LaGuardia Insider Newsletter, Spring 1996

- Spring 1996: LaGuardia Community College/CUNY - Editorial Advisory Board for Insider Newsletter: Susan Blandi: Adult and Continuing Education, Stephanie Cooper: Academic Affairs, Randy Fader-Smith: Institutional Advancement, Bill Kelly: Student Affairs,

LaGuardia Insider Newsletter, Winter 1996

- Winter 1996: LaGuardia Community College/CUNY - Editorial Advisory Board for Insider Newsletter: Susan Blandi: Adult and Continuing Education, Stephanie Cooper: Academic Affairs, Randy Fader-Smith: Institutional Advancement, Bill Kelly: Student Affairs,

LaGuardia Insider Newsletter, Spring 1997

- Spring 1997: LaGuardia Community College/CUNY - Editorial Advisory Board for Insider Newsletter: Editor-in-Chief, Randy Fader-Smith: Institutional Advancement, Susan Blandi: Adult and Continuing Education, Stephanie Cooper: Academic Affairs, Bill Kelly:

LaGuardia Insider Newsletter, Winter 1997

- Winter 1997: LaGuardia Community College/CUNY - Editorial Advisory Board for Insider Newsletter: Susan Blandi: Adult and Continuing Education, Stephanie Cooper: Academic Affairs, Randy Fader-Smith: Institutional Advancement, Bill Kelly: Student Affairs,

Using Just-in-Time Data to Intervene with At-Risk Students

With increasing state and federal policy pressure to increase retention and graduation rates, academic affairs leaders seek metrics to track that predict student success. This report analyzes behavioral, academic, and financial indicators of student risk and suggests actions administrators can take to intervene with students who cross risk thresholds.

Integrated Marketing and Strategic Resources

As institutions seek in to increase enrollments, they create centralized marketing offices that oversee all institutional branding. This report examines staff and technology resources necessary to support centralized marketing efforts. It also describes advertising spend mixes and the assessment of integrated marketing initiatives.

Incentives for Increased Graduate Enrollments: Incentive Types and Implementation Strategies

Institutions seeking to increase graduate enrollment consider incentivizing program growth. This report outlines ways that institutions allow graduate programs to keep surplus revenue, including tuition rebates, funding proportional to credit-hours, and decreased tax rates. It also examines scholarship programs created to increase admitted graduate student yield, new program offerings, and ongoing unit review.

Impacts of Graduate Student Enrollment Increases

As graduate schools seek to increase enrollment, faculty and staff must consider the impacts of enrollment increases on program curricula, faculty workloads, and course delivery methods. This brief examines how other institutions prepare for and implement increases in graduate enrollment. More specifically, the report reviews how graduate enrollment goals and rates impact faculty workloads, program curriculum and course delivery methods.

Faculty Instructional Quality Assessment Practices Incorporating Teaching Portfolios and Peer Review with Student Course Evaluations

Program directors and department chairs require different means of assessing faculty quality due to the unreliability of student course evaluation data. This report outlines alternative strategies for review committees to assess faculty instructional quality. This report also details incorporation of annual performance reviews for tenure-track faculty into tenure decisions.

Expediting New Program Development: Meeting Market Demand and Leveraging Internal Resources

Expediting new program development can help universities meet student and employer demand while gaining an edge over competitors, but coordinating program development and approval requires careful preparation and execution. This report profiles strategies to measure market demand for new programs, choose programs for accelerated development, and leverage internal resources. The report also suggests ways to structure and staff program development to maximize speed and effectiveness.

Evaluating Department Chair and Program Director Compensation

This brief examines compensation policies for department chairs and program directors at public institutions, with a particular focus on the factors that determine compensation. The report includes an analysis of department chairs and program director responsibilities, monetary compensation, and non-monetary compensation.

Ensuring Multimodal Course Consistency

The growth of online, hybrid, and distance courses challenges institutions to maintain content consistency across multiple platforms. This report examines the policies, standards, and practices that guide course consistency initiatives.

Developing a Credit for Prior Learning Program: System-Wide Strategies for Program Creation, Operations, and Recruitment

Credit for prior learning programs help students complete degrees more quickly and for less money. This report addresses the challenges of scaling up a credit for prior learning program at the university system level, and explores the delineation of responsibilities between system staff and institutional staff.

Consolidating Program Accreditation Data for Regional Review

Regional accreditors often desire the same metrics and data collected by professional program reviews, but may use different terminologies to describe this information; as a result, some schools must manually translate or even recollect data already stored. This report profiles strategies to proactively consolidate the language and policies of accreditation to avoid duplication of labor and to efficiently route program accreditation data that will be repurposed in regional review. It also suggests ways to select new technologies that can streamline data collection, storage, and presentation.

Online and Hybrid Course Prioritization Guide: 10 Strategies for Promoting Enrollment Growth and Student Success

Institutions of all shapes and sizes are investing significant sums to expand their portfolio of online and hybrid courses without specific institutional priorities in mind, often resulting in a mix of arbitrary, sub-scale offerings. This creates an unsustainably expensive disconnect between the institution’s online portfolio (largely steered by unit-level interests and capacity) and its overarching interest in using technology to increase access, improve student success, and grow revenue. This guide is designed to help institutional leaders prioritize scarce resources devoted to online and hybrid course development toward the most promising available opportunities. By targeting specific curricular "gaps," institutions can improve retention, reduce time-to-degree, regain or expand their share of currently enrolled student credit hours, or even attract new students to existing programs.