How To Improve Quality At Nypa.Org

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1 ProgramQualityAssurance ProcessAudit NIAGARACOLLEGE EXECUTIVESUMMARYOF FINALAUDIT REPORT MARCH,2012

2 EXECUTIVE SUMMARY: A. CONCLUSIONS The Panel thanks the college for a collegial and transparent audit through the submission of candid evidence prior to the site visit and to the openness of interviewees during the site visit. The College has undergone substantial changes since its last PQAPA audit, most significantly, the investment, development and completion of $90 million of construction. This investment resulted in the complete transformation of the Welland Campus and substantial program-related investments in capital at the Niagara-on-the-Lake Campus. The students and faculty all exhibited excitement for these investments and remain excited for the future of the College. Niagara College has also substantially grown in its student population. Despite this sudden growth, the students, faculty and staff seem to maintain their culture of connectedness and a positive, forward-looking culture focused on the College s mission seems to be present amongst all members of the College s community. There is a cross-college approach that has added breadth and depth to the quality assurance process since the last audit. The Panel often heard from members across the College that there has been a shift in culture since the last audit and that quality assurance is now just part of what we do and how we work together. The College should be commended for its efforts to achieve this positive outlook. The Panel is confident that a Mature Effort of the quality assurance processes is in place. The Panel strongly affirms the College s plans to maintain its efforts in quality assurance especially in light of pending retirements in key positions related to the quality assurance process at Niagara College. B. OVERALL FINDINGS OF PANEL Criterion Partially Not Criterion 1 Criterion 2 Criterion 3 Criterion 4 Criterion 5 Criterion 6

3 C. COMMENDATIONS Several successful practices were identified during the audit of Niagara College and they are listed so that others may benefit from the initiatives at Niagara College. 1. The use of faculty seconded as curriculum coaches has worked well for Niagara College. These coaches work directly with faculty colleagues and are linked to the Centre for Educational and Professional Development and the Educational Pathways and Quality Assurance office at Niagara to ensure a coordinated approach to curriculum development and review. 2. Niagara College has created a quality assurance website with substantial resources for the Niagara community. It serves as a good communications tool and database for the community. 3. The Community of Practice for Applied Research and the Community of Practice for e- Learning have evolved as an active place for faculty to share experiences, develop common understanding and enhance the quality of curriculum at Niagara College. 4. Several innovative Learning Enterprises have been launched at Niagara College to engage students and faculty and partner learning with corporate undertakings. The Greenhouse, Teaching Brewery and Winery, the Niagara Waters Spa, the Benchmark Restaurant are such examples. 5. Niagara College has developed a Sustainability Plan that is comprehensive and leverages the colleges excellence in its region. 6. The Workforce Development Division implemented a new Orbis database for PAC and employer data to ensure ongoing connection with its stakeholders. 7. A comprehensive mapping tool exists at Niagara College, which includes the mapping of course evaluations to course outcomes. As this tool emerged, Niagara College deployed faculty development techniques to enhance evaluation strategies. This is a good example of a quality feedback loop. The Teaching and Learning Plans also include evaluation schedules for students. 8. Niagara College has developed an International Passport for all its students as part of its efforts to develop Intercultural Competencies amongst its students. 9. An online student advisory tool has been developed and deployed to better service students and ensure a transparent communication about their progress through their program of study. 10. Niagara College uses external reviewers as part of all its program reviewers. Faculty reported that this practice enhances their programs by enabling collegial and critical analysis of their programs. D. AFFIRMATIONS The College has identified several key initiatives to enhance quality at Niagara College and the Panel wishes to affirm their efforts in the following areas:

4 1. Further Professional Development, mapping, Chair consultation and review of course outlines will improve the reliability and validity of evaluation methods. 2. Improve the faculty credentials tracking system 3. Increase the number of faculty with Adult Education/Teaching credentials 4. Introducing a Co-Curricular Record for students in 2012 (see pg. 24 Self-Study) 5. Introduce applied research in the schools/divisions not yet involved. 6. Expand mentoring/coaching 7. Implement Talent Management Plan over next 5 years. 8. Improve access to services for students with mental health issues 9. Continue to explore plans to redevelop the Learning Commons at the Niagara-on-the-Lake Campus 10. Share and expand best practices across the College regarding curriculum meetings 11. Move the student Course Feedback survey on-line in Winter and Spring VPA and Deans will initiate best practices to organize and communicate with PACs 13. The college s goals as outlined in the Quality Assurance Continuous Improvement Plan, especially those on page Clarify the mandate of the PQAPA standing committee now that it is transforming from an ad hoc committee 15. Continue the development of the Academic Logistics System 16. The College has created a Program Manual template to ensure that the use of the College Vision and Mission Statement is included and communicated with students. The Panel affirms the College s effort and encourages it to ensure compliance across all the schools. 17. The extensive growth in students has highlighted the need for more systematic analysis of human, financial, and physical resources related to teaching, learning and program delivery to support student achievement of program learning outcomes. While the COG was established and has been doing this, we heard from several interviewees that an ad hoc walk-about with the Budget Committee recently added more rigour and richness to this analysis and the Panel affirms this new initiative and recommends that it be integrated formally into the College s quality assurance processes. E. RECOMMENDATIONS The Panel wishes to make several recommendations to support the College in its commitment to quality assurance: 1. Link program outcomes to Teaching and Learning Plans. 2. Develop a schedule/process for the regular review/updating of all program outcomes for programs using MTCU program descriptions. 3. The Panel strongly recommends that the College organize, prioritize and utilize the schedule for policy renewal to ensure ongoing currency and relevancy. 4. Continue its human resources commitment to quality assurance in light of pending retirements in key areas.

5 5. Develop and implement a cross college systematic analysis of human, financial, and physical resources including measurements of efficiency related to teaching / learning methods and curriculum delivery to support student achievement of program learning outcomes inside and outside the classroom. 6. Assist Program Advisory Committee members to be more effective by providing them some orientation about what is expected of them and what communications to expect.