ANNUAL PLAN
Fiscal Year 2016
ANNUAL PLAN
Fiscal Year 2016
Office of Planning and Institutional Effectiveness
James R. Benté, Vice President
College of DuPage
425 Fawell Blvd.
Glen Ellyn, IL 60137
The mission of College of DuPage is to be a center for excellence in teaching, learning and
cultural experiences by providing accessible, affordable and comprehensive education.
2
ANNUAL REPORT FY 2014
TABLE OF CONTENTS
LEADERSHIP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
CORE STATEMENTS
Philosophy Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vision Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Institutional Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6
6
6
6
ANNUAL PLANS
Academic Affairs – Vice President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Administration – Senior Vice President and Treasure . . . . . . . . . . . . . . . . . . . . . 21
Human Resources – Vice President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Information Technology – Vice President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Marketing and Communications – Vice President . . . . . . . . . . . . . . . . . . . . . . . . 27
Office of the President – Internal Auditor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Office of the President – Director, Legislative Relations and
Special Assistant to the President.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Planning and Institutional Effectiveness – Vice President . . . . . . . . . . . . . . . . . . 37
Resource Development and COD Foundation – Vice President
and Executive Director . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Student Affairs – Vice President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
3
LEADERSHIP
BOARD OF TRUSTEES
Katharine Hamilton, Board Chairman
Erin Birt
Deanne M. Mazzochi, Vice Chairman
Dianne McGuire
Frank Napolitano, Secretary
Joseph C. Wozniak
Charles Bernstein
Gloria Roark, Student Trustee
SENIOR MANAGEMENT TEAM
4
Dr. Joseph Collins
Earl E. Dowling, Vice President,
Acting Interim President
Student Affairs
James R. Benté, Vice President,
Dr. Jean V. Kartje, Vice President,
Planning and Institutional Effectiveness
Academic Affairs
Catherine M. Brod, Vice President,
Mary Ann Millush, Director,
Resource Development/Executive Director
Legislative Relations and
of College of DuPage Foundation
Special Assistant to the President
Dr. Charles Currier, Vice President,
Joseph Moore, Vice President,
Information Technology
Marketing and Communications
John Dischner, Interim CFO,
Linda Sands-Vankerk, Vice President,
Administrative Affairs
Human Resources
ANNUAL REPORT FY 2014
INTRODUCTION
Strategic planning at College of DuPage (COD) is a continuous process that guides
the direction of the institution and provides quantitative evidence of progress made
towards advancing our mission and achieving our vision. Therefore, this Annual Plan
is but one document in a “family” of COD planning documents.
•
The Fact Book provides an evidential base for the planning process by identifying
statistical and trend data related to district demographics, student enrollment,
retention and success, degree and certificates offered, employee numbers and
demographics, and other pertinent information.
•
The Strategic Long Range Plan (SLRP) is the key document in the family of
planning documents. By identifying strategic goal and related tasks it provides a
clear and concise three to five year road map for the College.
•
Driven by the SLRP, the Annual Plan is the tactical component of the strategic
planning process. The Annual Plan defines the objectives and strategies that must
be accomplished within that fiscal year.
•
Since implementing objectives and strategies requires resources, the fourth
document in the family of planning documents is a five year financial plan that
resides within the College of DuPage Budget for the fiscal year. Using realistic and
conservative assumptions, resources are projected and allocated to fund the various
divisional and departmental objectives and strategies.
•
The last and critically important document in the family of planning documents
is the Institutional Outcomes Report. The Institutional Outcomes Report provides
College leadership, staff, trustees and the community with a comprehensive
assessment of fiscal year results.
Office of Planning and Institutional Effectiveness
James R. Benté, Vice President
August 2016
College of DuPage
425 Fawell Blvd.
Glen Ellyn, IL 60137
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
5
CORE STATEMENTS
INSTITUTIONAL PHILOSOPHY
STATEMENT
College of DuPage believes in the power of
teaching and learning. We endorse the right of each
person to access opportunities to learn and affirm
the innate value of the pursuit of knowledge and its
application to life. Our primary commitment is to
facilitate and support student success in learning.
MISSION STATEMENT
The mission of College of DuPage is to be a center
for excellence in teaching, learning, and cultural
experiences by providing accessible, affordable,
and comprehensive education.
VISION STATEMENT
• College of DuPage is committed to excellence.
We seek quality in all that we do. To ensure
quality, we are committed to continual
assessment and self-evaluation.
College of DuPage will be the primary college
district residents choose for high quality education.
• College of DuPage values diversity. We seek
to reflect and meet the educational needs of the
residents of our large, multicultural district. We
recognize the importance of embracing individual
differences and cultures and value the contributions
made to the College by people of all ethnic and
cultural backgrounds. We affirm our role as a
catalyst for promoting dialogue and tolerance on
issues supporting the common good.
INSTITUTIONAL CORE VALUES
• College of DuPage promotes participation in
planning and decision making. We support
participatory governance and the involvement of
the College community in the development of a
shared vision. We believe that all students, staff,
and residents can make meaningful contributions
within a respectful environment that encourages
meaningful discourse. We strive to build an
organizational climate in which freedom of
expression is defended and civility is affirmed.
INTEGRITY
We expect the highest standards of moral character
and ethical behavior.
HONESTY
We expect truthfulness and trustworthiness.
RESPECT
We expect courtesy and dignity in all interpersonal
interactions.
RESPONSIBILITY
We expect fulfillment of obligations and
accountability.
• College of DuPage will be a benefit to students
and community. The needs of our students and
community are central to all we do.
6
ANNUAL REPORT FY 2014
AREA OF RESPONSIBILITY
AREA/DIVISION
RESPONSIBILITY
Academic Affairs ........................................................... Jean Kartje, Vice Presiden
Administration ............................................................... Vice President and Treasurer
Human Resources ......................................................... Linda Sands-Vankerk, Vice President
Information Technology ................................................ Charles Currier, Vice President
Marketing and Communications ................................... Joseph Moore, Vice President
Office of the President, Internal Auditor ...................... James Martner, Director
Office of the President, Legislative Relations ............... Mary Ann Millush, Director and Special Assistant
to the President
Planning and Institutional Effectiveness ....................... James R. Benté, Vice President
Resource Development and COD Foundation ............. Catherine M. Brod, Vice President and Executive
Director of COD Foundation
Student Affairs ............................................................... Earl E. Dowling, Vice President
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
7
8
ANNUAL PLAN FY 2016
COLLEGE OF DUPAGE
OBJECTIVES FOR
Jean Kartje
ANNUAL PLAN
ORGANIZATIONAL AREA/DIVISION
POSITION
OBJECTIVES FOR 2015-2016
Academic Affairs
Vice President
DATE
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
1.
To ensure a comprehensive offering of
programs and services that anticipate and
meet the needs of our community.
Goal
1.
Tasks
1.1., 1.2.,
1.3., 1.4.,
1.5., 1.6.,
1.7., 1.8.,
1.9.
STRATEGY
(Goals & Tasks)
1.1.
Grow combined fall and spring (Academic Year 2015-2016) 10th day FTES enrollment.
1.2.
Ensure that our curricular offerings maintain high quality and align with changing community
needs by modifying or discontinuing existing programs and/or adding new degree and certificate
programs as appropriate.
1.2.1.
1.2.2.
Liberal Arts Division will:
1.2.1.1.
Undertake a comprehensive review of all Active Course Files by discipline and
revise curriculum, as needed.
1.2.1.2.
Review of Program Goals by discipline and develop assessment projects
(SOAPS) that ensure goals are being met.
1.2.1.3.
Revise curriculum, where needed, to ensure continued viability and
transferability of programs, focusing on Dance, ESL, Technical Writing, and
Photography.
1.2.1.4.
Implement and assess pilot for STAMP proficiency assessment in Languages.
1.2.1.5.
Develop Programs of Study in GRDSN, MPTV, and PHOTO.
Health and Sciences division will create and obtain Illinois Community College Board
approval for one new Associate of Applied Science degree and four new certificate
programs.
1.2.2.1.
A.A.S. Degree:
1.2.2.1.1.
1.2.2.2.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Early Childhood Administration (Early Childhood Education and
Care)
Certificates:
1.2.2.2.1.
Ophthalmology Technician—Certificate
1.2.2.2.2.
Paraprofessional Certificate (Education)
1.2.2.2.3.
Fund Development for the Human Services Professional
Certificate (Human -Services)
1.2.2.2.4.
Basics of Data Science Certificate (Sociology)
9
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
1. cont.
1.2.3.
1.2.4.
1.2.5.
1.3.
10
Business and Technology Division will create and obtain approval for new courses/
degrees/certificates or examine different deliver formats in the following areas:
1.2.3.1.
Horticulture—Urban Farming
1.2.3.2.
Culinary/Hospitality
1.2.3.3.
CIT/CIS
1.2.3.4.
Manufacturing
A template for programs of study articulation and plan to promote them will be developed,
with the following programs under consideration:
1.2.4.1.
Culinary with TCD, York and District 204.
1.2.4.2.
Fashion & Interior Design—at HS to be determined
1.2.4.3.
MANUF with Lake Park HS
1.2.4.4.
Gaming/CIS with TCD
1.2.4.5.
CIT with Lyons Township HS
Strategically select courses for online development that increase the number of degrees or
certificates available entirely online. Work with faculty on the following possibilities:
1.2.5.1.
Develop CIS 2572 online in order to offer the Java Language Certificate and
Web Programmer Certificate entirely online.
1.2.5.2.
Promote 100 percent online Management BA degree through Benedictine 3+1.
1.2.5.3.
Determine if it is feasible to offer CIS courses online delivery in order to create
100 percent Computer Science BS degree online through Lewis 3+1.
1.2.5.4.
Online Travel & Tourism certificate.
1.2.6.
Develop an Assessment Handbook.
1.2.7.
With faculty, design, implement, and assess ‘Effective Communication” general education
student learning outcome.
1.2.8.
Establish and charge a subcommittee of the Curriculum Committee to review and update
the 2009 Guide to the Curriculum.
Add additional and strengthen current academic transfer partnership agreements (e.g., 3+1, 2+2,
etc.) leading to a bachelor’s degree.
1.3.1.
Add ten new 2+2 and 3+1 transfer agreements to the current 43 agreements.
1.3.2.
Develop an articulation agreement in Music Business with Elmhurst College.
1.3.3.
Work with 3+1 partners with sharing of data and in assessment of student outcomes and
program success of CTE 3+1 programs.
ANNUAL PLAN FY 2016
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
1. cont.
1.4.
1.5.
1.6.
1.7.
1.3.4.
Streamline transfer agreements and Academic Plan development processes.
1.3.5.
Explore opportunity to create additional 2+2 and 3+1 transfer agreements in collaboration
with Academic Divisions. Focus: Elmhurst College; UIC, and NIU.
1.3.6.
Meet with 3+1 partner institutions to review programs and make changes and
improvements as appropriate.
Enhance and expand opportunities to support student learning needs.
1.4.1.
Establish Honors Program Review committee to review and make recommendations for
improving the Honors Program.
1.4.2.
Use data obtained through the recent LibQual survey to improve Library services.
1.4.3.
Target placement test preparation to non-traditional students. Continue to evaluate
targeted tutoring for athletes and nursing students.
1.4.4.
Work with Library and Divisional faculty to explore the development of a new for-credit
information literacy course as part of a Learning Community.
Enhance workforce education and training opportunities for District residents.
1.5.1.
Business Solutions will review existing program offerings to ensure that they are
continually aligned with overall College goals, maintain academic rigor, meet industry
needs, and/or offer certification and credentials that provide economic value. Expand
Business Solutions program offerings by five percent.
1.5.2.
Increase membership in the new Homeland Security Training Institute membership
program to 25 Police Departments in fiscal year 2016.
Expand efforts to recruit and provide services and resources for non-traditional students.
1.6.1.
Develop a winter session between fall and spring semesters to be implemented in fiscal year
2017.
1.6.2.
Develop and implement recruitment plans specific to each Regional Center location in
collaboration with Admissions and Outreach and Regional Center Supervisors.
1.6.3.
Determine programs, courses or certificates that are most likely to meet student academic
need and educational goals in collaboration with Regional Center Supervisors, Academic
Divisions and the Manager of Curriculum/Scheduling.
1.6.4.
Collaborate with 1-2 area universities to explore a pilot graduate program for high school
instructors interested in teaching 1.1 transfer dual credit courses.
Continue to develop and enhance cultural and community events and programs (e.g., McAninch
Arts Center, Waterleaf, PE Center, Continuing Education, etc.)
1.7.1.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Develop/refine rationale for all CE advisory boards and set annual goals to focus each
advisory board [Area Planning Council (AGE), Homeland Security Training Institute,
Suburban Law Enforcement Academy, Craft Beer, Lifelong Learning, Business Solutions].
11
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
1. cont.
1.8.
Make the online enrollment system user-friendly, interactive and simple.
1.8.1.
2.
12
To demonstrate student success by
implementing approaches resulting in
persistence and graduation rates.
Goal
2.1
2.
2.2
Tasks
2.1., 2.2., 2.3.,
2.4., 2.5
Advocate to purchase and implement CE CRM/ERP system no later than spring 2016.
Grow financial resources to assist student persistence.
Develop and implement practices that improve student success as measured by retention,
persistence, and completion rates with an emphasis on mathematics and online learning.
2.2.1.
Given the phase out of the COMPASS test by ACT, engage faculty, testing staff and area
high schools in a process to identify a new placement system. Better, more accurate
placement will lead to better student success and retention.
2.2.2.
Collaborate with faculty to achieve National/State Average on NCLEX.
2.2.3.
Develop a database of student concerns/complaints regarding Academic issues that can
be used to determine the nature of the issues/concerns and the outcome, identify trends
and rectify legitimate areas of concern.
2.2.4.
Develop, implement and measure strategies to increase student retention and persistence
in online courses, including:
2.2.4.1.
A standard set of measures/reports in conjunction with the Office of Research &
Analytics that can be regularly published on the Learning Technologies website
and tracked over time.
2.2.4.2.
Work with Information Technology to ensure that Office of Research and
Analytics and Learning Technologies have access to the data necessary to
implement and measure student success strategies;
as necessary, create new database views that pull data from the Colleague ODS
and that can be queried or manipulated by Learning Technologies and Office of
Research and Analytics staff.
2.2.4.3.
Using data from LMS, Colleague and other sources, work with Office of
Research and Analytics to develop a profile of successful and unsuccessful
online students. Use this data for targeted outreach and support.
2.2.4.4.
Work with Office of Research and Analytics to identify practices and patterns of
student behavior that best supports student success in online courses.
2.2.5.
Work with Student Affairs to experiment with strategies for student support in online
courses–embedded advisors, use of the phone bank, online advising, etc.
2.2.6.
Continue the use of Tutor.com and continue to measure its efficacy over time.
2.2.7.
Pilot the use of ProctorFree automated test proctoring system.
2.2.8.
Lead discussions regarding the widespread use of open, free textbooks & e-books.
2.2.9.
Increase Continuing Education overall matriculation into College of DuPage degree
programs and certificates by two percent.
ANNUAL PLAN FY 2016
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
2. cont.
2.2.10 Increase level completion, retention and matriculation rates for Adult Basic Education/
General Education Development/English as a Second Language by ten percent.
2.2.11. Work with Advising/ Counseling to identify optimal use of advisors housed in the divisions.
2.2.12. Collect data to examine the effectiveness of online developmental math courses and
MATH 0465. Make revisions as recommended/required.
2.2.13. Based on current positive data, the Learning Commons will add more Guided Study
Groups targeted to specific difficult courses; continue and add new placement test
workshops; and target services to non-traditional students or those avoiding math courses.
2.2.14. Pilot smaller class sizes in MATH0465 to determine class size impacts.
2.2.15. Pilot Accelerated Learning Program strategies in developmental English Classes.
2.3
Pilot Early College Enrollment program, analyze results and if appropriate plan for growth and
expansion.
2.3.1.
3.
To strengthen local, national and global
partnerships.
2.4
Enhance and expand academic counseling resources and services for students in special
programs (e.g., 3+1, enhanced 2+2, Early College Enrollment, etc.).
2.5
Create awareness among staff and faculty concerning student mental health and disability issues,
and adapt College policies and procedures to ensure they meet the needs of this population.
Goal
3.1.
3.
Tasks
3.2., 3.3., 3.5.,
3.6.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Evaluate program mid-year to determine resources, staffing, interest in scaling up this
program.
Strengthen and diversify partnerships with District high schools.
3.1.1.
Re-engage the Math Curriculum Alignment Committee, and come to a working agreement/
resolution with the district high schools in aligning high school math curriculum with that of
COD in fall, 2015.
3.1.2.
Host a Transitions Symposium for high school faculty, counselors, and parents of current
and prospective students to ease the transition of high school graduates moving on to
community college, and current community college students transitioning to a four-year
school or the workforce.
3.1.3.
Expand dual credit opportunities for students in district high schools, particularly in Graphic
Design, Motion Picture/Television, Photography, Languages and Speech.
3.1.4.
Expand external partnerships and delivery sites for Continuing Education: Youth
Academy—add at least one new school partner at the elementary, middle and high school
levels. Lifelong learning—add at least two partner delivery sites and increase community
delivery partners by at least five. AGE—add at two new partner delivery sites in southeast
region of District 502.
13
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
3. cont.
3.1.5.
3.2.
4.
14
Promote the assets of the College: people,
programs and facilities.
Create opportunities for Dual Credit teachers to visit COD through “Dual Credit Teacher
Days”, to attend COD classes that they teach for Dual Credit, meet with faculty to discuss
curricular successes and challenges and to become more connected to the COD community.
Expand partnering opportunities with other community colleges, state and national organizations,
and business and industry to create and leverage best practices.
3.2.1.
Partner with Illinois Community Colleges and CAEL to explore portfolio-based assessment
of prior learning.
3.2.2.
Pilot business incubator/accelerator to strengthen connection to business community,
DCEO and to increase impact on regional economic vitality (spring 2016).
3.2.3.
Create and implement a communication plan to address the needs and concerns of
Dual Credit teachers and school administrators as identified through the spring 2015
administrator and teacher meetings, Dual Credit Summit and individual teacher and school
conversations.
3.2.4.
Work on the Adjunct Faculty Coalition project with other community colleges to authorize
an Illinois Council of Community College Administrators Commission on adjunct faculty
engagement.
3.3.
Develop and align program support and student scholarships with the needs, interests and
priorities of the College and donors.
3.4.
Develop new and enhance existing partnerships to implement outreach and targeted programs
focusing on the adult student population, middle school students, underrepresented students and
first generation low income students.
Goal
4.1.
4.
Tasks
4.1., 4.3., 4.4.,
4.5
3.4.1.
Increase specialized (high-stakes) testing at off-campus Learning Commons by extending
partnerships with third-party testing companies and promoting to area businesses,
corporations, and community members.
3.4.2.
Promote Library services at community events, including targeted area chambers of
Commerce, the West Suburban Philanthropic Network, Adult Education Expos, and
campus Career Fairs.
3.4.3.
Determine the feasibility of using an AFT cohort to earn an AA degree leading to a Lewis
University 3+1 BA in Criminal/Social Justice degree.
3.4.4.
Collect and analyze data regarding participation of low-income and first-generation
students in the dual credit program.
Maintain Higher Learning Commission/AQIP and other appropriate accreditations and certifications.
4.1.1.
Program Accreditation activities for fiscal year 2016 include:
4.1.1.1.
Diagnostic Medical Imaging Sonography: site visit occurred on the Glen Ellyn
campus on July 13th and 14th, 2015.
ANNUAL PLAN FY 2016
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
4. cont.
4.2.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
4.1.1.2.
Anesthesia Technology: Self-study for initial accreditation to be submitted on or
before September 1, 2015.
4.1.1.3.
Physical Therapist Assistant: compliance report due on September 1, 2015.
4.1.1.4.
Surgical Assistant: Self-study for initial accreditation to be submitted January 22,
2016 in order to offer program in August 2016.
4.1.1.5.
Health Information Technology: Self-study has been submitted; site visit dates to
be determined.
4.1.1.6.
Facilitate Nursing (A.D.N.) accreditation through Accreditation Commission for
Education in Nursing (ACEN); visit scheduled for spring 2016.
4.1.1.7.
Secure reaccreditation through NASAD and explore accreditation options for
Music and Theater.
4.1.1.8.
Complete National Bath and Kitchen Association (NBKA) accreditation of
Interior Design.
4.1.1.9.
Determine outcome of National Association of Schools of Art & Design (NASAD)
reaccreditation visit.
Enhance public’s awareness of significant programs, services, facilities, capabilities and
institutional stewardship of taxpayer resources.
4.2.1.
Develop Library film viewing and discussion events in the Library to engage students and
the community with the Library facility and to promote the Library’s film collection.
4.2.2.
Increase Learning Commons’ outreach and marketing efforts to inform more students of
available learning support services through videos, class visits, and advertising through
Chap Life.
4.2.3.
Develop and promote lectures and panel discussions, highlighting faculty expertise and
programs that address topics of interest to the community.
4.2.4.
Create and maintain high-quality websites and online resources supporting online courses
and academic technology.
4.2.4.1.
Complete the COD Online website, including live updating of online & hybrid
course offerings, enrollment numbers, and other relevant data points.
4.2.4.2.
Promote online degrees and certificates.
4.2.4.3.
Create an online learning blog with general information about trends and issues
in academic technology that can be useful to faculty and distance learning staff
beyond COD.
4.2.4.4.
Host focus groups with divisions to enhance websites and plan for regular
updates. Create faculty pages.
15
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
4. cont.
4.3.
4.2.5.
Develop new outlets for course content, to serve our community and district and to raise
the positive profile of the College through an iTunesU site for the College.
4.2.6.
Develop public content that addresses current issues (e.g. race, class, equity, power) with
appropriate COD faculty, to position COD as a resource for thoughtful public dialogue,
pursing the creation of podcast series with College faculty examining issues.
4.2.7.
Continuing Education will offer no less than two large public events (in addition to free
Sampler Days) to attract new visitors to campus, community members who have not been
to campus in many years as well as to more deeply engage continuing students.
4.2.8.
Develop a CTE Advisory Committee Guidebook. Offer orientation and training to CTE
Coordinators and Committee Chairs.
Leverage Regional Centers to promote College programs and services.
4.3.1.
4.4.
5.
16
Address the impact of changing
demographics in a global society.
Goal
5.1.
5.
Tasks
5.1., 5.2., 5.3.,
5.6.
Develop and implement a public campaign (advertisement) to promote the Regional
Centers and the communities they serve in collaboration with Marketing and Creative
Services.
Identify, promote and leverage alumni and other significant stakeholders to enhance the academic
reputation of the College.
Expand and coordinate academic, social and personal support systems for underrepresented
populations.
5.1.1.
Lay groundwork to develop a STEM/STEAM Fair to be held at COD in spring 2016 or
fiscal year 2017.
5.1.2.
Improve service to students by hiring a manager for the new Digital Media Lab in the
Library, and by revising the position descriptions for Library Monitors to include proactive
assistance of patrons.
5.1.3.
Support the digital literacy of students through Library workshops; support digital literacy
and media production skills of students, faculty and employees through the acquisition of
LyndaCampus, a unique collection of training videos and other educational resources.
5.1.4.
Revise Academic ESL curriculum to ensure smooth transition to college-level work for
Adult ESL students.
5.1.5.
Identify a program for students with developmental education needs which aligns current
literacy and Reachout programming within an existing structure (to be purchased) or a new
structure to be created and examine fit. If appropriate, plan logistics for a fiscal year 2017
launch.
5.1.6.
Restructure the Global Education Committee to lead and promote global learning and
engagement across the curriculum.
ANNUAL PLAN FY 2016
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
5. cont.
5.2.
5.3.
5.4.
6.
To enhance COD’s strong financial position.
Goal
6.
Task
6.2
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
6.1.
Through programs and activities, continue to foster a culture of inclusiveness for students and
employees.
5.2.1.
Provide a circulating Veterans Collection in response to requests from the Veterans
Services Office and our veteran students.
5.2.2.
Develop McAninch Arts Center programming that reflects the cultural diversity of the
community.
5.2.3.
Grow course offerings in Lifelong Learning by ten percent.
5.2.4.
Conduct second multi-department crisis exercise involving 911 Call Center, Emergency
Medical Technician/Fire students, Suburban Law Enforcement Academy, Criminal Justice,
Health Sciences and Liberal Arts.
5.2.5.
Develop marketing and recruitment materials targeting women in STEM related fields and
men in Fashion and Cosmetology fields.
Expand efforts to recruit, retain, and graduate underrepresented students.
5.3.1.
Work with a consultant and physics faculty to develop a curriculum for grade school and
junior high girls to pique their interest in STEM related topics/fields.
5.3.2.
Enhance the Physical Education curriculum to meet the interests of underrepresented
populations. Add courses as necessary that appeal to new populations.
5.3.3.
Develop courses to meet the need of the aging population in the COD community.
5.3.4.
Aggressively market, recruit, enroll and support adult non-traditional students who are one
of the 72,000 or so District 502 residents that do not have a high school diploma. Increase
General Education Development graduation by ten percent.
Develop and implement programs and services to enhance institutional diversity and global
engagement.
5.4.1.
Explore opportunities to expand Study Abroad opportunities in Morocco (or other Arabicspeaking countries), Brazil, and/or Africa.
5.4.2.
Recruit and hire Adjunct faculty from diverse backgrounds: organize a diversity recruitment
Open House.
Strengthen fiscal performance of all auxiliary enterprises.
6.1.1.
Increase McAninch Arts Center subscribers by 20 percent and increase sales by one
percent from $1.1M to$1.2M.
17
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
SLRP TASK
LINKAGE
STRATEGY
NO.
OBJECTIVE
7.
Build a culture reflective of a positively
Goal
7.1
engaged work force focused on the College’s 7.
mission, vision and values.
Tasks
7.1., 7.2., 7.3.,
7.4
(Goals & Tasks)
7.3.
7.4.
8.
18
To expand and enhance state-of-the-art
facilities.
Goal
8.1.
8.
8.2.
Tasks
8.1., 8.3., 8.4., 8.3.
8.5.
Enhance employees’ effectiveness and capabilities in supporting the goals and tasks of the College
including building and enhancing leadership skills through professional development programs.
7.1.1.
Plan an In-Service day in January for all Library staff members to learn new skills and
address issues of personal and professional development.
7.1.2.
Develop a comprehensive professional development program for adjunct faculty.
7.1.3.
Compile data to enhance specific development options for various adjunct constituencies.
7.1.4.
Create and implement an adjunct faculty expo to highlight adjunct faculty accomplishments.
7.2.1.
Facilitate one or more coordinated divisional service projects.
Promote and utilize recognition programs (e.g., I Am COD Individual Award!, etc.) to reinforce high
performance and workforce engagement.
7.3.1.
Host the Celebrating Our Own exhibit in the Library, showcasing the scholarly and creative
work produced by College of DuPage faculty and staff, and promote the event widely to
the community.
7.3.2.
Charge a faculty committee to review and revise the faculty award program.
Using the 2014 PACE survey results, work with all constituency groups to positively impact the
climate and culture.
Finalize construction of the Homeland Security Training Center on the Glen Ellyn campus.
Continue to enhance and maintain the aesthetics of campus buildings and grounds.
Continue to maintain the College’s buildings and grounds to optimize the teaching and
learning environment.
8.3.1.
Work with the Facilities Office to complete the approved project to remodel the Westmont
Learning Commons to improve the testing environment and increase the number of
testing stations.
8.3.2.
Complete the remediation of construction oversights in the Library: remediate the
acoustical problems related to ceiling construction in the Circulation area on the main
level; complete the installation of Library signage; complete the analysis and correction of
environmental control issues for the Technical Services space.
8.3.3.
Collaborate with Facilities to address acoustic issues in Music rehearsal and practice rooms.
8.3.4.
If approved by the Board of Trustees, ensure the field improvement plan for the softball
and baseball facilities, and soccer field is completed by the end of FY 2016.
8.3.5.
Identify possible spaces on Glen Ellyn campus for the American Sign Language Interpreter
and Hearing Instrument Dispensary program, and prepare and submit proposal for
renovation of identified space(s).
ANNUAL PLAN FY 2016
OBJECTIVES FOR: Jean Kartje, Vice President, Academic Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
8.3.6.
8.4.
9.
To ensure a dynamic technological
environment.
Goal
9.
Tasks
9.2., 9.3
9.1.
9.2.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Continue the process of a possible renovation of the current Anatomy/Physiology cadaver lab.
Continue study of current and future facility needs.
8.4.1.
Identify space for Field Studies equipment storage and repair.
8.4.2.
Articulate need for academic building on west side of Lambert to house classrooms, a food
option, meeting rooms, Entrepreneurship Center.
8.4.3.
Identify location for Entrepreneurship Center, which must relocate in FY 2017 2M.
Continue to improve the information technology infrastructure in order to enhance student learning
and provide necessary support mechanisms
9.1.1.
Evaluate and pilot the use of a student log-in and tracking system for the Testing Center,
working with the Information Technology office.
9.1.2.
Register all COD students, faculty, and staff as Library patrons automatically through
the loading of patron data directly from Colleague into Voyager, the new Library
Circulation System.
9.1.3.
Work with faculty and Information Technology to identify the best LMS system to support
the College’s online courses.
9.1.4.
Implement ArchivesSpace software to enable the online searching of materials in the
COD Archives.
9.1.5.
Assess effectiveness of lecture capture and provide professional development
opportunities for full- and part-time faculty on use of this equipment.
9.1.6.
In collaboration with AA Learning Technology, explore appropriate use of LMS for
ABE/GED/ESL.
9.1.7.
Work with Information Technology to negotiate purchase, install, beta test and develop an
annual maintenance plan for Ellucian Elevate CE ERP/CRM product no later than SP16.
9.1.8.
Work with Information Technology and external partners to improve CE programmatic
offerings to include cutting edge technologies like 3-D printing, application creation as well
as start offering personal and professional training on McAninch Arts Center computers.
9.1.9.
Launch an upgraded version of CurricUNET to facilitate efficient and effective curriculum
development process.
Continue to improve the information technology infrastructure in order to maximize institutional
effectiveness and to ensure that hardware and software are reliable, secure, and user friendly.
9.2.1.
Identify program areas with faculty who are interested in simulation instruction, and identify
possible conferences or other types of training opportunities with this modality.
9.2.2.
Upgrade McAninch Arts Center box office ticketing system.
19
20
ANNUAL PLAN FY 2016
COLLEGE OF DUPAGE
OBJECTIVES FOR
ANNUAL PLAN
ORGANIZATIONAL AREA/DIVISION
POSITION
OBJECTIVES FOR 2015-2016
Administrative Affairs
Vice President
DATE
OBJECTIVES FOR: , Vice President, Administration and Treasurer
NO.
OBJECTIVE
SLRP TASK
LINKAGE
1.
To ensure the financial integrity and
performance of the College.
Goals
6.
Tasks
6.1., 6.2., 6.4.
STRATEGY
(Goals & Tasks)
2.
3.
4.
5.
To improve the management of accounts
receivable balances, by term, and flexibility
of student payment options.
To continue execution of the various
construction, renovation and site
improvement projects within budget, timeline
and educational specifications.
To reduce energy costs for electricity and
natural gas through energy conservation and
smart purchasing.
To oversee the execution of the fiscal year
2016 Operations & Capital Maintenance
projects.
Goals
1., 6.
Tasks
1.6., 6.1.
Goals
8.
Tasks
8.1., 8.3., 8.5.
1.1.
Monitor fund balance and ensure compliance with Board of Trustees policy.
1.2.
Ensure all month end reconciliations are prepared, reviewed and comply with Board of Trustees
policy.
1.3.
Develop an operating budget for fiscal year 2016.
1.4.
Work with Human Resources to ensure compliance with the Affordable Care Act and other legislation.
2.1.
Minimize the amount of uncollected student receivables for non-financial aid students.
2.2.
Oversee the TouchNet payment plan system and align payment plan offerings with student needs.
2.3.
Review payment and drop policies with Academic and Student Affairs to determine if adjustments
need to be made.
3.1.
Complete construction of the Homeland Security Training Center.
3.2.
Evaluate and identify the current Capital Maintenance and infrastructure projects.
3.3.
Update the Facilitates Master Plan.
3.4.
Complete the State documentation close-out of phased demolition and site restoration of the
original west campus building sites by August 2015.
3.5.
Complete the Illinois Community College Board Project Close-out of the McAninch Arts Center by
the end of first quart fiscal year 2016.
3.6.
Complete the Illinois Community College Board Project Close-out and finalize the outstanding
construction period warranty issues of the PEC by second quarter fiscal year 2016.
3.7.
Complete the Illinois Community College Board Project Close-out of the SRC by second quarter
fiscal year 2016.
3.8.
Complete punch list and finalize close-out of the Naperville Center by August 2016.
Goals
8.
Tasks
8.2., 8.3., 8.5.
4.1.
Develop and evaluate the actual electrical and natural gas consumption for 2015 versus 2014.
4.2.
Monitor the energy consumption and evaluate the usage to promote conservation.
4.3.
Perform monthly, quarterly, and annual evaluations of energy usage.
Goals
8.
Tasks
8.3., 8.4., 8.5.
5.1.
Work to execute the various operations and maintenance projects with minimal impact to College
operations.
5.2.
Ensure that the projects are meeting specifications, are completed within budget, and on
schedule.
5.3.
Work with the Resource Development Office to obtain grant funding for eligible projects.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
21
OBJECTIVES FOR: , Vice President, Administration and Treasurer
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
6.
7.
8.
22
To improve safety on campus.
To ensure the development and
implementation of training programs that are
relative to department activities to enhance
worker safety.
To reduce Worker’s Compensation loss
experience.
Goal
7.
Tasks
7.1., 7.2.
Goal
7.
Task
7.2.
Goals
6., 7.
Tasks
6.1., 7.2.
6.1.
Continue work with outside partners to provide drill training opportunities.
6.2.
Continue to maintain fire/weather drills with college partners to maintain staff/student safety
preparedness and skillset.
6.3.
Work with Information Technology Department to maintain and expand complex systems like
Closed Circuited TV and Access Control.
6.4.
Continue expansion of camera system for maximum coverage and protection of College assets.
6.5.
Continually monitor Occupational Safety and Health Administration, Environment Protection
Agency and Department of Transportation regulations to ensure compliance with current
regulations and prepare for upcoming changes.
6.6.
Maintain all mandatory and recommended programs for fuel storage tanks, asbestos, hazardous
materials and radon.
7.1.
Modify the monthly training schedule for Facilities to better address the specific hazards they
encounter during seasonal and daily work activities.
7.2.
Create safety training modules for identified as exposed to hazardous materials, compressed gas
users and others to provide training topics and goals relative to their work environment.
7.3.
Review and initiate the orientation process for student workers regarding Hazardous
Communication and “Right to Know”.
7.4.
Provide general classroom safety training to full and part time faculty members
8.1.
Work with all supervisors to ensure their staff are routinely reminded to report injuries as soon as
they occur.
8.2.
Develop a process to improve the timeliness of reporting of Worker’s Compensation claims to the
average of Illinois Community College Risk Management Consortium.
8.3.
Initiate the reporting of all “near miss” incidents. Have training modules as follow-up to these
reports.
8.4.
Investigate with Human Resources, the implementation of a disciplinary process to hold
employees accountable and also recognizing those who follow the correct steps regarding safety.
ANNUAL PLAN FY 2016
COLLEGE OF DUPAGE
OBJECTIVES FOR
Linda Sands-Vankerk
ANNUAL PLAN
ORGANIZATIONAL AREA/DIVISION
POSITION
OBJECTIVES FOR 2015-2016
Human Resources
Vice President
DATE
7/15/2015
OBJECTIVES FOR: Linda Sands-Vankerk, Vice President, Human Resources
NO.
OBJECTIVE
SLRP REF.
STRATEGY
1.
To provide leadership and direction in the
implementation and management of the
Affordable Care Act and Pension Reform
Legislation.
Goals
6., 7., 9.
Tasks
6.1., 6.4., 9.3.
1.1.
Monitor employee work hours for the implementation of the 6055/6056 Affordable Care Act
regulations and the required IRS reporting in January 2016.
1.2.
Lead efforts and education of the Insurance Advisory Committee in preparation of the Cadillac
Tax strategy.
1.3.
Monitor pension reform legislation to ensure compliance and communication to employees about
potential changes.
1.4.
Monitor pending legislation including, but not limited to, changes in FLSA requirements for
‘exempt’ employment status.
2.1.
Improve effectiveness in the performance evaluation process including reviewing and updating
performance dimensions.
2.2.
Continue to develop and implement curriculum and programs for the Leadership Academy.
2.3.
Develop and implement High Potential and Succession Planning Program as appropriate.
2.4
Develop and implement behavioral interviewing guidelines and training for hiring supervisors
and managers.
2.5
Continue implementation of required Campus Security training programs in compliance with
requirements related to Sexual Harassment and Violence on Campus regulatory requirements.
2.6
Continue working with Staff and Faculty subject matter experts and professional development
advisory committees to identify and develop professional development opportunities for Staff
and Faculty.
3.1.
Continue to develop and implement curriculum and programs for the Leadership Academy.
3.2.
Continue the development and implementation of Staff and Faculty development programs.
3.3.
Develop and implement modules for new program: “Orientation for New Supervisors, Managers
and Administrators”.
3.4.
Human Resources to participate in departmental meetings and partner with non-faculty hiring
committees to continue building trust and credibility.
3.5.
Initiate preparations for 2017 Union Contract negotiations.
4.1.
Improve utilization of HireTouch i.e. report generation, etc.
4.2.
Investigate feasibility of JobTarget and similar options to reduce cost of job advertising. Implement
as appropriate.
4.3.
Streamline retiree health insurance reimbursement process.
2.
3.
4.
To develop and implement professional
development programs in accordance with
the College’s priorities, goals and objectives.
To continue to promote positive labor and
employee Relations.
To Improve the efficiency and effectiveness
of the Human Resources Department.
Goals
1., 2., 4., 5., 7.
Tasks
1.1., 1.4., 2.2.,
4.1., 5.2., 5.6.,
7.1., 7.2.
Goals
5., 6., 7.
Tasks
5.2., 5.6., 6.1.,
6.2., 7.1,
7.2., 7.3.,
7.4.
Goals
6. , 7., 9.
Tasks
6.1., 7.2., 9.2.,
9.3.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
23
OBJECTIVES FOR: Linda Sands-Vankerk, Vice President, Human Resources
NO.
OBJECTIVE
SLRP REF.
4. cont.
5.
6. .
7. .
24
To provide leadership and direction to
improve employee diversity efforts at the
College.
Goals
1., 2., 5., 7.
Tasks
1.4., 1.6., 1.8.
2.2., 5.2., 5.3.,
5.5., 5.6., 7.1.,
7.2.
STRATEGY
4.4.
Improve efficiencies of benefits processes including implementation of online enrollment, vendor
data transfers, and vendor data feeds.
4.5.
Facilitate and support the transfer of student employment to Financial Aid Office through fall 2015
semester.
4.6.
Partner with Information Technology to investigate alternative options for TLC registration system.
4.7
Partner with Information Technology to investigate options for integrating vendor products into
College of DuPage systems.
4.8
Improve efficiencies of FMLA process including implementation of FMLA tool.
4.9
Coordinate internal and external audits as appropriate for the Human Resources Department.
4.10
Monitor employment to determine that individual employees do not have multiple jobs within
College of DuPage unless authorized.
5.1.
Determine ways to improve utilization of Affirmative Action Committee.
5.2.
Continue establishing relationships within the community to increase diversity of candidates for
employment.
5.3.
Continue to provide Diversity and Interviewing training for all search committees and for hiring
managers.
5.4.
Support new institutional staff and faculty diversity awareness and training as needed.
Goals
6., 7.
9.
Tasks
6.1., 7.1., 9.2.,
9.3., 9.4.
6.1.
Review and update Human Resources Board Policies and Procedures.
6.2.
Continue the coordination with Information Technology to address privacy issues in Colleague
operating system.
To provide Human Resources leadership and Goals
guidance through transition process to new
6., 7.
organizational leadership and priorities.
Tasks
6.1., 7.1., 9.2.,
9.3., 9.4.
7.1.
Identify and recommend appropriate communication vehicles as appropriate.
7.2.
Provide counsel to Senior Management Team on impact of organizational changes and solutions
to obstacles.
To provide direction and leadership to
ensure Human Resources Board Policies
and Procedures are current and aligned with
legal and institutional goals and priorities.
ANNUAL PLAN FY 2016
COLLEGE OF DUPAGE
OBJECTIVES FOR
Chuck Currier
ANNUAL PLAN
ORGANIZATIONAL AREA/DIVISION
POSITION
OBJECTIVES FOR 2015-2016
Information Technology
Vice President
DATE
6-30-2015
OBJECTIVES FOR: Chuck Currier, Vice President, Information Technology
NO.
OBJECTIVE
1.
To demonstrate student success by
implementing approaches resulting in
top quartile retention, persistence, and
graduation rates.
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
2.
3.
To partner with Academic Affairs and Student
Affairs divisions to facilitate recruitment,
enrollment and retention of students.
To participate in community events to
strengthen community relations; personal
development.
Goals
1., 5.
Tasks
1.4., 1.9., 5.3.,
5.6.
Goals
1., 2., 5., 7., 9.
Tasks
1.1., 1.3., 1.4.,
1.6.,2.2., 5.1.,
5.3., 5.5., 5.6.,
7.1., 9.1.
Goals
6., 7., 9.
Tasks
7.1., 9.1.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
1.1.
Schedule Planner (Shopping Cart).
1.2.
Colleague Self-Service (Planning & Finance).
1.3.
Near completers (Lexicon).
1.4.
Blackboard Collaborate.
1.5.
A1/E1 Automation.
1.6.
Jobs/Internship Management.
1.7.
Dual Credit Registration Automation.
1.8.
SARS Anywhere Upgrade.
2.1.
Work with the TLC in delivering In-Service or Special Technology Training opportunities.
2.2.
HireTouch/Colleague Integration.
2.3.
Automate Leave Request.
2.4.
Faculty Load.
2.5.
Auto Provisioning/De-Provisioning.
2.6.
New Hire Benefits Enrollment.
2.7.
Temporary Employee Tracking.
3.1.
Build relationships in Addison through participation in Addison Chamber of Commerce events at
least 12 times through June, 2016
3.2.
Participate in Community Evenings as a representative of the College administration.
3.3.
Build relationships with industry through participation in Information Technology management
organizations and company outreach.
3.4.
Build relationships with peer institutions through participation in events with ClOs.
25
OBJECTIVES FOR: Chuck Currier, Vice President, Information Technology
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
4.
To ensure a dynamic technological
environment.
Goals
6., 7., 8., 9.
Tasks
6.1., 7.1., 8.1.,
8.4., 9.1., 9.2.
4.1.
Develop the 2017-2021 Information Technology Plan.
4.2.
Senior Management Team approval of 2017-2021 Information Technology Plan.
4.3.
New and emerging technologies to disseminate campus wide.
4.4.
Smart Print program (campus wide).
4.5.
Technology in new construction of Homeland Security Training Center building.
4.6.
Implement, monitor and manage security.
4.7.
Implement approved 2016 Information Technology Plan.
4.8.
Expand network bandwidth to accommodate growing use for academics and administrative
functions.
4.9.
Build resilient data storage infrastructure to improve operational availability.
4.10. Replace lab and classroom equipment on Information Technology Plan cycle.
4.11. Replace computing center servers and network gear on Information Technology Plan cycle.
26
ANNUAL PLAN FY 2016
COLLEGE OF DUPAGE
OBJECTIVES FOR
Joseph Moore
ANNUAL PLAN
ORGANIZATIONAL AREA/DIVISION
POSITION
OBJECTIVES FOR 2015-2016
Marketing and Communications
Vice President
DATE
7/1/2015
OBJECTIVES FOR: Joseph Moore, Vice President, Marketing and Communications
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
1.
2.
3.
4.
To help grow combined Fall and Spring
(Academic year 2015-2016) 10th day FTES.
Goals
1., 4.
Tasks
1.1., 1.3., 1.6.,
1.8., 4.2., 4.3.,
4.4.
1.1.
1.2.
Develop and implement an annual direct marketing and advertising plan.
1.1.1.
Create strategic annual plan.
1.1.2.
Continue to incorporate new branding into creative execution.
1.1.3.
Negotiate pricing of advertising placement.
Plan and execute events to support enrollment.
1.2.1.
Co-plan and coordinate Career Fair.
1.2.2.
Support Rockin’ for the Troops event.
1.2.3.
Plan and Coordinate our participation in TEDx Naperville.
1.2.4.
Support the Math Symposium with appropriate communications and marketing.
1.3.
Publish “impact” magazine or other Community-wide publication.
1.4.
Develop and Implement an in-house Content Marketing strategy to more widely spread stories
about College of DuPage.
1.5.
Establish an annual plan for Search Engine.
To support the communications goals of the
Foundation.
Goals
2., 3.
Tasks
2.1., 3.1., 3.4.
2.1.
Support Foundation marketing and communications goals.
2.2.
Incorporate brand messages into Foundation communications.
To continue to improve interactivity of the
web page.
Goals
1., 4.
Tasks
1.1., 1.3., 1.6.
1.8., 4.2., 4.3.,
4.4.
3.1.
Roll out blogging to select representatives. Including Student blog.
3.2.
Roll out faculty webpages.
3.3.
Develop and enhanced Athletics microsite.
3.4.
Develop and interactive tour of campus.
3.5.
Embed the Career Coach Job outlook information throughout the site.
Goals
1., 4.
Tasks
1.1., 1.3., 1.6.
1.8., 4.2., 4.3.,
4.4.
4.1.
Develop a strategy for creating program support materials.
4.2.
Begin to execute the plan.
Develop and begin to execute a plan to
create and maintain a catalog of program
marketing materials.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
27
OBJECTIVES FOR: Joseph Moore, Vice President, Marketing and Communications
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
5.
6.
To utilize Digital Commons at College of
DuPage to begin linking and indexing metadata for existing and future finished projects.
Catalog existing Multimedia Services assets
back to 2011.
Goal
4.
Tasks
4.2., 4.3., 4.4.,
5.1.
Train new data operators for data entry.
5.2.
Train users to access the Db.
5.3.
Continue to enter all photos and digital media into the system. This will be ongoing.
To plan, prepare and support 50th Anniversary Goals
events and communications.
1., 4.
Tasks
1.1., 1.3., 1.6.
1.8., 4.2., 4.3.,
4.4.
6.1.
Develop plan with 50th Anniversary Steering Committee
6.2.
Execute plan with Internal Work Committee.
7.
To achieve positive imaging through
promotion of student/faculty/academic
achievements.
Goals
1., 4., 7.
Tasks
1.1., 1.3., 1.6.
1.8., 4.2., 4.3.,
4.4., 7.2., 7.3.
7.1.
Media story pitching, press releases, faculty and student spotlights, social media, electronic
signage, calendar, website.
8.
To maintain sustained internal
communications with employees.
Goal
7.
Tasks
7.2., 7.3.
8.1.
Greensheet, Official Communications, employee portal announcements, assisting academic
areas and staff with internal messaging about new academic programs, College of DuPage
Alerts.
9.
To host ACT-SO competition and monthly
enrichment sessions.
Goals
3., 5.
Tasks
3.2., 3.3., 5.1.,
5.2., 5.3.
9.1.
Work with ACT-SO leadership to update current Memorandum of Understanding.
9.2.
Host 37th annual competition on Saturday, March 19, 2016.
9.3.
Host monthly enrichment sessions beginning in September 2015.
10.
11.
12.
28
To host campus events that allow College
of DuPage leadership to engage with local
community leadership.
Goal
4.
Tasks
4.2., 4.3.
10.1. Devise new arrangement for community leadership events.
To evaluate/maximize memberships with
Chambers of Commerce.
Goal
4.
Tasks.
4.2., 4.3.
11.1. Conduct quarterly reviews College of DuPage’s representation at each Chamber of Commerce.
To coordinate the fifth annual Laps with
Chaps 5K.
Goals
1., 4.
Tasks
1.1., 1.8., 4.2.
12.1. The fifth annual 5K will be held on Saturday, September 26, 2015.
10.2. Host twice per year, beginning in spring 2016.
11.2. Maintain the current 15 Chamber of Commerce memberships and establish which benefits to
utilize as memberships are renewed throughout the year.
12.2. New fee structure.
12.3. Will include second College of DuPage Food Truck Rally and 100-yard Youth Dash.
ANNUAL PLAN FY 2016
OBJECTIVES FOR: Joseph Moore, Vice President, Marketing and Communications
NO.
OBJECTIVE
13.
To coordinate COD Cares and leverage the
College’s large employee and student base
to perform service in the community.
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
Goals
1., 4.
Tasks
1.1., 1.8., 4.2.
13.1. Fall semester Day of Action will be held in October 2015 and have the same format as in the past
with Action Stations, Donation Stations, and food. The spring semester Day of Action’s format will
be revisited and possibly revised at the discretion of the COD Cares Steering Committee.
13.2. The online signup tool called Volunteer Squared will be completely integrated.
13.3 Create the 2016-2017 monthly group service calendar with input from COD Action Heroes.
14.
15.
16.
To coordinate faculty and staff Speakers
Bureau participation.
Goals
1., 4.
Tasks
1.1., 1.8., 4.2.
14.1. Integrate the use of a College of DuPage portal team site for ease of tracking.
To coordinate 21st annual Martin Luther King
Breakfast.
Goals
1., 4.
Tasks
1.1., 1.8., 4.2.
15.1. Secured speaker in May 2015, the Honorable Arnette Hubbard from Cook County Circuit Court.
To create and publish at least six major
promotional programs targeted to potential
and current students of College of DuPage.
Goals
1., 4.
Tasks
1.1., 1.3., 1.6.,
1.8., 4.2., 4.3.
16.1. Current plans propose programs for Early Childhood Education Center program, Automotive
Technology Program.
14.2. Promote the Speakers Bureau to faculty through Academic Affairs.
15.2. Coordinate other aspects of the event in tandem with Benedictine University.
16.2. “My first day at College of DuPage,” a student, day in a life, promotional program.
16.3. Chaparral Athletics promotional program.
16.4. Fiscal year 2016 NSO student leaders promotion.
17.
18.
19.
To refurbish current Multimedia Services
UPS system through a complete battery
replacement and diagnostic examination.
Goals
1., 4.
Tasks
1.1., 1.3., 1.6.,
1.8., 4.2., 4.3.
17.1. Create RFP with purchasing and invite bids on the proposed work, present results to BOT.
To begin work on College of DuPage 50th
Anniversary multimedia program.
Goals
1., 4.
Tasks
1.1., 1.3., 1.6.,
1.8., 4.2., 4.3.,
4.4.
18.1. Participate on the 50th Anniversary planning committee.
To maintain the staff training necessary
to maintain currency and proficiency in
appropriate technology.
Goals
1., 4.
Tasks
1.1., 1.3., 1.6.,
1.8., 4.2., 4.3.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
17.2. On approval by BOT proceed with the refurbishment.
18.2. Plan archival search and collection.
18.3. Plan and assign exterior B roll.
18.4. Plan on-camera interviews.
19.1. Utilize Lynda.com for staff technology training.
19.2. Seek appropriate workshop and seminars.
19.3. Make training a staff objective.
29
OBJECTIVES FOR: Joseph Moore, Vice President, Marketing and Communications
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
20.
To further reduce the College’s subsidy of
WDCB by keeping expenses at a minimum
while increasing revenue lines.
Goal
6.
Tasks
6.1., 6.2., 6.3.,
20.1. Increase WDCB membership to more than 6500 donors contributing $800,000 annually.
20.2. Aggressively increase underwriting sales to more than $200,000 annually.
20.3. Increase major individual giving by cultivating existing donors and working with College of
DuPage Foundation resources to better target and cultivate WDCB donors capable of large gifts.
20.4. Create and successfully execute new station fundraising events that bring different facets of
WDCB’s audience demos together in support of the station.
21.
To strengthen and clarify WDCB’s connection Goal
4.
to College of DuPage, Glen Ellyn, DuPage
and the larger Chicago Community.
Tasks
4.2., 4.3.
21.1. Work with College of DuPage partners, including McAninch Arts Center, Carney Art Gallery, and
Music Studies faculty to promote College of DuPage strategic initiatives.
21.2. Develop a new on air tagline to better brand WDCB as a cultural outreach of the College.
21.3. Identify broadcast opportunities, including live remotes and recorded campus cultural events that
can add to WDCB’s public affairs presentations on air and online.
22.
30
To solidify WDCB’s standing as a major
broadcaster of music, art and culture in the
Chicago area.
Goals
1., 4.
Tasks
4.2., 4.3., 6.1.,
6.2., 6.3.
22.1. Identify and execute opportunities for grant funded projects that can promote WDCB’s
programming through involvement in prestigious projects, events and venues.
22.2. Identify opportunities for WDCB to become a provider of regionally and national distributed
content via PRX network.
ANNUAL PLAN FY 2016
COLLEGE OF DUPAGE
OBJECTIVES FOR
James Martner
ANNUAL PLAN
ORGANIZATIONAL AREA/DIVISION
POSITION
OBJECTIVES FOR 2015-2016
Office of the President - Internal Auditor
Director of Internal Audit
DATE
OBJECTIVES FOR: James Martner, Director of Internal Audit
SLRP TASK
LINKAGE
STRATEGY
NO.
OBJECTIVE
1.
To assist the external audit firm with the
fiscal year 2015 annual financial audit.
Goal
6.
Task
6.1.
1.1.
Complete the Student Financial Aid testing by the end of August 2015.
1.2.
Complete other testing as requested by Crowe Horwath within the contractual time commitment by
the beginning of September 2015.
To assist the President with special analysis
of any facet of College operations such as
departmental functions, auxiliary enterprises
or financial performance.
Goal
6.
Tasks
6.1., 6.2.
2.1.
Perform analysis of College departments and programs and make recommendations to the
President.
2.2.
If approved by the President, assist College departments with special analysis of programs and
interpretations of policies and procedures.
To ensure change order costs, labor rates
and contract allowance charges for all
referendum projects are contractually
allowed and correctly charged.
Goal
8.
Tasks
8.1., 8.3., 8.5.
3.1.
Complete testing for all approved change orders and contract allowances before final payment to
contractor is authorized.
3.2.
Review all contractor labor rates prior to contract approval to ensure the College is being charged
appropriately.
4.
Train and supervise new Internal Auditor in
order to expand audit coverage across the
College.
Goal
6.
Task
6.1.
4.1.
Plan and supervise audit assignments to ensure staff is actively engaged in reviews in multiple
College departments.
5.
To ensure state apportionment reports are in
compliance with Illinois Community College
Board administrative rules.
Goal
6.
Task
6.1.
5.1.
Complete testing of report submissions for the 2014 Summer term by October 2015, for the 2015
fall term by February 2016 and for the 2015 spring term by July 2016.
6.
To determine compliance with Board of
Trustees Policy, Administrative Procedure
and applicable laws regarding Payroll
processing.
Goal
6.
Task
6.1.
6.1.
Complete testing by May 2016 to determine compliance and measure progress toward the goals
as shown in the College’s Affirmative Action Plan.
7.
To determine compliance with procurement
card policies and procedures.
Goal
6.
Tasks
6.1.
7.1.
Complete one comprehensive review of procurement card transactions to determine compliance.
8.
To review the Continuing Education Youth
Academy, Youth Camp and any other youth
program for operational performance and to
determine compliance with Board Policies
and Administrative Procedures.
Goal
6.
Task
6.2.
8.1.
Complete a comprehensive review of the Continuing Education Youth programs to assist
management in determining if operational efficiencies can be achieved.
8.2.
Review the financial records to determine compliance with Board Policies, Administrative
procedures and any applicable laws or grant regulations.
(Goals & Tasks)
2.
3.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
31
OBJECTIVES FOR: James Martner, Director of Internal Audit
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
9.
To review the Field Studies and Study
Abroad Programs for operational
performance and to determine compliance
with Board Policies and Administrative
Procedures.
Goal
6.
Task
6.2.
9.1.
Complete a comprehensive review of the Field Studies and Study Abroad operations to assist
management in determining if operational efficiencies can be achieved.
9.2.
Review the financial records to determine compliance with Board Policies, Administrative
procedures and any applicable laws or grant regulations.
To review the Physical Education Fitness
Center for operational performance and to
determine compliance with Board Policies
and Administrative Procedures.
Goal
6.
Task
6.1.
10.1. Complete a comprehensive review of the Physical Education Fitness Center to assist
management in determining if operational efficiencies can be achieved.
11.
To review the Athletic Programs for
Compliance with National Junior College
Athletics Association (NJCAA) requirements.
Goal
1.
Task
1.8.
11.1. Complete a comprehensive review of the College’s Athletic Program compliance with NJCAA
requirements.
12.
To determine compliance with Board of
Trustees Policy and Procedure regarding
investments.
Goal
6.
Task
6.1.
12.1. Complete one comprehensive review of the College’s investments to determine compliance.
13.
To review the Conference and Events
Services Department for operational
performance and to determine compliance
with Board Policies and Administrative
Procedures.
Goal
6.
Task
6.2.
13.1. Complete a comprehensive review of the Conference and Events Services Department to assist
management in determining if operational efficiencies can be achieved.
14.
To review the Automotive Services program
for operational performance and to determine
compliance with Board Policies and
Administrative Procedures.
Goal
6.
Task
6.2.
14.1. Complete one comprehensive operational review of the College’s automotive service program and
to determine compliance with College policies and procedures.
15.
To determine compliance with cash
disbursement policies and procedures.
Goal
6.
Task
6.1.
15.1. Complete one comprehensive review of Cash Disbursements to determine compliance.
16.
To provide expertise in assessing the viability Goals
of whistleblower complaints.
6., 7.
Tasks
6.1., 7.2.
10.
32
10.2. Review the financial records to determine compliance with Board Policies, Administrative
procedures and any applicable laws or grant regulations.
13.2. Review the financial records to determine compliance with Board policies, Administrative
procedures and any applicable laws or grant regulations.
16.1. Complete analysis of all complaints received, investigate extent of issues and report findings to the
President (Board of Trustees if necessary) in compliance with administrative procedures.
ANNUAL PLAN FY 2016
OBJECTIVES FOR: James Martner, Director of Internal Audit
STRATEGY
NO.
OBJECTIVE
SLRP TASK
LINKAGE
17.
To contribute expertise to College
committees such as the Earned
Compensation, Faculty/Administrative
Review Board, Affirmative Action and hiring
committees.
Goals
5., 7.
Tasks
5.6., 7.2.
17.1. Actively participate in committee efforts and contribute to outcomes.
18.
To fulfill the continuing education
requirements of the federal Government
Auditing Standards and the Institute of
Internal Auditors.
Goal
7.
Task
7.1.
18.1. All staff will complete a minimum of 40 hours of continuing education.
(Goals & Tasks)
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
33
34
ANNUAL PLAN FY 2016
COLLEGE OF DUPAGE
OBJECTIVES FOR
Mary Ann Millush
ANNUAL PLAN
ORGANIZATIONAL AREA/DIVISION
POSITION
OBJECTIVES FOR 2015-2016
Office of the President - Government Relations and Special Assistant to the
President
Director, Government Relations/Special Assistant to the President
DATE
7/15/2015
OBJECTIVES FOR: Mary Ann Millush, Director, Legislative Relations/Special Assistant to the President
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
1.
2.
3.
4.
To increase visibility of the College in the
community by strengthening partnerships.
To help ensure an improved sense of
community within the College.
To advance approved legislative agenda.
To help strengthen the College’s financial
position.
Goals
1., 3., 4., 6.
Tasks
1.1. 1.5. 3.3.
4.2. 4.3. 6.3.,
Goal
7.
Tasks
7.3., 7.4.
Goals
1., 3.
Tasks
1.5., 1.7., 3.7.
Goals
1., 6.
Tasks
1.1., 1.7., 6.1.,
6.3.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
1.1.
Identify and schedule meetings for President with key leaders of the region.
1.2.
Invite DuPage County Board of Trustees and DuPage Mayors and Managers to campus.
1.3.
Coordinate dedication for new Homeland Security Training Center (HTC).
1.4.
Coordinate information sessions for College neighbors twice during the year.
1.5.
Coordinate Investiture of new President.
1.6.
Identify appropriate conferences and organizations for College presentation. Identify and assist in
the development of applications for appropriate awards/recognitions for the College.
2.1.
Assist President by coordinating small group meetings with administrators.
2.2.
Coordinate Pizza with the Prez for Student Leaders.
2.3.
Coordinate Sneak Peek for new Homeland Security Training Center (HTC).
2.4.
Coordinate Presidents receptions/events during the year for College and community
organizations, such as: All college fall event, Adjunct Faculty reception, first year faculty, newly
tenured faculty and outstanding faculty.
2.5.
Assist President and constituencies with Sacred Cow session.
3.1.
Assist in development of College’s 2016 Legislative Agenda.
3.2.
Coordinate pursuit of legislative agenda.
3.3.
Ensure College’s legislative delegation is aware of the legislative agenda through various
initiatives, such as: mailings, ACCT National Legislative Summit, lobby days, meetings with
legislators.
3.4.
Coordinate event to acquaint legislative delegation with the College campus.
3.5.
Prepare and distribute monthly legislative update, when the GA is in session.
3.6.
Support effort for community colleges offering Applied Technology and Science
4.1.
Advocate for support of College by state and federal legislators and agencies.
4.2.
Pursue funding for facility replacement and RAMP requests through capital appropriations in the
State budget.
4.3.
Assist Grants and other Departments in pursuit of funding for College programs and initiatives.
35
OBJECTIVES FOR: Mary Ann Millush, Director, Legislative Relations/Special Assistant to the President
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
5.
6.
36
To interface with Board of Trustees to
enhance their knowledge and effectiveness.
To carry out other administrative roles and
responsibilities as needed to advance
presidential initiatives.
Goals
3., 7.
Tasks
3.3., 3.7., 7.2.,
7.3., 7.4.
Goals
1., 6.
Task
1.7.
5.1.
Assist in coordinating annual Board of Trustees retreat.
5.2.
Assist in coordinating Board of Trustee workshop/seminars, as needed.
5.3.
Mentor Student Trustee.
5.4.
Coordinate Board of Trustees related functions, meetings.
5.5.
Assist Board of Trustees in establishing budget and monitor.
5.6.
Coordinate and prepare Trustees for legislative visits.
6.1.
Pursue special projects as identified and/or defined by the President.
6.2.
Assist with Presidential Search process.
6.3.
Assist Transition Team with implementation of recommendations/solutions.
6.4.
Assist with Mission Statement review.
ANNUAL PLAN FY 2016
COLLEGE OF DUPAGE
OBJECTIVES FOR
Jim Benté
ANNUAL PLAN
ORGANIZATIONAL AREA/DIVISION
POSITION
Vice President
OBJECTIVES FOR 2015-2016
Planning and Institutional Effectiveness
DATE
5/12/2015
OBJECTIVES FOR: Jim Benté, Vice President, Planning and Institutional Effectiveness
NO.
OBJECTIVE
SLRP TASK
LINKAGE
1.
To lead, coordinate and provide technical
support for developing the first year of a new
three-year Strategic Long Range Plan.
Goals 1. - 9.
STRATEGY
(Goals & Tasks)
1.1.
Update the College of DuPage Fact Book in order to reflect the most current data and trends
related to student demographics, degrees and certificates awarded, non-credit enrollment, and
faculty and staff demographics.
1.2.
Repopulate the Strategic Long Range Plan Advisory Committee to ensure that all constituency
groups (Board of Trustees, Faculty, Students, Classified Staff, Managerial Staff, and Administrators)
have an opportunity to be represented and contribute to the planning process.
1.3.
Provide the SLRPAC with the training necessary to carry out a comprehensive Environmental Scan
and other responsibilities related to evaluating and making recommendations for revisions to the
Strategic Long Range Plan.
1.4.
Work with the Strategic Long Range Plan Advisory Committee to conduct a comprehensive
E-Scan that addresses at a minimum the following taxonomy areas: Competition; Demographics;
Education; Labor Force; Politics; Technology/Skills Training; Economy and Social Values/Lifestyle.
1.5.
Work with the Strategic Long Range Plan Advisory Committee to conduct an Implications
Workshop with community leaders to create consensus around ten to twelve key trends that will
have the most significant impact on District 502 over the next three years.
1.6.
Develop and conduct a scientific community opinion survey to assess the District’s perception of
College leadership, programs and services, and impact/value to the community.
1.7.
Based on internal assessment (PACE, Noel Levitz, National Communty College Benchmarking
Project, Fact Book, etc.), and external analysis (E-Scan, Implications Workshop, community survey,
etc.) create the SWOT.
1.8.
Based on the SWOT analysis, use an inclusive, nominal group methodology identify key strategic
challenges and strategic advantages that will impact the College and District 502 over the next
three years.
1.9.
Work with the Strategic Long Range Plan Advisory Committee to review and if appropriate develop
recommended revisions to the College’s Core Statements: Philosophy; Vision; Mission and Values.
1.10. Based on key inputs (strategic advantages, strategic challenges, key trends, etc.) and in
collaboration with the Strategic Long Range Plan Advisory Committee, Board of Trustees,
Institutional Effectiveness Council and Shared Governance Council develop three-year strategic
goals and accompanying tasks.
1.11. Work with the Senior Management Team to determine primary and secondary leadership
responsibilities for all strategic tasks.
1.12. Use inputs from the Strategic Long Range Plan Advisory Committee , Board of Trustees,
Institutional Effectiveness Councill and Shared Governance Council, to develop a draft Strategic
Long Range Plan for Board of Trustees review by May 2016.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
37
OBJECTIVES FOR: Jim Benté, Vice President, Planning and Institutional Effectiveness
NO.
OBJECTIVE
2.
To lead and coordinate Annual Plan and
Outcomes reporting activities.
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
3.
4.
38
To ensure that all required external reporting
submissions are timely and accurate.
To maintain Higher Learning Commission/
AQIP accreditation and support other
program specific accreditations and
certifications.
Goals 1-9.
Goals
3., 4.
Tasks
3.3., 4.1.
Goal
4.
Task
4.1.
2.1.
Collaborate with the Senior Management Team to develop and publish the fiscal year 2016
planning calendar.
2.2.
Collaborate with the Senior Management Team to coordinate and publish the Annual Plan.
2.3.
Based on the Annual Plan objectives and strategies develop “Stop Light” reports for review at
Senior Management Team meetings in November, February and May.
2.4.
Develop by February a Mid-year Outcomes Report, and by the end of July an Annual Outcomes
Report.
2.5.
Work with Marketing to ensure that all web sites and other internal and external materials are
consistent with respect to planning documents.
2.6.
Continue to systematically update the Employee Portal to ensure all planning documents are upto-date and accurate.
3.1.
Work with Research and Analytics to coordinate activities and time tables with other internal
stakeholders (e.g., Human Resources, Finance, Internal Audit, etc.) to ensure timely and accurate
submissions of data to the Illinois Community College Board, Higher Learning Commission and
Federal Department of Education (IPEDS).
3.2.
Work with Research and Analytics to coordinate time tables with other internal stakeholders (e.g.,
Human Resources, Student Services, etc.) to ensure timely and accurate submissions of data to
the National Community College Benchmarking Project.
3.3.
Work with Finance to ensure that all submissions to the Illinois Debt Recovery Program are accurate.
3.4.
Review Illinois Community College Board and other reports concerning the timeliness and
accuracy of data submissions, and take steps to improve the processes if warranted.
4.1.
Work with College of DuPage’s Higher Learning Commission staff liaison to keep current on
changing accreditation requirements.
4.2.
Develop and submit annual Quality Improvement Project (Action Project) updates to the Higher
Learning Commission.
4.3.
As appropriate closeout current and submit new Action Projects to the Higher Learning
Commission.
4.4.
Keep internal stakeholders (e.g., Academic Affairs, Executive Vice President, etc.) apprised of
Higher Learning Commission Board of Trustees Actions, changes to the accreditation criteria and
other relevant information.
4.5.
Support academic areas with data, information and technical help in securing or reaffirming
specialty accreditations.
4.6.
Prepare Institution to attend an AQIP Strategy Forum in academic year 2016-2017.
ANNUAL PLAN FY 2016
OBJECTIVES FOR: Jim Benté, Vice President, Planning and Institutional Effectiveness
NO.
OBJECTIVE
SLRP TASK
LINKAGE
5.
To develop an AQIP Systems Portfolio.
Goal
4.
Task
4.1.
STRATEGY
(Goals & Tasks)
6.
To provide leadership and support for the
Program Review process.
Goal
1.
Tasks
1.2., 1.3., 1.4.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
5.1.
If necessary, repopulate the Institutional Effectiveness Councill the membership stipulated in
the Institutional Effectiveness Councill Charter: two full-time faculty, two administrators, two
managerial staff, and two classified staff.
5.2.
Provide appropriate orientation and education to new Institutional Effectiveness Councill members
on the role and purpose of the Institutional Effectiveness Councill which includes: providing
input for updating, writing, and submitting AQIP related documents; reviewing and analyzing
accreditation feedback reports and making recommendations to the Senior Management Team on
actions to address deficiencies and opportunities for improvement; identifying, recommending and
providing input to QIP Teams; communicating and championing improvement/innovation initiatives
with colleagues and other constituency groups; and reviewing Key Performance Indicators
related to institutional effectiveness, and when appropriate make recommendations to the Senior
Management Team.
5.3.
Train members of the Institutional Effectiveness Councill on the specifics of the Higher Learning
Commission Criteria for Accreditation, AQIP Criteria and AQIP Systems Portfolio. In collaboration
with the Senior Management Team, develop the System Portfolio Organizational Overview.
Commission Institutional Effectiveness Councill sub-teams to author various sections of the
Systems Portfolio.
5.4.
Work with the Institutional Effectiveness Councill sub-teams to develop “Story-board” outlines of
all sections of the Systems Portfolio.
5.5.
Use the Story-boards to ensure completeness, accuracy and appropriate connections between
sections of the Systems Portfolio.
5.6.
Work with the Institutional Effectiveness Councill to develop the first draft of the 2017 AQIP
Systems Portfolio.
5.7.
Work with Public Relations to edit and create a finalized draft of the Systems Portfolio for review
by the Board of Trustees, Senior Management Team and other appropriate stakeholders.
6.1.
Work with Academic Affairs to define and develop a systematic process for non-CTE academic
program review.
6.2.
Work with support areas (e.g., Student Affairs, Human Resources, etc.) to define and develop a
systematic process for non-academic program review.
6.3.
Conduct and submit academic and non-academic program review as required by the Illinois
Community College Board fiscal years 2012-2016 Program Review Manual.
6.4.
Work with individual in areas where program review has occurred to assist in developing action/
improvement plans based on program review findings.
6.5.
Monitor action/improvement plans and provide technical assistance and resources as necessary.
39
OBJECTIVES FOR: Jim Benté, Vice President, Planning and Institutional Effectiveness
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
7.
8.
9.
10.
To champion and provide technical/data
support for the on-going work of QIP 15,
the Student Success Council and other key
initiatives.
To provide data, information and consultation
to support academic and operational
divisions and departments across the
institution.
To promote the College locally, regionally
and nationally.
To internally promote College of
DuPage’s involvement in the Higher
Learning Commission’s Academic Quality
Improvement Program (AQIP) and explore
the feasibility of writing and submitting an
Illinois Performance Excellence Award
application in 2017.
Goal
2.
Tasks
2.2., 2.3.
7.1.
Continue to obtain and provide up-to-data data and information for key initiatives from national
authoritative sources (e.g., National Community College Benchmarking Project, National
Community College Research Center, The College Board, American Association of Community
Colleges, etc.)
7.2.
Continue to develop appropriate analysis of student success data, including but not limited to
Voluntary Framework of Accountability metrics.
7.3.
Work with QIP 16 (Early College Initiative Pilot) team to develop and implement metrics that will
help assess the success and viability of expanding the early college initiative to other District 502
high schools.
8.1.
Continue to develop the capabilities of Research and Analytics in order to provide enhanced
predictive analytics to Student Affairs and other appropriate areas.
8.2.
Work with Information Technology to develop and implement a knowledge transfer plan with Dunn
Solutions so that Research and Analytics can assume operational control of the Data Warehouse.
8.3.
Work with internal stakeholders to identify Key Performance Indicators (KPIs) related to the next
phase of the Data Warehouse project.
8.4.
During the enrollment cycle continue to refine and provide enrollment updates that compare yearover-year enrollment at the division and sub-division level.
8.5.
Research, analyze and keep internal stakeholders informed of environmental trends and emerging
issues that have a potential impact on the college and District 502.
Goal
4.
Tasks
4.2., 4.3.
9.1.
Actively participate in chamber of commerce, Choose DuPage and other local and regional
activities as appropriate.
9.2.
Maintain and be active in appropriate professional organizations (e.g., American Society for
Quality, Association for Strategic Planning, etc.).
Goal
7.
Tasks
7.2., 7.3.
10.1. Through the Institutional Effectiveness Councill, develop activities and materials that creates
awareness and promotes College of DuPage’s participation in AQIP, and highlight College of
DuPage Quality Improvement Process (QIP) Teams and associated AQIP Action Projects (e.g.,
QIP 5, QIP 16, etc.).
Goal
9.
Tasks
9.2., 9.3.
10.2. Based on performance over the past three years, update the results contained in Category 7 of
College of DuPage’s 2012 Illinois Performance Excellence Award application.
10.3. Review updated Category 7 results with the Senior Management Team and other appropriate
stakeholders to assess if improvements in levels, trends, and comparisons warrants reapplying for
the Illinois Performance Excellence Award.
40
ANNUAL PLAN FY 2016
COLLEGE OF DUPAGE
OBJECTIVES FOR
Catherine Brod
ANNUAL PLAN
ORGANIZATIONAL AREA/DIVISION
POSITION
OBJECTIVES FOR 2015-2016
Resource Development and COD Foundation
Vice President, Resource Development Executive Director of
College of DuPage Foundation
DATE
8/12/2016
OBJECTIVES FOR: Catherine Brod, Vice President, Resource Development/Executive Director of College of DuPage Foundation
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
1.
To develop a comprehensive, integrated
resource development effort capable of
raising and stewarding $7.5 million in
external funding from private sector and
federal and state granting sources. (ten
percent increase from fiscal year 2014 goal.)
Goals
1.1.
2., 3., 6.
Tasks
2.1., 3.1., 3.4.,
3.5., 6.2., 6.3.
1.2
2.
To create best practicing infrastructure for the Goals
2.1.
College of DuPage Foundation in compliance 2., 3., 6., 7.
with the CASE standards checklist.
Tasks
2.2., 3.3., 3.4.,
2.2.
6.3., 7.1.
2.3.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Raise $4.5 million in grants during fiscal year 2015. (See grant plan objective.)
1.1.1.
Involve appropriate administrators and faculty in the implementation of year two of the
three year plan created in fiscal year 2013.
1.1.2.
Submit a minimum of 20 proposals for corporate and foundation proposals, yielding
$500,000.
1.1.3.
Continue to research and share funding opportunities on a weekly basis with faculty and
administrators.
Raise $3 million in private sector gifts during fiscal year 2016.
1.2.1.
Raise $1 million in annual fund gifts through direct mail, Board leadership campaign,
special events, scholarship stewardship, one on one solicitations and employee
campaign.
1.2.2.
Raise $1 million in major gifts.
1.2.3.
Raise $1 million in planned gifts.
1.2.4.
Continue implementation of a mini campaign for the Cultural Arts, Homeland Security
Phase II and Scholarships.
1.2.5.
Further mature a prospect management systematic program that will result in 300 donors
under management with assigned prospect managers by June 30, 2016.
1.2.6.
Provide oversight and direct involvement in the solicitation of 30 major or planned gifts
during fiscal year 2016.
1.2.7.
Monitor and refine performance metrics for development officers.
Train staff regarding best practice standards through assigned reading, participation in staff
team meetings, and attendance at advancement services and institutionally related foundation
conferences.
Continue to orient Board to best practices through participation in AGB readings, the fall Board
retreat and the January AGB leadership conference.
Continue developing policies and procedures which resulted from the fiscal year 2013 gap analysis
between that which existed and CASE and AGB standards.
41
OBJECTIVES FOR: Catherine Brod, Vice President, Resource Development/Executive Director of College of DuPage Foundation
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
2. cont.
3.
4.
2.4.
Update or provide comprehensive new policy for three major areas of concern: gift stewardship,
naming of campus facilities, and public information.
2.5.
Receive an unqualified audit for fiscal year 2015.
2.6.
Prepare the 990 in full compliance with all IRS regulations and submit by the deadline.
2.7.
Reengineer processes and develop staff procedural manual to best support a best in class
resource development office.
2.8.
Continue collateral development integrating branding with the college, inclusive of Case materials
and website enhancement.
To implement year three of a three
year institutional grants plan for grant
development, compliance, reporting and
internal training.
Goals
3.1.
3., 5., 4., 6.
3.2.
Tasks
3.1., 3.6., 3.7., 3.3.
4.3., 5.6., 6.3.
To recruit five new Foundation Board
members in accordance with identified needs
to strengthen the work of the Board as per
the Association of Governing Board’s “tool
kit” for Board recruitment, orientation and
development.
Goals
4.1.
3., 4., 6.
Tasks
4.2.
3.1., 3.5., 3.6.,
4.3., 4.5., 6.2.,
4.3.
6.3.
4.4.
5.
42
To implement year three of a comprehensive
three year staffing plan for the resource
development effort that will encompass all
areas of development specialties including
alumni relations, annual fund, advancement
services, major gifts, planned gifts, corporate
and foundation grant development and
federal and state grant development.
Goals
5.1.
3., 6., 7.
Tasks
3.1., 3.4., 3.5.,
5.2.
3.6., 3.7., 6.2.,
6.3., 7.1., 7.2. 5.3.
Raise $4.0 million in Federal and State Grants.
Further develop the corporate and foundation grant program, raising $500,000 in its second year.
Ensure collaborative work through the Idea Center to provide ongoing training for faculty and
administrators in developing grants, including webinars, workshops through TLC, participation in
new faculty orientation and the Resource for Excellence grant program.
Utilize a Board matrix of characteristics desired for foundation boards like the COD Foundation
utilizing AGB guidelines and suggestions.
Support the VP of Board Governance in his leadership for Board recruitment, orientation and
development. Refine the committee to support this leader and related activities.
Continue the implementation of a formal nomination process which is vetted by the Board
Governance committee, supported by prospect research from staff related to nominees’ interests,
experiences and philanthropic contributions as it aligns with missing or more greatly needed
characteristics from the current Board.
Conduct new board orientation session and tour.
Monitor formula for additions to staff based on incremental improved fundraising performance
using CASE studies and research of effective college foundation programs as a benchmark,
spring 2016.
Continue to provide ongoing training to the RDO staff.
Continue work on Team Development begun in fiscal year 2014.
5.4.
Further qualify the Alumni program database, reviewing existing records and capturing updated
information through a minimum of three affinity mailings.
5.5.
Execute year one of the three year Alumni Relations plan.
5.6.
Conduct the Distinguished Alumni recognition and hall of fame program in fall of 2015.
5.7.
Continue oversight for the further implementation of a formal planned giving program, inclusive
of a fully recruited and oriented advisory committee and a recognition society with a goal of
$1,000,000 in testamentary pledges by June 30, 2016
ANNUAL PLAN FY 2016
OBJECTIVES FOR: Catherine Brod, Vice President, Resource Development/Executive Director of College of DuPage Foundation
NO.
OBJECTIVE
6.
To strengthen the engagement of the COD
Foundation Board through meaningful
committee structure and activity, improved
communication and reporting, and visible
involvement in the life of the campus.
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
7.
To strengthen the philanthropic culture
of COD as demonstrated by increased
employee giving and volunteer effort on
behalf of the College to the COD Foundation
and other community charities and civic
organizations.
6.1.
Goals
3., 4., 6.
Tasks
6.2.
3.1., 3.4., 3.5.,
3.6., 3.7., 6.2.,
6.3.
6.3.
To represent the College and COD
Foundation on external boards and internal
committees as appropriate.
Continue to invite members of the College campus to serve on Foundation committees as
appropriate and as talents align throughout the fiscal year.
Continue to align committee and staff work with natural philanthropic and outreach activity for the
College, including such areas as the McAninch Arts Center, community relations, Culinary and
Hospitality Center, WDCB, and affinity alumni programs.
6.5.
Implement year four of an internal grant program from Foundation resources, allowing campus
faculty and program coordinators an opportunity to compete for seed funding for innovative ideas,
and provide both them and the Foundation greater visibility for their work; awards by spring 2016.
6.6.
Continue to provide engagement and service activities for the Foundation Emeritus Board.
6.7.
Renew committee compositions and chairs for next two years by June, 2015.
6.8.
Conduct a board self-assessment survey, share results and implement any needed changes as
indicated by the results (spring 2016).
6.9.
Renew annual board commitments, confidentiality agreements and conflict of interest statements
by September 2015.
Goals
7.1.
3., 6., 7.
Tasks
7.2.
3.1., 3.4., 3.5.,
7.3.
6.3., 7.2.
Goals
8.1.
3., 4.
8.2.
Tasks
3.1., 3.2., 3.3., 8.3.
3.5., 3.6., 4.2.,
4.3., 4.5.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Further recruit and orient committee members throughout fiscal year 2016 resulting in 100 percent
of committees fully operational by June 30, 2016.
6.4.
7.4.
8.
Continue implementation of approved committee structure and committee descriptions, summer
and fall 2015.
Continue to review and revamp the employee campaign by spring of 2016 to involve greater
employee participation.
Actively participate or provide counsel in fundraising efforts by affinity groups throughout the campus.
Invite employees to serve on Foundation committees for community outreach, employee
campaign and other special events.
Encourage each resource development staff member to serve on internal committees or as
community representative of the College in service that supports the overall philanthropic/
volunteer culture of the College such as Laps for Chaps, area rotaries or area not-for-profit Boards.
Serve as AGB and CASE conference facilitator/faculty as requested by conference planners.
Serve on the Strategic Long Range Planning committee.
Serve on the 50th Anniversary planning committee.
43
OBJECTIVES FOR: Catherine Brod, Vice President, Resource Development/Executive Director of College of DuPage Foundation
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
9.
44
To serve as a senior officer of the College
in providing leadership, advice and counsel
and staff/volunteer development for the
resource development effort and the overall
effectiveness of the College and Foundation.
9.1.
Goals
6., 7.
Tasks
9.2.
2.2., 3.6., 5.6.,
6.1., 6.2., 6.3.,
6.4., 7.1., 7.2.,
9.3.
7.4.
Attend and participate in Senior Management Team meetings, retreats, briefings, budget activities
and planning sessions.
Provide monthly reporting and Board exhibits to the College Board of Trustees regarding grants
and private gifts as well as recommendations for acceptance of gifts in kind and fund agreements
requesting facility naming opportunities.
Provide all aspects of staff leadership and coordination oversight in preparing the College of
DuPage Foundation Board of Trustees for their Board and committee meetings and related work.
9.4.
Conduct annual staff performance evaluations and provide ongoing individual and team
developmental feedback and opportunities for professional growth.
9.5.
Direct and facilitate all strategic and annual planning for the Foundation and Resource
Development effort.
ANNUAL PLAN FY 2016
COLLEGE OF DUPAGE
OBJECTIVES FOR
Earl Dowling
ANNUAL PLAN
ORGANIZATIONAL AREA/DIVISION
POSITION
Vice President
OBJECTIVES FOR 2015-2016
Student Affairs
DATE
July 28, 2015
OBJECTIVES FOR: Earl Dowling, Vice President, Student Affairs
NO.
OBJECTIVE
1.
To grow Fall and Spring (Academic Year
2015 – 2016) 10th day FTEs enrollment.
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
Goals
1., 2., 3., 4.,
5., 6., 7., 9.
Tasks
1.1., 1.2., 1.3.,
1.4., 1.6., 1.8.,
2.1., 2.2., 2.3.,
2.4., 3.2., 3.3.,
3.5., 3.6., 4.3.,
4.4., 5.1., 5.2.,
5.3., 5.5., 5.6.,
9.2.
1.1.
Implement recruitment strategies for early admission; traditional; high-achieving; home school;
dual credit; young adults (19-24); adults (25 and up); older adults (over 55); health sciences; latino;
multicultural; veterans; international; 3+1; out-of-district and online populations.
1.2.
Contribute to the expansion of target markets and recruitment strategies through the dual
credit reorganization, Veterans Services, the Latino Outreach Center, and International Student
Services. Attract and enroll applicants to contribute to application and enrollment targets.
1.3.
Collaborate with the Dual Credit Coordinator in Academic Affairs to improve the communication
process with high schools by providing accurate, consistent information to effect an increase
in Dual Credit enrollment. Work with Dual Credit Coordinator to revise procedural handbook
distributed to all area high schools.
1.4.
Continue to establish and award credit using ACE recommendations, DANTES, and MOS by
continued participation in the Military Articulation Initiative with IDVA and the strong collaboration
of College of DuPage faculty.
1.5.
Implement a comprehensive recruiting plan that includes Study in the USA, Keystone,
CollegeWeekLive, Skype, TOEFL and IELTS lists for direct marketing, participation in college fairs
and an armchair recruiting event through NAFSA, to name a few.
1.6.
Write and implement a comprehensive recruitment plan for Latino students to include elements
like orientation, bridge and family education programs for both traditional and non-traditional
students.
1.7.
Create an Enrollment Dashboard based on demographics, trends, overall enrollment, and new
student enrollment, in relation to leads, applications, and newly enrolled students, as well as
completion data. Completion of the Data Warehouse in Research and Analytics will assist with
this process.
1.8.
In conjunction with the Adult Learner Services committee, establish processes for the Adult StopOut student to identify which offices this type of student should receive services from to re-enroll.
1.9.
Enhance recruitment strategies for Middle School students by establishing parameters for the visit
as well as establishing a web based sign up process.
1.10. Create a strategic communication plan for each student population.
1.11. Collaborate with Academic Affairs to create a plan that invites and encourages faculty involvement
into student recruitment activities/initiatives.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
45
OBJECTIVES FOR: Earl Dowling, Vice President, Student Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
1. cont.
1.12. Connect with affiliate student mentor organizations like 100 Black Men, TSTM, Quad County
Urban League, Retired African American Men, DuPage NAACP, and interested professional
community members.
1.13. Construct a matrix based on an enrollment model that incorporates market penetration, market
development, program development and diversification, target strategies to attract each area to
grow enrollment for African American students.
1.14. Collaborate with Marketing and Communications in the “messaging” to incoming African American
high-achieving students to develop student testimonials on the benefits of College of DuPage.
2.
3.
4.
5.
46
To promote a “learning centered college”
through a focus on retention and completion.
To create and implement a revised studentfriendly Federal Work Study and College
Work Study program.
To implement a default reduction plan.
To ensure that Physical Education
Center’s offering of programs and services
anticipates and meets the recreational and
intercollegiate athletic needs of our students,
our student athletes, and our campus
community.
Goals
1., 2., 5.
Tasks
1.3., 1.4., 2.2.,
2.4., 5.1., 5.3.,
5.6.
Goals
1., 2., 5.
Tasks
1.4., 1.5., 1.6.,
2.1., 2.2., 5.1.,
5.2.
Goals
2., 6.
Tasks
2.2., 2.4., 6.1.
Goals
1., 2., 5.
Tasks
1.4., 2.2., 2.4.,
5.1.
2.1.
Determine where our students are transferring to and identify students who have left but not
continued their education. The data will also be used for retention initiatives in order to grow
enrollments and completion rates.
2.2.
Link Student Success Counselor with at least one faculty to reinforce student engagement in the
classroom and in the administrative offices.
2.3.
Develop a lecture series with faculty members and staff to address the current progression of
student diversity.
2.4.
Lead “listening” program with students by the Manager of Student Diversity & Inclusion.
3.1.
Review and approve Office of Student Financial Assistance plan to transition Federal Work Study
and College Work Study programs.
3.2.
Collaborate with Information Technology to develop integration of HireTouch and Colleague and
provide historical reporting of student employment eligibility.
3.3.
Collaborate with the Human Resources to transition the Federal Work Study and College Work
Study programs to Student Financial Assistance.
4.1.
Enhance student loan awareness by developing information sessions on the obligations of student
loan borrowing,
4.2.
Build upon the financial literacy plan by developing a communication plan informing the college
community of student default rates and academic progress.
4.3.
Collaborate with Finance and US Bank in the development of the financial literacy plan and default
reduction plans.
5.1.
Monitor the academic progress and retention of our student/athletes with our academic
counselors.
5.2.
Collaborate with Student Life in a study of the recreational needs of College of DuPage students.
5.3.
Develop and implement Homecoming football game and Basketball Festival to promote our
intercollegiate athletic program in the community.
ANNUAL PLAN FY 2016
OBJECTIVES FOR: Earl Dowling, Vice President, Student Affairs
NO.
OBJECTIVE
6.
Expand programming and services to create
synergy for the Pathways to Completion
Model.
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
Goals
1., 2., 3., 4.,
5., 7., 8.
Tasks
1.2., 1.3., 1.4.,
1.6., 2.2., 2.3.,
2.4., 3.2., 3.3.,
3.6., 4.3., 4.4.,
5.1., 5.2., 5.3.,
5.4., 7.1., 8.5.
6.1.
Collaborate with Academic Affairs to implement program guides that are easy for students to
understand and have recommended sequences to completion.
6.2.
Require all new degree- and certificate-seeking students to attend mandatory Begin@COD sessions.
6.3.
Increase student satisfaction with Student Affairs services on student surveys by one percent.
6.4.
Work with student veterans’ organization to strengthen presence on campus and improve its ties
with the national organization, Student Veterans of America.
6.5.
Using data collected from the National Student Clearinghouse, determine where our students
are transferring to and to identify students who have left but not continued their education for the
purpose of further study.
6.6.
Through the Graduation Initiative, increase number of annual graduates for the 2016 academic year.
6.7.
Collaborate with Academic Affairs to identify the need and develop a proposal to align career and
transfer services within Student Affairs.
6.8.
Provide quality New Student Orientation programming in multiple delivery modes to increase
student engagement.
6.9.
Refine the Early Alert Program to improve overall usage and effectiveness.
6.10. Collaborate with Academic Affairs to design and implement a system to ensure each Student
Success Counselor is linked with at least one faculty to provide opportunity for class visit(s),
consultations and caseload assignments.
6.11. Establish a series of Counseling Workshops targeted for students on academic, personal and
wellness topics.
6.12. Collaborate with Academic Affairs to identify and develop the advising system for Program
Advisors, Student Success Counselors and teaching faculty.
6.13. Shape student expectations by setting clear objectives for student behavior and degree/goal
completion.
6.14. Collaborate with Academic Affairs and others to develop and implement a college-wide student
diversity enrichment series of activities to include student panels, town hall discussions, video talk
shows, and student professional days.
6.15. Collaborate with the Learning Commons and Counseling & Advising to continue student/athlete
tutoring services.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
47
OBJECTIVES FOR: Earl Dowling, Vice President, Student Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
7.
To provide for and support the use of cuttingedge technology for student success.
Goals
1., 2., 3., 5., 9.
Tasks
1.4., 1.6., 2.2.,
3.2., 4.2., 4.3.,
4.4., 4.5., 5.1.,
5.2., 5.3., 5.6.,
9.2.
7.1.
Collaborate with Media Services to develop basic “how to” financial aid videos for students and
reorganize financial aid website.
7.2.
Implement Ellucian Student Planning to provide guided pathways to completion through
comprehensive educational plans that will help keep students on track to completion.
7.3.
Collaborate with Academic Affairs and the Associate Dean of Instructional Technology to create
opportunities to support student success through the use of self-directed videos, the website
and webinars, in addition to face-to-face interaction for such things as advising, online course
success, steps to enrollment, orientation, etc.
7.4.
Work with Multimedia Services to develop online and video-based Begin@COD sessions.
7.5.
Collaborate with Academic Affairs to implement the Integrated Learning Platform which will
facilitate use of Blackboard Grade Book and mid-term grading.
7.6.
Implement Advantage Design Group’s online orientation software containing videos, checklists
and quizzes for tracking steps to enrollment.
7.7.
Implement the use of virtual and other electronic tools such as mobile apps and web chat to help
students understand critical processes.
7.8.
Improve processing times by incorporating new computer stations and workflow (ImageNow)
products.
7.9.
Implement high school course evaluation with Intelligent Capture/Image Now.
7.10. Implement the Credentials eScrip-Safe online transcript ordering product intended to (a)
simplify and streamline the order process for students, (b) encourage the selection of electronic
distribution, and (c) provide nearly immediate distribution of electronic transcripts.
7.11. Develop web-based instructional videos for faculty on roster verification, mid-term verification and
final grades.
7.12. Develop web-based instructional videos for students on topics such as using the myACCESS
Transfer Equivalencies database, ordering a transcript, and other services that can be of benefit
to students.
7.13. Expand the use of Maxient, to improve the student conduct process and as an institutional
database to monitor and manage all student/community complaints.
7.14. Implement a tracking mechanism for event attendees via scanning through pre-registration
barcodes and onsite registration.
7.15. Identify webinars and other cost effective training methods to strengthen staff leadership
development.
48
.16.
Create a single point of entry system for limited enrollment health science programs to streamline
admissions processes and decisions.
7.17.
Create workflows via ImageNow for all admissions processes.
ANNUAL PLAN FY 2016
OBJECTIVES FOR: Earl Dowling, Vice President, Student Affairs
NO.
OBJECTIVE
SLRP TASK
LINKAGE
STRATEGY
(Goals & Tasks)
7. cont.
7.18. Utilize Recruiter to its fullest potential including a dual credit application, and to support the
enrollment support center and campus central phoning and event management.
7.19. Using ChapLife (formerly known as CollegiateLink), continue to expand training to maximize
usage and enhance student engagement.
7.20. Implement Career Coach software (career exploration tool to assist in the career exploration
process).
7.21. Launch the Dean of Students/Title IX/Behavioral Intervention webpage to promote awareness,
improve communication and provide ease of reporting.
8.
To lead the Student Affairs Division.
Goals
1., 2., 3., 4.,
5., 6., 7., 8., 9.
Tasks
1.1., 1.4., 1.6.,
1.7., 1.8., 2.2.,
2.3., 2.4., 2.5.,
3.2., 5.1., 5.2.,
5.3., 5.5., 5.6.,
6.1., 7.1., 9.2.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
8.1.
Ensure institutional compliance under the federal regulations as required under the Campus Save
Act and Title IX.
8.2.
Ensure that college departments comply with policies and procedures that encompasses
consumer information, disbursements and student fraud.
8.3.
Collaborate with Academic Affairs to create an early notification system of new academic
programs to Admissions and Outreach, Student Financial Assistance and Student Records and
provide vital information needed for Department of Education approval process
8.4.
Collaborate with Financial Affairs to reduce the accounts receivables balance and help safeguard
the college’s financial position.
8.5.
Provide leadership development opportunities for Student Affairs department heads.
8.6.
Collaborate with Teaching & Learning Center in the development of a new Student Affairs
professional development program.
8.7.
Continue to hold regular “listening sessions” with direct reports and department heads.
8.8.
Highlight the significance of Cultural Diversity at the Martin Luther King, Jr. breakfast with a table
on student diversity at the event.
8.9.
Foster training opportunities in Student Affairs’ department staff meetings to enhance professional
collaboration.
49
50
ANNUAL PLAN FY 2016
2IÀFHRI3ODQQLQJDQG,QVWLWXWLRQDO(IIHFWLYHQHVV
College of DuPage
425 Fawell Blvd.
Glen Ellyn, IL 60137
www.cod.edu
(630) 942-2800