INSTITUTIONAL
OUTCOMES
MID-YEAR REPORT
Fiscal Year 2015
INSTITUTIONAL
OUTCOMES
MID-YEAR REPORT
Fiscal Year 2015
Office of Planning and Institutional Effectiveness
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.
TABLE OF CONTENTS
LEADERSHIP
Board of Trustees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Senior Management Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
GOALS AND TASKS
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Goals & Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
RESULTS
Goal 1. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Goal 2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Goal 3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Goal 4. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Goal 5. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Goal 6. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Goal 7. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Goal 8. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Goal 9. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
4
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
LEADERSHIP
BOARD OF TRUSTEES
Erin Birt, Board Chairman
Dianne McGuire
Katharine Hamilton, Vice Chairman
Kim Savage
Allison O’Donnell, Secretary
Nancy Svoboda
Joseph C. Wozniak, Co-Vice Chairman
Omar Escamilla, Student Trustee
SENIOR MANAGEMENT TEAM
Dr. Robert L. Breuder
President
James R. Benté
Vice President,
Planning and Institutional Effectiveness
Catherine M. Brod
Vice President,
Resource Development/Executive Director
of College of DuPage Foundation
Dr. Joseph Collins
Executive Vice President
Dr. Charles Currier
Vice President,
Information Technology
Earl E. Dowling
Vice President,
Student Affairs
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Thomas J. Glaser
Senior Vice President,
Administration and Treasurer
Dr. Jean V. Kartje
Vice President,
Academic Affairs
Mary Ann Millush
Director,
Legislative Relations and
Special Assistant to the President
Joseph Moore
Vice President,
Marketing and Communications
Linda Sands-Vankerk
Vice President,
Human Resources
5
GOALS AND TASKS
INTRODUCTION
Strategic planning at College of DuPage 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. To ensure satisfactory
progress is being made toward institutional goals,
a biannual Institutional Outcomes Progress Report
is published. The report reflects key actions and
results that contribute to advancing our Mission
and achieving our Vision.
GOAL 1
Goal Statement: Ensure a comprehensive
offering of programs and services that anticipate
and meet the needs of our community.
Tasks:
1.1 Grow combined Fall and Spring
(academic year 2013-2014) 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.
1.3 Add additional and strengthen current
academic transfer partnership agreements
(e.g., 3+1, 2+2, etc.) leading to a
bachelor’s degree.
1.4 Enhance and expand opportunities to
support student learning needs.
1.5 Enhance work force education and training
opportunities for District residents.
1.6 Expand efforts to recruit and provide
services and resources for non-traditional
students.
1.7 Investigate the opportunity to offer select
Bachelor of Applied Technology/Applied
Science degrees.
6
1.8 Continue to develop and enhance
cultural and community events and
programs (e.g., McAninch Arts Center,
Waterleaf, PE Center, Continuing
Education, etc.)
GOAL 2
Goal Statement: Demonstrate student success by
implementing approaches resulting in top quartile
retention, persistence and graduation rates.
Tasks:
2.1 Grow financial resources to assist student
persistence.
2.2 Develop and implement practices that
improve student success as measured by
retention, persistence and completion rates.
GOAL 3
Goal Statement: Strengthen local, national and
global partnerships.
Tasks:
3.1 Ensure that the College of DuPage
Foundation increases the number of annual
individual donors, grows its assets and
awards funds for student scholarships,
program development, instructional
equipment procurement and grants to the
College, with a special focus on cultural
arts, corporate/foundation giving programs
and alumni relationship building.
3.2 Strengthen and diversify partnerships with
District high schools.
3.3 Expand partnering opportunities with other
community colleges to create and leverage
best practices.
3.4 Position the College of DuPage Foundation
to be among the top three charity choices
for District community members and
alumni residing in the District.
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
3.5 Develop and align program support and
student scholarships with the needs, interests
and priorities of the College and donors.
3.6 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
disadvantaged by the MAP grant suspension.
3.7 Pursue a legislative agenda that will
assist in meeting the needs of students,
community and the College.
GOAL 4
5.2 Through programs and activities, continue
to foster a culture of inclusiveness for
students and employees.
5.3 Expand efforts to recruit, retain and
graduate underrepresented students.
5.4 Continue to provide English as a Second
Language (ESL), GED, etc., with a focus
on transitioning students from non-credit
to college degree and certificate programs
of study.
5.5 Enhance recruitment of and support for
international students.
5.6 Develop and implement programs and
services to enhance institutional diversity
and global engagement.
Goal Statement: Promote the assets of the
College: people, programs and facilities.
GOAL 6
Tasks:
4.1 Maintain Higher Learning Commission/
AQIP and other appropriate accreditations
and certifications.
4.2 Influence community perception and
differentiate the College from competitors
through branding.
4.3 Enhance the public’s awareness
of significant programs, services,
capabilities and institutional stewardship
of taxpayer resources.
4.4 Leverage Regional Centers to promote
College programs and services.
4.5 Identify, promote and leverage alumni and
other significant stakeholders to enhance
the academic reputation of the College.
GOAL 5
Goal Statement: Address the impact of changing
demographics in a global society.
Goal Statement: Enhance College of DuPage’s
strong financial position.
Tasks:
6.1 Ensure the financial integrity and
performance of the College (e.g.,
receive clean audit opinion, maintain the
unrestricted fund balance per Board of
Trustee Policy 10-40 and maintain “AAA/
Aaa” ratings by Standard & Poor’s and
Moody’s, respectively).
6.2 Strengthen fiscal performance of all
auxiliary enterprises (e.g., WDCB, Inn at
Water’s Edge/Waterleaf, McAninch Arts
Center, Business Solutions, Multimedia
Services and Regional Centers).
6.3 Strengthen and expand fund raising
activities to exponentially increase return
on investment.
6.4 Establish reserves to address potential
operating environmental challenges and
strategic initiatives.
Tasks:
5.1 Expand and coordinate academic,
social and personal support systems for
underrepresented populations.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
7
GOAL 7
GOAL 9
Goal Statement: Build a culture reflective of a
positively engaged work force focused on the
College’s mission, vision and values.
Goal Statement: Ensure a dynamic technological
environment.
Tasks:
7.1 Enhance employees’ effectiveness and
capabilities in supporting the goals and
tasks of the College including building
and enhancing leadership skills through
professional development programs.
7.2 Improve College climate through
enhanced collaboration.
7.3 Promote and utilize recognition programs
(e.g., the I Am COD Individual Award!)
to reinforce high performance and work
force engagement.
7.4 Analyze and address the 2014 PACE
survey results to positively impact
institutional climate and culture.
Tasks:
9.1 Revise and implement the Information
Technology Strategic Plan.
9.2 Continue to improve the information
technology infrastructure in order to
enhance student learning and provide
necessary support mechanisms.
9.3 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.
GOAL 8
Goal Statement: Expand and enhance state-ofthe-art facilities.
Tasks:
8.1 Continue planning and start construction
of the Homeland Security Training Center
on the Glen Ellyn campus.
8.2 Update the Facility Master Plan.
8.3 Continue to enhance aesthetics of campus
buildings and grounds.
8.4 Continue to maintain the College’s
buildings and grounds to optimize the
teaching and learning environment.
8.5 Determine capacity, utilization and future
need for additional teaching and learning
space (e.g., new classroom building) on
the Glen Ellyn campus.
8
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
INSTITUTIONAL OUTCOMES
MID-YEAR REPORT
1.
Ensure a comprehensive offering of
programs and services that anticipate
and meet the needs of our community.
Tasks:
1.1 Grow combined Fall and Spring
(academic year 2013-2014) 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.
1.3 Add additional and strengthen current
academic transfer partnership agreements
(e.g., 3+1, 2+2, etc.) leading to a
bachelor’s degree.
1.4 Enhance and expand opportunities to
support student learning needs.
1.5 Enhance work force education and training
opportunities for District residents.
1.6 Expand efforts to recruit and provide services
and resources for non-traditional students.
1.7 Investigate the opportunity to offer select
Bachelor of Applied Technology/Applied
Science degrees.
1.8 Continue to develop and enhance
cultural and community events and
programs (e.g., McAninch Arts Center,
Waterleaf, Physical Education Center,
Continuing Education, etc.)
colleges have been declining in enrollment every
semester since spring 2011.
State of Illinois (Public Two-Year) Trends
Fall 2014
• With respect to Full Time Equivalent students
(FTEs), of the 39 Illinois community college
districts, 35 saw a year-over-year decline
and four (including College of DuPage) saw
an increase.
• College of DuPage’s year-over-year FTEs
increase of 1.8 percent was the largest of the
four Illinois community college districts that
saw an increase.
• The average year-over-year FTEs decline for all
Illinois community colleges was 4.8 percent.
• With respect to credit headcount, of the 39
Illinois community college districts, 31 saw
a year-over-year decline and eight (including
College of DuPage) saw an increase.
• College of DuPage’s year-over-year credit
headcount increase of three percent added 849
heads. By comparison, the combined total for
the other seven Illinois community colleges
districts that saw an increase was 1,264 heads.
Percent Enrollment Change from Previous Year
National Enrollment for 2-Year Public Colleges
GOOD
0.00%
-0.50%
National Trends
According to the National Student Clearing House
Research Center, overall postsecondary enrollment has decreased 1.3 percent from the previous fall. Specifically, from fall 2013 to fall 2014
enrollment among public two-year institutions in
the United States decreased by 3.5 percent. As can
be seen in the chart 1, nationally public two-year
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Percent Change
-1.00%
-1.50%
-2.00%
-2.50%
-3.00%
-3.50%
-4.00%
-4.50%
2011FA
% Change -2.30%
2012SP
-1.80%
2012FA
-3.60%
2013SP
-4.10%
2013FA
-3.30%
2014SP
-2.90%
2014FA
-3.50%
Source: National Student Clearing House Research Center
Linear Trend Line
Chart 1
9
• The average year-over-year credit headcount
decline for all Illinois community colleges was
four percent.
Five of our peer institutions saw a decline in FTEs
that ranged from -0.3 percent for Harper, to -11.0
percent for Lake County.
Illinois Community College Board has placed
College of DuPage in Peer Group VII, along with
Harper College, Joliet Junior College, College of
Lake County, Moraine Valley Community College,
Oakton Community College and Triton College.
All Peer Group VII institutions have a fall 2014
headcount of over 10,000, with College of DuPage
being the largest at almost 29,500. Chart 2, below,
shows the relative size in headcount of the Peer
Group VII institutions.
Chart 4, below, illustrates the changes in
headcount and FTEs are even more dramatic
when comparing enrollment over a five-year
period (fall 2010 - fall 2014).
As can be seen in chart 3, below, four of the seven
peer institutions saw a year-over-year headcount
decline that ranged from -2.5 percent for Oakton,
to -12.9 percent for Lake County.
It should also be noted that over this five-year
period, College of DuPage was the only Illinois
community college to have an increase in FTEs
(see chart 5, below).
Chart 6, following page, displays College of
DuPage’s headcount growth and chart 7, following
page, shows College of DuPage’s FTEs enrollment
growth from fall 2010 to fall 2014.
Fall 2014 Headcount
ICCB Peer Group VII
Five-Year (Fall 2010 - Fall 2014) Enrollment Change
35,000
15%
30,000
10%
5%
0%
20,000
Percent Change
Headcount
25,000
GOOD
15,000
10,000
-5%
Headcount
FTES
-10%
-15%
5,000
-20%
-25%
0
COD
Harper
Joliet
Lake Co.
Moraine
Oakton
Triton
-30%
Source: ICCB Opening Enrollment Table 2
Source: ICCB Opening Enrollment Table 2 & Table 3
Chart 2
Chart 4
Year-Over-Year (Fall 2013 - Fall 2014) Enrollment Change
ICCB Peer Group VII
Five-Year (Fall 2010 - Fall 2014) FTES Change
Illinois Community College Districts
10%
10.00%
Headcount
FTES
-5%
Percent Change
Percent Change
-5.00%
-10.00%
Chicago
Danville
DuPage
Elgin
Harper
Heartland
Highland
Illinois Central
Illinois Eastern
Illinois Valley
Joliet
Kankakee
Kaskaskia
Kishwaukee
Lake County
Lake Land
Lewis & Clark
Lincoln Land
Logan
McHenry
Moraine Valley
Morton
Oakton
Parkland
Prairie State
Rend Lake
Richland
Rock Valley
Sandburg
Sauk Valley
Shawnee
South Suburban
Southeastern
Southwestern
Spoon River
Triton
Waubonsee
Wood
0.00%
5%
0%
GOOD
5.00%
GOOD
-15.00%
-20.00%
-25.00%
-30.00%
-10%
-35.00%
-40.00%
-15%
Source: ICCB Opening Enrollment Table 2 & Table 3
Source: ICCB Opening Enrollment Table 3
Chart 3
10
Chart 5
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
State of Illinois (Public Two-Year) Trends
Spring 2015
• With respect to Full Time Equivalent students
(FTEs), of the 39 Illinois community college
districts 33 saw a year-over-year decline and six
(including College of DuPage) saw an increase.
• College of DuPage’s year-over-year FTEs
increase of 2.1 percent yielded 326 FTEs,
the largest number of FTEs of the six Illinois
community college districts that saw an increase.
• The average year-over-year FTEs decline for all
Illinois community colleges was 4.2 percent.
• With respect to credit headcount, of the 39
Illinois community college districts, 27 saw a
year-over-year decline, two were flat and ten
(including College of DuPage) saw an increase.
• College of DuPage’s year-over-year credit
headcount increase of 3.6 percent yielded 1,008
students, the largest number of students of the
ten Illinois community college districts that saw
an increase.
With respect to Peer Group VII institutions, as can
be seen in chart 8, below, three of the seven peer
institutions saw a year-over year headcount decline
that ranged from -2 percent for Lake County, to
-8.9 percent for Moraine. Triton’s year-over-year
headcount was flat.
Five of the peer institutions saw a decline in FTEs
that ranged from -0.2 percent for Harper, to 5.5
percent for Moraine.
Chart 9, below, shows the headcount and FTEs
change over a five-year period (spring 2011 spring 2015). College of DuPage was the only
Peer Group VII institution to have both an increase
in headcount and FTEs over the last five years.
Year-Over-Year (Spring 2011 – Spring 2012) Enrollment Change
ICCB Peer Group VII
Five-Year (Fall 2010 - Fall 2014) Headcount Change
College of DuPage
30,000
• The average year-over-year credit headcount
decline for all Illinois community colleges was
3.4 percent.
6%
GOOD
GOOD
4%
29,000
2%
Percent Change
Headcount
28,000
27,000
0%
Headcount
-2%
26,000
-4%
25,000
-6%
FTES
-8%
24,000
2010FA
2011FA
2012FA
2013FA
2014FA
-10%
Source: ICCB Opening Enrollment Table 2
Source: ICCB Spring 2015 Enrollment Report
Linear Trend Line
Chart 6
Chart 8
Five-Year (Spring 2011 – Spring 2015) Enrollment Change
ICCB Peer Group VII
Five-Year (Fall 2010 - Fall 2014) FTES Change
College of DuPage
10%
17,000
GOOD
5%
GOOD
16,500
0%
-5%
Percent Change
Number of FTES
16,000
15,500
-10%
Headcount
FTES
-15%
15,000
-20%
14,500
-25%
-30%
14,000
2010FA
2011FA
2012FA
2013FA
2014FA
-35%
Source: ICCB Opening Enrollment Table 3
Source: ICCB Spring 2015 Enrollment Report
Linear Trend Line
Chart 7
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Chart 9
11
It should also be noted that over this five-year
period, College of DuPage was also the only
Illinois community college to have an increase in
headcount and FTES (see charts 10 and 11 below).
Five-Year (Spring 2011 – Spring 2015) FTES Change
College of DuPage
16,200
GOOD
16,000
15,800
15,600
15,400
Number of FTES
Chart 12, right, shows College of DuPage’s
headcount growth and chart 13, below right, shows
the College’s FTEs enrollment growth from spring
2011 to spring 2015.
15,200
15,000
14,800
14,600
14,400
Finally, as can be seen in chart 14, below right,
not only is spring 2015 enrollment up, but it is the
highest-ever spring credit headcount and FTEs
enrollment in the history of the College.
14,200
14,000
2011SP
2015SP
Five-Year (Spring 2011 – Spring 2015) Headcount Change
College of DuPage
30,000
GOOD
GOOD
29,000
-15.00%
28,000
Headcount
Chicago
Danville
DuPage
Elgin
Harper
Heartland
Highland
Illinois Central
Illinois Eastern
Illinois Valley
Joliet
Kankakee
Kaskaskia
Kishwaukee
Lake County
Lake Land
Lewis & Clark
Lincoln Land
Logan
McHenry
Moraine Valley
Morton
Oakton
Parkland
Prairie State
Rend Lake
Richland
Rock Valley
Sandburg
Sauk Valley
Shawnee
South Suburban
Southeastern
Southwestern
Spoon River
Triton
Waubonsee
Wood
Percent Change
-5.00%
-10.00%
2014SP
Chart 12
5.00%
0.00%
2013SP
Linear Trend Line
Five-Year (Spring 2011- Spring 2015) Headcount Change
Illinois Community College Districts
10.00%
2012SP
Source: ICCB Spring 2015 Enrollment Report
-20.00%
27,000
26,000
-25.00%
25,000
-30.00%
-35.00%
24,000
2011SP
-40.00%
2012SP
2013SP
2014SP
2015SP
Source: ICCB Spring 2015 Enrollment Report
Source: ICCB Spring 2015 Enrollment Report
Linear Trend Line
Chart 10
Chart 13
Spring 10th Day Enrollment Over Time
College of DuPage
Five-Year (Spring 2011- Spring 2015) FTES Change
Illinois Community College Districts
35,000
10.00%
GOOD
GOOD
5.00%
-15.00%
29,108
25,000
20,000
Count
Percent Change
-10.00%
Chicago
Danville
DuPage
Elgin
Harper
Heartland
Highland
Illinois Central
Illinois Eastern
Illinois Valley
Joliet
Kankakee
Kaskaskia
Kishwaukee
Lake County
Lake Land
Lewis & Clark
Lincoln Land
Logan
McHenry
Moraine Valley
Morton
Oakton
Parkland
Prairie State
Rend Lake
Richland
Rock Valley
Sandburg
Sauk Valley
Shawnee
South Suburban
Southeastern
Southwestern
Spoon River
Triton
Waubonsee
Wood
0.00%
-5.00%
30,000
15,000
15,952
-20.00%
10,000
-25.00%
-30.00%
5,000
0
-40.00%
1968
1969
1970
1971
1972
1973
1974
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
-35.00%
Credit Headcount
Source: ICCB Spring 2015 Enrollment Report
Spring Term
Full Time Equivalent Students (FTEs)
Chart 11
12
Chart 14
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
Credentials Awarded (Degrees and Certificates)
A good measure to determine if the College is
aligned with community needs (Task 1.2) and
enhancing work force education and training
opportunities for District residents (Task 1.5) is the
number of credentials awarded.
Over the past five years College of DuPage has
significantly increased the number of credentials
awarded. In academic year 2010 College of
DuPage awarded 2,180 Associate of Applied
Science (A.A.S.) degrees and job related
certificates. In academic year 2014, the College
awarded 3,519 A.A.S. degrees and certificates, an
increase of 1,339 or 61 percent.
Likewise, the number of transfer degrees has also
increased significantly. In academic year 2010
College of DuPage awarded 1,100 transfer degrees
and in academic year 2014 that number was 1,647
for an increase of 547 degrees or 50 percent.
If you combine the career and technical degrees
and certificates with the transfer degrees, in
academic year 2014 College of DuPage awarded
5,166 credentials, an increase of 57 percent over
academic year 2010. Chart 15, below, shows the
trending over time.
Credentials Awarded
6,000
GOOD
Total Credentials Awarded
5,000
4,000
3,000
Certificates
Degrees
2,000
1,000
0
AY 2010
AY 2011
AY 2012
AY 2013
AY 2014
Source: COD Fact Book
Linear Trend Line
Chart 15
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Academic Affairs:
• Enrollment change (10th day year-over-year Full
Time Equivalent students):
Academic Area
Year-Over-Year FTEs
Change
Fall 2014
Honors
Dual Credit
Spring 2015
8.6%
13.4%
27.9%
40.5%
Field Studies
-32.4%
15.3%
Adult Fast Track
-12.2%
-15.4%
Online
2.1%
5.1%
SLEA
58.4%
108.1%
ABE/GED/ESL
13.6%
13%
• Developed curriculum:
◦ Approved new degrees and certificates:
▪ Game Animation and Design A.A.S. degree.
▪ Cancer Registry Management certificate.
▪ Mechatronics Technology certificate.
▪ Mental Health First Aid certificate.
▪ Surgical Assisting certificate.
▪ American Welding Society’s Schools
Excelling through National Skills
Education level-one certificate.
▪ Practical Nurse certificate for Military
Medical Corpsman.
◦ Pending approval from Illinois Community
College Board, new degrees and certificates:
▪ Sign Language Interpreting A.A.S. degree.
▪ Anesthesia Technology A.A.S. degree.
▪ Digital Broadcast Journalism A.A.S. degree.
▪ American Sign Language certificate.
▪ Hearing Instrument Dispensary certificate.
▪ Magnetic Resonance Imaging Technology
Advanced certificate.
◦ Pending approval by the Board of Trustees,
new degree and certificates:
▪ Welding Technology A.A.S. degree.
▪ Nail Technology certificate.
◦ Developed new bridge programs:
▪ Medical Surgical I Bridge.
▪ GED Bridge to CIT.
13
•
•
•
•
•
•
◦ Revising curriculum:
▪ Withdrew five Human Services degree
Programs:
 Applied Gerontology A.A.S. degree.
 Correction Counseling A.A.S. degree.
 Domestic Violence Counseling
A.A.S. degree.
 Developmental Disability
A.A.S. degree.
 Residential Child Care A.A.S. degree.
▪ Deactivated 30 courses.
▪ Created 41 new course.
▪ Updated 22 courses.
Developed transfer articulations:
◦ Signed 3+1 with National Louis University
leading to a B.A. degree in Human Services.
◦ Signed a Reverse Transfer Agreement with
Western Michigan University.
◦ Pending approval:
▪ Enhanced 2+2 with Purdue University
Calumet (Nursing).
▪ Enhanced 2+2 with Roosevelt University
(Paralegal Studies).
▪ 2+2 agreement with Roosevelt University
(Culinology).
▪ Associate of General Studies (A.G.S.)
degree Memorandum of Agreement with
Chicago Regional Council of Carpenters.
Hosted the Ideas to Profits Conference. Over
100 entrepreneurs and small business owners
attended this full day conference with multiple
learning tracks and a Business Pitch competition.
Launched first accelerated opportunity adult
education cohort to prepare to receive industrystandard certifications in Cisco Certified Entry
Networking Technician (CCENT) and CriscoCertified Network Associate (CCNA).
Lead partner in the DuPage County Early
Childhood Initiative to identify and provide
appropriate instructional and support services to
underserved populations.
Created and offered three Concealed Carry Classes.
Awarded a $15,000 public safety grant to the
Homeland Security Training Center to support
the Citizen Emergency Response Program
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with Milton Township, by funding two new
initiatives: the Public Safety Academy and the
Senior Citizen Safety Academy.
Hosted Sampler Day to promote Continuing
Education programs, attracting over 100 people.
Relocated Cosmetology program to Addison
Regional Center, procured Cosmetology School
license and launched full-time program, in
addition to ongoing part-time program.
Introduced appropriate curriculum and added
essential capital equipment to address mid-term
accreditation issues with Automotive and
Construction Management Programs.
Facilitated successful re-accreditation visits
from the National Association of Schools of
Art and Design to accredit the Associate in
Fine Arts degree, eight A.A.S. degrees and five
certificates. The outcome of the application
for re-accreditation and visits is expected in
October 2015.
Visitation by the National Kitchen and Bath
Association to determine accreditation status for
the Interior Design program for 2015. Report
is pending.
Held fairs to attract and educate students about
career options, including the Manufacturing
EXPO, and programs in Computer and
Internetworking Technologies, Computer
Information Systems, Horticulture, STEM
(Science, Technology, Engineering and Math),
Office Technology Information and Culinary.
Developed workshops to prepare students for
Compass Placement Testing, and traveled to
numerous high schools and regional centers in
order to provide expanded testing opportunities
for new and dual credit students. During fall
2015, approximately 1,920 attended the sessions
to prepare for taking the various COMPASS tests.
Completed or updated 74 subject research
guides, covering all College of DuPage
curricula, and many additional guides developed
for specific course sections. In addition, there are
now eight tutorials for Research Fundamentals
that pertain to any course with a research
assignment. Each librarian has worked with
faculty members to include a link to their
relevant research guide in their Blackboard
course shell.
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
• Developed and delivered ten workshops for
faculty on citation, plagiarism, portfolio software
and open resources for education in fall 2014.
• Added resources in new formats, including
e-books, streaming video and electronic image
databases to support student learning.
• Extended tutoring services by sending tutors
to the Physical Education Center at designated
times to work with College athletes.
• Provided direct services and computer
equipment to student veterans in cooperation
with the College’s Veterans Services office
through a grant from the Institute of Museum
and Library Services.
• Delivered a workshop on preparing to write
a research paper by the Writing, Reading and
Speech Assistance areas and the Library.
• Hosted the WDCB’s Sunday Jazz Brunch on
December 14th in the Waterleaf Restaurant
which sold out with 146 covers. The New Year’s
Eve dinner paired with the New Philharmonic
Orchestra performance sold out with 195 covers.
Administrative Affairs:
• Rented space to community and business
organizations via our Conference and Events
Services Department through the first six months
of fiscal year 2015 as follows: five community
organizations on a weekly basis, five athletic
organizations on a weekly basis during specific
sport season, 64 non-College events lasting from
1-6 days. Additionally, Conference and Events
Services staff assisted with 14 College-hosted
events and six large College events.
Information Technology:
• Achieved a new all-time high of 88 percent
online registration.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Office of the President — Legislative Relations/
Special Assistant:
• Showcased, as part of the Student Trustee
Reports at the Regular Meetings of the Board of
Trustees, students and various aspects of student
life at College of DuPage.
• Completed the Presidents’ Study Group
recommendation for the Applied Technology
and Applied Science Baccalaureate degrees.
The report was accepted by Presidents Council.
White paper completed and moved to Illinois
Community College Trustees Association and
Illinois Community College Board.
Planning and Institutional Effectiveness:
• Developed and provided detailed reports to
Student Affairs and Academic Affairs showing
up-to-date enrollment by: student status; age;
course type; subdivision; delivery mode; course
site; ethnicity; enrollment intensity; residency;
and admit status.
• Developed and provided weekly color coded
enrollment reports (FTEs, headcount and dual
credit) to the Executive Vice President’s team
during the fall and spring enrollment cycles.
Student Affairs:
• Grew fall Hispanic enrollment by 12.4 percent,
whereas, African American enrollment remained
fairly even at -0.4 percent.
• Exceeded the number of incoming fall
Presidential Scholars by 16 percent.
• Staffed Welcome Tables at the opening of fall term
with volunteers who assisted over 4,900 students.
• Collaborated with Multimedia Services and
Marketing and Communications to create a
virtual campus tour.
• Returned Homecoming to campus after a
40-year hiatus.
• Developed new Fitness Center enhancing the
wellness initiatives for the entire community.
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2.
Demonstrate student success by
implementing approaches resulting in
top quartile retention, persistence and
graduation rates.
Tasks:
2.1 Grow financial resources to assist student
persistence.
2.2 Develop and implement practices that
improve student success as measured by
retention, persistence and completion rates.
Executive Vice President:
• Adopted by the Student Success Council, the
Completion by Design model framework,
and four sub-teams are focusing on the four
components of the model.
• Showing consistent positive trends over a fouryear period for online learning, developmental
education, composition, speech and other course
disciplines and methodologies. For example,
developmental math student success has improved
from 42 percent to 57 percent since 2010.
• Received favorable reviews from the project
mentors for the project selected for the Higher
Learning Commission Academy for Student
Persistence and Completion. Members of
the Student Success Council will meet with
the mentors to discuss progress at the Higher
Learning Commission Annual Meeting in April.
Academic Affairs:
• Received $340,000 Workforce Investment
Act Rapid Response grant to assist long-term
unemployed and veterans access job-related
certificate programs at College of DuPage
leading to credential/employment.
• Awarded by Illinois Community College Board
Adult Education Distance Learning Pilot Grant to
develop distance and hybrid delivery models for
Advanced English as a Second Language students.
• Implemented two Manufacturing-related
scholarships while working with College of
DuPage Foundation in establishment of ten new
annual Manufacturing scholarships.
16
• Developed, approved and implemented new
Advanced Manufacturing, Welding and
Mechatronics courses. New student advisement
and data collection processes have been
developed and implemented. All Department
of Labor/Trade Adjustment Assistance students
have been recorded and are in structured
semester-by-semester advisement.
• Developed an Online Student Orientation for
all online courses as of January 2015. This
project was a recommendation of the Quality
Improvement Project 15 Online subcommittee
and will help students understand how to be
successful in online courses.
• Created a Student Self-Assessment that is
available on College of DuPage Online
website and promoted through the Online
Student Orientation.
• Developed, by Instructional Technology
committee, an online course checklist that will
be used as a guide for future online course
development and delivery.
• Developed education/training/professional
development requirements, by the Instructional
Technology committee to assist Associate Deans
in course assignment.
• Launched skill-specific English as a Second
Language courses to address gaps not identified
or addressed through core programming.
• Piloted an online tutoring program, Tutor.com, for
specific courses, during the second eight-weeks
of fall semester. Seven hundred sixty-seven
tutoring sessions were held, with an average
length of 31 minutes. One hundred fifty-two
sessions were physics, 64 were calculus, and 45
were algebra. Student feedback was positive.
• Utilizing data-based decision-making, Quality
Improvement Project 15 team members have
investigated the success of students in collegelevel coursework subsequent to developmental
courses; explored results of student success
studies (investigating student success as a
function of class frequency and class size, assess
the success of the Tutor.com pilot, and assess
the continuing effort of Partners to Success).
Preliminary results indicate that students in
English are more successful in their subsequent
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
college level coursework than students who
tested into college-level courses. Math student
trends have a positive curve for success,
retention and persistence.
• Approved by Mathematics faculty, a new course
to shorten developmental coursework by five
hours and provide a statistics-based route to
College mathematics for students.
• Working to retain students, Anthropology
faculty members are sending any student
who misses more than a week of classes an
email with helpful suggestions. An analysis of
characteristics of students who withdraw from
Anthropology 1100 revealed their grades in the
course average about 1/3 of a letter grade below
the average grade point average of a randomly
selected sample.
degrees; transfer course takers; undeclared degrees;
and undeclared course takers.
• Submitted a set of comprehensive data to the
National Higher Education Benchmarking Institute
for inclusion in the National Community College
Benchmarking Project database.
• Developed a comprehensive College of DuPage
Data Book as a requirement for participation in
the Higher Learning Commission’s Academy for
Student Persistence and Completion. The book
includes data on: enrollment, demographics,
retention, persistence, completion, milestones,
momentum points, National Community College
Benchmarking Project comparisons, Integrated
Postsecondary Education Data System peer group
comparisons, Noel-Levitz and Community College
Survey of Student Engagement results.
Human Resources:
• Developed and delivered Student Employee
Orientation Program.
• Completed revised guidelines for Student
Employment Hours.
• Working with Financial Aid and Information
Technology to develop a process to mechanize
Federal Work Study, Student Eligibility and
Funds Management which will eliminate the
current manual, inefficient process.
Resource Development/Foundation:
• Provided a $20,000 College of DuPage
Foundation Resource for Excellence grant to
support student persistence.
• Designated $600,000 from the College of DuPage
Foundation budget to support student scholarship
to help reward retention and persistence.
Office of the President — Auditor:
• Conducted a review of the Commercial Driver’s
License (CDL) program offered through the
partnership between Continuing Education and
Bell CDL Enterprises, Inc.
Planning and Institutional Effectiveness:
• Developed an SQL program for tracking and
reporting on student (cohort) retention, persistence
and completion over time. Specific reporting
includes fall to spring persistence, fall to fall
persistence and completion (degree or certificate)
at the 150 and 200 percent time frames. The
report segments students by: Career and Technical
Education degrees; Career and Technical Education
certificates; Career and Technical Education course
takers; dual credit; ESL/ABE/GED; transfer
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Student Affairs:
• Implemented New Student Enrollment Seminars
to benefit new at-risk students to navigate the
steps to enrollment and make connections at
the College.
• Continued identification of near completers
through the graduation initiative.
• Instituted communication to students recognizing
their academic progress and emphasizing
expected completion and success.
• Implemented and charted weekly retention and
persistence tracking.
• Submitted recommendations to the Student
Success Council on mid-term grading, instructorinitiated withdrawals at the mid-term and late
registration.
• Implemented Steps to Enrollment on College
website and working to create an online
interactive Begin@COD session and Steps to
Enrollment process.
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• Implemented new student email policy to
increase consistency of messaging to students for
receipt of important College information.
• Launched 11 projects and identified 16 current
and eight future projects to employ technology to
support student success.
• Initiated review of data on persistence and
completion along with Student Success Council
to inform future student success programming.
• Continued participation in the Higher Learning
Commission Academy for Persistence and
Completion which will also inform areas of
Student Affairs for effective programming in
support of student success.
• Developed Smart Borrowing to promote loan
and student debt awareness.
• Increased number of part-time Student Success
Counselors and Program Advisors.
◦ Six new part-time Student Success
Counselors have been hired.
◦ Six new part-time Program Advisors have
been hired and placed within the Divisions.
◦ Six to eight additional part-time Program
Advisors are currently being hired for
deployment in spring 2015.
• Implemented a reminder postcard process which
will encourage and prompt students to seek
earlier appointments to establish their Student
Educational plan for the following semester.
• Streamlined process of assigning students to
counselors/advisors with a goal of every full-time
student having a designated contact to work with
to develop their educational plan and to serve as a
contact for Early Alert notices/follow up.
• Developed introductory pathways at the four
Regional Centers by providing educational
planning and student financial assistance
programing leading to new students being
assigned a Student Success Counselor.
• Point of Service surveys implemented in all
Student Affairs areas.
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3.
Strengthen local, national and global
partnerships.
Tasks:
3.1 Ensure that the College of DuPage
Foundation increases the number of annual
individual donors, grows its assets and
awards funds for student scholarships,
program development, instructional
equipment procurement and grants to the
College, with a special focus on cultural
arts, corporate/foundation giving programs
and alumni relationship building.
3.2 Strengthen and diversify partnerships with
District high schools.
3.3 Expand partnering opportunities with other
community colleges to create and leverage
best practices.
3.4 Position the College of DuPage Foundation
to be among the top three charity choices
for District community members and
alumni residing in the District.
3.5 Develop and align program support and
student scholarships with the needs, interests
and priorities of the College and donors.
3.6 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 disadvantaged by
the MAP grant suspension.
3.7 Pursue a legislative agenda that will
assist in meeting the needs of students,
community and the College.
Executive Vice President:
• Created by the Northern Illinois Regional
P-20 Network, employees participate on active
teams with the goal of improving student
educational credential attainment at all levels
of education in a region that includes six
community college districts.
• Attending P-20 leadership group meetings chaired
by the President at Northern Illinois University.
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
Academic Affairs:
• Increased the number of dual credit courses
offered through high school partnerships by
fourteen, and three new partners joined the
College in offering dual credit.
• Completed planning the Early College Initiative
with West Chicago and Glenbard East High
Schools is complete and will begin in fall 2015.
Advertising brochures have been developed, and
students are being reviewed by Glenbard East staff.
• Presented dual credit updates at the High School
Business/Technology Chairs Round-table hosted
by College of DuPage.
• Co-sponsored, with Glenbard District 87, a
Mathematics Symposium for college and high
school math teachers to examine factors that
empower success in mathematics.
• Collaborated with the Goethe Institute-Chicago
to sponsor a German Career Day at College of
DuPage for 300 high school and community
college students.
• Held 15th Annual Photography Exhibition
featuring photos of 26 children supported by
Easter Seals DuPage and Fox Valley which were
taken by students in the College of DuPage
photography program.
• Utilized Perkins funding to sponsor a Student
Leadership Academy which hosts approximately
100 high school students and their counselors
to participate in a series of leadership/job
readiness programs.
• Initiated a coalition of college personnel dedicated
to supporting adjunct faculty hiring, orientation,
development and observations to include Harper,
Waubonsee, Moraine Valley, Benedictine, Olivet
Nazarene and Joliet Junior College.
• Participated in Northern Illinois University
consortium initiative to improve articulation
and transfer between high schools and
community colleges.
• Presented at American Association for Adult and
Continuing Education conference in Charleston,
S.C., and Illinois Council of Community College
Administrators conference on best practices in
adjunct faculty support at College of DuPage.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
• Formed a new partnership between Business
Solutions, Business and Technology
(Horticulture) and University of Illinois at
Chicago offering onsite customized training in
summer and fall 2014.
• Participating on the board of directors for the
West Suburban Chamber of Commerce.
• Joined the Consortium of Advanced
Management International to access continuous
improvement and other developed curriculum to
better serve firms such as Navistar, Boeing and
Grant Thornton. The Consortium of Advanced
Management International has expressed interest
in having College of DuPage lead a higher
education management sub group.
• Adult education leadership member is on the
following statewide committees which provide
input and drive statewide educational initiatives:
◦ Illinois Community College Board Chair of
Adult Education Advisory Committee.
◦ Illinois Community College Board Career
Technical Education Advisory Committee.
◦ Illinois Community College Board Illinois
High School Equivalency Task Force.
◦ State Workforce Investment and Opportunity
Act Task Force.
◦ Illinois Community College Board
Management Information Systems
Longitudinal Data Advisory Committee.
• Identified new partnering opportunities with
high school districts including adding summer
College program in Districts 203 and 204, as
well as offering Professional Development Units
with District 204 beginning summer 2015.
• Participating in Illinois Council for Continuing
Education and Training and Northern Illinois
Regional Consultative Council meetings to learn
best practices with counterpart organizations.
College of DuPage has committed to hosting a
Northern Illinois Regional Consultative Council
meeting in spring 2015.
• Collaborating with three District 502 high
schools (Technology Center of DuPage, York
and Indian Prairie) to articulate a Program of
Study for students interested in Culinary Arts.
19
• Launched Emerging Entrepreneurs (E2) Mentor
program in partnership with Center for
Entrepreneurship for current College of
DuPage students and mentors from the
business community. Funded by grant from
the Coleman Foundation.
• Hosted a Food Drive to the benefit the People’s
Resource Center during the staging of
A Christmas Carol.
• Collaborating with Sauk Valley Community
College, the College of DuPage’s Diagnostic
Medical Imaging – Sonography program enrolled
Sauk Valley Community College students in the
didactic portion of the program. Sauk Valley
Community College, will arrange and oversee
clinical in their district for the students.
• Hosted visitors from Harper College and Wheaton
College to discuss current facilities and services.
• Served as an internship site for Dominican
University graduate students in library science.
• Initiated the development of a northern Illinois
network of community college testing services,
and met with the group on this campus.
• Serving on the Consortium of Academic
and Research Libraries in Illinois statewide
committees in 2014-2105. Consortium of
Academic and Research Libraries in Illinois
makes available world-class research materials.
Administrative Affairs:
• Facilities Planning and Development and
Facilities Operations meet semi-annually with
facility directors and members of Facilities
Commission (ICCFOA) to review reporting
practices, operational concerns and best practices.
• Purchasing Manager and Director, Business
Affairs participate in the Illinois Community
College Purchasing Managers group, sharing
ideas and best practices.
Marketing and Communications:
• Provided photographic coverage of College of
DuPage Foundation Board meetings.
• Publicized the grants luncheon internally.
• Held fourth annual Laps with Chaps to raise
funds for College of DuPage Foundation.
20
• Assisted in promoting COD4COD program
through COD This Week, Green Sheet and
Employee Portal.
Office of the President — Legislative Relations/
Special Assistant:
• Developed the College’s 2015 legislative agenda.
• Held annual Legislative Breakfast to acquaint
legislators with campus and update them on
matters of importance to the College.
• Received a resolution of congratulations for the 20th
Anniversary of SLEA, from House Leader Durkin.
• Completed the request for proposals process for
lobbying services to support College efforts;
Roger C. Marquardt Company, Inc. was engaged
to perform the services.
Planning and Institutional Effectiveness:
• Developed specific reports (e.g., percent of
developmental students at College of DuPage, etc.)
to help College of DuPage and District 502 high
schools work together in improving student success.
Resource Development/Foundation:
• Raised $1.8 million to date through the
College of DuPage Foundation to support
the various entities of the college.
• Increased giving to annual College of
DuPage Foundation scholarships by
56 percent year to date.
• Received gifts from over 5,000 donors through
the College of DuPage Foundation fiscal year to
date, as compared to 4,500 last year at this time.
• Increased the year end number of donors from
137 to nearly 900 in comparison to last year.
• Raised $140,000 from year end giving in
comparison to last year’s total of $55,000.
• Launched a new cultural arts advisory committee
to enhance College of DuPage Foundation
fundraising for McAninch Arts Center related
entities and WDCB.
• Launched a President’s Corporate Advisory
Council, including seven prominent community
business leaders, to assist in creating corporate
partnerships and philanthropic investment in
the college.
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
• Launched the first Distinguished Alumni
Program, recognizing eight outstanding alumni
at an event in November.
• Increased giving to Laps for Chaps by 41 percent.
• Increased Corporate giving to the College of
DuPage Foundation by 20 percent year to date.
• Hosted a scholarship reception in October to
further promote and celebrate students scholars
and scholarship donors.
• Continued to create partnerships with local
banks to assist the Center for Small Business
Development as investors and event sponsors.
• Administered $100,000 of Resources for
Excellence Grants awarded from the College of
DuPage Foundation to various areas of the college.
Student Affairs:
• Hosted 7th annual Dare to Dream conference
yielded over 700 young Latinas and their
mothers who heard from presenters on how to
achieve their dream of a better life.
• Distributed post card to admitted and prospective
students encouraging timely filing of FAFSA to
meet MAP application guidelines and potential
loss of grant monies.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
4.
Promote the assets of the College:
people, programs and facilities.
Tasks:
4.1 Maintain Higher Learning Commission/
AQIP and other appropriate accreditations
and certifications.
4.2 Influence community perception and
differentiate the College from competitors
through branding.
4.3 Enhance the public’s awareness of
significant programs, services, capabilities
and institutional stewardship of taxpayer
resources.
4.4 Leverage Regional Centers to promote
College programs and services.
4.5 Identify, promote and leverage alumni and
other significant stakeholders to enhance
the academic reputation of the College.
Academic Affairs:
• Introduced stackable certificates at Addison
Center: Entrepreneurship, Organizational
Leadership, Management and Supervision
certificates leading into A.A.S. degree in
Management through to B.A. degree in
Management (3+1) with Benedictine University.
• Enhanced marketing and branding of the
McAninch Arts Center as a means of building
the image of the College in the community. New
web presence was created, preseason ticketing
events, and reduced-cost tickets for students
were implemented.
• Expanded community outreach of the McAninch
Arts Center through enhanced programming,
open houses and an expansion of community
events, including free concerts, lectures and
gallery events.
• Hosted a summer Lakeside Pavilion Concert and
Movie series which attracted over 8,000 people
to campus, many reporting it was their first time
at the College.
• Provided opportunities to showcase student
musicians, faculty and visiting artists at Music
Fridays @ Noon.
• Hosted the Diagnostic Medical Imaging
Pathophysiology Panorama on December 3, 2014.
21
Administrative Affairs:
• Reinforced the College brand by enhancing the
sense of place by completing the renovations
of the Seaton Computing Center, McAninch
Arts Center, Physical Education Center and
Student Resource Center. The commencement of
construction of the Homeland Security Training
Center will create a facility that will enable the
College to maintain its position as a leader in
first responder training.
Marketing and Communications:
• Held Fourth Annual Laps with Chaps, bringing
hundreds of people to the newly finished campus.
• Issued Vol. 4, No. 3 issue of impact to 390,000 in
district homes.
• Included branding in every college message.
Office of the President — Legislative Relations/
Special Assistant:
• Invited the DuPage Mayors and Managers
and DuPage County Board to the SLEA 20th
Anniversary celebration and the Commerce and
Community Breakfast.
• Held fall information session for the College of
DuPage neighbors.
Planning and Institutional Effectiveness:
• Completed the annual Academic Quality
Improvement Program Action Project updated.
Two projects were retired: Exemplary Student
Experience and Improving the Effectiveness
of the Comprehensive Advising Model, and
four projects were updated for academic year
2014-2015: Improving Academic Performance;
Early College High School Pilot; Designing a
Blueprint for Student Success; and Improving
Data/Information Availability and Management.
College of DuPage received extremely positive
feedback from Higher Learning Commission
peer reviewers related to the two Action
Projects (Improving Academic Performance and
improving Data/Information Availability and
Management) that were reviewed in 2014. For
example, concerning the Improving Academic
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Performance Action Project the peer reviewer
wrote: “It is evident from this comprehensive
and impressive report of accomplishments from
the past year that College of DuPage exemplifies
the use of evidenced-based and data-driven
planning and decision making.” Likewise, the
peer reviewer who evaluated the Improving Data/
Information Availability and Management Action
Project was equally as positive. In the feedback
report he noted, “Excellent! I would also suggest
a future Higher learning Commission conference
presentation and/or workshop, as this project is
what many institutions are looking for to help
manage and use their data effectively.”
• Developed and submitted a detailed Quality
Highlights Report to the Higher Learning
Commission. The Quality Highlight Report is the
final document related to the current Academic
Quality Improvement Program accreditation cycle.
College of DuPage anticipates receiving an eightyear reaffirmation of accreditation letter from the
Higher Learning Commission in early 2015.
• Developed the Institutional Effectiveness Council
academic year 2014-2015 action plan which
includes researching and outlining the content
for the Academic Quality Improvement Program
Systems Portfolio. The Systems Portfolio is
a primary document by which institutions on
the Academic Quality Improvement Program
Pathway demonstrate they are meeting the
Criteria for Accreditation. Through the Systems
Portfolio, institutions document their approach to
performance excellence and provide evidence of
continuous improvement.
• Developed and submitted on a timely bases
required Illinois Community College Board and
Higher Learning Commission updates and reports.
Resource Development/Foundation:
• Identified eight distinguished alumni who were
inducted into the new College of DuPage Alumni
Hall of Fame and who are engaging in various
promotional and service projects for the college
throughout the year.
• Increased alumni giving to the College of DuPage
Foundation by 34 percent fiscal year to date.
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
5.
Address the impact of changing
demographics in a global society.
Tasks:
5.1 Expand and coordinate academic,
social and personal support systems for
underrepresented populations.
5.2 Through programs and activities, continue
to foster a culture of inclusiveness for
students and employees.
5.3 Expand efforts to recruit, retain and
graduate underrepresented students.
5.4 Continue to provide English as a Second
Language (ESL), GED, etc., with a focus
on transitioning students from non-credit
to college degree and certificate programs
of study.
5.5 Enhance recruitment of and support for
international students.
5.6 Develop and implement programs and
services to enhance institutional diversity
and global engagement.
Academic Affairs:
• Co-hosted, with Student Affairs, a webinar for
faculty and administrators on strategies for
recruiting and retaining African American men.
• Planning, with Student Affairs, a celebration of
Black History Month calendar of events and
activities for February 2015.
• Participating in Community College Initiative
Program are 15 international students. This is
funded by the Bureau of Educational and
Cultural Affairs. A Community College Initiative
Program student was featured in the Student
Spotlight. Community College Initiative
Program students presented at the December
Board meeting.
• Visited by President of Pentecost University and
a Health Consultant from Ghana. Both faculty
and administrators discussed potential
partnerships in nursing, fire science and criminal
justice studies.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
• Coordinated International Education Week :
International flag ceremony, foreign films, Peace
Corps presentation; Global Education Fair.
• Applied for the Expanded Foreign Language
Grant to offer Arabic language immersion
program in summer 2016.
• Collaborated on the submission of Department
of Education grant application, Undergraduate
International Studies and Foreign Language
Program, which includes plans for a site visit/
faculty exchange in Vietnam. The grant
application was not successful.
• Presented a report by a College of DuPage
professor who traveled to Hanoi University and
Hanoi University of Mining and Geology and
Hanoi National University of Education. Hanoi
University of Mining and Geology is interested in
joining Illinois Consortium for International
Studies and Programs’ exchange program.
Professor DJ Liu will meet with representatives
of Hanoi National University of Education to
discuss detail of Illinois Consortium for
International Studies and Programs exchange
program.
• Increased selection of free and low-cost
programming for seniors through Lunch Break
Lectures, the Sage Series and courses designed
for the Plus 50 Encore Completion Grant
program.
• Initiated the Reach Out program for 21-40 year
old developmentally disabled adults. Courses
focus on networking, communication skills,
fitness and nutrition and self-advocacy skills.
• Created a small study room for use by persons
with disabilities accompanied by an assistant.
• Extended tutoring services by sending tutors to
the Physical Education Center at designated
times to work with student athletes.
• Met with international students in small groups
with two writing/reading tutors twice a week
focusing on discussion of the materials students
had been assigned to read. Students were
encouraged to schedule appointments in the
Learning Commons. They also came as a group
for a Learning Commons information session
prior to the start of fall term.
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Human Resources:
• Implemented new policy mandating Diversity
Training for all hiring managers and supervisors
in addition to all search committee members.
Three year refresher training process
implemented for both.
• Increased the number of Diversity recruitment
sourcing mechanisms.
• Participated in three diversity and veteran
specific job fairs: Recruit Military, National
Association for the Advancement of Colored
People and Indo American Community
Service job fairs.
• Continue expanding employee recruiting and
sourcing mechanisms including: increased
utilization of social media i.e., LinkedIn, Twitter
and Facebook; developing relationships and
expanding our diversity and veteran employment
outreach with Quad Country Urban League and
Marines for Life.
• Reconstituted Affirmative Action Committee
which has convened twice since September to
discuss the committee charge and unique ideas
for attracting and retaining a diverse work force.
• Vice President Human Resources member
of the Student Diversity and Inclusion
Advisory Committee.
Marketing and Communications:
• Created a video for Student Affairs focusing
on diverse populations and video for Center
for Diversity and Inclusion.
Planning and Institutional Effectiveness:
• Attend and actively participate in relevant
community events (e.g., Lombard Chamber
of Commerce, Choose DuPage, etc.)
• Spoke at the American Society for Quality
National Quality Education Conference and
the Network for Change and Continuous
Innovation (higher education’s network for
change leadership) Annual Conference.
• Accepted as a speaker for the Association for
Strategic Planning Annual Conference, the
world’s premier forum for the exchange of
professional ideas and experiences among
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strategy professionals and for UBTech 2015,
the national conference on technology
leadership in higher education.
• Serve as a board member for the Association
for Strategic Planning Chicago Chapter and
a member on the national marketing and
membership committee.
Resource Development/Foundation:
• Received a $2.2 million literacy grant from the
Illinois Secretary of State and Illinois community
College Board.
Student Affairs:
• Developed Behavioral Intervention Team
marketing materials to promote the importance
of campus safety.
• Marketed Behavioral Intervention Team to
promote the importance of campus safety.
• Purchased Campus Clarity to provide online
training and awareness about sexual misconduct
for students.
• Collaborated with Human Resources on the
revision of Board Policy and Administrative
Procedure No. 15-11: Prohibition of Sexual
Discrimination, Harassment and Misconduct
to ensure compliance with federal and state
mandates. Draft revision has been submitted for
further consideration according to College policy
prior to adoption.
• Created and implemented new Center for
Student Diversity and Inclusion.
• Planned and coordinated cultural events
targeting the Latino population including Latino
Student Visit Day; parent workshops; the Dare
to Dream Conference for Latino 8th grade and
freshman girls; and a new Mother’s Day event
honoring mothers of our Latino students.
• Required all F-1 visa students to purchase an
insurance policy to ensure medical coverage
while attending classes.
• Organized month-long activities and events
in celebration of Black History Month to
enrich cultural diversity by highlighting
contributions that African Americans have
made to American history.
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
6.
Enhance College of DuPage’s strong
financial position.
Tasks:
6.1 Ensure the financial integrity and
performance of the College (e.g.,
receive clean audit opinion, maintain the
unrestricted fund balance per Board of
Trustee Policy 10-40 and maintain “AAA/
Aaa” ratings by Standard & Poor’s and
Moody’s, respectively).
6.2 Strengthen fiscal performance of all
auxiliary enterprises (e.g., WDCB, Inn at
Water’s Edge/Waterleaf, McAninch Arts
Center, Business Solutions, Multimedia
Services and Regional Centers).
6.3 Strengthen and expand fund raising
activities to exponentially increase return
on investment.
6.4 Establish reserves to address potential
operating environmental challenges and
strategic initiatives.
Academic Affairs:
• Growing Business Solutions Contract Training.
Fall 2014 six month revenue has exceeded fiscal
year 2014 revenue.
• Though ongoing, College of DuPage Finance
calculates the total CE salary reductions since
2009 to be over $3,000,000 (-42 percent) despite
benefits increasing.
• Increased profitability of McAninch Arts Center
through expanded ticket and concession sales.
• Created new Group Sales position for the
McAninch Arts Center that will help maximize
ticket sales.
• Waterleaf Restaurant significantly increased
performance, with a fiscal year-to-date 61.7
percent increase in sales: $554,345 versus
$342,802 for 2013 and a 60.8 percent increase
in sales over December 2013.
Administrative Affairs:
• The police department continues to
aggressively investigate cases of Financial
Aid Fraud at the college.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
• Completed fiscal year 2014 audit of College,
WDCB Radio Station and College of DuPage
Foundation. Received an unmodified/unqualified
opinion with no management letter comments.
• Fund Balance reports prepared monthly and
calculation of fund balance as a percent of
operating revenues prepared and reviewed
against Board target.
• Account, bank and credit card reconciliations
completed through the end of December, 2014.
• Monthly analysis actual vs. budget by fund,
department and key revenue and expense objects
completed through the end of December.
• Analysis of all auxiliary units completed
through December and presentation prepared for
February Board meeting.
• Student accounts receivable balances monitored
weekly. Three communications sent to all
students with a failed payment prior to dropping
the student.
Human Resources:
• Affordable Care Act:
◦ Working with managers, continue ongoing
review and management of employee hours
and positions to ensure compliance with
Affordable Care Act.
◦ Audited all part time employees to ensure
compliance with Affordable Care Act
regulations. Continue counseling managers
to identify pragmatic solutions that
address the needs of the College while still
maintaining standards and requirements.
◦ Created a tracking mechanism to capture
current temporary employees along with end
dates to ensure compliance with Affordable
Care Act.
◦ Completed work with Ellucian Focus Group
to develop system solution to monitoring
hours worked as required for 2015 Affordable
Care Act reporting.
◦ Engaged College of DuPage Task Force
including Human Resources, Information
Technology and Finance to work with Ellucian
on implementing this system solution.
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◦ Convened College Insurance Committee to
discuss 2015 renewals and discuss Cadillac Tax.
◦ Had initial planning session in November
2014 with Gallagher Benefit Services, our
benefits consultant, to review the experience
and demographics of our medical plans
compared to benchmarks in the marketplace
and to evaluate our plan costs and the financial
impact of the Cadillac tax on the College.
◦ Monitoring marketplace to identify relevant
strategies as alternative to current high cost
plans (defined contribution health plans,
high-deductible health plans and health
savings accounts).
• Pension Reform:
◦ Completed all required reporting to State
Universities Retirement System (SURS) for
earnings information of previously employed
annuitants from September 1, 2013 through
August 31, 2014.
◦ Continue to monitor and address issues
related to reporting of annuitant 2014
earnings to SURS.
◦ Participated in semi-annual SURSMAC
(SURS Advisory Committee) meeting in
Champaign, IL.
• Other:
◦ Completed insurance renewal process with
brokers and vendors resulting in minimal
increases to plan premiums.
◦ Renewal evaluation determined current dental
plans are cost effective and competitive given
current market conditions.
◦ Blue Cross Blue Shield audit report has
been developed to maintain accuracy of
monthly invoices.
◦ Created compensation incentive plan for
WDCB underwriting.
◦ Review of employees vs. independent
contractors at the McAninch Arts Center
has been completed and changes made to
employment status where appropriate.
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Marketing and Communication:
• Changed programing and enhanced promotion
resulting in an increase to WDCB’s weekly
“CUM” audience from 150,000 unique listeners
to more than 180,000 for December 2014
through January 2015.
• WDCB’s financials are on track to finish
ahead of fiscal year 2014, further reducing the
College’s subsidy of the station.
• Created underwriting sales position by
re-purposing vacant news position.
• Developed and executing annual marketing plan
for Waterleaf and Inn at Water’s Edge.
Office of the President — Auditor:
• Assisted the external audit firm with testing for
Financial Aid and Illinois Community College
Board reporting.
• Reviewed all Illinois Community College Board
apportionment submissions for accuracy.
• Completed a review of cash receipts to
determine compliance with College policies
and procedures.
• Completed a review of the procurement card
program to determine compliance with College
policies and procedures.
Office of the President — Legislative Relations/
Special Assistant:
• $20M+ is appropriated in the fiscal year 2015
Illinois state budget.
Resource Development/Foundation:
• Increased overall annual giving to auxiliary
enterprises by 11 percent to date.
• Raised $431,000 in private support to WDCB.
• Received two estate bequests benefiting the
McAninch Arts Center art collection at a total
value of nearly $600,000.
• Received $92,000 in grants for the
Procurement Technical Assistance Center
from the Illinois Department of Commerce
and Economic Opportunity.
• Received a $24,000 grant from the Illinois Arts
Council for the McAninch Arts Center.
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
7.
Build a culture reflective of a positively
engaged work force focused on the
College’s mission, vision and values.
Tasks:
7.1 Enhance employees’ effectiveness and
capabilities in supporting the goals and
tasks of the College including building
and enhancing leadership skills through
professional development programs.
7.2 Improve College climate through enhanced
collaboration.
7.3 Promote and utilize recognition programs
(e.g., the I Am COD Individual Award!)
to reinforce high performance and work
force engagement.
7.4 Analyze and address the 2014 PACE
survey results to positively impact
institutional climate and culture.
Executive Vice President
• Hosting the following meetings on a regular basis:
◦ Meets monthly with constituency leaders
from College of DuPage Faculty Association,
College of DuPage Adjuncts Association and
Classified Staff.
◦ Meets bi-weekly with Shared Governance
Council.
◦ Meets bi-monthly with Managerial staff to
discussion issues and concerns.
◦ Monthly Administrator meetings.
• Developed a Parking Task Force to discuss
current parking issues and deliver a
recommendation to Shared Governance Council.
• Working with Faculty Senate to address issues of
concern identified in the PACE survey.
Academic Affairs:
• Established a year-long New Faculty Institute to
offer professional development opportunity to
29 new full-time faculty, which includes a retreat
and bi-weekly presentations by seasoned faculty
at the College.
• Adjunct Faculty Support Office offered
orientation and professional development
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
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opportunities. Initiated BloomBoard technology
to track observation of adjunct faculty and
related professional development opportunities
to improve performance.
Participated in the American Association of
Concurrent Enrollment Partnerships conference
in Chicago which addressed best practices in
dual credit/concurrent enrollment.
Increased faculty training and support
on educational technology. Professional
development sessions for faculty continue at an
increased pace, with over 67 sessions held during
fall 2014. Currently scheduled topics include:
hybrid teaching, Camtasia, Google Docs,
Weebly, Prezi and the Blackboard Gradebook.
Discipline-specific sessions on online teaching
best practices are now offered.
Developed a new team-based online course
design strategy by the Quality Improvement
Project 15 online subcommittee. This teambased strategy will guide future online course
development and revision and make each project
a collaborative project with cross-fertilization
of ideas and teaching strategies across faculty
members and hopefully across disciplines and
divisions.
Renamed the Office of Instructional Design
and Development as Office of Learning
Technologies, and moved to new, high profile
location. This space gives us the ability to
serve faculty more visibly and create a new
sense of collaboration in the development and
maintenance of online courses and the use of
technology in teaching and learning.
Recognized faculty achievements and
contributions through division celebrations.
Exhibited work by Fine and Applied Arts faculty
in Carney Art Gallery.
Developed and delivered workshops for division
faculty on open resources for education,
portfolio software, copyright, plagiarism-proof
assignments and incorporating library resources
into Blackboard.
Working with a faculty committee, the Library
will develop a faculty and staff creative works
exhibit for fall 2015.
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Administrative Affairs:
• Working as members of a training consortium,
College of DuPage Police employees help provide
continuing education to all officers annually.
• Performed the skip-a-level meeting with all team
members in the Facilities Operations group to
communicate the College’s goals, tasks, vision,
mission and values. The purpose of the meetings
was to build trust between management and
team members.
• Constantly worked with team members to
enhance the working environment of Facilities
Operations and build team morale.
Human Resources:
• Continuing to award I AM COD Awards twice
a year.
• Continuing to work with staff and faculty
professional development advisory committees
to identify and develop additional professional
development curriculum for staff and faculty.
• Collaborated with Deans, Student Affairs and
peers at other community colleges to create short
term and long term training plan for compliance
with the Clery Act, Violence Against Women
Act, Title IX and related legislation. Roll-out
started with new employees at New Employee
Orientation in January 2015 and continues over
the next fiscal year.
• Developed the New Manager Orientation
course Your Leadership Journey with initial
implementation targeted for February 2015.
This program will introduce new leaders to
differentiators that are important to building a
positive reputation as well as contributing to
the organization’s success, identify ways to set
priorities and establish themselves as trustworthy
leaders and discuss best practices and tips for
leading former peers.
• Offered Employee Professional Development
opportunities: Foundations of Communication
series, Information Session: Professional
Development Dollars, Myers Briggs Type
Indicator (MBTI) Team Building and
Presentation Skills Essentials series, Article
Discussion: Developing Resilience, NIN
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(Northern Illinois Network) Staff Support
Exchange, Information Session: Team Sites,
Developing Positive Relationships at Work
(module 1 of 3), Discover and Develop: How
good is your Time Management.
Advanced Service Excellence training: Every
Call Counts and AVAYA IP Phone Training.
Delivered in-person Customer Service training
to Student Affairs and Human Resources,
integrating The Other Side of the Window with
Dealing with the Irate Customer.
Developed Professional Email Etiquette training.
Offered Faculty Professional Development:
Globalizing your Curriculum, Supporting
All Students, October In-Service Day;
Cooperative, Collaborate, Co-Create;
Serving Undocumented Students, The Future
of Research: Plagiarism Proof Assignments,
Learning Hybrid: Hybrid Learning.
Developed and implementation of Blackboard
Training: Blackboard: Gradebook;
Blackboard: Creating Content; Blackboard:
Discussions; Blackboard: Tests; and
Blackboard: New Features!
Offering technology training: Instructional
Technology; Workshop for New Online
Instructors; Link, Stream Embed: How to
Incorporate Library E-Resources; Copyright for
Faculty; WordPress for Faculty; Smartphones as
Clickers; Camtasia; Brownbag: Online Series;
Teaching with Technology, Ask an Expert:
Submitting Final Grades, Microsoft PowerPoint
2013 Essential and Camtasia.
Developed and implemented training modules
for the orientation of new supervisors, managers
and administrators: Sodexo Catering, A/P and
Annual Plans, Budget and Payroll, and Budget
Best Practices.
Scheduled leadership courses: Building Trust
article discussion, Creating Strong Relationships.
Attended webinars addressing the Clery Act,
Title IX and Campus Save Act for understanding
of expectations regarding new legislation.
Completed work on taskforce to develop
mandatory Violence on Campus report due
October 1, 2015.
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
• Completed with the assistance of Dean of
Student Development and legal counsel,
revisions for Board Policies 15-10, 15-11,
20-5, 20-35 and Procedure 15-11 on Sexual
Harassment, Misconduct and Discrimination to
ensure compliance with Clery Act, Title IX and
Violence Against Women Act.
• Revised, implemented and updated internal
mechanisms associated with Administrative
Board Policy on Background Screening to reflect
new Ban the Box legislation.
• Completed revisions to Classified Employee
Appeals process.
• Began Regional Center site visits and plan to
continue on a quarterly basis.
• Serving as member of the Behavioral Intervention
Team to assess behavioral threats and potential
threats to College of DuPage community.
• Instituted weekly conference calls with
Gallagher Bassett Services and Blue Cross Blue
Shield as well as monthly onsite meetings with
Gallagher Bassett Services to ensure benefits are
high quality and competitively priced.
• Arranged for VALIC to hold education sessions
in conjunction with fall Benefits Fest.
• Participated in College of DuPage Adjuncts
Association member meetings during In-Service
to address questions and concerns. Facilitated
meetings to amicably resolve concerns of
Counselors and Advisors.
• Worked with Deans of Learning Resources and
Student Services to resolve treatment of vacation
and holiday time for full-time faculty.
• Met with Fraternal Order of Police
representatives to discuss concerns about the
transition of temporary officers to part time
employees, resulting in Fraternal Order of Police
not pursuing a demand to bargain.
• Collaborated with Student Affairs to develop
concept of Lecturer positions for Counseling
and Advising for implementation January 2016.
Work approved in concept, working on specifics
of position to discuss with College of DuPage
Adjuncts Association.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
• Implemented Aurico background screening
process with Hire Touch workflows.
• Creating process improvements to assist
managers with the timely completion of
employee probationary performance evaluations.
• Attending weekly staffing meetings with
Waterleaf Management team to assess current
and future staffing needs while actively sourcing
candidates and working on a partnership model
with hiring managers.
• Created custom College of DuPage
enrollment website for the 403b/457 deferred
compensation plans.
• Benchmarked performance evaluation processes
from several community colleges; determining
recommendation for improving College of
DuPage performance evaluation process.
• Creating process improvements to assist
managers with the timely completion of
employee probationary performance evaluations.
• Updated the employee tuition waivers process.
• The Four Pillars of Trust webinar discussions
delivered to Student Affairs department as well
as an open enrollment session December 2014.
• Vice President, Human Resources continues
ongoing discussions with the Classified
Personnel Association Committee regarding
guidebook updates and revisions.
• Significant time allocated to CODFA Grievance
and FARB responses and meeting preparation.
Marketing and Communications:
• Edits and disseminates two internal weekly
newsletters, Greensheet and College of DuPage
This Week, dedicated to keeping the College of
DuPage community informed of College activities.
Office of the President — Auditor:
• Reviewed contractor labor rates for referendum
construction projects to ensure accurate
labor charges.
• Reviewed referendum construction projects
to identify overcharges to be refunded to
the College.
29
Office of the President — Legislative Relations/
Special Assistant:
• Met with members of Academic Affairs and
faculty to identify needed academic equipment/
materials and initiate said purchase.
• Held Pizza with the Student Leaders to update
them on College initiatives and discuss items of
interest with them.
• Held Chap-a-palooza III, all College fall event,
as well as, Adjunct Faculty reception.
• Instituted pumpkin decorating team building and
COD Cares event.
• Held Thanksgiving and Holiday Gathering
employee events.
• Held design discussions for the Teaching
and Learning Center, seeking input from the
College community.
• Held informational meetings with the various
College constituencies.
• Approved five and completed two of the fifteen
suggestions submitted to Enhance COD.
Planning and Institutional Effectiveness:
• Developed the Institutional Effectiveness
Council’s academic year 2014-2015 action plan
which includes reviewing the PACE and other
survey data and providing the Executive Vice
President with recommendations for actions
and improvements.
• Reconvened the Strategic Long Range Plan
Advisory Committee (SLRPAC) and started the
review and annual update of the Strategic Long
Range Plan.
• Updated and revised the format of the 2013-2014
College of DuPage Fact Book.
• Developed and reviewed with the Senior
Management Team the first and second quarter
Stop Light report.
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8.
Expand and enhance state-of-the-art
facilities.
Tasks:
8.1 Continue planning and start construction
of the Homeland Security Training Center
on the Glen Ellyn campus.
8.2 Update the Facility Master Plan.
8.3 Continue to enhance aesthetics of campus
buildings and grounds.
8.4 Continue to maintain the College’s
buildings and grounds to optimize the
teaching and learning environment.
8.5 Determine capacity, utilization and future
need for additional teaching and learning
space (e.g., new classroom building) on
the Glen Ellyn campus.
Academic Affairs:
• The Homeland Security Training Center is on
schedule to open in July/August 2015.
• A new HVAC lab configuration for boiler and
chiller systems is 80 percent complete.
• Construction of the new Advanced Center for
Digital Manufacturing lab and the Smart Grid
Technology Labs are better than 90 percent
complete and are operational for spring classes.
• Completed renovations at Carol Stream Regional
Center and officially opened for business.
• Completed renovations at Naperville Regional
Center and the site opened for spring classes.
Enhanced Learning Commons facilities in both
Naperville and Carol Stream were completed in
fall 2014 and are now fully operational. During
Naperville construction, testing services were
provided for area residents at the Frye center.
The Carol Stream Learning Commons will
accommodate students formerly served by the
Bloomingdale Regional Center, in addition
to offering new services to the Carol Stream
Regional Center.
• Ordered furniture to replace aged shelving and
carrels in the Library that were not replaced in
the construction project.
• Enhanced Learning Commons by completing
a reconfiguration of some of the fixed furniture
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
and adding additional furniture (tutoring stations,
tables) in the Learning Commons. Lengthened
the Math Assistance service desk in order to
maximize student capacity.
• Updated Testing Center security camera system
to comply with national testing regulations.
Administrative Affairs:
• Commenced construction of the Homeland Security
Training Center on September 17, 2014. The
building will be open for classes in August 2015.
• Completed site improvement projects to correct
tennis court defects and resolve poorly draining
areas between the football and baseball fields.
West College Road was completed and opened for
use at the start of the 2014 fall semester. Additional
site improvement projects are in the planning
stages to improve storm water flow on the west
campus, enhance pedestrian circulation and
pathways around the sports complex and improve
campus storm water control.
• Received Requests for Proposals for a consultant
to prepare an update to the Facilities Master
Plan. The planning process is anticipated to
begin in February/March of 2015.
• Worked with Custodial and Building and
Grounds managers to improve the quality of
work. Our goal is to provide a friendly and
welcoming environment for students, faculty,
staff and visitors.
• Started and completed many projects to not
only enhance the look of the buildings but also
provide a safer environment. Typical projects
include all concrete and paver enhancements to
McAninch Arts Center and Student Resource
Center, Health and Science Center north, the
resurfacing and re-striping of all parking lots,
roadway lighting improvements by McAninch
Arts Center and etc.
• Completed many projects through Capital
Maintenance funding. These projects not
only enhance the look of the campus but also
improve the efficiency and the safety of the
HVAC equipment.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
• Provided leadership to all team members to
empower them to do better and more effective
work in order to improve operational efficiency.
• Worked with Central Scheduling to establish
capacity for of all classrooms and provided
proper furnishings such as tables, chairs and
any other classroom furniture to meet the
teaching requirements.
• Scheduled a study of space utilization
recommendations as part of the Facility Master
Plan update.
Marketing and Communications:
• Completed a revised video, complete with
aerial images, of the newly enhanced College of
DuPage campus.
Office of the President — Auditor:
• Reviewed contractor labor rates for
referendum construction projects to ensure
accurate labor charges.
• Reviewed referendum construction projects to
identify overcharges to be refunded to the College.
Planning and Institutional Effectiveness:
• Produced a comprehensive space analysis shows:
◦ College of DuPage is in-line with other
Illinois community colleges with respect to
the ratio of office to instructional space.
◦ College of DuPage is not overbuilt with respect
to instructional or office space as evidenced
by being in the bottom quartile of Illinois
community colleges with respect to the amount
of office and instructional space per student.
◦ Over the past five years College of DuPage
added 6,000 square feet of dedicated student
study space, for a total to 85,000 square feet.
Research shows that this type of space helps
to promote student engagement and success.
◦ The space allocated for Senior Management
Team offices at College of DuPage is in line
with other institutions of higher education.
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9.
Ensure a dynamic technological
environment.
Tasks:
9.1 Revise and implement the Information
Technology Strategic Plan.
9.2 Continue to improve the information
technology infrastructure in order to
enhance student learning and provide
necessary support mechanisms.
9.3 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.
Academic Affairs:
• Preparations have been made for a formal
Learning Management System (LMS) evaluation
process to kick off during spring 2015.
Blackboard, Canvas, D2L will be on campus
during February/March to demo their products
to the College, with a November 2015 date to
confirm the preferred LMS.
• To improve offerings in computer programming,
Continuing Education acquired two 3-D printers,
a 3-D scanner and established a 24-station Mac
computer lab for design software courses.
• The Library furnished and opened its new
Digital Media Lab this fall. This is part of the
Library’s new initiative to support students’
learning of new educational and presentational
technologies.
Administrative Affairs:
• Police personnel participated on the team
which secured grant funds to bring wireless
locks to classrooms.
Information Technology:
• Continuing on schedule to complete the
Information Technology Strategic Plan.
• Continuing to improve the information
technology infrastructure by:
◦ Implemented employee benefits enrollment.
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Upgraded Chap App – mobile app.
Implemented electronic transcript capture.
Completed expansion of lecture capture.
Upgraded and re-branded portal.
Completed implementation of Intelligent
Learning Platform.
◦ Increased Internet bandwidth from 600 Mbs.
to 800 Mbs.
◦ Expanded implementation of SARS for
appointment and queue management to
additional college departments. Additional
functions to enhance communications to
students with text messages and appointment
reminders are now in use.
◦ Completed Student Services Colleague Review.
◦ Enhanced wireless coverage in the remodeled
Naperville Regional Center.
◦ Continued to enhance wireless coverage in
heavy traffic areas on main campus.
◦ Worked with Verizon Wireless to expand
cellular coverage to all the buildings on
main campus.
• Stabilized Colleague student systems, improved
reliability to 99.99 percent.
Human Resources:
• Working with Information Technology to
develop a list of terminated employees that have
been designated as Do Not Hire to incorporate
into Hire Touch applicant fields so hiring
managers will be informed during application
process.
• Collaborated with Information Technology and
Payroll to develop an internal automated process
for Family and Medical Leave Act tracking.
Continue working through issues of process to
ensure effectiveness.
• Working with Information Technology to
develop employee turnover report mechanism to
determine trends in turnover.
• Continue working with Information Technology
to develop process to mechanize new hire
benefit process. Successfully implemented
automation of Group Life Insurance and
Voluntary Long Term Disability Rates. To
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015
date, approximately 10 percent of employee
transactions have been automated.
• Created a report to facilitate data feeds to our
vendors for new hire benefits online enrollment.
• Initial process review of the Retiree Health
Insurance Reimbursement process completed in
order to determine if automation viable.
• To date, we have implemented 85 percent of
the electronic on-boarding forms in Hire Touch
recruiting system.
OFFICE OF PLANNING AND INSTITUTIONAL EFFECTIVENESS
Planning and Institutional Effectiveness:
• Reviewed, validated and finalized the content for
the Data Warehouse dashboard widgets.
Student Affairs:
• Implemented a series of electronic applications
(e.g., ChapApp, Schedule Planner, Chaparral
Life, etc.) to enhance student services.
33
34
INSTITUTIONAL OUTCOMES MID-YEAR REPORT FY 2015