March 31, 2008

Recommend institutional processes that enhance channels for communication and input

Focus of the team is on communication and input, not on reorganization

Concentrate on 5 areas identified in PACE survey: Information sharing Open and ethical communication Decisions made at appropriate level Employees able to influence direction

of SJC Spirit of cooperation

Focus on building trust through effective communication and negotiation:

Make it feel safe to identify and challenge assumptions

Support agreements on shared values and mutual commitments

Lay the foundation for recommendations to establish a means for communication and input that will assist in making decisions that shape the future of SJC

Benchmark at least three models at other institutions of higher education

Measure changes in responses to the PACE survey

Establish new communication and input processes and structures

Assess the effectiveness of new communication and input processes

Serena BerhorstSteve BiernackiGayle DeanRick DeLaBarcena–Co-chairKimberly Williams – Co-chairMoreen Drake – Admin. SupportKaren DuncanDoug Easterling – Admin LiaisonCydney FarrarDianne GarciaCandace Gilfillan

Nancy GooseyWill GrayTaylor HaskellRoxanna HughesDiana LangGary LeeJulius ManzNancy ShepherdMarcia Sterling

“What we’ve got here is…failure to communicate.”

Strother Martin – Cool Hand Luke

The Communicator Weekly News Clips HED Reports Green Memos Staff Notes

Departmental Newsletters

Meeting Minutes

Convocation Addresses

News Releases

Targeted Email Intranet/Portal Info.

SJC Internet Website "Tell it to the President"

on SJC website "Tell it to the VP’s” on

SJC website

System

Value

Trust

College Association and/or Quality Councils less functional or abandoned

Chain of command ≠ chain of communication “Telephone game” “Heard it through the grapevine” Many lines of communication but no

streamlined system Employees desire more “face time” with

upper administrators

Even with the best systems in place, communication will be ineffective unless employees believe it is valuable.

U of Wisconsin, Stout - “Another ineffective aspect is people who do not take personal responsibility for staying informed."

Communication needs to feel open and safe.

At least one method of anonymous and face-to-face communication needs to be available without fear of reprisal.

Communication needs to flow both ways (“bottom to top” and “top to bottom”).

Allen County Community College, Kansas Edison State Community College, Ohio Glen Oaks Community College, Michigan Lane Community College, Oregon Richland Community College, Texas University of Wisconsin, Stout, Wisconsin Valencia Community College, Florida

Kankakee Community College, Illinois Midstate College, Illinois Waukesha County Technical College,

Wisconsin Northwest Missouri State University,

Missouri College of Lake County, Illinois Southern Arkansas Technical Univ.,

Arkansas

University of Wisconsin Stout 3 Senates

Student Faculty Professional and Adjunct Faculty

“The most effective way we have found to communicate is to present in multiple ways.”

Lane Community College – Oregon 7 Council format

Richland College – Texas 2 cross-cutting councils:

The Council for Teaching and Learning

The Council for Community Building

Glen Oaks Community College – Michigan College Council

Acts as an advisory body to the College President and to the College Body

Executes the Strategic Plan and maintains it

Contains 12 members with cross-sectional representation

Valencia Community College, Florida Governing Council Structure:

The Governance structure of Valencia Community College is a set of processes and procedures through which college faculty, staff, and administrators collaborate in making significant decisions about the College's strategic direction, goals, and related implementation plans.

District Board of Trustees College Planning Council

University of Wisconsin Stout 8 “Listen Sessions” each year

Open to all Presented by College President People can ask any questions they want

Glen Oaks Community College – Michigan The College President takes questions

at one convocation meeting each year (January).

Some questions are submitted in advance and prepared

Some questions are fielded from the floor

Allen Community College – Kansas Permanent council tasked to

continuously monitor and improve communication.

College President runs monthly Faculty/Staff meetings.

University of Wisconsin Stout Conducts frequent surveys Has 8 “Listen sessions” per year

Richland College – Texas Has established “Nightly Listening

outposts”

Ways to Establish Open Communication:

Moreen Drake

Questions?