Title of Effective Practice: - California Postsecondary Education ...

More documents

Recommendations

Info

Direct Connection to Policy Area 6 of The Illinois Commitment After the Fire: The Blair Hall Reconstruction Eastern Illinois University What issue or need is addressed by the effective practice? In April, 2004, the third oldest building on campus, Blair Hall, was destroyed by fire. The multi-million dollar effort to rebuild, reconstruct, remodel and expand the structure within guidelines that preserved or improved upon the original architecture of the building was completed in a mere 24 months. Originally built in 1913, the building Hall housed academic, administrative, and faculty offices for 65 staff and classrooms serving the campus community. The fire and damage from the water necessary to extinguish the fire destroyed all but the exterior walls, foundation and main interior supporting walls. Highest among the immediate goals were to quickly provide suitable temporary locations for faculty and staff and reschedule class locations. Highest among the long-term goals was to reconstruct the damaged building to get dislocated programs back to campus as quickly as possible. Description of the effective practice: All affected faculty, staff and programs were provided temporary locations within 24 hours of the fire. The $10- million reconstruction cost included interior renovation, exterior restoration and a small new addition, providing 34,000 square feet of space to comfortably house university classrooms, the Graduate School, Office of International Programs, the Grants and Research Office, School of Adult and Continuing Education, General Counsel's Office, Minority Affairs and offices for the Gateway Program on the building's first and second floors. The Sociology/Anthropology Department and African-American Studies occupy the third floor. The fire occurred on the afternoon of April 28, 2004. By May 4, reinforcing steel had been installed to stabilize the structure to prevent further damage and allow interior work to proceed. Exterior repairs began in June 2004. By June 2005, mechanical, electrical and plumbing systems were being installed. From July 2005 to April 2006, interior finishes were completed. On April 24, 2006, a rededication ceremony was held, announcing that the building was once again ready for occupancy. How does this practice achieve sustainability? The renovation of Blair Hall will provide current and future generations of faculty, staff, and students with a facility that is safer, more accessible, and more conducive to teaching and learning. What are the results/measurable outcomes? The successful completion of this project in near record time was due in no small part to the communication and cooperation exhibited by all parties involved, including university administration, faculty, staff and outside engineers, architects and contractors. The universally accepted goal of achieving a state-of-the-art facility that remained true to the architecture and heritage of the original 1913 structure was a driving factor in the project's success. The overwhelming success of this project has "raised the bar" when it comes to expectations for all future construction on EIU's campus. Contact Information Name: Jeff Cooley Email: jlcooley@eiu.edu Phone: (217) 581-2921 190
Direct Connection to Policy Area 6 of The Illinois Commitment Alignment of Strategic Planning with AQIP Heartland Community College What issue or need is addressed by the effective practice? The current cycle of strategic planning is concluding, presenting the opportunity to revise HCC’s Strategic Planning process to coordinate with its recent acceptance into the AQIP accreditation system. At the same time, the opportunity to develop a more meaningful internal program review process is afforded by the revisions in program review at the state level. College administration desired a more comprehensive but streamlined planning model that incorporated performance measures and aligned with both statewide and accreditation requirements. These factors lead to the development of this new model. Description of the effective practice: HCC’s new Strategic Planning and Institutional Effectiveness model revolves around Five Key Questions: • Why are we here? (Institutional mission, statewide goals, broad purposes) • What are we trying to accomplish? (College-wide goals, both operational and strategic, including strategies for measuring processes and outcomes; alignment with AQIP Categories) • How are we doing? (Collection of performance indicator data) • What does it mean? (Comparison to available historical and peer data and analysis of external and internal factors impacting the College) • Where are we going? (Identification of areas in need of improvement and new initiatives) How does this practice achieve sustainability? The model is in its first few months of use, but is designed to be applicable not only at the highest level of College planning but throughout the organization. The conceptual simplicity of this model has been well received and is adaptable to all levels of college operations. The model has been applied to the instructional program review process in response to the opportunity provided by ICCB’s statewide program review revisions and is being piloted by three programs for this year’s cycle. It is also being piloted internally by one noninstructional division as a model for evaluating departmental effectiveness. The five key questions can even be applied at the position or individual level as an alternative mechanism of personnel evaluation. What are the results/measurable outcomes? Widespread acceptance and usage of the model will indicate its applicability. It is also designed to coordinate with the budgeting process. If it happens as designed, it will have been successful. Contact Information Name: Dr. Dana Rosenberg Email: Dana.Rosenberg@Heartland.edu Phone: (309) 268-8181 191
Page 1:
COMPENDIUM OF INSTITUTIONAL EFFECTI
Page 5:
Overview The Compendium of Institut
Page 8 and 9:
Direct Connection to Policy Area 1
Page 10 and 11:
Page 12 and 13:
Page 14 and 15:
Page 16 and 17:
Page 18 and 19:
Page 20 and 21:
Page 22 and 23:
Page 24 and 25:
Page 26 and 27:
Page 28 and 29:
Page 30 and 31:
Page 32 and 33:
Page 34 and 35:
Page 36 and 37:
Page 38 and 39:
Page 40 and 41:
Page 42 and 43:
Page 44 and 45:
Page 46 and 47:
Page 48 and 49:
Page 50 and 51:
with regard to candidate performanc
Page 52 and 53:
Page 54 and 55:
Page 56 and 57:
Page 58 and 59:
Page 60 and 61:
Page 62 and 63:
Page 64 and 65:
Page 66 and 67:
Page 68 and 69:
Page 70 and 71:
Page 72 and 73:
Page 74 and 75:
Page 76 and 77:
Page 78 and 79:
Page 80 and 81:
Page 82 and 83:
Page 84 and 85:
Page 86 and 87:
Page 88 and 89:
Page 90 and 91:
86 Illinois will increase the numbe
Page 92 and 93:
Page 94 and 95:
Page 96 and 97:
Page 98 and 99:
Page 100 and 101:
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 108 and 109:
Page 110 and 111:
Page 112 and 113:
Page 114 and 115:
Page 116 and 117:
Page 118 and 119:
Page 120 and 121:
Page 122 and 123:
Page 124 and 125:
Page 126 and 127:
Page 128 and 129:
Page 130 and 131:
Page 132 and 133:
Page 134 and 135:
Page 136 and 137:
Page 138 and 139:
Page 140 and 141:
Page 142 and 143:
Page 144 and 145: Direct Connection to Policy Area 5
Page 160 and 161: How does this practice achieve sust
Page 182 and 183: Description of the effective practi
Page 200 and 201: What are the results/measurable out
Page 222 and 223: What are the results/measurable out
Page 228 and 229: Contact Information Name: Christine
Page 230 and 231: Western Illinois University Campus
Page 232 and 233: IC Title of Effective Practice Inst
show all

Title of Effective Practice: - California Postsecondary Education ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?