UNIVERSITY PERFORMANCE GOALS & TARGETS AND QCC’S STRATEGIC PLAN
2004-2005
1.
CUNY
Objectives
Promote CUNY
Flagship
programs and
strengthen
premier campus
programs, while
ensuring that
every college
offers a coherent
general
education
program.
CUNY
Indicators
Summary of key
hires in
flagship/premier
areas
Recognition/
validation from
external sources
University Targets
2004-2005
Outstanding faculty
will be recruited to
flagship/premier
programs
CUNY’s most
prominent programs
will draw greater
recognition.
QCC Strategic Plan
2003-04
The College intends to replace all 30 full-time faculty
lines vacated as a result of the ERI. 25 of the positions
have been filled for Fall 03; the other 5 will be re-searched
for Spring 04 hiring. The lines will be allocated based
upon the recommendation of the Lines Sub-Committee of
the Faculty P&B Committee sometime during the Spring
of 2003. With 37 additional lines allocated under the
Investment Plan, a total of 67 new faculty members will
join our ranks by Fall 2004.
Create a year long advertising campaign that highlights
the College’s prominent programs and distinguished
faculty, specifically using the Excellence in Faculty
Scholarship brochure.
Create a year long advertising campaign that highlights
the College’s new programs.
1.
2.
In an effort to become a leader in community college
pedagogy, Queensborough will launch its fully staffed Center
for Excellence in Teaching & Learning and collaborate with
faculty at other CUNY campuses on research.
3.
Beginning of Fall 2004 semester, conduct the second
recognition ceremony and publish the Excellence in Faculty
Scholarship brochure.
4.
Determine an appropriate mechanism to recognize excellence
among the adjunct faculty ranks.
5.
Establish a process to review the College’s mission in its
totality in light of new initiatives such as Gen Ed, the
Coordinated Undergraduate Experience (CUE), writing
intensive courses, learning communities, Honors program and
distance learning.
6.
In conjunction with the Office of Academic Affairs, the
Faculty Executive Committee will utilize the results of the
Oct. 2003 Faculty Meeting to plan the second annual
Conference of the College for Fall 2004.
7.
Using the information gathered at the Spring 2004 Conference,
CETL will conduct a second Conference for Spring 2005.
Utilizing assessment results, implement changes
recommended for strengthening the Honors Program.
Research award and
faculty publication
summary
Faculty research
awards/scholar-ship
will increase from
2003-2004 levels
The Faculty Executive Comt., Academic Senate Steering
Comt., and Student Government, with the assistance of the
Office of Academic Affairs, will organize an academic
convocation for fall 2004. The Convocation will highlight
faculty scholarly & creative achievements, opportunities
for research, & the development and dissemination of best
practices in pedagogy.
CETL will work with Academic Affairs to organize an
academic conference in the spring of 2004, highlighting
best practices in community college pedagogy, and to
promote publications in “community college pedagogy.”
Through these & other activities, the College is fostering a
scholarly atmosphere & encouraging research in effective
and replicable pedagogical strategies, especially for
teaching community college students.
Incorporate monographs and excerpts of Presidential
lectures in marketing documents for the college
Review professional orientation program and incorporate
changes. Continue with longitudinal study.
QCC Strategic Plan
2004-05
Complete the hiring of faculty lines approved under the CCIP
and of replacement lines targeted to areas of greatest need. In
a continued effort to strengthen the visual and performing arts,
liberal arts, the Nursing program, digital art and design
program and the dual/joint education program, the 40 CCIP
lines, 7 priority lines, and 30 replacement lines were allocated
accordingly.
UNIVERSITY PERFORMANCE GOALS & TARGETS AND QCC’S STRATEGIC PLAN
2004-2005
1.
CUNY
Objectives
Promote CUNY
Flagship
programs and
strengthen
premier campus
programs, while
ensuring that
every college
offers a coherent
general
education
program.
CUNY
Indicators
Documented efforts
to move
flagship/premier
college programs to
the next level.
Implementation of
college plan to
strengthen
undergraduate
education.
University Targets
2004-2005
New resources will
be shifted into
flagship/premier
programs
All colleges will
demonstrate a
comprehensive
approach to
strengthening
undergraduate
education (CUE
initiative).
QCC Strategic Plan
2003-04
QCC Strategic Plan
2004-05
Add a new cluster hire in Nursing Fall 2003. Establish an
on-site clinic for the Massage Therapy program. The
clinic is necessary for this new program, the only one in
CUNY. Investment Plan funds will be used to purchase
equipment in support of flagship programs, including New
Media Technology, Laser and Fiber Optics Technology,
and Digital Art & Design. In addition, to support the
Nursing program, a new Anatomy & Physiology
laboratory will be equipped.
8.
CETL and Institutional Research will coordinate with
interested members of the faculty on research projects
designed to measure the impact of new curricular and
pedagogical initiatives on our retention rate.
9.
Utilizing a sub-committee of the College Advisory Planning
Committee, review with Institutional Research, data that are
necessary to assess institutional effectiveness and guide
strategic planning.
The faculty General Education Committee will extend its
inquiry into Queensborough’s General Education
curriculum and work with Queens College faculty
Education Committee to assess articulation and other
curricular issues.
10. Begin to implement the recommendations resulting from the
General Education inquiry project, as approved by the
Academic Senate. Implement the Gen Ed pilot project with
Queens College (Bridge to Transfer). Using the findings of
the Gen Ed inquiry project, the following initiatives will be
supported through CUE: ePortfolios, “Teachers that Care,”
General Education and Pre-Professional programs, First
Experiences/First Exposure, capstone and cornerstone
experiences, General Education objectives and assessment.
The Office of Academic Affairs and the CUE steering
committee will guide and monitor the progress and
effectiveness of all CUE activities.
The CETL Advisory Board will report to the Academic
Senate on CETL’s outcomes for the first year and goals
for the next year
11. The CETL Advisory Board will report to the Academic Senate
on CETL’s outcomes for the second year and goals for the
next year.
Utilize the CETL along with an October Faculty Mtg to
facilitate faculty discussions on the use of learning
communities and other modalities at our College, for the
purpose of presenting an engagement plan for student
learning, to the Academic Senate during the following
year.
12. Create a design for a freshmen experience incorporating the
outcomes of the general education inquiry so as to establish a
community of learners.
The Office of Academic Affairs, in conjunction with the
Chairs, will establish up to 10 new learning communities
and 5 Basic Skills/ESL learning communities in Spring
2004.
13. The Office of Academic Affairs, in conjunction with the
Chairs, will establish up to 15 new learning communities,
including five Basic Skills/ESL learning communities in
Spring 2005. All new freshmen learning communities will be
paired with the ST100 course.
Continue to phase in College graduation requirement of
two writing intensive courses or one writing intensive
course and one writing intensive learning community
14. In consultation with the Academic Senate, make a final
determination as to how the College will implement the
writing intensive requirement.
UNIVERSITY PERFORMANCE GOALS & TARGETS AND QCC’S STRATEGIC PLAN
2004-2005
CUNY
Objectives
2.
Use program
reviews and
assessment
outcome efforts
to enhance and
update
programs,
pedagogy and
use of
technology to
improve
instruction.
CUNY
Indicators
University Targets
2004-2005
QCC Strategic Plan
2003-04
QCC Strategic Plan
2004-05
Academic program
review and follow-up
reports filed by the
college
Colleges will conduct
external program
reviews and
implement action
plans from external
review
recommendations.
Conduct a Nursing program self study and prepare for site
visit by evaluation team from the NLN
15. Begin implementing the new timetable and revised guidelines
for academic program reviews. Four A.S. programs to be
reviewed: Environmental Health, Health Sciences,
Engineering Sciences, and Liberal Arts and Sciences
(Mathematics & Science).
Support the newly instituted Continuous Improvement
Cycle for TAC/ABET accredited programs.
Accreditations,
licensures,
certifications.
Evidence of progress
on outcomes plan.
Student experience
survey; college
investments to
enhance technology;
# Blackboard courses
offered.
More CUNY
professional
programs will be
certified/
accredited.
All colleges will
show progress in
implementing
learning outcomes
plans.
Use of technology to
enhance instruction
and student access to
computer technology
will increase
Complete Periodic Review Report for the Middle States
Commission. Using College departments and offices &
the Academic Senate Comts., the College community will
participate in the preparation of this report.
16. Implement recommendations emanating from the Middle
States Periodic Review Report (expected in October) and from
the National League of Nursing review.
Support new program proposals from the departments in
conjunction with employment needs as identified through
QCC Labor Market survey, to be conducted during 200304.
17. Support the development of new degree and certificate
program proposals, such as Music Therapy, Yoga Instruction,
Rehabilitation Engineering Technology, and others.
Write and implement learning outcomes for at least 15
additional courses.
18. Identify at least three areas appropriate for potential certificate
and licensure to be offered through the Office of Continuing
Education.
Implement course assessments for 26 courses in Fall
2003; present findings at Spring 2004 conference.
19. Using the course assessment form revised after the 2003-04
pilot course assessment project, write and implement learning
outcomes for at least 15 additional courses.
In association with the Office of Academic Affairs CETL
will sponsor at least two faculty workshops on assessment
of student learning.
20. In association with the Office of Academic Affairs, CETL will
sponsor at least two annual faculty workshops on assessment
of student learning.
In consultation with the Academic Development
Committee of the Academic Senate, assess utilization of
techniques learned in the workshops on integrating
technology into instruction
21. The Office of Academic Affairs, in consultation with the
Computer Resources Committee of the Academic Senate, will
determine a process for studying the effectiveness of
integrating technology into instruction.
Utilize the wireless library network system to increase
access to library information and resources, and provide
free access to computer applications.
Begin a project to make digitized reserve and AV
materials available for wireless and off-campus
accessibility.
22. Complete the project to make digitized reserve and AV
materials available for wireless and off-campus accessibility.
UNIVERSITY PERFORMANCE GOALS & TARGETS AND QCC’S STRATEGIC PLAN
2004-2005
CUNY
Objectives
2.
CUNY
Indicators
University Targets
2004-2005
QCC Strategic Plan
2003-04
Expand the number of distance learning courses
(asynchronous and hybrid) by 10, from 25 to 35. Expand
the number of Black- board-supported courses by 10.
Use program
reviews and
assessment
outcome efforts
to enhance and
update
programs,
pedagogy and
use of
instructional
technology.
Expand the use of wireless technology in at least 20
sections.
23. Explore ways to utilize wireless technology infrastructure.
Frequency of student use of computer technology, as
indicated on the CUNY Student Experience Survey, will
rise above 1.84.
24. Frequency of student use of computer technology, as indicated
on the 2003 CUNY Student Experience Survey, will continue
to rise over the next two years, above 1.94.
Student satisfaction with access to computer technology,
as indicated on the CUNY Student Experience Survey,
will rise above 2.90.
Show and pass rates
on CUNY
Proficiency Exam.
3.
Increase
instruction by
full-time faculty.
QCC Strategic Plan
2004-05
Change in full-time
teaching faculty
7/1/03-6/30/04
25. Student satisfaction with access to computer technology, as
indicated on the CUNY Student Experience Survey, will
continue to rise over the next two years, above 3.03.
Show and pass rates
on the CUNY
Proficiency Exam
will rise CUNYwide.
The percentage of required invitees taking the CUNY
Proficiency Exam will rise from 70% in 2002-03 to 72%
in 2003-04.
26. The percentage of required invitees taking the CUNY
Proficiency Exam will rise to 70%, above the 58.5% reported
for 2003-04.
The percentage of required test takers passing the CUNY
Proficiency Exam will increase from 70.4% in 2002-03 to
72.4% in 2003-04.
27. The percentage of required test takers passing the CUNY
Proficiency Exam will rise to 75%, above the 73.8% reported
for 2003-04.
Instruction by fulltime faculty will
increase
incrementally.
Once ERI faculty have been replaced, the % of instruction
by full-time faculty should rise to 56%. With an
additional 37 new Investment Plan faculty, the rate should
approach 63%.
28. Once ERI faculty and CCIP faculty have been appointed, the
% of instruction by full-time faculty should rise by at least
10% , from 50.2% to 60.2%..
Efforts to recruit
under-represented
groups to the
profession will be
made.
The College will emphasize recruitment of candidates in
under represented groups. Recruitment for additional
faculty will include outreach efforts not limited to
advertising, i.e., visitations to Graduate schools, review of
adjunct pools.
29. In the College’s 2003-04 Affirmative Action Plan, specific
areas of concern were identified. To date, we have been
successful in meeting 53.5% of these goals. Nevertheless,
QCC remains among the least diverse of the CUNY colleges
in its full time faculty. After consultation with the Academic
Senate, the Faculty Executive Committee and the Affirmative
Action Committee, the President and the Vice President for
Academic Affairs will meet with the Chair of each department
identified as being underutilized and institute a plan for the
departments to meet the stated goals.
UNIVERSITY PERFORMANCE GOALS & TARGETS AND QCC’S STRATEGIC PLAN
2004-2005
4.
CUNY
Objectives
Increase
retention and
graduation
rates.
CUNY
Indicators
Fall to fall retention
rates.
University Targets
2004-2005
Retention rates will
increase by an
average of 2
percentage points.
QCC Strategic Plan
2003-04
Conduct another support staff personnel retreat and
implement workable recommendations.
Conduct another HEO retreat to discuss customer
relations, fundraising, marketing and retention.
Develop a “one-stop” system for entering students
(advisement to registration). This would involve
interoffice planning and potential reorganization of space.
Determine the impact of the new policy on academic alert
on student retention.
32. Increase fall to fall retention rate for entering freshmen (full
time) by 2%, from 70.6% to 72.6%.
Increase fall to fall retention rate for entering full-time
transfer students by 2%, from 62.8% to 64.8%.
33. Increase fall to fall retention rate for entering full time transfer
students by 2%, from 59% to 61%. The Office of Institutional
Research will conduct an analysis of factors contributing to the
decline in retention rates of transfer students over the last 3
years. Using this analysis, the Vice President for Student
Affairs will institute a plan during Spring 2005 designed to
reverse this trend.
Seek private funding that would support increased
opportunities for student achievement, such as
presentations at conferences, development of portfolios,
stipends for student research.
Graduation rates will
rise by an average of
1 point in associate
programs.
31. Implement expanded academic advisement program as agreed
to by the Senate and administration. As part of this program
and funded by the CCIP, establish an advisement center which
will produce an Academic Plan for each first-time student
during the first semester and assign an academic advisor to
each freshman.
Increase fall to fall retention rate for entering freshmen
(full time) by 2%, from 65.4% to 67.4%.
Assess the effectiveness of the volunteer mentoring
program
Six year AA, AS,
BA, BS graduation
rates; four-year MA,
MS & Certificate
graduation rates
QCC Strategic Plan
2004-05
30. Student Activities with the Department of Speech
Communication and Theatre Art will create an interactive
theater experience around diversity for the College
community.
Increase six-year graduation rate by 1% to 24.6% for 1997
entering freshmen (first-time, full-time) cohort, and to
32.1% for the 1997 entering full-time transfer students.
QCC realizes the need for careful monitoring of student
goals. As part of the Investment Plan, the College is
proposing an Advisement Center which will ultimately
produce an Academic Plan for each student and assign an
academic advisor to each freshman. The advisors will
follow the students’ progress throughout their stay at
QCC. This, in addition to the existing Early Warning
System and the academic support services, will increase
the College’s understanding of student goals & should
enhance retention and graduation rates.
Evaluate the impact of the Web-based advisement system
34. Establish an endowed scholarship program. Support student
research in scholarship activities.
35. Create an endowment to support 30 scholarships per semester
at a minimum of $500 each.
36. Increase six-year graduation rate by 1% to 27.8% for 1998
entering freshmen (first-time, full-time) cohort, and to 37.3%
for the 1998 entering full-time transfer students.
UNIVERSITY PERFORMANCE GOALS & TARGETS AND QCC’S STRATEGIC PLAN
2004-2005
5.
6.
CUNY
Objectives
Improve postgraduate
outcomes
Improve college
readiness
CUNY
Indicators
Pass rates on
licensure/certification
exams
University Targets
2004-2005
All teacher
education, nursing
and accounting
programs will
improve performance
on
certification/licensing
exams.
QCC Strategic Plan
2003-04
Improve on the 2002 pass rate on the nursing licensure
exam, 83.6%.
QCC Strategic Plan
2004-05
37. Improve on the 2003 pass rate on the nursing licensure exam,
86.7%.
VTEA job placement
rates.
VTEA job placement
rates will continue at
high levels or rise.
Improve the job placement rate by 2% from 80% to 82%
of those responding to the CUNY Perkins graduation and
placement surveys.
38. Improve the job placement rate to 76%, from the 74.3% of
those responding to the CUNY Perkins graduation and
placement surveys of 2001-02 graduates.
Enrollment in
immersion as % of
freshmen who need
basic skills work; %
of immersion
students who
progress at least one
level; pass rates on
skills tests at end of
remedial/ESL
sequence.
Associate colleges
will increase the % of
non-exempt
freshmen in
immersion, the % of
immersion students
who progress a level,
and the pass rates on
skills tests at end of
remediation/ESL
sequences.
Increase the % of students needing basic skills work on
application to CUNY who enroll in USIP from 13.5 to
15.5.
39. Increase the % of students needing basic skills work on
application to CUNY who enroll in USIP above 16.6%.
Increase the percentage of USIP participants whose
placement level improved as a result of USIP by at least
1%, from 62.1% to 63.1%..
40. Increase the percentage of USIP participants whose placement
level improved as a result of USIP above the 54.9%. reported
for 2003 (defined as those passing at least one exit from
remediation test).
Expand the Nursing offerings to include Saturday Clinical
experience.
Increase pass rate on basic skills tests following
remediation/ESL sequences by 2 percentage points, from
57.1% to 59.1% in reading; from 49.5% to 51.5% in
writing, and from 56% to 58% in math. QCC realizes that
it is imperative to improve its pass rates in reading & math
and is working with individual depts. to determine ways
to improve these rates. An idea under discussion is a
proposal to provide more time for instruction in Basic
Skills reading courses by assigning test preparation
responsibilities to the ISSC. The Investment Plan should
increase the number of full-time lines in the Math
Department.
Assess the effectiveness of
center.
41. Increase pass rate on basic skills tests following
remediation/ESL sequences above the Fall 2003 rates:
Reading – 72.6%; Writing – 43.4%; Math – 52.4%.
The College is giving serious attention to this goal. Remedial
math courses are being revised; performance expectations are
being reviewed by Basic Skills & English; new ESL and
mathematics faculty have been hired, and additional academic
support services are being provided through CCIP hires and
the CUE initiative.
the new computerized testing
Meet College Now enrollment targets & achieve and
maintain a 70% success rate for College Now students.
42. Meet College Now enrollment targets and maintain a 70% or
better success rate for College Now students. In Fall 2003,
62% of College Now students were female; in Spring 2004,
61% were female. In an effort to increase high school male
enrollments in College Now, the College is offering ET710
(web design). College Now’s new full time Assistant Director
will be charged with assessing instructional methodology in all
College Now courses and workshops.
UNIVERSITY PERFORMANCE GOALS & TARGETS AND QCC’S STRATEGIC PLAN
2004-2005
CUNY
Objectives
7.
Improve quality
of student
support services
CUNY
Indicators
University Targets
2004-2005
QCC Strategic Plan
2003-04
# of College Now
course/workshop
participants; course
completion and pass
rates.
Colleges will meet
their College Now
enrollment targets,
and 70% of
participants will
complete courses and
earn grades of A,B,
or C.
Develop an overall strategy for the College’s relations
with high schools, incorporating College Now, Tech Prep,
Project Prize & TechASCEND
43. Assess the performance of all high school collaboration
projects (College Now, Tech Prep, Project Prize, Tech
ASCEND) and determine their impact on the College
enrollment and retention.
Student survey
results on satisfaction
with academic and
student support
services.
Student satisfaction
with academic
support services and
student services will
rise at all colleges.
Revise the QCC Student Survey to incorporate questions
regarding the student experience with University testing.
44. The Academic Senate committee Chairs will review the results
of the QCC Student Survey and make recommendations to the
College administration.
During Spring 2004, in consultation with the Student
Activities Committee of the Academic Senate, a plan will
be developed to address concerns raised in the Fall 2003
Student Experience Survey
QCC Strategic Plan
2004-05
45. Student satisfaction with academic support services, as
indicated on the CUNY Student Experience Survey, will
continue to rise over the next two years, above 2.96.
46. Student satisfaction with student services, as indicated on the
CUNY Student Experience Survey, will rise over the next two
years, above 2.76.
UNIVERSITY PERFORMANCE GOALS & TARGETS AND QCC’S STRATEGIC PLAN
2004-2005
CUNY
Objectives
8.
Meet enrollment
goals
CUNY
Indicators
Enrollment/SAT/
CAAs
University Targets
2004-2005
QCC Strategic Plan
2003-04
QCC Strategic Plan
2004-05
CUNY’s enrollment
will rise
incrementally while
mean SATs and
CAAs of senior
college baccalaureate
entrants continue to
improve.
The College will increase its enrollment by 2%, to 11,759
in Fall 2003 & 12,133 in Spring 2004.
47. Although the University allocation is down by 15%, the
College hopes to increase enrollment through direct admits
and start the Fall semester with 11,500, the same enrollment as
Fall 2003.
Refine marketing campaign to enhance college image and
increase enrollment, with an emphasis on technological
capability of the College
48. Determine effectiveness of our advertising on first time
enrollees.
Create both Web-based and CD-based catalogs for
electronic distribution. Print a limited edition.
Percentage of admitted students who enroll will increase
by 2%, from 60.8% to 62.8%.
Increase the number of direct admits (freshmen and
transfers; Fall and Spring) by 2%, from 2008 to 2048.
Demonstrated actions
to better coordinate
student transfers from
CUNY associate to
baccalaureate
institutions.
9.
Increase
revenues from
external sources
Alumni/corporate
fundraising (CAEVSE report)
All colleges will take
actions to better
coordinate and
facilitate movement
from the associate to
the baccalaureate
level.
Alumni-corporate
fundraising will
increase 10%
CUNY-wide.
Create a publication or web page outlining articulation
agreements.
49. Determine the effectiveness of the improved website and CD
catalogs.
50. Percentage of admitted students who enroll will increase above
the 59.3% reported for 2003-04.
51. Increase the number of direct admits (freshmen and transfers;
Fall and Spring) above 2,072.
52. To continue facilitating movement between associate and
baccalaureate levels, the College will provide data on transfer
patterns to academic departments for follow up analysis as part
of program review; the new Bridge to Transfer program will
facilitate transfers to Queens College.
53. The College will implement the CUNY Community College
Teacher Education Transfer Protocol and will work to enhance
the existing TIME, a QCC program for mathematics education
teachers with Queens College.
Increase private support as follows:
•
Current operations by 15%, from $212,291 to
$244,135;
•
Art work by 15% from $973,675 to $1,119,726;
•
The total of the operational fund raising effort will
increase by 15%, from $1,185,966 to $1,363,861.
•
Last year’s total included a budget of $450,575, that
is being counted toward the Capital Campaign.
•
Complete the second phase of the capital campaign
of $4.5M over five years. Increase private support for
specific programs such as the Holocaust Center, Port
of Entry, Gallery and Scholarships.
54. Increase private support as follows:
•
Current operations by 10%, from $301,376 to $331,514;
Working with the Gallery and Performing Arts Comt. of
the Academic Senate, develop a plan to increase the
community’s awareness of the College as a cultural &
historical beacon in this area of Queens, featuring the Art
Gallery, HRC, Performing Arts Center, as well as
performances & exhibitions of the academic departments.
55. Open the new Art Gallery with a major exhibit. Assuming
funding for the HRC, begin design of the new facilities.
•
•
Art work by 10% from $1,196,024 to $1,315,626.
The total of the operational fund raising effort will increase by
10%, from $1,711,264 to $1,882,390.
•
Complete the second phase of the capital campaign of $4.5M
over five years. Increase private support for specific programs
such as the Holocaust Center, Port of Entry, Gallery and
Scholarships.
UNIVERSITY PERFORMANCE GOALS & TARGETS AND QCC’S STRATEGIC PLAN
2004-2005
9.
CUNY
Objectives
Increase
revenues from
external sources
CUNY
Indicators
Contract and Grant
Awards (RF Report)
University Targets
2004-2005
Contract/grant
awards will rise 10%
CUNY-wide.
QCC Strategic Plan
2003-04
Increase the total of grants, contracts, and awards
administered by the RF by 10%, from $2,704,877 to
$2,975,364.
QCC Strategic Plan
2004-05
56. Increase the total of grants, contracts, and awards administered
by the RF by 10%, from $2,968,345 to $3,265,179.
57. Increase foundation grants by 10%, from $79,400 to $87,340.
Increase foundation grants by 10%, to $77,000.
Indirect cost recovery
as ratio of overall
grant/contract
activity
Indirect cost recovery
ratios will improve
CUNY-wide.
Increase Auxiliary Enterprises revenues by 2%. Revenues
of $591,218.
The College will strive to reach $4 million in OTPS by
2004.
10. Improve
productivity,
service to
students, and
environmental
health and
safety.
58. Increase the indirect cost recovery ratio above 5.6 reported for
FY2004.
59. Increase Auxiliary Enterprises revenues above $607,399.
Explore ways to find aid for foreign and undocumented
students.
Productivity Targets
Each college will
achieve its
productivity savings
target and apply
those funds to
student instructionrelated activities; the
savings will total $16
million CUNY-wide.
Productivity initiatives by various offices (procurement,
printing, mailroom) will be improved by 1% to $371,000.
60. Implement recommendations regarding the Queens Initiative
on productivity and meet the College’s assigned productivity
target.
Surveys of student
and faculty
satisfaction with
administrative
services.
Student satisfaction
with administrative
services will rise at
all CUNY colleges; a
faculty satisfaction
baseline will be set.
Complete the construction of the Student Cyber Café in
the Student Union.
61. Student satisfaction with administrative services, as indicated
on the CUNY Student Experience Survey, will continue to rise
over the next two years, above 2.90.
Establish a recruitment campaign utilizing the College
Web-site.
Utilize Web Advisement, Web-Registration and WebFinancial Aid as tools to improve timely communication
with students.
62. Student satisfaction with facilities, as indicted on the CUNY
Student Experience Survey, will continue to rise over the next
two years, above 2.91.
63. Utilize Web Advisement, Web-Registration and WebFinancial Services as tools to improve service to students.
64. Revise the scope and mission of the Financial Services Office
to ensure effective services to students.
UNIVERSITY PERFORMANCE GOALS & TARGETS AND QCC’S STRATEGIC PLAN
2004-2005
CUNY
Objectives
CUNY
Indicators
University Targets
2004-2005
10. Improve
productivity,
service to
students, and
environmental
health and
safety.
QCC Strategic Plan
2003-04
Implement an on-line foreign language placement
program for entering students.
Expand the function of on-line registration and
advisement by developing an on-line course scheduler,
which will build a schedule of courses for students based
on their advisement and course availability.
QCC Strategic Plan
2004-05
65. Implement the on line course scheduler.
66. QCC will use the CUNY OIRA biennial faculty satisfaction
survey to be offered in either the Fall of 2004 or Spring 2005
to identify areas for improvement.
Increase percentage of financial aid applications
completed on-line from 40% to 70%.
Percentage of budget
spent on
administrative
services.
Every college will
lower the percentage
of its tax-levy budget
spent on
administrative
services
Utilize higher education center in Flushing to increase
enrollment in the Port of Entry program and enhance the
services of the Immigration Center.
67. Evaluate enrollments and services provided to international
students and Port of Entry students at the CUNY Center for
Higher Education in Flushing.
Tax levy budget spent on Administrative Services will
decline by 1%, from 27.1 to 26.1.
68. Tax levy budget spent on Administrative Services for FY 04
will decline by 1%, from 27.3 to 26.3.
With the input of the College Environment Committee of
the Academic Senate, initiate a campus-wide assessment
of the use of facilities to improve utilization of offices,
classrooms and parking.
69. With the input of the College Environment Committee of the
Academic Senate, initiate a campus-wide assessment of the
use of facilities to improve utilization of offices, classrooms
and parking.
Conduct a facilities survey for ADA/504 Compliance.
70. Review and begin implementation of the recommendations of
the ADA/504 Compliance Survey.
The College will review all frozen administrative
vacancies and request University approval for
replacements.
Percentage of
instruction delivered
on Fridays, nights
and weekends.
The University will
increase the
percentage of
instruction delivered
on Fridays, nights
and weekends to
better serve students
and make fuller use
of facilities.
Evidence of
compliance with
environmental health
and safety
regulations.
All colleges will hire
or assign a dedicated
environmental health
and safety officer to
assess compliance
and correct findings.
The number of sections offered at night, on Fridays and
weekends will increase by 1% from 36.1 to 37.1.
71. Review weekend program offerings so as to ensure the ability
to complete degree programs. Increase the number of Friday,
evening and weekend sections, so FTEs will increase above
38.5%.
72. The College will comply with all environmental health and
safety audit requirements.