January 11, 2017 Board Retreat Introduction to the Board Packet

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1 1 January 11, 2017 Board Retreat Introduction to the Board Packet The agenda for the Board retreat is being sent to you, along with a number of items for you to consider prior to the meeting. Please read the mid-year Presidential performance review materials in advance of the Retreat, and select which current Board policy(ies) you want to use as a performance standard during that review. This is your opportunity to comment on or question the performance of the college under the President s direction in carrying out the current Board policies. Your comments may assist President Nelson in carrying out those policies, so he has direction more frequently than once a year during the annual review. Board policies continue to be reviewed by the Board Policy Committee, and recommendations made for adoption or amendment by the Board. A list of the policies scheduled for review this year is included in your Board packet. Northwestern Michigan College adopted Policy Governance in October, Policy Governance is the standard used by colleges and universities throughout Michigan and the United States. Board Policy A describes the Board of Trustees Governing Style. The Board does not administer operations of the College, but prescribes the goals to be accomplished by the President, who is responsible to the Board. The President is responsible for maintaining the faculty, administration, and staff who will achieve the goals established by the Board. Mike Hansen, President of the Michigan Community College Association, will speak to us about the work of the MCCA. There are many other Michigan community colleges who can help us learn how to maintain and improve NMC by their experiences. We will also discuss which of NMC s strategic goals should be monitored by the Board this year and take action at the regular January Board meeting. Our Board will receive reports on the progress of those goals throughout the year, and President Nelson and NMC s employees will remain responsible for the actions which accomplish them. Board Retreats provide an opportunity to discuss in depth items which for which we usually do not have time at our regular monthly meetings. Reference materials: Agenda (attached) Strategic Goals (attached) Board Level (page 4 of packet) PC View (page 6 of packet) Request for closed session (attached) 2017 Mid-year Performance Review process (attached) Prior Presidential Performance Review Prior Presidential Performance Review Materials President s Contract (attached) Board Policies (link to all college policies)

2 2 Northwestern Michigan College provides lifelong learning opportunities to our communities. 10:15 a.m. Board group photo session 10:30 a.m. Special Retreat Meeting 12:00 noon Lunch Board of Trustees Meeting Agenda Wednesday, January 11, 2017 at NMC Hagerty Center Room C, 715 E. Front Street 1701 East Front Street Traverse City, MI (231) I. GENERAL BUSINESS A. Call to Order B. Roll Call C. Pledge of Allegiance D. Review of Agenda and Approval of Additions, Deletions, or Rearrangements II. DISCUSSION ITEMS E. MCCA Update Michael Hansen, MCCA President F. Board Web Portal Demonstration Holly Gorton, Executive Assistant to the President and Board of Trustees G. Strategic Goals President Timothy J. Nelson H. Board s Responsibility Chair Kennard Weaver III. PUBLIC INPUT Request forms for public input are available at the meeting location. Any individual of the public may speak for up to three (3) minutes. The Board will not receive public input from individuals unless they are present at the meeting. The Board will take public remarks into consideration, but will not comment at time of input. IV. ACTION ITEMS I. Closed Session (Pursuant to Policy B Monitoring Presidential Performance) Recommend that the Board adjourn the open session and consider in closed session (pursuant to Subsection 8[a] of the Michigan Open Meetings Act) the mid-year performance evaluation of the president, per his request for a closed session. J. Reconvene Regular Meeting (Pursuant to Policy A Other) Recommend the closed session adjourn and the open session of the regular meeting be reconvened. (Roll Call) V. REPORTS K. Presidential Mid-year Performance Review Report

3 East Front Street Traverse City, MI (231) Board of Trustees January 11, 2017, Meeting Agenda Page 2 VI. REVIEW OF FOLLOW-UP REQUESTS Confirm requests made by the Board that require administrative follow-up for information to be provided to the Board at a later date. VII. ADJOURNMENT Upcoming Board Meeting Dates: All board meetings are open to the public. January 23, Oleson Center Room A/B, 1881 College Drive February 27, Oleson Center Room A/B, 1881 College Drive March 20, NMC Hagerty Center, Great Lakes Campus, 715 E. Front Street (3rd Monday) April 24, Oleson Center Room A/B, 1881 College Drive May 22, Oleson Center Room A/B, 1881 College Drive June 26, Great Lakes Campus Room 112, 715 E. Front Street Posted Friday, January 6, 5:00 p.m.

4 NMC Board of Trustees Level Strategic Goals Proposed Start Actual Start Δ Proposed Completion Actual Completion 4 FY15 FY18 Version Date: B1 B1.T1. LEARNER SUCCESS (SD1, IE1, IE2, IE3) Key Results, Goals, and Targets (Points of Contact and Current Board Levels Goals) GOAL: Develop and implement an integrated and aligned learning outcomes system that includes the articulation of and means of documenting learning outcomes, assessments, results, and actions for improvement at the course, program, and institutional levels; and employability of occupational graduates. TARGET: By July 2017, full implementation of a systematic and aligned process for the identification and assessment of academic learning outcomes with documented evidence for actions to improve performance on the learning outcomes. FY15 FY16 FY17 FY18 Lead Contact Δ Siciliano, Evans, Assessment Team B1.T2. TARGET: By July 2018, document results of actions taken to improve learning performance. Siciliano, Evans, Assessment Team B2 GOAL: Complete the design of 21 st century learning space centered in West Hall project. B2.T1. TARGET: Complete schematic design by April Δ Cook B3 GOAL: Identify and implement tools for assessing and analyzing student success initiatives. B3.T1. TARGET: Implementation of tool by fall of FY18. Δ Neibauer B4 NATIONAL AND INTERNATIONAL EXPERTISE (SD2) GOAL: NMC will pursue national/international program level accreditations. B4.T.1. TARGET: Successfully achieve HLC accreditation reaffirmation. Δ Siciliano, Evans LIFELONG RELATIONSHIPS (SD4) B5 GOAL: NMC will expand community awareness efforts both externally and internally. B5.T1. TARGET: Conduct, analyze, and prepare a report of the Community Attitude and Awareness Survey results. Δ Evans B5.T2. TARGET: Develop, adopt and execute an integrated marketing and communications plan. Δ Fairbanks Northwestern Michigan College FY15 FY18 Strategic Plan Page 1

5 5 B6 Key Results, Goals, and Targets (Points of Contact and Current Board Levels Goals) TRANSCRIBE LEARNING (SD5) GOAL: Document instructional process for international joint degree recognition for NMC. FY15 FY16 FY17 FY18 Lead Contact B6.T1. TARGET: Comprehensive globalization report to Board. Δ Cotto B7 FISCAL THRIVEABILITY (IE3, IE5) GOAL: NMC will develop and implement a budget plan that includes expansion of revenue opportunities along with operational efficiencies to assure fiscal thriveability. B7.T1. TARGET: Implement foundation business plan to increase philanthropy for the college. Δ Teahen B7.T2. TARGET: Implement a preliminary business model for Extended Education which addresses a sustainable funding strategy. Δ Cotto, Cunningham B7.T3. TARGET: Successfully complete State Capital Outlay Project process. Δ Cook Definitions/Key: Discovery, Incubate, Accelerate These terms reference key steps in the DIA Innovation Model (Gina O Connor, 2005) that NMC has adopted. Each of these stages of radical innovation reflect competencies. Discovery is about exploration the creation, recognition, elaboration, and articulation of opportunities with an outcome that is actionable within the Decision Making process an Idea Summary at a minimum. Incubation is about experimentation, piloting evolving the opportunity into a business proposition. Acceleration is about full implementation ramping up the business to stand on its own. Curriculum Map - Maps program outcomes to specific courses (I.e. Dental Assisting program map) Impactful Practices Is a preferred alternative to what is more commonly referred to as best practices. Thriveability To grow in a sustainable way. B1.T1 This coding reflects a notation for referencing the Board Level Goals. B stands for Board and T for Target. Therefore B1_T1 is the Board Goal #1, Target #1. Portfolio A,B,C Portfolio A = Academic offerings of the college priced at traditional community college rates. Portfolio B = Offerings of the college s programs and services that can be priced outside the traditional rate system and can be marketed to individuals who may not be normally served by the traditional community college. These learners include those coming beyond our traditional service area and who are seeking state, national and international credentials based on the college s specialty areas. Portfolio C = Offerings utilizing intellectual property that may be related to college offerings but are held by partner organizations. The partners work together to market offerings as Portfolio C. Northwestern Michigan College FY15 FY18 Strategic Plan Page 2

6 6 Northwestern Michigan College Strategic Plan PC View FY15 FY18 Proposed Start Actual Start Δ Proposed Completion Actual Completion Version Date: Key Results, Goals, and Targets (Points of Contact and Current Board Levels Goals) LEARNER SUCCESS (SD1, IE1, IE2, IE3) 1. GOAL: Learners will have opportunities for experiential learning in their programs (I.e. original research, project based learning, internships, apprenticeships, service learning, entrepreneurial activities, etc.). a. TARGET: Creation of the team with charge and preliminary plan. b. TARGET: Adoption as AQIP Project in July GOAL: Increase international for-credit enrollment. a. TARGET: By September 2020, International Students will comprise 5% of NMC s enrollment within all programs Portfolio A, B, C 3. GOAL: Develop and implement an integrated and aligned learning outcomes system that includes the articulation of B1 and means of documenting learning outcomes, assessments, results, and actions for improvement at the course, program, and institutional levels; and employability of occupational graduates. a. B1.T1. TARGET: By July 2017, full implementation of a systematic and aligned process for the identification and assessment of academic learning outcomes with documented evidence for actions to improve performance on the learning outcomes. FY15 FY16 FY17 FY18 Lead Contact Exp. Learning Task Force Neibauer, Palermo Δ Siciliano, Evans, Assessment Team B1.T2. TARGET: By July 2018, document results of actions taken to improve learning performance. Siciliano, Evans, Assessment Team 4. GOAL: Complete the design of 21 st century learning space centered in West Hall project. B2 B2.T1. TARGET: Complete schematic design by April Δ Cook 5. B3 GOAL: Identify and implement tools for assessing and analyzing student success initiatives. B3.T1. TARGET: Implementation of tool by fall of FY18. Δ Neibauer Northwestern Michigan College FY15 FY18 Strategic Plan Page 1

7 7 Key Results, Goals, and Targets (Points of Contact and Current Board Levels Goals) NATIONAL AND INTERNATIONAL EXPERTISE (SD2) 6. GOAL: NMC will develop national/international expertise in select markets leveraging unique regional assets. FY15 FY16 FY17 FY18 Lead Contact a. TARGET: Design and achieve initial implementation for Portfolio B & C platform. Δ President s Office b. TARGET: GLMA Program Growth: Develop associate degrees/qmed Program by Fall Δ Achenbach Siciliano c. TARGET: Develop a BSMT in Engineering less-than-three-year program for veterans by June Δ Achenbach Siciliano d. TARGET: GLMA Program Growth: Develop associate degrees/limited Tonnage Mate/TOAR Program by Fall Δ Achenbach Siciliano e. TARGET: Discover and incubate a China experience within the Marine Technology bachelor s degree program. Δ Cotto 7. B4 a. B4.T.1. GOAL: NMC will pursue national/international program level accreditations. TARGET: Successfully achieve HLC accreditation reaffirmation. Δ Siciliano, Evans NETWORKED WORKFORCE (SD3, IE4) 8. GOAL: Clarify leadership and governance models for college. a. TARGET: Clarify charge and responsibilities of college s leadership groups. Δ President s Office 9. GOAL: NMC will increase institutional leadership capacities needed to implement the Strategic Plan. a. TARGET: By December 2016, complete Talent IV which will fully operationalize all components of NMC s Talent Management System. LIFELONG RELATIONSHIPS (SD4) 10. B5 a. B5.T1. b. B5.T2. GOAL: NMC will expand community awareness efforts both externally and internally. Δ Liebling, Racine TARGET: Conduct, analyze, and prepare a report of the Community Attitude and Awareness Survey results. Δ Evans TARGET: Develop, adopt and execute an integrated marketing and communications plan. Δ Fairbanks Northwestern Michigan College FY15 FY18 Strategic Plan Page 2

8 8 11. B6 a. B6.T B7 a. B7.T1. b. B7.T2. c. B7.T3. Key Results, Goals, and Targets (Points of Contact and Current Board Levels Goals) TRANSCRIBE LEARNING (SD5) GOAL: Document instructional process for international joint degree recognition for NMC. FY15 FY16 FY17 FY18 Lead Contact TARGET: Comprehensive globalization report to Board. Δ Cotto FISCAL THRIVEABILITY (IE3, IE5) GOAL: NMC will develop and implement a budget plan that includes expansion of revenue opportunities along with operational efficiencies to assure fiscal thriveability. TARGET: Implement foundation business plan to increase philanthropy for the college. Δ Teahen TARGET: Implement a preliminary business model for Extended Education which addresses a sustainable funding strategy. Δ Cotto, Cunningham TARGET: Successfully complete State Capital Outlay Project process. Δ Cook Definitions/Key: Discovery, Incubate, Accelerate These terms reference key steps in the DIA Innovation Model (Gina O Connor, 2005) that NMC has adopted. Each of these stages of radical innovation reflect competencies. Discovery is about exploration the creation, recognition, elaboration, and articulation of opportunities with an outcome that is actionable within the Decision Making process an Idea Summary at a minimum. Incubation is about experimentation, piloting evolving the opportunity into a business proposition. Acceleration is about full implementation ramping up the business to stand on its own. Curriculum Map - Maps program outcomes to specific courses (I.e. Dental Assisting program map) Impactful Practices Is a preferred alternative to what is more commonly referred to as best practices. Thriveability To grow in a sustainable way. B1.T1. This coding reflects a notation for referencing the Board Level Goals. B stands for Board and T for Target. Therefore B1_T1 is the Board Goal #1, Target #1. Portfolio A,B,C Portfolio A = Academic offerings of the college priced at traditional community college rates. Portfolio B = Offerings of the college s programs and services that can be priced outside the traditional rate system and can be marketed to individuals who may not be normally served by the traditional community college. These learners include those coming beyond our traditional service area and who are seeking state, national and international credentials based on the college s specialty areas. Portfolio C = Offerings utilizing intellectual property that may be related to college offerings but are held by partner organizations. The partners work together to market offerings as Portfolio C. Northwestern Michigan College FY15 FY18 Strategic Plan Page 3

9 9 The Board s Responsibility NMC was founded in 1951, and in the early years, Board members were personally involved in college operations. Community members also volunteered to help the college, when it moved from the Traverse City airport to its current main campus. Over the years, the college has grown in size and complexity. The operations of the college are now carried out by people who are full-time employees with specialized knowledge of their own areas of responsibility. Many of these people are excellent in their own areas, but their expertise may not extend to other parts of the college s operations. No one has all of the knowledge needed to accomplish the best results in all areas. Clearly the Mom and Pop organizational structure did not work well for areas where more expertise is needed. Over the years, NMC has naturally evolved from a small, hands-on operation with everyone involved in everything, to a more complex organization with people working in areas where they are best suited. In 1995, the Board of Trustees adopted Policy Governance for NMC. Policy Governance is the standard for American colleges and universities, including every community college in Michigan. The practice is best described in a book by Dr. Carver, a book supplied to every new Trustee of the college. The Board adopts policies, and then employs a President to carry out those policies. The President is responsible for the performance of NMC as an institution, as carried out by the collective effort of all faculty, staff, and administration. The President has the authority and the responsibility for retaining and directing all of the faculty, staff, and administration to achieve the goals and operate pursuant to the policies adopted by the Board of Trustees. The Board has the authority, acting as a Board, to employ the President and monitor the President s performance by measuring his or her performance in accomplishing the goals adopted by the Board. Individual Trustees have the obligation to make inquiries through the President in order to carry out their duties as members of the Board. Individual Trustees also have the responsibility to avoid any actions which may interfere with the President s ability to exercise his or her authority in meeting those goals. The Trustees also have a responsibility to attend as many NMC events as possible, in order to remain informed in carrying out the duties of a Trustee. The President s employment contract contains a section in which the Board recognizes that individual Trustees will not intervene in any way which may adversely affect the President s authority. This is not a new provision; it has been in earlier contracts. We recognize that the overall supervision of operations will remain the responsibility of the President. It is a principle of Policy Governance. Incidentally, private and public corporations also operate under Policy Governance, as it is the only practical way to keep operations from being hopelessly tangled by allowing numerous individuals to provide contradictory and confusing directions to individuals or groups of employees. Employees want to be told what goals they should achieve, and if given multiple directions, will likely leave and seek employment elsewhere. So our Board s role in assessing the performance of the President is to look at the results achieved by the institution, and compare it to the policies adopted by the Board. The Board must then communicate that to the President so he can direct his attention toward carrying out the Board s goals.

10 10 MEMO Office of the President To: From: Kennard R. Weaver, Chair Board of Trustees Timothy J. Nelson, President Date: January 5, 2017 Subject: Closed Session Request Pursuant to the provisions of the Michigan Open Meetings Act, ACT 267, , Sec. 8. (a), I am requesting that the Board s mid-year evaluation of my performance for be conducted in closed session.

11 Mid-year Performance Review President Timothy Nelson January 11, 2017 When Tim Nelson s contract was renewed, he requested that a mid-year President s performance review be made part of his contract. We currently have a very complete, formal annual review in a written form which is very similar to the procedure recommended by the Association of Community College Trustees. Human Resources current literature questions whether formal processes are as valuable as more frequent, informal suggestions on performance. So today we are going to use an informal procedure. Individual Trustees may designate one or more Board Policies and make comments or ask questions about each of those policies. In view of the time constraints of various Trustees, each Trustee will be limited to a total oral presentation time of five (5) minutes. You may choose among any of the Board policies which are the standard for the President s performance. After all of the Trustees have commented or asked questions, President Nelson will then have twenty (20) minutes to reply orally. The Board will not deliberate on or reach a consensus on these individual presentations, but President Nelson may use these comments and questions as a guide until the much more complete written annual performance review in late Spring or early Summer, This procedure will be evaluated for improvement before the next mid-year review in This review should not be used to promote changes to current Board policies or goals, but we should consider whether the President is being effective in carrying out the current policies adopted by majority vote of the Board. Performance by the college as an institution is the President s responsibility, and his performance should be measured by how the college carries out the policies. Here is a suggested format for your oral comments or questions: Board Policy No. (Restatement of the policy selected) Comments or Questions:

12 REVIEW SCHEDULE NMC Board Policies 12 Policy Date Initially Adopted Date Reviewed Date Revised Next Review Person Responsible A Board of Trustees Bylaws Board Policy A Board of Trustees Responsibilities Board Policy A Governing Style Board Policy A Conflict of Interest (Board of Trustees Process) Board Policy A Board of Trustees Committees Board Policy A Consent Agenda Items Board Policy A Gift Acceptance Board Policy A Items for Specific Board Approval Board Policy A Naming Opportunities Board Policy A Investment Policy Board Policy A Amendment and Additions to Board Policies Board Policy A Board Attendance at Civic and College Events Board Policy A Board of Trustees Electronic Communications Board Policy B Board of Trustees Delegation to the President Board Policy B Presidents Role and Job Description Board Policy B Monitoring Presidential Performance Board Policy B Communication and Counsel to the Board Board Policy C Mission Board Policy C Vision Board Policy C Values Board Policy C Purposes Board Policy C Institutional Effectiveness Criteria Board Policy D Learning Outcomes Board Policy D Enrichment Board Policy D Public School Academics Board Policy D Workforce Board Policy D Partnership Board Policy D Operations Board Policy D Use of Federal Funds Board Policy D Tobacco Free NMC Board Policy D Champion Board Policy D Culture Board Policy D Political Activities Board Policy

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