1 Page 1 of Program Review Name of Program: Grant Development and Management Name of Unit: Grant Development and Management Name of Area: Academic Affairs Date Completed: 10/24/2014 Program's Mission Statement The mission of Grant Development and Management (GDM) is to enhance student success by assisting the college community in the strategic pursuit of external funding opportunities that align with the college s mission, values, and goals. The program seeks to support innovative and sustainable excellence in instructional and student support services along with a firm commitment to fiscal accountability and programmatic compliance. Program's SLO Information - Assessment Results (1a) n/a Program's SLO Information - Changes in Instruction (1b) n/a Program's SLO Information - Requested Resources (1c) n/a
2 Page 2 of 16 Program's SLO Information - Assessment Reports (2) n/a Program's SLO Information - Online Results (3) n/a Program's SLO Information - Degrees and Certificates (4) n/a Program's Characteristics, Performance and Trends CHARACTERISTICS The Grant Development and Management (GDM) is comprised of two key functions. Grant Development provides leadership for pre-award coordination of all grant applications for the college. The GDM office works with college staff to identify and evaluate funding opportunities. Once the funding opportunity is deemed appropriate the GDM office works with the content expert to develop and submit the grant application. The GDM ensures grant funding requests are in alignment with the college's institutional, goals, mission, values and student equity and student success plans. Grant Management includes post-award support for faculty in charge of grant-funded projects. Once the grant application is funded the content expert usually serves as the project director and responsible for implementation and administering said grant funded project, with assistance from GDM office. Services include: Assistance with the interpretation of regulations, and/or administrative matters pertaining to, grant programs. Perform research of OMB Circular for latest pronouncements applicable to grants awarded to the District and Colleges. Schedule regular meetings with grant project directors throughout the course of their grants. Schedule meeting with project directors upon conclusion of grant to discuss grant closeout process and record retention requirements specific to each funding agency. Facilitate submission of compliance reports (i.e., Progress, Final, and/or APR) to ensure
3 Page 3 of 16 reporting is done in a timely and accurate manner. Meet with Accounting on a quarterly basis to ensure projects maintain fiscal accountability. Assistance with programmatic compliance of grant funded programs to ensure programs meet grant compliance requirements. Maintain systems for accurate record retention and centralized database of grant projects. Examples of grant-funded projects that are currently active on campus with a broader institutional impact on student success include TRIO Student Support Services, TRIO Student Support Services/STEM, Mathematics Engineering and Science Achievement (MESA), U.S. Department of Education Hispanic Serving Institutions Regular Title V, National Science Foundation Scholarships for Science, Technology, Engineering and Mathematics, and the Student Mental Health Program. Examples of grant proposals developed and submitted within the past year include the Department of Labor, Trade Adjustment Assistance Community College and Career Training (TAACCCT), U.S. Department of Education GEAR UP, Department of Rehabilitation, Healthcare Workforce Initiative Song Brown Capitation and Special Programs, SB1070 CTE, and AB86 Adult Education. Grant Management: Examples of grant project management and compliance activities include collecting and preparing quarterly reports, final reports, and budget revisions. GDM will submit 10 or more reports every quarter, Perkins grant fund support different programs across 5 divisions. Examples of project support include: Carl D. Perkins I-C, CTE Teacher Education Pipeline, Career and Technical Education Transitions, DSN Health and DSN EE&U, Nursing Education, Career and Technical Education Transitions, and Workforce Innovation Partnership. Staffing resources: GDM consists of one 100% permanent Director and one 95% permanent Research Data Technician (assignment load: 25% CTE programs and 70% GDM). GDM also relies on college community participation to provide the content expertise necessary to develop a qualified and competitive grant proposal submission, The capacity of GDM to fulfill its mission is contingent on the expertise and size of its staff. Maximum capacity is reached quickly when multiple projects need assistance at the same time especially when college community content experts have limited time and/or lack grant experience to fully assist GDM in the development of substantive and competitive grant proposals. The GDM's primary client base is the college community, which consists of the colleges faculty, classified staff, and management team members. The beneficiaries of the program are students, who benefit by participating in activities funded by grants that provide resources for new and innovative programs and services. We provide a variety of services including: 1) Dissemination of timely and accurate grants-related information; 2) Technical assistance and support to faculty and administrators district-wide in the planning and development of competitive grant proposals; 3) Technical assistance in the management and evaluation of funded proposals. Program Components and Services Pre-engagement services:
4 Page 4 of 16 Workshops Consultation Outreach Pre-award services: Grant research Grant workshops Concept development Proposal development Proposal submission Grant tracking Post-award services: Project start-up Reporting Compliance review Project close out Document archiving PERFORMANCE AND TRENDS «The Grants Office monitored 23 active projects for a fiscal year funding level of $4,064,512. These grants had a total funding level of $5,058,084 «The Grants Office coordinated and/or submitted 15 applications and proposals for a first year request of $4,566,703. These applications had a total request of $12,337,688. «Of the 15 applications, 5 were funded, 4 are pending, 2 are in process and 4 were not awarded. «Of the 23 active projects, five (5) were federally-funded, sixteen (16) were state-funded, and three (3) were from private or other sources of funding. «Of the 15 applications coordinated/submitted, four (4) were to federal sources, ten (10) were to state sources, and one (1) was to private or other sources of funding. Emerging emphasis on community college completion indicators will create a parallel demand for increased support for new initiatives in student success and degree attainment. There is a sustained demand for GDM services. The economic strain on the college budget continues to increase the number of campus programs seeking external funding assistance. Program's Strengths * Director position now filled (interim) * GDM staff are experienced, professional and customer-service oriented * GDM is encouraging increased collaboration between the GDM and campus departments. * Uniform grant project management processes is established * Launch Pad procedure was revised to address broader stakeholder needs * GDM has sufficient space and equipment for current staff * GDM is developing strong ties with local school districts * GDM works closely with Finance to ensure fiscally sound budget practices Program's Weaknesses
5 Page 5 of 16 * The capacity of GDM to fulfill its mission is contingent on the expertise and size of its staff. Maximum capacity is reached quickly when multiple projects need assistance at the same time especially when college community content experts have limited time and/or lack grant experience to fully assist GDM in the development of substantive and competitive grant proposals. * GDM personnel need training on new grant opportunity search tools * GDM would benefit from increased visibility across the institution * GDM needs improved ties the Office of Institutional Research and Planning including research support for evidence based grant proposals *Limited funds for professional development * Some grant proposal submissions continue to circumvent the established program process Program's Opportunities *Advanced planning: Due to the numerous transitions the GDM office has undergone, the grant office has typically responded to requests from campus community members who have identified a funding source to match a program or project they have already developed. RHC has a small but very dedicated and experienced group of project directors that are constantly looking for funding opportunities. This is very important because every grant needs its champion. However in order to increase amount of external funding we must increase the number of grant applications and proposals developed. This requires an increase in number content experts willing and able to identify funding opportunities and develop grant applications and proposals. * Demonstrating alignment with strategic directions outlines in EMP, SSP, and SEP with strengthen grant applications and student success *Federal grant funding opportunities continue to support community colleges, especially science, technology, engineering and mathematics * State funding, though limited, continues to offer grant opportunities to community colleges, especially nursing and career and technical education * Private funding opportunities continue to offer limited support for higher education * Local schools, business, and universities are receptive to grant project partnerships with the college * Evidence-based grant proposals have become a standard requirement among many funding agencies * Grant management database software is available to assist GDM in grant tracking * Many college programs and units have a need for external funding *GDM must adjust to the regionalization of funding opportunities; these grants require colleges to form consortia and to identify regional needs and problems to be addressed through collaboration and systematic alignment and integration Program's Threats * Due to the economic downtown more communities and institutions are now eligible for grant funding that targets low income first generation students making funding programs like GEAR
6 Page 6 of 16 UP and TRIO more competitive since overall grant funds are not increasing. * Funders are increasing requirements for leveraged resources and sustainability * Economic-driven budget reductions increase pressure to use grant funds to supplant ongoing costs in addition to supplementing new projects * Evidence-based grant proposal requirements pressure Project Directors and GDM staff to remain current on emerging trends in order to be competitive in their grant submissions, for example (from TAACCCT-SGA)Applicants must conduct a research review to support the proposed program design, clearly describe the evidence on which the proposed education and training strategies are based, and describe how the evidence influenced the design of the program to improve education and employment outcomes. * Grant opportunity deadlines are published with limited time to fully develop proposals from scratch * Faculty content experts have full workloads and schedules potentially making them unavailable for proposal development * Lack of time, interest, or grant experience by content experts to participate in grant development * Increasingly a feature of reducing budgets is the regionalization of grant funding which requires coordination and collaborations between multiple institutions * GDM must adjust to the regionalization of funding opportunities; these grants require colleges to form consortia and to identify regional needs and problems to be addressed through collaboration and systematic alignment and integration Program's Accomplishments and Recommendations for Improvement ACCOMPLISHMENTS The Grants Office consistently meets expectations and deadlines for critical grant application and proposal development and for responding to campus-wide requests for grant compliance and administrative support. The Grants Office coordinated and/or submitted 15 applications and proposals for a first year request of $4,566,703. These applications had a total request of $12,337,688. Of the 15 applications, 5 were funded, 4 are pending, 2 are in process and 4 were not awarded. Of the 23 active projects, five (5) were federally-funded, sixteen (16) were state-funded, and three (3) were from private or other sources of funding. The Grants Office monitored 23 active projects for a fiscal year funding level of $4,064,512. These grants had a total funding level of $5,058, quarterly reports were submitted every quarter in order to comply with Instructions, Terms, and Conditions se forth by the CCCCO. The Perkins grant funds are used to support programs at RHC therefore the quarterly report includes narratives, outcomes, and budget information for each program. ASSISTED the college community in submitting grant proposals during in support
7 Page 7 of 16 of: *Instructional programs, including healthcare, career and technical education, environmental science, and STEM (science, technology, engineering and mathematics); *Student support services, including assessment, articulation, supplemental instruction, tutoring, counseling, literacy improvement, STEM scholarships, student mental health, academic excellence workshops; and *Special initiatives, including STEM, first-generation college, economically disadvantaged students, special populations, and summer bridge opportunities. *Fostered communications and connections between faculty and external experts in the field of Service Learning at faculty's request. RECOMMENDATIONS FOR IMPROVEMENTS SUPPORT student success, completion, and transfer by: *Developing effective methods for reviewing and compiling grant reporting data in order to identify linkages between grant activities and student performance outcomes. *Utilizing student performance data to establish and/or expand upon successful student support activities with additional grant funds. SHARE viable funding opportunities with college community by: *Identifying college program priorities in order to establish search criteria to be used to locate new funding opportunities *Providing appropriate grant opportunity announcements to targeted faculty and staff *Develop an annual calendar of grant opportunities and deadlines for submissions that will allow for strategic planning of resource development ASSIST the college community in the development of qualified grant proposals by: *Establishing a highly visible process for grant development planning so that GDM staff are available to sufficiently serve the college community *Establishing on-going grant training workshops geared to enhance the college community's understanding and participation in grant development and grant management activities *Recruiting college community members interested in developing expertise as grant managers *Develop a Grant Management Handbook to assist college community members and program managers implement grant funded programs. ESTABLISH, facilitate, and implement effective grant management practices by: *Updating the GDM webpage to reflect changes in the grants program and provide guidance upcoming grant workshops, grant search tools, and other available resources *Develop a Grants Management Handbook to designed to provide Project Directors and their supervisors with information on the procedures needed to start up and effectively implement a grant Publish a bi-annual newsletter that has a dual purpose: to inform the campus community of the outstanding achievements and services of GDM and to inform the campus community of possible grants opportunities. Professional development on new management tools and resources Program's Strategic Direction
8 Page 8 of 16 Grant Development and Management will work toward becoming a well-recognized and highly utilized resource by college community members seeking funding assistance and support for new and innovative ideas aligned with institutional priorities and designed to improve student performance. The GDM will provide effective and strategic assistance in the pursuit of external funding. 1. Increase the number of grant applications developed and submitted. 2. This requires an increase in number content experts willing and able to identify funding opportunities and develop grant applications and proposals. GDM will continue to use all of its resources to: Assess the college s priorities and develop grant projects in conjunction with programs to address those priorities effectively that includes establishing, when possible, sustainable activities that extend beyond the grant funding period. Position itself as a central resource for grant development and effective project management. Target appropriate and viable grant opportunities from federal agencies like National Science Foundation, Department of Labor, National Endowment of the Humanities, among others. Target divisions with limited grant development and management experience with through web-based resources as well as individual assistance. Affirm the position of the GDM as an essential and creative grant development service support unit and center for resource development. Program's Staff Development * Continued membership in professional associations for fund development/management. * Attending professional conferences. * Training on developing Access databases and forms. * Training on workshop development and presentation. * Training on project management. The following Staff Development is being implemented: Bi-Weekly One-on-Ones: Interim Director with Research Data Technician. Trainings and meetings with departments with whom we are interdependent Ongoing training of staff for new and continuing procedures addressing efficiency and effectiveness Program Review - Additional Comments
9 Page 9 of 16 Program Review - Executive Summary Program Review - Response to the Executive Summary Goal #1 Short term (1 year) Corresponds with Institutional Goal # 1 Status: in progress Description of Goal Grant proposals will align with institutional priorities that impact student success, completion, and/or transfer. Evaluation of Goal Through the Launchpad process each grant opportunity will be evaluated for alignment with institutional priorities that impact student success, completion, and/or transfer. The Launchpad is reviewed and signed by the Division Dean, GDM and President s Cabinet. GDM Director will produce annual report highlighting grant funded programs that are in alignment with and support institutional priorities as identified the Educational Master Plan, Student Success Plan, and the Student Equity Plan. Objective #1.1 GDM will remain cognizant of institutional priorities through contact with the college community by reviewing institutional reports and attending strategic meetings. GDM director will allocate time for this objective.
10 Page 10 of 16 Objective #1.2 GDM Director will meet quarterly with President and Vice President of Academic Affairs to review current grants and to future funding opportunities. GDM director will allocate time for this objective. Objective #1.3 GDM will participate in professional development offered through the Council for Resource Development, National Grants Management Association, Hispanic-Serving Instituions, Chancellor's Office, and other organizations specializing in the training of grants professionals. The GDM budget will support this activity. Goal #2 Short term (1 year) Corresponds with Institutional Goal # 5 Status: in progress Description of Goal Increase the FY funding level for grant projects by at least 5%, as compared to a baseline average of the previous 3 fiscal years. Evaluation of Goal GDM will track all grant applications and distinguish renewal applications from new applications. Objective #2.1
11 Page 11 of 16 GDM will prepare and distribute an annual calendar/report of funding opportunities to be used by faculty, staff, project directors, and division deans to allocate time and resources to the development grant applications and proposals. GDM staff will allocate time for this objective. Objective #2.2 GDM staff will receive training as needed on grant opportunity search tools (such as private database services, federal agency databases, state education databases) and project software (such as Microsoft Access). The GDM budget will support this activity. Objective #2.3 GDM will attend technical assistance and bidders workshops and webinars as needed. The GDM budget will support these activities. Objective #2.4 The GDM web pages will provide relevant information about the grants process. GDM staff will monitor web pages for accuracy.
12 Page 12 of 16 Goal #3 Short term (1 year) Corresponds with Institutional Goal # 1 Status: in progress Description of Goal Increase the number of new grant proposals submitted each fiscal year by at least 5%, as compared to a baseline average of the previous 3 fiscal years. Evaluation of Goal GDM will continue to track the total grant applications and proposals submitted. Objective #3.1 GDM will develop a grant management handbook to encourage and assist members of the campus community engage in grant development. The GDM budget will support these activities. Objective #3.2 GDM will offer to the college community training workshops to improve its understanding of the grant development process and the key components of developing a grant proposal. Impact of Objective on Other Programs, Units,and/or Areas Impact on the Area: Academic Affairs Faculty will be offered training to increase their knowledge and skill set on selected topics. The GDM budget will support these activities.
13 Page 13 of 16 Objective #3.3 Reclassification of the Research Data Technician position to grant specialist Resources Needed: Additional Personnel Position Classification: Classified Required for How Long: Ongoing Position Title: Grants Specialist Basic Position/Job Description: Under general supervision, performs a variety of responsible and specialized duties related to the preparation of grant documents and proposals and the maintenance of financial records and accounts for various projects/grants; assures compliance with applicable laws, rules and regulations governing the use of funds for such projects, programs and activities. Estimated Salary Excluding Benefits: $44, Supporting Rationale: Identify the basic need. Include specifically how your Program Review, Strategic Plan, Master Plan, Accreditation or other external review processes support this position. For permanent positions indicate what percentage you are recommending, i.e. this is a permanent position in Weekend College for 37.5%. This reclassification will align with the strategic direction of the GDM office. This reclassification is alignment with surrounding colleges staffing levels. Goal #4 Short term (1 year) Corresponds with Institutional Goal # 7 Status: in progress Description of Goal Grant project management will include appropriate assistance to the college community as needed and ensure successful outcomes and compliance. Evaluation of Goal GDM will survey college community for quality and satisfaction. GDM will track and monitor level of project compliance for: progress and end-of-year reporting, personnel time and effort reporting, expenditures, procurement, and equipment.
14 Page 14 of 16 Objective #4.1 Surveys to college community will be on-going and provide continuous feedback for improvement. Impact of Objective on Other Programs, Units,and/or Areas Impact on the Area: Student Services Staff and administrators will be asked to complete surveys and submit feedback. Impact on the Area: Academic Affairs Faculty will be asked to complete surveys and submit feedback. The GDM budget will support these activities. Objective #4.2 GDM will track reporting schedules and offer grant project leaders assistance in meeting deadlines. Impact of Objective on Other Programs, Units,and/or Areas Impact on the Unit: Student Services Program staff and administrators directing active grant projects will be offered assistance with their reporting requirements. Impact on the Area: Academic Affairs Program faculty directing active grant projects will be offered assistance with their reporting requirements. Objective #4.3
15 Page 15 of 16 GDM will provide guidance as needed on grant compliance such as with progress and final reporting and appropriate tracking of grant-funded personnel time and effort. Impact of Objective on Other Programs, Units,and/or Areas Impact on the Unit: Student Services GDM staff will advise grant leaders on compliance-related issues as needed. Impact on the Area: Academic Affairs GDM staff will advise grant leaders on compliance-related issues as needed. Objective #4.4 GDM will participate in professional development relative to project management. The GDM budget will support this activity.
16 Page 16 of 16 Individuals Who Participated in Developing this Plan The following people acknowledge that they participated in the development of or reviewed this plan. Name Role 1. Martinez, Maria Review Manager 2. Alvarez, Melissa Participant 3. Slavich, Mike Reviewer 4. Salazar, Barbara Reviewer 5. Fisher, Zolita Reviewer
DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION Under the direction of the Executive Dean of Institutional Effectiveness,
RIO HONDO COMMUNITY COLLEGE DISTRICT DEAN, COUNSELING AND STUDENT SUCCESS DEFINITION Under general administrative direction, to provide leadership and direction; to plan, manage, and oversee the activities,
DEFINITION PROGRAM SPECIALIST Under direction, plans, coordinates and performs advanced and complex administrative and coordination work in support of specially funded student services programs including,
MIRACOSTA COLLEGE TRANSFER CENTER: MASTER PLAN Fall 2015 TRANSFER CENTERS: THE HUB OF TRANSFER ACTIVITY This section presents a description of the strategies that support the transfer function at MiraCosta
Carl Perkins Recipient On site Monitoring Preparation Documentation FY16 Fiscal Year Review Area Strategies for Improvement: Academic Achievement Recipient encourages high expectations and strong academic
UNIVERSITY OF HAWAI I AT MĀNOA POSITION DESCRIPTION DEAN, COLLEGE OF NATURAL SCIENCES ~~~~~~~~~~~~~~~~~~~~~ Position No: 0089197 Title of Position: Dean Reports to: Vice Chancellor for Academic Affairs,
Thomas Nelson Community College 2014-2015 College-wide Outcomes in Response to: ACHIEVE 2015 SIX YEAR STRATEGIC PLAN OF VIRGINIA'S COMMUNITY COLLEGES TNCC 2015 SHAPING OUR FUTURE FIVE YEAR STRATEGIC PLAN
Student Equity Plan 2014-2017 November 6, 2014 2 EXECUTIVE SUMMARY (SDCE) provides adult education for the San Diego Community College District. SDCE is the largest, separately accredited continuing education
RENEWING CAREER AND TECHNICAL EDUCATION IN COLORADO A summary of the Colorado State Plan for Implementation of the Carl D. Perkins Career and Technical Education Act of 2006 Prepared by the Colorado Community
Educational Master Plan 2010-2015 Goals WORKING DRAFT 1. PROVIDE SUPPORT TO ENSURE STUDENT RECRUITMENT, RETENTION AND SUCCESS. 1.1. Develop a policy to optimize student opportunity and access linked to
MIRACOSTA COMMUNITY COLLEGE DISTRICT STRATEGIC PLAN 2014-2017 July 1, 2014 MISSION STATEMENT Mission Statement The MiraCosta Community College District mission is to provide superior educational opportunities
Sydney Nursing School Academic Board Review Response to Recommendations Review completed August 2009, Final report January 2010, Response to Recommendations March 2010 In response to the recommendations
Chapter 2 Planning, Resource Allocation, and Institutional Renewal An institution conducts ongoing planning and resource allocation based on its mission and utilizes the results of its assessment activities
Minnesota Guidance on Personnel Activity Reporting (PAR) Prepared March, 2011 Any employee whose wage, salary, and/or fringe is funded in whole or in part by Federal grant funds or Federal contract must
MORGAN HILL UNIFIED SCHOOL DISTRICT JOB DESCRIPTION POSITION TITLE: Assistant Superintendent for Human Resource Development, Planning and Research, and Communications GENERAL DESCRIPTION: Under the direction
Schools of the Health Sciences - Office of Diversity Strategic Plan 2008-09 Prepared by Paula K. Davis, M.A. Asst. Vice Chancellor for Health Sciences Diversity Office of Health Sciences Diversity 161-163
OHIO UNIVERSITY REGIONAL HIGHER EDUCATION FACULTY WORKLOAD POLICY and the Mission of RHE With a focus on serving their respective communities across a service region that extends through most of the southeastern
1 Revised August 2013 Revised March 2006 Presented to Planning Council December 1993 Table of Content Mission, Vision, and Core Values... 3 Institutional Goals... 4 Historical Perspective and Current View...
Increasing Competitiveness of First Generation Community College Students Pursuing a STEM Degree Virginia Estrella, B.S. MESA Program Director Santa Barbara City College Consuelo Gonzalez, B.S MESA Program
Division of Human Resources Strategic Plan For a Culture of Excellence TABLE OF CONTENTS INTRODUCTION... 2 DEPARTMENTAL MISSION STATEMENT ALIGNMENT... 4 HUMAN RESOURCES STRATEGIC DIRECTIONS... 5 HR STRATEGIC
Internal Program Review Self-Study Report Program Name Human Resources Credentials Offered NA Self-Study Completed by: Matthew Richards Date Completed: October 2, 2015 Page 1 of 5 A. Introduction In support
Mission The mission of the Division of Undergraduate Education is to promote academic excellence through collaboration with colleges and support units across the University. The mission is realized through
Financial Literacy Project Implementation Plan For Enter your school name here Overview This financial literacy plan is being created as a vehicle to increase financial literacy at the College, as part
PERALTA COMMUNITY COLLEGE DISTRICT April 5, 2013 CLASSIFIED MANAGEMENT JOB DESCRIPTION DIRECTOR OF STUDENT ACTIVITIES & CAMPUS LIFE (Management Salary Range 2) Job Code: 773 CLASS PURPOSE Under the direction
CHAPTER 2 GIRs CHAPTER TWO General Institutional Requirements Chapter 2 General Institutional Requirements A. MISSION 1) It has a mission statement, formally adopted by the governing board and made public,
Boulder Campus Policy on Compensation for Faculty Members* Serving as Chairs, Faculty Directors, Associate and Assistant Chairs, Associate Faculty Directors, Associate and Assistant Deans, and Institute
Cerritos College Associate Degree Nursing Program The California Board of Registered Nursing 2010-2011 Annual School Report reflected that 61% of nursing programs in California are Associate Degree programs.
BSN PROGRAM CCNE Standard I: The mission, philosophy, and expected outcomes of the program are congruent with those of the parent institution, reflect professional nursing standards and guidelines, and
Strategic Plan 2012-2014 2012-2014 S Strategic Plan 2012-2014 San Luis Obispo County Community College District San Luis Obispo County Community College District STRATEGIC PLAN 2012-2014 San Luis Obispo
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational
Our Vision To serve as a model unit of support, service, and stewardship of excellence in graduate education to meet the intellectual, academic, and vocational needs of students in the region and beyond.
College of Human Environmental Sciences Strategic Plan for 2012-2015 Revised Fall 2013 Mission: The College will be a well-recognized leader in preparing students to impact the lives of individuals and
Summer 12 WCSU Online Policy Faculty Senate Distance Education Committee Please see http://library.wcsu.edu/wcsu/distanceed/wiki for a list of committee members and working documents. W e s t e r n C o
College of Arts and Sciences 2014-2019 Strategic Plan Mission The Thomas Harriot College of Arts and Sciences is dedicated to helping achieve the broader institutional goals of maximizing student success,
Activities at the DOE Laboratories Funding Profile by Subprogram and Activity FY 2012 Current (dollars in thousands) FY 2013 Annualized CR* Request Science Undergraduate Laboratory Internships 6,500 7,300
Institutional Assessment 328 Tigert Hall PO Box 113175 Gainesville, FL 32611-3175 (352) 273-1090 Non-Academic Effectiveness Process Documentation Division of Enrollment Management Mission Statement The
Administrative Intern Job Description Purpose: Responsible to: Supervises: Payment rate: The Administrative Intern develops building-level administrative skills by assisting the Principal and other members
Page 1 of 18 Plans for Payroll >> 2012-2013 Payroll District Program Review Name : 2012-2013 Payroll District Program Review Principal Preparer : Angie Ontiveros Progress Report Preparer : Angie Ontiveros
Perkins Grant Overview Introduction: The Carl D. Perkins Career and Technical Education grant is grant funding that is awarded from the US Government to the states and then allocated to various schools
Contents I. Mission Statement... 1 II. Department Overview... 1 III. Program Description and Responsibilities... 2 Administration... 2 Organization Development and Training... 2 Staffing and Recruitment...
Administrative and Faculty Governance Committee/Council Charges Proposed Revisions ADMINISTRATIVE COMMITTEES AND COUNCILS EXECUTIVE COMMITTEE: Serves as the executive leadership and collaborates with the
IOWA VALLEY COMMUNITY COLLEGE DISTRICT STRATEGIC AGENDA 2010 2013 MISSION: Iowa Valley Community College District is committed to providing quality learning experiences, ensuring student success, responding
GRADUATE EDUCATION AT USM: A STATEMENT OF THE GRADUATE COUNCIL March 2, 2009 Graduate education is an essential part of the University of Southern Maine. As one of only two universities within the University
Texas Southern University College of Education Bylaws 2012 [Type text] 2 College of Education Bylaws Preamble Texas Southern University was founded in 1927 and became a state institution in 1947. Texas
Department Service Admissions and Records Assessment Status Student Services Communication, Coordination, Consolidation and Collaboration Core Services As defined by accreditation standards and matriculation
Institutional Effectiveness Plan 2013-14 Assessment Summary Administrative Unit, Community Service Unit, or Research Unit: Office of Extended Learning Contact Person: Meg Moore, Director of Extended Learning
A Master Plan for Nursing Education In Washington State Implementation Recommendations Washington Center for Nursing www.wacenterfornursing.org December 2009 This work was funded by Grant N14191 from the
Strategic Planning Procedure Manual Adopted by the Strategic Planning Committee January 2003; revised December 2007, revised November 2011; revised September 2012; revised October 2014; revised June 2015
02 02 10 DRAFT 1 Department of Physical Medicine and Rehabilitation Promotion and Tenure Guidelines For all general information on Promotion and Tenure, refer to the School of Medicine s Office of Faculty
EVALUATING AND RECOMMENDING PERSONNEL FOR CONTINUED EMPLOYMENT The continuing appraisal of College District employees is an essential component for improving employee performance and services to students.
The Kentucky Core Academic Standards for Postsecondary Education website is designed to provide educators and administrators with access to information and resources regarding the impact of Senate Bill
FLORIDA DEPARTMENT OF CORRECTIONS 2013-2016 STRATEGIC PLAN Changing Lives To Ensure a Safer Florida FLORIDA DEPARTMENT OF CORRECTIONS 2013-2016 STRATEGIC PLAN TABLE OF CONTENTS Introduction.... 2 Vision,
Action Plan for the Graduate College Feb. 2012 Western Michigan University Introduction The working premises of this plan are that graduate education at WMU is integral to the identity and mission of the
VALERIE WARD MARTINEZ 8060 165 th Avenue NE Redmond, WA 98052 425-558-4224 email@example.com SUMMARY Experienced community college administrator with experience in single and multi-campus environments.
THE TEXAS A&M UNIVERSITY SYSTEM OFFICE STRATEGIC PLAN FY 2008-2012 Released December 18 th, 2007 (Updated as of June 16 th, 2008) Table of Contents Mission and Vision 3 Imperative 1: Customer Satisfaction
POSITION DESCRIPTION POSITION: SECTION: LOCATION: Manager Marketing and Communications Corporate Services Administration - 30 Brougham Street AWARD CLASSIFICATION: Band 7 POSITION DURATION: HOURS OF DUTY:
INTERDISCIPLINARY PROGRAMS: ESTABLISHMENT, ADMINISTRATIVE STRUCTURE, FACULTY APPOINTMENTS AND PROCESSES THE UNIVERSITY OF NORTH CAROLINA AT GREENSBORO Approved by the Provost, April 5, 2006 1 I. Mission
Sydney Nursing School Academic Board Review Response to Recommendations Review completed August 2009, Final report January 2010, Response to Recommendations March 2010, Follow up response 14 February 2011
Vision and Mission: Purpose and direction for continuous improvement with a commitment to high expectations for learning and teaching VM 1: Creates and communicates a collaboratively-developed district
Tallahassee Community College Foundation College Innovation Fund Program Manual REVISED JUNE 2015 TCC Foundation College Innovation Fund Page 2 Table of Contents INTRODUCTION & OVERVIEW... 3 PURPOSE...
NYSAN PROGRAM QUALITY SELF-ASSESSMENT (QSA) TOOL, 2 ND EDITION QUALITY INDICATOR DEFINITIONS ELEMENT 4: STAFFING AND PROFESSIONAL DEVELOPMENT A quality program recruits, hires, and develops diverse staff
1 Dean of the College of Pharmacy and Health Sciences Texas Southern University invites nominations and applications for the position of Dean of the College of Pharmacy and Health Sciences (COPHS). Reporting
Strategic Plan 2011-2016 Strategic Plan 2011-2016 MISSION Luzerne County Community College provides excellence in education, fosters student success in achievement of goals, and positively impacts Luzerne
RIO HONDO COMMUNITY COLLEGE DISTRICT DIRECTOR OF INFORMATION TECHNOLOGY DEFINITION Under general administrative direction, to provide leadership and direction; to plan, manage, and oversee the activities
Faculty Evaluation and Performance Compensation System Version 3 Revised December 2004 2 SUMMARY OF MAJOR CHANGES FROM EVALUATION SYSTEM, VERSION 1, 2003-2004, TO EVALUATION SYSTEM, VERSION 2, 2004-2005
Sonia Ortiz-Mercado, CCCCO Student Services Dean Laura Ramirez, East Los Angeles College, Interim Vice President of Workforce Education and Economic Development John Freitas, Los Angeles City College ASCCC
A.R. Number: 5.7 Effective Date: 2/1/2007 Page: 1 of 9 I. PURPOSE A. This policy outlines the Employee Performance Evaluation System (EPES) and the process to be followed for evaluating City of Richmond
Transformation through Education: A Strategic Blueprint for Molloy College - 2012 and beyond 2012-2017 Executive Summary Mission Statement Molloy College, an independent, Catholic college, rooted in the
Community College of Philadelphia Administrative Function and Support Service Audit Learning Lab Executive Summary Introduction to Function /Service Description and History The Learning Lab was founded
School of Nursing Framework to Foster Diversity 2010-2015 (2009 Draft) School of Nursing Framework to Foster Diversity 2010-2015 INTRODUCTION The School of Nursing The Penn State University Board of Trustees
Policy: 1 Page: 1 of 8 I. Purpose, Reference, and Responsibility A. Purpose The purpose of this policy is to establish guidelines for faculty compensation. B. Reference 1. University of Colorado Administrative
RIO HONDO COMMUNITY COLLEGE DISTRICT DEAN, HEALTH SCIENCES DEFINITION Reporting directly to the Executive Vice President of Academic Services, to provide leadership and direction; to manage, supervise,
IEMP EMP/ 2014-2015 LCC Action Plan 10 Strategies Improving Institutional Effectiveness Refined and elaborated reports to optimize Key Performance Indicator and Performance Measurement inquiry in support
EXECUTIVE DIRECTOR OF CURRICULUM AND INSTRUCTION A. QUALIFICATIONS: 1. The Executive Director of Curriculum and Instruction shall have the qualifications of a teacher as prescribed by the State Department
Standard Five-T Information Technology Since 2004, the technology support landscape at Lane has undergone dramatic changes. Staff reductions and organizational changes have tested the ability of technology
June 2015 FLSA: EXEMPT ASSOCIATE DEAN, CAREER EDUCATION AND WORKFORCE DEVELOPMENT DEFINITION Under administrative direction of the Dean, School of Continuing Education, the Associate Dean, Career Education
Long Beach Community College District Date Adopted: January 30, 2006 GENERAL PURPOSE CLASS SPECIFICATION Director, Classified Human Resources Under the direction of the chief human resources officer for
1 In Pursuit of Excellence and Equity Gevirtz Graduate School of Education Strategic Plan 2007 2012 The Gevirtz Graduate School of Education is one of five colleges at the University of California, Santa
Kansas Rehabilitation Services State Plan for Vocational Rehabilitation & Supported Employment Services FFY 2011-2013 Attachment 4.10 Comprehensive System of Personnel Development The Kansas Rehabilitation