Critical Mission, Strong Values

In order to fulfill our duty as responsible stewards of a valuable resource, we profess the following statements as guiding principles in all that we hope to achieve in service of the community at large.



College of DuPage will be the primary college district residents choose for high quality education.


The mission of College of DuPage is to be a center for excellence in teaching, learning, and cultural experiences by providing accessible, affordable, and comprehensive education.



We expect the highest standard of moral character and ethical behavior.


We expect truthfulness and trustworthiness.


We expect courtesy and dignity in all interpersonal interactions.


We expect fulfillment of obligations and accountability.


Institutional Philosophy


College of DuPage believes in the power of teaching and learning.

We endorse the right of each person to accessible and affordable opportunities to learn and affirm the innate value of the pursuit of knowledge and its application to life. Our primary commitment is to facilitate and support student success in learning.

College of DuPage is committed to excellence.

We seek quality in all that we do. To ensure quality, we are committed to continual assessment and self-evaluation.

College of DuPage values diversity.

We seek to reflect and meet the educational needs of the residents of our large, multicultural district. We recognize the importance of embracing individual differences and cultures and value the contributions made to the College by people of all ethnic and cultural backgrounds. We affirm our role as a catalyst for promoting dialogue and tolerance on issues supporting the common good.

College of DuPage promotes participation in planning and decision making.

We support participatory governance and the involvement of the College community in the development of a shared vision. We believe that all students, staff, and residents can make meaningful contributions within a respectful environment that encourages meaningful discourse. We strive to build an organizational climate in which freedom of expression is defended and civility is affirmed.

College of DuPage will be a benefit to students and community.

The needs of our students and community are central to all we do.


Institutional Priorities 

  1. Grow combined Fall and Spring (Academic Year 2013-2014) 10th day FTES enrollment by 1 percent, from 30,743 to 31,050.
  2. Implement Quality Improvement Project (QIP) 15: Improving Academic Performance, to address student retention, persistence, and graduation rates.
  3. Restructure the Enrollment Management and Student Affairs functions into a single division that will develop and implement a Student Success Model focus on improving retention, persistence and completion rates.
  4. Ensure that our curricular offerings maintain high quality and align with changing community needs by modifying or discontinuing existing programs and/or adding new degree and certificate programs as appropriate.
  5. Add five new 3+1 and/or enhanced 2+2 academic partnership agreements to reach a total of twenty-five College of DuPage baccalaureate options, while also strengthening our 3+1 approaches through focused recruitment and retention efforts.
  6. Ensure the financial integrity and performance of the College (e.g. receive clean audit opinion, maintain the unrestricted fund balances in the General Fund, Auxiliary Fund and Working Cash Fund to no less than 50% of total general fund operating revenues and maintain "AAA/Aaa" ratings by Standard & Poor's and Moody's, respectively).
  7. Continue renovation of the Physical Education Center, McAninch Arts Center and Student Resource Center (Academic Computing Center and Library); complete construction of the Campus Maintenance Center; demolish all temporary buildings (M, L, FSC, K, OCC and greenhouse); and continue site development.
  8. Ensure that the Foundation increases the number of annual individual donors by 25%, grows its assets by 5% and awards a minimum of $1 million in student scholarship, program development, instructional equipment procurement and grants to the College, with a special focus on cultural arts, corporate/foundation giving programs and alumni relationship building.
  9. Develop and implement professional development programs that enhance employees' effectiveness and capabilities in supporting the goals and tasks of the College including building and enhancing leaderships' skills through the establishment of a Leadership Academy.
  10. Reaffirm Higher Learning Commission/AQIP accreditation by preparing the institution for a Quality Checkup site visit.
  11. Strengthen fiscal performance of all auxiliary enterprises (e.g., radio station, Waters Edge/Waterleaf, MAC, Business Solutions), Multi-media services and five Regional Centers.