Developing a Process Improvement Request System at SUNY Empire State College

This paper presents the Process Improvement Request System initiated at SUNY Empire State College as a case study for institutional change management. Through this system, employees can submit suggestions for improving any kind of institutional processes at the college using an Information Technology “ticketing” system like the one used for technical issues. These communications are addressed, tracked, and stored by the Process Improvement Committee which includes representatives from all areas of the college. The Process Improvement Request System addresses many critical goals including 1) the storage of process issues, concerns, and suggestions; 2) a mechanism for addressing these; 3) open access to all employees (and to students through employee representatives) to submit ideas; 4) the ability to make suggestions about all levels of process issues, from college wide to personnel specific; 5) anonymity for making a request when desired; and 6) a feedback loop about the effectiveness of new processes. In this paper, the essential aspects of this project are discussed and analyzed. The paper also enables readers to ascertain the viability of such a project at their campuses and invites them to reach out to the authors if they have questions about doing so.

FROM POSTS TO PATTERNS: A METRIC TO CHARACTERIZE DISCUSSION BOARD ACTIVITY IN ONLINE COURSES

Asynchronous text based discussion boards are included in many online courses, however strategies to compare their use within and between courses, from a disciplinary standpoint, have not been well documented in the literature. The goal of this project was to develop a multi-factor metric which could be used to characterize discussion board use in a large data set (n=11,596 message posts) and to apply this metric to all Mathematics courses offered in the January 2008 term by the Center for Distance Learning at Empire State College. The results of this work reveal that student participation rates, quantity of student posts, quality of student posts and the extent of threading are well correlated with instructor activity.

Equity, Inclusion, and Beyond: Today’s Urban Chief Diversity Officer

This paper, based primarily on the author’s perspective as president of SUNY Empire State College, will explore the need for and means of leveraging the chief diversity officer’s role in creating an equitable and inclusive environment within the distributed world that is Empire State College’s “campus” and, specifically, within SUNY Empire’s urban environments. Empire State College fills a unique role in today’s higher-education landscape. It was founded in 1971 by Ernest Boyer, then the chancellor of the State University of New York, to make education accessible outside the confines of traditional curricular and delivery structures, and to better meet the needs of New Yorkers with locations, academic programming, and student services responsive to diverse communities and learners. Today, Empire State College continues to embrace and fulfill that mission, with individualized education as its cornerstone and nearly 18,000 undergraduate and graduate students in 34 academic centers around the state of New York, in several countries overseas and online around the world. The vast majority of its undergraduate students have attended at least one previous institution, are employed, and are likely to have family and dependent-care obligations. The college is purposefully nonresidential, designed to be where our students live and work. Students can choose structured or individualized academic programs, depending on discipline, and have the options of classroom-based, online, or independent study, as well as weekend residencies, or a hybrid of education delivery via these modes.