Communication And Input Taskforce

1. March 31, 2008 Communication And Input Taskforce

2. Recommend institutional processes that enhance channels for communication and input • Focus of the team is on communication and input, not on reorganization Charge To communication and Input Design team

3. Charge To communication and Input Design team • 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

4. Charge To communication and Input Design team • 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

5. Charge To communication and Input Design team • 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

6. Charge To communication and Input Design team • 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

7. Serena Berhorst Steve Biernacki Gayle Dean Rick DeLaBarcena–Co-chair Kimberly Williams – Co-chair Moreen Drake – Admin. Support Karen Duncan Doug Easterling – Admin Liaison Cydney Farrar Dianne Garcia Candace Gilfillan Members of the Team Nancy Goosey Will Gray Taylor Haskell Roxanna Hughes Diana Lang Gary Lee Julius Manz Nancy Shepherd Marcia Sterling

8. “What we’ve got here is…failure to communicate.” Strother Martin – Cool Hand Luke

9. 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 Current Lines of Communication

10. System • Value • Trust Existing Challenges to Effective Communication at SJC

11. 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 Challenge 1 : Systems

12. 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." Challenge 2: Values

13. 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”). Challenge 3: Trust

14. 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 Institutions that we benchmarked

15. 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 Institutions pending responses

16. 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.” systems

17. 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 Systems

18. 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 Systems

19. 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 Systems

20. University of Wisconsin Stout • 8 “Listen Sessions” each year • Open to all • Presented by College President • People can ask any questions they want Values

21. 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 Values

22. Allen Community College – Kansas • Permanent council tasked to continuously monitor and improve communication. • College President runs monthly Faculty/Staff meetings. Values

23. University of Wisconsin Stout • Conducts frequent surveys • Has 8 “Listen sessions” per year • Richland College – Texas • Has established “Nightly Listening outposts” Trust Ways to Establish Open Communication:

24. Moreen Drake With Great Thanks to:

25. Questions? Communication and input taskforce