American River College (ARC) ARC Participatory Governance and Integrated Strategic Planning Maximizing Institutional Effectiveness Through a Participatory Governance System Designed to Streamline and Improve Decision-Making While Integrating Strategic Plan Implementation, Coordination, and Outcomes. Governance Task Force 9/11/2017
ARC GOVERNANCE TASK FORCE ACKNOWLEDGMENT Framework, Toolkit, and Strategic Plan Coordination A Project to Examine the Structure and Processes at ARC Including Standing Committee Structure and Functions, Planning, Reporting, Action/ Implementation and Alignment Reference: Maximizing Institutional Effectiveness at American River College Project Sponsor: Dr. Thomas Greene, President Project Manager: Dr. Adam Karp, Dean of Planning, Research, and Technology Project Facilitator: Michael Ward, MA/CPF, HighBar Global Consulting Governance Task Force Participants: Mary Goodall Anthony Giusti Alejandra Hilbert Adam Karp Lisa Aguilera Lawrenson Robin Neal Jessica Nelson Jeanne Reed Rina Roy Valencia Scott Alisa Shubb Page 1
CONTENTS ARC Governance Task Force Acknowledgment... 1 Maximizing Institutional Effectiveness at American River College (ARC)... 3 SECTION 1: PARTICIPATORY GOVERNANCE FRAMEWORK... 4 Governance Framing Concepts: The Purpose and Value of Participatory Governance at ARC... 4 Governance Organizational Structure... 4 ARC Governance Redesign: Four Tiers of Governance... 5 ARC Governance System Redesign Graphic... 7 Composition of Governance Tiers... 7 1. Executive Leadership... 8 2. Councils... 9 3. Strategic implementation teams... 11 4. Constituencies... 12 SECTION 2: GOVERNANCE FUNCTIONS and PROCESSES... 13 Integration of Governance and Strategic Project Coordination... 13 Functional Governance Achieving Valued Results... 14 Process Toolkit Making Meetings Matter... 15 Charter Templates For Governance Groups... 19 Action Charter... 20 Participation Charter... 21 APPENDIX A: TRANSITION PLAN FOR EXISTING COMMITTEES... 25 Transfer of Roles, Content, and Assignments... 25 Timetable for Transition to New Structure... 25 Transition Plan for Proposed and Existing Committees... 28 Professional Development Requirements... 30 FAQ s... 31 Page 2
MAXIMIZING INSTITUTIONAL EFFECTIVENESS AT AMERICAN RIVER COLLEGE (ARC) A project to examine the structure and processes at ARC including standing committee structure and functions, planning, reporting, action/implementation, and alignment. In Fall of 2015, conversations began based on a growing concern that despite the resources devoted to governance in terms of time and commitment of participants, the current committee structure at ARC had become unwieldy, siloed and was appearing inadequate when it came to responding in a timely and transparent way to new initiatives. Feedback from the classified, faculty, and management constituency groups suggested that the dissemination of information between committees and constituent groups could be improved, and that some committee activities were duplicative, inefficient, or not well communicated to other committees or workgroups at the College. The proliferation of workgroups and taskforces indicated that our present governance structure was not reflecting the most effective and efficient governance model for what is a rapidly evolving landscape. Feedback from the constituency groups also suggested that the functions for standing committees may no longer be aligned with the needs of the College to the same degree as they have in the past. Concern was expressed that our present governance structure may not be meeting our current needs and that increased institutional effectiveness and capacity is necessary in order to support our strategic plan and maintain the integrity of our institution. Furthermore, one of ARC s preliminary accreditation recommendations for improvement was to develop a systematic evaluation of College governance structures. Our accreditation self-evaluation report includes an actionable improvement plan to develop a guide to integrated planning and governance processes. Feedback from constituency groups indicated there are opportunities for improved integration and coordination of activities. Upon the recommendation of the Planning and Coordinating Council (PCC), in Fall 2016 a group of faculty, classified staff, management, and student representatives were appointed to a governance task force. This task force was charged with affirming those aspects of our institutional processes and governance structures that are working effectively while creating an efficient structure that allows the College to work smarter and adapt to a continually and rapidly changing environment. The task force was also committed to building on the strong institutional history of trust based relationships to preserve and further enhance a "participatory leadership culture". Based on its findings, the task force would recommend revisions to ARC s institutional processes and governance structure and report back to PCC with recommendations for action by the College. The following is the report of its findings. Page 3
SECTION 1: PARTICIPATORY GOVERNANCE FRAMEWORK GOVERNANCE FRAMING CONCEPTS: THE PURPOSE AND VALUE OF PARTICIPATORY GOVERNANCE AT ARC ARC Governance represents the system by which strategic directions are formulated through the active participation of constituency groups who will be impacted. Governance also offers the process by which decision making takes place through shared leadership actively seeking consensus on the best way forward with respect to any given issue or opportunity. Through the mechanism of participatory governance constituency groups enable the college to maximize institutional effectiveness while fostering a continuing culture of participatory and shared leadership. Effective governance requires three components: (1) participation, (2) dialogue, and (3) valued outputs. 1. Participation: Through constituency group representation and active participation in the assigned governance process by individuals in groups ensure ARC will develop and implement policies and practices that produce shared benefit to the college community. In the group (committee) context the key is active participation by representatives. 2. Dialogue: In governance dialogue is the process of individuals exchanging ideas through discussion designed to achieve mutual understanding. This commitment by participants is essential to achieving effective consensus that is broadly supported. 3. Valued Outputs: Governance achieves purpose when the process leads to identification of strategies, solutions, and/or recommendations that advance ARC in the direction of maximizing institutional effectiveness. In this context value is achieved through active participation by constituency representatives in dialogue that produces meaningful consensus and a way forward. GOVERNANCE ORGANIZATIONAL STRUCTURE Governance takes place through the organized functions of executive leadership and committees which move issues and opportunities through a participatory dialogue process designed to address needed and strategically preferred outcomes. In all situations whereby decisions about strategic direction and allocation of resources impact the greater college community constituency participation is required. This participatory governance structure is designed to develop current and future leaders, foster trust, and yield value as cultural foundations of the college community. The governance structure employs a simple method for establishing an agreement between executive leadership (the sponsor) and councils or strategic implementation teams (the performance group). The charter mechanism is useful in a multi-tier governance environment which enables the executive tier to sponsor and frame accountability for the work of successive tiers consistent with ARC preferred and planned strategic directions. Governance tiers subject to chartering include Councils and Strategic Implementation Teams. The foundational tier for all governance purposes includes representative Constituencies. Page 4
The charter is a document that is developed in a group setting that clarifies direction while establishing boundaries. Action Charters specify the purpose, outcomes, deliverables, and timelines which will inform the work of Councils and Strategic Implementation Teams. Participation Charters serve as a complementary framework for how the groups will work together to achieve specified results with meaningful consensus. While Action Charters are designed specifically for each group the Participation Charter provides a standardized approach applicable to all ARC governance groups. Templates for each charter format are included in Section Two. ARC GOVERNANCE REDESIGN: FOUR TIERS OF GOVERNANCE The Governance Task Force established specific re-design priorities in crafting an integrated governance and strategic plan coordination approach intended to ensure the system of governance would be Strategic, Streamlined, Agile, Inclusive, Value-Seeking & Results-Based. This governance framework outlines four distinct tiers of governance for the purpose of clarifying how information, leadership, accountability, decision-making, and strategic project coordination flow. This is an ecosystem design for governance which is intended to enable ARC to shift and adapt strategic initiatives as necessary while maintaining a consistent governance system. The four tiers of governance are outlined below: 1. Executive Leadership a. President s Executive Staff (PES) b. Executive Leadership Team (ELT) 2. Councils (Chartered) a. Student Success Council b. Operations Coordinating Council c. Institutional Effectiveness Council 3. Strategic Implementation Teams (Chartered) a. Student Success Strategic Implementation Teams b. Operations Coordinating Strategic Implementation Teams c. Institutional Effectiveness Strategic Implementation Teams 4. Constituencies a. Management Teams b. Academic Senate c. Classified Senate d. Associated Student Body The four governance tiers are described in more detail below and illustrated in the governance system graphic on page 7. 1. Executive Leadership: The President with support of Executive Staff establishes strategic direction for the college. The PES is comprised of the ARC President, Vice Presidents and Dean of Planning, Research, Page 5
and Technology. In addition the ELT includes all members of the PES, executive leadership of the Academic and Classified Senates, Associated Student Body and Public Information Officer. The ELT provides input and recommendations to the President in establishing the charters, strategic direction, and accountability of ARC Councils & Strategic Implementation Teams. The President retains final decision making authority for the college. 2. Councils: Councils provide functional direction for important initiatives and operations essential to maximizing institutional effectiveness, forums for participatory governance, and opportunities for leadership development through the active participation of designated representatives of all four college constituencies. Through participatory dialogue and charter-guided deliberation councils determine strategies and actions needed to implement their charter. Councils may also make recommendations for strategic direction to the ELT and identify needed working groups to support active implementation of strategic initiatives. 3. Strategic Implementation Teams: Strategic Implementation Teams are project-based and chartered by the College President in consultation with ELT to produce tactical action plans to achieve specific strategic outcomes. Strategic Implementation Teams require participation of all constituency groups to maintain the culture and integrity of participatory governance while offering multiple opportunities for leadership development. Assignments are determined by constituency group appointment, ELT designated roles and subject expertise necessary to inform chartered objectives. 4. Constituencies: The college includes four distinct constituency groups including Management, Faculty, Classified Staff, and the Associated Student Body. Each of these groups represent important stakeholders who contribute to daily planning and implementation of strategy, instruction, and operations at ARC. Constituency groups offer ARC the benefit of diverse perspectives and insights that actively inform decision-making through participatory governance. Support Notes: Any of these governance tiers may require support from specific college employees individually or in working groups who are able to contribute subject matter expertise, perform technical functions necessary to inform decision-making, or activate strategy implementation. This support function operates outside of the defined governance structure insofar as constituency group representation is not an organizing requirement and is addressed in the next section. Page 6
ARC GOVERNANCE SYSTEM REDESIGN GRAPHIC COMPOSITION OF GOVERNANCE TIERS The composition of Councils and Strategic Implementation Teams is established by the PES in consultation with the ELT. Composition priority will focus on ensuring an effective mix of designated college leadership roles with balanced constituency representation which may include ex officio assignments based upon specific expertise. The Academic and Classified Senates and Associated Student Body will determine appointments to fill additional specific roles proposed by the PES/ ELT. For purposes of Council seat tenure the recommendation is one year terms subject to the annual Charter renewal cycle. This appointment process is designed to balance offering leadership participation opportunities for ARC staff while promoting consistent governance processes leading to informed decision making. The PES, ELT, and Constituency Senates will make every effort to build healthy rotations of participation opportunities while striving to preserve group cohesion. Detailed composition and function charts for each governance tier follow. Page 7
1. EXECUTIVE LEADERSHIP PRESIDENT S EXECUTIVE STAFF: FUNCTION Provides Strategic Direction and Final Decision Making for All Governance and Strategic Project Implementation Processes; Supports the Charters Established by ELT with Councils and Strategic Implementation Teams COMPOSITION Membership: President Vice President of Instruction Vice President of Student Services Vice President Administrative Services Dean, Planning, Research, & Technology EXECUTIVE LEADERSHIP TEAM: FUNCTION Through collaborative consult with the PES, Provides Oversight and Guidance for Council and Strategic Implementation Team Charters, Makes Final Recommendations to the President, Provides Ongoing Accountability For Councils and Strategic Project Implementation and Ensures Transparent Communications to and from all Governance and Constituency Groups COMPOSITION Membership: President (including confidential admin support) Vice President of Instruction Vice President of Student Services Vice President, Administration Dean, Planning, Research, & Technology Academic Senate President Academic Senate Past President Academic Senate Vice President Academic Senate Secretary Classified Senate President Classified Senate Past President Classified Senate Vice President Associated Student Body President Associated Student Body Vice President Public Information Officer Page 8
2. COUNCILS STUDENT SUCCESS COUNCIL: FUNCTION Operates Under a Charter Sponsored by the ELT; Develops and Implements the Student Success Strategic Action Framework with 3- Year Outcomes and 1-Year Objectives; Sponsors Student Success Strategic Implementation With Direction from the PES and Responsive to the Assigned Charter; Identifies and Communicates Cross- Functional Operations Council Support Needs; Provides an Effective Process for Leadership Development for Constituency Participants; A Critical Focus Is On Leading Change and Engaging the College Community Effectively in Support of Student Success Outcomes COMPOSITION Membership (6 Administrators; 9 Faculty; 3 Classified; 2 Students): Vice President of Instruction (Chair) with Admin staff support Faculty (Co-Chair) Vice President for Student Services Associate Vice President Workforce (or designee) Career Technical Education faculty Dean Planning Research & Technology Dean Student Services Dean Instruction Equity Action Institute Faculty Coordinator Student Equity Plan Counseling Faculty Basic Skills Coordinator Basic Skills Faculty Member Academic Senate Representative Student Success Support Program Faculty Faculty researcher Classified Research Classified Instruction Classified Student Services Student (2) OPERATIONS COORDINATING COUNCIL: FUNCTION Operates Under a Charter Sponsored by the ELT; Conducts Planning, Problem Solving, and Oversight for Essential ARC Operations and Facilities Functions Including Budget, Capital Improvements, Technology, Public Safety, Maintenance and Similar; Responds to Support Requests from the Student Success Council; Sponsors Strategic Implementation Teams COMPOSITION Membership (7 Administrators; 4 Faculty; 6 Classified; 2 Students) Vice President, Administration (Chair) o with Admin staff support Classified Lead (Co-Chair) Dean of Planning, Research, & Technology Director of Administrative Services Business Office Supervisor Information Technology Supervisor Police Captain Page 9
Under the Direction of the PES Based on Emergent Needs and/or Strategic Plan Priorities; Scope is One-Year Objectives with 3-Year Outcomes as Assigned Dean (Student Services) Dean (Natomas) Dean (Athletics) Associate Vice President Workforce Faculty (2) Faculty (College Nurse) Faculty (Distance Education Coordinator) Classified (Instruction) Classified (Student Services) Student (2) INSTITUTIONAL EFFECTIVENESS COUNCIL: FUNCTION Operates Under a Charter Sponsored by the ELT; Provides Coordination for Integrated Planning (Annual Unit Planning and Program Review, Strategic Planning); Informs Research and Decision Support; Integrates and Coordinates Institutional Professional Development; Supports Governance and Accreditation to Maximize Institutional Effectiveness COMPOSITION Membership (6 Administrators; 6 Faculty; 5 Classified; 2 Students) Dean of Planning, Research, & Technology (Chair) o Staff support designee Faculty Accreditation Co-Chair (Co-Chair) Vice President, Administration (or designee) Instructional Dean (Natomas Campus) Instructional Dean (ARC Main Campus) Vice President Instruction (or designee) Student Services Dean Student Services Supervisor Faculty Researcher Faculty (Student Learning Outcomes Coordinator) Faculty (Program Review) Faculty (Professional Development) Faculty (Counseling/Student Services) Classified (Researcher Classified (Programmer) Classified (Professional Development) Classified (Student Services) Student (2) Page 10
3. STRATEGIC IMPLEMENTATION TEAMS FUNCTION Operates Under a Charter Sponsored by the ELT with Designated Council Oversight; In General These Teams are Established to Translate Strategic Policy, Goals, and Direction into Action Plans Designed to Achieve Specific Outcomes Within a Specific Time Frame; Takes Action On Behalf Of Sponsor Council As Directed; Makes Consensus Recommendations To Sponsoring Council. COMPOSITION Membership As Specified by the ELT: Student Success Strategic Implementation Teams Operations Strategic Implementation Teams Institutional Effectiveness Strategic Implementation Teams Support: Designated staff may be convened upon request of Councils in coordination with Strategic Implementation Teams to address specific needs. The purpose is to deliver a specific result or recommendation integral to the task or issue being addressed. As such these support teams are convened to contribute needed skills and expertise but do not constitute governance entities. Support commitments will maintain the senate appointment requirements for faculty and classified staff per constituency standards and as outlined in preceding sections. Page 11
4. CONSTITUENCIES FUNCTION Operate in Accordance with Established Policy, By-Lawsm and/or Protocols; Annually Assign Participants To Councils And Workgroups To Ensure Diversity And Equity In Addressing Strategic ARC Governance Needs; Address Developmental Needs Of Constituencies Represented; Provide for Ad Hoc Participation In Meetings To Deliberate Issues Not Addressed Elsewhere COMPOSITION Membership is by Position, Election, or Appointment: Management Teams Academic Senate Classified Senate Associated Student Body Page 12
SECTION 2: GOVERNANCE FUNCTIONS AND PROCESSES INTEGRATION OF GOVERNANCE AND STRATEGIC PROJECT COORDINATION The ARC governance framework provides a participatory system for policy and decision-making about strategic directions at ARC while strategic planning provides the organized system for defining goals and objectives consistent with ARC vision and values. The implementation of strategies and initiatives designed to achieve long term goals requires effective project coordination. This project coordination operates through Strategic Implementation Teams with oversight by the governance system of Executive Leadership (PES and ELT) and Councils. The primary mechanism for structuring this process is the Action Charter which enables the ELT to sponsor Councils and Strategic Implementation Teams by specifying purpose, objectives, deliverables, and timelines aligned with the ARC Strategic Plan. Composition of the Councils and Strategic Implementation Teams provides inclusive constituency group representation as defined in the governance framework (Section One) and subject matter expertise from key ARC personnel to ensure the development of tactical action plans that will achieve assigned deliverables. The ARC Participation Charter provides the process tools and requirements for all sponsored governance groups to ensure continuity with college values and to support effective participation by existing and emerging leaders. The determination by the ELT to sponsor a Strategic Implementation Team should be made once an initiative or project has been identified, outlined, and a chair assigned. The chair is accountable to the designated Council and this maintains continuity between strategic plan implementation and the governance accountability process. Any of the governance tiers may also identify a need to activate specific support staff for the varied purposes of addressing action items, solving problems, providing technical assistance or making recommendations that support chartered deliverables. ARC staff with specific roles, expertise, or useful perspectives may be assigned individually or in groups as project support subject to guidance by the sponsoring Council but do not operate as an additional or separate tier of the governance system. In some instances the Executive Leadership Team may determine the requested support staff need to be formally appointed by the senates to ensure continuity with the governance system. Page 13
FUNCTIONAL GOVERNANCE ACHIEVING VALUED RESULTS The vigilant practice of Good Governance achieves important value for ARC by promoting college community engagement through transparent and accountable decision making. This approach also encourages confidence among governance leaders and appointed representatives that their participation will yield useful outcomes for the college community. Good Governance can become Great Governance when a consistent participatory process produces highly valued results carefully aligned with ARC strategic goals while also enabling continuous learning and leadership development. Great governance supports ethical decisionmaking by encouraging participant leaders to make thoughtful and responsible choices about issues and strategies under consideration through open, accessible, and transparent communications. This environment fosters the conditions necessary for true consensus-based decision making in which all governance participants fairly and honestly consider choices in front of them while seeking the best way forward collectively! At ARC the functional requirements for Great Governance are: Executive Leadership modeling of consensus decision making and transparency Action Charters at the Council and Strategic Implementation Team tiers effectively aligned with ARC Strategic Plan goals, strategies, and initiatives A standardized Participation Charter that frames and encourages operational consistency within and between governance tiers Integrated project management within and between governance tiers to strengthen stewardship of initiatives A participatory process which invites and strengthens leadership development within a shared governance culture Councils and Strategic Implementation teams are led by Chairs and Co-Chairs who are trained in effective meeting facilitation for the purpose of achieving charter milestones while maximizing participation Administrator chair assignments offer a through line from ELT to Councils Academic co-chairs are appointed and fully representative of the Academic Senate Strategic Implementation Team chairs are accountable to Councils and ELT Meetings operate with well-designed agendas, action-focused meeting records, and communications accessible to the college community Governance meetings are scheduled to maximize active participation Process tools that support and reinforce Great Governance are outlined in the remainder of this section. Page 14
PROCESS TOOLKIT MAKING MEETINGS MATTER The pragmatic functions of governance and strategic planning are means to important ends for ARC and process integrity is essential. In this context process integrity demands more than strict adherence to procedure and instead relies on a mindset of intentional commitment by ARC leaders to participation, dialogue, and the pursuit of value in the form of useful outputs. As such the process of governance integrated with active strategic plan coordination will develop leaders whose actions reflect this commitment through the consistent application of simple and reliable tools. Tools discussed in this section address how the governance meeting process should be organized, a simple process for application of consensus decision making to meeting deliberations, the distinct roles of chair-persons and participants, guidelines for cohesive calendar management, and strategies for effective record-keeping and communications. MEETING MANAGEMENT AND TOOLS Meetings are the primary mechanism for convening governance groups. Effective meetings require well-designed agendas, active participation, and a record of results. Guidelines for agenda design include: Careful agenda preparation in advance using the Governance Meeting Template - Agendas are driven by Charter commitments to specific deliverables and timelines Focus is always on prioritized issues first - Content included is prioritized based upon Charter and project management plan Balance between content and time available - A thoughtful balance between presentation and discussion should be maintained - Rule of thumb: for a one hour meeting no more than two agenda items requiring active dialogue Discussion content should be framed by well-designed questions - Questions invite focused participatory input better than framing content by topic Separate 1 st / 2 nd reading governance from strategic action monitoring - Meeting time is allocated between these functions Record of key findings and commitments per the Governance Meeting Template - Time is allocated for reflection on meeting results and commitment to action steps CONSENSUS FORMING AND DECISION-MAKING Achieving meaningful consensus is essential to great governance and leads to the formation of decisions that advance the college community in the direction of preferred future outcomes. In this context consensus describes a general state of agreement rather than a majority opinion. As outlined in the Governance Participation Charter clear agreements and public indications of understanding and support are critical to maintain forward progress for all governance groups. Participatory governance is driven by dialogue addressing issues of shared importance, is inherently consensus-seeking, and through good-will attempts to resolve each participant s concerns before asking for agreement and closing discussion regarding a recommendation or forward action. The Participation Charter documents a simple method for establishing consensus after an adequate period of dialogue has been completed. Page 15
THE ROLE OF THE CHAIR Each governance group has a chair and co-chair whose roles are facilitative rather than authoritative. The facilitative chair aspires to literally make easy the process of considering issues, engaging the participation of members, and arriving at meaningful consensus through an orderly and efficient process. As described in the section on agenda planning above the chair and co-chair can and should design meetings to enable a facilitative approach to achieve valued results. Governance chairs function as the primary facilitative lead for all assigned meetings with the support of co-chairs who attend all meetings and are prepared to step in if and when the chair is unavailable for any reason. Co-chairs assist in planning meetings and provide lead responsibility for ensuring the meeting record is accurate distributed in a timely manner. Chairs and co-chairs are expected to complete the ARC Facilitative Leadership training program which provides preparation for assuming each role and adheres to guidelines for effective facilitative chairs including: Under ELT direction facilitates implementation of the Action Charter and subsequent refinements as required Facilitates group understanding of the Participation Charter and refinements as needed to support group cohesion Meeting agendas are designed using the Governance Meeting Template A facilitative meeting process is designed into the agenda which provides a clear beginning, middle, and end approach that supports participation by group members Meeting facilities, materials, and equipment are ready for active participation Facilitative Chairs are most effective by framing questions and inviting dialogue Facilitative Chairs adhere to the 20/80 rule in which the Chair and Co-Chair speak no more than 20% of the meeting time Facilitative Chairs commit to the success of the group by: - Encouraging participation by all members to support inclusive dialogue - Managing time and issues wisely such that participants feel their participation is valued - Reinforcing group norms of conduct as outlined in the Participation Charter - Helping the group resolve disagreements - Avoid wordsmithing documents during face-to-face meeting time - Guiding the group to strive for and achieve meaningful consensus on issues addressed - Making visible group reflections and agreements as a live meeting record - Providing continuity between meetings to ensure the group learns and evolves together - Achieving outcomes established in the group Charter - Distributing the meeting record in a timely manner THE ROLE OF THE PARTICIPANT Participatory governance works best when all participants approach their role with a mindset of understanding the group s purpose and objectives, contributing ideas, listening for understanding, and adherence to group norms. This requires a disciplined and intentional approach to governance participation that goes beyond simply occupying seats or representing constituency positions on issues addressed by each group. Page 16
Active participation by all group members enables the college community to strive for governance outcomes that are inclusive, encompass broad constituency perspectives, and expand the leadership capacity of ARC. Participants should be consensus-seeking rather than position taking and this is only possible when the dialogue process is transparent and enables all participants to both listen and understand one another clearly. GOVERNANCE MEETING CALENDARS ARC resolves one of the largest barriers to broad participation in governance by current and emerging college leaders by establishing a Master Calendar that illustrates a one year view across all groups. The calendar helps to ensure: All governance tiers and groups are linked to the strategic planning calendar Meetings are thoughtfully sequenced to enable a project management approach to strategic plan coordination Optimized scheduling for effective participation by busy college staff Appropriate meeting facilities are available at preferred meeting times Transparent access for the college community to be aware of what is happening Timely completion of priority college governance and strategic plan deliverables COMMUNICATION AND DOCUMENTATION Effective (great) governance depends upon the importance of communication and documentation. Getting these two functions right is critical to the success of an integrated approach to governance and strategic project coordination. But managing communication and documentation well are just ingredients necessary for project success. To be most effective governance communications and documentation should: Reflect a closed loop system that enables all members of the college community to see and understand for governance activity and outputs Maximize focus on documentation of agreements, action items, and relevant context Transfer outputs from one meeting to agenda for subsequent meetings to ensure project coordination and continuity across governance tiers Provide a simple system for broad constituency input on issues under consideration by governance groups beyond what is delivered via representatives Integrated governance and strategic plan implementation requires moving ideas to action by facilitating collaboration and generating a value stream between governance tiers and targeted outcomes. This presents a challenge for ARC to manage goals, strategies, content, issues, groups, and collaboration in a transparent and simple manner. Guidelines for how to make this work include: Utilize a single collaborative platform - Secure active collaboration tools - Integration with Outlook, Google Drive - Learning support for participants Page 17
Provide agenda and meeting record templates that sync to the collaboration platform and charter deliverables Establish outcome reporting protocols accessible to all in the college community Timely publication of meeting records with clear action items Meeting records reflect key discussion points (bullets), outputs, and action items For Brown act entities (Senates) adhere to agenda and minute s publication timelines Establish Governance/ Strategic Project Dashboard System Provide an accessible document repository Ensure full governance and project coordination transparency - Establish an outreach function for the college community with the Public Information Office - Celebrate accomplishments! Page 18
Action Charter Participation Charter CHARTER TEMPLATES FOR GOVERNANCE GROUPS Page 19
ACTION CHARTER Sponsor & Owners of Charter (The Governance Group) This Charter is established between the Executive Leadership Team (ELT is the Sponsor) and the Student Success Council (The Governance Group) to structure the process and planned outcomes for the Council during the 3 year period 2017-2020. Governance Purpose (Council) Recommends to ELT and accepts direction from ELT; provides direction, oversight, and coordination to strategic implementation teams. Strategic Charge Develops and implements the student success strategies framework consistent with the ARC Strategic Plan. Membership & Roles The Student Success Council will be comprised of 22 members (or as specified by the ELT) inclusive of representatives of all 4 primary ARC constituency groups: Management Council, Academic Senate, Classified Senate, and Associated Student Body. Strategic Implementation Team Chairs are accountable to the sponsor (Council) to ensure continuity of dialogue between governance tiers Council Member Roles Members are recognized as stakeholders with important expertise and perspectives that can help to advance Student Success strategic initiatives. Members are expected to actively attend and participate in all meetings, deliberations, and decision-making processes of the Council. While representing the perspectives of the constituency group being represented Members are expected to engage in effective dialogue with Council peers and the intention of finding consensus on all issues that come before the Council. Scope & Duration The Student Success Council will operate (monthly TBD) effective. Specific issues and/or outcomes assigned to this Council by the Sponsor include: Deliverables/ Milestones The Student Success Council will produce the following results over time period: Page 20
Operating Protocols PARTICIPATION CHARTER The Student Success Council will be chaired by (Project Manager, Dean Institutional Effectiveness ) Meeting Planning & Timing Members are expected to calendar the day of each month at Meeting agendas will be issued (e.g. one week prior) Meeting Procedures The Student Success Council will adhere to ARC Participatory Governance best practice protocols as follows: Agenda is organized to achieve milestones established in the charter. Agenda format will always prioritize actions pending, actions required, and problem solving to move initiatives forward. Meeting Group Process Agreements All Members and meeting participants agree: Arrive promptly and stay for the duration of entire meetings All ideas within the scope of Student Success Council interests and objectives are welcome Collaboration is a cooperation and compromise process which requires active listening Once we decide, we move on We work with whoever shows up Keep commitments once made Participate in a problem-solving approach based on respectful and constructive dialogue, where the interests of all participants are considered in developing proposals and recommendations When appropriate, distinguish between constituency vs. college-wide perspectives Consensus Agreement Process and Documentation Clear agreements and public indications of understanding and support are critical to maintain forward progress for the Student Success Council. On occasion, and after extensive dialogue, Members are asked to indicate their agreement in the form of a simple decision to pursue a specific direction or to conclude discussion of a specific topic or action. The Student Success Council is consensus-seeking, and will attempt to resolve each Member s concerns before asking for agreement and closing discussion regarding a recommendation. The agreement process will proceed according to the following steps: 1. Any participant or the chair may ask for an indication of agreement 2. A simple Thumb s Up will signify agreement and Thumb s to the side will enable those participants who do not fully embrace the selected recommendation to still express support for the good of the whole ; Thumb s Down will be recognized as disagreement with the recommendation Page 21
3. If there is no opposition voiced, the agreement will be recorded 4. If a participant voices a concern, it will be discussed, and agreement may be requested again either later in the meeting or in a subsequent meeting 5. To sustain the forward progress of Student Success Council project work it may be necessary to record participant agreement related to a specific item without full Member consensus. If certain participants have persistent concerns that prevent them from agreeing to the item, then a majority opinion is recorded, and the minority opinion is also captured; Once recorded the group is then free to move forward Boundaries Effective groups self-impose constraints to preserve focus, process integrity, and increase the likelihood of consensus results. This Student Success Council is: Making primary recommendations to the sponsor (ELT) Makes recommendations only in areas consistent with this charter (for example, may not be making budget decisions) Does not intend to duplicate services performed effectively by others Is not formed to advance the goals of any particular entity, constituency, or individual Has to work within the resources available Communications and Distribution of Materials The Student Success Council will strive for transparency at all times including Adjusting the Charter This Charter may be updated periodically to adjust to changing context, emergent questions, or as requested by Sponsor or participants over time and at least annually to re-affirm purpose, direction, and process. The participants will discuss and agree to acceptable changes at the next meeting. Operating Dependencies and Coordination An important aspect of effective project management is coordination between governance groups which is value focused. The Student Success Council will rely on close coordination with the PES, ELT, Operations Coordinating Council, and Working Groups (as follows): Page 22
MEETING AGENDA AND RECORD TEMPLATE The governance meeting agenda should be established with clear context, purpose, and priority attention to topics and actions necessary to advance the completion of charter deliverables. Topics advanced by the chair and co-chair should be framed as questions whenever possible to invite active participation by the governance group members and the person(s) responsible for the content properly identified. Record keeping should be limited to capturing action items agreed upon by the group with contextual notes that frame the purpose of these actions. In this way the college community can track the work of each group with a clear understanding of the progress being made to address ARC Strategic Goals and component initiatives. A template format is provided below that offers a consistent approach to meeting preparation and record keeping. Council: Student Success Date: Time: Chair: Co-Chair: Recorder: Strategic Plan Goals: SG1 -Students First; SG2 - Clear and Effective Paths; SG3 - Exemplary Teaching, Learning & Working Environment; Sg4 - Vibrancy and Resiliency Time Strategic Plan Goal Topic/ Question and Person Responsible Action Items/ Contextual Notes Next Meeting: Attendees: Page 23
MASTER CALENDAR TEMPLATE AND PROJECT COORDINATION PLATFORM TBD - Based on Outlook Integration and either Quarter- at-a-glance or annual at-a-glance format Page 24
APPENDIX A: TRANSITION PLAN FOR EXISTING COMMITTEES TRANSFER OF ROLES, CONTENT, AND ASSIGNMENTS Implementation of the redesigned governance system with full strategic plan integration will occur effective January 2018. This section outlines the timetable for implementation including the transfer of roles and assignments from the existing committee structure and professional development requirements to support effective engagement by participants. A brief summary of the necessary actions required to prepare ARC for full implementation follow with a timetable for the transition. Timeline and Tasks Implementation in January 2018 Convocation - August 17 Announcement of redesign purpose and intent September/ October Planning Coordination Committee (PCC) meetings to approve Governance Redesign completed Professional development workshops prepared and completed by all chairs, co-chairs, recorders, and executive leadership team Facilitation of charters for each Council and Strategic Implementation Team completed and approved by the ARC President and PES Support is provided for existing committees during the transition to enable effective, handoffs of content and action profiles to new entities wherever applicable Support teams and/or individuals identified and mobilized as needed during and after the transition to provide continuity and timely assistance with content, information, problem solving, and tactical plan implementation Complete FAQ document to provide at-a-glance summary of the new governance structure and transition plan TIMETABLE FOR TRANSITION TO NEW STRUCTURE The timetable below outlines the projected transition process for implementation of the new governance and strategic plan coordination structure while preserving continuity with existing governance processes. This timetable and associated action steps is subject to iteration to the transition period under the direction of the ARC President and PES. Date Item Notes August 2 PES Retreat -- Discuss Governance Toolkit, Strategies, and Metrics August 7 August 9 Discuss governance and strategic planning integration with Tressa ALC Retreat -- Discuss Governance Toolkit, Strategies, Metrics Page 25
Date Item Notes August 11 PES/Academic Senate Leadership Retreat -- Discuss Governance Toolkit, Strategies, Metrics include Tressa August 14 Governance Task Force meeting Review Governance Toolkit proposal and feedback from PES, ALC, and Senate August 15 August 18 August 23 August 24 August 28 September 10 September 11 ATD Retreat -- Discuss Governance Toolkit, Strategies, Metrics Convocation presentation: New Governance Structure Update PES on Governance process Initial vetting Governance Toolkit proposal, Strategies, and Metrics with college constituencies Governance Toolkit proposal, Strategies, and Metrics -- 1st reading at PCC (special meeting) Work with standing committee chairs to develop goals and deliverables to be submitted to PCC in October Update to PCC on Governance Process Invite Governance Task Force representatives Faculty and classified copresenters Meetings with committee chairs to answer questions September 14 September 28 October 2 October October October Governance Toolkit proposal, Strategies, and Metrics -- 1st Reading by college s Academic Senates Governance Toolkit proposal, Strategies, and Metrics -- 2nd Reading by college Academic Senates Governance Toolkit proposal, Strategies, and Metrics -- 2nd reading at PCC Final meetings of current college committees Governance Toolkit training for councils and workgroups Training for admin support staff Committee chairs prepare exit report Page 26
Date Item Notes November 6 Sunset current standing committees Committee chairs exit reports due January Districtwide Convocation Reminder that new governance structure is active February- March April Project manage the new governance structure and process Evaluate new governance structure and process Page 27
TRANSITION PLAN FOR PROPOSED AND EXISTING COMMITTEES Charter Development for proposed governance groups: A. Councils 1. Student Success 2. Operations 3. Institutional Effectiveness B. Strategic Implementation Teams a. Start Right b. IPaSS c. Program Pathways d. Operations (TBD) e. Institutional Effectiveness (TBD) Transition existing committees (TBD) PROPOSED GOVERNANCE ENTITIES President s Executive Staff (PES) Executive Leadership Team CHANGE FROM EXISTING STATUS Retained New (PES + Leaders of Senates & ASB) Planning and Institutional Effectiveness Council New Governance Workgroup Professional Development Workgroup Integrated Annual Planning & Program Review Workgroup Student Success Council Start Right Strategic Implementation Team IPaSS Strategic Implementation Team Pathways Strategic Implementation Team Enrollment Management Strategic Implementation Team Formerly ATD Core Team New New New New Page 28
PROPOSED GOVERNANCE ENTITIES Operations Coordinating Council Safety Strategic Implementation Team Website Redesign Strategic Implementation Team Support Teams Educational Technology Support Team Virtual Education Support Team Information Technology Support Team Budget Support Team Sustainability Support Team CHANGE FROM EXISTING STATUS Bundles Former Committees into 1 Council New New As Needed to Provide Support to Councils Formerly Technology Committee New New New New Management Team (Area Deans, Student Services Deans, Administrative Services) Academic Senate Classified Senate Associated Student Body Basic Skills Equity Committee Professional Development Coordinating Committee Classified Professional Development Faculty Professional Development Professional Standards Type A&B Student Learning Outcomes (Assessment Committee) Re-configures the Component Entities (TBD) Retained with Expanded Scope Retained with Expanded Scope Retained Moved to Student Success Council Moved to Student Success Council Moved to Institutional Effectiveness Council Moved to Classified Senate Moved to Academic Senate Moved to Academic Senate Moved to Academic Senate Page 29
PROPOSED GOVERNANCE ENTITIES Area Deans Student Services Deans Administrative Services Administrative Leadership Council Planning Coordination Council Ad Hoc Committees/Workgroups CHANGE FROM EXISTING STATUS Moved to Management Team (TBD) Moved to Management Team (TBD) Moved to Management Team (TBD) Moved to Management Team (TBD) Change to Executive Leadership Team (PES and Leaders of Senates and ASB) Moved to On-Demand Support Teams PROFESSIONAL DEVELOPMENT REQUIREMENTS Frame and outline Focus on chairs and co-chairs for the purpose of facilitating meetings consistent with charters o Expectations: Orientation, facilitation, participation, project activity, consensus decision making, recording Integrate with revised college professional development strategies o Need to charter the PD coordinating committee thru the IE Council; address the potential gap between alignment of PD with strategic plan goals while ensuring some level of equity in the allocation of PD resources for each constituency group o This PD function could be a Strategic Imp team of the IE COUNCIL Page 30
FAQ S How is governance defined? What is the difference between governance, strategic initiatives, and operations? How are governance groups convened? Who will be assigned or appointed to each council? How are project teams convened? What is the purpose and function of the charter? What is the role of the Project Manager? What are the roles of constituency group committees? What is consensus decision making? How is decision making defined for governance and project work? What does active participation mean for governance and project work? How does the governance and project calendar work? ARC Governance - Outlook What is the timetable and transition plan for existing committees? What is the chair role in each level of governance and project coordination? Where are meeting records stored for access by the college community? How will these changes in the ARC governance system be implemented? Action plan: (note - change is hard and needs to be supported) Page 31