[Division] – Year-end Report – Part B – Planning and Assessment
PUBLIC SAFETY
Mission: The Department of Public Safety is committed to providing a safe and secure environment for students, faculty, staff and visitors to Queensborough Community College of the City University of New
York. The department maintains and promotes respect for the individual rights and dignity of all persons and continually attempts to instill public confidence by maintaining a high degree of professionalism,
dedication and expertise in the delivery of the service it provides.
College strategic objectives:
1. A.6 Improve Student Satisfaction with Administrative
Services
Division strategic objectives [TBD]:
1. Provide personnel, training and management to ensure
safe campus environment
2. A.8 Use Financial resources efficiently
2. Use of technology to protect students, employees and
assets.
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
Utilization of bike patrol
Increased educational opportunities.
Utilization of computerized incident
report management system.
Target outcomes
Utilized during course of completed
year.
Evaluation ongoing. Encourages officers
to pursue advanced educational
opportunities and helps improve
retention of staff.
To maintain orderly collection and
access to data.
*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).
Actual outcomes
Such assignments provide easier access and
versatility; in patrolling campus.
Schedule adjustments for those attending
classes. To increase professional standards
within the department.
Created data bank for retrieval of necessary
information to meet mandatory reporting
requirements of federal and state legislation
and to facilitate investigatory procedures.
Continue use.
Continue use.
Continue use.
Recommended action plans*
[Division] – Year-end Report – Part B – Planning and Assessment
2015-16 Department strategic plan (arranged by each division strategic objective that the department supports)
1. Provide personnel, training and management to ensure safe campus environment
Department strategic objectives
To provide management oversite to
ensure a safe and secure
environment on campus
Enhance investigative capabilities
Indicator(s)
Expected outcomes
Providing a safe and secure
To increase both manpower and
environment for the entire campus equipment resources to allow for
and its guests.
more efficient and timely responses
to incidents as well as to provide
more in the way of proactive patrols
and adequate resources for
contingency situations as they arise.
By providing a professional
To further increase the physical size
environment more conducive to
of the public safety office in order for
conducting investigatory
its members to more effectively
proceedings and other job
perform its diversified functions as a
functions while ensuring the
24/7 essential service provider
confidentiality of persons involved.
Action plan/timeline
Through supervisory observation and
corresponding constructive feedback. By
encouraging feedback from all segments
of the campus community.
Who
Public Safety
management
Actual outcomes
Who
Public Safety
management
Actual outcomes
Through observation feedback.
2. Use of technology to protect students, employees and assets.
Department strategic objectives
Expand CCTV campus coverage
Notes
•
•
•
•
Indicator(s)
Number of areas covered by
camera coverage
Expected outcomes
Efficient use of manpower, increased
investigative capabilities
Action plan/timeline
Multi-year plan to increase coverage of
all common areas.
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).