BMCC STRATEGIC PLAN 2014-2019

BMCC STRATEGIC PLAN 2014-2019
Strategic Priority 1:
Excellence in Teaching, Research, and Learning
Goal: Foster a culture of scholarly rigor and creativity for students, faculty, and staff.
Objectives:
1.1
Support challenging and innovative academic and career programs.
1.2
1.3
1.4
1.5
Strategic Priority 2:
Student Success and Retention
Goal: Support a learning environment and culture that promotes student success.
Objectives:
2.1
2.2
2.3
2.4
2.5
Strategic Priority 3:
Promote student awareness and understanding of local, national and global issues that reflect our
multicultural society.
Expand the use of technology to facilitate student learning, improve student services and ensure
technologically proficient students, faculty and staff.
Strengthen curricular offerings to facilitate transition to four year institutions and address current
and future workforce needs.
Recognize excellence in scholarship, creative work and pedagogical research.
Provide comprehensive and cohesive student services that maximize student success.
Provide timely and appropriate guidance for all students, with emphasis on freshmen.
Develop, implement and maintain a comprehensive enrollment management process.
Identify barriers to student success and implement strategies to remove them.
Recognize and celebrate student success inside and outside the classroom.
Organizational Effectiveness and Institutional Accountability
Goal: Achieve greater institutional effectiveness and accountability through effective governance and ongoing
planning and assessment.
Objectives:
3.1
Improve the mechanisms for allocating resources to programs and operations that support the
college’s strategic priorities.
1
3.2
3.3
3.4
3.5
Strategic Priority 4:
Improve assessment of institutional effectiveness and of student learning outcomes at the
institutional, program and course levels, including general education.
Enhance opportunities for technological training and professional development
for faculty and staff.
Increase fiscal responsibility by improving budget systems and planning tools.
Develop more effective space management tools.
Community Engagement and Economic Development
Goal: Enhance college visibility and enhance stakeholder participation.
Objectives:
4.1
4.2
4.3
4.4
4.5
4.6
Develop strategic partnerships with the public and private sectors.
Strengthen and broaden the connections between the college, NYC public high schools and other
constituencies.
Improve marketing efforts to address college and community needs.
Provide greater opportunities for student, faculty and staff to engage with the local and world
community.
Increase alumni support and participation in the life of the college.
Enhance the cultural, social and recreational life of the college and the community.
BMCC 2014-2015 ACTION PLAN
Strategic Priority 1:
Excellence in Teaching, Research, and Learning
initiative/activity
related objective(s)
lead/team
A. Develop implementation plan for
1.1, 1.2, 1.4 OAA/faculty working group
BMCC Honors Program to initiate
program in spring 2016
B. Develop plan to expand internship 1.1, 1.4
OAA & Student
opportunities
Affairs/Department Chairs
C. Develop CETLS strategic plan for
1.3, 1.4, 1.5 OAA/CETLS Director/CETLS
spring 2015-spring 2016, integrating
Advisory Group/ Department
e-learning priorities
Chairs/ E-Learning
2
timeline/milestones
Jan 2015: Draft detailed plan for community review
Spring 2015: Develop syllabi; identify Director
Fall 2014: Establish planning group
Spring 2015: Present plan to college community
September 2014: solicit faculty input
October 2014: draft December 2014: final plan
D. Implement first phase of BMCC
Teacher’s Academy
E. Implement expanded training and
support for research/grants
F. Increase faculty recognition events
1.1, 1.3, 1.4,
1.5
1.5
G. Expand volunteer and service
learning
1.1, 1.2, 2.1,
2.4
1.5
OAA/CETLS Director/
Academy Director
OAA/Director of Research &
Dean of Grants Admin
OAA/Director of Research &
Dean of Grants Admin
OAA & Student Affairs
Strategic Priority 2:
Student Success and Retention
initiative/activity
related objective(s)
lead/team
A. Improve developmental outcomes 2.4
OAA/Department
Chairs/faculty
B. Improve outcomes in gateway
courses
C. Expand Freshmen Learning
Academies to include more students
and beyond the first year
D. Increase number of advisors;
reorganize Advisement and Transfer
Center; develop assessment plan
E. Implement and expand programs
to support students through the
enrollment process
F. Establish Retention and
Graduation Task Force
G. Develop and implement programs
to engage families and high school
guidance counselors
2.4
2.1, 2.2, 2.4
OAA/Department
Chairs/faculty
OAA & Student Affairs/ FLA
Coordinator/planning group
2.1, 2.2, 2.4
OAA/ Director of
Advisement/planning group
2.1, 2.3, 2.4
Student Affairs & OAA
2.1, 2.2, 2.3,
2.4
2.1, 2.3, 2.4,
4.2
OAA & Student Affairs
Student Affairs
3
Fall 2014: develop implementation plan
Fall 2014: mentoring, PSC CUNY training
Fall 2014: Schedule events for academic year
Fall 2014: establish planning group
timeline/milestones
Summer 2014: pilot Summer Start (math prep
program), expand immersion
Fall 2014: expand Quantway; implement ACR pilots
Winter 2015: expand immersion
Spring 2015: implement new model combining
basic skills and ENG101
Fall 2014: implement new model for ENG101
Fall 2014: identify other priority courses
Fall 2014: increase enrollment, develop plan to
expand services
Fall 2014: hire additional advisors within new
structure
Spring 2015: develop assessment plan
Fall 2014: Call Center, Live Chat, collaboration with
high schools
Fall 2014: convene Task Force; develop
recommendations
Fall 2014: plan series for academic year
H. Develop a series of recognition
events for students
I. Assess enrollment management
and retention strategies
2.5
Student Affairs
Fall 2014: plan series for academic year
2.3
President’s Office/ Cabinet
Fall 2014: hire external consultant; complete
assessment with recommendations under review
no later than January 2015
Strategic Priority 3:
Organizational Effectiveness and Institutional Accountability
initiative/activity
related objective(s)
lead/team
A. Review and enhance strategic
3.1, 3.4
Cabinet/OAA/Dean of
planning process
Institutional Effectiveness and
Strategic Planning
B. Improve academic program review 3.1, 3.2
OAA/Dean/ Director of
process
Assessment/Department
Chairs
C. Enhance methods of assessing
3.1, 3.2
OAA/Dean/Director of
student learning outcomes and using
Assessment/Department
results for program improvement
Chairs
D. Implement capacity management 3.5
Finance/Administration
strategies
E. Develop BMCC Facilities Master
3.5
Finance/Administration
Plan
F. Hire VP/CIO and develop
3.1, 3.3, 3.4 CIO/Cabinet
comprehensive IT Plan
G. Increase fundraising
3.1, 3.4
Development Office
Strategic Priority 4:
Community Engagement and Economic Development
initiative/activity
related objective(s)
lead/team
A. Begin and assess first year of
4.2
OAA/MECA
MECA
B. Expand pre-college partnerships
and offerings
4.2
OAA & Students Affairs
4
timeline/milestones
Fall 2014: hire new Dean, review strategic planning
process (Cabinet subcommittee)
Fall 2014: revise program review guidelines and
schedule; hire Director
Fall 2014: review and revise BMCC Assessment Plan;
reconstitute BMCC Assessment Committee
Fall 2014: implement space management software;
centralize allocation of instructional space
Summer 2014: complete enrollment projections
Fall 2014: initiate process with CUNY
Fall 2014: draft plan
Fall 2014: Hire Director of Development
timeline/milestones
Summer 2014: hire MECA liaison
Fall 2014: develop new degree program; develop
policies and plans for student engagement
Fall 2014: initiate CBO liaison role, create new
partnerships (e.g., YEAR UP, Bronx Opportunity
Network, Skybridge Program, MEOC)
C. Implement and assess Global
Studies Initiative
4.4
OAA/CETLS/faculty
D. Expand ACE offerings and
partnerships
4.1
ACE
E. Expand alumni relations
4.5
F. Open Welcome Center and
develop plan to optimize its use
G. Expand offerings in the Art Center
4.2, 4.3, 4.4,
4.6
4.2, 4.3, 4.4,
4.6
4.1, 4.6
Development Office/ Student
Affairs
Cabinet/ Student Affairs
Summer 2014: faculty training
Fall 2014: implement new curricula
Spring 2015: initiate second cohort
Fall 2014: launch CUNY Center for Big Data Analytics
and Visualization in partnership with CSI, CCNY,
CUNY Graduate Center, CUNY SPS, and NYCCT; with
AARP and Walmart, offer healthcare training for
long term unemployed mature workers; with NYU
Langone, provide clinical training to NYU grant
research coordinators
Winter 2015: with CDI and three NYC high schools,
implement new medical assistant specialist
program for HS graduates
Fall 2014: plan alumni events, establish advisory
committee
Fall 2014: open Center
President’s Office
Fall 2014: Host major exihibit
Cabinet
Fall 2014: establish planning process; launch State
of Mind new media program over BMCC You Tube
H. Expand community outreach and
offerings
Updated September 4, 2014
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