resource allocation processes. ese assessments and evaluations have resulted in the
development of action plans in many areas of the College, designed to improve the
teaching and learning environment and to become more efficient in support services.
Many of these assessment and evaluation efforts were helpful as academic departments
worked to comply with the SUNY Seamless Transfer imitative which sought to align
curricula between two and four year schools, and to hold total program credits to a
reasonable level. Tools like curriculum maps and program reviews were used to make
decisions on curricular changes.
At my direction, the College joined the voluntary framework for Accountability
(vfA), an effort of the American Association of Community Colleges, which seeks to
collect data and develop metrics that can be used to better gauge the effectiveness of
community colleges.
e Strategic Planning Council and Assessment Advisory Council have been active
in looking at metrics available to determine the effectiveness of College programs and
to review and strengthen our assessment practices. in addition, the Comprehensive
Assessment Plan for institutional effectiveness (CAPie) was reviewed by a
subcommittee of the Strategic Planning Council, resulting in a streamlined document
that clearly outlines the College’s assessment and evaluation processes. is review was
recommended by Middle States to ensure the plan was practical and sustainable.
e office of Planning and institutional effectiveness developed the College’s first
ever fact Book, which became available online this summer, and has created Program
vitality Dashboards, which can be used to evaluate the health of our academic programs.
in response to Middle States changing accreditation standards, the office of Planning
and institutional effectiveness developed a compliance database to track the College’s
adherence to federal, state, and local regulations.
Workforce and Economic Development
in the past year, workforce training has seen continued growth in the area of
Advanced Manufacturing. ere has been strong demand in the areas of welding,
soldering and CNC Machining. we have placed an emphasis on bringing outside
companies to our facilities so that they can witness our in-progress programs. is has
allowed these companies to make valuable suggestions on ways in which we can
further improve the relevancy of our training programs. Accordingly, it has enhanced
the input we have received from our Advisory Board and developed a better pathway
for our graduates to be hired.
Associate vice President for workforce and economic Development John Lombardo
presented the final outcomes for the College’s wyandanch rising workforce training
project to a working group of the Long island regional economic Development
Council (LireDC). with support from a state grant offered through the LireDC,
the project offered certification training in soldering for displaced workers from
wyandanch, leading to national certification and employment offers for program
participants. our staff has been active in increasing awareness about this project
through speaking engagements at many community events.
As a leader in workforce development education, the College continues to deliver
relevant programs driven by the findings in a state and local skills gap analysis. is
analysis has become the driving force behind numerous presentations hosted by the
2014-2015 Review of Accomplishments
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e workforce team has supported the changing landscape of
Long Island, including the New York State Regional Economic
Development Council’s project, “Wyandanch Rising.”
