{"id":16238,"date":"2026-03-18T22:00:26","date_gmt":"2026-03-19T02:00:26","guid":{"rendered":"https:\/\/www.qc.cuny.edu\/its\/?page_id=16238"},"modified":"2026-03-19T12:05:06","modified_gmt":"2026-03-19T16:05:06","slug":"its-strategic-plan-msche-alignment","status":"publish","type":"page","link":"https:\/\/www.qc.cuny.edu\/its\/its-strategic-plan-msche-alignment\/","title":{"rendered":"ITS Strategic Plan & MSCHE Alignment"},"content":{"rendered":"

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ºì¶¹ÊÓƵ ITS Strategic Plan 2022-2026 (PDF)<\/a><\/p>\n

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The ºì¶¹ÊÓƵ Information Technology Services (ITS) department’s Strategic Plan aligns with the Middle States Commission on Higher Education (MSCHE) accreditation standards. The table below demonstrates the relationship between the ITS strategic goals and MSCHE standards, highlighting how technology planning, services, and governance support the College\u2019s mission, institutional effectiveness, and continuous improvement.<\/p>\n

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\n \n \n\n \n \n \n \n\n\n wdt_ID<\/th> QC ITS STRATEGIC PLAN<\/th> QUEENS COLLEGE<\/th> CUNY (Lifting NY)<\/th> MSCHE ALIGNMENT<\/th> wdt_created_by<\/th> wdt_created_at<\/th> wdt_last_edited_by<\/th> NOTES<\/th> wdt_last_edited_at<\/th> <\/tr>\n<\/thead>\n \n\n \n \n\n\n
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\n \n \n \n \n \n \n \n \n \n \n <\/td> QC ITS STRATEGIC PLAN<\/td> QUEENS COLLEGE<\/td> CUNY (Lifting NY)<\/td> MSCHE ALIGNMENT<\/td> <\/td> <\/td> <\/td> NOTES<\/td> <\/td> <\/tr>\n <\/tfoot>\n \n <\/table>\n\n<\/div>
2<\/td>\n Goal 1: Implement innovative technology solutions for classrooms and labs<\/b><\/td>\n \u2022 Curriculum: An integrated, interdisciplinary, experiential academic foundation.

\u2022 Faculty Scholarship and Creativity: Interconnected with teaching, learning, and student success.

\u2022 Transform Academic Program Review (i.e. Department Self Studies) to serve as an engine for curricular review, assessment of learning, and improvement of department effectiveness, Incorporating a DEI perspective.

\u2022 Make infrastructure investments that demonstrate support for DEI.

\u2022 Foster the conditions that allow faculty scholarship, creativity, and research to thrive and have an impact on teaching excellence, student learning, and student
success, as well as diversity, equity, and inclusion.

\u2022 Build our whole community membership\u2014as advisors, mentors, coaches, navigators\u2014in support of student success, using many tools, including technology, to facilitate connections.
<\/td>\n 		\u2022 Maintain State-of-the-Art Facilities & Technology

\u2022 Reshape Student Success<\/td>\n 		Standard I: Mission and Goals<\/b>
The institution\u2019s mission defines its purpose within the context of higher education, the students it serves, and what it intends to accomplish. The institution\u2019s stated goals are clearly linked to its mission and specify how the institution fulfills its mission.

Criterion 2.<\/b> institutional goals that are realistic, appropriate to higher education, and consistent with mission.
<\/td>\n 		rwarren<\/td>\n 03\/18\/2026 06:46 PM<\/td>\n rwarren<\/td>\n <\/td>\n 03\/19\/2026 12:07 PM<\/td>\n <\/tr>\n
3<\/td>\n Goal 2: Create a consistent, reliable, and engaging instructional technology experience for students and faculty<\/b><\/td>\n \u2022 Curriculum: An integrated, interdisciplinary, experiential academic foundation.

\u2022 Faculty Scholarship and Creativity: Interconnected with teaching, learning, and student success

\u2022 Across disciplines, offer a distinctive, coherent QC learning experience that is aligned with QC\u2019s mission and values.

\u2022 Foster the conditions that allow faculty scholarship, creativity, and research to thrive and have an impact on teaching excellence, student learning, and student success, as well as diversity, equity, and inclusion.

\u2022 Develop and innovate cohort-based or cohort-like experiences to serve all students.

\u2022 Build our whole community membership\u2014as advisors, mentors, coaches, navigators\u2014in support of student success, using many tools, including technology, to facilitate connections.
<\/td>\n 		\u2022 Maintain State-of-the-Art Facilities & Technology

\u2022 Reshape Student Success
<\/td>\n 		Standard III<\/b>

\u2022 Design and Delivery of the Student Learning Experience.

\u2022 An institution provides students with learning experiences that are characterized by rigor and coherence at all program, certificate, and degree levels, regardless of instructional modality. All learning experiences, regardless of modality, program pace\/schedule, level, and setting are consistent with higher education expectations.


Criterion 4.<\/b> Sufficient learning experiences and resources to support both the institution\u2019s programs of study and the academic progress of all student populations.<\/td>\n 		rwarren<\/td>\n 03\/18\/2026 07:12 PM<\/td>\n rwarren<\/td>\n <\/td>\n 03\/18\/2026 07:12 PM<\/td>\n <\/tr>\n
4<\/td>\n Goal 3: Evaluate the effectiveness of IT Services for teaching and learning<\/b><\/td>\n \u2022 Curriculum: An integrated, interdisciplinary, experiential academic foundation

\u2022 Faculty Scholarship and Creativity: Interconnected with teaching, learning, and student success

\u2022 Student Success and Student Life: A community of care in support of student success

\u2022 Develop and innovate cohort-based or cohort-like experiences to serve all students.

\u2022 Build our whole community membership\u2014as advisors, mentors, coaches, navigators\u2014in support of student success, using many tools, including technology, to facilitate connections.<\/td>\n 		\u2022 Maintain State-of-the-Art Facilities & Technology

\u2022 Reshape Student Success

\u2022 Advance Public-Impact Research
<\/td>\n 		Standard III: Design and Delivery of the Student Learning Experience <\/b>

\u2022 An institution provides students with learning experiences that are characterized by rigor and coherence at all program, certificate, and degree levels, regardless of instructional modality.


\u2022 All learning experiences, regardless of modality, program pace\/schedule, level, and setting are consistent with higher education expectations.


Criterion 8. <\/b>Periodic assessment of the effectiveness of student learning experiences for all student populations.<\/td>\n 		rwarren<\/td>\n 03\/18\/2026 07:20 PM<\/td>\n rwarren<\/td>\n <\/td>\n 03\/18\/2026 07:24 PM<\/td>\n <\/tr>\n
5<\/td>\n Goal 4: Develop a Model for Continuous Operational Improvement<\/b><\/td>\n \u2022 Curriculum: An integrated, interdisciplinary, experiential academic foundation

\u2022 Develop systems, structures, and policies that facilitate change management and fundamentally improve curriculum, teaching, and interdisciplinary collaboration.

\u2022 Build DEI into our campus-wide policies, processes, and interactions.

\u2022 Build our whole community membership\u2014as advisors, mentors, coaches, navigators\u2014in support of student success, using many tools, including technology, to facilitate connections.<\/td>\n 		\u2022 Maintain State-of-the-Art Facilities & Technology<\/td>\n Standard VI: Planning, Resources, and Institutional Improvement<\/b>
The institution\u2019s planning processes, resources, and structures are aligned with each other and are sufficient to fulfill its mission and goals, to continuously assess and improve its programs and services, and to respond effectively to opportunities and challenges.<\/td>\n 		rwarren<\/td>\n 03\/18\/2026 07:23 PM<\/td>\n rwarren<\/td>\n <\/td>\n 03\/18\/2026 07:23 PM<\/td>\n <\/tr>\n
6<\/td>\n Goal 5: Create and promote professional development opportunities for division staff systematically for investment in personal growth within and outside the institution<\/b><\/td>\n \u2022 Build our whole community membership\u2014as advisors, mentors, coaches, navigators\u2014in support of student success, using many tools, including technology, to facilitate connections<\/td>\n \u2022 Improve Career Outcomes

\u2022 Reshape Student Success

\u2022 Maintain State-of-the-Art Facilities & Technology<\/td>\n 		Standard VII: Governance, Leadership, and Administration<\/b>

\u2022 The institution is governed and administered in a manner that allows it to realize its stated mission and goals in a way that effectively benefits the institution, its students, and the other constituencies it serves. Even when supported by or affiliated with a related entity, the institution has education as its primary purpose, and it operates as an academic institution with appropriate autonomy.


\u2022 Criterion 4d:<\/b> Skills, time, assistance, technology, and information systems expertise required to perform their duties.<\/td>\n 		rwarren<\/td>\n 03\/18\/2026 07:27 PM<\/td>\n rwarren<\/td>\n Need guidance from the Office of Institutional Effectiveness<\/td>\n 03\/18\/2026 07:27 PM<\/td>\n <\/tr>\n
7<\/td>\n Goal 6: Enhance External IT Communications

Goal 7: Improve Internal IT Communication<\/b><\/td>\n 		\u2022 Fiscal Sustainability: Mission and values-aligned

\u2022 Distinguish QC\u2019s value proposition via marketing.

\u2022 Build our whole community membership\u2014as advisors, mentors, coaches, navigators\u2014in support of student success, using many tools, including technology, to facilitate connections
<\/td>\n 		\u2022 Increasing Enrollment and Retention

\u2022 Reshape Student Success

\u2022 Maintain State-of-the-Art Facilities & Technology
<\/td>\n 		Standard II: Ethics and Integrity<\/b>
\u2022 Ethics and integrity are central, indispensable, and defining hallmarks of effective higher education institutions.

\u2022 In all activities, whether internal or external, an institution must be faithful to its mission, honor its contracts and commitments, adhere to its policies, and represent itself truthfully.


Criterion 6. <\/b>Honesty and truthfulness in public relations announcements, advertisements, recruiting and admissions materials and practices, as well as in internal communications.<\/td>\n 		rwarren<\/td>\n 03\/18\/2026 07:31 PM<\/td>\n rwarren<\/td>\n Need guidance from the Office of Institutional Effectiveness<\/td>\n 03\/18\/2026 07:34 PM<\/td>\n <\/tr>\n
8<\/td>\n Goal 8: Establish a Sustainable IT Budget & Cost Funding Model<\/b><\/b><\/td>\n \u2022 Fiscal Sustainability: Mission and values-aligned

\u2022 Manage the budget with transparency, using evidence from assessment.<\/td>\n 		\u2022 Maintain State-of-the-Art Facilities & Technology

\u2022 Advance Public-Impact Research

\u2022 Reshape Student Success<\/td>\n 		Standard VI: Planning, Resources, and Institutional Improvement<\/b>

\u2022 The institution\u2019s planning processes, resources, and structures are aligned with each other and are sufficient to fulfill its mission and goals, to continuously assess and improve its programs and services, and to respond effectively to opportunities and challenges.


Criterion 8:<\/b> A record of responsible fiscal management, including preparing a multi-year budget and an annual independent audit confirming financial viability and proper internal financial controls, with evidence of corrective measures taken to address any material findings cited in the audit or an accompanying management letter.<\/td>\n 		rwarren<\/td>\n 03\/18\/2026 07:36 PM<\/td>\n rwarren<\/td>\n <\/td>\n 03\/18\/2026 07:37 PM<\/td>\n <\/tr>\n
9<\/td>\n Goal 9: Create new policies and processes that administer the technology infrastructure<\/b><\/td>\n \u2022 Curriculum: An integrated, interdisciplinary, experiential academic foundation<\/td>\n \u2022 Maintain State-of-the-Art Facilities & Technology<\/td>\n Standard VI: Planning, Resources, and Institutional Improvement<\/b>

\u2022 The institution\u2019s planning processes, resources, and structures are aligned with each other and are sufficient to fulfill its mission and goals, to continuously assess and improve its programs and services, and to respond effectively to opportunities and challenges.<\/td>\n 		rwarren<\/td>\n 03\/18\/2026 07:39 PM<\/td>\n rwarren<\/td>\n <\/td>\n 03\/18\/2026 07:39 PM<\/td>\n <\/tr>\n
10<\/td>\n Goal 10: Improve technology and services that support campus infrastructure<\/b><\/td>\n \u2022 Develop systems, structures, and policies that facilitate change management and fundamentally improve curriculum, teaching, and interdisciplinary collaboration.

\u2022 Develop and innovate cohort-based or cohort-like experiences to serve all students.

\u2022 Build our whole community membership\u2014as advisors, mentors, coaches, navigators\u2014in support of student success, using many tools, including technology, to facilitate connections.<\/td>\n 		<\/td>\n Standard VI: Planning, Resources, and Institutional Improvement<\/b>

\u2022 The institution\u2019s planning processes, resources, and structures are aligned with each other and are sufficient to fulfill its mission and goals, to continuously assess and improve its programs and services, and to respond effectively to opportunities and challenges.


Criterion 12.<\/b> Strategies to measure and assess the adequacy and efficient utilization of institutional resources required to support the institution\u2019s mission and goals.


Criterion 13.<\/b> Periodic assessment of the effectiveness of planning, resource allocation, institutional renewal processes, and availability of resources.<\/td>\n 		rwarren<\/td>\n 03\/18\/2026 07:42 PM<\/td>\n rwarren<\/td>\n <\/td>\n 03\/18\/2026 07:42 PM<\/td>\n <\/tr>\n <\/tbody> \n\n \n \n