Student Affairs – Year-end Report – Part B – Planning and Assessment
CAREER SERVICES
Mission: The Office of Career Services provides career advisement and professional development services to all Queensborough Community College undergraduate students and recent alumni. Services are
tailored to meet the education needs of each individual in a supportive and learning-centered environment utilizing one-to-one, group, and electronic modalities.
College strategic objectives:
Division strategic objectives:
1. C.4-Offer innovative college readiness programs
1. I. Professional readiness of students.
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
Increase number of students
Volume of students completing FOCUS
completing FOCUS 2 advisement
2 advisement process.
process by 5%.
Student participation in cooperative
Support and expand by 5% student
education/internship experiences.
participation in cooperative
education/internship experiences (in
the Strategic Plan)
Student milestones on the Career
Creation of a timeline featuring one or
Services website highlighting the impact more QCC students achieving success
of our services on their professional
in areas of professional development
development.
throughout their tenure at QCC and
beyond.
Narrative statement detailing
Professional development of staff
professional development
(directed by the CUNY VC of Student
achievements including certifications,
Affairs for all Offices of Career
conference participation, board
Services).
service, publications and leadership.
Creation of LinkedIn presentation.
Presentation on value and use of
LinkedIn.
Create a job and internship searchable
Publish job and internship posting tool
and manageable posting tool.
to Career Services site.
*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
Goal met.
Goal met.
Goal met.
Goal met.
Goal met.
Goal met.
Recommended action plans*
Student 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: I. Professional readiness of students
Department strategic objectives
Increase collaboration with other SA
Directors and Academic Affairs to
create more internships/cooperative
education opportunities for students.
Notes
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Indicator(s)
Number of internship/
cooperative education
opportunities (above or below
the established baseline)
available to students offered by
Academic Affairs and Student
Affairs.
Expected outcomes
Establish a baseline for the number of
internship/cooperative education
opportunities available to students
from Academic Affairs and Student
Affairs.
Action plan/timeline
Who
Request that Faculty Cooperative Education
Academic Affairs,
Coordinators, ASAP and other Student Affairs Student Affairs,
offices report all internship and cooperative
Career Services
education opportunities to Career Services
other than those obtained from the Office of
Career Services. Continue to track the
internship and cooperative education
opportunities in the Internships Direct
database on the Career Services website,
accessible to all students, faculty and staff
and maintained by the Office of Career
Services. Requests will be made and
information recorded on a semester basis.
Actual outcomes
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).