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

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What are the results/measurable outcomes? The work of the SST yielded support for operational changes that addressed fiscal issues which arose early in the decade, sponsored several major curriculum expansions that occurred in integrated ways, and led to the development of effective innovative programs such as the Elmhurst Life Skills Academy referred to in the other effective practice submitted for this year. Contact Information Name: James Kulich Email: jimk@elmhurst.edu Phone: (630) 617-6472 Direct Connection to Policy Area 6 of The Illinois Commitment Strategic Steering Team Elmhurst College What issue or need is addressed by the effective practice? The Strategic Steering Team was created to ensure effective coordination of the implementation of Elmhurst College’s latest Action Plan. Description of the effective practice: The Strategic Steering Team (SST) is an ad-hoc body that draws together, in a regular way, senior administrators, faculty, and selected members of the Elmhurst College Board of Trustees to guide the implementation of the College’s Action Plan. The SST operates both proactively, working with faculty groups and others to foster innovation, and responsively, evaluating proposals with major resource implications and working to ensure that resources invested in major initiatives are used in cost-effective ways with high potential for good results. All major proposals reviewed by the SST must contain detailed financial pro-forma following an approved common template, clear analyses of market potential, and a clear delineation of how the proposed activity fits with the College’s mission and larger work. How does this practice achieve sustainability? The SST approach, while ad-hoc by design, will be incorporated into the College’s overall work when it gives way during the next academic year to a new body that is designed to bring the SST methodology into the College’s regular governance systems. The new body will add student members and will be linked in an ongoing way to all of the College’s major decision making bodies. 218
Direct Connection to Policy Area 6 of The Illinois Commitment Streamlining of Contracting Process for Adjunct Faculty Benedictine University What issue or need is addressed by the effective practice? The academic deans, the payroll department, and the Registrar's office were not satisfied with the proceess for issuing contracts to adjunct faculty - the process required duplication of effort by a number of parties and there was no direct connection between the assignment and contract process. Description of the effective practice: The contracting process is now directly tied to the assignment of the faculty member to the course [communication between the academic departments and the registrar's office]. The administrative assistants to the academic deans are notified, electronically, when assignments are made and the administrative assistants start the contracting process. How does this practice achieve sustainability? All impacted parties [along with the IT department] worked together on the design and implementation of the new process. There was "buy-in" from the start and the process was initiated one term ahead of schedule - it started Fall 2006 [initial timeline was Spring 2007]. There was agreement by all parties to revisit the process on a quarterly basis to provide feedback and discuss any needed modifications. What are the results/measurable outcomes? The measurable outcome - anticipated at this point since this is a fall 2006 start - is a significant reduction in the time involved in the generation of faculty contracts for adjunct faculty. The University anticipates a decrease of at least 33% over all areas [academic department chairs, academic deans, registrar's office, payroll]. Contact Information Name: David Sonnenberger Email: dsonnenberger@ben.edu Phone: (630) 829-6538 219
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