Academic Affairs– Year-end Report – Part B – Planning and Assessment
ASAP
Mission: The Accelerated Study in Associate Programs (ASAP) at Queensborough Community College is dedicated to fostering and sustaining a
student-centered community by creating a small college environment within a large urban university. The program provides a nurturing atmosphere,
through financial, academic, career and personal support, which promotes lifelong, active learning along with a sense of community and responsibility.
With guidance from ASAP Student Managers, a Student Management Coordinator, a Career and Employment Specialist, and a Director, ASAP students
enjoy personalized advisement, cohort-based education, job-related advice and specialized enrichment activities which support collaborative learning,
higher retention and higher graduation rates. These full-time students are prepared to graduate within two to three years and are informed about
transfer and/or employment possibilities through a network of resources within ASAP and the College. The goal of the program is to graduate at least
fifty percent of each initial cohort of students within three years.
College strategic objectives:
Division strategic objectives:
1 C.2 – Maintain rigorous & current curricula, support new program development & innovation & achieve better
1. TBD
alignment with baccalaureate programs & job market
2. C.4 – Improve college readiness of students
2. TBD
3. C.6 – Develop means to infuse & maintain individual & institutional practices of community-building into interaction
3. TBD
among all campus constituencies
Note: Relevant college-wide strategic objectives should be selected from the college’s strategic plan. Each division strategic objective should align with a college-wide strategic objective.
2014-15 Completion report (outcomes for this past academic year, based on last year’s year-end report, section F)
Key performance indicators
Number of Students
Enrolled
Student Attendance in ASAP
Seminar
Graduates who transfer to 4
Year Colleges
Target outcomes
825 enrolled students for
fall 2014
Actual outcomes
Exceeded target-enrolled 834
students for fall 2014
70 % overall attendance
Exceeded target-80.25% overall
attendance
50% of grads will transfer
Exceeded target-79.7% of grads
applied to transfer to a 4 Year
College
*Column contents should be used to indicate which strategic objectives below address the follow-up necessary.
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Recommended action plans*
Academic Affairs– Year-end Report – Part B – Planning and Assessment
2015-16 Department strategic plan (arranged by each division strategic objective that the department supports)
1. College strategic objective: C.2 – Maintain rigorous & current curricula, support new program development & innovation & achieve better
alignment with baccalaureate programs & job market entry
Department strategic
Indicator(s)
Expected outcomes
Action plan/timeline
Who
Actual outcomes
objectives
Maintain students in
Students not on/on
75% of students in good Meet with students on a
Student
good standing
probation
standing
regular basis/monitor
Managers
Starfish
Graduate students
Students graduating
50% of each cohort in
Advise and monitor
Student
within three years
three years
graduation plan and grades Managers
2. College strategic objective: C.4 – Improve college readiness of students
Department strategic
Indicator(s)
Expected outcomes
Action plan/timeline
objectives
Enroll students in USIP
USIP ASAP sections
Sections filled at least
Register students on a
70%
continual basis during
summer recruitment
Who
Actual outcomes
Student
Managers
3. College strategic objective: C.6 – Develop means to infuse & maintain individual & institutional practices of community-building into
interaction among all campus constituencies
Department strategic
Indicator(s)
Expected outcomes
Action plan/timeline
Who
Actual outcomes
objectives
Increased community
Outreach to community through
Recruitment numbers
Reach FY 2016
Recruitment
awareness of ASAP
visits and campus
enrollment target of
Coordinator/
invitations/continuous
1,019
ASAP Staff
Notes




Add tables for additional division strategic objectives and corresponding department strategic objectives, as needed.
For each division strategic objective, the department should have one or more strategic objectives intended to support that department in the achievement of the division objective. Each
department strategic objective should have at least one indicator (key performance indicator) and one expected outcome, with an action plan and timeline to achieve that outcome.
At the mid-year point, the department reports partial or preliminary outcomes. At the end of the year, the department reports actual outcomes.
An indicator is the measurement by which the objective will be assessed. The outcome is the product of the work in support of achieving the objective. For example, if the strategic objective for
Admissions is “to expand feeder high schools,” the indicator might be “applications received from new feeder high schools,” and the expected outcome might be “at least one application from five
new feeder high schools.”
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).