Quality Assurance at Fanshawe College. Lane D. Trotter, Ed.D. Senior Vice President Academic Fanshawe College

Transcription

1 Quality Assurance at Fanshawe College Lane D. Trotter, Ed.D. Senior Vice President Academic Fanshawe College

2 Presentation Outline Overview of Fanshawe College Definition of Quality Assurance Policy Framework Program development / renewal Program Reviews One year follow-ups Key Performance Indicators (KPIs) External Audits and Accreditations Concluding comments

3 Overview of Fanshawe College

4 Overview of Fanshawe College London Campus Woodstock Campus Students: 17,350 FT 26,000 PT Campus locations: London St. Thomas / Elgin Woodstock / Oxford Simcoe / Norfolk Operating Budget: $205M Centre for Digital and Performance Arts Centre for Applied Transportation Technologies Simcoe Campus St. Thomas Campus

5 Overview of Fanshawe College 2011/12 Full-Time Post-Secondary Programs by Credential Awarded Total = Certificate Diploma Advanced Diploma Graduate Certificate Collaborative/ Applied Degrees

6 Definition of Quality Assurance

7 Quality Assurance Definition: Are the Policies, Procedures and Practices utilised by Fanshawe College to ensure that the College provides students with the best educational experience possible by having programs and curriculum that are current and services that support students needs

8 Policy Framework

9 Policy Framework Board of Governor Policies: A-05 Vision and Mission A-35 Student Success A-40 Meeting Labour Market Needs D College Advisory Committees D-35 Commitment to Quality D-36 College Programming D-37 Research and Innovation D-40 Interaction with Students D-55 Health and Safety Ends Policies: Set the expectations of the Board on what the College is to achieve Executive Limitations Policies: Set the expectations by the Board on what the President shall not fail to do

10 Policy Framework Board of Governor Policies: A-05 Vision and Mission A-35 Student Success A-40 Meeting Labour Market Needs D College Advisory Committees D-35 Commitment to Quality D-36 College Programming D-37 Research and Innovation D-40 Interaction with Students D-55 Health and Safety Vision: Unlocking Potential Mission: Provide pathways to success to success, and exceptional learning experience, and a global outlook to meet student and employer needs. Executive Limitations Policies: Set the expectations by the Board on what the President shall not fail to do

11 Policy Framework Board of Governor Policies: A-05 Vision and Mission A-35 Student Success A-40 Meeting Labour Market Needs D College Advisory Committees D-35 Commitment to Quality D-36 College Programming D-37 Research and Innovation D-40 Interaction with Students D-55 Health and Safety Vision: Unlocking Potential Mission: Provide pathways to success to success, and exceptional learning experience, and a global outlook to meet student and employer needs. The President shall not fail to: 1. Student Satisfaction with courses or programs 2. Quality of teaching as evaluated by students 3. Availability of services, facilities and equipment to meet students needs 4. Graduate satisfaction 5. Graduate employment rate 6. Employer Satisfaction

12 Policy Framework College Council Policies: 2-A-02 Enrolment of FT Students in a PS course 2-A-03 Admission of Students to College Applied Degree, Diploma and Certificate Programs 2-A-10 Prior Learning Assessment 2-B-01 FT PS Academic Calendar 2-B-02 Content of College programs 2-B-10 Program and Course information 2-B-17 Graduation from Approved College Programs 2-B-18 Fanshawe College Credentials 2-C-02 Evaluations 2-C-04 Course Grade System 2-C-05 Academic Standing 2-C-06 Academic Withdrawals and Termination 2-F-01 FT PS Students Taking CE Courses 2-G-01 Student Code of Conduct 2-G-02 Student Appeal of a Decision Affecting Academic Standing or Progression 2-G-03 Student Concerns and Complaints 2-G-04 Academic Offences 2-G-06 Appeal of Decision Under Students Code of Conduct 2-J-03 Complaint Policy for Ombuds Office

13 Policy Framework College Council Policies: Advises the President on the creation, rescission, modification, and monitoring of academic policies and procedures of the College as well as other matters concerning the educational mission of the College

14 Policy Framework Senior Leadership Council Policies: 2-A-01 Managing Program, Course and Student Records 2-A-09 The accommodation of Applicants & students with Disabilities 2-A-11 Articulation / Credential Recognition 2-B-03 Review and Formal Evaluation of College Programs 2-B-04 Incidental Cancellation of Classes 2-B-05 Academic Space Scheduling and Timetables 2-B-06 Co-operative Education Programs 2-B-12 Assigned Off Campus Academic Activity 2-B-19 Terms of Reference College Advisory Committees 2-B-22 FT PS Program Revitalization and Rationalization 2-D-01 College Chaplain Services 2-E-01 Student Fees 2-E-02 Student Awards 2-F-02 Program-Course Delivery Consistency 2-I-01 London Campus Library Policy, Part 1 - Print Materials 2-I-02 London Campus Library Policy, Part 2 - Interlibrary Loans 2-I-01 London Campus Library Policy, Part 3 - Non-Print Materials 2-I-06 Instructional Equipment Loan Service 2-J-01 Student Work Projects 2-J-02 Graduation Ceremonies

15 Policy Framework Senior Leadership Council Policies: Advises the President on: 1) general policy and management issues; 2) positioning the College as a results based organisation; 3) change management and all new major initiatives; and 4) alignment of College committees with core business and strategy.

16 Program Development / Renewal

17 Program Development / Renewal

18 Program Development / Renewal New Program Development and Renewal Sep 07 - Apr 08 Sep 08- Apr 09 Sep 09-Apr 10 Sep 10-Apr 11 Sep 11-Apr 12 New Programs Program Modifications Suspended Programs

19 Program Development / Renewal Balanced Scorecard Performance Metrics Pathways, Student Choice and Labour Market (25%) Program Quality (25%) Student Activity (25%) Financial Quality (25%) Balanced Scorecard Scale: 1-5 Unsatisfactory Marginal > Satisfactory > Very Good > Exceptional >4.0

20 Program Development / Renewal Pathways, Student Choice and Labour Market Pathways - 25% Articulations - 25% (n.a. for Prep & Grad Certs) External Formal Collaborations - 0% >= 5 (ON and beyond) Laddering - 25% Bridging - 25% (n.a. for Grad Certs) Level 1 Course Failure Rate 25% Student Choice - 25% # of Delivery Options 50% # of Intakes 35% # of Interprofessional Collaborations -15% Labour Market Responsiveness - 50% > 1 SD > Mean Mean < 0.25 SD < 1 SD KPI Related Employment - 100%* < 1 SD < Mean Mean SD + 1 SD PATHWAYS, STUDENT CHOICE AND LABOUR MARKET - 25% Sub-Score

21 Program Development / Renewal Program Quality Program Excellence - 40% KPI Student Satisfaction - 25%* KPI Graduate Satisfaction - 25%* KPI Employer Satisfaction - 0%* KPI Graduation Rate - 25%* Program SFS Score 10% < 1 SD < Mean Mean SD + 1 SD < 1 SD < Mean Mean SD +.75 SD < 1 SD < Mean Mean SD SD < 1 SD < Mean Mean SD SD < 1 SD < Mean Mean SD SD OSAP Default Rate - 15% > 1 SD Mean + < Mean < 0.25 SD < 1 SD Accreditation, Certification & Licensing - 40% Program Accreditation - 50% Graduate Testing Outcomes - 50% Applied Research - 20% Student Research 50% 0 Faculty Research -50% 0 Faculty Scholarship - ON HOLD Experiential Learning - ON HOLD PROGRAM QUALITY - 25% n.a. NO PARTIAL FULL < > 90 1 INTERNAL 1 INTERNAL 2 INTERNAL 2 INTERNAL 3+ INT or >=1 EXT 3+ INT or >=1 EXT Sub-Score

22 Program Development / Renewal Student Activity Conversion Rate - 40% Eligible Applicants to Target - 50% < 3 : 1 3-5:1 5-6:1 6-7 : 1 > 7 : 1 # of Offers to Reg as of Start Date - 50% > 5 : : :1 2-3 : 1 < 2 : 1 Retention Rate - 40% 1st day to Count Date 50% < 90% 90-93% 94-96% 97-99% 100% Count Date to Count Date - 50% <80% 80-84% 85-89% 90-94% 95% + Market Share - 10% Market Share by size of Level 1 enrolment - 100% International - ON HOLD - 10% International Grad Rate - 100% STUDENT ACTIVITY - 25% - 2 SD - 1 SD Domestic Mean + 1 SD + 2 SD Sub-Score

23 Program Development / Renewal Financial Quality Revenue - 25% PS Grant PS Tuition International Tuition Revenue amounts by category for information purposes only Misc Rev /Prog Specific/ Co-op Fees Total Revenue <$250,000 $250,000 - $500,000 $500,001 - $1,000,000 $1,000,001 - $3,000,000 $3,000,000 and over Space Requirements - ON HOLD Net Contribution - 75% Contribution to Overhead 100% FINANCIAL QUALITY - 25% < 15% 15% - 25% 26% - 39% 40% - 59% 60% and over Sub- Score

24 Program Reviews

25 Program Reviews Framework: MTCU Binding Policy Directives Board Policy D-36 College Policy 2-B-03 College Policy 2-B-22 Be conducted for all programs a minimum of once every 5 years. For programs that require mandatory accreditation, the program review is to occur at least one year before the accreditation. In addition there is a 1 year follow up

26 Program Reviews Framework: MTCU Binding Policy Directives Board Policy D-36 College Policy 2-B-03 College Policy 2-B-22 Be conducted for all programs a minimum of once every 5 years. For programs that require mandatory accreditation, the program review is to occur at least one year before the accreditation. In addition there is a 1 year follow up 116 FT programs 68 CE programs / 5 = 37

27 Program Reviews Program Review Event Flow Chart Event 1: Program Identified Event 2: Orientation to Process Meeting Event 3: Program Mapping Phase I and II Fanshawe uses an 8 step / event model for its Program Reviews Event 4: Review of S&P data and Int. Assess. report Event 5: External Focus Group Meetings Event 6: Final Report Creation Event 7: Presentation of report to CAC Event 8: Action and Follow Up

28 Key Performance Indicators

29 Key Performance Indicators Role of KPIs: Are mandated by the Ministry of Training Colleges and Universities (MTCU) Are carried out on an annual basis by a third party company the collects data on all 24 Ontario colleges. KPI results can positively / negatively impact a portion of the General Purpose Operating Grant (GPOG) Provide benchmarking data for the colleges on how they are doing against their own past performance as well as against the other colleges

30 Key Performance Indicators KPI Graduation Rate Fanshawe vs. Province 75% 70% 69.3% 65% 65.0% 60% 60.1% 55% 56.1% 50% 2005/ / / / / / /12 Fanshawe Province

31 KPI Student Satisfaction with Overall Quality Of Learning Experiences in the Program 82% 83% 81% 81% 80% 100% 80% 82% 80% 82% 81% 80% 82% 82% 80% 80% 81% 60% 40% 20% 0% 2007/ / / / /12 Province Southwest Ontario * Fanshawe *Southwest Ontario Colleges includes Conestoga, Fanshawe, Lambton and St. Clair

32 KPI Student Satisfaction with Overall Quality of Learning Experiences in the Program Fanshawe s Provincial Placement 100% 90% 88% 89% 87% 88% 87% 80% 82% 83% 81% 81% 80% 70% 77% 77% 73% 72% 76% 60% 2007/ / / / /12 Fanshawe Highest College Lowest College Provincial Avg

33 Key Performance Indicators KPI Employment Rate 92% 89% 87% 85% 86% 100% 80% 91% 91% 91% 89% 86% 85% 84% 85% 83% 83% 60% 40% 20% 0% 2006/ / / / /11 Province Southwestern Ontario Fanshawe * Southwestern Ontario Colleges include Conestoga, Fanshawe, Lambton, Mohawk, Niagara and St. Clair Colleges

34 Professor Feedback by Mean Score Full-Time Post-Secondary Programs Fall Winter 2008/ / / /12 Instructional Feedback Survey (IFS) was revised and renamed to the Student Feedback Survey (SFS). The SFS was rolled-out College-wide in Fall 2011.

35 Key Performance Indicators KPI Employment Rate 90.0% 88.0% Fanshawe s Employment Rate = 86% 86.0% 84.0% 82.0% 80.0% 78.0% 83% 84% 81% 81% 76.0% Province ITAL Colleges Access Colleges Large Colleges 2010/11 Results Fanshawe ITAL include Humber, Conestoga, and Sheridan Access Colleges include Centennial, Fanshawe, George Brown, and Mohawk Large Colleges include Algonquin, Centennial, Fanshawe, George Brown, Humber, Mohawk, Seneca, and Sheridan

36 Key Performance Indicators KPI Graduate Employment Rate Fanshawe s Provincial Placement 100% 95% 94% 94% 90% 85% 92% 86% 89% 84% 89% 87% 91% 90% 85% 86% 80% 75% 70% 77% 74% 73% 2006/ / / / /11 Fanshawe Highest College Lowest College Provincial Avg

37 Key Performance Indicators KPI Employer Satisfaction Rate 95.0% 94.0% Fanshawe s Employer Satisfaction Rate = 93.5% 93.0% 92.0% 91.0% 92.8% 93.2% 92.5% 92.6% 90.0% Province ITAL Colleges Access Colleges Large Colleges 2010/11 Results ITAL include Humber, Conestoga, and Sheridan Access Colleges include Centennial, Fanshawe, George Brown, and Mohawk Large Colleges include Algonquin, Centennial, Fanshawe, George Brown, Humber, Mohawk, Seneca, and Sheridan

38 External Audits and Accreditations

39 External Audits and Accreditations In addition to the internal QA structures, the college also undergoes regular external reviews: Program Quality Assessment Process Audit (PQAPA) Post Secondary Education Quality Assurance Board (PEQAB) External program accreditations

40 External Audits and Accreditations PQAPA: Is administered through the Ontario College Quality Assurance Service Occur on a 5 year cycle Low ratings can impact part of the GPOG allocation for college funding (as can low KPI ratings) OCQAS has been internationally accredited by the International Network of Quality Assurance Agencies for Higher Education (INQAAHE) and as of 2015, will shift PQAPA from an audit structure to an accreditation structure

41 External Audits and Accreditations Source: Overview of the PQAPA Process:

42 External Audits and Accreditations PEQAB: Ministerial consent is required for anyone seeking, either directly or indirectly, to grant a degree There is a application process to PEQAB PEQAB reviews degrees and makes a recommendation to the Minister for approval College degrees are approved through this process The approval for the degree is normally 5-7 years and then the Colleges have to undergo a Consent for Renewal (re-accreditation)

43 External Audits and Accreditations External Accreditation: Many programs at Fanshawe undergo a regular program accreditation: The majority of the Nursing and Health Science programs require external accreditation from various bodies ranging from the CMA, CASN, CoDH, CoPh, etc. for students to be eligible for entry to practice Programs such as Transport Canada aviation programs also require mandatory accreditations and audit as a condition for entry to practice Other programs may not require mandatory accreditation but pursue accreditation as a means of ensuring currency Accreditations can range in length from 1 year to 7 years

44 Concluding Comments

45 Concluding Comments Quality Assurance Characteristics of High Quality organisations is a means of ensuring consistency it does not guarantee quality but it can provide the basis for quality by: on-going self evaluation comparison of how your institution is performing relative to other institutions / organisations setting standards to achieve and measuring progress toward(s) targets Pushing for continuous quality improvement

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