Quality Assurance at Fanshawe College

Quality Assurance at
Fanshawe College
Lane D. Trotter, Ed.D.
Senior Vice President Academic
Fanshawe College
Presentation Outline
• Overview of Fanshawe College
• Definition of Quality Assurance
• Policy Framework
• Program development / renewal
• Program Reviews
‐ One year follow-ups
• Key Performance Indicators (KPIs)
• External Audits and Accreditations
• Concluding comments
Overview of Fanshawe College
Overview of Fanshawe College
London Campus
Woodstock Campus
Students:
• 17,350 FT
• 26,000 PT
Campus locations:
•
•
•
•
London
St. Thomas / Elgin
Woodstock / Oxford
Simcoe / Norfolk
Operating Budget:
• $205M
Centre for Digital
and Performance Arts
Simcoe Campus
Centre for Applied
Transportation Technologies
St. Thomas Campus
Overview of Fanshawe College
2011/12 Full-Time Post-Secondary Programs by
Credential Awarded
Total = 116
54
60
50
40
21
30
20
16
20
5
10
0
Certificate
Diploma
Advanced
Diploma
Graduate
Certificate
Collaborative/
Applied Degrees
Definition of Quality Assurance
Quality Assurance
Definition:
Are the Policies, Procedures and Practices utilised by
Fanshawe College to ensure that the College
provides students with the best educational
experience possible by having programs and
curriculum that are current and services that
support students’ needs
Policy Framework
Policy Framework
Board of Governor Policies:
–
–
–
–
–
–
–
–
–
A-05 Vision and Mission
A-35 Student Success
A-40 Meeting Labour Market Needs
D-30.05 College Advisory Committees
D-35 Commitment to Quality
D-36 College Programming
D-37 Research and Innovation
D-40 Interaction with Students
D-55 Health and Safety
Ends Policies:
Set the expectations of the
Board on what the College is
to achieve
Executive Limitations
Policies:
Set the expectations by the
Board on what the President
shall not fail to do
Policy Framework
Vision:
Unlocking Potential
Board of Governor Policies:
–
–
–
–
–
–
–
–
–
A-05 Vision and Mission
A-35 Student Success
A-40 Meeting Labour Market Needs
D-30.05 College Advisory Committees
D-35 Commitment to Quality
D-36 College Programming
D-37 Research and Innovation
D-40 Interaction with Students
D-55 Health and Safety
Mission:
Provide pathways to success to
success, and exceptional learning
experience, and a global outlook to
meet student and employer needs.
Executive Limitations
Policies:
Set the expectations by the
Board on what the President
shall not fail to do
Policy Framework
Vision:
Unlocking Potential
Board of Governor Policies:
–
–
–
–
–
–
–
–
–
Mission:
Provide pathways to success to
success, and exceptional learning
experience, and a global outlook to
meet student and employer needs.
A-05 Vision and Mission
A-35 Student Success
A-40 Meeting Labour Market Needs
D-30.05 College Advisory Committees
The President shall not fail to:
D-35 Commitment to Quality
1. Student Satisfaction with courses
or programs
D-36 College Programming
2. Quality of teaching as evaluated
D-37 Research and Innovation
by students
3. Availability of services, facilities
D-40 Interaction with Students
and equipment to meet students’
needs
D-55 Health and Safety
4. Graduate satisfaction
5. Graduate employment rate
6. Employer Satisfaction
Policy Framework
College Council Policies:
– 2-A-02 Enrolment of FT Students in
a PS course
– 2-A-03 Admission of Students to College
Applied Degree, Diploma and Certificate
Programs
– 2-A-10 Prior Learning Assessment
– 2-B-01 FT PS Academic Calendar
– 2-B-02 Content of College programs
– 2-B-10 Program and Course information
– 2-B-17 Graduation from Approved
College Programs
– 2-B-18 Fanshawe College Credentials
– 2-C-02 Evaluations
– 2-C-04 Course Grade System
– 2-C-05 Academic Standing
– 2-C-06 Academic Withdrawals and
Termination
– 2-F-01 FT PS Students Taking CE Courses
– 2-G-01 Student Code of Conduct
– 2-G-02 Student Appeal of a Decision
Affecting Academic Standing or
Progression
– 2-G-03 Student Concerns and Complaints
– 2-G-04 Academic Offences
– 2-G-06 Appeal of Decision Under Students
Code of Conduct
– 2-J-03 Complaint Policy for Ombuds Office
Policy Framework
College Council Policies:
Advises the President on the creation,
rescission, modification, and monitoring of
academic policies and procedures of the
College as well as other matters concerning
the educational mission of the College
Policy Framework
Senior Leadership Council Policies:
– 2-A-01 Managing Program, Course and
Student Records
– 2-A-09 The accommodation of Applicants
& students with Disabilities
– 2-A-11 Articulation / Credential
Recognition
– 2-B-03 Review and Formal Evaluation of
College Programs
– 2-B-04 Incidental Cancellation of Classes
– 2-B-05 Academic Space Scheduling and
Timetables
– 2-B-06 Co-operative Education Programs
– 2-B-12 Assigned Off Campus Academic
Activity
– 2-B-19 Terms of Reference – College
Advisory Committees
– 2-B-22 FT PS Program Revitalization and
Rationalization
– 2-D-01 College Chaplain Services
– 2-E-01 Student Fees
– 2-E-02 Student Awards
– 2-F-02 Program-Course Delivery Consistency
– 2-I-01 London Campus Library Policy, Part 1 Print Materials
– 2-I-02 London Campus Library Policy, Part 2 Interlibrary Loans
– 2-I-01 London Campus Library Policy, Part 3 Non-Print Materials
– 2-I-06 Instructional Equipment Loan Service
– 2-J-01 Student Work Projects
– 2-J-02 Graduation Ceremonies
Policy Framework
Senior Leadership Council Policies:
Advises the President on:
1) general policy and management issues;
2) positioning the College as a results based
organisation;
3) change management and all new major
initiatives; and
4) alignment of College committees with
core business and strategy.
Program Development / Renewal
Program Development / Renewal
Program Development / Renewal
New Program Development and Renewal
10
8
6
6
6
5
5
4
4
3
1
2
2
0
0
3
1
1
Sep 07 - Apr 08
Sep 08- Apr 09
New Programs
1
1
Sep 09-Apr 10
Program Modifications
1
Sep 10-Apr 11
Suspended Programs
Sep 11-Apr 12
Program Development / Renewal
Balanced Scorecard – Performance Metrics
Pathways, Student
Choice and Labour
Market (25%)
Program Quality
(25%)
Student Activity
(25%)
Financial Quality
(25%)
Balanced Scorecard Scale: 1 - 5
Unsatisfactory
1 – 1.75
Marginal
> 1.75 – 2.5
Satisfactory
>2.5 – 3.25
Very Good
>3.25 – 4.0
Exceptional
>4.0
Program Development / Renewal
Pathways, Student Choice and Labour Market
Pathways - 25%
>= 5 (ON and
beyond)
Articulations - 25%
(n.a. for Prep & Grad Certs)
0
External Formal
Collaborations - 0%
0
1
2+
Laddering - 25%
0
1
2+
Bridging - 25%
(n.a. for Grad Certs)
0
1
2+
Level 1 Course Failure Rate
25%
> 1 SD
1-2
> Mean
3
Mean
4-5
< 0.25 SD
< 1 SD
Student Choice - 25%
# of Delivery Options
50%
# of Intakes
35%
# of Interprofessional
Collaborations -15%
1
2
1
2
0
3
3+
4
1
5+
2+
Labour Market Responsiveness - 50%
KPI Related Employment - 100%*
< 1 SD
< Mean
PATHWAYS, STUDENT CHOICE AND LABOUR MARKET - 25%
Mean
+ 0.5 SD
+ 1 SD
Sub-Score
Program Development / Renewal
Program Quality
Program Excellence - 40%
KPI Student
Satisfaction - 25%*
KPI Graduate
Satisfaction - 25%*
KPI Employer
Satisfaction - 0%*
KPI Graduation
Rate - 25%*
Program SFS Score
10%
OSAP Default Rate - 15%
< 1 SD
< Mean
Mean
+ 0.4 SD
+ 1 SD
< 1 SD
< Mean
Mean
+ 0.4 SD
+ .75 SD
< 1 SD
< Mean
Mean
+ 0.3 SD
+ 0.5 SD
< 1 SD
< Mean
Mean
+ 0.75 SD
+ 1.25 SD
< 1 SD
< Mean
Mean
+ 0.75 SD
+ 1.25 SD
> 1 SD
Mean +
< Mean
< 0.25 SD
< 1 SD
n.a.
NO
PARTIAL
FULL
< 60
61 - 70
71 - 80
81 -90
> 90
Accreditation, Certification & Licensing - 40%
Program
Accreditation - 50%
Graduate Testing
Outcomes - 50%
Applied Research - 20%
Student Research 50%
0
1
INTERNAL
2
INTERNAL
3+ INT or >=1
EXT
Faculty Research -50%
0
1
INTERNAL
2
INTERNAL
3+ INT or >=1
EXT
Faculty Scholarship - ON HOLD
Experiential Learning - ON HOLD
PROGRAM QUALITY - 25%
Sub-Score
Program Development / Renewal
Student Activity
Conversion Rate - 40%
Eligible Applicants to
Target - 50%
<3:1
3-5:1
5-6:1
6-7:1
>7:1
# of Offers to Reg as of
Start Date - 50%
>5:1
3.6-5:1
3-3.5:1
2-3:1
<2:1
1st day to Count Date 50%
< 90%
90 - 93%
94 - 96%
97 - 99%
100%
Count Date to Count Date 50%
<80%
80 - 84%
85 - 89%
90 - 94%
95% +
13-24
7 -12
4-6
2-3
1
- 1 SD
Domestic Mean
+ 1 SD
+ 2 SD
Retention Rate - 40%
Market Share - 10%
Market Share by size of
Level 1 enrolment - 100%
International - ON HOLD - 10%
International
Grad Rate - 100%
STUDENT ACTIVITY - 25%
- 2 SD
Sub-Score
Program Development / Renewal
Financial Quality
Revenue - 25%
PS Grant
PS Tuition
Revenue amounts by category for information purposes only
International Tuition
Misc Rev /Prog
Specific/ Co-op Fees
Total Revenue
<$250,000
$250,000 - $500,000
$500,001 $1,000,000
$1,000,001 $3,000,000
$3,000,000 and
over
15% - 25%
26% - 39%
40% - 59%
60%
and over
Space Requirements - ON HOLD
Net Contribution - 75%
Contribution to
Overhead 100%
FINANCIAL QUALITY - 25%
< 15%
SubScore
Program Reviews
Program Reviews
Framework:
•
•
•
•
MTCU Binding Policy Directives
Board Policy D-36
College Policy 2-B-03
College Policy 2-B-22
Be conducted for all
programs a minimum of once
every 5 years. For programs
that require mandatory
accreditation, the program
review is to occur at least
one year before the
accreditation. In addition
there is a 1 year follow up
Program Reviews
Framework:
•
•
•
•
Be conducted for all
programs a minimum of once
every 5 years. For programs
that require mandatory
accreditation, the program
review is to occur at least
one year before the
accreditation. In addition
there is a 1 year follow up
MTCU Binding Policy Directives
Board Policy D-36
College Policy 2-B-03
College Policy 2-B-22
116 FT programs
68 CE programs
/ 5
=
37
Program Reviews
Program Review Event Flow Chart
Event 1: Program Identified
Event 2: Orientation to Process Meeting
Event 3: Program Mapping Phase I and II
Fanshawe uses
an 8 step / event
model for its
Program Reviews
Event 4: Review of S&P data and Int. Assess. report
Event 5: External Focus Group Meetings
Event 6: Final Report Creation
Event 7: Presentation of report to CAC
Event 8: Action and Follow Up
Key Performance Indicators
Key Performance Indicators
Role of KPIs:
• Are mandated by the Ministry of Training Colleges and
Universities (MTCU)
• Are carried out on an annual basis by a third party
company the collects data on all 24 Ontario colleges.
• KPI results can positively / negatively impact a portion of
the General Purpose Operating Grant (GPOG)
• Provide benchmarking data for the colleges on how they
are doing against their own past performance as well as
against the other colleges
Key Performance Indicators
KPI Graduation Rate
Fanshawe vs. Province
75%
70%
69.3%
65%
65.0%
60%
55%
60.1%
56.1%
50%
2005/06
2006/07
2007/08
Fanshawe
2008/09
Province
2009/10
2010/11
2011/12
KPI Student Satisfaction with Overall Quality
Of Learning Experiences in the Program
83%
82%
80%
100%
80%
81%
81%
82%
80%
81%
82%
80%
82%
82%
80%
80%
2007/08
2008/09
2009/10
2010/11
81%
60%
40%
20%
0%
Province
Southwest Ontario *
2011/12
Fanshawe
*Southwest Ontario Colleges includes Conestoga, Fanshawe, Lambton and St. Clair
KPI Student Satisfaction with Overall Quality of Learning
Experiences in the Program – Fanshawe’s Provincial Placement
100%
90%
80%
88%
82%
77%
89%
83%
87%
88%
87%
81%
81%
80%
77%
70%
76%
73%
72%
2009/10
2010/11
60%
2007/08
Fanshawe
2008/09
Highest College
Lowest College
2011/12
Provincial Avg
Key Performance Indicators
KPI Employment Rate
92%
89%
91%
100%
91%
80%
87%
91%
89%
86%
85%
86%
84%
85%
85%
83%
83%
2009/10
2010/11
60%
40%
20%
0%
2006/07
2007/08
Province
2008/09
Southwestern Ontario
Fanshawe
* Southwestern Ontario Colleges include Conestoga, Fanshawe, Lambton, Mohawk, Niagara and St. Clair Colleges
Professor Feedback by Mean Score
Full-Time Post-Secondary Programs
5.00
4.00
4.41
4.41
4.41
4.35
4.36
4.37
4.40
4.35
3.00
2.00
1.00
0.00
Fall
2008/09
Winter
2009/10
2010/11
2011/12
Instructional Feedback Survey (IFS) was revised and renamed to the Student Feedback Survey (SFS).
The SFS was rolled-out College-wide in Fall 2011.
Key Performance Indicators
KPI Employment Rate
90.0%
88.0%
Fanshawe’s Employment Rate = 86%
86.0%
84.0%
82.0%
84%
80.0%
83%
81%
78.0%
81%
76.0%
Province
ITAL Colleges
2010/11 Results
Access Colleges
Large Colleges
Fanshawe
• ITAL include Humber, Conestoga, and Sheridan
• Access Colleges include Centennial, Fanshawe, George Brown, and Mohawk
• Large Colleges include Algonquin, Centennial, Fanshawe, George Brown, Humber, Mohawk, Seneca, and Sheridan
Key Performance Indicators
KPI Graduate Employment Rate
Fanshawe’s Provincial Placement
100%
95%
94%
94%
92%
89%
90%
91%
90%
85%
86%
89%
87%
85%
86%
84%
80%
77%
75%
74%
70%
2006/07
Fanshawe
2007/08
Highest College
2008/09
2009/10
Lowest College
73%
2010/11
Provincial Avg
Key Performance Indicators
KPI Employer Satisfaction Rate
95.0%
Fanshawe’s Employer Satisfaction Rate = 93.5%
94.0%
93.0%
92.0%
92.8%
93.2%
92.5%
92.6%
Access Colleges
Large Colleges
91.0%
90.0%
Province
ITAL Colleges
2010/11 Results
• ITAL include Humber, Conestoga, and Sheridan
• Access Colleges include Centennial, Fanshawe, George Brown, and Mohawk
• Large Colleges include Algonquin, Centennial, Fanshawe, George Brown, Humber, Mohawk, Seneca, and Sheridan
External Audits and Accreditations
External Audits and Accreditations
• In addition to the internal QA structures, the
college also undergoes regular external reviews:
– Program Quality Assessment Process Audit (PQAPA)
– Post Secondary Education Quality Assurance Board
(PEQAB)
– External program accreditations
External Audits and Accreditations
PQAPA:
• Is administered through the Ontario College Quality
Assurance Service
• Occur on a 5 year cycle
• Low ratings can impact part of the GPOG allocation for
college funding (as can low KPI ratings)
• OCQAS has been internationally accredited by the
International Network of Quality Assurance Agencies for
Higher Education (INQAAHE) and as of 2015, will shift
PQAPA from an audit structure to an accreditation
structure
External Audits and Accreditations
Overview of the PQAPA Process:
Source: http://www.ocqas.org/process.html
External Audits and Accreditations
PEQAB:
• Ministerial consent is required for anyone seeking,
either directly or indirectly, to grant a degree
• There is a application process to PEQAB
• PEQAB reviews degrees and makes a recommendation
to the Minister for approval
• College degrees are approved through this process
• The approval for the degree is normally 5-7 years and
then the Colleges have to undergo a Consent for
Renewal (re-accreditation)
External Audits and Accreditations
External Accreditation:
• Many programs at Fanshawe undergo a regular program
accreditation:
– The majority of the Nursing and Health Science programs require
external accreditation from various bodies ranging from the CMA,
CASN, CoDH, CoPh, etc. for students to be eligible for entry to
practice
– Programs such as Transport Canada aviation programs also require
mandatory accreditations and audit as a condition for entry to
practice
– Other programs may not require mandatory accreditation but
pursue accreditation as a means of ensuring currency
• Accreditations can range in length from 1 year to 7 years
Concluding Comments
Concluding Comments
Quality Assuranceof High Quality organisations
Characteristics
• is a means of ensuring consistency
• it does not guarantee quality
• but it can provide the basis for quality by:
 on-going self evaluation
 comparison of how your institution is performing relative
to other institutions / organisations
 setting standards to achieve and measuring progress
toward(s) targets
 Pushing for continuous quality improvement

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