The Accrediting Council on Education in Journalism and Mass Communications voted unanimously at its spring meeting on April 29 to reaccredit the Drake School of Journalism and Mass Communication.

The site visit team in February had recommended that SJMC be reaccredited, finding compliance on all nine standards related to such areas as curriculum, assessment, student services, and faculty scholarship. The team’s report cited “a hard-working, productive and dedicated faculty who are passionate about teaching;” “award-winning students who are professionally oriented;” “focus on diversity imbued throughout the curriculum;” and “the ” ‘Drake way’ system of advising, which focuses on lifelong mentorship between students/alumni and faculty.”

The reaccreditation process occurs at six-year intervals. There are currently 110 accredited JMC programs in the United States; only 15 of those programs are at private institutions.

—Kathleen Richardson, Dean, SJMC

On March 23, ITS held a town hall meeting to provide an update on what we accomplished last year, and what we’re focusing on for the year to come. It was a well-attended event, but for those of you who were unable to attend, I’m going to recap some of the highlights from that presentation.

ITS Organization
The realigned ITS organization comprises four primary areas.

Campus Relations—Led by Jerome Hilscher, Campus Relations is the face of ITS. The campus community is most likely to interact directly with their staff with personal computing issues, academic technology support, video production, and classroom support.

Infrastructure—Chris Mielke’s team manages and supports the University’s large-scale physical technology including more than 250 servers, 4,500 wired network ports, 500 wireless access points, 800 telephones, 2 data centers, and more than 340 terabytes of storage.

Professional Services—This team, managed by Keren Fiorenza, provides coordinated service and support for the University’s complex enterprise applications like Banner, business intelligence, and blueView, among others. It also ensures that ITS’ complex projects are well-executed.

Administration—The Administration team includes staff who manage the University’s IT budget (Alicia Mann), coordinate centralized technology purchasing (Monita Jackson), ensure effective campus communication (Carla Herling), and protect the University’s electronic information (Peter Lundstedt).

The goal of our reorganization efforts has been to maximize the value that ITS provides to the University.

This past year
Over the past year, we have been able to demonstrate ITS’ value in several ways:

• Nearly 1/3 of all ITS staff are now 100 percent dedicated to academic support.
• The campus wireless network now functions at the highest capacity available today.
• Approximately 80 percent of all malicious email sent to campus is blocked before reaching our inboxes.
• ITS invested $350,000 this year in replacement of faculty and staff computers.
• Over $30,000 has been saved due to print jobs that were sent to print queues but never released at printers.

This summer and beyond
ITS is working on projects that we think will continue to improve campus technology and further maximize the value that ITS provides to students, faculty, and staff.

• In the STEM buildings:
  —New telephones and network infrastructure
  —Instructional technology installation in 37 classrooms, labs, and other spaces
  —Electronic access to building doors
• Personal cloud file storage for everyone on campus
• An additional $100,000 in classroom improvements
• A pilot laptop checkout kiosk program
• Two large, multi-year projects:
  —Upgrading from Banner 8 to Banner 9 (a complete redesign along with significant changes to the user interface)
  —Replacing blueView with a new online communication and collaboration system

Finally, I want to reiterate ITS’ commitments to you. We will:

1. Reduce our backlog of service requests and maintain overall lower levels of open issues.
2. Focus on providing reliable enterprise technology services.
3. Ensure that we meet our promised response and resolution timeframes.
4. Partner with you to find reasonable and supportable long-term solutions.
5. Strive to understand issues and requests before we begin work.
6. Confirm that we have completed your request to your satisfaction.
7. Improve our communication related to support requests and technology changes.
8. Work as a team to provide technology-related services on behalf of Drake.

Regular status updates on these and other upcoming projects will be provided in future issues of OnCampus.

I hope you have a safe, happy, and productive summer.

—Chris Gill, Chief Information Technology Officer

Drake alumnus Andy Verlengia will serve the University as director of alumni relations, transitioning from this current role as a major gifts officer within the University Advancement team. His passion for Drake, strength of character; enthusiasm for the position; and commitment to support, lead, and serve made for an exceedingly positive candidacy. Andy’s first day in alumni relations will be May 16. Andy is currently a major gifts officer in University Advancement.

Andy brings to the alumni director position a strong background in alumni engagement and events planning. Following his graduation from Drake’s School of Journalism and Mass Communication, Andy led alumni outreach and events at his fraternity at the international headquarters. From there, he benefited from ten years of service managing events for the Walt Disney Corporation. A few years ago, he returned home to central Iowa to manage corporate events for Wellmark, and most recently, he has served effectively representing Drake and the CBPA as a major gifts officer.

Many thanks are due to Diane Caldbeck for her role as interim director this academic year. Diane’s professionalism, support, and advocacy were present every day. So much thanks and appreciation needs to be extended to the entire Alumni Relations staff for effectively navigating and confidently executing their responsibilities throughout this transitional year.

Please join University Advancement in congratulating Andy on his new role.

—John Smith, Vice President for University Advancement

On April 21, as students give Painted Street a fresh coat, Drake is officially kicking off Bulldog Days: Faculty and staff are encouraged to wear Drake gear every Friday. As part of Bulldog Days, employees can also wear jeans every Friday along with their blue and white. Jeans should not have rips or holes, and manager’s discretion applies.

Low on Drake garb? Faculty and staff can enjoy 30% off at the Bookstore through May 6. Watch campus mail for your coupon. You can also enter a drawing for a Bookstore gift card when you use the coupon!

This is Bulldog turf and we’re all on the same team—let’s show our pride every Friday with Bulldog Days!

—Nate Reagen, Chief of Staff

A restructuring of University Communications began last week. This reorganization is based on input from President’s Council, Deans Council, and other key partners across campus. These changes are necessary in order for University Communications to move forward in an audience-centered, data-driven, and digital-first way. Ultimately, the University needs greater emphasis on digital/mobile communications, as well as student recruitment, campus communications, alumni and donor communications, and public relations.  

Moving forward, University Communications will build strategic plans and make data-driven decisions that focus squarely on the needs of the University’s most important audiences. This new model introduces market research, brand strategy, and strategic planning, while infusing project management and accountability across the department. All the while, the team will be able to better collaborate on storytelling for key audiences and across multiple media, particularly digital and social media.

The five focus areas for University Communications are:

• Campus relations encompasses student recruitment communications and campus communications. Alyssa Young will serve as director, and she will lead a cross-functional team that includes Jill Brimeyer, Libby Burns, and Tim Schmitt. There is one open position that will be posted soon; that role will focus on the campus communications aspect.
• Alumni and donor communications will have greater attention now in terms of research, strategy, and planning. Beth Wilson will serve as director, and she will lead a cross-functional team that includes Emma Daily and Meredith Ponder.
• Public relations, as before, will encompass news media, social media, and related efforts. Jarad Bernstein will continue as the director of this team, which includes Aaron Jaco and Niki Smith.
• Digital communications will include for the first time a team to provide front-end design, content management, and content creation/coordination for both the University website and intranet. Jeremy Sievers will continue as director, and his cross-functional team will include Tim Schmitt (dotted line to Alyssa Young), Meredith Ponder (dotted line to Beth Wilson), and Justice Simpson. There will be two open positions posted soon; one role will focus on front-end design, and the other role will focus on content management.
• Brand strategy and implementation will involve a blend of in-house talent and outsourced expertise in market research and brand management that currently being sourced via a competitive RFP process led by Dave Remund, executive director.

Additionally, Sara Sommerlot-McWeeny continues as office manager for University Communications, along with budget management responsibility for all of University Advancement (dotted line to John Smith).

Work will continue, but please allow 90 days for University Communications to get its bearings. Change can’t happen overnight; the team needs time to modify practices and processes, initiate long-overdue market research, and build strategic plans. No doubt you may have questions; your feedback is welcome anytime.

—Dave Remund, University Communications

Three finalists for the dean of students position will be participating in campus presentations in the next few weeks. Because the dean of students will work directly with students, faculty, and staff, we encourage each of you to be a part of the upcoming process to hear from the candidates.

Finalists Dr. Khalilah T. Doss and Dr. Brandon B. Barile-Swain have already given their presentations. The final presentation will be:

• Dr. Jerry Parker, Interim Dean of Students, Drake University (Des Moines)
  Tuesday, March 7, 11 a.m.–12:15 p.m.
  Sussman Theater, Olmsted Center

The curriculum vitae and cover letter for each candidate are available here.

—Dean of Students Search Committee

An important aspect of Drake’s Continuous Improvement Plan is to examine our processes. The administrative services survey will take place twice a year, with this year serving as an initial baseline.

Last fall the survey was issued to faculty and staff with a focus on Human Resources, Facilities Planning and Management (FPM), and Information Technology Services.

This feedback helps the departments understand where service gaps may exist and how to improve the services of our University. Continuous improvement efforts are meant to drive intentional and strategic action. Responses to this survey will shape the University’s future efforts.

Survey respondents provided largely positive feedback about FPM services. Responses were provided on a five-point scale, with five being the highest.

Satisfaction with FPM staff—Total Average 4.56
Respondents assessed their satisfaction with FPM staff including their courtesy, professionalism, knowledge, timeliness, and resolution of issues. Satisfaction with FPM staff was generally high, but was lowest for timeliness (4.36).

Satisfaction with FPM support and services—Total Average 4.47
Respondents assessed their satisfaction with FPM support and services including custodial, grounds maintenance, snow removal, moving, cooling and heating, painting, construction, carpentry, trash/recycle, and postal. Satisfaction with FPM support and services was generally high for ground maintenance (4.77), postal (4.66), and trash recycle (4.66). However, lowest for cooling and heating (3.93) and construction (4.27).

The preservation of historic buildings can be demanding when upgrading the mechanical systems. It is our goal to heat and cool to establish a comfortable environment, but understand the capacity of the system along with individual preferences. The same holds true for construction and the learning space. Moving forward we promise to service all needs on campus through collaboration and communication.

Overall satisfaction—Total Average 4.41
Overall satisfaction is above average, but FPM still has room for improvement.

In reviewing the data and reflecting on the comments provided by the respondents, it is our goal to remain consistent over time with the above benchmarks. While strong ratings were seen in FPM, we are actively developing strategies to improve our services and overall quality.

Over the coming year, FPM makes the following commitments. FPM will:

1. Ensure that FPM meet the promised response and resolution timeframes.
2. Collaborate to find reasonable and supportable long-term solutions.
3. Strive to understand issues and requests before beginning work.
4. Confirm the request was completed to your satisfaction.
5. Improve communication related to requests and facility changes.
6. Work as a team to provide facility-related services on behalf of Drake.

In July, FPM will be introducing a new work order system. We anticipate campus satisfaction will improve as we adopt this new system. Watch OnCampus and the FPM website for more information.

—Kevin Moran, Executive Director Facilities Planning and Management

The Human Resources team appreciates the time, effort, and thoughtful feedback provided by faculty and staff who completed the Human Resources portion of the administrative services survey. Please know that it is our commitment to identify from your responses where we can better serve your needs and use that information to improve Human Resources services and processes.

Satisfaction with Human Resources staff—Total Average 4.49: In this portion of the survey, you were asked to provide your perception of how courteous, professional, and knowledgeable the HR staff is and whether or not your inquiries are responded to in a timely manner. Although it was reported that you are generally pleased in these areas, we are hearing that we need to be more responsive to inquiries in a timely manner (4.27).

Satisfaction with Human Resources Services—Total Average 3.86: This section includes new employee orientation, hiring process, benefits enrollment & open enrollment, development programs for staff and mangers, employee relations, and performance management. Although this covers a wide variety of services, the two areas that you have told us are in most need of attention are the manager professional development programs (3.71) and the performance management process (3.38).

Overall, how satisfied are you with Human Resources—Total Average 4.10:
We are pleased that 394 of you have taken the time to complete this survey and provide your observations and feedback. We are especially appreciative of those of you who took the time to provide written comments. Although aggregate numbers provide indicators, reading the comments about individual struggles and frustrations provides the detailed information necessary to identify and make meaningful changes.

We Have Heard You!
Based on feedback from the administrative services survey and last year’s Great Colleges to Work For (GCTWF) Survey, the following initiatives have already been put in place or are in the process of implementation:

A common issue raised in the comments section of the administrative services survey was the difficulty experienced in accessing and/or getting a response when attempting to contact Human Resources. We have worked with ITS to set up the main HR department telephone extension (x3133) so that if the line is busy or is not answered within a few rings, it will roll to another HR team member’s extension rather than going to voicemail. All HR team members will also be listening for when this extension rings with the goal of having this extension in particular picked up by a “live person.” In all cases, the HR team will make it a priority to respond to all telephone and electronic inquiries within one business day.

In both surveys, the theme of an improved new employee orientation was raised. Being unveiled this week is the enhanced new employee orientation. In addition to covering benefits, the orientation is being expanded to include an onboarding session that begins with a video welcome message from President Martin. Other elements include:

• Introduction to Drake’s Statement on Diversity & Inclusion and continuous improvement
• Virtual tour of campus
• Introduction to the work of the All Staff Council and Recreational Services available at the Bell Center.
• Introduction to HR’s BUILD learning and development programming, wellness and engagement services and programs
• Review of the blueView portal including where to go to find information about benefits, policies & procedures and how to view your online pay stubs, direct deposit information, W2s, etc.
• Lunch in Hubbell Dining Hall with an HR team member and All Staff Council representative

Currently in the final stages of development and soon to be released is the New To Drake webpage. This webpage is designed to take the place of the hard copy packet of information that Human Resources has sent via USPS to new hires. The advantage of this website is that it can now be available to all potential candidates, but a link to this page will be included in the HireTouch confirmation email that is sent to all new faculty and staff hires. When the new hire goes to this site, they can click on the link to a video welcome message from President Martin. In preparation for their first day, they will be taken to a step-by-step Orientation Guide. On this page are links to Drake-sponsored Benefits, parking information, on-campus map, Campus Public Safety, DART, Holiday schedule, Drake neighborhood home incentive plan, and tuition rebate plan. This site also contains a section titled “During Your First Week” that includes a link to a new hire checklist and another titled “During your First 30 Days.” We will be looking for feedback from you and new hires on how this site can be expanded and improved to enhance the new hire experience.

Communication of HR programming, initiatives, benefits, etc., was another common issue raised. The HR team worked with University Communications to develop a plan that would enhance our ability to communicate critical and important information without sending multiple facstaff emails. From that collaboration was born the HR Monthly Minute. This is a facstaff communication that is scheduled to be sent out on the first Wednesday of each month and is a summary of all of the HR learning and development, wellness & engagement, benefits, and other HR sessions scheduled for that month and any other information relevant for that month.

The HR Team has added Elevate Service Excellence to the Customer section of our balanced scorecard and will be using the results of future GCTWF and administrative services surveys to monitor our progress.

In response to other issues raised in the GCTWF and administrative surveys, here are some of the initiatives that the HR team has identified for the coming year:

1. Develop a manager training session on the orientation and onboarding of new employees. In addition to creating a new manager checklist, we will be identifying Drake managers who have successful new employee programs and asking them to share their ideas and lead these discussions.
2. Enhance the number and quality of manager development opportunities. As an example, the “Employment Laws: What Managers Need to Know” session facilitated by Nathan Overberg and Becky Reif from the Ahlers & Cooney Law Firm was not only the best attended manager session of this year, but also received rave reviews.
3. Examination of the current performance management system to not only improve utilization, but to examine ways to modify it to better support the continuous improvement model.
4. The HR team has discussed inviting ourselves to your department meetings to discuss ways we can serve you better. This initiative will be more fully developed during the spring, so look for additional information in OnCampus and the HR Monthly Minute. In the meantime, if there is an issue you would like an HR team member to come to your department to address, please let us know.

We also welcome your ongoing feedback and suggestions. Although survey data is great, it only tells us how we have done historically. All HR team members have access to the drakehr@drake.edu email account and is a good way to communicate to all HR team members at once, or you are welcome to send me your requests directly at gary.johnson@drake.edu.

—Gary Johnson, Human Resources