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March 31, 2008. Communication And Input Taskforce. 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.

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Communication And Input Taskforce


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charge to communication and input design team

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
charge to communication and input design team1
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
charge to communication and input design team2
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
charge to communication and input design team3
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
charge to communication and input design team4
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
members of the team

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

current lines of communication
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
challenge 1 systems

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
challenge 2 values

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
challenge 3 trust

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
institutions that we benchmarked

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
institutions pending responses

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
systems

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
systems1

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
systems2

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
systems3

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
values

University of Wisconsin Stout

    • 8 “Listen Sessions” each year
      • Open to all
      • Presented by College President
      • People can ask any questions they want
Values
values1

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
values2

Allen Community College – Kansas

    • Permanent council tasked to continuously monitor and improve communication.
    • College President runs monthly Faculty/Staff meetings.
Values
trust

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: