Standing Operational Groups

Charge
The Campus Accessibility Operations Group (CAOG) serves as a cross-functional advisory and operational body responsible for advancing an accessible, equitable, and inclusive campus environment. The group ensures that campus accessibility needs are identified, evaluated, prioritized, and addressed through fair, consistent, and transparent processes while supporting the institution's strategic accessibility goals.

To fulfill this charge, the Campus Accessibility Operations Group will:

• • • Review and provide recommendations regarding the financial components of employee accommodation requests requiring institutional resources.
    • Review and provide feedback on campus-wide accessibility initiatives, including facility improvements, capital projects, technology, programs, and the development or revision of institutional policies and procedures.
    • Serve as a consultative resource for accessibility-related initiatives, projects, and operational decisions.
    • Collect, review, and evaluate campus-wide accessibility data to identify trends, assess institutional progress, and inform planning and decision-making.
    • Support the development and implementation of accessibility initiatives, education, communication, and training that promote a culture of access and inclusion across the institution.
    • Identify, evaluate, and prioritize campus-wide accessibility needs and barriers, providing recommendations that consider institutional priorities, available resources, legal obligations, and equitable access.
    • Promote collaboration among campus stakeholders to support proactive planning, shared responsibility, and continuous improvement in campus-wide accessibility.

Through these responsibilities, the Campus Accessibility Operations Group provides operational guidance and strategic recommendations that strengthen institutional accessibility and foster an inclusive campus experience for employees, students, and visitors.

Chair(s): Debi O’Conner, Director, Employee Relations & Support, doconnor@coloradocollege.edu, and Sara Rotunno, Director, Accessibility Resources, srotunno@coloradocollege.edu

Membership: Office of Civil Rights and Title IX, Office of Institutional Equity & Belonging, ITS, and Facilities

AY 26-27 Goals:

• Expanding lactation and wellness spaces across campus.
• Improving campus accessibility data collection and reporting through cross-departmental collaboration.
• Enhancing assistive technology resources and online information in partnership with ITS.
• Exploring feedback mechanisms, such as QR codes at accessible campus features, to improve reporting and user support.
• Developing processes and resources to support accessible digital documents and Canvas course materials.
• Strengthening accessibility expectations within capital projects and renovation planning.
• Serving as a consultative body to provide an accessibility perspective on institutional policies, technology implementations, and campus planning initiatives.

AY 25-26 Highlights: 

• Reviewed campus trends related to employee accommodations, identifying technology needs and workplace modifications as the most common accommodation requests, while confirming no employee accommodation budget requests were submitted during the year.
• Clarified the distinction between employee leave processes and non-leave accommodations, identifying opportunities to improve campus education and communication regarding available resources and processes.
• Conducted a campus-wide assessment of accessibility trends and priorities, resulting in a strategic roadmap for the 2026–2027 academic year.

Additional information and updates for CC Faculty and Staff on the work and progress of the CAOG can be found here. 

Charge
The College Events Operational Group (CEOG) is charged with developing and implementing a comprehensive process for planning and executing campus events.

Chair: Brenda Soto, Assistant Vice President, Campus Events, bsoto@coloradocollege.edu 

Membership: ED Robson Arena, Enrollment, Assistant Director of Campus Planning, Technical Events Team Lead, Support Services Supervisor, Internal Communications Manager, Director of Belonging and Engagement, Campus Safety, Director of FAC Events, Assistant Athletics Director of Operations, Director of Accessibility Resources, FEC Representative, and Parking Supervisor.

AY 26-27 Goals: Coming soon

AY 25-26 Highlights: 

• Developed a "Know Before You Go" resource for internal and external event planners, providing guidance on campus event expectations, safety considerations, the College's clear bag policy, prohibited items, and best practices for hosting successful events.
• Created a comprehensive Campus Event Planning Checklist, a two-page planning guide that consolidates event planning requirements, timelines, and links to campus resources into a single, user-friendly document. The checklist streamlines the planning process and promotes proactive coordination across campus partners.
• Established a standardized event categorization framework to improve event planning, coordination, and resource allocation. The framework organizes events into five primary categories:
  • Signature Events
  • College Business Events
  • Athletics Events
  • Student Events
  • Community, Conference, and Chapel Events
• Implemented an annual event submission process requiring departments to submit major events by March 31 to support institution-wide planning for the following academic year. Events submitted after the deadline are reviewed by the College Events Operational Group (CEOG), creating a more coordinated and intentional approach to event management.
• Enhanced cross-campus communication by launching institution-wide messaging that reinforces advance planning, resource coordination, parking requirements, and the goals of the One CC Experience, helping reduce scheduling conflicts and improve the overall campus event experience.
• Strengthened collaboration among campus partners by bringing together expertise from event support offices to develop shared tools, standardized processes, and clearer guidance for event organizers across the college.

Additional information and updates for CC Faculty and Staff on the work and progress of the CEOG can be found here. 

Charge
The Digital Transformation Operational Group (DTOG) is a governance structure designed to advance technological innovation, optimize operational efficiencies, and enhance resource allocation across the institution. This initiative encompasses four distinct operational subgroups. 

Under the direction of appointed chairs and comprising representatives from key institutional stakeholders, the DTOG will systematically evaluate and prioritize information technology initiatives and resources to ensure alignment with the College's strategic objectives.

IT Governance

Chair:  Lucie Tennis, Director, Project Management & Outreach, ITS: Operations, ltennis@coloradocollege.edu 

Membership: Registrar, Human Resources, Office of Equity & Belonging, Student Life, Athletics, Finance, Student Success, Office of the Dean of the Faculty, Marketing & Communications, Admission, Tutt Library, Advancement

AY 26-27 Goals: Coming Soon

AY 25-26 Highlights: Coming Soon

ERP Optimization and Transition

Chair: Patrick Lynch, Information Solutions Architect, ITS, plynch@coloradocollege.edu  

Membership: Registrar, Student Accounts, Marketing and Communications, Student Life, Finance, Housing Operations, Financial Aid Operations, International Student & Scholar Services, Human Resources, Advancement, Office of the Dean of the Faculty 

AY 26-27 Goals: Coming Soon 

AY 25-26 Highlights: Coming Soon 

Data Governance Tactical

Chair:  Erica Shafer, Data Strategist, ITS, eshafer@coloradocollege.edu 

Membership: Student Accounts, Registrar, Institutional Research, Marketing and Communications, Tutt Library, Office of Equity and Belonging, Athletics, College Transition Programs, Finance, Children's Center, Advancement, Financial Aid Operations, Human Resources, Accessibility Resources, Enrollment, Campus Safety, Student Life, Mail Services, President's Office

AY 26-27 Goals: Coming Soon

AY 25-26 Highlights: Coming Soon 

Data Governance Strategy

Chair:  Manuel Rendon, Enterprise Information Solutions Manager, Enterprise Information Solutions, mrendon@coloradocollege.edu

Membership: Office of the Dean of the Faculty, Registrar, Athletics, Finance, Human Resources, Enrollment, Student Life, Fine Arts Center

AY 26-27 Goals: Coming Soon

AY 25-26 Highlights: Coming Soon 

Generative AI Strategy

Chairs:  Chad Schonewill, Director of Frontline Solutions & Support, ITS, cschonewill@coloradocollege.edu; Ryan Banagale, Assistant Dean, Office of the Dean of the Faculty, rbanagale@coloradocollege.edu 

Membership: FEC Representative, FEC Representative, FEC Representative

AY 26-27 Goals:Coming Soon

AY 25-26 Highlights: Coming soon 

Additional information and updates for CC Faculty and Staff on the work and progress of the DTOG and its subgroups can be found here.

Charge
The Enterprise Risk Management Operational Group (ERMOG) is established to proactively identify, assess, prioritize, and mitigate risks across all aspects of Colorado College's operations. By fostering a culture of risk awareness and resilience, ERMOG aims to safeguard the institution's resources, reputation, and mission, while promoting a safe and conducive environment for working, learning, and teaching.  

Chair:  Ryan Hammes, Assistant Vice President, Administrative Services, rhammes@coloradocollege.edu 

Membership: College Events, Human Resources, Athletics, ITS, Student Life, EHS, Office of the Dean of the Faculty, Campus Safety

AY 26-27 Goals: Coming Soon 

AY 25-26 Highlights:

• Completed Heat Map exercises with the Board of Trustees and with Extended Leadership/Cabinet.
• Produced a comparative analysis identifying areas of alignment (and gaps) between Board-level and leadership-level risk perceptions.
• Proposed four themes for the ERM OG to pursue with risk owners in the coming year, designed to align risk mitigation work with divisional strategic plans.
• Delivered documented, tangible examples of mitigation actions taken against risks on the prioritized risk register from the prior year.

Additional information and updates for CC Faculty and Staff on the work and progress of the ERMOG can be found here.

Charge
The Incident Management Team (IMT) is comprised of cross divisional campus employees who are tasked to respond to critical incidents on campus from natural disasters to emergency situations. The IMT is organized and trained in the use of the Incident Command System in accordance with FEMA and local emergency responders. The IMT consists of four sections, Operations, Logistics, Planning and Finance. The IMT meets once a block in person. Each year the IMT exercises campus response through either a tabletop training or functional exercise.

IMT members include staff from campus safety, events, facilities, residential experience and housing, the registrar's office, communications, athletics, field education, finance, and information technology.

The Emergency Management Cycle of Prevention, Preparedness, Response, Recovery, and Mitigation are used by the IMT. Additional information can be found in the Emergency Management Plan.

Additional information and updates for CC Faculty and Staff on the work and progress of the IMT can be found here.

Charge
The Institutional Diversity, Equity & Accessibility Leadership (I.D.E.A.L.)  team is comprised of offices and individuals who have formal responsibilities to coordinate, support or otherwise address our ADEI efforts across Colorado College. 

The team will meet blockly to provide support, resources and information as well as review policies and procedures from an intersectional lens ensuring all areas of diversity are addressed. 

Led by the College Diversity for Institutional Equity & Belonging, I.D.E.A.L. members include representatives from Accessibility Resources, Admissions & Financial aid, Athletics, the Butler Center, Butler Center, Chaplains Office, Civil Rights and Title IX, Collaborative for Community Engagement,The Crown Center, Office of Culturally and Linguistically Diverse Education, Human Resources, and International Student and Scholar Services.

Chair:  Christopher Sewell, Assistant Vice President, Institutional Equity & Belonging, csewell2025@coloradocollege.edu  

Membership:Accessibility Resources, Office of the Dean of the Faculty, Admission, The Butler Center, Chaplain's Office, Office of Civil Rights & Title IX, Human Resources, Collaborative for Community Engagement, Athletics, Office of Culturally and Linguistically Diverse Education 

AY 26-27 Goals:

• Ensuring the policy review cycle is adhered to and implemented successfully
• Continuing to think about cross-departmental ways to provide feedback and coordination.

AY 25-26 Highlights:

International Peoples and Practices (Subgroup)

Chair:  Rosalie Roderiguez, College Diversity Officer, Institutional Equity & Belonging,  rrodriguez@ColoradoCollege.edu 

Membership: Global Education & Field Studies, Marketing & Communications, Admission, Student Life, International Student & Scholar Services, Human Resources

AY 26-27 Goals:

• Expanding representation from Finance & Administration
• Continuing work related to international student taxation and financial barriers
• Developing additional standard operating procedures for international student and employee support
• Monitoring federal immigration and travel policy changes
• Strengthening institutional preparedness for disruptions affecting international students and scholars
• Continuing to identify policies and practices that create unintended barriers for international populations.

AY 25-26 Highlights: 

• Developed institutional guidance clarifying how Colorado College collects, reports, and uses gender and sex information, supporting consistent practices across Admissions, Human Resources, the Registrar, and International Student Services.
• Partnered with Risk Management and Field Study to strengthen policies, training, and guidance for CC-sponsored off-campus travel, including updates to the CC Sponsored Trips Policy and trip leader training.
• Created multilingual Know Your Rights installations across campus to provide accessible information and resources for individuals who may encounter immigration enforcement.
• Coordinated institutional communications and planning related to evolving federal immigration, travel, and visa policies, including travel restrictions, social media vetting, and changes affecting international students and employees.
• Established a standardized process for changing academic CIP codes through cross-functional collaboration with the Registrar, Financial Aid, and Institutional Research.
• Provided ongoing guidance to campus leadership on emerging immigration policy changes, facilitating coordinated institutional responses through cross-divisional collaboration, risk assessment, and information sharing.

Additional information and updates for CC Faculty and Staff on the work and progress of I.D.E.A.L can be found here. Additional information on the work for the International Peoples and Practices group can be found here. 

Charge

The CC Parent Experience Standing Operational Group (PFEOG) is charged with advancing the programmatic recommendations outlined by the Temporary Operational Group and exploring practical ways to implement those suggested changes. In addition, this group will focus on identifying best practices for communicating and engaging with parents and families of CC students, including how we manage and steward their data. 

The overarching goal of this work is to create a more well-rounded and holistic parent experience that aligns with and supports broader student success efforts at the college. 

Chair:  Amber Martinez, Associate Director, Parent & family Engagement, amber.martinez@coloradocollege.edu 

Membership: Campus Activities, Residential Experience, Admission, Wellness, Advising Hub 

AY 26-27 Goals: Coming Soon 

AY 25-26 Highlights:

• Developed a comprehensive FY2027 Parent & Family Communications Content Calendar, creating a coordinated, year-round communication strategy aligned with the student lifecycle. The calendar helps campus partners proactively engage families during key transition points and periods when students may need additional support.
• Strengthened cross-functional collaboration by identifying opportunities for campus offices to coordinate messaging and resources, fostering a more holistic and proactive approach to supporting students and their families.
• Created a proposal for a Parent & Family Ambassador Program to expand parent engagement and strengthen peer-to-peer support. The proposal was submitted to Advancement Leadership for future consideration and provides a foundation for a potential new Parent & Family Relations initiative.

Additional information and updates for CC Faculty and Staff on the work and progress of the PFEOG can be found here.

Charge

The Space Governance Operational Group (SGOG) is charged with implementing space management strategies, policies, and practices to support efficient and effective use and stewardship of physical assets, anticipate future space needs, and respond to college priorities.

Chair:  Megan Nicklaus, Associate Vice President, Strategic Operations & Experiential Education, mnicklaus@coloradocollege.edu 

Membership:Facilities, FEC Faculty Representative, ITS/AV, Registrar, Office of the Dean of the Faculty, Accessibility Resources, Residential Experience, Finance

AY 26-27 Goals:

• Complete process mapping for space-related requests to clarify decision pathways, roles, and governance responsibilities.
• Refine the space modernization review process to improve prioritization, transparency, and institutional alignment.
• Launch a centralized "front door" for space and related operational requests, providing a single point of entry, clear guidance, and streamlined routing for campus constituents.

AY 25-26 Highlights:

• Successfully launched and evaluated the inaugural Space Request Pilot, reviewing space requests during the fall and spring cycles and making recommendations on proposals within the pilot's scope.
• Refined the space request evaluation rubric, developed tracking tools, and enhanced the Space Governance website to improve transparency and consistency in the review process.
• Identified institutional gaps in how space-related requests are submitted, routed, and evaluated, informing recommendations for a more coordinated governance approach.
• Initiated the design of a centralized "front door" for space and related operational requests, laying the foundation for a streamlined intake process, clearer decision pathways, and improved cross-functional coordination.

Additional information and updates for CC Faculty and Staff on the work and progress of the SGOG can be found here.

Charge

The Student Success Operational Group (SSOG) is charged with implementing a comprehensive, campus-wide strategy to improve student retention and graduation rates and ensure all students have a transformational experience.

The SSOG is comprised of several subgroups, whose charges and membership changes year to year.

Chair:  Aaron Stoller, Associate Vice President, Student Success, astoller@coloradocollege.edu 

Membership: College Transitions Programs, International Student & Scholar Services, Academic Advising, Health and Wellness, Residential Experience, Campus Activities, Outdoor Education, Athletics, Admission, Registrar, FEC Faculty Representatives

AY 26-27 Goals: Coming Soon 

AY 25-26 Highlights:

Student Support Subgroup

• Developed a comprehensive student communications timeline mapping outreach to incoming students from December through August across key campus offices.
• Documented communication platforms, timelines, and ownership to improve coordination and identify opportunities to reduce communication gaps and redundancies.
• Identified key friction points in the student communications experience, providing a foundation for future improvements to coordinated onboarding and transition communications.

Fellowships Subgroup

• Documented and compared fellowship advising practices across Colorado College to identify shared strengths, opportunities, and areas for greater consistency.

• Initiated a peer institution benchmarking project, identifying comparable institutions and assigning research to inform future enhancements to fellowship advising and student support.

Digital Student Experience Subgroup

• Conducted a comprehensive review of the major declaration process, examining the experience from both student and Registrar perspectives.
• Benchmarked peer institution practices and evaluated technology solutions, including Banner, Stellic, and CourseDog, to inform recommendations for improving the major declaration experience.
• Developed a preliminary framework to guide future process improvements and technology decision-making.

Additional information and updates for CC Faculty and Staff on the work and progress of the SSOG and its subgroups for this academic year can be found here.