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Our Principles

Our Vision is supported by these principles. Each one is connected to various projects or initiatives. (Click the titles to see related components.)

Student and Faculty focus

We maintain a focus on students and faculty members as our primary constituents.  We dedicate the majority of our time, resources, and initiatives to their support.

Self-service

We develop tools for students and faculty members so they can access needed information at their convenience.

Partnership

We partner with other offices to support the larger mission of the College.  Coordination and collaboration with the other offices permits greater institutional support for initiatives which positively affect faculty members and students.

Shared accountability

We recognize that we are part of a larger community. We are the experts in our area, and respect other offices’ expertise and responsibilities. We also respect our students and their responsibility to be accountable for their administrative obligations. 

Continuous improvement

We revisit our processes continually, introduce new applications to remain up-to-date with current issues, and adapt to new technologies as required to better serve faculty members and students.

 

 

Student and Faculty Focus components:

• New Requirement changes to the curriculum
• Major requirements added to DartWorks degree audit
• Preferred/Chosen name and gender option in Banner - Chaired a policy group to establish college-wide policy in preparation for implementation
• 2014 AP policy change research

Self-service components:

• Banner 9 upgrade
  • Major system update with multiple sub-projects
  • DartHub for Students - a modern interface
• Student Data Warehouse
  • Additional reports added to department/program reporting dashboards
  • Division-level reporting dashboards built for the Dean of Faculty Office

Partnership components:

• Training
  • Comprehensive December training for academic Departments and Programs on Registrar applications
  • Committee on Instruction (COI) support
  • Introduce the major scribing project and review the reporting dashboards with individual departments/programs
• New Requirements Implementation
  • Partnered with the Committee on Instruction as they defined the newly voted requirements
  • Partnered with COI and ITC to develop implementation plans with departments/programs for multiple Registrar applications
  • Additional partnerships with other staff such as advising offices and Admissions to support the new requirements
• Partnered with all academic departments/programs, Associate Deans, Faculty Committees and Dean of Faculty Office throughout the year
  
  • Changes to department/program name(s) and/or major(s)
  • Course renumbering and other curricular changes
  • Termly course building/Timetable Editor

Shared accountability components:

• Information Technology Services – majority of our systems supported by ITC; both support of existing systems and new initiatives require close collaboration and specialized expertise
• National Student Clearinghouse – partner with Financial Aid and the Professional Schools to report all schools' enrollment accurately and remain in compliance with Federal law
• Veterans benefit certification – partner with Student Financial Services and Guarini School of Graduate and Advanced Studies to provide VA benefit certification for all of the Arts and Sciences
• Graduation – partner with all academic departments/programs, Dean of the College, Dean of Faculty, Undergraduate Deans, Physical Education department, Committee on Instruction
• Online course approval system - DCARS
  
  • Improved process for cross-listed courses
• Course assessment – partner with Guarini School of Graduate and Advanced Studies and Thayer School of Engineering to support the online course assessment process and reporting

Continuous Improvement components:

• Developed an overall communications strategy
• Office phone system update underway
• Updated the credit hour equivalency on the transcript key as part of the accreditation process
• Eliminated the D-Plan late fee which no longer served a purpose
• Revamped office "team" concept
• Revised production calendar methodology
• Obtained estimates for conference room renovations and additional office space for professional staff