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 Engineering completed an LED lighting retrofit project. The total cost of the project was $10,192 with a $4,550

rebate, leaving $5,642 which will be saved in energy costs in less than 12 months.

Capital Investments

 Updated the Biotech Lab Room and the Cadaver Lab (Room 920).

 New Wellness Center space, including four offices.

 Addition of Security Access Control turnstiles and distribution of new identification badges to all faculty, staff

and students.

 New Student Lounge Furniture in the Atrium on the second floor.

Efficiency and Effectiveness

 All departments participated in a Registration Re-Think in which staff used innovative technology to improve

student services and increase student satisfaction in the registration process. 94% of students surveyed for Spring 2013 registration reported that registration met or exceeded their expectations, up from approximately 60% three years ago.

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 The Office of Information Technology organized a "Used Computer Sale" for students and sold approximately

360 computers and 150 monitors.

Information Technology

 Installed ten new Smart Classrooms. As a part of the installation, the white boards in all ten Smart Classrooms

were removed and the walls were painted with a whiteboard paint that provides a high-performance dry-erase surface. In addition, all ten classrooms have been equipped with state-of-the-art audio visual equipment and SMART technology.

 Upgraded Audio Visual technology in nine computer labs. The new technology includes high resolution

projectors, new motorized projection screens, document cameras, sound systems and cameras for lecture capture. Five out of nine labs also have wireless microphones, large LCD screens and touch screen control panels.

 Configured and prepared 340 Apple iPads for Harold Washington College faculty to check out for use in their

classes.

 Installed a CTA bus and train tracker display in the lobby. The display informs the Harold Washington College

community about CTA train and bus arrivals at the multiple stops near the college.

 Launched the Student Laptop Loaner Program with 30 Windows laptops available for City Colleges’ students to

borrow for up to four weeks during the semester. Enhanced the departmental website by adding online forms for “Contact Harold Washington College IT,” and “Loaner Laptop.”

COLLEGE DESCRIPTION

Harold Washington College is a learning-centered urban institution of higher education offering accessible and affordable opportunities for academic advancement, career development, and personal enrichment. Harold Washington College is accredited by the Higher Learning Commission.

Harold Washington College’s focus is Business, Professional Services, and Entrepreneurship. Strategic partnerships have been created with Accenture, Allstate, Aon, Braintree, Clayco, Cole Taylor, Comcast, Country Financial, Federal Savings, Gap Inc., Huron Consulting Group, Kemper, Macy's, Mesirow, Willis, US Cellular, and Zurich.

Educating over 13,000 students each year, Harold Washington College offers Associate degrees in Science, the Liberal Arts, Fine Arts, Engineering Science and Applied Sciences. Located in downtown Chicago, Harold Washington College is just steps from many outstanding colleges and universities which enroll more than 65,000 students and is known as the largest higher education footprint in Illinois. Several articulation agreements have been established by City Colleges of Chicago with other colleges and universities. In addition, Harold Washington College, one of City Colleges, participates in the Illinois Articulation Initiative (IAI), which is a comprehensive statewide effort among more than 100 colleges and universities in Illinois to facilitate the transfer of students.

In 2013, faculty and staff at Harold Washington College helped 660 students graduate, a 70% increase from three years ago, helped retain more of our students, moved more students through remedial classes successfully, and helped more of our students obtain internships and jobs. The College improved readiness by enrolling more than 300 Chicago Public Schools high school juniors and seniors in the Dual Enrollment/Dual Credit program and by launching new workshops to prepare students for the English and Math Placement Tests. Student Services launched a new “Early Alert” system (GradesFirst) in which faculty members identify students who need additional outreach. Advisors followed up with students and provided options for academic support. Students were also able for the first time to use the system to schedule appointments with advisors and tutors.

The C2C program which was announced in June 2012 has taken shape with the formation of partnerships with companies in the Business and Professional Services industry with an initial focus on Insurance. These partners have worked with our business faculty and our C2C Dean and his staff to align our curriculum with industry needs.

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Harold Washington College continues to help students find rigorous transfer opportunities and in FY2013 students transferred to prestigious institutions including Columbia University, Cornell University, Northwestern University, and University of Illinois-Urbana-Champaign.

Harold Washington College earned the national 2013 CHEA (Council of Higher Education Accreditation) Award which recognizes the college’s assessments of student learning outcomes, which have influenced course sequencing, pre- requisites, teaching strategies, faculty development and institutional policies.

The College improved readiness by enrolling more than 300 Chicago Public Schools high school juniors and seniors in the Dual Enrollment/Dual Credit program and by launching new workshops to prepare students for the English and Math Placement Tests. Student Services launched a new “Early Alert” system (GradesFirst), through which faculty members identify students who need additional outreach. Advisors followed up with students and provided options for academic support. Students were also able for the first time to use the system to schedule appointments with advisors and tutors.

BUDGET OVERVIEW

The operating budget for Harold Washington College excluding restricted grants totals $34.5 million for FY2014. The FY2014 reflects a slight increase in budget growth of 1.9%, driven by non- controllable cost from contractual pay raises, increase in cost of benefits, and increased cost of U-PASS provided to all full-time students. Non-controllable cost increased the budget by 5.5%. The total budget increase of only 1.9% was tempered by cuts in the area of contractual services, supplies and maintenance, and travel. Harold Washington College in FY2013 transferred the food service academic program to Kennedy-King College in support of the overall District goal of program realignment.

The largest expenditure category is personnel, which includes salaries and benefits totaling $29.6 million or 85.6% of the

operating funds excluding grants. Contractual services and supplies will consume $3.2 million or 9.1% of the budget, and utilities will consist of $0.6 million or 1.7% of the total operating

expenses. The remaining appropriation consists of travel, fixed charges, student waivers/scholarships/bad debt, and other expenses will equal $1.2 million or 3.5% of the budget.

Harold Washington College is projecting flat enrollment growth driven not by demand but due to classroom space limitations. Tuition-and-fee revenue is projected at $23.1 million. The basic in-district tuition and fee per credit hour cost were held flat to the FY2013 amount of $89 per credit hour. Activity and lab fees were also held flat. Approximately 66.8% of Harold Washington College’s operation is supported by its tuition and fees. The increased reliance on Tuition and Fees are driven by the anticipated reduction of supporting revenues from State and Local Government sources. Revenue restrictions

$0 $5 $10 $15 $20 $25 $30 $35 $40

FY10 FY11 FY12 FY13B FY14B Five-Year Operating Funds

(in millions) $0.0 $5.0 $10.0 $15.0 $20.0 $25.0 FY10 FY11 FY12 FY13B FY14B

Five-Year Tuition & Fees

(in millions)

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driven by space limitations have initiated the development of a new master plan and a search for additional space in the area near Harold Washington College.

The FY2014 budget for Direct Instruction represents $18.0 million or 52.1% of operating spending, which is a slight increase of $0.2 million from FY2013. Direct Instruction consists of those activities dealing directly with the teaching of students. Academic Support provides support services for instruction, public service, and research. Harold Washington College provides $2.2 million or 6.3% of the budget for Academic Support.

Student Services, which reflects direct services to students such as registration, records, financial aid, and placement testing, represents $6.5 million, or 18.7% of the operating budget in FY2014.

Building Operations and Maintenance will require $4.1 million or 11.8% of the budget. Institutional Support, which includes expenses for central executive- level activities and support service that benefit the entire College, accounts for $3.4 million or 9.7% of the operating budget in FY2014. Scholarships and Waivers account for $0.4 million or 1.2% of the budget. Instruction, 52.1% Academic Support, 6.3% Student Services, 18.7% Public Service, 0.1% Operations & Maintenance, 11.8% Institutional Support, 9.7% Scholarship, _1.2% Aux/Enterprise, 0.0%

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Type Program Description

FY 2012 Audit FY 2013 Budget FY 2014 Budget Request Revenues Local Government 6,474,478 5,907,906 5,698,130 State Government 5,373,984 4,624,734 4,862,314 Federal Government - - - Personal Property Replacement - - - Tuition and Fees 23,120,942 23,112,282 23,066,610 Auxiliary/Enterprise 84,850 229,085 840,000 Investment Revenue - - - Other Sources 136,643 - 52,355 Revenue Total 35,190,897 33,874,008 34,519,409 Expenditures by Program Instruction 16,330,392 17,803,525 17,994,545 Academic Support 2,952,247 2,336,124 2,182,126 Student Services 3,964,395 4,704,638 6,458,779 Public Service 244,190 - 17,960 Organized Research - - - Auxiliary/Enterprise 10,171 - 5 Operations and Maintenance 3,522,086 4,668,856 4,081,260 Institutional Support 2,769,462 3,238,767 3,359,734 Scholarships, Grants, Waivers 262,199 1,122,098 425,000

Total 30,055,142 33,874,008 34,519,409 Expenditures by Object

Salaries 22,351,912 24,679,041 25,480,131 Employee Benefits 3,662,237 3,614,729 4,071,490 Contractual Services 1,440,059 1,802,247 2,022,293 Materials and Supplies 1,056,877 1,522,849 1,134,130 Travel and Conference 83,274 217,639 114,846 Capital Outlay - - - Fixed Charges 5,931 251,722 245,000 Utilities 747,111 848,324 602,000 Other Expenditures

Bad Debt ExpenseBad Debt 386,035 536,013 424,520

Tuition WaiversWaivers and Scholarships 262,199 401,443 425,000

Other ExpenditureOther Expenditures 59,508 - -

Total 30,055,142 33,874,008 34,519,409 Revenues less Expenditures 5,135,755 - -

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GOALS AND OBJECTIVES

Division FY2014 Goals Activities

Academic Affairs Oversee all academic operations in the college, including accreditation, faculty hiring, faculty evaluation, course development and delivery, and student issue resolution

• Ensure 2,400 sections of instruction delivered to over 13,000 students at HWC in FY2014

• Grow numbers of graduates from HWC from FY2013 660 to FY2014 720

• Oversee accreditation efforts for HLC, ICCB, NAEYC, and ACBSP, including assessment, development of quality plan, and review of materials needed for next self-study

• Develop faculty hiring plan and ensure faculty hired in line with plan

• Oversee DEC (faculty evaluation process) for 25 faculty

• Oversee TAP process for seven new faculty

• Oversee in-process tenure portfolio review for 18 faculty

• Serve as final appeal before the president for all student issues

• Review course offerings and ensure alignment with HWC strategy

Develop a 5-year Academic Strategy Plan • Develop, vet, and publish an academic quality plan that includes faculty development, curriculum, leveraging technology, hybrid and online delivery, etc.

• Publish this plan for review by the Higher Learning Commission Higher Learning Commission Quality Initiative

(Required for Accreditation)

• Work with C2C to develop and submit a quality initiative that will span 12-18 months Develop a scalable and efficient undergraduate

research program

• Participation in undergraduate research at the community college makes our STEM and arts students more attractive to 4-year institutions

• Undergraduate research improves retention of students

• Undergraduate Research Program Project (12-450) Improve Decision-making based on Business

Intelligence

• Plan a training plan for all academic leaders (Administration and Department Chairs) and faculty to leverage the use of the new BI tool

College to Careers Oversee HWC C2C Workforce Partnerships and College Planning and Placement

• Develop partnerships with banking, accounting, and other professional services firms in coordination with VC Workforce and Economic Development. Target 5-10 firms in each area.

• Prepare students for internships and jobs through resume preparation and interview preparation. Serve 800 students.

• Expand Skills to Success training from 26 in FY2013 to 75 students in training program in FY2013 Oversee the design and implementation of C2C

courses at HWC

• Grow number of sections offered in business courses from 120 to 150

• Grow number of students taking business courses from 400 to 500

• Grow number of students in business pathway from 40 to 80

• Complete the reactivation of the 4 courses to address Partner key requirements

• Market the new Pathway to Students

• Complete development of C2C Business Pathway (13-038)

Launch the Insurance and Banking Pathway • Complete the reactivation of the 4 courses to address Partner key requirements

• Market the new Pathway to Students

• Define Insurance and Banking Program for Non-traditional students seeking to retool skills and reenter workforce

Develop Accounting Pathway • Review current Accounting Programs in the RI7 process and develop a stackable Accounting C2C Pathway

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• Confirm the viability of a Basic Certificate credential for employability and marketability

• Establish a Business advisory Council to support strategic direction Implement Soft Skills integration strategy • Complete strategy development

• Integrate across all business classes

• Get buy-in from faculty

• Develop evaluation and assessment tool

Develop accurate program enrollment metrics • Work with advising to get students program designations during registration

• Ensure Advisors understand critically of this goal and are fully supported Improve visibility and capacity of Career

Center

• Add additional work stations

• Move staff to better support self-serve and repeat students vs. direct contact

• Add signage and better designation of area to create destination and intentionality

Office of Instruction Oversee the delivery of instruction to 13,000 students by 125 FT and 250 PT faculty

• Develop course catalog for each semester

• Review syllabi for all courses

• Oversee course administration to ensure appropriate enrollment in courses

• Ensure department chairs are overseeing operations in line with college strategy

• Evaluate adjunct faculty for quality delivery

• Assist VP with DEC and Tenure Portfolio reviews Ensure appropriate student academic supports

in place

• Oversee administration of tutors to support students

• Identify issues in student learning across the college, using data from term-to-term retention and course success rates

• Increase retention of students from 74% to 75%

Refine/reform developmental education • Collaborate with developmental education faculty to develop a three-year dev. Ed. program plan and assessment strategy, incorporating reinvention recommendations, HWC’s 2008 developmental education program plan, and review of current activity in developmental education at the State and local level

• Oversee implementation of Dynamic Teaching and Learning – Development Education (13-040) Evaluate and Assess Learning Communities,

College Success and Placement Workshops

• Evaluate and assess programs developed during the FY2013 year for continued improvement to support student success.

Expand Adjunct Faculty Development and Evaluation

• Expand adjunct faculty recruitment efforts, evaluate retention and success data, expand culture of adjunct faculty classroom observations.

Increase academic support • Utilize additional staff member and GradesFirst to reach more students and improve support Instructional Facilities Development • Work with District Office to propose renovation of instructional space plan to better serve students.

• Ensure implementation of Lab Safety, Inventory Management, Waste Management (13-050) Instructional Operations Development • Evaluate and, where necessary, implement change in instructional operations towards improved

effectiveness and efficiency. This includes but is not limited to expanded syllabus review, record- keeping, academic proposals, budgeting, scheduling and program reviews.

Student Services Advise 13,000 students on their academic plans • Register 9,000 students in fall and spring semesters and 3,500 students in summer semester

• Oversee advisor operations to ensure each student has an education plan that identifies career and education goals

• Monitor at risk students and work with faculty to intervene when necessary to help students remediate academic issues

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students qualified to graduate do graduate, and maintain the integrity of student records

• Correct the 350-400 duplicate IDs that threaten the integrity of our student records

• Administer graduation activities for 700 students Enroll 13,000 students, ensuring accurate

conversion from on-line application to registration in classes

• Administer grade entry, grade appeals, and transcript administration

• Evaluate transcripts to give students credit for other institution work

• Test 4,000 students new to the college to ensure proper placement in first year classes Provide support to student government and

activities, discipline processes, disabled students, international students, and veterans

• Work with SGA to plan student activities and club activities throughout the year

• Conduct discipline processes and identify trends that indicate need for proactive intervention

• Support special populations of students ensuring they feel included into the college

• Administer note-takers and interpreters for special needs students

Focused academic advising • With the increased number of advisor, caseload systems and program pathways, find ways to leverage technology to ensure a broader advising reach and improved effectiveness

Leverage GradesFirst data • To identify the need to provide immediate student intervention and data to measure the effectiveness of intervention

• To provide the Office of Instruction with feedback on which courses appear to problematic for students

Wellness Center • Increase wellness outreach programs for students

• Develop and expand strategic outreach to specific subpopulations of veterans

• Fully implement Titanium Schedule software and move all paper records to the electronic database. Enable students to perform more self-

services/Make Record and Registrar Office more efficient

• Transfer forms and services to an electronic format accessible online

• Implement existing communications management technology available in PeopleSoft SA to communicate with students electronically and to update the student faster on the status of their transfer credit evaluation

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PERFORMANCE MEASURES

Key Performance Indicator Performance by year

FY2012 Baseline FY2013 Projected FY2014 Target FY2015 Target IPEDS 150 7% 8% 9% 10%

Transfer - 2 years rate 16% 17% 19% 20%

Fall to Spring - Retention - overall 66.6% 67.3% 68.0% 68.8%

Credit Enrollment 13,814 13,852 13,963 14,075

Adult Education Enrollment 1 - - - -

Continuing Education Enrollment 5,078 1,723 1,714 1,723

Total Enrollment 19,368 15,398 15,045 15,168 Total Degrees 522 660 688 714 Total Certificates 3,432 380 387 393 Total Awards 3,954 1,040 1,074 1,107 Full-time to 30 cr. hr. in 1 year 7.5% 7.7% 7.9% 8.1% Part-time to 15 cr. hr. in 1 year 14.5% 14.6% 14.8% 14.9%

Remediation transitions 1year 31.4% 31.7% 32.0% 32.4%

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