address outdoor space to accommodate outdoor events

Updates as needed, windows etc.

Restore main ballroom

See Full Plan. Rationale for Phase II:

Renovation of K building will allow the Culinary Arts program to grow by adding the necessary two additional kitchens.

The new facilities will also be used for the other five programs of the Hospitality Business Department as well as the campus community.

Administration, Area Dean, Department Chair, Culinary Arts Program Coordinator

2018-2019

Continued growth in the Culinary Arts program and growth and retention in all Hospitality Business Programs.

TBD Growth of up to 60 students in the second year of Culinary Arts and continued growth up to 120 students. Improved retention and growth in all programs.

TBD

Add one new faculty line to support the growth of the new Culinary Arts Program. Rationale for New Full Time Line in Culinary Arts: A new faculty line in Culinary Arts will be needed to oversee commencement of Culinary Arts program. The fulltime faculty will assist with the rollout of the new courses and procedures for the program while assuring student objectives and outcomes are met. The new faculty will also be able to teach several other Hospitality courses as needed until a full Culinary Arts schedule has come to fruition, as the department has lost three fulltime lines in 2016.

Administration, Area Dean, Department Chair

2017-2018

Student retention and completion of Culinary Arts Program.

Full-time salary offset by enrollment

Meeting retention and growth goals. All program courses up and running to assure student completion of program. Student learning outcomes met.

TBD


80 Rev 6/20/17

DEPARTMENT: Hospitality Business – Hotel, Tourism and Casino Management (Proposed New Program) CHAIRPERSON: Anne Cubeta GOAL 1: Excellence in Teaching and Learning OBJECTIVE 4: To create educational programs that respond to and satisfy diverse community needs



Implications



Four-Year

Financial Plan

Develop new program in Hotel, Tourism, and Casino Management to replace current program in Hotel Technology Administration. A full time faculty line will be needed to accomplish this. Rational for Full Time Line in Hotel/Tourism

A new degree in Hotel Tourism Management will replace the outdated program in Hotel Technology Administration by incorporating Tourism into the degree. Since the change will require more than five changes to the current program, the program is considered a new program by SUNY and must go through that process. The current program has been losing students and by adding this new component it is our hope to draw in a new cohort of students into a field that continues to be the largest industry in the world.

Currently the Hospitality Business Department has an AAS in Hotel Technology Administration with NO full-time faculty with that background and expertise. To develop the new program and course(s) a person from the industry is needed.

Administration, Area Dean and Department Chair

2017-2018 program development. Fall 2018 – initiation of new program

New program up and running by Fall 2018 with new cohort of students. https://www.nystia.org/ NYS Tourism Board link Reflects need in NYS

Salary will replace adjunct salaries in five classes, while contributing to department growth

Program will meet recruitment, retention goals, and student learning outcomes.

TBD

https://www.nystia.org/


81 Rev 6/20/17

DEPARTMENT: Legal Studies CHAIRPERSON: Joan Alexander GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential




(Outcomes/Metrics)


Develop a dedicated Legal Studies learning center/lab/classroom equipped with 30 computers with Westlaw access and software

Area Dean, VP AA, IT and Technical support

2017-2018 ABA our approval body has informed us that we need to spend more time on keeping our students up to date on the technology being used in law offices in every area of our paralegal work but of critical importance for legal research, legal writing and law office management. At the moment, we have limited access for students to use the lab and not as a class as there are not sufficient computers or times allotted to our use.

Room equipped with 30 computers and locks and equipped with West law passwords (legal research tool now being accessed but only through student passwords)

Students would be able to work with current existing technology in class directly with faculty guidance which would greatly increase their ease of use, familiarity and mastering of each area

Resource commitment considered for AY 2018-19


82 Rev 6/20/17

DEPARTMENT: Marketing, Retailing, Fashion Buying & Merchandising, Fashion Design, and Interior Design CHAIRPERSON: Pat Lupino GOAL 1: Excellence in Teaching and Learning OBJECTIVE 1: To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare






Create a conference style classroom to simulate business environment. To be used for classroom guest apeakers, special events, internship preparation courses, and marketing management classes


AY 2017-18

The Department does not have a conference room large enough to accommodate students, faculty, and outside guests.

Math would need to move from A214 to another room on campus. A2013 furniture, PCs, and Smartboard move to A214, which would need to be wired. Conference style furniture would need to be purchased for A2013, along with appropriate A/V equipment to simulate a business conference room. Carpet would need to be installed.

The number of classes “hosting” a guest speaker from industry would increase from 15/year to 30/year in the first year. We expect it would increase to 60+/year in future years. Students would have the opportunity to learn from industry executives. The Department would be able to host Industry Advisory Boards each year (one for MKT, one for FBM/RET, one for INT and one for FSD). Input from Advisory Boards would provide us with knowledge to keep our programs relevant and appropriate.

Facilities: Facilities would need to provide estimate for wiring of A214, as well as carpet for A2013. Tech Funds or Perkins: Furniture and equipment for conference room estimated at $30,000.

Hire full-time faculty Department Chairperson

AY 2017-18

Continuation of one (1) temp and two (2) probationary lines is required to allow for assessment of courses, continuity, and academic excellence. This will also support our two new degrees (AS Marketing and AS Sport Marketing).

Three (3) lines need to be continued.

Student satisfaction surveys will measure whether students feel we are responsive. Retention and assessment data will determine quality of course and program offerings.

Department : Budget for this is assigned by Finance.


83 Rev 6/20/17

DEPARTMENT: Marketing, Retailing, Fashion Buying & Merchandising, Fashion Design, and Interior Design CHAIRPERSON: Pat Lupino GOAL 1: Excellence in Teaching and Learning OBJECTIVE 3: To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and








Purchase representative mannequins for Visual Lab to promote diversity and replicate industry practices.


AY 2018-19 Students in the Visual Merchandising classes need to be able to create displays as they would at retail in their business career.

A minimum of five (5) mannequins need to be purchased.

Course and program assessment data will be used to assess results. In addition, Advisory Board and Internship Sponsor input regarding student readiness will be used.

Tech Funds or Perkins: Estimated cost of $3,000/mannequin. Total estimated cost of $15,000.

DEPARTMENT: Marketing, Retailing, Fashion Buying & Merchandising, Fashion Design, and Interior Design CHAIRPERSON: Pat Lupino GOAL 2: Student Persistence and Success OBJECTIVE 3: To provide the support services necessary for students to realize their maximum potential







Run Help Centers for Interior Design and Fashion Design throughout the academic year.

Department P&B Committee

2017/2018

As evidenced from Year End Evaluations, faculty are not attending high quality, off campus professional development seminars/workshops.

NCCFT contract only provides for $50/year for each faculty member for professional development. NCC Foundation funds are not reliable from year to year.

Faculty observations would reveal whether content enriches and/or teaching methods are enhanced.

Department or Perkins: Funding of $1,000/faculty member or $20,000 per academic year required.


84 Rev 6/20/17

DEPARTMENT: Marketing, Retailing, Fashion Buying & Merchandising, Fashion Design, and Interior Design CHAIRPERSON: Pat Lupino GOAL 3: Community Engagement OBJECTIVE 2: To enhance the economic and cultural vitality of the County by promoting an educational environment which responds to the changing needs of the community







Collaborate with Workforce Development to create a Fashion Design incubator for Long Island businesses.

Department Chairperson and Workforce Development

Project would have multiple phases. 2017/2018. Phase I would be training of community members. 2018/2019. Phase II would be using the labs for sample creation for businesses. 2019/2020 2020/2021 Phase III would be to use the labs as small-scale production facilities for local fashion businesses.

A need exists in the community for the training and development of workers in the basics of sewing and patternmaking. A need also exists for the production of garments and items.

Over time, we would need to purchase additional, specialized sewing machinery. We would also need to purchase laser pattern making equipment.

The objective would be to train and certify initial groups of 14 for 37.5 hours. Course level assessment would be used.

Development Grant: Funding could be done in phases. Phase I and II would require approximately $5,000 in equipment costs. Faculty and TA costs would need to be funded, as well as materials/supplies. (TBD) Phase III would require a significant investment in laser pattern making equipment ($50,000), as well as an additional classroom. (TBD)

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