Metrics and Accountability

Metrics and accountability for the Strategic Plan's focus areas, goals and action steps.

Focus Area 1: Student Success

Action Step 1.1: Maintain use of CSDCAS

  • Person(s) Responsible: Program Director; CSD Admissions Counselor
  • Resources Needed: CAPCSD Membership (annually)
  • Measurable Outcomes: CSDCAS applications each year
  • Progress: Applications exclusively accepted through CSDCAS for 2019, 2020, 2021, & 2022: Apply Now | Iona University

Action Step 1.2: Ensure all full-time faculty are involved with the application process

  • Person(s) Responsible: Full-time CSD faculty; Program Director; CSD Admissions Counselor
  • Resources Needed: CAPCSD Membership (annually)
  • Measurable Outcomes: Number of applications reviewed by each CSD full-time faculty
  • Progress: All full-time faculty & staff involved in CSDCAS application review 2019-2022

Action Step 1.3 Host regularly scheduled admissions’ events with specific CSD timelines

  • Person(s) Responsible: Program Director; CSD Admissions Counselor
  • Resources Needed: Funding for each event
  • Measurable Outcomes: 1 Fall open house & 1 Spring accepted students event annually
  • Progress: CSD Program Director & CSD Admissions’ Counselor have hosted open houses for CSD applicants Fall 2019-2022, as well as accepted student events Spring 2019-2022.

Action Step 2.1: Review digital record-keeping programs and consult with College IT Department

  • Person(s) Responsible: CSD Program Director; SCS Chair; Iona IT Department
  • Resources Needed: Webinars/samples of digital CSD record-keeping programs
  • Measurable Outcomes: Meetings with CSD program & IT; selection of a digital system
  • Progress: CALIPSO reviewed with IT and CSD faculty (2018); adopted 2019 and exclusively used by Fall 2020.

Action Step 2.2: Convert current paper-based advising system to a digital system; ensure training for all participants

  • Person(s) Responsible: CSD faculty
  • Resources Needed: Digital record-keeping system subscription/purchase; webinar/training for all users
  • Measurable Outcomes: Use of digital system by all CSD students and faculty; training completion for all users
  • Progress: CALIPSO exclusively used by Fall 2020. All faculty and staff trained by Fall 2020; system in place for new faculty/staff to activate account & learn system. Any additional student documentation is digital and stored in OneDrive.

Action Step 2.3: Once digital system is established, review digital system regularly to highlight potential for improvement

  • Person(s) Responsible: CSD Program Director; SCS Chair; Iona IT Department; Clinic Director
  • Resources Needed: Meeting time(s)
  • Measurable Outcomes: Meeting minutes that reflect discussion of current system
  • Progress: All paper records for cohorts 1-6 have been digitized and stored in the University’s One Drive file storage system.

Action Step 3.1: Continue social media usage to connect with alumni

  • Person(s) Responsible: Department administrative assistant
  • Resources Needed: Accounts for social media outlets
  • Measurable Outcomes: Number of posts each semester
  • Progress: University rebranded (Spring 2021) and posts are more timely/accessible. Student workers identified to manage social media, which increased social media posts significantly (2021-present).

Action Step 3.2: Connect current students with alumni more regularly

  • Person(s) Responsible: CSD program director; Department administrative assistant; CSD faculty
  • Resources Needed: Alumni contact information
  • Measurable Outcomes: Number of current students connected with alumni
  • Progress: Program Directors created 1:1 connections during exit meetings based on employment interest by Dorothy (Summer 2020-present). Guest alumni visits in class for CSD 519 (Summer 2020-2022). Alumni visited speech club to talk about grad school admissions/employment (Fall 2020; Fall 2021).

Action Step 3.3: Host an annual job fair in conjunction with career services

  • Person(s) Responsible: CSD faculty; Career Services
  • Resources Needed: Space for event; funding for event; job recruiters
  • Measurable Outcomes: Annual event; number of students and recruiters attended
  • Progress: Employers invited to CSD 614 (final practicum): Spring 2020-2022.

Action Step 3.4: Meet regularly with MarCom to support marketing of the CSD program

  • Person(s) Responsible: Iona’s marketing team (i.e. Marcom); CSD program director and chair
  • Resources Needed: Meeting time; funding for marketing ideas
  • Measurable Outcomes: Number of marketing initiatives for CSD program
  • Progress: Dept. Chair meets with marketing ~1x/month to share updates. Other faculty share additional pieces directly with markerting team (ie: IPE, certificate programs).

Focus Area 2. Academic Excellence & Distinctiveness

Action Step 1.1: Explore international opportunities for CSD graduate students and collaborate with Iona’s Study Abroad Office

  • Person(s) Responsible: CSD faculty
  • Resources Needed: Meeting time; possible student funding opportunities
  • Measurable Outcomes: Initiation of international experience for CSD students
  • Progress: Welcomed Patricia Pfeifer-Arens August 2021 (Clinician in Residence & IPE Bilingual Coodinator) who is organizing Operation Smile (first abroad trip potentially planned for 2024).

Action Step 1.2: Improve collaboration with allied health fields at Iona (i.e. Occupational therapy)

  • Person(s) Responsible: CSD faculty
  • Resources Needed: Meeting time with faculty from other departments
  • Measurable Outcomes: Projects, research, and experiences between CSD program and other allied health fields at Iona
  • Progress: Creation of the Iona University Interprofessional Education (IPE) Faculty Steering Group (Fall 2020) with OT, nursing, education, school psychology, social work, and marriage and family therapy. IPE modules are part of 1st year Fall & Spring semester curriculum for all CSD graduate students (CSD 515 & 615); some IPE externships offered during 2nd year (summer 2022)

Action Step 1.3: Increase community-based projects that enhance clinical and academic experiences

  • Person(s) Responsible: CSD faculty (academic and clinical)
  • Resources Needed: Meeting time; possible funding opportunities
  • Measurable Outcomes: Number of community-based projects initiated and maintained
  • Progress: Operation Smile is linked to both undergraduate (CSD 401) and graduate (CSD 603) curriculum (Fall 2021; 2022). CSD 575 connected to the Stuttering Association for the Young (Spring 2022). CSD 613 & CSD 614: connected with Cerebral Palsy of Westchester working with google on improving voice-to-text communication. CSD 519 & CSD 615 offered IPE externship opportunities through Ossining school district & Mother Carbini Nursing Home (Spring 2021; Summer 2022).

Action Step 2.1: Increase CSD graduate student involvement in CSD faculty research

  • Person(s) Responsible: CSD faculty; CSD students; Clinic Director
  • Resources Needed: Meeting time; possible funding opportunities
  • Measurable Outcomes: Number of research projects initiated and maintained
  • Progress: In progress.
     

Action Step 2.2: Support and encourage joint undergraduate and graduate student research projects

  • Person(s) Responsible: CSD faculty; CSD students; Clinic Director
  • Resources Needed: Meeting time; possible funding opportunities
  • Measurable Outcomes: Quality of rapport developed between undergraduate and graduate students; research ideas/meetings/discussions generated
  • Progress: Iona’s NSSLHA’s chapter has increased undergrad and grad joint experiences (Fall 2022). Both undergraduate and graduate students involved in the animal therapy program (Fall 2021).
     

Action Step 2.3: Increase clinical faculty inclusion in research

  • Person(s) Responsible: CSD faculty (both academic and clinical); Clinic Director
  • Resources Needed: Meeting time; possible funding opportunities
  • Measurable Outcomes: Number of research projects initiated and maintained
  • Progress: In progress.

Action Step 2.4: Invite clinical faculty to visit academic courses

  • Person(s) Responsible: CSD faculty (both academic and clinical)
  • Resources Needed: Meeting time
  • Measurable Outcomes: Number of courses visited
  • Progress: CSD 615: co-taught by academic and clinical faculty (spring 2021). CSD 603: clinical faculty visit class to support Operation Smile (Fall 2021, 2022).

Action Step 2.5: Invite faculty members to collaborate on clinic cases that incorporate faculty’s research background

  • Person(s) Responsible: CSD faculty (both academic and clinical)
  • Resources Needed: Meeting time
  • Measurable Outcomes: Number of collaborated cases
  • Progress: Publication by academic & clinical faculty: Veyvoda, M. and Higgins, M. (2020). Masks and social distance: Helping students with hearing loss. Teach Magazine. https://teachmag.com/archives/11471

Focus Area 3. Talent

Action Step 1.1: Refine the admission criteria for the Early Acceptance Program (EAP)

  • Person(s) Responsible: Admissions Department; department chair; CSD program director
  • Resources Needed: Meeting time; funding for advertisement of the program
  • Measurable Outcomes: Meeting minutes; changes to EAP program
  • Progress: Fall 2022: Dept. Chair and Admissions working together to iron-out details for deposit dates, continued requirements.

Action Step 1.2: Explore offering a prerequisite year of study for applicants that directly leads to CSD graduate study

  • Person(s) Responsible: Admissions Department; department chair; CSD program director
  • Resources Needed: Faculty to teach additional sections of courses (if needed)
  • Measurable Outcomes: Meeting minutes documenting discussions about initiating a prerequisite program
  • Progress: Summer 2022: Dept. Chair & faculty member working on offering 6 major pre-reqs during an evening session

Action Step 1.3: Market clinical communication certificate

  • Person(s) Responsible: Iona’s marketing department; department chair; CSD program director
  • Resources Needed: Funding for marketing opportunities; meeting time
  • Measurable Outcomes: Number of marketing initiatives created and implemented for certificate
  • Progress: In progress.

Action Step 1.4: Explore offering an additional certificate for deaf and hard of hearing studies

Action Step 1.5: Increase CEU opportunities

  • Person(s) Responsible: CSD faculty (academic and clinical)
  • Resources Needed: Space; guest presenters; CEU coordinator funding
  • Measurable Outcomes: Number of CEU opportunities offered
  • Progress: 2020-2021 CEU Courses offered: Autism Spectrum Disorders and Functional Communication Training; Beyond the Swallow: A Holistic Approach to Managing Patients with Trach and Vent; LAMP: Language Acquisition through Motor Planning

Action Step 2.1: Increase NSSLHA involvement for CSD graduate students

  • Person(s) Responsible: NSSLHA faculty adviser; CSD graduate students
  • Resources Needed: Advertisement about NSSLHA events to CSD graduate students
  • Measurable Outcomes: Number of CSD graduate students at NSSLHA events
  • Progress: 2021-present: NSSLHA E-Board reps visited graduate student classes in the Fall (’21 and ’22) to introduce Iona NSSLHA chapter and invite graduate students to attend meetings and events. Graduate students emails have been added to NSSLHA email listserv so they receive all club notifications.

Action Step 2.2: Reinforce E-board position for a CSD graduate student

  • Person(s) Responsible: NSSLHA faculty adviser; CSD graduate students
  • Resources Needed: Advertisement about NSSLHA to CSD graduate students
  • Measurable Outcomes: CSD graduate student’s e-board level of involvement
  • Progress: 2021-2022: Graduate student liaison role filled by 1st year graduate student; student took an active role and attended some faculty meetings as a graduate student rep.
    2022-2023: Grad student liaison role is continuing (different student for new academic year).

Action Step 2.3: Identify at least 1 project/event that CSD graduate students lead for NSSLHA

  • Person(s) Responsible: NSSLHA faculty adviser; CSD graduate students
  • Resources Needed: Advertisement about NSSLHA to CSD graduate students
  • Measurable Outcomes: Project lead by CSD graduate student
  • Progress: 2022: Graduate students to led an “applying to graduate school/taking the GRE event” for the club in October.

Action Step 3.1: Increase collaboration between clinical faculty and academic faculty

  • Person(s) Responsible: CSD faculty (clinical and academic)
  • Resources Needed: Meeting time; funding for conferences and additional learning opportunities
  • Measurable Outcomes: Number of collaborative events/projects among clinical and academic faculty
  • Progress: In progress.

Action Step 3.2: Increase grants applied for by CSD faculty

  • Person(s) Responsible: CSD faculty (clinical and academic)
  • Resources Needed: Possibly course remissions; funding for grant-writing workshops/conferences
  • Measurable Outcomes: Number of grants applied for by CSD faculty
  • Progress: 2021-2022: IPE- additional grant money secured
    2021-2022: IACD grant awarded (5 years)

Action Step 3.3: Create a mentor system for new CSD faculty

  • Person(s) Responsible: CSD faculty (clinical and academic)
  • Resources Needed: CSD faculty members
  • Measurable Outcomes: Number of mentorships completed
  • Progress: 2021-present: new CSD faculty member was provided a mentor from the English department; they meet regularly for mentoring discussions.

Action Step 3.4: Share scholarly activities among faculty regularly

  • Person(s) Responsible: CSD faculty (clinical and academic)
  • Resources Needed: Meeting time
  • Measurable Outcomes: Number of sharing opportunities; meeting minutes
  • Progress: 2020- present: At annual summer retreat, faculty are invited to share how their work is connected to the Program’s mission, which allows time to share about scholarly activities; faculty meetings also occasionally allow for time as well.

Contact Us

Jennifer Gerometta

Jennifer Gerometta, Ph.D., CCC-SLP

Department Chair