Academic Affairs – Year-end Report – Part B – Planning and Assessment
REGISTRAR
Mission:
In support of the college mission, the Office of the Registrar strives to provide high quality service to the college’s students, faculty, administration and campus community. The office is committed to serve in a fashion that is fair, professional, respectful, and of the highest ethical standards. Through the use of innovative technological solutions, the Office of the Registrar offers ever-improving support and data accuracy to all of those the office serves. Its commitment to partnership and collaboration creates an atmosphere where effective communication is always maintained. With a dedication to maintaining the integrity of all student records, the Office of the Registrar adheres to all applicable federal, state, and university regulations.
College strategic objectives: Division strategic objectives:
1. A4c – Develop reverse graduation partnership with Queens College & A4a & b – Increase percentage of graduates
2. C3 – Operationalize Retention Management Team recommendations – offering more workshops for students on academic probation
3. C3– Sustain and assess three components of QCC academies – technology (communication, institutional support and learning
1. TBD
2. TBD environment)
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 Target outcomes Actual outcomes Recommended action plans*
Providing students on Academic
Alert or Probation guidance on how to succeed
Students who attended workshops obtain “good academic standing,” improve GPA & continue towards degree
Research on student success after workshops is ongoing.
Student surveys have shown that students are satisfied with workshops.
Production of data/reports for campus community
Degree Works maintenance
Dashboards for provost & department chairs, with relevant enrollment data
Increased accuracy leading to greater usage of DW by academic advisors, staff
Not completed as the new provost withdrew request
CUNY-wide assessment of DegreeWorks progresses. Lisa
Freeland member of assessment team. and students.
*Column contents should be used to indicate which strategic objectives below address the follow-up necessary.
Student surveys, investigation of student performance comparing students who attended workshops to those who did not attend
CUNY needs to upgrade DegreeWorks to latest release
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).

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.
Division strategic objective:
Indicator(s) Expected outcomes College strategic goals or objectives
A.4c – Develop reverse graduation partnership with Queens College
A.4a & b Increase percentage of graduates
Department strategic objectives
Reverse Transfer -
Graduate students who have left QCC prior to degree completion
A4c – Reverse graduation partnership with Queens
College
A4a & A4b: four- & six-year graduation rates
Additional QCC graduates to boost QCC graduation rate each semester
Action plan/timeline
Continue & expand ongoing reverse transfer process started with Queens College & NSC reports.
Janet Vineis and
Graduation audit staff
Who Actual outcomes
C.3 – Operationalize
Retention Management
Team recommendations: offering more workshops for students on probation
C.3 – Sustain and assess three components of QCC academies – technology
(communication, institutional support and learning environment)
Develop and expand
Academic Success
Workshops
Increase DegreeWorks usage
Implement Epermit application thru
CUNYfirst
C3 – Probation student outcomes
C3– Sustain and access three components of QCC academies: technology (communication, institutional support and learning environment).
Increase probation student success to retain probation students to graduation
Increase DW awareness & usage, with goal of students taking few courses not toward degree.
Students will have easy time finding equivalent courses at other CUNY colleges using
CUNYfirst for Epermit
Assess success of workshops by monitoring & reporting on students who attended workshops
Use DW reporting to identify courses not toward degree & notify students during registration period; offer academic-specific DegreeWorks workshops each semester.
Attend CUNY Central training sessions for EPermit and implement at QCC new Epermit process during Fa15 for Sp16 registration.
Elisabeth
Scheiner & assistant
Lisa Freeland and
Grad audit staff.
Florence Farrat,
Roberta Johnson
& Carol Polley & other Registrar 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).