Standard Three - Organization & Governance

 

DESCRIPTION

Board of Higher Education and the College Board of Trustees
Cape Cod Community College is one of 15 public community colleges in the Commonwealth operating under the jurisdiction of the Massachusetts Board of Higher Education (BHE). The system, coordinated by the BHE, governs three levels of higher education: university, state college, and community college. These 29 public institutions are geographically dispersed throughout the state. There are currently 10 voting members on the BHE, including two ex-officio members and one student. All are appointed by the Governor, except the student member, who is elected from one of the three sectors on a rotating basis.

The College is governed by the Board of Trustees (BOT), which receives its authority from the Commonwealth's Board of Higher Education. The BOT, in turn, delegates the authority for the regular operation of the College to the President and her administration. The BOT has nine members appointed by the governor, one student elected annually by the student body, and one member elected by the Alumni Association. Except for the student representative, all appointments are subject to five-year terms, renewable for one additional term. Trustees are not compensated, except for travel expenses for attendance at conferences, and none of the Trustees has any significant financial or business interest in the College.

Although the responsibility for the regular operation of the College rests with the President, the Trustees provide advice and oversight to the President and her staff. The BOT operates within the guidelines established by Chapter 15A of the Massachusetts General Laws and its own by-laws as contained in the Board Policy Manual.

General Board of Trustees meetings and Finance and Personnel Subcommittee meetings are held monthly during the academic year. The Evaluation Subcommittee and the Audit Subcommittee convene two to four times a year. All Board of Trustees meetings and Board Subcommittees meetings are subject to the state's Open Meeting Law. At their monthly meetings the BOT hears reports from the President, the two Vice-Presidents, and the Student Trustee, as well as any other reports of current and particular interest. The Board, in turn, discusses issues and offers advice to the President, and approves and disapproves recommendations made by the President regarding College policies, personnel matters and budget. The Board of Trustees annually evaluates the performance of the President. The BOT evaluates its own effectiveness through an annual self-assessment and uses those results as the basis for their annual retreat.

Administration
The President is the chief executive officer of the College. Kathleen Schatzberg has been at the helm of CCCC since 1997, and this document will reflect President Schatzberg's entire tenure.

The President administers the College through two main divisions, each headed by a Vice President: Academic and Student Affairs, and Administration and Finance. The President has established a Cabinet of seven members: the Vice President of Academic and Student Affairs, Vice President of Administration and Finance, Director of the Office of College Communications, Director of Institutional Research and Effectiveness, Dean of Human Resources and Administration, and the Staff Associate to the President. The Cabinet meets bimonthly to discuss and recommend to the President matters of proposed policy, policy implementation, institutional rules and regulations, personnel actions, budget items, and other matters of common interest.

In addition, the President meets bimonthly with the Administrative Council to discuss matters of interest and make recommendations related to the operation of the College. Agenda items are submitted by members of the Council from all constituencies of the College. The Administrative Council consists of the seven Cabinet members, plus fourteen additional administrators. Most report directly to the President or either of the two Vice Presidents. Following discussions and recommendations at the Cabinet and Administrative Council meetings, budget and policy decisions are recommended to the BOT for approval.

With the expansion of information technology, reporting requirements and the implementation of Jenzabar, the President established three new decision-making groups. In the fall of 2005, the Chief Information Officer reinvigorated these operational tools by revising their charters. The Information Strategy Group (ISG) is responsible for the information strategy of Cape Cod Community College. The Administrative Users Group (AUG) implements Information Strategy Group (ISG) guidance. It is responsible for policy development and decision-making regarding the implementation of Jenzabar within the context of operations. Finally, the Operations Group (OPS) implements policies established by AUG, and establishes procedures, identifies and resolves data conflicts, and nominates enhancements for the Jenzabar application.

The Vice President of Administration and Finance is charged with leading and managing all areas within this division. Eight staff members report directly to this Vice President. The Administrative team meets monthly and as needed if issues arise.

In 2002, the College underwent an extensive academic and administrative reorganization. The Vice President of Academic and Student Affairs currently supervises the following two academic divisions: Business, Health Sciences, Social Sciences, and Human Services, and Arts and Sciences.

Each division is overseen by a Dean and is further divided into Academic Departments, headed by a chairperson and including, when required, program coordinators. Deans review faculty material, prepare course schedules each semester, and evaluate faculty in accordance with existing collective bargaining agreements.

Two Deans supervise the Student Services operation, which includes Enrollment Management and Student Development, and Learning Support Services and Advanced Studies. Additionally, the Vice President of Academic and Student Affairs supervises the operations of the following areas, each overseen by a director: the Library and Office of Distance and Learning Technologies, the Workforce Education Resource Center, and the Cape Cod Technology Council.

The Deans and Directors constitute the Vice President's Staff. This group meets bimonthly to discuss important issues in academic and student affairs as well as to identify short-term and long-range goals. Committee minutes are posted in public folders via the College's email system. Additionally, the Vice President meets regularly with Department Chairs and Coordinators, and attends other Unit, Department, and Division meetings. The Hyannis Center, located in downtown Hyannis, is also overseen by the Vice President of Academic and Student Affairs.

Faculty
College policies for full-time and part-time faculty and professional staff are prescribed by a collective bargaining agreement between the BHE and the Massachusetts Community College Council (MCCC). The Management/Association Committee for Employee Relations (MACER), created by the agreement, is made up of an equal number of administrators and CCCCA unit members. The CCCCA Chapter President appoints two unit members to serve on this committee, which works to resolve problems of a contractual nature before resorting to the more formal grievance process.

The faculty play a strong role in assuring the academic integrity of the College's educational programs through their participation in College-wide meetings, departmental and divisional meetings, and through their representation on various committees, including search committees. The Curriculum and Programs Committee (C & P) and the Academic Policy and Standards Committee (AP & S) Committee provide two particular fora where the Faculty voice is heard in a substantive way.

The Faculty Professional Committee (FPC) plays an important role at the College by ensuring that the faculty voice is heard regarding institutional policy and academic programming. FPC performs three major functions: the appointment of full-time faculty to College standing committees, the enlistment of volunteers from the adjunct faculty to the standing committees, and scheduling College or faculty fora. These fora provide a vehicle for Faculty and Professional Staff to discuss and debate academic issues. Five full-time faculty serve staggered 3-year terms on FPC.

College Meeting
Within the scope of CCCC's Mission Statement are broad participation and collaboration in the development of educational policy through a shared process of governance. Central to this process is the College Meeting, which is a strong and important aspect of the College's governance and decision-making system. The voting membership of College Meeting consists of full-time faculty, full-time professional and administrative staff, the five executive Officers of the Student Senate, one student from each College Meeting Standing Committee, the three executive officers of the Support Staff Association, one support staff member from each College Meeting Standing Committee, two members-at-large from the part-time faculty and staff, and one part-time faculty and staff member from each Standing Committee.

College Meeting convenes monthly during the academic year to discuss, formulate, and recommend to the President issues concerning academic matters and to communicate about issues of common interest to the various constituencies of College Meeting. The President of the College has the final responsibility and authority for all phases of the College's operations, including educational policy. Motions passed at College Meeting are forwarded to the President for approval. The President seriously considers each motion and rarely disapproves them.

College Meeting follows traditional parliamentary procedure, Roberts Rules of Order, and the College Meeting Governance Document. The Chairperson of College Meeting is elected annually at the last regularly scheduled meeting of the academic year; nominations are made at the preceding meeting.

Fourteen Standing Committees have been formed by College Meeting to help carry out its business. There are two categories of standing committees: Business Committees, which review and recommend business to College Meeting, and Advisory Committees, which act in an advisory capacity with specific, limited charges. Business Committees report monthly to the College Meeting, and Advisory Committees report to the College Meeting as needed. Reports are posted electronically in public folders prior to the meetings.

The establishment of the College Meeting Steering Committee, consisting of the Vice President of Academic and Student Affairs, the Chairperson of College Meeting, the College Meeting Parliamentarian, the Chairperson of the Support Staff Association, the Chairperson of FPC, and the President of Student Senate, is a direct result of the College's 1998 Self-Study. In addition to setting each semester's agenda and advising elements of the governance structure on how best to handle academic matters efficiently, the Steering Committee is also responsible for the annual evaluation of the effectiveness of the governance process.

Any member of College Meeting, or of any Standing Committee, may move the establishment of an ad hoc committee. That motion must include a statement of purpose for the committee, length of time for the committee to exist, schedule for and method of reporting to College Meeting, evidence that the ad hoc committee will be different from or complementary to the purpose and work of any Standing Committee, and the number of committee members to be appointed.

From September 2004 to April 2006, the College Meeting governance system was not in operation due to work-to-rule. MCCC members made the motion to adjourn every College Meeting and Standing Committee meeting until MCCC contractual issues were settled. During that time, the Administrative Council made the necessary policy decisions. When work-to-rule ended, all such decisions were re-examined, as appropriate, by the various Standing Committees.

Faculty/Professional Staff Meeting
Graduating students are approved as graduates by a special vote of the faculty, administrative and professional staff at a duly called meeting three times a year. In May, the committee approves certification of May graduates and potential August graduates as submitted by the Registrar. In September, the committee accepts the Registrar's certification of the August graduates, and in January, the committee accepts the Registrar's certification of December graduates.

Students
The students are represented by the Student Senate, whose membership is elected annually by the entire student body. Overseen by the Coordinator of Student Life and Co-Curricular Activities, the Student Senate's primary purpose is to represent the needs and best interests of students, and to encourage and provide for the participation of all students in considering the issues and policies that affect their rights and responsibilities.

Students participate in academic governance through participation in College Meeting Standing Committees, at monthly College Meetings, on ad hoc committees, and through their Member of the Board of Trustees. The Student Trustee is elected by the student body and is a full voting member of the BOT. The Student Trustee is also a full voting member of the Student Senate and is expected to maintain communication between the two groups.

 

APPRAISAL

Board of Higher Education and the College Board of Trustees
The College works cooperatively with the BHE in maintaining productive levels of communication; however, there is room for improvement. It is not uncommon for the College to find out about higher educational policies and critical issues in the newspapers rather than directly from the Board of Higher Education. Because of this problem, BHE relationships have been strained, not just with CCCC, but with most institutions of public higher education across the state.

The BOT consists of representatives from throughout the College's service area (and beyond), members from a variety of business and professional disciplines, and has, through the years, reflected the ethnic diversity of the region. For the last three years, the BOT has completed self-assessment surveys, indicating that they are functioning very well, with a few weaknesses. This is a significant improvement since the last Self-Study. At that time the BOT was doing very little to examine its own functioning.

Overall, self-evaluations report that the BOT is functioning well. Among the particular strengths cited by the BOT in their May 2005 self-evaluation are the ability to act independently of the State and the College President; the honesty and integrity of the Board; and the Board's choice, evaluation and guidance of the College President. Although there were no negative findings in these evaluations, in 2005, the Board felt that it could improve in understanding the Mission of the College (n.b. a new, more concise Mission Statement has recently been adopted); in advocating for the College with government officials; in fostering partnerships in the surrounding community and supporting CCCC Foundation work and fund-raising efforts; in monitoring the progress of the College toward stated goals; and in holding the College's administration accountable for student achievement.

The data collected from the BOT 2005 Self-Evaluation assist Trustees in developing strategic ways to improve their effectiveness as a Governing Board. In regard to understanding the College's Mission, the BOT will participate in Mission Monday. Developed by President Schatzberg, Mission Monday is a new initiative on campus that encourages all staff to learn the new Mission Statement. By knowing our mission, the BOT will be better able to assess if new initiatives put forth by different constituencies at the College are in line with the College's mission and purpose.

The BOT has actively reviewed the NEASC Self-Study, attended NEASC Forums, and will be actively participating in focus groups for the 2008-2013 Strategic Plan. As part of the strategic planning process, our January 2008 Professional Day will focus on community outreach, bringing different groups of people on campus to tell us what they think the College's role should be in future years. BOT members will participate in and help plan this Professional Day event. Finally, for the past three years, the BOT has achieved and maintained a 100% giving rate to the Educational Foundation for all members. Connections have been made and communication has improved between members of the College's Educational Foundation Board and the BOT. To support the Educational Foundation, Trustees will strive in the next year to attend more foundation-sponsored fund-raising events.

The BOT communicates with the rest of the College community through the President. A member of the Faculty Professional Committee independently observes Board Meetings and then reports back to the College Meeting. In addition, BOT meeting times are posted in the Administration Building, and the Board Minutes are available in the Library and near the President's Office. This communication could be enhanced by taking advantage of the electronic resources available, including public folders in the College's email system.

Administration
Kathleen Schatzberg has proven herself to be an effective executive leader. In the first year of her presidency, Dr. Schatzberg revamped the College's administrative structure. The decanal structure of four Deans reporting to the President was replaced by a new organizational model, the Cabinet. The positions of Dean of Academic Affairs and Dean of Student Services were combined into one position, the Vice President of Academic and Student Affairs. The positions of Dean of Planning, Research and Development; Dean of Administration; and Dean of Finance were eliminated, with duties redistributed. The new model provided for the position of Vice President of Administration and Finance. This model, suggested in response to challenges identified by the BOT, is based on three principles: team-building among administrative staff; integrating rather than separating the divisions of Academic Affairs and Student Services; and fiscal responsibility, given the limited resources of a relatively small educational institution.

The BOT annually reviews the performance of President Schatzberg to assess her effectiveness as the College's Chief Executive Officer. In her last presidential evaluation in 2006, the Board noted that many points in the College's strategic plan, including diversity, online courses, and the Facilities Master Plan, have been successfully addressed by the President. The Board also commended the President on her strengths as a coalition-builder with the surrounding business community, as evidenced by her efforts to create Curriculum Advisory Boards, the Zammer Institute, and the Cotton Center for Real Estate Studies. The Cape Cod Technology Council became a partner with the College at the request of Dr. Schatzberg. A smooth transition after the retirement of the former Vice President of Administration and Finance retired was also noted. President Schatzberg's contract was renewed for 3 years, continuing until 2009, following this evaluation.

Each year the President prepares her own self-evaluation and a Proposed Goals Report for the BOT Evaluation Subcommittee. This report outlines goals attained in the previous year, a summary of the College's achievements in regard to the BHE's Performance Measurement System, and proposed goals for the next year. The President also prepares a Mid-Term Status Report for the BOT.

The College's 1997 Self-Study cited a serious communication gap between the administration and the rest of the College community. President Schatzberg has made progress in narrowing that gap. In an effort to provide College staff with direct access to administrative proceedings, the President emails Cabinet and Administrative Council notes to the entire College community on a regular basis. She continues to encourage open dialogue and communication.

A need for more cross evaluations of Administrative Staff has been suggested. As a result, College staff have been provided with opportunities to evaluate the President. This process was initiated in 2004 at College Meeting and will occur again in Spring 2008. The current evaluation process does not allow for formal evaluations of the two Vice Presidents by faculty or staff. Faculty and Professional Staff would also like the opportunity to evaluate their respective Deans or direct supervisors. This feedback (also known as a "360") would provide supervisors with valuable decision-making input, which can only improve communication between Management and Staff. This 360-degree feedback system may include direct reports, peers, superiors, students and self-evaluation.

Published in the President's job description is the ultimate responsibility for the preparation of the Academic Policies and Procedures Manual, and the Administrative Policies and Procedures Manual. It is critical that these comprehensive documents be updated on an annual basis and posted electronically in public folders.

This President stepped into an institution that was running in accordance with established institutional procedures, but upon her arrival much of the College felt excluded from decision making and open communication. Since the last NEASC Self-Study, the system of organization and governance has become far more transparent. President Schatzberg is to be commended for her fund-raising abilities, her advocacy for establishing a green campus, and her outreach to the community at large.

During the seven-year tenure of the previous Chief Academic Officer, the College integrated service-learning opportunities, honors courses and honors options into the academic curriculum. On-time registration was explored, outcomes assessment became a required activity in both academic and administrative areas, and a course schedule template to meet the needs of community college students was coordinated. The enforcement of course prerequisite requirements was strengthened, and a regular schedule for academic and administrative annual departmental and programmatic planning cycles was implemented.

In addition to these curricular achievements, the College has made great strides to ensure that all academic programming is administered through the same organization and governance structure. Off-campus, distance learning, evening classes, international, and weekend programs are clearly integrated into the College's policy formation, as is academic oversight, and the overall evaluation system of the institution. Each Academic Dean is responsible for the entire faculty in each Division, including full-time and adjunct faculty, whether instruction is delivered in the evening, off-campus (including international studies), online, or on weekends.

The registration system is common to all classes. Registrations for all credit and noncredit-bearing courses are handled through the Registrar's Office.

With the increasing reliance on adjunct faculty, the institution has made significant efforts toward integrating them into the College. Adjunct faculty have access to computers, office space, and voice and email accounts. Adjunct faculty also have representation on College Meeting Standing Committees. In the academic year 2006-2007, three professional development seminars were designed specifically for adjunct faculty to better prepare them for success in the classroom.

Our strengthened commitment to the One College Concept is evidenced in improved academic support delivery systems. The Division of Learning Support Services has increased their hours of operation to provide support to evening students and online learners. Both the Tutoring Center and the Advising and Counseling Center are open 4 nights a week. In Fall 2006, students not able to come in for direct service were able to access online tutoring through www.eTutoring.org, a collaborative program sponsored by the Connecticut Distance Learning Consortium. An online academic advising system was implemented in the spring of 2007.

On Wednesday nights, most enrollment management offices are open until 7:00pm. In 2002, the part-time position of Evening Administrator was created to provide support for evening activities at the College. The responsibilities of weekend administration, added in 2004, are shared among Administrative Council staff.

Although the College has made great gains in the integration of the One College Concept, evening and weekend coverage by an on-call administrator should be improved. Currently, a part-time Evening Administrator works from 4:30 to 7:00 pm; however, the fact that evening classes end at 9:30 leaves a two-and-a-half hour gap during which no one is in charge. In Fall 2006, an accident in a science lab after the Evening Administrator had left for the night was an unsettling experience for both students and the faculty member.

Another area of concern is the lack of some College services in the evening. For the most part, administrative assistants leave work at 3:30 pm. An improvement in services to evening students occurred in the fall of 2007 when the Office of Health Services expanded their day hours to include three nights a week during the month of September. Allied Health students were then able to bring their required health documentation to Health Services or make health care appointments during evening hours.

Since the last Self-Study, improvements have been made by the College to link the Hyannis Center to the rest of the College. The College Transition Programs (e.g. Project Success, PACT) were permanently relocated to the West Barnstable campus in Fall 2007. Students from these transition programs now have greater access to academic tutoring and advising support at the College's main campus.

The College has made a greater effort to familiarize faculty and staff with the many important programs offered at the Hyannis Center. College Meeting has been convened at the Hyannis Center, and professional development training seminars for faculty and staff are often held at this Center. Staff members from the Hyannis Center attend College Meeting and are Standing Committee members.

Hyannis Center staff have individual email accounts. However, they do not have individual voice mail accounts, and there is only one direct extension number to the Hyannis Center. The College is exploring options to upgrade the Hyannis Center phone system to include voicemail options. However, due to technical and financial barriers, there will continue to be two different telephone systems. Communication would be further improved if the Hyannis Center had a stronger presence on the College website.

The College does not often use the Hyannis Center to house its credit-bearing classes; in fact, for Spring 2007, only one academic class ran there. Past attempts to run day classes in Hyannis have not met with much success. The Hyannis Center could be better used for evening and weekend classes.

The Hyannis Center serves many of our disenfranchised groups on Cape Cod, who are taking their first steps toward higher education. At the Hyannis Center students gain academic skills and the confidence to succeed. Over the course of seven years, 91% of PACT students (n=246) and 80% of Project Success Students (n=130) have transitioned from Hyannis to the main campus to enroll in credit-bearing classes, and they continue to thrive here and graduate.

Faculty
Full-time faculty are able to adequately express their views on institutional policy and academic integrity through the current institutional structures. Faculty participate actively in College Meeting and are also engaged in many search committees and other committees.

There are a few areas of concern, however. When faculty wish to raise an issue, they have two choices provided by the contract: pursuing a formal grievance, or pursuing a less formal channel by involving MACER. MACER offers very little transparency to the outside observer, as the meetings take no minutes; however, the grievance process is inflexible and can turn unnecessarily adversarial. Perhaps having a mechanism by which faculty would have access to administrative leadership on an individual or group level could offer a satisfying third alternative. Additionally, while faculty opinions and comments are solicited on policy decisions, faculty are sometimes left with the impression that their opinions concerning these issues will have no effect on the decisions taken.

Adjunct faculty participation in College governance is minimal at best. Attendance by adjunct faculty at College Meeting is poor, perhaps because College Meetings are held at an inconvenient time for many adjuncts, and consequently their perspective is not heard when the College is making policy decisions. Additionally, while adjunct faculty are encouraged to participate in committees, they are not compensated for their time; in fact, they are not compensated for any meeting time. The end result is that adjunct faculty rarely participate in College Meeting or serve on committees. One solution would be to implement the existing provision as authorized in the MCCC Contract which grants the administration the authority to provide adjunct faculty with hourly compensation for their time.

Another concern is that, with fewer full-time faculty, the faculty voice at College Meeting has been reduced. This means that academic decisions that directly affect the work of faculty are made by a body in which the majority are not active in the classroom. In fact, of the current 169 College Meeting members, only 65 are full-time faculty. In 1997, there were 85 full-time staff faculty members at College Meeting.

One final note relates to grant-funded employees who serve in a peripheral academic role. Many of these employees work full-time directly with students, but they are not as clearly integrated into the College's organization and governance system as they could be.

College Meeting and Governance
College Meeting is inclusive of the College community and handles academic and educational policy issues appropriately in an effective format. Business, Advisory and Ad Hoc Committees serve a useful purpose in our governance structure, allowing for ongoing communication and involvement in issues by all constituents of the College.

To assess how our governance system is working, the Office of Institutional Research and Effectiveness recently compiled the results of the Annual Evaluation of College Meeting and Governance Effectiveness Surveys for December 2002, May 2004, and May 2007. In earlier years, the instrument was not standardized, so analysis was impossible. A survey was not conducted in May 2005 or May 2006 because of work-to-rule.

Overall, there has been general satisfaction with the effectiveness, efficiency and participation of our governance system shown in the three College surveys evaluated. The survey used a five point scale of "Strongly Agree," "Agree," "Neither Agree nor Disagree," "Disagree" and "Strongly Disagree." The "Strongly Agree" and "Agree" categories were merged to provide a summary number which is reflected in the data below.

The following questions had a change of ten or more percentage points between 2002 to 2007: "Committee meetings were well attended" (88% to 69%), "The College meeting meets at appropriate intervals" (85% to 73%), "Adequate time is available for debate on motions" (69% to 47%), " Pre-meeting communications are sufficient to adequately inform me on agenda items" (74% to 62%), "I have adequate say on issues raised at College Meeting" (79% to 69%), and "There are adequate communications to and from the administration" (52% to 42%). When asked about their overall satisfaction with the governance system, 54% answered "very satisfied" or "satisfied" in 2002; 63% answered that way in May 2004, and in May 2007, the overall satisfaction rate dipped to 52%.

Because of the relatively small number of respondents, fewer than 100, statistical analysis for this survey has limited value. However, the observed dip in College Meeting and Governance satisfaction could be attributed to the Vice President's announced retirement and subsequent feeling of uncertainty for most College Meeting members during the 2006-2007 transition year. The 50% increase in response rate from 2002 (54 respondents) to 2007 (76) is another significant factor. In the future, the College's ability to collect and analyze data obtained from this annual survey will significantly improve and be more consistent under the guidance of the newly developed Office of Institutional Research and Effectiveness.

Students
In the 2006-2007 academic year, only 12 of the 20 Student Senate seats were filled. Despite these small numbers, the Student Senate is a vibrant group that has a real presence on campus. The consideration of student views is embedded in the governance of College Meeting, and students can contribute up to 19 votes. The quality of CCCC student internal governance depends on the level of student participation. As with many other community colleges, it is difficult to recruit students to serve on College Standing Committees. The Student Senate needs to take primary responsibility for ensuring that there is a student representative on each Standing Committee.

Significant progress has been made in recruiting students to serve on standing committees. As of October 2007, all 14 College Meeting Committees include student representatives. During the 2006-2007 academic year, only two students served on a College Meeting Standing Committee.

In closing, perhaps we are not as student-centered as we would like to be. Decisions need to be driven by student needs. If that were more the case, there might be more student interest and participation in College governance.

 

INSTITUTIONAL EFFECTIVENESS

The College has implemented two major evaluation systems to assess the effectiveness of our organizational structure and governance system. The Board of Trustees Self-Assessment Survey requires Board Members to evaluate the Board’s effectiveness as a whole, as well as their individual strengths and weaknesses. The Board uses the results of this evaluation at their annual retreat to improve their overall functioning. The other tool used to measure the College's governance structure is "The Annual Evaluation of College Meeting and Governance Effectiveness Survey." The College Meeting Steering Committee has been circulating this questionnaire to College Meeting members since Spring 2000. College Meeting members provide input on the overall effectiveness of College Meeting, and the Administrative Committees, and Standing Committees on which they serve. Of the eighteen questions on this survey, six questions directly ask College Meeting members to evaluate the effectiveness of College Meeting Standing Committees. When the questionnaire revealed that the College was disillusioned with the amount of time spent on reporting, committee chairs were advised to post minutes in public folders before the meeting. When survey responses suggested that more students needed to be represented at College Meeting, a template was adopted that scheduled College Meeting during a time when classes were not in session. Using data collected from both these evaluative tools, the institution continuously strives to improve upon its organization and governance system.

 

Projections - Standard Three - Organization & Governance
Projections Administration will use more effective ways to involve faculty and staff when major organizational and policy changes in academic and student service areas are proposed	Responsible Staff President, Vice Presidents Deans & Dept. Chairs	Completion Date FY 2009
The 360-degree evaluation process will be further explored for all administrators	President Dean of Human Resources	FY 2009
The Faculty Professional Committee will schedule at least one faculty forum each semester to discuss academic issues and more if issues arise	Faculty Professional Committee	Fall 2008
Organizational charts and both the Academic and Administrative Policies and Procedures Manuals will be updated as changes occur and posted in public folders within the College’s email system and/or website.	President VP Admin. and Finance VP Ac. & Student Affairs	FY 2009
Board of Trustees Minutes, Cabinet Notes, Administrative Council Minutes, and records from other administrative meetings will be posted in public folders with the College’s email system and/or website.	President VP Admin. and Finance VP Ac. & Student Affairs	FY 2009
To ensure better representation on College Meeting Standing Committees, administration will compensate adjunct faculty for their service on committees according to the MCCC Contract.	President VP Admin. and Finance VP Ac. & Student Affairs	Spring 2009
The Student Senate will strive to improve representation of students on College Meeting Business and Advisory Committees.	Student Senate Coordinator of Student Life and Co-Curricular Activities	Fall 2008
Grant-funded employees will become a more integral part of our organization and governance structure, and their positions will be reviewed to see if they are unit eligible.	College Meeting Steering Committee	Fall 2008
Administrative coverage during the evening hours will be extended to 9:30 pm., as resources will permit.	President VP Admin. and Finance	FY 2009
Office personnel will be available to provide administrative support to faculty during the academic year.	President VP Admin. and Finance	FY 2009