Student Affairs – Year-end Report – Part B – Planning and Assessment
STUDENT FINANCIAL SERVICES
Mission:
To support students in achieving their educational goals by assisting them in obtaining financial assistance through federal, state, institutional and private grant, scholarship, loan, employment and payment
plan programs.
To support the institution by maintaining compliance with all federal and state regulatory policies and procedures governing the student financial aid programs.
College strategic objectives:
Division strategic objectives:
1. Use financial resources effectively and prioritize spending on direct student services.
2. Fully implement, sustain and assess three components of Academies: advisement, high
impact practices and technology.
1. Better utilization of existing resources.
2. Expand points of contact through the use of technology
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
Compliance
Customer Service
Technology
Target outcomes
Continue to have no findings on the annual A-133
audit report.
Shorten the turnaround time for processing files and
continue to promote the online services in CUNYfirst
Financial Aid Self Service, which will reduce lines in
customer service area, reduce in-bound phone calls
and reduce the number of e-mails.
CUNY Central rolled out year 3 of the CUNYfirst
Financial Aid module with the enhancements that
were recommended from year 2. The hope is that
the system will become more stable for the 14-15
aid year.
*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
Recommended action plans*
No findings on the annual A-133 audit
report.
Continue to train staff regarding compliance regulations. Continue to maintain
quality control points to review files and run reports to identify potential
problems.
Turnaround time for processing student
Continue to cross-train staff to manage the incoming documents, post them
files within the office was shortened. Use of quickly to CUNYfirst as received, assign and monitor workload of all staff to
CUNYfirst Student Self Service has increased. insure that the paperwork is being processed in a timely manner. Hourly staff to
manage in-bound phone calls and e-mails.
The CUNYfirst Financial Aid module was
more stable in 14-15, but we experienced
performance problems which negatively
impacted our students in the areas of
system outages, and business process
failures and delays.
The campus is not the process owner of the CUNYfirst Financial Aid system. So
while we can work to manage the system at the campus by running queries and
reports, and inform the Central Office of Student Financial Assistance and Central
Computer Information Systems Production Support of issues as they arise, we
are not in total control of the system to create a plan to achieve a positive
outcome.
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: Utilization of existing resources to assist students in crisis mode
Department strategic objectives
Increase access to the Carrol and
Milton Petrie Foundation Emergency
Grant Funds
Notes




Indicator(s)
Measure the number of referrals,
applicants and recipients for the
program
Expected outcomes
Establish baseline data to measure
referrals, applicants and recipients.
Action plan/timeline
Have regular meetings between the Petrie Foundation
Administrator and Single Stop and COPE Coordinators.
Create a referral system which will expedite crisis
situation resolution and measurable outcomes
Who
Financial
Services
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).