Goal II Matrix

Statement of Goal: To be a nationally and internally recognized provider of the highest quality professional education for adult, part-time students, and to be the dominant provider in the Greater Chicago Area.

 

Initiatives

Clarification of Charges

Champion(s)

Stakeholders

Possible Measures

1. Creating a Metropolitan Presence

If we are to be recognized as the dominant provider of adult, part-time education and the first choice for quality and accessibility by prospective adult learners, we will need to develop a metropolitan presence.

The action plan should address

  • the implications of a strategy focused on a metropolitan presence for all university operations and services
  • the development of a marketing strategy that clearly articulates our intent to serve the entire metropolitan area
  • linkages between the metropolitan strategy and the enhancement of diversity.
  • development of multiple learning communities on and across multiple campuses
  • superior access to and delivery of appropriate support services to adult learners on multiple campuses
  • the inclusion of existing and new certificate programs as one means of establishing presence
  • the establishment of a metropolitan presence beyond campuses using other mechanisms (e.g., distance learning, worksite programs).

 

David Justice

Ron Patten

Susanne Dumbleton

David Kalsbeek

Suburban Initiative

Task Group

Initial Advisory Group for West Campus

Faculty/Student/Staff User Groups

Adult Admissions

Deans

Institutional Advancement

Student Affairs

Enrollment trends at all sites

Tracking of home/work location for students attending different campuses

Student/Staff/Faculty satisfaction

Cost data for different modes and locations of delivery

Employer satisfaction surveys

Public perceptions

Goal II Matrix

Statement of Goal: To be a nationally and internationally recognized provider of the highest quality professional education for the adult, part-time students, and to be the dominant provider in the Greater Chicago Area.

 

Initiatives

Clarification of Charges

Champion(s)

Stakeholders

Possible Measures

2. Establishing Professional Networks

(Cf. Linkages with Goal I/4)

To establish a structure that supports a strategy of corporate network partnerships with corporations, not-for-profit organizations and other institutions that can be providers of future students, supporters of the university, sources of internship possibilities and employers of alumni and future graduates.

The action plan should address

  • fostering, coordinating and leveraging the external activities of various university units, including placement, enrollment, alumni relations, lifelong learning, and advancement.
  • establishing corporate contacts and gradually forming partnerships.
  • using professional partnerships and networks comprised of stakeholders to review curricula and to develop new curricular possibilities, including non-degree as well as degree programs.
  • developing a plan that increases faculty and student interaction with professional practitioners, including alumni, within individual courses and programs.
  • developing an information system that will enable us to coordinate multiple connections with corporate partners.

 

Jim Looney and David Kalsbeek

David Justice

Ron Patten

 

 

 

Deans

Advancement

Enrollment Management (Admissions)

Alumni Relations

Career Placement

Lifelong Learning

Internship offices

Corporate and Professional Advisory Councils

Employer Tuition Reimbursement

Corporate Partnerships

Corporate giving

Placement of graduates

Degree of alumni involvement

Numbers of courses/events that involve professional practitioners

Goal II Matrix

Statement of Goal: To be a nationally and internationally recognized provider of the highest quality professional education for adult, part-time students, and to be the dominant provider in the Greater Chicago Area.

 

 

Initiatives

Clarification of Charges

Champion(s)

Stakeholders

Possible Measures

3. Using technology to enhance the students= curricular and non-curricular needs

(same as Initiative 5 for Goal I)

Requires an action plan which develops innovative pedagogical approaches to enable the learner to fulfill his/her educational aspirations.

The action plan should address

  • the transformation of DePaul=s culture to integrate technology in appropriate ways
  • support of departmental and college-based programs to integrate technology into the curriculum
  • distance learning technologies as a mechanism for expanding international outreach
  • implementation of a faculty development program and the continuance of Executive Staff Computer Program
  • networking all classrooms and equipping them with up-to-date technologies.

Helmut Epp

Susanne Dumbleton

David Justice

 

Student and Career Development

Student Affairs

Lifelong Learning

Library Services

Process Facilitation Team

ATD

ITAAG

International Program Committee

Outcomes assessment which include perspectives from:

  • Students
  • Faculty
  • Employers
  • Alumni
  • Staff

Goal II Matrix

Statement of Goal: To be a nationally and internationally recognized provider of the highest quality professional education for adult, part-time students, and to be the dominant provider in the Greater Chicago Area.

 

Initiatives

Clarification of Charges

Champion(s)

Stakeholders

Possible Measures

4. Enhancing our commitment to diversity to insure it permeates all endeavors within the learning community.

(same as Initiative 2 for Goal I)

We must determine the institution=s commitment to diversity and how it is manifested in the learning community and create objectives that are both meaningful and transformative for students, faculty, and staff.

The action plan should address:

  • prioritizing and implementing the findings of previous investigations of diversity at DePaul (MIC and Pope Studies).
  • evaluating past actions and building upon successes.
  • including the international dimension as part of the scope of diversity.
  • developing mechanisms through which conflicts over issues of diversity are resolved within the university.
  • developing a clearing house for information about activities focused on issues of diversity.
  • coordinating different units of the university which focus on issues of cultural diversity.
  • strengthening the office of the Special Assistant for Diversity and other agencies responsible for implementing these prioritized recommendations.
  • reviewing, prioritizing and implementing recommendations for Human Resources in the MIC and Pope studies.
  • creating faculty development opportunities to enhance curricular materials and pedagogical approaches to reflect diversity.
  • creating a faculty development plan around the multicultural seminar (cf. Goal I/1).
  • developing strategies for using QIC/URC funds for the study of and the implementation of multicultural curricula in all colleges.

 

Maryam Ahmad

Barbara Speicher

Barbara Sizemore

Michael Mezey

 

Deans

Department chairs

Administrative directors

Multicultural student affairs

HR

Special Assistant for Diversity

International Program Committee

Assoc. VP for Academic Affairs

QIC

URC

Residence Life

Recruitment, retention and graduation of diverse students

Recruitment of diverse faculty, staff and administrators

Staff satisfaction

Student satisfaction and longitudinal change

Numbers of course offerings across the university that deal with cultural diversity

Numbers of QIC funded proposals which have a multicultural focus