Institutional Advancement – Year-end Report – Part B – Planning and Assessment
DEVELOPMENT/ALUMNI AND GRANTS/SPONSORED PROGRAMS
Mission:
The Office of Institutional Advancement (OIA) supports, encourages and promotes Queensborough Community College’s academic mission and vision through securing external funding from public and private
sources. Departments within the office include Development/Alumni; Grants/Sponsored Programs; Kupferberg Holocaust Resource Center and Archives (KHRCA), QCC Art Gallery and the Queensborough
Performing Arts Center (QPAC), which are responsible for building long-term relations with alumni, donors, foundations, corporations, community members, elected officials, government agencies and
faculty/staff. OIA processes all gifts and pledges to the College; maintains all donor records; follows the best practices in grants administration and provides staffing for the QCC Fund, Inc. and the QCC Alumni
Association.
College strategic objectives:
Division strategic objectives:
1. Increase faculty scholarship & research impact
2. Increase revenues
1. Increase funded research grants, number and dollars amount
2. Develop new fundraising campaign to kick off 2015
2014-15 Completion report (outcomes for this past academic year, based on last year’s year-end report, section F)
Key performance indicators
Funded Research grants, number and
dollar amounts
Three year weighted rolling average of
voluntary contributions
Target outcomes
Actual outcomes
Establish Pilot Grant mentoring
program
New Director hired in March; grant mentoring pilot program established in
May.
Obtain grant funding from five new
funding resources
Office of Grants Sponsored Program obtained five new funding sources.
Increased grant funding by 5%.
Submit grants to strengthen
institution’s capacity with respect to
academies, high impact practices,
advisement & technology
Submitted USDE Title V application and submitting Gates Foundation
(EDUCAUSE) proposal 6/17/15
Update & expand grants website to
include Tool Kit for Grant Writing
website to include Tool Kit for Grant
Writing & Grants Management
Entire website updated; links cleared; Research Foundation page built and
created grants calendar.
Develop new fundraising campaign to
kick off 2015.
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Foundation Board approved priorities for college’s new fundraising campaign
for FY16; 3 new directors elected to Board; met College’s overall Invest in
CUNY fundraising goal of $25M in FY13 (2 years early). Current y-t-d is 5%
over FY14.
Recommended action plans
Institutional Advancement – Year-end Report – Part B – Planning and Assessment
2015-16 Department strategic plan (arranged by each division strategic objective that the department supports)
Division strategic objectives
Department strategic objectives
Increase funded research
grants, number and dollars
amount.
Continue to submit grants to
strengthen institution’s capacity
with respect to academies, high
impact practices, advisement &
technology
Increase in funded
research grants, number
and dollar amount.
Successfully obtaining funding
sources for these areas of
programming.
Increase funded research
grants, number and dollars
amount
Obtain grant funding from a
minimum of five new funding
sources.
Increase in funded
research grants, number
and dollar amount.
Successfully obtaining five or
more new funding sources.
Develop new fundraising
campaign to kick off 2015.
Develop new fundraising
campaign to kick off 2015
Notes




Meet CUNY established goals
for fundraising
Increase cultivation and
stewardship of all private
philanthropic donors.
Indicator(s)
CUNY Fundraising
targets are met.
Cultivation and
stewardship targets are
met.
Expected outcomes
Increase cultivation events;
increase solicitations made to
private philanthropic funders and
to alumni as well.
Implement stewardship plan for
increasing donor
communications and retention.
Develop cultivation events that
communicate to prospects and
current donors our new
campaign priorities.
Action plan/timeline
Collaborating with faculty to
increase number of proposal
submitted for funding
Collaborating with faculty to
increase number of proposal
submitted for funding.
Strategic development and
fundraising plan to be
instituted in July that will be
a road map for meeting
fundraising goals.
Stewardship and targeted
cultivation to happen over the
next FY16 year.
Who
Grants/ Sponsored
Programs
Actual outcomes
Grants/ Sponsored
Programs
Development/Alumni
Development/Alumni
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).