A Sample of Common Assessment Outcomes

Administrative and Academic Support Units

Assessment Report for Year: 2013-2014

Name of the Unit:

Unit Mission Statement

Reviewed and approved by (Senior V.P/VP/AVP/Dean):

Item #

Departmental Objective

(what was that you wanted to

accomplish)

Means of Assessment (How was it done)

Summary of data collected

(what did the data tell you)

Use of data (what if any follow-up action

was taken)

Type of assessment Outcome*

1

2.

3.

A Sample of Common Assessment Outcomes

Is it:

1. Measures of volume of activity (e.g., number of clients (students/faculty) served, circulation data, purchase orders processed, reports produced etc.

2. Measures of efficiency (e.g., average turn-around time for completing requests, timely service/prompt response etc.

3. Needs Assessment 4. Measures of service quality (need assessment, error rates, accuracy of the information provided

etc. 5. Client satisfaction/ utilization surveys (student satisfaction survey, alumni survey, employer

survey, customer survey etc. 6. Standard /guidelines provided by professional associations (CAS, AIR, NACUBO, SCUP etc.) 7. Compliance with federal, state, county, city, FDU regulations 8. Responses to external evaluators/auditors 9. Measures of performance (Pre and Post Tests etc.)



Academic Support Center (Florham)


The Academic Support Center’s mission is to assist students in fulfilling their academic potential by providing support services to a diverse student population, preparing them for the University’s goal of becoming world citizens through global education.

Item #



accomplish)

Means of Assessment (How was it

done)



Use of data (what if any follow-up

action was taken)


1 Semester Statistics Effectiveness of our mission

Collected statistical data from our WC online system

Data collected were totals for the following: Students’ appointments

Subjects tutored

Added tutoring hours

Hired additional tutors

Measures of volume of activity

2. Student Information Outreach

Survey to first-time student users

Determined how students learned about services

Increased and improved information about Academic Support Services

Student utilization

3. Student Assessment Student satisfaction

End of semester survey

Students’ level of satisfaction

Appointment availability

Improved tutor effectiveness and availability to students

Needs Assessment

4. Standing Appointments To assess progress of students with weekly appointments

Assessment form by tutors

Evaluated students’ progress

Reached out to students and professors to discuss progress

Measures of performance

5. Tutor Survey Assessment Staff Satisfaction / Suggestions

End of semester survey

Provided rewarding and challenging tutor experiences

Suggestions to improve services

Held meetings to discuss tutoring experiences

Incorporated suggestions to improve services

Employee satisfaction



Accounting Department (Business&Finance)


The Accounting Department supports the University mission of global education by providing University constituents with timely and accurate financial information by ensuring the financial records are maintained in accordance with generally accepted accounting principles and the guidelines set forth by State and Federal agencies.

The Accounting Department gathers, records, reports and analyzes financial data. This information is provided to and relied upon by various University constituencies. Decision makers consider this information when making determinations or to substantiate determinations made to support the University’s mission, strategic drivers and goals.

Reviewed and Approved by: Hania Ferrara

Item #



accomplish)





was taken)

Type of assessment

outcome measure

1 Maintain financial systems in accordance with GAAP, Federal, State and industry standards. On an annual basis this will be the number one administrative objective of the Accounting Department.

Unqualified audit opinion from external auditors. Accounting department personnel will participate in continuing education events such as webinars, workshops and seminars in order to keep current with changes in rules and regulations.

FDU received an unqualified audit from our external auditors, which had no management comments or suggestions. Accounting department employees attended many webinars, workshops and seminars.

An unqualified opinion is validation from an external source that FDU is doing things the right way. It gives our internal and external constituents a comfort level in their business dealings with the University.

This was a compliance outcome measure

2. Explore the possibilities, uses and implementation of the Image Now software for the Accounting Department. (Phase 3 of 3)

Phase three involves identifying information that can be stored electronically, and saving it to Image Now.

Currently journal entries and appropriate supporting documentation have been stored and are accessible electronically. Image Now went through a significant upgrade at a time when we were available to implement additional areas.

Journal entry information that is saved electronically has proven to be a time saver especially during the year end audit. Implementation of other areas such as historical files will be a strong alternative to older paper files.

This was a response to auditors request measure.

3. Explore possibilities of a University wide travel card.

Objective will take place in several phases and could be over several years, to include policies and procedures, explore banking services, secure a vendor, set up a pilot program.

All phases are put in place and the Metro Athletics is currently the pilot department. All phases have worked well without exception. May need additional staffing.

Athletics Department was a good choice for a pilot, however for a University wide implementation there are additional factors that need to be considered.

This was a service quality outcome measure.



Name of the Unit: Accounts Payable


The office of Accounts Payable supports the University’s mission by providing professional, courteous and reliable service to its students, faculty, staff and vendors while maintaining high standards of quality to promote the University’s goals and objectives. Through efficient, timely and accurate payment processing and reporting, the office of Accounts Payable assists in controlling the University’s expenditures and maximizing resources.

Reviewed and approved by (Senior V.P/VP/AVP/Dean): Hania Ferrara

Item #



accomplish)




Use of data (what if any

follow-up action was taken)


1 To change the check writing process for U.S. vendors/3rd party student refunds from the current method (line printing) to laser printing

1. Identify steps needed to change the print software, printer forms and create a timeline in order to allow sample testing.

2. Coordinate with the OIS department, Standard Register and TD Bank to determine support, security/risks, enhancements and costs.

Standard Register was identified as the vendor to coordinate with the OIS department the change in the print process and the printer equipment. TD Bank was given sample checks to determine if the printed check information met their specification requirements.

In October, 2014, laser check printing for U.S. vendors commenced. Accounts Payable is also retaining a box of 1000 continuous form checks (old line printing method) for emergency purposes.

This was both a needs assessment outcome (line printer equipment will be soon removed) and an efficiency assessment outcome (enhanced quality of check and scanning/imaging process).

2. To change the processing and reporting of Student Refunds from the current method to having payments sent through U.S. Bank/Fairleigh One Card.

1. Identify steps needed to change the process of receiving information from Enrollment Services, recording this information in Datatel and reporting this information to U.S. Bank.

2. Coordinate with Enrollment Services, OIS and the Office of the Treasurer to determine the type and timing of the information needed..

The process was tested in early 2014 with sample refunds disbursed by U.S. Bank by different payment types. ProcedureS were setup with U.S. Bank and Fairleigh One Card on how to void a check and handle inquiries.

The University made a decision not to move forward with this process at this time based on testing results and proposed updates to federal regulations for this area.

N/A


Is it:








Name of the Unit: Admissions (Vancouver)


FDU-Vancouver Admissions team is dedicated to provide students from around the world with professional service related to the admissions process, study permit regulations, and orientation programs that are designed to introduce students to the FDU experience and Canadian and American culture. Our goal is to assist students in the process of exploring a global education at FDU and achieving their educational and career goals.


Item #



accomplish)





was taken)


1 Improve application processing procedures

Introduced new internal documents management procedure using the shared drive Created admission department joint e-mail account Introduced regular professional skills development workshops with help of WES webinars

Resulted in more efficient tracking of incoming documents, more accurate collection of information that led to reduced application processing time and reduction of error rates All admissions related communication is now funneled through the main e-mail account that has resulted in reduced response time to 48 hours, improved workflow distribution in the department and eliminated communication duplication from personal accounts. Increased professional competency of admissions staff Significant time reduction on the task completion and more streamlined follow-up communication

It was decided to continue with the document tracking, shared drive documents upload and recruiters checklist procedures until new systems come into place Decided to continue with the admissions shared e-mail account and work on the workflow management improvements It was decided to continue with weekly WES workshops

This was a service quality outcome measure

Introduced an improved way of communication with applicants and agents by delivering admissions results through mass e-mails for specific categories of applicants New Acceptance Letter templates were created in 2014 in compliance with Canadian Immigration Regulations

New LOA eliminated error rate in Student Visas applications and contributed to the Student Visa success rates

It was decided to continue with this form of communication and develop new letter templates and include new applicants’ categories in the future No follow up action is needed. Forms are used as expected.

2. Create efficient application forms in various formats

New UG and GR application sequence was designed for College Net online application Spark 451 vendor was hired to design the new look of paper application forms and fillable PDF forms

New application forms will allow program specific questions that will eliminate additional forms (GSP application) and additional documents (SOP) for graduate students New forms will allow automated application information upload into Colleague database New forms are expected to meet admissions needs and help with accuracy and consistency of collected applicants data

This task is currently in progress, follow up actions will take place upon completion.

This is an efficiency type of outcome

3. Develop standardized admission guidelines

FDU-Vancouver Admissions and Scholarship Committee established in 2012 introduced more comprehensive scholarship eligibility evaluation and appeals procedures New English language guidelines for international students were developed in 2014

New procedures improved consistency in the scholarship evaluation process for different categories of students The guidelines improved procedures for Pathway Students’ management. Pre-arrival testing with Accuplacer English test offered by College Board improved planning of Pre-University and Pre-Masters classes enrollment

It was decided to continue working with FDU-Vancouver Admissions and Scholarship Committee to introduce new scholarship programs It was decided to continue with Accuplacer testing that has proven to be an effective alternative to various groups of applicants for English Language requirements. Will continue


New program specific entrance requirements were developed for BC HS graduates

FDU-Vancouver was included in the HS counselors database for approved HS courses used for university admission

monitoring Pathway students’ dynamics. Continue working with HS counselors to help develop Canadian HS graduates applications numbers



Name of the Unit: Becton College Advising Center

Unit Mission Statement: The staff of the Becton College Advising Center strives to provide the most effective academic advising possible for students to experience the maximum educational benefits available to them during their stay at Fairleigh Dickinson University. Specific goals that derive from this mission are:

• To help students establish their academic goals • To provide information regarding all educational options consistent with those goals. • To assist in the planning of the student’s academic program. • To clarify all necessary information regarding the requirements of a student’s chosen field of

study. • To provide directions for compliance with all University policies and procedures. • To monitor student progress toward completion of his/her degree program. • To integrate the special resources of the University to meet the specific needs of each student.


Item #



accomplish)





was taken)


1 Assess student satisfaction of Becton College Advising Center

Student satisfaction Survey completed by students after advising session

252 students took the survey. All of them were satisfied with timeliness of visit, questions answered and advising needs being met. 102 students also used the Center at times other than priority registration One student was not satisfied with hours/location of office.

Contacted students who asked for an advisor to speak with them for follow-up.

Client satisfaction outcome

2. To determine if the academic advisor/student ratio was adequate

Count of students using the advising center compared to industry standards

We fell below the recommended advisor/student ratio standard for private 4 year institutions

Have recommended part-time advisor be returned to full-time position

Volume activity/needs assessment

3. To complete first semester freshmen schedules prior to student orientation dates

Reviewed orientation attendance lists against schedules completed

Based on review it was determined that there is a need to alter current schedule making process.

Enrollment Mgmt and MIS are currently looking at new module of Datatel that will better serve our course scheduling needs. (this will be University decision, not Advising Center)

Efficiency assessment



Name of the Unit: Freshman Intensive Studies (Florham)

Unit Mission Statement: Freshman Intensive Studies (FIS) is a student-centered, academic support program that strives to help conditionally admitted first-year students reach their full potential. Through a comprehensive array of advising and learning-support services, students are encouraged to become self-advocating, active learners, able to adapt to the increasingly complex global marketplace.

Reviewed and approved by:

Item #


(What did you want to accomplish?)

Means of Assessment (How was it done?)

Summary of data collected (What did the data tell you?)

Use of data (What if any follow-up action was

taken?)

Type of assessment

outcome

1. To determine student satisfaction with the FIS program, including the 4th hour of instruction, learning-support services, and academic advising.

1. Student Exit Survey administered at the end of Spring 2014. 2. Comments from professors as well as verbal feedback from current students. 3. Verbal feedback from former FIS students who volunteered to discuss the effectiveness of the program with incoming students.

The survey showed 92% of the population was satisfied with the program. Students reported that they valued the 4th hour when it was used for interactive group work, reviewing, asking questions, or further understanding. It was determined that some students who defined the hour as occasionally used for “more information” might have misinterpreted their professors’ goals. Students found advising workshops and assistance with selection of major to be effective. No one rated the workshops as not effective.

Continued to provide resources for new faculty on the supplemental hour. The written philosophy on the 4th hour helped faculty use the hour effectively. Moving forward, we will ask students to provide ideas for the 4th hour. More direct conversation between faculty and their students about the hour will help students further understand professors’ objectives and see themselves as active participants in shaping the use of the hour.

Client satisfaction

2. To assess the impact of weekly student appointments on math performance.

1. Determined students who needed weekly standing appointments in math learning assistance very early in the semester. 2. Reviewed the academic performance of these students.

In Fall 2013, 31% of the students met with the math specialist on a regular basis. In January 2014, grade results showed that students who scheduled early (in September) for assistance and kept up with their appointments performed well in math (with the average grade being a B-). Students who attended more than three sessions, but started too late (in late October/early November) were less likely to perform well.

Continued to solicit input from professors within the first two weeks of the semester regarding students who need ongoing assistance. Will provide more group assistance (workshops or study groups) to entice students to come for one-on-one help sooner.

Measures of performance

3. To determine the impact of leadership roles on student performance and retention.

1. Identified and trained both current and former FIS students who can serve as leaders for FIS recruitment events. 2. Tracked their academic performance and interest in becoming involved in other leadership opportunities on campus.

Student leaders held themselves to a higher standard of performance. Students who participated as leaders maintained good grades after leaving FIS, felt more connected to FDU, and applied for other leadership positions. One student decided to apply to graduate school at FDU. These leaders then had an impact on incoming FIS students who wished to perform well and follow in their shoes.

Continued to identify students who can serve as FIS ambassadors. Will consider other leadership opportunities for students most at risk. Will have students participate as leaders in FIS study groups. Will collect further data on how leadership affects student performance and retention.

Measures of performance and service quality

Administrative and Academic Support Units Assessment Report for Year: 2013-2014 Name of the Unit: Public Safety (Metro)

Unit Mission Statement: The Department of Public Safety, within Fairleigh Dickinson University, is in operation 24 hours a day, 365 days per year and is comprised of motivated, well-trained and caring personnel. All are dedicated and committed to the protection of the lives, safety and welfare of students, faculty, staff and visitors to the University. The Department of Public Safety, through the combined efforts of all within this department, will strive to enhance and perfect the skills, knowledge and training necessary in providing effective and efficient proactive approaches. We will continue training, awareness programs, coordination with local, state and federal law enforcement authorities when necessary, and act as a liaison between the University community and criminal justice agencies regarding incidents which pertain to the University. The Department of Public Safety working as a team, is here to “Serve and Protect”.


Item #



accomplish)




Use of data (what if any follow-up action was

taken)


1 We need to have locks installed on the front doors of University Court that can be programmed directly from the office without having to visit the lock and would be cost effective as we have 22 entry doors

In the past and during the semester, we were unable to deactivate the lock so no one could enter in the event of an emergency unless we pulled the battery.

We discovered that there is a wireless lock that is compatible with our current system. The lock is programmed from the department computer ID system.These locks are are more cost effective than hard wiring all the doors

The locks were purchased and installed and we now can easily make changes to the lock directly from our office.

Customer Service as well as Technology upgrade

2. If no Hall Security Assistant is present at the front entrance of the Residence Halls, students were complaining that they could not gain entry through the inner exterior entry door

ID cards were not programmed to work on the inner exterior entry door and students were not able to gain access and had to call Public Safety

A key switch can be installed inside the Hall Security Booth which officers can activate so the inner exterior entry door will work with student ID cards.

Key switches have been installed at all the Linden and Northpointe entry doors so students are not inconvenienced when Hall Security is not present.

Customer service as well as efficiency

3. A side exterior door in Robison Hall is constantly being opened and ELS students smoke near the door causing concern from some of offices in area.

The door was able to be opened and even with signs on the door, ELS students would go outside door and smoke with door propped open.

An electro magnetic lock can be installed which will have delayed egress and also will tie in with fire alarm. In addition a propped open door alarm will be installed on door which will signal Public Safety if door is left open.

The magnetic lock with fire alarm tie in and door prop alarm were installed.

Efficiency

4. Exterior doors of Kron Administration Building are scheduled to close Monday-Friday at 5PM.

The closing time coincided with our shift change and we could not always have an officer at building to lock exterior doors at 5PM.

Card access locks could be installed on the doors which would have them automatically lock at closing time even if an officer was not available.

Card access locks were installed and doors unlock and lock at scheduled time. Personnel in building do have access to enter building after normal hours and can be tracked by card.

Efficiency and Technology upgrade.

MSCHE Periodic Review Report Administrative and Academic Support Units

YEAR 2014 Assessment Report Form Name of Unit: Career Development Office, Florham Campus

Department Mission Statement: Career Development, Florham Campus, is dedicated to educating and empowering the Florham students of Fairleigh Dickinson University through counseling, guidance, training and career related programs. It encourages exploration and professional development in preparation for the world of work and/or further education in pursuit of life balance and a fulfilling career. Career Development supports Fairleigh Dickinson University's mission, providing students with the career-related, inter-cultural and ethical opportunities and understandings, necessary to participate, lead and prosper in the global marketplace of ideas, commerce and culture.


Means of Assessment

Summary of Data Collected

Use of Data

Type of Assessment Outcome Measure

1 Provide overall Career-related

Services (Career Counseling, Job Search Strategies and Skills, Resume Development, etc.) at a quality level of 4.5 out of 5.0

Administration of the General Survey to all students, recent graduates and alumni upon conclusion of services provided or at end of academic year

Exceeded target: 4.9 overall satisfaction against a target of 4.5. “Please rate the support you received in the following areas” * 80% cited Job Search Strategies as good or excellent (how to prepare to search for a job; how to present one’s qualifications, etc) *90.48% cited Resume Development as good or excellent (how to create documents that best represent them) *88%_cited Career Counseling as good or excellent

It was decided to increase target of services to 4.7 quality level out of 5.0.


2 Provide undergraduate students with Experiential Learning opportunities through administration of the Internship Program, with a. 100% placement rate for those students seeking credit bearing internships, and b. 4.3 out of 5.0 Student Satisfaction with internship experience

a. % of registrations b. Administration of Internship Survey to all participating students

a.Met target with 100% placement of registered students

b.Exceeded target of 4.3; achieved 4.9 satisfaction “Please rate your internship in relation to your development of a career path.” *87.1%_stated they learned “Very Well” or “Excellent”

a. Continue 100% target placement b. Increase4.3 target to 4.8

This was a volume outcome measure.

3 Facilitate recruitment of students, recent graduates, and alumni through two recruiting programs: a. Career / Graduate School Fair (s), with both 90% student and 90% employer satisfaction; 150 students attending Spring Fair b. On-Campus Accounting Recruitment Program, with 90% student placement; 85% maintenance of number of employers; 4.5 out of 5.0 Student Satisfaction c. Measurement of Activity Volume in Career Development, Florham Campus

a. Administration of Career Fair surveys to attending students and employers; sign in sheets b. Administration of Accounting Program survey to participating students; employer feedback c. Sign-in sheets, surveys, and‘fduyoucanbook.me (a booking software that integrates scheduling appts. with your calendar)

a.Student satisfaction target; of 90% not achieved. 76.1% satisfaction. (NOTE: College of St. Elizabeth hosted and did the analysis; reflects all three schools student feedback, not just FDU). Only74 students attended the fair of a 100 target attendance. FDU held Spring Employer/Student Event; achieved 95% employer satisfaction or 4.8 on 5 point scale. b.Missed target of 90% c. *2,270 students assisted through seminars/workshops *952 scheduled appts. (589 counseling appts & 363 appts for resume writing, job opportunities, assessments, and interviewing techniques). *103 presentations (classrooms/workshops; including 16 employer presentations hosted by Career Development Staff) *111 students placed in jobs *88 students interviewed on campus. 23 employers conducted interviews in the Career Office

a. It was decided not to partner in a three college career fair. FDU will host it’s own career event in the future. We will continue with a 90% student/employer satisfaction; keep 150 student participation b. Continue with 90% student placement target and increase maintenance of employer participation to 90%. Increase student satisfaction target to 4.8. c. Continue measuring activity volume.

This was a volume outcomes measure. .

Administrative and Academic Support Units Assessment Report for Year: 2014

Name of the Unit:

Career Development Center (CDC) Metropolitan Campus


Career Development is dedicated to educating and empowering the students of Fairleigh Dickinson University through career counseling, guidance and related programs. In preparation for further education and for the world of work, Career Development encourages exploration and professional development.


Item #


(what was that you wanted to accomplish)





action was taken)


1 Increase the total payroll dollars expended by 10% for off-campus Community Service Federal Work Study (FWS) Students.

FWS students participating in off-campus community service jobs are supervised by the CDC. Their pay vouchers must be approved by both off-campus and CDC supervisor.

Not enough students agreed to participate in FWS Community Service. Most students as well as their parents prefer to utilize FWS award with an on-campus job.

CDC will to utilize different methods to promote awareness of Community Service FWS and its rewards.

Compliance with federal regulations

2. Enhance student’s satisfaction of the services provided by the CDC.

Graduate assistants randomly and confidentially survey students to determine their satisfaction with CDC‘s programs/events.

Survey results indicated 99% of CDC services were rated very satisfied or generally satisfied by the students.

CDC will continue to monitor students’ satisfaction to maintain high level of customer service.

Student satisfaction.

3. Increase the number of students who notify the CDC that they are employed.

CDC staff contact students to determine their employment status.

Many students do not understand the need to report their employment status even after being contacted.

CDC will add a question about employment status on Student Satisfaction Survey. More follow up with employers.

Measure of activity.

4. Increase the students’ knowledge after attending career related workshops.

Attendees are requested to complete a survey.

Survey results indicated that prior to workshops 33% rated their knowledge as poor or fair. After workshop, only 1% rated their knowledge as fair.

CDC will continue to utilize survey.

Measure of performance.

Administrative and Academic Support Units Assessment Report for Year: 2013-2014

Name of the Unit: Career Services (Vancouver) Unit Mission Statement

Fairleigh Dickinson University Career Services is dedicated to educating and empowering the students of Fairleigh Dickinson University Vancouver Campus through counseling, guidance, training and career-related programs. We encourage exploration and professional development in preparation for career responsibilities and/or further educational pursuits as global citizens.


Item #



accomplish)




Use of data (what if any follow-up action was taken)


1. Market FDU alumni and student job seekers to local area employers

Attend a minimum of 1 professional or industry networking event as well as to host at least one in-campus employer career info session per month

Attended networking events from American Chamber of Commerce, Richmond Chamber of Commerce, Yale Town Business Improvement Association Attended local industry Job Fairs

Increased employer contacts for student/alumni referrals and internship postings Obtained 5 practicum leads and gained 2 employer referral relationships during a 3 month period

Service Quality Assessment: Continue commitment to attend a minimum of one networking event per month

2. Promote campus awareness of career services

a. Facilitated 2 general workshops per month.

b. Attended a

series of in-class workshops for professors

c. Developed a

Facebook and Twitter Careers Services site to engage students on a daily basis

a. Attendance figures ranged from 5 to 20 students per workshop.

b. Full attendance

during in-class workshops

c. Gathered 270

Facebook group followers, 282 Facebook Page Likes, and 96 Twitter followers over a 12 month period.

a. Anecdotal feedback from workshop participants show much enthusiasm with the material.

b. Develop a quarterly

online survey to students to measure workshop satisfaction

c. Student participation in

workshops have grown from year over year

d. Facebook posts

reached an average of 40 to 483 views from Facebook members.

Service Quality Assessment:

Continue career services outreach via workshops and social media

3. Assess the employment progress of alumni 6 to 12 months after graduation

Forwarded an online careers assessment survey to graduates between September 2013 to May 2014

18% of alumni responded to the survey. 60% of respondents are currently employed, 29 percent unemployed, 7% pursuing further education, and 3% not working due to personal reasons

a. Need to increase alumni response engagement by sending out additional mail-outs.

b. Capture information from other mediums such as Linkedin.

c. Provide employer engagement opportunities to alumni job seekers to encourage participation

Service Quality Assessment : Need to increase participation rate to acquire a larger sample size for a graduation year


Is it:








Name of the Unit: Office of Disability Support Services, Florham Campus


Office of Disability Support Services at Fairleigh Dickinson University, in accordance with all applicable government regulations, guidance and policies, including those underlying Section 504 of the Rehabilitation Act of 1973, works to ensure that reasonable accommodations are implemented for enrolled students with documented disabilities to function in the academic environment.

Reviewed and approved by :

Item #



accomplish)





was taken)


1 Maintain ADA compliance for University

Compare our current practices with Association on Higher Education and Disability’s (AHEAD) best practices guidelines

Data collected from recent OCR settlement agreements

1. Key components of students’ special needs are identified. 2. Changed department’s internal policies and procedures to make it work for our students and faculty members.

Compliance with federal and state regulations

2. Promote ADA compliance within campus community

Campus wide training sessions

Comments and feedback from participants

1. Attendance was high- total 68 faculty and staff members attended sessions in 2014. 2. Continuous efforts are made to improve current processes and be compliant with federal and state regulations.

Standard /guidelines provided by professional associations

3. Increasing student retention

Grades/GPA analysis (mid-term and final)

Mid-term progress reports and final GPA reports from M.I.S.

Met with each student below 1.5 CGPA and adjusted academic accommodations (as needed)

Measures of service quality


Name of the Unit: Dean of Students (Florham) Unit Mission Statement

The Dean of Students Office supports the mission of the University by maintaining a campus environment which is conducive to the recruitment, retention, personal development, and success of students. In collaboration with students, faculty and staff, our mission is to create engaged citizens and a vibrant campus environment respectful of differences while valuing the voices of others.

Reviewed and approved by (Senior V.P/VP/AVP/Dean): Peter Woolley, Provost, Florham Campus

Item #



accomplish)





was taken)


1 Validate the quality of student services offered and assess general student satisfaction with the services offered.

On-line questionnaire open to all students, Incentive to complete.

Extensive written report provided annually.

Shared with multiple departments. Improvement in services provided to students.

This was a client satisfaction/ utilization survey

2. Increase education about alcohol and drugs.

On-line questionnaire open to all first year students and Greek life members.

Extensive written report provided annually.

More practical and relatable educational programs offered.

This was a measure of service quality

3. Collect information about incoming first year class. Why and how they choose FDU.

Paper questionnaire open to all first year students. Completed in September.

Extensive written report provided annually. Comparison to other participating institutions also available.

Data shared with Admissions and Provost office for next year’s recruiting cycle. Student Affairs uses the data to improve Orientation and programs offered to first year students.

This was a measure of service quality


Assessment Report for Year: 2014

Office of Enrollment Services

Unit Mission Statement: The Office of Enrollment Services is dedicated to providing efficient and courteous services to a diverse population of students, alumni, faculty and administrators. We are committed to meeting the needs of those we serve, while in compliance with University, State and Federal regulations. Our team of professionals is comprised of a dynamic and knowledgeable multi-cultural group assisting a global community.


Item # Departmental Objective (what was that you

wanted to accomplish)





was taken)


1 Create On-Line Declaration of Candidacy for Graduation

Track number of applications YTD throughout Fall 14 term and compare to prior years, when a manual process was in place

Data for September 2014 was ahead of schedule compared to same time last year by 300 students

Continue to monitor activity for May 2015 graduation throughout the Fall 2014 to ensure the process is being utilized

This was a service quality outcome

2. Enrollment Services met with Ellucian consultants in Spring 2014 to review current application of Ellucian software for areas of Registrar, Bursar and Scheduling

Ellucian provided an official report back to the University, with commentary and suggestions to utilize the current soft-ware more efficiently and effectively

Required a complete review of procedures and an evaluation of staff and current skills set , in order to implement new technology to allow staff to function more effectively

A few enhancements learned, have been activated; however, continuous training persists

This was a service quality outcome

3. Implement new mandate from the DOE, effective Oct. 1, 2014 re: student enrollment reporting to the DOE

Participated in DOE Webinars’ over the summer 2014

Partnered with MIS Dept. to meet demands

Work with liaison from the National Clearinghouse to ensure that all required info is complete

Tests conducted on files submitted to the Clearinghouse in September confirmed, that new required CIP code data was received in current files submitted for Fall 2014

Confirmation received from the National Clearinghouse that FDU has submitted all necessary info requested by DOE on Oct 14, 2014

The University met compliance requirements from the DOE/Federal Gov’t


Assessment Report for Year: 2014 - 2015

Name of the Unit: Enrollment Services Vancouver


The Office of Enrollment Services is dedicated to providing efficient and courteous services to a diverse population of students, alumni, faculty and administrators. We are committed to meeting the needs of those we serve, while in compliance with University, State and Federal regulations.

The purpose of our assessments is to be able to provide data for planning purposes for both the Enrollment Services area and other areas of the university, to assist in decision making processes, to identify areas requiring attention, and to improve the quality of students learning experiences.


Item # Departmental Objective (what was that you wanted

to accomplish)


Summary of data collected (what did the data tell you)


taken)


1

Scheduling To improve efficiency of course scheduling process by identifying which courses students need in which term

Verbal assessment and feedback from coordinators, Correspondence raising concerns Evaluation of new Student Planning Software – in conjunction with FDU NJ Held information sessions on new system with stakeholders for feedback

For Vancouver Campus, advising process is very labour intensive and inconvenient for students. The new Student Planning Module from Ellucian would improve efficiency and convenience

Proposal has been initiated from MIS in NJ to purchase the software. The Vancouver campus is recommended to pilot the new system.

Measures of volume of activity; Measures of efficiency

2 Registration Manage students’ anticipation of seats in courses and evaluate the need for additional class sections.

Enabled a Colleague module to track waitlists on all courses; checked waitlists daily to evaluate their growth and to allocate emptied seats to students in waitlist order.

Filled waitlists allowed us to identify the need for additional or enlarged course sections and the need for more offerings of a particular course in future terms. Waitlists also allowed us to better inform students about their chances to obtain a course and to finish their course selection before the start of term.

It was decided to continue using waitlists in future terms as a valuable tool for course planning for both students and departments.

Measures of volume of activity & Measures of Efficiency & Measures of Service Quality

3 MAS Registration To improve the registration process of new MAS students during Orientation to increase efficiency and convenience.

Review of processing times, work flows. Review meetings with stakeholders to identify improvements. Implementation of new system. Review of time to register. Assessment of time involved for Registration.

Registration process was very inefficient, involved many people, took about 10-20 minutes per student and involved up to 4 coordinators. Introduction of new Registration system for MAS students which is much more efficient. Able to process 100 students in less than 2 hours. Reduced necessity of academic coordinators having to be involved in registration process. Essentially eliminated complaints from students about registration process.

Implementation of new Registration system; impacted processes for streamlining other Orientation and registration processes. Following this new registration method allows us to know the registered numbers, class capacities, if sections need to be open or closed.


4 Graduation Expedite the graduation process for graduating student so students could receive their graduation letters (used to apply for post graduate work permits) soon after graduation.

Looked at how much time it took to graduate for students to receive their graduation letters and sought out the areas that were causing the most delays. Evaluate the effectiveness of Degree Audit

On average it was taking about 1 month for the students to receive their letters once they had completed their course requirements. Analysis of the graduation procedures pin pointed the areas that were causing unnecessary delays. A lot of delay was tied to Transfer Credit verification. Manual degree audit would normally take between 20 minutes to an hour to complete. With Degree Audit, it now can be done in a matter of minutes.

The Enrollment Services office was able to address the main issues which were causing delays such as transfer credits issues or course substitutions issues at least 4 weeks prior to the final degree audit process. The Degree Audit module was implemented for all Vancouver courses. Processing times have been greatly reduced and graduation letters can normally be processed within 2 weeks.

Measures of efficiency. The outcome is that the overall graduation process has been expedited mostly for the Masters students and they can expect to receive their graduation letters within 2 weeks of their final grades been posted.

8 Finance To improve the payment options provided to students by introducing new methods. To reduce the amount of Cash transactions

Review of volume of cash transactions, handling costs, and time associated with cash transactions. Review why cash transactions are so popular.

Some students prefer to pay in cash at the university partially because of bank exchange rates to USA$. ES and Finance staff are spending approximately 6-8 hours/week handling cash transactions . Cash transactions take about 2-3 times longer than bank drafts or cheques. Cash transactions expose the

The ES office implemented a limit on the amount of cash accepted at the front desk and encouraged students to use bank drafts, cheques, and credit card payments The university is currently exploring other payment options that could

Measures of service quality; Measures of efficiency; Measures of volume of activity The number of bank draft and cheque payments has increased making

university to risk of receiving counterfeit $.

make everything even more convenient to the students.

the transactions faster

9 Student Retention To Identify students at risk early to be able to reduce attrition

Implement Retention Alert Software System Collect data Identify low grades through Colleague reporting each term Identify courses where there is not an even distribution of grades Compare student GPA before and after intervention strategies Compare results of students

Retention Alert Software not fully functional for our needs.

MIS unable to fully support a broad implementation of Retention Alert at this time. Used information collected to apply for a grant from Ellucian and received $2500 grant to put towards improvements to Retention alert system.




Name of the Unit: Facilities Department


The Facilities Department supports the University mission by its commitment to provide and maintain a safe, clean, and properly maintained physical environment that allows for and encourages education. The mission of the department is two-fold: (1) Inspect, plan and maintain the buildings, grounds, and utility infrastructure that exists; and (2) Plan, prioritize, and implement improvements and modifications to further support the University mission.


Item #



accomplish)





was taken)


1 Prioritize capital improvement projects to ensure that needs are being met

The Capital Task Force was formed and reviewed lists of potential improvement projects

The data resulted in a list of approved improvement projects for both FY15 and FY16 as well as a list of projects not prioritized and approved for future considerations.

The approved capital improvement project lists for both years are the improvement projects that will be planned and implemented in FY15 and FY16.

Needs Assessment

2. Ensure that capital improvement projects and, as required, operations work is performed to existing codes and standards

Municipal construction and specific trade permits are obtained for all work requiring them. Following permitting, ongoing inspections are performed.

The data resulted in a few modifications to work in progress and confirmed compliance of most work performed.

The ongoing inspections resulted in work that conformed to all construction codes and standards and resulted in final municipal approval of each project as evidenced by certificates of occupancy or acceptance.

Regulatory Compliance

3. Perform maintenance and repairs, as well as, meeting and event setups and staffing

Work requests are input into the work request system and when work is completed the requests are closed.

12,382 non-routine work requests were documented as completed for the period.

The detail demonstrates the tremendous amount of work completed at each campus; however, as routine are not captured there is a clear need to do so.

Measure of Volume

4. Ensure that items within the direct purview of the Facilities Department

A review of regulatory requirements was conducted

The data confirmed that certain testing, inspection and reporting

Contracts for environmental compliance were adjusted to meet

Regulatory Compliance

meet regulatory compliance standards, including but not limited to NJDEP, EPA, OSHA and local authorities having jurisdiction

requirements were no longer necessary and some additional testing and inspection requirements were needed.

required testing, inspection and reporting levels. Although lab fume hoods and eyewash stations were being maintained, a service contract for additional required testing, inspection, adjustment and reporting was put in place.



Name of the Unit: Finance (Vancouver)


The Finance Department supports and advances Fairleigh Dickinson University's mission by developing and maintaining accounting, financial management and reporting procedures and systems that ensure fiscal integrity and provide financial stewardship over University resources.


Item #



accomplish)




action was taken)


1 Update existing accounting procedures

T2202A and T4A guidelines, agent commission payment procedures, and bank reconciliation procedures are updated.

1. T2202A and T4A guidelines were updated in accordance with Canada Revenue Agency’s requirements; updated guidelines are posted on FDU’s website.

2. Issues involved in commission payments were identified. A check list including agent status, invoice format and payment/enrollment status were created. The check list is submitted to NJ along with the commission invoice check request.

3. Data from bank statements and General Leger are linked by excel formulas. Bank reconciliation procedures are therefore simplified.

The accounting policies and procedures will be regularly reviewed and updated.

Compliance with government and FDU regulations. Measures of efficiency.

2. Establish new accounting policies and procedures in accordance with IFRS and

New accounting procedures are established for Student Government Association’s book sale and book rental

1. A reconciliation report for book rental and book sale liabilities is sent to NJ every month.

The policies have been implemented, and will be reviewed in the future for

Compliance with government and FDU regulations. Needs assessment.

university policies programs. Accounting policies for overdue accounts receivables are created. All the policies and procedures are approved by Dr. Abrahams and the finance department in NJ.

2. Written off policies are established for small credits and balances, and forfeited deposits. Collection procedures are finalized.

updates.

3. Reassess insurance requirements for contractors and vendors

Conduct risk assessment by collecting and review 18 selected vendors’ insurance certificates.

16 out of 18 vendors sent their insurance certificates. A check list that summarizes the type of services they provide, frequency of services, and insurance policies has been completed.

A meeting will be set up with the Risk Manager in New Jersey to review the data collected and establish insurance requirements for the Vancouver campus.

Compliance with FDU regulations. Needs assessment.


Is it:








Name of the Unit: Grants and Sponsored Projects (GSP)

Unit Mission Statement The Mission of the Office of Grants and Sponsored Projects (GSP) is to support the acquisition; conduct; and fiscal, ethical and programmatic monitoring of government sponsorship in support of research, education, training and service programs. The GSP serves as FDU’s principal liaison with government sponsoring agencies and oversees compliance with federal, state, university and sponsor policies and regulations for ethics compliance and pre- and post-award administration of grants. It adopts federally-mandated and university-imposed research policies, procedures and practices that address compliance and impact the conduct of research at FDU.

Reviewed and approved by (Senior V.P/VP/AVP/Dean): Dr. Joe Kiernan

Item #



accomplish)

Means of Assessment

(How was it done)




was taken)


1 Research: Stimulate and sustain faculty interest in research scholarship

Faculty attendance at FDU workshops; applications to the University Provost (UP) Seed Grant competition; and extramural grant proposals/awards; participation in planning teams for new grants.

Intra- and extramural peer review critiques indicate significant improvements in the quality of grant proposals. Faculty interest in research actively continues. Awarded grants successfully achieve goals/objectives.

Resubmission of promising but unfunded proposals; strengthen the UP Seed Committee membership, process and peer review structure; ensure that grant goals and objectives are achieved and reported.

Volume of activity; response to external evaluators; measures of performance.

2. Government Grants Compliance: Pre- and Post-Award; Human Subjects (IRB); Research Conflict of Interest; Compliance Training.

Adopt and maintain government-wide policies and practices, e.g., OMB Uniform Guidance; DHHS for Human Subject Protections (IRB); and Conflict of Interest in Research.

The University successfully complies with government policies and standards. Performance and oversight of fiscal, ethical and programmatic activities have improved; audit risks are reduced.

The complexity and ever-changing nature of federal regulation requires continual vigilance; careful review and documentation of all fiscal, ethical and programmatic activities specific to government grants.

Compliance with federal and state regulations; and technology enhancements.

3. Advance technology for government grants management and compliance training, e.g., InfoEd Grants Tracking and CITI Compliance Training

Ongoing data entry and maintenance of records and documents on all grant proposals and awards in a single repository; online compliance training to meet govt. ethical and safety standards.

All grant proposals and award documentation are available for monitoring, reporting and audits as needed. Faculty and student research training Certificates of Completion are maintained and updated.

New systems upgrades are licensed to ensure required record and document retention; and compliance with new and ongoing federal regulations.

Technology Enhancement

4. Long-term Planning: Promote new Centers; Build infrastructure that promotes future research activities

Center for Cybersecurity: new Charter, NSA Designation, Annual Symposium and dedicated website.

There is a sustained national interest in cybersecurity; FDU is cultivating faculty research, and promoting the intersection of education and research scholarship in this domain.

Ongoing efforts toward maintaining a National Security Administration (NSA) re-designation. New UG & Graduate programs are under development with theoretical & applied (virtual lab) activities.

Needs Assessment and Performance

Grants_2014_assessmentreport



Name of the Unit: Student Health Services (SHSMetro)


To insure the provision of confidential, high quality, culturally competent health care and education with dignity and respect to a diverse student population

Reviewed and approved by (Senior V.P/VP/AVP/Dean): Dean of Students

Item #



accomplish)





was taken)


1 Insure the procurement and review of new students’ immunization records for compliance with the State of New Jersey regulations and FDU requirements in an efficient and cost effective manner

Insure the procurement and review of new students’ immunization records for compliance with the State of New Jersey regulations and FDU requirements in an efficient and cost effective manner

(update March 2014) Using the 2013 Annual College Immunization Status Report, the number of students completing the state MMR requirement has increased when compared to the 2012 Annual College Immunization Status Report. This is evidenced by the number of students with “Provisional Status” decreasing by almost 50%

(Update March 2014) Using a combination of Student Health Assistants and Registered Nurses enabled SHSMetro to review medical records in a more time-efficient and cost-effective manner leading to a better outcome in the Annual College Immunization Status Report and less interruption of the students’ Spring enrollment due to medical holds. Also, a higher compliance rate of student immunization increases herd immunity and decreases the risk of contagious disease. This will assist in insuring the public health of the greater FDU community.

Compliance with state and FDU regulations

Administrative and Academic Support Units Assessment Report for Year: 2013‐2014

Name of the Unit: University Honors Program‐Florham Campus

Unit Mission Statement The University Honors Program‐Florham Campus supports the University’s mission to be a center of academic excellence and prepare students for post‐college success. The University Honors Program’s first mission is to educate high achieving students to attain outstanding intellectual growth, academic achievement, and understanding of the disciplinary, interdisciplinary, and cultural contexts of knowledge. Its second mission is to support and prepare students for professional success through demonstration of depth and excellence in their disciplinary studies.


Item

# Departmental

Objective (what was that you



Summary of data collected (what did the data

tell you)

Use of data (what if any follow‐up

action was taken)


1 Evaluate the ability of honors students to demonstrate critical thinking skills in their work.

Reading and scoring junior honors theses from Honors Research Seminar

A comparison of current data with data from 2011‐2012 indicates that over half the scores in both years were in the two highest categories of achievement, yet there has been a slight decrease in the “excellent” category and corresponding increase in “very good” scores. Also the average score dipped slightly. Students need to make more continuous improvement.

It was decided to continue to strengthen critical thinking skills by working on exercises in particular areas such as problem solving, developing analytical skills, and weighing evidence, and evaluating arguments.

Learning Objective Pre and Post Measurement

2. Evaluate the ability of honors students to present logical and effective arguments


A comparison of the current data with data from 2011‐2012 indicates the largest number of current scores still fall into the top two categories of “excellent“ and good” although the average score dipped slightly from 2011. More students need to move into the “excellent category”.

It was decided to improve performance in this area by increasing preparatory exercises in identifying points of argument and logical sequencing in academic articles and student papers.


3. Evaluate the ability of honors students to communicate ideas effectively and persuasively in writing and employ the correct features of formal academic prose


Although “written presentation” still scored highest among the three collected scores as it did in 2011‐12, the average score decreased slightly and there was a slight increase in “adequate” scores.” More students need to demonstrate continuous

It was decided to strengthen student writing ability by reinforcing use of patterns of organization, emphasizing proofreading skills, and correcting patterns of error. More tutoring referrals should be made to



Assessment Report Form for Year: 2013-2014

Name of the Unit – Human Resources


The Office of Human Resources is committed to working with the Fairleigh Dickinson University community to identify and respond to its changing needs. We will provide leadership and guidance in the development, implementation, and equitable administration of policies and procedures, thus fostering a positive work environment.

The Human Resources department provides resources for the Fairleigh Dickinson University community and is recognized as a team of knowledgeable professionals who impact and promote equity and fair human relations throughout the organization. The Department is customer-service oriented and is immediately responsible to the overall community.

Reviewed and approved by (Senior V.P.): Hania Ferrara


Means of Assessment Summary of data collected

Use of data (closing the loop)

Type of Assessment Outcome

1 Promote Wellness Programs

October, 2013: As the result of a Health and Wellness Task Force convened by President Drucker during FY13, there was a formal recommendation by the Task Force to the President to convene a University-Wide Wellness Committee to focus on educating the community

Client Satisfaction, Compliance

about making healthier lifestyle choices and brining educational programming to assist in this goal. A formal committee was convened in the fall’2013. The committee developed a marketing campaign and coined the name HealthyU at FDU. 2014 - Healthy U began sending out monthly educational newsletters to education the community regarding various medical conditions with recommendations. Healthy U worked with UnitedHealthcare to provide onsite biometric screenings to UHC participants in 2014 and beyond to provide convenient onsite testing for cholesterol, blood pressure, glucose level and body mass indext testing.

Newsletters were sent to all employees(full and part time) and we have received positive feedback from employees. Each participant was required to sign in and

A total of 123 participants attended

UnitedHealthcare developed an onsite health assessment tool for covered members. The assessment tool is a survey that asks specific questions regarding an individual’s health habits and upon completion, provides individuals with appropriate tools associated with any medical conditions that they have or maybe predisposed to based upon the answers provided. Healthy U worked with UnitedHealthcare to develop an incentive program to encourage covered employees and spouses to obtain annual physicals or participate in an onsite biometric screening, as well as complete the online health assessement. If both of those pieces were completed, the individual would be eligible for a $50 Visa gift card from

complete appropriate paperwork. Participants must log into their account at MYUHC.COM. Participation reports are generated. UHC provides reports to indicate if eligible participants received an annual physical or attended the onsite

the onsite biometric screenings (122 employees; 1 spouse). UHC predicted that our participation rate in the first year would be approximately 10%. The actual rate was a 12.3%. 110 participants completed the online health assessment. 107 participants completed the incentive program and received a $50 Visa gift card. 99 were

UnitedHealthcare. 2014 – Healthy U promoted a “walking challenge” to encourage employees to exercise. The challenge consists of employees logging in daily steps (with the goal of 10,000 steps per day). Prizes will be issues throughout the challenge to encourage participants to continue to be engaged. Prizes will also be provided at the end of the challenge to the top 3 winners.

biometric screenings. Participation reports from the online assessment were also available. Employees were required to register online in order to participate in the challenge. Participation reports were made available.

employees and 8 were covered spouses. During FY15, the Committee plans to enhance promotion of biometric screenings to increase participation as well as encourage spouse participation. 165 employees participated. Weekly gift cards in the amount of $25 were provided at random to 11 employees. Three prizes were provided to the top finalists. Based upon reports generated from the online tracking system: 31,505,858 total steps walked; 4,546 averaged each day; 1,417,764 calories burned;

2013- Presented a wellness workshop with Dr. Judith Kaufman entitled “Stress Busters” on the Metropolitan Campus during Stress Less Week. 2013 – Worked with our dedicated TIAA-CREF representative to provide educational programming to Becton College Faculty during one of their regular scheduled meetings.

Attendance was taken. 2013 – the 2012 TIAA-CREF Core Educational Campaign consisted of three outreaches as follows: August, 2012 the topic was “Financial

405 pounds lost The Walking Challenge was well received by the community. Healthy U will continue sponsoring this challenge on an annual basis as our budget allows. Number of Participants attended: 5 Satisfaction Survey: Results positive Improve the frequency of communication regarding training programs offered to encourage more participation. Total participants included in the mailings above equated to 605. 300 received communication via direct mail; 225 received

Education”; October, 2012 the topic was “Participation”; November, 2012 the topic was “Diversification.

communication via email; 80 received via email and direct mail. Results: Employee Engagement on the group who received the material via email resulted in 67 individuals who took action (clicks for more information or called TIAA directly for information. Employee Engagement on the group who received the material via direct mail resulted in 65 participants that took action by contacting TIAA directly Results of Action Taken: of the 605 participants included in the mailing, 132 employees responded (all channels including website, telephone calls, advice sessions). Of the 132 that

responded, 128 employees took action as follows: 3 resumed or increased contributions; 121 reallocated their investments; 9 scheduled advice sessions; 4 registered on the TIAA-CREF website. TIAA-CREF was able to delve further to identify that the “Dollar Stretcher” (defined as those employees just starting out in their career) represented 50 of the respondents. 7 were engaged and 7 took action. The Life Builders (defined as those employees that are developing their careers and raising children) equated to 171 of the respondents; 33 were engaged and 32 took action.

The Accumulators (defined as those that are mid career) equated to 176 respondents; 40 engaged participants and 37 took action. The Transitioners (defined as those preparing for retirement) equated to 139 respondents; 35 engaged participants; 35 took action. Established (defined as those at retirement age) equated to 69 respondents; 17 engaged participants; 17 took action. FDU will continue to work with TIAA-CREF on the Core Educational Campaign via mailings to targeted groups. FDU will also work with TIAA-CREF to deliver targeted on-site

seminars to further reach participants to become actively engaged in their portfolio management and continue to educate them on the importance of taking action to enhance their savings to insure they are prepared for retirement.

2. Automated Vacation/Sick/Personal Tracking via WebAdvisor

2013 – Additional errors were identified in the annual reporting for vacation accrual. As a result, the Office of Human Resources worked with representatives from Finance to incorporate additional changes. Those changes were made to the system with the assistance of University Systems and Security. In addition to the recommended system changes, it was also recommended that the Office of Human Resources implement monthly auditing

Employees are required to log into the online system to record their vacation/sick/personal usage. Supervisors are required to log into the system to review and approve time their subordinates reported. Upon approval, the information is submitted and available to HR via administrative access and reporting capabilities. Annual external auditor review. Decrease in volume of calls to the Human

2013 Had 100% compliance through June, 2013. Reminders are sent out on a continual basis via automated emails. HR also monitors the delinquency reports on a monthly basis and makes additional efforts to ensure time reporting is up to date.

Compliance, Response to auditors

procedures to insure that the accrual reports are on target.

Resource Department inquiring about vacation days.

3.

Investment Oversight Committee – University Retirement Plans

2013 – TIAA-CREF provided the Oversight Committee with assessment data to determine our plan participants overall retirement readiness. TIAA_CREF reviewed the University’s retirement plans to measure the retirement income replacement ratio of actively contributing plan participants. The data was derived based upon 2013 investment data (asset balances per participant). TIAA-CREF indicated that 80% is a generally accepted targeted income replacement ratio that participants should strive to achieve so that upon retirement, their total accumulation can provide

Benchmark analysis from a third party consultant using Morning Star data. Increased participation in the retirement plan. Increased activity in updating investment selections . TIAA-CREF reported that 80% is general accepted target income replacement at retirement. The benchmark data TIAA-CREF provided reflects 238 higher education institutions. The TIAA-CREF benchmark is 78.7%. The FDU employee average retirement income replacement is 82.4% (higher than the

The Investment Oversight Committee will continue to review benchmark analysis data to insure that our participants continue to improve in the area of retirement readiness. TIAA-CREF will continue to provide onsite consulting to participants. TIAA-CREF will provide targeted on site programming to continuously educate participate on the importance of saving for retirement with the goal of ensuring they have an acceptable level of income replacement at that time.

Compliance

80% income replacement.

TIAA benchmark). The detailed assessment analysis determined that 44.8% of our plan participants are on track to replace more than 80% of after tax income; 50.8% are on track to replace between 50-79% of after tax income; 4.4% would have less than 50% of after tax replacement income at retirement.


Name of the Unit: International Education Office of Global Learning, Study Abroad and Global Partnerships


The Office of Global Learning works to translate and implement the university’s global education mission by supporting faculty, staff and students in developing global, international, and cross-cultural programs across curricular and co-curricular domains and on all of our campuses

Reviewed and approved by (Senior V.P/VP/AVP/Dean): Vice-Provost, Global Education

Item #



accomplish)




Use of data (what if any follow-up action was taken)


1 Improve the registration process for student exchanges with Global Partners (for efficiency, quality and student satisfaction)

Held feedback session with students to gather data on registration experience and outcomes. Conducted follow up interviews with academic advisors to gather their perspective on the process.

The data collected revealed moderate satisfaction among outbound (FDU) students, but moderate to low satisfaction among inbound (partner) students. Areas identified for improvement include: Communication to the partner international office and the international student. Better organization of course selection process.

FDU academic advisors were consulted to determine a suitable timing and structure for course selection. Communication on the details and timelines for course selection began to be distributed in the Fall 2014 semester. A Course Request form and process was developed in Fall 2014 and implemented for Spring 2015 semester

Measure of efficiency; Measures of Service Quality

2. Measure impact of global education initiatives on graduating seniors

An electronic survey was administered through Public Mind.

The data reveals some consistent year over year results, e.g. 93% believe it is very or somewhat important to understand people from different cultures, 83% believe FDU helped them improve their knowledge of different cultures and 78% global issues. However, students were less satisfied with overall academic experience (69%) compared to previous years.

Survey results inform future programming and development. The annual survey provides a metric for year over year performance.

Measure of Performance

3. Increase membership and activity in the Global Engagement (GEO) program

Number of students enrolled in the GEO program and number of seniors achieving completion

Nearly 70 students were enrolled in the GEO programs and 7 Seniors graduated in 2014 with the GEO achievement.

Results were promising but identified a need to better support students through to completion of the GEO program. For 2014-15, plans are in plans are in place to evaluation software packages to manage program information and enable frequent and up-to-date communication between advisors and students.

Measures of volume of activity.


Is it:



3. Needs Assessment 4. Measures of service quality (need assessment, error rates, accuracy of the information provided etc. 5. Client satisfaction/ utilization surveys (student satisfaction survey, alumni survey, employer survey, customer

survey etc. 6. Standard /guidelines provided by professional associations (CAS, AIR, NACUBO, SCUP etc.) 7. Compliance with federal, state, county, city, FDU regulations 8. Responses to external evaluators/auditors 9. Measures of performance (Pre and Post Tests etc.)


Assessment Report for Year: 2014 - 2015

Learning Resources and Support Programs (Vancouver)


The Department of Learning Resources and Support Programs delivers a variety of academic support programs to students who need remedial academic English language support, guidance in academic research and writing, and/or further academic skill development in order to excel in their studies at FDU. Our mission is to support and enhance student acquisition of academic skill competencies that promote lifelong learning. In doing so, we contribute to improving retention and graduation rates and aid in student learning, development and success after graduation.


Item #


Means of Assessment


Use of data Type of assessment Outcome*

1 • Improve the level of success and the quality of experience of Students enrolled in EPS classes.

• Cap EPS class sizes to 14, as the literature shows that EAL student outcomes in academic English classes improve with smaller class sizes.

• Increase the number of labs to 3 for any increase over 16 in the 5099/0099 classes to provide more individualized time with instructors.

• Limit EPS 5099 students to take Finance (MADS 6001) as their third course, as this requires limited academic writing.

• Provide on-going Finance tutorials to EPS 5099 students to enhance their learning in MADS 6601.

• Ask faculty to assist in promoting the writing centre and academic workshops to EPS students and schedule them at times when more students can attend.

• In meetings with EPS 5099 students, and in class evaluations, students demonstrated an improvement in their level of satisfaction and strongly asserted an improvement in their academic progress.

• EPS faculty cite smaller classes as a contributing factor in student academic progress.

• Students who had struggled in MADS 6601 were able to successfully manage the course with improved grades. Many attributed the additional early tutorials as a key in their ability to excel in the course.

• Better promotion of the Workshops with the assistance of faculty led to a strong increase in workshop participation rates. Recent workshops have had attendance of between 16 – 22 compared to an average od 8 – 10 in the past.

• It was decided to maintain this structure of class size limits, additional labs and finance tutorials.

• It is expected that 100 % of students entering EPS classes with a placement test score of 13.5 or higher will improve by 1.5 or higher and 90 % of students entering with a placement test score of 11.5 – 13.5 will improve by 3.5 or higher. This needs to be verified by data collection from student records.

• We will continue to promote and track attendance rates at academic workshops. We need to collect data to examine the correlatation of workshop attendance with academic performance.

This is a measure of service quality.

This is a measure of performance achievement.

This is a measure of volume of activity and performance achievement.

2 • Lower the level of

dissatisfaction and the number of complaints received from students who are placed into the EPS programs.

• Ensure that students understand the placement testing process, why they may be placed into EPS classes and what the outcomes of placement in terms of additional time and expenditure.

• Prior to departure, the Admissions Department mailcdocumentation explaining the purpose of the placement test, a sample test and sample response, and an explanation of how it is graded. All aspects of the PUP and Pre Master’s program are explained fully.

• Pre departure webinars were delivered, in conjunction with Student Services, through which all aspects of the placement test, the PUP and the Pre Master’s program were explained fully.

• Explanatory workshops were delivered during orientation week and in small group meetings prior to placement testing .

• The number of complaints received (measured by requests to meet the Director to dispute the test results) fell dramatically from a high of 14 (out of 40 EPS students) to just 2 (out of 51 EPS students)

• In meetings with EPS students, and via the IDEA evaluation, satisfaction rates have been very high.

• EPS faculty report a high level of interest, satisfaction and participation in the EPS classes.

• This system of reinforcing documentation with webinars and workshops has proven to be successful and will be continued in the future.

This is a measure of service quality. This was a measure of service quality.

3 • Ensure all Freshman and

MAS students receive orientation to information literacy and and to the on-line library resources by the middle of their first trimester.

• Provide workshops during Orientation week and add-itional refresher workshops in-class through EPS and ENWR class workshops.

• Offer orientations to MAS faculty.

• The majority of students were reached through the orientation sessions and the in-class refresher presentations. Occasional workshops are delivered through the writing centre by request.

• This system of reinforcing orientation, presentations and workshops is successful and will be continued in the future. A survey is needed to measure reach and level of understanding.

This is a measure of volume of activity. This is a measure of performance achievement.

Administrative and Academic Support Units Assessment Report Form for Year: 2013-2014

Name of the Unit: Florham Campus Library – Monninger Center for Learning & Research Unit Mission Statement The mission of Libraries Services on the Florham Campus is to support the goals and academic programs of the University. The Libraries will develop and maintain appropriate collections and services. Collections will include print, media and digital resources, and will be available on campus and to distance learners through remote access. Reviewed and approved by (Senior V.P/VP/AVP/Dean):



Use of data Type of assessment

outcome 1. To increase

awareness and usage of the Library's physical resources on the Florham Campus.

Usage statistics are kept for each type of physical material loaned, including print books and journals, media items (DVDs, CDs, and VHS), e-Readers (iPads and Kindles), and PC laptops. Statistics are reported annually through the Academic Libraries Survey (ALS) administered by the National Center for Education Statistics (NCES).

Print book circulation increased 9% during this period. This stands in sharp contrast to the 27% decrease during 2012-2013; 2% decrease during 2011-2012, and 8% decrease during 2010-2011. Use of print periodicals continues to decline. E-readers circulation decreased 86% during this period. This follows a decrease of 26% during 2012-2013 and 35% during 2011-2012.

Continued evaluation of circulation; Faculty Library Committee (FLC) is assuming a more active role in communicating availability of the “Suggest a Purchase” form. A new process was established through the FLC to encourage other Faculty to share their class bibliographies directly with Library Acquisitions. We continue to evaluate and cancel print periodical subscriptions in favor of online databases. The E-Reader lending program needs to be evaluated given the current trend among users to forego e-reader devices in favor of alternate tablet platforms.

Volume & Compliance

2. To increase awareness and usage of the Library's electronic resources on the Florham Campus.

Usage statistics are generated for all our electronic resources, including webpage access, e-books, database searches and access to our digital archive collections. Statistics are reported annually through the Academic Libraries Survey (ALS) administered by the National Center for Education Statistics (NCES).

Usage of e-books varies by collection. Usage of the EBSCOhost collection increased 4%. The number of LibGuides (online subject guides) created by the Librarians increased 650% during the reporting period.

We have expanded our EBSCOhost collection with thousands of additional titles in the area of education. We continue to revise and build LibGuides (online subject guides) to provide easy access points to electronic and print resources for research. A new effort to better promote their use is under way through the Faculty Library Committee and Information Literacy Instruction.

Volume & Compliance & Needs; Service quality

3. To increase outreach to and involvement with students, Faculty and the entire Florham campus community.

Participation by members of the Library staff in campus-wide events. Statistics are kept for all Information Literacy classes taught by Librarians as well as the number of students in attendance. The number and nature of reference transactions are also recorded. At the close of the 2014 calendar year, the Library installed a gate counter to record all traffic through the front (and only) door of the Library. This is required for the ALS and the NCES.

The number of Information Literacy classes taught by Librarians increased by 19% during this period, following a 5% decrease in the previous year. Over 1,500 students attended an information literacy session during the reporting period. User counts have increased.

It is difficult to identify the precise reason for this increase. However, the Librarians have made a more concerted effort to engage faculty in informal settings to articulate the importance of information literacy instruction. The practice of recording attendance figures for all events in Monninger Center is new. After each event we assess how the program was received; what went right and what went wrong. Planning and execution of future events are modified based on this assessment, including marketing, technical and physical logistics.

Volume & Service quality Volume & Compliance & Service quality & Needs



Name of the Unit: Office of Institutional Research and Assessment


The Office of Institutional Research and Assessment supports the University mission by its commitment to developing and providing quality and accurate information for effective policy formulation, decision-making, accreditation, assessment and strategic planning activities at the University. The mission of the office is two-fold: (1) Collect, analyze, interpret and disseminate information collected from internal and external sources to various University constituencies; (2) Lead and coordinate assessment of institutional effectiveness in academic support and administrative areas, and provide methodological, analytical and logistical support for assessment of student learning outcomes.

Reviewed and Approved by: Dr. Kiernan, Sr. Vice-Provost for Institutional Effectiveness

Item #



accomplish)





was taken)

Type of assessment

outcome measure

1 Validate post-graduation data obtained from alumni surveys with other data sources

Used National Clearinghouse data to cross-check post-graduate enrollment in higher education institutions

A comparison of the data obtained from NCH and alumni survey data confirmed the reliability of responses provided by the alumni on the survey

It was decided to continue with this form of cross-checking for every graduating class


2. Enhance reporting of retention and graduation data

Critically reviewed all the retention reports that the office is currently publishing

Based on the review, it was determined that there was a need to create a dashboard report that summarized retention and graduation data by gender and race/ethnic categories

Created and published dashboard reports in the Factbook


3. Enable the use of new technology in self-study work

Purchased and installed a web portal called Compliance Assist. Provided training sessions for all the group chairs and other designated users. Set up access to all the steering committee members

The login process is easy enough for users and that many users are accessing the portal to read the reports posted. Posting of the reports itself is being done by the more technically oriented group members

No follow-up action is needed. The portal is being used as expected.

This was a technology enhancement outcome measure

Complete the form and e-mail to [email protected]


Office of Information Resources and Technology (OIRT)



The mission of OIRT is to provide enabling voice, data, and video technologies that allows FDU to successfully compete in the higher education marketplace and its graduates to succeed as a global citizens through enabling students with technology rich access to global learning opportunities, faculty with means to evolve the art and science of teaching while enhancing research capabilities, and staff with productivity tools that fosters creativity, teamwork, university growth, and professional opportunities.

Reviewed and approved by: Neal Sturm, VP and CIO, Hania Ferrara

Item #


(what was it that you wanted to accomplish)





was taken)


1 Increase the value and functionality of the Fairleigh 1Card through the issuance of a combined University ID/Prepaid MasterCard replete with a direct methodology to transfer funds in and out of the Fairleigh 1Card account

Worked with US Bank and CardSmith to identify and implement Prepaid banking capabilities and utilities for students to manage accounts

Student surveys against MasterCard Prepaid features, confirmation of the existence of banking tools, and validation of a reduction in the time to execute a University refund through EFT

Halted the program due to the uncertainty of pending DOE and banking regulation changes

This was service quality outcome measure

2. OIRT Scorecard to assess operational and strategic alignment with the university mission; baseline costs; staffing; and services

Gartner Review, SWOT analysis, and comparative benchmarking against peer institutions

Staff interviews, workflow determinations, budget reviews, cost analyses, resourcing, job descriptions, organizational structure

Development of a multi-year action plan to assimilate many of the recommendations to improve IT service delivery and management, increase transparency, and reduce costs.

Operational efficiency and cost reduction outcome measures

3. Assess FDU’s use of Datatel to ensure FDU is realizing maximum benefit for dollars expended

Third party consulting engagement with Ellucian

MIS overview, staff interviews, workflow observation of departmental use of existing modules and comparatives against best practices

Consulting report recommendations resulting in increased operational efficiencies.

Operational efficiency outcome measure

4. Deliver ubiquitous wireless access in Residence Halls to increase student access to information and experience

Initiated the wireless project to upgrade or deploy ubiquitous wireless in the Residence Halls

Student feedback, determined best cost/performance technology solution, device type utilization by MAC address, RF design, adjust network configuration parameters to optimize

Upgraded and/or deployed wireless technology in the Residence Halls to support increased density and bandwidth

Technology enhancement outcome measure

5. Evaluation of service and support center options for student BYOD

Explored value proposition and return on investment utilizing 3rd party break / fix options, book store, or dedicated capabilities

SGA input, cost, benefits realization, office space, training, supplies, risk, remote support, “Students helping students” options

Unable to provide on-site walk in support capability for student BYOD at this time due to staffing and training constraints, lack of adequate space, required tools, inventory of supplies, and risk mitigation

Service quality outcome measure

6. Increase the availability and accessibility of computer lab computers and printers closer to the students

Lab KIOSK Project Explored needs and opportunities for non-conventionally located lab computers and printers

Computers and printers for lounges in resident halls, new printers for the computer labs and communication linkages with SGA on new installations and new printer equipment in the computer labs as they are being deployed

Service quality outcome measure

7. Reduce the costs of voicemail services

Voicemail contract review

Telephone Services conducted a competitive and comparative pricing analysis for voicemail services yielding best value proposal

A new vendor for voicemail services has been contracted resulting in a cost reduction without compromising availability or quality of service.

Cost reduction outcome measure

8. Extend the availability of disk encryption ‘lock out’ support

Review of the Sophos ‘unlock’ process and identify after hours support models

Review of the Sophos ‘unlock’ process, review security controls, and provide the training and tools necessary to have task performed remotely by the UTAC

The University Technical Assistance Center is equipped with the tools and training necessary to assist users with routine Sophos lockouts on a 24x7 basis

Measure of efficiency outcome measure

Petrocelli College -Division of Continuing Education


Unit Name: Continuing Education

Continuing Education Unit Mission Statement

The Division of Continuing Education serves lifelong learners by providing training opportunities in the areas of professional studies, personal development, technology and recreational education. Continuing Education supports the university mission by offering courses, seminars, and certificate programs that assist students to continue to engage in the global marketplace of ideas, commerce and culture by furthering their educational and career goals through lifelong learning opportunities.

Reviewed and approved by (Dean/AssoDean):

Program: PARALEGAL STUDIES PROGRAM

The Paralegal Studies program provides students with a focused, application-based curriculum that prepares students for successful careers.

Item #



accomplish)





was taken)


1 Increase the Career Services offered to Paralegal students and graduates.

Social Media presentations and seminars including one-on-one workshops concentrating on and utilizing LinkedIn.

Survey of LinkedIn profiles of graduates and students near completion of the program.

Broadcasting/Launching announcements and events using LinkedIn.

Receiving responses and queries using LinkedIn.

2. Bolster the marketability of Paralegal students and graduates.

Offered NALA & NFPA Certification review courses.

Hosted a NALA CP testing event.

Surveying of testing outcomes to see what section(s) students passed of either national examination.

Offered remedial and supplemental resources including NALA Campus Self-Study on-line tutorial.

3. Increase the amount of time and access to resources for students to practice concepts learned in the Legal Research & Writing course.

NJ Law Journal was added to the FDU on-line library giving access to relevant case law and unpublished opinions.

Expanding the scope of legal material cited in memorandum and legal briefs.

Polling faculty and mentors that have incorporated this resource into legal research assignments.

Increased access, usage and incorporation.

4. Expanded litigation- based software technology.

Easy TimeBill has been implemented to incorporate time and materials billing and retainer agreements.

Increased awareness and utilization of time and materials billing practices in a law office setting.

Seminar and additional practice time available in computer lab.

Encompassed in the final grading for the Family Law course.

2013-2014 Administrative and Academic Support Unit Report|Continuing Education Page 1

Petrocelli College -Division of Continuing Education Program: CAMP DISCOVERY

Camp Discovery is an academic oriented summer camp for children in grades 1-9. This program serves these children through enrichment programs in the areas of science, art, theater, outdoor sports and recreation, swimming, world discovery and explorer activities. In addition campers travel once per week to museums, amusement parks, and other attractions in the New Jersey/New York area. A leadership program is held for older campers in grades 8 and 9. Program evaluations are collected from participants each year to assess the quality of the program.

Item #



accomplish)





was taken)


1 Maintain full capacity of the camp each year.

Weekly enrollment reports.

FY13/14 –97% capacity in camp

Waiting list numbers are used to assess need for future marketing efforts.

Measure of Volume

2. Positive feedback on end of year evaluations.

End of year questionnaire mailed to all participants

Participants are highly satisfied with the camp.

Evaluations are reviewed with onsite directors to continue to focus on program improvements.

Measured customer satisfaction

Program: HUMAN RESOURCE MANAGEMENT

A certification preparation course designed for individuals wanting to increase HR knowledge and earn a Professional in Human Resources (PHR) or Senior Professional in Human Resources (SPHR) certification.

Item #



accomplish)





was taken)


1. Increase Enrollment and revenue

Enrollment data from prior year was compared to this year

Advertised to target audience through mailings. Focused on companies with large HR departments. Continued relationship with SHRM chapters to assist with advertising

Measure of volume


Petrocelli College -Division of Continuing Education Program: CERTIFIED FINANCIAL PLANNING

The mission of Fairleigh Dickinson University’s Financial Planning Program is to provide students with a firm foundation in financial planning and to prepare students for success on the demanding CFP® Certification Examination.

Item #



accomplish)





was taken)


1. Increase Enrollment Actual number of enrollments and were compared to prior years’ numbers

Enrollments declined slightly

Increased email blasts; updated corporate contacts; developed partnerships with financial firms

Measure of volume of activity

2. Increase Profitability Reviewed expenditures

Reviewed hotel charges and class schedules to see where it was possible to combine groups

Switched from hotel to FDU campus; consolidated last classes into one class

Measure of efficiency

3. Explore online/hybrid program options

Review success of programs offered by other institutions

There are several other programs that offer an online option. Student preference is divided

Creation of an online/hybrid model was put on hold

Needs Assessment

Program: INSURANCE INSTITUTE

The Insurance Institute offers continuing education courses for insurance providers. Courses are offered onsite as well as on FDU’s Metropolitan and Florham campuses.

Item #



accomplish)





was taken)


1. Increase revenue and continue to provide students with the education necessary to maintain their New Jersey Insurance Producer License.

Reviewed the number of students enrolled in Insurance seminars. A report was created reflecting number of classes offered vs. classes that were actually run.

A review of the seminars indicated strong interest in approximately half the courses being offered.

Created a new Insurance Schedule to increase enrollment and class size.

This assessment measured the volume of activity as well as service quality.


Petrocelli College -Division of Continuing Education Program: CENTER FOR EXCELLENCE: LEADERSHIP, GOVERANCE & PHILANTHROPY

The Center for Excellence: Leadership, Governance & Philanthropy was established to be the leading education support and training center dedicated to ensuring effective leadership in the nonprofit community. The Center is designed as a resource for emerging or ascending leaders in executive management, board leadership, and executive philanthropy.

Item #



accomplish)





action was taken)


1 Reach out to women leaders in the nonprofit sector

Host second conference specifically for women leaders

160 women attended the conference with a waiting list of 15. Evaluations were conducted, comments were reviewed.

A third women’s conference will be held in 2014. Topic areas were selected based on feedback from participants and steering committee

Measure of volume and effectiveness

2. Increase the number of students in the three certificate programs.

The number of students were compared with prior year numbers

The number of students increased from 27 to 28.

Would like to increase all class sizes to 15 each or 45 total students. Expanding resource list.

Measure of volume

3. Conduct second emerging leaders’ award in partnership with the Center for Nonprofits for the awards ceremony.

Number of submissions for the award

35 applications were received and reviewed by a committee of 6. The group decided on 3 awards. One for first place and 2 others

Award recipients were given a plaque and a place in one of the Center’s certificate programs. The winner is entitled to a free slot and the others receive a 50% discount. This helped raise awareness about the Center’s programs, and will be repeated again in 2015.

Measure of volume


Petrocelli College -Division of Continuing Education Program: MOTORCYCLE SAFETY EDUCATION PROGRAM

FDU's Motorcycle Safety Education Program has been in existence for 18 years. The program offers the Motorcycle Safety Foundation (MSF) curriculum, and promotes the Motorcycle Safety Foundation’s five key safety message points: • Get trained and licensed. • Be a lifelong learner. • Wear protective gear. • Ride straight. • Ride within your limits.

Item #



accomplish)

Means of Assessment

(How was it done)




action was taken)


1 Motorcycle Safety Education Program

Enrollment at 5 to 6 per Faculty member for BRC

From 2013 to 2014, slight decrease due to weather and parking issues.

Enrollment opportunities for other types of classes- To secure revenue

Measure of volume

Evaluation of Motorcycle Student satisfaction

End of course Survey

High satisfaction with program, not with pricing

Email students who check they want to be contacted – courses for higher level skills; events

Program: LAW ENFORCEMENT LEADERSHIP TRAINING

EXECUTIVE LEADERSHIP FOR PUBLIC SAFETY PERSONNEL

This program was designed for the police lieutenants, captains and chiefs to provide these upper level police supervisors with the knowledge needed to manage and lead their organizations.

Item #



accomplish)

Means of Assessment

(How was it done)




action was taken)


1. Increase the number of participants and delivery sites.

Number of students and site information was collected

The program was delivered in three locations: Teaneck, Franklin Township and Eatontown

Enrollment numbers increased to 35 in 2014 for 3 sites from 15 in 2013 at one site

Measure of volume


Petrocelli College -Division of Continuing Education Program: LAW ENFORCEMENT LEADERSHIP TRAINING (continued)

SUPERVISION OF LAW ENFORCEMENT PERSONNEL

This program was specifically designed for law enforcement sergeants who have transitioned from police officer into a supervisory position.

Item #



accomplish)

Means of Assessment

(How was it done)




action was taken)


1. Expand the number of delivery sites.

Number of students and site information was collected.

The program was delivered in two locations: Teaneck and Franklin Township. A third site, Eatontown, did not run due to low enrollment

Enrollment numbers increased slightly from 2013- 19 to 23.

Measure of volume


Petrocelli College of Continuing Studies


Reviewed and approved by (Dean/Assoc. Dean):

Name of the Unit: ENHANCED FRESHMAN EXPERIENCE (EFE) PROGRAM (Metro)

The Enhanced Freshman Experience (EFE) Program strives to ensure that its participants attain an academically and socially rewarding first-year experience. This is accomplished through a unique collaboration of academic mentorship and personal commitment. The provision of this solid first-year experience, serves as a launching pad for the successful completion of their collegiate experience.

Item #



accomplish)





was taken)


1 Maintain “in-house” math tutorial support sessions.

Tracked and reviewed the number of tutorial sessions scheduled.

Utilization of “in-house” math support services increased considerably, compared to last academic term. 1,120 visits were recorded for this service.

The objective was achieved, thus no follow-up action was taken.

This was a volume of activity outcome measure.

2. Created a departmental monthly newsletter, “IMPACT.”

During monthly counseling sessions, students were asked about usefulness of material.

Students found the monthly departmental publication to be helpful with keeping informed.

The formatting of the monthly publication will be evaluated for improved design.


3. Restructured graduate assistants position.

Tracked and monitored the number of visits from program students and services provided.

Increased contact points with students. Monthly visits recorded increased considerably. 1,056 total visits were recorded.

Will further monitor the use of the graduate assistants to determine if further adjustments are needed.

This was a volume of activity outcome measure.

Administrative & Academic Support: 2013-2014 Page 1

Petrocelli College of Continuing Studies Name of the Unit: INTERDISCIPLINARY STUDIES/SPORTS ADMINISTRATION SPECIALIZATION

The Bachelor of Arts in interdisciplinary studies is designed to fundamentally change the way students are taught and the way they learn by shifting the emphasis from the traditional, discipline-based approach to a more comprehensive, integrative approach to the understanding of real-world problems, topics and issues.

The B.A. in interdisciplinary studies will prepare students with the skills, attitudes and flexibility of mind needed to be competitive in a global marketplace. Such students - indeed all students - can expect to live in a dynamic world where a series of career changes over a lifetime is most probable and where change and the unknown are inevitable. In such a world, proficiency in a number of related disciplines becomes a survival tool.

Item #

Departmental Objective (what was that you wanted to

accomplish)

Means of Assessment (How was it

done)



action was taken)


1 Recruitment and information/advisement sessions on both campuses. Intensive individual advisement

Exit questionnaire, head count Retention data

Particularly good results at Florham

Brought in more faculty and students to present and ask questions

Volume and satisfaction surveys

2. Mid-way advisement Advisement at registration

Movement of students into 4th and 5th year of program. Count

New program, but numbers tripled 43 new students recruited

Formalized mid-way advisement events starting in 2013

Retention outcomes/satisfaction surveys

3. organization/standardization of syllabi and faculty CV’s Program coordination

Addition of rubrics and ADA to all syllabi

Recruitment and retention of students/count

Successful advisement

Review and development of on-line component

Continuous increase in student population Development of new Specializations

Move toward standardization of syllabi format and structured curriculum in 2013-2014 and going forward

Compliance with Federal and FDU requirements

4. Development and progressive standardization of assessment rubrics

Review of syllabi

Unclear results Continued organizational improvements in 2014-2015

Compliance with regulations

5. Review and updating of web presence. Coordination with admission representatives

Increased enrollment of first year students and transfers.

43 new students this Fall ‘14

Continued efforts with the assistance of Petrocelli Web master

Success in recruitment and retention

6. Creation of articulation agreements. Formal and informal

Increased number of transfer students

P.C.C.C. 2013 pending; Individual arrangement Union County 7 new students

Continued efforts with office of University Partnerships


Petrocelli College of Continuing Studies Name of the Unit: CHENG GONG (GST)

The Associate in Arts (AA) in Liberal Arts degree provides graduates with a foundation of knowledge in the arts and sciences, communication, critical thinking, and exposure to global issues and leadership to prepare them as citizens of the world community, and to prepare them for pursuit of baccalaureate degrees. For the bilingual delivery, English proficiency is an additional proficiency.

Item #



accomplish)





was taken)


1 Raise the percentage of students who move on from the GST-AA program to the regular 4-year BA programs at FDU

A raise of 50% percent is expected in the number of students choosing to move on to other undergraduate programs at FDU

A record was kept of the number of students who succeeded in moving onto 4-year BA programs at FDU and a corresponding comparison was made between such a number and the related area goal; Data was also gathered regarding the choice of major

The curriculum was redesigned so that it was geared to requirements of other programs that the students would join; Data was provided to instructors.

Measure of volume of

activity

2. Ensure that students stay rather than quit the GST program

Regular and close contact with each of the students so that his or her needs are always met in time and strenuous efforts to convince a student to stay with his or her current program instead of transferring to some other institution

Detailed records of each student who intended to transfer or did transfer, a timely interview whenever there is an inkling that a student intends to transfer and follow-up surveys involving students who have transferred

Courses are tailored to the needs of the students in the light of the data collected

Client satisfaction

3. Enhance student’s English proficiency, especially in terms of their academic English

Each semester, vis-a vis guide and help before and after the tests are offered to students who are below average in performance

Test results are subsequently analyzed to identify underperforming students

Tutoring arrangements are made for the students according to the date gathered

Measure of performance


Petrocelli College of Continuing Studies Name of the Unit: KOREAN PROGRAM-MIRAERO

MiraeRo Program is established to empower Korean Americans whose native language is not English by providing them with necessary education as well as English training to further pursue their educational as well as professional goals and enable them to become global citizens.

Item #



accomplish)





was taken)


1 Increase students’ exposure to American culture by introducing on-campus involvement options

Used personal interviews

Based on the review, students were not as satisfied with the level of their exposure to American culture as the program is specifically geared towards Korean-speaking students.

Implemented a Speaking Club through which a Korean Program student was paired with an American student at FDU in order to develop their speaking skills and help them with acculturation process.


2. Integrate online courses into the curriculum to increase technological literacy and increase information literacy

Reviewed student reports as well as research Papers

Adult students are becoming familiar with the use of WebCampus through which an online class is conducted and are able to find and cite pertinent information used for research by using FDU library catalog.

No follow-up action is needed. Increased familiarity is present.

This was an academic performance measure.

3. Enhance communication channels

Used interviews to recognize the communication gap amongst students and the program

There was a need to use social media tools to facilitate communication between the Program and both prospective and existing students.

Developed Facebook and twitter specifically for the Korean Program to reach out to students and promptly deliver important information about the Program and FDU.



Petrocelli College of Continuing Studies Name of the Unit: LATINO PROMISE

The Latino Program provides traditional age Hispanic students with academic instruction to help them obtain an AA degree. The Latino Promise administrative and Academic staff’s goal is to support the mission of the program.

Item #



accomplish)





was taken)


1 Increasing student enrollment through recruitment.

We conduct weekly and monthly review of enrolled students.

We collect data on enrolled students: current, returning, new, and previous semesters.

We use this data to analyze trends in enrollment, retention, and quantity of course offerings.

Measure of volume of activity

2. Retention of students We conduct weekly and monthly reviews of enrollment and students on hold.

Data collected helps us identify why students leave and why they are on hold.

We use the data to identify students on hold or not returning to contact them and help them get off hold or return to the program through our Calling program in the evenings.

Measure of student satisfaction

3. Customer service for the students

We are reviewing our office hours, issues, and traffic by students in the office.

We have instituted tracking the traffic in the office since September by providing a sign in book for all workers, students and visitors

This will give us a better idea of what are the important issues, when is the heaviest traffic and how we can accommodate the needs of the students

Measure of efficiency

4. Improve our delivery of Academic instruction

Collecting data from professors on how to improve instruction. Having meetings with the instructors on improving our delivery of courses.

We will collect minutes of meetings and suggestions from the faculty. We will also get student input on classes.

Graduation rates will be one of the benchmarks to see if there is improvement in the program.

Measure of service quality


Petrocelli College of Continuing Studies Name of the Unit: PUERTA AL FUTURO

The Puerta Al Futuro Program provides Hispanic academic and ESL instruction to help them obtain AA, BAIS and MAS degrees. The Puerta Al Futuro administrative and Academic staff’s goal is to support the mission of the program.

Item #



accomplish)





was taken)


1 Increasing student enrollment through recruitment.

We conduct weekly and monthly review of enrolled students.

We collect data on enrolled students: current, returning, new, and previous semesters.

We use this data to analyze trends in enrollment, retention, and quantity of course offerings.

Measure of volume

2. Retention of students We conduct weekly and monthly reviews of enrollment and students on hold.

Data collected helps us identify why students leave and why they are on hold.

We use the data to identify students on hold or not returning to contact them and help them get off hold or return to the program through our Calling program in the evenings.

Measure of student satisfaction

3. Customer service for the students

We are reviewing our office hours, issues, and traffic by students in the office.

We have instituted tracking the traffic in the office since September by providing a sign in book for all workers, students and visitors

This will give us a better idea of what are the important issues, when is the heaviest traffic and how we can accommodate the needs of the students


4. Improving our delivery of Academic and ESL instruction.

Collecting data from professors on how to improve instruction. Having meetings with the instructors on improving our delivery of courses.

We will collect minutes of meetings and suggestions from the faculty. We will also get student input on classes.

Graduation rates and graduation to higher ESL levels will be one of the benchmarks to see if there is improvement in ESL.



Petrocelli College of Continuing Studies Name of the Unit: BAIS ONLINE

The Bachelor of Arts (BA) in Individualized Studies program offers adult learners a means to complete their bachelors’ degrees by combining traditional course work with a variety of alternative options for completing degree requirements, including college level subject testing and assessment of experiential learning. All graduates will have acquired a solid foundation in the arts and sciences as well as the knowledge and skills that enable them to be successful in the workplace and in the global community and continue their academic pursuits in a graduate degree program if desired.

Item #



accomplish)





was taken)


1 Keep 2013-14 enrollment as close to 2012-13 enrollment as possible despite declining enrollment and loss of 2 key staff members

Monitor registration data during all 4 terms of academic year.

This year’s enrollment total was just over 86% of last year’s total. The loss of approx. 14% was not unexpected.

In an effort to prevent further loss of enrollment, efforts are underway to reconnect with corporate partnerships and revamp web pages to attract new applicants.

Measure of volume of activity.

2. Continue to act as a single point of contact for online adult learners with responses to inquiries within 24 hours (excluding weekends and holidays).

Keep individual log of daily contacts and responses.

Every email and phone call was responded to within 24 hours (excluding weekdays and holidays).

None at this time; may revise procedures when administrative assistant is hired.

Measure of efficiency.


Petrocelli College of Continuing Studies Name of the Unit: OFFICE OF ADULT EDUCATION/SUCCESS PROGRAM The Office of Adult Education/Success Program offers a series of comprehensive services for the undergraduate adult learner. Those services include: the assessment of experiential learning via Portfolio Assessment, Challenge Exam, ACE, CLEP and other standardized nationally-recognized testing, etc.; the Success Stories newsletter, published twice per year; individualized academic advising and guidance; and Success Program courses scheduled each fall and spring semester in formats appropriate for the adult learner, and in content areas which apply to all undergraduate majors. Adult learners in the Success Program represent the persons identified in the University’s mission for global learning: these adults have multiple commitments including work, family, community service and school. Most importantly, these adult learners, often “participate, lead and prosper in the global marketplace of ideas, commerce and culture” even as they enter the educational environment at Fairleigh Dickinson University. Through the Success Program, the students are able to hone their knowledge and skills for continued achievement in the global community. Petrocelli College especially “…provides the unified approach…” for adult learners, both undergraduate and graduate students to achieve such academic excellence.

Item

# Departmental







was taken)


1 Create courses to meet needs of nontraditional learners

Number of classes offered

Number of courses which are actively registered in a semester

course planning for future semesters

Measure of volume

2. Administer PLA for undergraduate adult learners

Number of portfolio workshops, registrations, students

PLA outcomes evaluate workshops, faculty evaluators, student performance

Measure of volume

3. Mentor faculty to teach courses applying adult learning theory

Observe Faculty, course evaluations

Discussions with faculty subsequent to observations, faculty evaluations

Hire/rehire faculty; determine course assignments for faculty members


4. Advise nontraditional adult learners in the selection of their academic goals

student registration, student feedback

student registrations determine successful student outcomes; degree completion

Measure of volume



Name of the Unit: MIDDLE COLLEGE

Fairleigh Dickinson University’s Middle College Program (MCP) is a concurrent enrollment program that provides an opportunity for eligible high school students to get an early start on college education by earning college credits while still in high school through its partnerships with secondary education institutions throughout the state. The mission of the Middle College Program is to encourage and foster accelerated student learning before college by providing these opportunities in a number of academic areas, including mathematics, the sciences, English, government, history, the languages and more. As part of the program, students have an opportunity to visit our campuses and various off-campus sites in the north New Jersey/New York metropolitan area to participate in lectures, laboratory experiments, cultural experiences and various educational events and FDU faculty visit the high schools to supplement ongoing instruction. Reviewed and approved by (Senior V.P/VP/AVP/Dean):

Departmental Objective Means of Assessment Summary of data collected

Use of data Type of assessment Outcome*

1 Grade rosters are now

generated through Datatel. MCP final grade rosters have historically been generated manually for each school as they had been since the program’s inception.

I worked with MIS earlier

this year to design a customized grade roster, exclusive to MCP. The programming was complete and implemented in late April, just in time for the 2012-2013 academic year final grade roster mailing in mid-May.

Accuracy of student registrations has improved significantly. Registration accuracy better assessed and earlier in the process so that errors may be corrected more timely. Student registrations are reviewed by comparing actual registrations to rosters. Then once internal review and corrections are made, the rosters are then sent to the schools for review and corrections. The grade roster is then sent again in May for final grade reporting.

• The ability to generate

grade rosters directly from Datatel significantly reduces the amount of time spent previously producing each roster for each school. Additionally, significantly fewer errors remain undiscovered.

The new roster is an absolute success and will continue to be utilized until the next step in the grade reporting process is feasible. The goal for grade reporting is to ultimately have participating schools report final grades online, as they are currently entered by MCP director and program assistant.

This was a measure of efficiency as well as a service quality outcome measure

2.

Redesigned and added additional information to dedicated MCP web pages.

Information pertaining to former, current and prospective students, teachers and administrators about the program is readily available for review.

• All are better informed.

Observed less process information seeking of initial stages of registration by students, teachers and administrators.

• Observed an increase

of better-informed

The revisions and additional information made available on the dedicated MCP web pages have been proven very effective and will continue to be updated and expanded as




initial first contacts as many individuals research the program online before calling the office.

necessary.

3.

Added additional dedicated phone line extension to better manage heavy influx of calls and accommodate an additional staff member.

More calls are handled in real time and less callers are directed to voicemail. Additionally, voicemail messages are responded to faster.

• Observed timelier

communication and response to voicemail.

The additional dedicated phone line extension has been proven very effective and will remain.

This was a volume of activity outcome measure as well as a measure of efficiency outcome measure

4.

Added additional email account to better manage very heavy influx of email.

The new account is primarily for student use (geared towards former, current and prospective students and their parents). Partner and prospective high school administrators, teachers and guidance counselors as well as college and university admissions counselors and transfer coordinators will continue to use the director’s email account.

• Observed timelier

communication and response to email messages.

The additional dedicated email account has been proven very effective and will remain.

This was a volume of activity outcome measure as well as a measure of efficiency outcome measure


Petrocelli College of Continuing Studies Name of the Unit: INTERNATIONAL SCHOOL OF HOSPITALITY AND TOURISM MANAGEMENT

Our mission is to deliver exceptional quality in curricula: to produce world-class graduates who possess wisdom and integrity in preparation for leadership careers among diverse organizations in the international hospitality and tourism industry.

Item #



accomplish)





was taken)

Type of assessment

outcome measure

1 Review and Revise ISHTM’s Bachelor degree curriculum to determine whether it is was competitive with comparable Hospitality management degree programs

Researched and reviewed competitive Hospitality management degrees programs in Hospitality Management

A comparison of the competitive Hospitality management degree programs indicated that ISTHM’s curriculum was comparable with the exception of a course in Lodging Management/Revenue Management.

A decision was made to add this course to ISTHM’s curriculum. This course is currently being developed and will be offered in Fall 2015.

Needs

2. Assess first years feedback of the prerequisite graduate program and revise and enhance the program based on feedback

Surveyed students/faculty at the conclusion of the Fall 2013 and Fall 2014 semesters.

Based on the assessment results, it was determined that there was a need to consolidate the term projects in multiple courses to (1) required term project which integrated various components of(4) of the classes

A new term project for the prerequisite graduate program will be developed for Fall 2015

Student satisfaction

3. Design a new forum for ISHTM’s annual scholarship dinner

The Director of Operations for the Scholarship dinner formed a focus group of students to discuss current trends and generate ideas to revise this student-run experiential activity.

The student/faculty led discussion indicated consideration should be given to moving away from a seated dinner to an informal “strolling supper”

The Scholarship dinner has been changed from a sit-down dinner to a less formal event with heavy appetizers and more opportunity for guests to socialize/network.

Alignment with trends in the field


Petrocelli College of Continuing Studies Name of the Unit: SCHOOL OF ADMINISTRATIVE SCIENCE

The School of Administrative Science aims to meet the educational and career development needs of those working in management and professional positions in public and non-profit sectors by integrating the teaching of theory and practice, by providing an educational experience that prepares students for senior level management and leadership positions while enhancing personal growth and development.

Item #



accomplish)





was taken)


1 Determine customer satisfaction of programs in the School of Administrative Science

Conducted an alumni survey of all SAS programs

High customer satisfaction rate for those who responded

Included information in Program Review; Assessed comments and responses to determine areas to be improved.

Measure of customer satisfaction

2. Decrease the number of courses cancelled each term.

2a. Determine viability of locations

Reviewed enrollments in each location to determine whether that instructional site was viable

Some locations have not had classes running at that site in a few terms.

Removed instructional sites that are not currently viable.

Measure of volume of activity, efficiency, and service quality

2b. Determine courses to be maintained in active status

Reviewed all courses offered in last five years in all locations.

Some courses have not had sufficient enrollment over this period of time

Courses without enrollments in the period in review have been placed on hold and removed from our active listing. Courses offered must have a demand aspect.

Needs assessment

3. Increase the number of students who complete their masters degrees

Request reports to be run that identify new student as well as completion dates for all programs

Data has improved over initial rates with 54.8% completing within two years.

Students who have not completed their programs will be contacted to determine potential issues with student completion.

Measure of volume of activity and service quality

4. Improve the quality of online courses

Use end of course evaluation concerning online functions

Data demonstrate amount of time students spend in an online class and any possible issues they had

Data are used to support the amount of time students spend in an online environment and work is being done to eliminate any potential issues.

Measure of quality and customer satisfaction


Petrocelli College of Continuing Studies Name of the Unit: VETERANS SERVICES

The office of Veteran Services provides academic support, military benefits counseling and transitioning services for active military duty personnel, veterans, in addition to their spouses and dependents.

Item #



accomplish)

Means of Assessment

(How was it done)




action was taken)


1.

Community outreach with multiple events during the academic year

After each event an assessment report is completed

The majority of events attend provided pipelines to prospective students while other events did not.

New contacts were created and advertisement of FDU and Veteran program.

The data complied yielded multiple contacts, services and opportunities for current and prospective students.

2. Benefits Counseling Established appointments, less walk-ins

Out of 300 students, 0ver 230 visited for counseling.

Identify common issues, developed communications for general questions

Higher satisfaction rate and better understanding of military benefits for students.

3. Records Audit Complete review of current and past students

92% of student records were current the remaining were re-certified and updated.

The remaining 8% were reviewed to resolve issues.

Compliance with federal and FDU regulations.

4.

Referral assistance such as psychological, tutoring and financial assistance services

Obtain reputable contacts with various veteran friendly organizations.

Over 100 students were referred to various services

Determine additional needs and services requested by students

Higher student satisfaction. Those served were able to continue studies with FDU



Name of the Unit: Counseling and Psychological Services (Florham)

Unit Mission Statement Counseling and Psychological Services (CAPS) is strongly committed to addressing the mental health needs of a highly connected and diverse student body through timely access to consultation and connection to clinically appropriate services. CAPS promotes students' psychological wellness and academic success by providing students high quality culturally competent counseling and mental health services in collaboration with the university community. Our vision is to provide holistic and healing focused services that support FDU students' intellectual, emotional, spiritual, physical, and social well-being.

Item

# Departmental Objective (what

was that you wanted to

accomplish)


Summary of data collected (what

did the data tell you)


was taken)


1 Increase student access to holistic forms of treatment.

Offering alternatives to traditional 1:1 counseling.

Data showed that our participation numbers for complementary therapies increased from week to week.

Additional programming planned for upcoming semester.

Measures of volume

2. Support for at-risk students.

Individual and group counseling focused on the emotional needs of students. Consultation to faculty and staff to foster supportive environments for students with difficulties. Assessment and crisis/threat responding.

The data showed the total number of students being served and accessing counseling services remains high and consistent according to regularly scheduled appointments and participation in on- campus programs.

Working with counseling center staff to maintain appointment availability and continued support programs to campus faculty and staff for upcoming semesters.

Needs assessment

3. Increase access to self- help and counseling resources on-line and via mobile device.

Through student interviewing/reporting and research we updated our webpage to include an interactive self- help page and a Facebook account.

Students reported they benefited from the links and apps listed on the “feel better now” page. The websites are demonstrated and used in session.

Increase student awareness of self-help page and Facebook page for future programming and support. Facebook is used as an advertising and engagement tool to engage a highly connected population.

Measures of service quality



Name of the Unit: Student Counseling & Psychological Services (Metro)


Student Counseling and Psychological Services (S-CAPS) complements the academic experience of the student body by facilitating healthy personal, social, and intellectual development of our students. Life circumstances, skills deficits, and/or mental health problems may at times interfere with a student's ability to successfully achieve important academic and life goals. Our unique environment and role allow us to help students identify their problems, manage their emotions, learn new problem-solving skills, and successfully meet the academic and social challenges of university life. This is accomplished by offering:

• Counseling, Diagnostic Evaluation, Psychotherapy, Advocacy, and Mental Health Referrals; • Developmental, preventative, and remedial counseling to university students; • Consultation, educational and training services to the university community; • Experiential workshops on essential life skills (i.e., Communications Skills,

Stress Management, Sleep Hygiene, Substance Abuse Prevention).

Reviewed and approved by (Senior V.P/VP/AVP/Dean): Dean of Students

Item #



accomplish)

Means of Assessment

(How was it done)




action was taken)


1 To assess student/staff/faculty attendance and satisfaction ratings related to S-CAPS’ outreach, educational and alcohol/substance abuse programs.

Headcounts/sign-in sheets and multifactorial customer satisfaction surveys

Participation in S-CAPS workshops has increase. Satisfaction ratings typically fell within the good to very good rage on all satisfaction factors.

Scheduled larger workshop space. Continued to refine existing workshops and test new topics and materials.

Measure of volume of activity (attendance) and participant satisfaction surveys

2. To track the utilization of online mental health screening and alcohol/marijuana tutorial programs.

Reviewed and documented utilization data for online programs.

Utilization of online programs has increased significantly since 2012-2013

New marketing strategies were successful in increasing the utilization of S-CAPS web-based services

Measure of volume of activity (number of screenings/tutorials completed)

3. To assess learning objectives for sanctioned students; utilization of online substance assessment/education programs

Pre-Post tests for sanctioned students; Number of completed online tutorials

Pre and Post test data indicated both an increase in factual knowledge and awareness of risks associated with use/abuse

Program met our mission to provide preventive services

Measure of performance (Pre and Post Tests)



Name of the Unit: Purchasing


The Mission of the Purchasing Department of Fairleigh Dickinson University is to obtain all goods and services necessary for students, faculty and staff in a cost effective and efficient manner. We strive to provide value added service to academic and administrative community in support of the University’s global mission.

The Purchasing Department maintains a commitment to excellence through professional ethics and practices. We abide by the University’s Purchasing Policies and Procedures while aiming to develop and implement operational procedures that provide the highest level of service,


Item #



accomplish)





was taken)


1 Reduce the amount of Purchase Orders that are generated for reoccurring supplies to the same vendor.

1. Review all purchase orders processed in the previous FY.

2. Identify vendors and compile list of those that were issued PO’s repeatedly for supplies.

3. Send letter to department mandating blanket purchase orders issued quarterly to reduce the overall volume of PO’s processed.

The list of suppliers that was generated was significant enough for the Purchasing Department to mandate that departments issue blanket PO’s to certain vendors in order to eliminate the need for repetitive purchase orders.

Implementation of this blanket PO process has helped reduce the number of purchase orders that need to be processed on a yearly basis. Streamlining this procedure has improved efficiencies for the end user, purchasing and finance departments.

This was an efficiency outcome assessment.

2. Create a Vendor Performance Evaluation form (VPEF) to assess preferred vendor status.

The VPEF will be based on a rating system. Performance criteria will be rated from 1-4. The number of performance factors used will determine the vendor status as excellent, good, fair, or poor.

Each level performance criteria was clearly defined, thus enabling the Purchasing Department to evaluate each vendor/supplier’s performance accurately.

Implementation of the VPEF is a worthwhile tool in determining the preferred vendor status of our suppliers.

This was a measure of performance outcome.

3.



Regional Center


FDU’s Regional Center supports the University’s mission to provide an educational environment that fosters lifelong learning. One of the primary goals of the regional center is to provide comprehensive support, which promotes independence and development of effective compensatory strategies needed for success in college and ultimately in the workplace and the world. The growth of the Regional Center reflects the University’s commitment to diversity and, specifically, to individuals with disabilities. Item

# Departmental







was taken)


1 Maintain and improve Regional Center’s students’ GPAs

Collect and note mid-term grades of C- or lower

Compare mid-term grades of C- or lower to final grades. Calculate percentage of grades that increased, remained the same or decreased. The results show a high percentage of grades improved.

Learning Specialists provide interventions to assist students to improve their grades. (e.g., schedule additional support time, provide access to audio books, schedule supervised study time)

This is a measure of performance.

2. Improve students’ knowledge of academic assistive technology

Pre and Post questionnaire completed by students in Metacog Technology class

Compare the results of the pre and post tests. Results indicate substantial increases in student’s self-rating of technology skills. The lowest area of improvement was the utilization of audio books.

Learning Specialists infuse technology in their support sessions. The curriculum will be altered to include direct instruction/practice in using audio books.

This is a measure of performance.

3. Increase Regional Center outreach and therefore, applications

Conduct presentations, workshops for educational personnel and parents and students

The number of applications have increased, as well as number of on and off-campus workshops.

Additional activities have resulted in increased number of applications.

This is a measure of activity.

4. Provide support services to which students are satisfied

Tutor evaluation survey distributed to all students every semester

Rating and comments are reviewed

Weekly staffing meetings provide a basis for monitoring students’ use of services.

This is measure of student satisfaction.



Name of the Unit: Finance-Office of Resource Allocation & Planning


The Resource Allocation and Planning offices’ mission is providing, gathering and analyzing financial data as it pertains to the University’s Budget Process, Cost Analysis and Fixed Asset/Inventory Management. This data is used by various constituencies throughout the University to make decisions that support overall mission of the Institution in preparing students as global citizens. It is to this end that the Office of Resource Allocation and Planning strives to meet the needs of management in providing accurate and timely reports and analyses.


Item #



accomplish)





was taken)


1 Update the detail worksheets in the Cost Analysis to reflect the current University Structure.

To measure the time saved and make the reconciliation process to the monthly financial easier with the same format.

Modified worksheets to match the format of the monthly financial package.

Expedited the process of entering data for the cost analysis. Saved about 2 working days.

Efficiency/Quality

2. To redesign the fixed asset worksheet to facilitate the use of the upload capabilities as well as some other advanced features.

To measure the time saved and the increase in accuracy due to data not having to be rekeyed.

Due to other demands within the department this item did not get done. After the laptop refresh the software that needed to be installed was postponed due to individual leaving Systems & Security.

Will work on this objective in 2014-2015.

3.


Is it:







Name of the Unit: Rothman Institute of Entrepreneurship (Silberman College) Unit Mission Statement

The mission of the Rothman Institute of Entrepreneurship is to teach and support entrepreneurship and innovation in the academic, business and nonprofit communities. An outstanding entrepreneurship curriculum taught by an excellent faculty has helped make the academic program among the top 20 in the nation. In addition, our innovative outreach programs help people succeed in their new or growing ventures as well as in their corporations or organizations.


Item #


(what was that you wanted to accomplish)





taken)


1.

Support and engage New Jersey’s Family Business Community and FDU’s O.Berk Company Family Business Forum members.

Held 6 Family Business Forum seminars; Ran the 2014 NJ Family Business of the Year Awards; Meetings and Phone conferences with sponsors; .

Based on the number of NJFBYA applications received, it was determined we needed to invest more time and money into the marketing campaign

Data will be used to recruit prospective FBF and FBYA members. Provided names of firms interested in FDU student interns to SCB PDP program for intern placement.

This was a program effectiveness outcome measure.

2.

Engage high school students at Rothman Institute events, and encourage event participation at FDU, to assist in the potential recruitment of FDU students.

Held Annual NJ Business Idea Competition and used an online platform, PitchBurner for ideas, data storage, and judging. Mailed competition packets to hundreds of high schools, teachers and guidance counselors Emailed hundreds of high school teachers, educators and students. Held 2014 Discover Business Teen Camp

Over 600 students participated in the competition. Data told us that the competition, prestige, and awards were an incentive for students and educators. The Teen Camp was an incentive for parents that their high school aged children gain fundamental business skills, which would add value to the students’ resumes and college applications.

Received feedback from students, educators and judges. Held Awards ceremony for students winners, teachers, schools and families. Emailed students info on Discover Business Teen Camp. Emailed and called Idea Competition applicants and winners, invited to future FDU programs, engaged on social media (Facebook) Facebook: engaged dozens of teens and hundreds of their friends and family. Acquired “likes” and comments on Institute’s Facebook page. Teen Camp: Held assessment/survey at the end of the weeklong camp.

This was a program effectiveness outcome measure. Attendance at the event was sold out/standing room only. All students reported positive results for the teen camp. FDU’s Admissions invited to attend the awards ceremony to interact with prospective students, families and educators. Admissions’ FDU Student Ambassadors gave campus tour to teen campers

3.

Engage, connect, and support the entrepreneurial, innovation and technology

Hosted and co-sponsored the 2nd Annual NJ Immigrant Entrepreneur Awards Hosted monthly tech

Participated in weekly conference planning calls for Immigrant awards. It was determined

It was decided we would continue hosting and cosponsoring the NJ Immigrant Entrepreneur Awards and monthly tech Meetups.


community/ecosystem.

Meetups Hosted the NJ Female Entrepreneur of the Year Lecture Held Richard M. Clarke Distinguished Entrepreneurial Lecture Ran 1 semester of the Veterans Launching Ventures program

we should consider charging outside groups to use FDU facilities. Effective using Eventbrite as a registration tool. It was determined we needed to invest in stronger marketing efforts to recruit a larger # of Veteran students.

NJ Immigrant Entrepreneur Awards wrap up call scheduled for Feb 10, 2015 Hired independent contractor, TVM Associates, to create a new marketing plan to grow the Veterans’ program

4.

Provide employment, internship and funding opportunities for FDU students

Communicated with FDU’s Professional Development Program and Career Center to hire FDU undergraduate students to work as interns and student workers. Provided internships to FDU students which counted as college credits. Paid undergraduate student workers. Provided opportunities for them to make valuable connections in the business community through attendance at events. Received scholarships for Entrepreneurial Studies students.

Based upon the minimal number of applications for GA positions, undergraduate student worker and internship applications, the data showed us that we needed a greater number of applications for future student employment and funding opportunities.

Forwarded all FDU student employment inquires to SCB’s Director of Placement and Outreach, Mary Sakin. Kept track of inquiries and referrals on the Institute’s GoogleDrive page. Employed 2 students in the spring of 2014: 1 intern and 1 student worker Employed 1 student in the Fall of 2014 Provided scholarships to FDU undergraduates.



Name of the Unit: Silberman College of Business Graduate Programs (MBA, EMBA, SMBA, MSSCM, MS Accounting, and MS Tax)


The mission of the Silberman College of Business at Fairleigh Dickinson University is to be a center of learning committed to the education of tomorrow's leaders today, to prepare our students to succeed in a global environment, and to advance the understanding of business.


Item #

Departmental Objective (Graduate business

recruitment/advisement)





action was taken)


1 Formed an admissions committee

Committee with representatives from advising, faculty, and admissions reviewed applicants with scores slightly below admissions requirement matrix and admitted qualified students provisionally.

Students appreciate the opportunity to prove themselves academically through provisional admission.

Students are placed on academic hold pending review to ensure that they have met the provisional acceptance requirement prior to registering for the next semester.

Increase enrollments.

2. Streamline and improve graduate advising process and procedures

Improved communications between records, enrollment services, financial aid and SCB to enhance speed of action in handling of individual cases.

Improves process and provides students with the opportunity to resolve their issues with one visit reducing the need for duplicate visits.

Learnings from 2013/2014 will be used to further refine the process.

Measure efficiency in reduction of repeat requests.

3. Enhance corporate graduate business recruiting

Identified SCB graduate alumni employers and key corporate representatives and formally communicated to request face to face meetings to discuss educational opportunities.

Scheduled visits with five companies to present information about our graduate programs resulting in enrollments in supply chain management, SMBA and EMBA programs.

Additional lists are being created based on student/alumni databases as well as local chamber of commerce membership lists.

Increase enrollments in all graduate business programs and create internship opportunities.

4. Increase domestic graduate enrollments

Corporate recruiting efforts, development and implementation of a marketing plan targeted to domestic students, and purchase of LinkedIn sales tool.

In addition to the above, we are receiving inquiries from LinkedIn and NJ Transit ads.

Working with internal undergraduate enrollment to promote our graduate programs internally.

Increase enrollments in all graduate business programs.

5. Enhance graduate student/alumni extracurricular engagement

Developed social events: new student dinner, graduation dinner, Program anniversary events; HSM speaker series.

Each initiative was well received by attendees.

Additional activities/events to engage students/alumni are under consideration.

Build long term relationships with current SCB students and alumni.


Name of the Unit: Silberman College of Business Placement and Outreach Unit Mission Statement: Prepare Silberman College of Business students for careers after graduation. Preparation includes professional development and experiential learning through internships. Reviewed and approved by (Senior V.P/VP/AVP/Dean):

Item #



accomplish)

Means of Assessment

(How was it done)




action was taken)


1 To increase student internships within Silberman College of Business.

Excel spreadsheet. There was a need for an increase in internships within Silberman and a need to collect this data.

Building a database to better capture the data on internships and where students are working.

275 new internships/opportunities in the past two years.

2. Increase student’s attendance in PDP events.

Attendance lists. Participation in PDP has increased substantially within the last year.

Working with faculty to encourage participation in PDP.

Attendance in PDP has increased from an average of 20 students to some events hosting 150 students.

3. Increase Employer Engagement.

Employer outreach. Invite employers to campus. Also, visit employers at their locations.

Increase in employer engagement means increase in internships and placements.

Employers want a relationship with FDU, they want to be involved on campus. We are now hosting “Networking and Recruiting “events as well as on campus interviews.

Increase the relationships we have with employers.


Name of the Unit: Silberman College of Business Undergraduate Programs (Accounting, Business Administration, Entrepreneurship, Finance, Management and Marketing)

Unit Mission Statement The goals and objectives of this unit supports the mission of Silberman College of Business is to be the center of learning committed to the education of tomorrow’s leaders today, to prepare our students to succeed in a global environment, and to advance the understanding of business.


Item #





was taken)


1 Implemented newly revised curriculum

Committee met with representatives of faculty from each department and Staff examined extensive data from competitive and aspirant schools, while keeping in line with AACSB standards, revised degree requirement from 130 credits to 121 credits including an increase in major requirements from 15 credits to 21 credits.

Current students were given the option to transition into the revised curriculum if it was feasible and beneficial to them

About 82% of current students opted to transition into the revised curriculum. This change enabled students to take 15 credits per semester and still graduate on time; thus removed the pressure of taking 18 credits per semester.

Academic program improvement; student success

2. Improved Advising process and procedures (on line program information)

Trained students on how to access and use the (paperless) on-line Checksheet (Degree Audit) and how to follow up on their own progress

Students access(degree Audit) information on their computers &Smart Phones

Continue to update curriculum changes on line to provide students with easily accessed current data

3. Enhanced recruiting Business students and Alumni join faculty, staff, and College administrators during Open House, and Accepted Students events. High School students are invited to functions on campus.

Perspective students and parents appreciate what they learn from the experience of current students and from alums on how valuable their learning was and how it contributed to their success.

We will follow this process of inviting students and Alums to share their experience during recruiting events. We will also continue to invite High-school students to campus.

Admissions data indicates an Increase in students enrollments



Name of the Unit: Student Services (Vancouver)

Unit Mission Statement.

Student Services values participatory decision making, self-directed activity and an open exchange of ideas. Through service to the campus community in volunteerism, and committees, FDU-Vancouver fosters interactive and developmental experiences in leadership and social responsibility. Furthermore, it enhances the students’ academic experience through an extensive array of cultural, educational, recreational, social and leadership programs - thus developing well-rounded, confident citizens of the world.


Item #



accomplish)





was taken)


1 Improve accommodation options for students

Searched online for additional housing websites and placement agencies

Identified several online housing boards and placement agencies operating in Vancouver. Vetted Housing boards and agencies.

Posted new housing information on our website and FDU’s housing board.

Service Quality

2. Promote FDU-Vancouver’s presence through Social Media

Contacted NJ about Social Media Guidelines. Created FDU Facebook Page, Twitter Handle, and Instagram Account.

Facebook Page has 2496 followers. Twitter Page has 354 followers. Instagram Account has 345 followers.

Continue to promote FDU through social media and increase number of followers. Create Wikipedia page and YouTube channel with videos for the channel.

Volume of Activity

3. Improve the use of technology in Career Services

Contacted NJ to inquire about software they use for Career Services. We interviewed two career services software providers used for digital job postings. Analysis and vetting of 2 companies took place.

Simplicity was selected as FDU’s Career Services job posting software provider.

Purchase and install Simplicity software. Market software to students, employers, and other stakeholders.

Needs Assessment


Is it:








Name of the Unit: Treasury Department


The Office of Treasury manages the University’s cash, investments, and long term debt. In support of the University’s mission, the Office of Treasury establishes secure pathways that facilitate global payments and receipts in connection with the protection of University financial resources. This office also reports investment results to various university constituencies.

Reviewed and approved by (Senior V.P.): Hania Ferrara

Item #



accomplish)

Means of Assessment

(How was it done)




action was taken)


1 Ensure FDU compliance with Payment Card Industry-Data Security Standards (PCI-DSS) regulations. (Annual Review)

FDU currently has sixteen payment card merchant accounts operating under its corporate domain which are serviced by four merchant providers. We will assess each account individually to determine if its operating processes are in compliance with current regulations. We will file self assessment questionnaires with service providers that require such documentation.

Sixteen merchant accounts are serviced by five merchant providers. All accounts are in compliance with PCI-DSS regulations.

We will continue to monitor the University merchant accounts to ensure PCI-DSS compliance. Future regulatory changes are expected.

This was a standard/guidelines outcome measure as dictated by the PCI Security Standards Council.

2. Analyze the impact of outsourcing the student refund process to a third party.

As a result of this new process, the frequency of finance department stop payment presentments to TD Bank is expected to decrease. A comparison of volumes for a specified period of time prior and post rollout will determine the extent of the change.

FDU has decided to postpone this third party refund process. The Department of Education (DOE) is expected to release additional guidelines related to the electronic refund process. The University will revisit this after the DOE guidelines have been disseminated.

No further action is required at this time.

This was a volume outcome measure.


Name of the Unit: Programs in Language, Culture, and Professional Advancement (University College)


The Programs in Language, Culture, and Professional Advancement (PLCPA) unit embraces the university mission of preparing global citizens. It is dedicated to imparting the necessary knowledge and skills for international students to achieve English proficiency for academic as well as professional success in their field of studies. Through the programs offered, students will develop cross-cultural competency as well; a skill essential for them to manage and navigate through the complexity of our increasingly globalized world.

Item #

Departmental Objective (what was that you






was taken)


1. Revisit cut off score for international student placement into English for Professional Success (EPS) courses. Revisit required academic support and tutoring hours assigned to EPS students. Revisit the streaming of graduate courses by placement test performance.

Analyzed pre and post test data as well as earned grades that have been collected for 8 years since the inception of the unit. Analyzed academic support and tutoring data that have been collected since the requirement has been put in place. Analyzed the placement test scores from most recent years.

It is reasonable to change the cut off to 12.5 out of 18 instead of 14.5 out of 18 for placement into EPS courses. It is feasible to require reduced academic support and tutoring hours from 900, 600, and 300 total minutes in which 135, 90, and 45 are one-on-one minutes to 720, 480, and 240 total minutes in which 180, 120, and 60 are one-on-one minutes. It is appropriate to not stream the students since the placement test score range has shifted to being more similar and less dramatic in range.

Monitoring that these changes have no adverse effect on the students’ performance.


2. Find ways to reduce the imbalance demand of EPS students in attending workshop sessions that are

Tracked the attendance of students who participated in newly created EPS Minutes Marathon sessions that

There is a high demand for Minutes Marathon.

Created more Minutes Marathon that started even earlier in the semester than before

This was a measure of efficiency outcomes.

offered by partner departments that have caused concerns since too many students are trying to attend sessions that cannot accommodate large groups of students. Find ways to reduce the paperwork involved in tracking academic support and tutoring done by students.

included EPS instructors and partner departments presenting on topics that are relevant to the students that span from morning to evening. Students can attend one session or stay all day. Keyed in only once for multiple sessions even for students who leave and come back for a later Minutes Marathon per day.

Earlier sessions were not as well attended as later sessions.

but that which began a little later in the morning. Provided students with generic memo to inform about the Minutes Marathon sessions and academic support and tutoring requirements by the second week of the semester (even before the add/drop week is over). Included more partner departments in the Minutes Marathon sessions, but did not include individual sessions offered by partner departments in the PLCPA workshop calendar for the first three weeks of the semester which took away the pressure of partner departments from having to manage the big crowd of students who used to frequent the individual sessions that were offered by partner departments. Started assigning students with PLCPA #s sorted in alpha order by last name to facilitate the sorting of forms that come from different partner departments.

This was a measure of volume of activities outcome.

3. Collaborate with the Office of Global Learning in hosting exchange students studying American Language and Culture courses.

Offered two cohorts of Brazilian Scientific Mobility Program students English for Professional Success courses under the umbrella of the American Language and Culture program. Tracked students’ performance by documenting the pre, progress, and post-test results. Reported the students’ progress to their

100% success rate.

Will offer similar courses with other groups of short-term intensive English program students.


sponsor using their designated forms.

4. Move to a new premise to be able to manage a larger enrollment and pool of adjunct faculty.

Tracked enrollment that was at an all-time high in fall 2014. Hired more adjunct instructors that more than doubled in numbers within a year to accommodate the enrollment increase.

Able to operate in the new office space with six functional rooms from just a one room office within two weeks of moving into it while managing the largest crowd of students and instructors ever. Able to hire a full-time temp Assistant to help manage the unit’s daily activities. Able to hire three work study students who have a space that they can work in. Able to now make photocopies in the building. Able to hold meetings in the unit’s own meeting room. Able to separate the break room from the workspace.

Continue to upgrade the new working space for instance by getting approval to make the building be fitted with wireless connection. Installed a notice board at the entrance of the building to disseminate timely information to the students as well as arranged for specific times for students to be able to check in the PLCPA office their academic support and tutoring minutes done.

This was a needs assessment outcome. This was a measure of efficiency outcome.



Name of the Unit: UNIVERSITY COLLEGE (Academic and Assessment Technology)


The mission of the unit is to provide technology support for process efficiency within University College and provide reports to different units for assessment of programs.


Item #



accomplish)





was taken)


1 A module to record faculty CIP Code, Academic Credentials for OIRA office for further analysis.

It was done through Web Application interface which retrieves real time faculty data from Datatel

The data stored through web interface was used for analysis of faculty compensation & status.

It will be continuously used in the future


2. Online submission of Course Authorization Form & Program Authorization Form so CEPC members can review the PAF’s & CAF’s submissions online

A web application enables the faculty members to submit the PAF & CAF forms and all related documents online, all submissions are saved in the database.

The data collection helps to review all the PAF’s & CAF’s that were submitted for academic year & the ones approved & disapproved.

The data helps to assess the course or program success in the following years. It will be continuously used in the future

This was a Measures of efficiency measure

3. Electronic submissions of College Research/Creative Activity Grant Application AND Research Release Time Application

A web application enables the faculty members to submit Grant Proposals and all related documents online, all submissions are saved in the database.

The data collected helps to summarize all the grant proposals for each semester.

The data helps track grant received & helps track sabbaticals taken by faculty members. It will be continuously used in the future

This was a Measures of efficiency measure

Administrative and Academic Support Units Assessment Report for Calendar Year 2014

Name of the Unit: WROXTON COLLEGE

Unit Mission Statement: WROXTON COLLEGE OF FAIRLEIGH DICKINSON UNIVERSITY exists to provide an international educational experience and, consequently, an international perspective to students, and to do so through high quality personalised teaching with a contemporary focus but in the traditional style. It encourages a critical approach to learning which is sensitive, questioning and enquiring. Similarly, it encourages enterprise and initiative through the application of knowledge. It is founded upon the enduring values and principles of liberty, equality, fraternity, respect of diversity and justice, all of which are underpinned by a total commitment to academic rigour, integrity and freedom.

Reviewed and approved by (Senior V.P/VP/AVP/Dean): Peter Woolley, Provost Florham Campus

Item # Departmental Objective


Use of data Type of Assessment

Outcome 1 Improving

Student Services On-going face-to-face consultation between the Dean of the College and individual students throughout each Semester and short-term academic program

Appropriate changes implemented by the Dean of the College – for example, the introduction of a longer introductory weekend at the beginning of a Semester and a post-exam period at the end of a Semester resulted from such consultations.

Needs Assessment, Client Satisfaction

2. Improving Student Services

On-going conversations between the College Staff and individual students throughout each Semester and short-term academic program

Resulting items raised and discussed in regular meetings with the Dean of the College

Appropriate changes implemented by the Dean of the College – for example, policy regarding e-cigarettes being treated in the same way as actual cigarettes.

Needs Assessment, Client Satisfaction, Compliance


On-going conversations between the College Faculty/Librarian and individual students throughout each Semester

Resulting items raised and discussed at regular Faculty Meetings with the Dean of the College

Appropriate changes implemented by the Dean of the College – for example, the wider use of computers in examinations.

Needs Assessment Client Satisfaction Measure of Performance


Feedback Survey given to every student towards the end of each Semester and short-term academic program

Read by the Dean of the College

Appropriate changes implemented by the Dean of the College - for example, the deadlines for the submission of papers in some classes have been adjusted (some brought forward and some moved later); the grade ‘balance’ between work submitted, class participation and examination work has been adjusted; trips (such as to the Warner Brothers Harry Potter Studio Tour); the type of soap provided in the public rest rooms; certain meal times; the content of packed meals.

Needs Assessment, Client Satisfaction, Measure of Performance


Food Questionnaire given to every student at the beginning of - and again during - each Semester

Read by both the Catering Manager and the Dean of the College

The Catering Manager - in consultation with the Dean of the College - takes this information into account when compiling each weekly menu.

Needs Assessment, Client Satisfaction


On-going statistical analysis of Library resources used carried out throughout each Semester by the College Librarian

Presented by the College Librarian to the Dean of the College and to the College Faculty for discussion

Appropriate changes implemented by the College Librarian in consultation with the Dean of the College - for example, the purchase of addition copies of the most widely used books, and course books have been highlighted on display if the statistics have shown that they are being underused and collections have been

Needs Assessment

moved to ensure easier access – something that has resulted in usage figures having gone up.

7. Improving

Student Services Library Questionnaire given to every student during each Semester

Read by both the College Librarian and the Dean of the College

Resulting changes implemented by the College Librarian in consultation with the Dean of the College - for example, one library room – the Guilford Library – has been made a completely silent room the week before and during exams and for the week papers are due, and books have been purchased when several students have made requests.

Needs Assessment Client Satisfaction


On-going consultations between the Dean of the College and College staff throughout the year

Appropriate changes implemented by the Dean of the College – for example, the regular updating of the information sheets provided to students; the provision of additional DVDs for recreational viewing; the purchase of costumes for students for medieval banquets.

Needs Assessment


On-going discussions between the Dean of the College and College Faculty/Librarian throughout each Semester

Appropriate changes implemented by the Dean of the College – for example, the deadlines for the submission of papers in some classes have been adjusted (some brought forward and some moved later); the grade ‘balance’ between work submitted, class participation and examination work has been adjusted; the wider use of computers in examinations.

Needs Assessment


On-going consultations between the Dean of the College and College contract services (eg Catering and Housekeeping) throughout the year

Appropriate changes implemented by the Dean of the College – for example, the laundry service used/provided, some of the food suppliers used, the type of soap provided in the public facilities.

Needs Assessment


On-going consultations between the Dean of the College and independent contractors (eg Building & Maintenance) throughout the year

Appropriate changes implemented by the Dean of the College – for example, prioritising work (after safety considerations) for the betterment of the student experience

Needs Assessment

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A Sample of Common Assessment Outcomes

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