Progress: Accomplishments
Employees View the College as Improving
Employee attitude surveys conducted during the fall of 2004 were
used to identify and understand the College’s strengths and
weaknesses. In the employee survey conducted in August 2005,
employees viewed many of the College’s weaknesses as improving. The
new structure and its emphasis on communications were credited with
having had a major, positive impact on attitudes. Brief discussions
of the top three identified weaknesses are below.
- Communication was identified as the number one weakness.
Several immediate actions were taken. Administrators were informed
about this issue and encouraged to make greater efforts to
communicate effectively with their people. Emphasis was placed on
improved communication within the committee structure. Area
facilitators assumed responsibility for their new roles and began
relaying information to and from their respective area
faculty.
For the long term, the Internal Review Team (IRT) recommended that
communications training be conducted for SVCC employees. OPIC
charged the IRT with developing an RFP for training services,
distributing it to staff and consultants, and developing a
recommendation for the new president to consider for action after
he has had the chance to become familiar with the college. However,
since the employee survey conducted at the August 2005 in-service
indicated that communications had improved on nearly all of the
communications items, the IRT made a new recommendation. Instead of
going forward with a communication intervention, the IRT
recommended that the workshop/training be tabled for a year until
another employee survey could be conducted in August 2006 to
determine if such an intervention would still be needed. OPIC
accepted the recommendation at its October 2005 meeting.
- Lack of money and funding was the number two identified
weakness. The Internal Review Team determined that little could be
done in the short term to change the financial situation of the
College. After extensive review of employee comments, the Internal
Review Team recommended that the administration educate the general
staff about how the College is funded, the budget restrictions
within which we work, and how the College budget is compiled. The
Business Office developed such a presentation and presented “Budget
101†to the Board of Trustees and to employee groups. This workshop
enhanced communications as it took the mystery out of the budgeting
process. Employee evaluations indicated that the presentation was
informative and well received.
- Administration and leadership was rated as the number
three weakness. Again, administrators were informed of this issue
and each was encouraged to take appropriate actions individually.
Administrators worked diligently to support the new committee
structure and planning cycle and to empower employees through the
system. The support of the new planning and assessment systems
along with the involvement of the new President in the systems also
contributed to the improvements of this weakness.
In August 2005, a staff survey was conducted to determine if the
strengths and weaknesses identified in the Fall 2004 survey had
improved or deteriorated. (
The full text of the survey result summary is available in
Appendix K.) Responses to the surveys showed improvement or
significant improvement in 15 of 23 items related to the strengths
and weaknesses identified a year earlier, as illustrated by 50% or
more of those respondents indicating improvement or significant
improvement in the following areas:
- My knowledge of what is happening at Sauk
- My understanding of the College’s mission
- The committee goal structure for achieving goals
- The quality of overall employee participation on
committees
- The commitment of administrators to providing a quality
education
- The commitment of faculty to providing a quality education
- The commitment of support staff to providing a quality
education
- The commitment of professional/technical staff to providing a
quality education
- Availability of technology to enhance learning
- Overall communication channel effectiveness
- Communication between my supervisor and me
- Communication among my peers
- My communication efforts
- Administrative leadership
- The image of the College among staff
The Internal Review Team was pleased with the low frequency of
responses indicating deterioration or significant deterioration on
the various items. In fact, in the item that was judged most
negatively, only 15% of the responses were negative.
The following areas that were judged to be strengths in the first
survey showed continued improvement with no appreciable
deterioration as illustrated below:
- College employees (#1 strength last year)
- The commitment of administrators to providing a quality
education
- The commitment of faculty to providing a quality education (0
indicated deterioration)
- The commitment of support staff to providing a quality
education (0 indicated deterioration)
- Technology to enhance learning (#2 strength last year)
- Availability of technology to enhance learning (only 1
indicated deterioration)
The following areas that were judged to be weaknesses in the
first survey showed improvement:
- Communications (#1 weakness last year).
- Overall communication channels
- Communication between my supervisor and me
- Communication among my peers
- My communication efforts
- Administrative leadership (#3 weakness last year)
- Administrative leadership
- The commitment of administrators to providing a quality
education
The Internal Review Team plans to recommend to OPIC that the
staff survey become an annual endeavor at the August in-service. If
approved, the Internal Review Team plans to expand the survey by
asking employees to rate the quality of various items (i.e.
communications, administration, etc) in addition to asking them to
rate the amount of improvement or deterioration.
Committee Operations
The committee charges were effective in directing committee
activities. While some of the responsibilities were initially
unclear, they were clarified and committees worked hard to complete
their responsibilities.
Overall, committee members approached their committee work with
positive attitudes. This may have been due to the structure of the
committee charges that helped members understand how their work fit
with the work of other committees. The low-key “grumbling†and
skepticism that had been common in the past was less evident.
The comprehensive planning cycle was effective in keeping
committees focused on making progress and completing their work on
time. The committees strived to complete their responsibilities on
time and were free to determine how best to do so.
While we fell behind on meeting some of the deadlines,
administration allowed the committees the time to continue and
complete their work as best they could. In year two, committees
were better informed and prepared to complete their work on time.
Instead of scheduling regular monthly meetings, committees
scheduled their meetings as frequently as needed to get their work
done.
Operational Plans Completed
The departmental operational plans now include all the
department’s major planned activities for the year. These
activities reflect findings from assessment, curriculum
development, program reviews, and other committee work. Department
plans are no longer completed in isolation from other College
activities. The compiled plans are bound and stored for reference.
The
operational plan year-end reports completed by each department are
now summarized and presented to OPIC and the Board of Trustees.
The 2005 report is available in
Appendix L.
Program Review Underway
The Program Review Committee reviewed and revised the academic
program review guidelines for 2005 – 2006. The revisions included
relating the program’s mission to the College’s mission and
utilizing an analysis of assessment data. The Program Review
Committee considers the recommendations made in each review in
light of their congruence with the mission and goals and their
grounding in valid data. The program review committee is preparing
a written summary of the recommendations to present to OPIC. (NOTE:
This focused visit report will be completed and printed prior to
the first time that the new summary program review report is
presented to OPIC in February 2006. )
Information Sharing
Each committee produces a large volume of information and data.
It is doubtful that any one individual, let alone the members of a
committee such as OPIC, would have the time to wade through the
entire amount of information that is produced. Therefore, two
methods are used to summarize each committee’s work.
First, minutes of every committee
meeting are maintained and distributed to all staff via e-mail.
This is done in an effort to summarize progress, keep staff
informed, and elicit feedback from non-committee members.
Strategic Planning
Barring major events or changes that may impact SVCC, the
College’s strategic plan will be reviewed and revised every three
years. A strategic planning procedures manual was developed to
guide the process. See Appendix M for the current strategic plan and the
procedures manual.
Board of Trustees Involvement
As a co-chair of OPIC, the President keeps the SVCC Board of
Trustees informed of the status of projects and activities. The
Board acts through its authority to approve the annual budget and
the College’s plans. Monthly Board packets contain the Mission
Document which reminds them regularly of the mission, values,
philosophies and strategic goals and the role they play in decision
and policy making. The Board took on a key role in strategic
planning when they assumed responsibility for creating the
College’s vision statement.
Assessing Progress
The committee structure has multiple ways for committees to
monitor progress on their assigned activities. The committee charge
helps to focus committee efforts on required activities. As they
prepare reports, they assess their procedures and suggest
improvements for the future.
As OPIC reviews reports, it assesses the value of the report’s
information and suggests modifications that would make the
information more meaningful in the future. The committee
representatives who present the reports to OPIC take the
suggestions back to the committee for consideration.
Planning Cycle Maintenance
The planning cycle is a comprehensive system that was designed
to be a routine part of College operations. Some of the planning
activities are done once every three years, while other activities
are done annually.
Once every three years, major planning occurs at which time the
mission, vision, and strategic goals and objectives are revisited
and revised as appropriate. New directions and new goals are
established. Other activities are scheduled annually and assure
that the planning process continues as a routine part of the
College. The Strategic Planning Procedures Manual was developed as
a guide for both three-year and annual activities. (See Appendix M.)
Several key elements were designed into the system to achieve easy
maintenance:
- Defined committee responsibilities and timelines for task
completion. Committee members understand their responsibilities,
the deadlines for completing their work, and how their work
contributes to the larger system.
- Recognition of the interrelatedness of all of the College’s
activities. This system coordinates and sequences task
completion.
- Continuity of committee members. Every committee has a chair
and some have co-chairs, along with a clearly identified list of
members. Many of the committee members are identified by position
title, while others are by the type of position. This structure
easily accommodates rotation of staff on committees while also
maintaining a continuity of members. This capability minimizes the
chance that any committee will face a major disruptive membership
turnover.
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