Glendale
Community College
NCA
Self-Study Report, January 2002
CHAPTER SIX
CRITERION TWO
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The institution organizes its human,
financial, and physical resources effectively |
Glendale Community
College fulfills Criterion Two. This
section reviews the Organizational Structures and Governance policies necessary
to manage all of the resources that GCC utilizes to accomplish its mission
effectively. As a steward of
public trust and monies, Human Resources (including students), Financial
Resources, and Physical Resources are each treated with the utmost care and
consideration.
Organizational Structure
Much of GCC’s
organizational structure and many of its policies governing its processes are
mandated by the District Administration, consisting of a Chancellor, 5
Vice-Chancellors, management, and support personnel. The “Policy Governance Model” was adopted by the Governing
Board as an overarching approach to Board actions.
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MCCCD Governing Board
The Governing
Board consists of 5 members, each of whom is elected in staggered years from
geographical districts. Governing
Board members serve a six-year term.
Board members meet on the second and fourth Tuesdays of every month
(except July and December, when they meet once). They direct the activities of the District under powers
given to them according to Arizona Revised Statutes Section 115-1444. It should be noted that for legal
purposes, the official name of the District is Maricopa County Community
College District; however, MCCD is commonly used.
District-Wide Councils and Groups
Executive/Advisory
Councils assist the Chancellor and Vice-Chancellors in the management and
operation of the District. Three
key Councils are listed below:
|
Executive/Advisory
Councils |
Charge |
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The
Chancellor’s Executive Council (CEC) |
Composed
of the Chancellor, College Presidents, Vice-Chancellors, a Skill Center Director,
and the Faculty Association President.
CEC receives recommendations from the Advisory Councils and other
District advisory organizations for consideration and action with
recommendations forwarded to the Chancellor |
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Capital
Development Advisory Council (CDAC) |
Composed
of the Chancellor, Vice-Chancellors, four college Presidents, a Skill Center
Director, and two Governing Board members. CDAC approves matters relating to the planning, design,
equipping, and construction of projects, including capital bond projects,
remodeling, major maintenance, and acquisition of real property |
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Financial
Advisory Council (FAC) |
Composed
of the Chancellor, Vice-Chancellors, two college Presidents, a Skill Center
Director, 4 faculty, 2 MAT, 2 PSA, 1 M&O, and 1 Crafts. FAC is responsible for the
supervision and coordination of all District-wide budgeting processes. The Council also makes
recommendations to CEC regarding budget-related matters |
Source: Maricopa
District Support Services Center web site
Other District
groups and task forces play important roles in shaping District operations and
procedures. Some, not mentioned
here, such as the Faculty Development Committee and Instructional Councils, are
advisory and may serve as District resources.
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District Groups |
Charge |
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Deans
of Instruction |
Coordinate
instruction, address concerns, respond to CEC requests and advise V.C.,
Academic and Student Development |
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Deans
of Students |
Provide
District-wide coordination of student services, address concerns referred by
CEC and District Director of Student Services |
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Administrative
Services Group |
Coordinate
fiscal, human resources, facilities planning, budgeting, and policy analysis
District-wide, respond to requests from CEC, V.C., Business Services, V.C.,
Information Technologies, V.C., Human Resources |
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Diversity
Task Force |
Develop
a Diversity Orientation for all new employees and facilitate ongoing diversity
training for all Maricopa employees |
|
Admissions
and Records Council |
Address
District-wide concerns and processes in admissions and records |
|
Strategic
Planning |
Position
the District for the future |
|
Ocotillo |
Convene
faculty roundtables that focus on instructional technologies |
|
Technology
Leadership Council |
Work
with V.C., Information Technologies |
Source: Maricopa
District Support Services Center web site
College Administration
Administrative and
governance structures of the College use several well-defined organizational
entities. GCC has a solid
organizational structure, modified in 1999, designed to assist the College
Administration in carrying out its decision-making responsibilities.
The President is responsible for the operation of the
College under the policies set forth by the Governing Board and/or the Chancellor. In January 1996, Dr. Tessa Martínez Pollack assumed the
position of President, following the twenty-year tenure of Dr. John Waltrip. After a period of review, reflection,
and extensive employee input, the GCC organizational structure evolved to
include the following Administrative positions:
The Dean of
Instruction plans,
organizes, administers, and promotes the development and implementation of the
instructional programs and related activities of the College and oversees the
assessment of student academic achievement.
The Dean of
Educational Services plans,
organizes, and directs student services, and plans and directs educational
partnerships, athletics, grants development, GCC North, the UCC, and dual
enrollment.
The Dean of
Administrative Services
plans, organizes, and directs the general administrative operations of the
College, including the budget, policies, and procedures of the physical
facilities, College safety, computer operations, grounds, utilities, and
personnel services of the College.
Two Associate
Deans of Instruction
report to the Dean of Instruction, sharing responsibility for the management of
academic programs.
The Associate
Dean of Student Life
reports to the Dean of Educational Services and administers student-life
programs, programs for special populations, and services to students, such as
career placement, childcare, and learning assistance.
The Associate
Dean of Enrollment Services
reports to the Dean of Educational Services and administers admissions and
records, catalog and course schedules, recruitment and outreach, advisement, testing,
student financial aid, and programs for special populations, such as the
International Student Program, Native American Program, Multicultural Affairs,
and Veteran Services.
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Team Analysis
Team 2 conducted
an initial analysis of areas likely influencing organizational and structure
and their relationship to the measures of success, which included a periodic
review of organizational structure, College support of student academic
achievement, and a structure that supports timely decision making and
implementation. A lack of
understanding of this structure, a lack of trust and agreement on
representation on committees, and the perception that Chairs look after
Department needs and not College-wide needs were seen as weaknesses. The team concluded that a periodic
review of structure is valuable and necessary.
Areas for Improvement
· Need for greater employee understanding of
the College organizational structure
· Need for greater employee understanding of
the College decision-making model
Recommendations
· Define structure/roles for decision-making
· Review structure/role of PAC, Budget
Committees, and Department Chairs
· Hold open forums on organizational
structure
· Conduct open discussions on trust and
betrayal in the organization
· Inform the College community of positive
plans and actions, attributing each to the responsible individual(s) or
committee(s)
Content Area
Validation
The current
organizational structure fulfills its obligation regarding accountability for
the leadership of instruction and educational support services. Review is ongoing, and modifications
are made as needed--for example, adjustments have been made recently in
community and public relations.
Changes in organizational structure are communicated to all
employees. The role and makeup of
PAC has created controversy among some faculty and is currently under
review. The President’s Office is
presently documenting the ways in which decision-making occurs at GCC.
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Governance
Governance
policies of the State Board of Directors for Community Colleges of Arizona and
those of MCCCD and of GCC are followed.
Administrative governance at GCC is carried out through the Executive
Team, comprised of the President and Deans. For certain matters, this team is expanded to an
Administrative Team, which may include the Associate Deans, the Director of
Community and Public Relations, and the Director of Institutional
Effectiveness. GCC’s governance
model is participatory in nature and is facilitated by the PAC and an extensive
network of faculty and staff committees.
State/District/College Roles
GCC’ s operations are governed by Arizona
State statutes and policies and procedures determined by the State Board. The table on the following pages
outlines the major roles and responsibilities of the various State, District,
and College governing bodies, and the specific functions associated with
each. The State Board maintains a
web site at
Participatory Governance
The Governing
Board has established overall policies and procedures for all employee groups
responsible for carrying out the role(s) of governance and
decision-making. While each group
shares characteristics of a bargaining unit, it is not part of a union in
Arizona, a right-to-work state.
Therefore, employees negotiate working conditions and compensation
packages through their individual professional organization’s elected
representatives, who also participate in policy development at the College and
District levels.
Governing Board
Governing Board members have contact with
the colleges on a regular basis. They visit campuses, attend local and national
workshops, seminars, and meetings, and serve on District and College task
forces and committees. Résumés of
Board Members are available on the web at
http://www.dist.maricopa.edu/gvpolicy/
The Governing Board
meetings alternate between Strategic Conversations and Business Meetings,
attended by students, employees, and community members. Minutes are available on the web at
http://www.dist.maricopa.edu/gvbd/
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Functional Area |
Major
Roles and Responsibilities |
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State
Board of Directors for Community Colleges of Arizona |
MCCCD
Governing Board |
Glendale
Community College |
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General |
Enact ordinances for the governance of the
colleges under its jurisdiction Set standards for the establishment,
development, administration, operation, and accreditation of colleges Approve intergovernmental agreements for
providing service to unorganized counties File an Annual Report with the Governor Approve petitions to form a district |
Visit and examine college management,
conditions, and needs Maintain colleges at least eight months per year |
Oversee
institutional activities and exercise appropriate responsibility to manage
resources to meet the College mission and purposes Position
College for growth |
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Academic
and Student Services |
Establish curricula and courses Set qualifications for student admission Fix student tuition and fees Approve offerings in unorganized counties With the State Board of Vocational and Technological
Education, oversee vocational standards, planning, and funding priorities Determine open-entry/open- exit academic classes Adopt rules regarding the offering of credit
courses outside a college district, including distance-learning courses |
Enforce the courses of study prescribed by the
State Board Exclude partisan, sectarian, and denominational
materials Award degrees, certificates, and diplomas Evaluate vocational education programs every
five years, in the manner prescribed by the State Board |
Offer higher-education programs to meet the
needs of students and the community Provide services that enable students to succeed Manage enrollment |
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Personnel |
Certify college faculty |
Determine salaries, and employ or remove staff
when warranted May participate in district health insurance
plans May enter into multi-year employment contracts
with chancellors, vice-chancellors, and presidents, not to exceed five years |
Recommend qualified faculty and staff to
Governing Board for employment Manage and evaluate employees |
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Finance Finance,
cont’d |
With the Auditor General, establish a uniform
accounting system Contract with any person and establish
regulations and limitations for contracting by districts Authorize district General Obligation bond
elections Authorize revenue bonds Submit estimated number of full-time equivalent
students to the economic estimates commission annually Allocate state aid to districts pursuant to law Accept grants and donations |
Lease or sell personal property May delegate to chancellor/ president all or any
part of its authority to lease property under $100,000 per year Contract, subject to regulations and limitations
prescribed by the State Board Adopt annual budgets and direct respective
Boards of Supervisors to levy required property taxes |
Manage financial resources to maximize the
College’s ability to achieve its mission and purposes Appropriately expend financial resources for
effective teaching and learning |
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Facilities |
Determine location of college campuses Purchase, receive, hold, lease, or sell real
property Adopt rules regarding minor construction and
repair projects by districts without prior approval of the State Board Approve major construction, remodeling, and
repair projects Approve district rules concerning parking and
control of vehicles |
Insure college buildings Accomplish minor construction or remodeling
projects ($50,000 or less - adjusted annually for inflation) Lease-purchase real property upon authorization
of the State Board Adopt rules for the control of parking and
vehicles, subject to State Board approval |
Establish and ensure a safe and healthy
environment for students and staff Provide resources and equipment to support
College operations |
Source: State Board of
Directors for Community Colleges of Arizona web site
College Governance
The College is
subject to the authority and policies of MCCCD and adheres to all necessary
entities as it fulfills its responsibilities to internal and external communities. The College Administration endeavors to
be inclusive through the activities of several well-defined organizational
decision-making groups.
Administration
Overall
administration of the College is facilitated by the College President and the Dean
of Instruction, Dean of Educational Services, and Dean of Administrative
Services. The Office of
Institutional Effectiveness and Office of Community and Public Relations also
works with the administrative team on planning issues.
President’s Advisory
Committee (PAC)
The PAC is made up of individuals
representing each of the campus employee groups. The PAC usually meets every other week during the fall and
spring semesters to advise the President on issues. To reflect its responsibilities more accurately, this
committee’s name was changed from President’s Executive Committee (PEC) at the
beginning of Fall 2001. Minutes
are distributed college-wide and are available on the web at
http://www.gc.maricopa.edu/executive/pec.htm
Employee Governance
Each employee
group has its own governance and decision-making structures, including policies
and procedures, which are established at the District level and put into
practice at each site. Elected
representatives from each college’s governance bodies usually meet at the
District on a regular basis to discuss and act on concerns common to all, i.e.,
Meet and Confer, Collaborative Policy Development, Benefits, etc.
Faculty Governance/Senate
In April, residential faculty members elect
Senators for staggered three-year terms to the Faculty Senate. The President and Vice-President are
elected to two-year terms; the Senate elects the Treasurer and Secretary. The primary functions of the Senate are
to serve as the exclusive representative of the faculty to the College and/or
District Administrations and to the Governing Board, to discuss academic and
professional matters, to select representatives to serve on administrative
councils, to coordinate college committees, and to participate in the formation
and implementation of educational policies for the College and District. Additional information regarding GCC’s
Faculty Senate, including its Constitution and minutes, is available on the web
at
http://www.gc.maricopa.edu/senate/
Department Chairs
The governance and
decision-making on the department level is directed by the Department Chair,
who is elected by a majority of faculty in each department on a three-year
cycle. Chairs are responsible for
all department-related duties, including but not limited to, staffing,
scheduling, evaluations, budgets, student complaints and issues, and
curriculum. These
quasi-administrators are the major link between the faculty and the
Administration and report to the Dean of Instruction.
College Committees
The College
continually uses assessment/evaluation processes to improve its decision-making
structures and maximize input into governance, planning, and implementation.
|
Committee Name |
Committee Purpose |
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Budget
Development Committee |
To
make budget recommendations to the President |
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College
Curriculum Committee |
To
make recommendations to District Curriculum Committee regarding creation,
revision, or deletion of curricula |
|
College
Faculty Staffing Advisory Committee |
To
rank and recommend budgeted, full-time faculty positions to the President |
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Department
Chairs Council |
To
discuss issues that are common to the Chairs |
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Operational
Planning Team |
To
link operational planning and budgeting efforts to strategic issues; review
past fiscal year’s progress and provide feedback on progress to the College;
select strategic issues to be targeted for upcoming planning/budgeting cycle;
and every 3 years, report back to the Strategic Planning Committee on
progress made addressing strategic issues |
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President’s
Advisory Committee |
To
serve as an advisory group to the President |
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President’s
Fund 2 Advisory Committee |
To
advise the President about Fund 2 allocations, additions, and changes. To work with College fiscal agent in
these matters |
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Strategic
Planning Committee |
To
define and monitor GCC’s relationship to its environment; reaffirm and/or
adjust the Strategic Plan; review and revise the College Mission Statement;
and review progress made addressing strategic issues over the previous three
years |
Source: 2001-2002 Faculty and Staff
Handbook
Achievements since 1992
· The roles, purposes, and other pertinent
information regarding committees were formalized and included in the Faculty
and Staff Handbook
· The College Plan was revised and approved
in Fall 2001
· Instructional departments were consolidated
under the Dean of Instruction, and all student services under the Dean of
Educational Services
· The budget development process has matured
and expanded to include three subcommittees (Instruction, Student Services, and
College-wide Services)
· A formalized strategic planning process was
implemented in 1997 and has been evaluated and improved for 2002
Team Analysis
Team 2 conducted
an initial analysis of factors likely influencing areas of improvement and
their relationship to the measures of success, which included a common definition
of governance, effective communication, and general acceptance of the
decision-making processes. A
willingness to discuss processes was seen as a strength, but the climate of
fear that was noted in the 2000 Advisory Visit and a decline in the number of
faculty members serving on committees were seen as weaknesses. The District’s diversion of resources
away from the College, as well as its sometimes going beyond its support role,
were determined to be threats, hindering effective campus communication and
also reducing GCC’s acceptance of the decision-making processes.
Areas for Improvement
· Shared governance at GCC is often hindered
by a lack of understanding of roles and responsibilities
· Hiring and promotion procedures have not
always been clear to the campus community
· Representation on committees is not in
proportion to the numbers of members of the various employee groups
· Some employees believe permanent seats
granted to the Business and Technology Departments on the Capital Review
Committee created the perception of unfairness in the allocation of resources
· Members of the President’s Advisory
Committee do not always communicate sufficiently or effectively with their
constituents
· Some faculty feel that Department Chairs
are treated as representatives of the faculty as a whole when they are not
elected at-large
· Resolving significant disagreement about
what Administration considers the legitimate role of the Faculty Senate to be
in the governance process
· Re-evaluating the continued existence and
composition of the Budget Process Review Committee
Recommendations
· Establish a common definition of
"governance" across employee groups
· Define/describe spheres of decision-making
influence
· Review practices on a periodic basis to
ensure congruence with governance principles
· Provide workshops on governance structure
and practices to all employees
· Provide appropriate information to each
employee group’s members to help reduce fear
· Advise District of the perception that it oversteps its
support role
Content Area Validation
As Arizona is a
right-to-work state, varying governance models are appropriate and applied as
needed. Department Chairs are
compensated for their management responsibilities under the Dean of
Instruction. The Department
Chairs’ Council is convened monthly to discuss general issues of educational
processes, including instruction, budgeting, staffing, academic calendars, and
campus policies and procedures.
Regarding committee composition, membership on each varies according to
the purpose of the committee.
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Last revised 1/8/02. Direct feedback to l.hawbaker@gcmail.maricopa.edu. See Legal Disclaimer.