Standard_6

goals and professional development improvement plan. The evaluation and plan becomes part of the Presidents personnel file.  **6.B.5** The Board of Trustees regularly reviews and approves the college’s mission, values and strategic plan. In 2007 the Board actively oversaw a visioning process and in 2008 adopted a new mission statement and strategic plan for the college. The facilitated process included more than 60 committee participants drawn from across the college community. The process benefitted from survey results, community forums, and student input.  to all employees on the college Intranet (See Appendix _College Fact Book [] ) and is published in hard copy for managers. More specifically the Director is able to provide critical data in response to departmental requests using the Data and Research Request Form ( See Appendix  [] ) for various constituents. This includes project dashboards, surveys, program evaluations, resource book, and core measures.  he Affirmative Action Plan is published every three years, and includes any updates that have occurred. The plan is approved by the Department of Personnel and the Governor’s Affirmative Action Policy committee (GAAPCom). Copies are available in the Human Resources and President’s Offices. (See College Handbook, chp. 2.01, p.23; Appendix _)  The Affirmative Action Plan timeline is updated every two years and sent to the Governor’s Affirmative Action Policy Committee, which approves the plans. The last Nancy McKinney (2005-present) (New position) Anne Molenda (2008-present)
 * Vice President for Administrative Services **

(Title change) Steve McRavin (1998-present) Formerly Coordinator of High School Relations and Outreach


 * Governance and Administration ** 


 * Governance and Administration **


 * Introduction **

The College has sustained a period of growth in programs, services, and infrastructure over the past ten years. In 2006, the Board of Trustees appointed a new president following the retirement after more than 26 years by the college’s only other president. Since the new appointment, the Board of Trustees has taken a leadership role in strengthening the college’s presence and success in the community. <span style="font-family: 'Arial','sans-serif';">

<span style="font-family: 'Arial','sans-serif';"> **6.A.1** The community college system is defined in state statute. The Board of Trustees’ Policy Manual describes the college’s governance system. In January of 2009, the Board adopted a new governance model that more clearly aligns the process of decision making within the organization. (See Appendix ) and college handbook (chp ). Clear descriptions of authority and responsibility throughout college structure are set out in the Board’s By-Laws. (See Appendix _.) <span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.A Governance System ** <span style="font-family: 'Arial','sans-serif';">

**6.A.2** Roles and responsibilities of the trustees, are detailed in RCW 28B.50.140 and in the Community and Technical Colleges Policies and Procedures Manual. Under RCW 28B.10.528, the Board reserves authority to organize, administer and conduct their business, including establishing the college mission, goal and objectives statements, developing the strategic plan, advocating for the college with the general public and other levels of governments, establishing the college’s legislative action program, and evaluating institutional, presidential, and board performance. (See Board of Trustees Policy Manual, chp. 2, p. 1, College Handbook, chp. __). There are agreements by and between the trustees and Community College District XXIV, Federation of Teachers local #4603AFT/AFL-CIO; the basic agreement between the college and the Washington Federation of State Employees, AFL/CIO (classified staff); and the Constitution of the Associated Students of South Puget Sound Community College (ASSPSCC). (See Appendix _). The Board of Trustees is responsible to the public and is legally vested with final decision making in all matters related to the college’s policies, budget and programming. The Board delegates authority to the President for the college’s daily operations, for carrying out its policies, and for ensuring that administrators, faculty, staff and students understand their respective roles. Essentially, the Board review management of the college on an exception basis and has yet to be surprised by issues not discussed previously with the President. <span style="font-family: 'Arial','sans-serif';">

**6.A.3** Board meetings are open except during designated executive sessions as set out in the Board Policy Manual (Chp. 2, pg __. ) A cross section of college constituencies are represented at board meetings and College stakeholders are encouraged to attend board meetings. The by-laws establish a standard format to the meetings. Board of Trustees study sessions held during the regular meetings provide opportunities for in depth dialog around and analysis of college programs, activities, and emerging issues. The President invites input from faculty and staff so that the Board has a robust body of information on which to base its decisions, as well as to promote shared governance. <span style="font-family: 'Arial','sans-serif';"> The Board of Trustees participated in the discussion and approval of the College Council restructure. Now, College Council members represent a cross section of the college community, including faculty and staff unions. Most policy and budget matters are reviewed by the council and recommendations to the President follow. The model provides a framework that more clearly defines the college’s shared governance system, and includes review of and the college’s ongoing committees and councils which perform a variety of functions for the college. This new model allows the college to more fully develop authority, responsibility and relationships among and between the Board of Trustees, administrators, faculty and staff. In an effort to respond to the current economic crisis, the College Council played an integral role in reviewing budget reduction scenarios for the 2009-2010 fiscal year, and by making difficult recommendations to the President. The process was inclusive and transparent. (See Governance Model, Appendix _) Placeholder for SPSCC org chart <span style="background: yellow; font-family: 'Arial','sans-serif'; mso-highlight: yellow;"> <span style="font-family: 'Arial','sans-serif';"> **6.A.4** SPSCC is not a multi-unit governance unit. <span style="font-family: 'Arial','sans-serif';">


 * <span style="font-family: 'Calibri','sans-serif';">6.B Governing Board **<span style="font-family: 'Arial','sans-serif';">

(Table of Board members, their terms, profession, committees, ?) <span style="font-family: 'Arial','sans-serif';">

**6.B.1** Five trustees are appointed by the Governor of Washington for staggered 5-year terms. The Governor considers geographic, ethnic, socioeconomic, and gender diversity, and selects from the local communities served by the college. The Chair and Vice Chair are elected annually for a term beginning in July. The President, an ex-officio member, is delegated authority by the trustees to employ administrators, faculty, and staff, and to conduct the daily operations of the college. The President serves as the Secretary of the Board. <span style="font-family: 'Arial','sans-serif';">

**6.B.2** The trustees do not have authority to act individually, but must govern the college as a body representing the people. Decisions are made by the vote of the majority of the members (at least three) when a quorum is present. (Sec. 5, Art 1 of Board Policy Manual.) The Board strives for consensus and participants in an elaborate communicative process. <span style="font-family: 'Arial','sans-serif';"> **6.B.3** RCW 28B.140 Community and Technical Colleges (see Appendix __. ) defines the authority, responsibility, and duty of the Board of Trustees to organize, administer, and conduct the business of the college. The policy manual provides specific descriptions of the Board’s powers, duties, officers, organization, and elections of officers, committees, meetings, and procedures. **6.B.4** In perhaps its singular most important role in the past ten years, the Board of Trustees hired Dr. Gerald Pumphrey in August, 2006, following an extensive presidential search process. Approximately 50 applicants were reviewed by a representative council. College stakeholders were invited to open forums during which they could pose questions of the narrowed candidate pool. The process demonstrated the intent of shared governance. Dr. Pumphrey followed a president who served the college for more than 26 years. The president administers the college as defined in the chief administrative officer position description (see Appendix _), and as delegated by the Board of Trustees. The employment contract of the President requires an annual evaluation by the Board of Trustees in the spring of each academic year, followed by consideration of the extension of the contract or notification of nonrenewal. The President’s has a 3-year contract, renewable annually. The evaluation instrument was customized to fit the college’s specific needs around 2002. The evaluation includes review of the President’s annual goals and professional development improvement plan. Each trustee as well as the president completes an independent review and together they evaluate performance. The evaluation and plan becomes part of the Presidents personnel file. (See Appendix ___ for evaluation instrument.) <span style="font-family: 'Arial','sans-serif';"> **6.B.5** The Board of Trustees regularly reviews and approves the college’s mission, values and strategic plan. In 2007, the Board actively oversaw a visioning process and in 2008 adopted a new mission statement and strategic plan for the college, including a board liaison to the strategic planning group. The facilitated process included more than 60 committee participants drawn from across the college community. The process benefitted from survey results, community forums, and student input. The Board also approves all major academic, professional, and technical programs, degrees, and certificates. (See Board Policy Manual, Appendix ___. ) <span style="font-family: 'Arial','sans-serif';"> **6.B.6** In the past, the Board held occasional annual retreats. More recently the retreats have been held annually. In 2009, the Board began discussions about the validity of holding retreats twice a year. The agenda typically focuses on board development, understanding and clarifying trustee roles and responsibilities, the relationship of the Board to the President, ethics, strategic planning, professional development, formal self-assessment, and developing an annual activities program. The Board self-evaluates on an annual basis using an instrument that addresses 25 points. The evaluation is an iterative process based on the emerging issues of the board over the past year. (See Board Evaluation instrument, Appendix __.) <span style="font-family: 'Arial','sans-serif';"> **6.B.7** The President is delegated authority for the efficiency and effectiveness of the College, and is responsible for the supporting structure. (See College Handbook, chp., Appendix __ ). One of the first major organizational changes made upon the new president’s arrival was the restructure of the academic deans. Divisions were combined and fewer dean positions were required. (See new structure, Appendix ___.) The President made an additional major staffing change when he reallocated the of Vice from President of Human Resources position to Human Resources Chief. It is his intention to implement process improvement initiatives to improve the functionality of the college operations and to ensure staff are able to deliver high quality services. <span style="font-family: 'Arial','sans-serif';"> **6.B.8** <span style="font-family: 'Arial','sans-serif';"> The Board of Trustees annually reviews and approves the operating budget and long range financial plan. The Board holds entrance and exit meetings with auditors to ensure fiscal integrity. SPSCC is one of only eight state agencies (check this number with D. Kohler) that have never had a management letter from the Governor. The college employs conservative fiscal management which proved valuable during budget reductions. <span style="font-family: 'Arial','sans-serif';">

**6.B.9** <span style="font-family: 'Arial','sans-serif';"> The Board of Trustees is knowledgeable of SPSCC’s accreditation status and is involved in the accreditation process. Following several comments from the President at various board meetings, the Board of Trustees received briefings and presentations from the 2010 Accreditation Committee Chairs that provided them significant information about each standard. (See Board Minutes, ___). Several accreditation committees were assigned a board liaison, which provide valuable in information broader perspectives. The Board is intimately aware of the findings from the 2000 accreditation review, and have been apprised of the continued progress and success at fulfilling the expectations to bring the college in line with expectations. <span style="font-family: 'Calibri','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.C Leadership and Management **<span style="font-family: 'Arial','sans-serif';">

**6.C.1** The position of President, held by Dr. Gerald Pumphrey, is fulltime with no other employment commitment. The President represents the college at many community gatherings, is a member of multiple community organizations, and participates in professional organizations relating to the Washington community and technical college system. He ably represents the college to the state board, the college system, and the legislature. <span style="font-family: 'Arial','sans-serif';"> **6.C.2** The College publishes district personnel practices and standards that meet the requirements of WAC 131-16-070 and WAC 131-16-094. ( See Appendix _ ; [] ; and [] .) The duties, responsibilities and ethical conduct requirements are clearly defined and published in the Board Policy Manual Chapter 3, Personnel Policies ( see Appendix Board Policy Manual ___ ), and are further defined in the College Handbook Chapter 2, Human Resource Policies and Procedures. (See Appendix College Handbook __.) Washington’s ethics law is referenced in the College Handbook in Chapter 2, 2.05, and also in the Ethics Handbook which is given to every new employee as part of their orientation. (See Appendix _ College Handbook and Ethics Handbook ___.) All college employees are expected to know where the policies are located, to read them, to understand them, and to act in a manner consistent with them. Should there be an ethics violation, the matter could be referred to the Board of Trustees by the President. <span style="font-family: 'Arial','sans-serif';"> **6.C.3** The college administrators are highly qualified and provide effective educational leadership and management. Each administrator and exempt professional employee has a position description approved by the president outlining position duties and responsibilities. Copies are given to the employee upon hire. A copy is kept in the president’s office and the Human Resources Office. ( See Appendix _ Admin /Exempt Position descriptions book.) Position descriptions are reviewed when a position becomes vacant or as needed, to determine whether the position is still vital to college operations and to ensure duties and responsibilities are commensurate with requirements. <span style="font-family: 'Arial','sans-serif';"> Administrative and exempt professional evaluations are conducted annually and a comprehensive peer review 360 evaluation is conducted on a three-year cycle, scheduled by the president’s office as described in the College Handbook, Chapter 2, 2.64. Written feedback containing performance expectations and measurable goals that align with the strategic plan is provided. The overall process is comprehensive and includes college- wide participation in addition to the immediate supervisor or manager. (See Appendix _ College Handbook_.) **6.C.4** The Office of College Relations is responsible for publicly communicating the college’s mission and goals. The Office of College Relations manages the college Web site, [|www.spscc.ctc.edu] ; designs and publishes printed and electronic materials, including Soundings magazine, college catalogs, course schedules and advertisements. Facing its first enrollment issue, in 2005 the college hired two marketing consultants, one that conducted an in-depth internal and external survey; the second that developed a long-range marketing plan. The college maintains a good relationship with local media. The College’s web presence remains an on-going challenge. A committee formed in 2008 was charged with reviewing the website design in an effort to streamline the content and make the site more user-friendly. New designs have been developed by a cross section of the college with input from the marketing consultants Parker LePla. Redesigning an updated and more student-centered web site is a strategic goal and one that is important to future enrollment. It has been a slow and cumbersome process. The South Puget Sound Community College’s Foundation was established in 1982 as a private, not-for-profit organization with a 501(c) (3) tax-exempt designation. The Foundation is governed by a Board of Directors comprised of 20 to 25 members drawn from the local community. The college President is a voting member of the Board and the Executive Committee, serves as Secretary of the Board, and is a member of the Finance Committee. The Foundation is staffed by an Executive Director, Development Manager and Confidential Secretary. The Executive Director and a Board of Trustees representative are ex-officio members. (See Appendix _ [] .) The Foundation conducts several successful fund raising activities benefiting the college’s mission and vision throughout the year. Proceeds from these activities support faculty, staff, students, and college programs. Planned giving, solicited donations, payroll deductions, and grants are part of the mix of funds generated by the Foundation. At the end of the fiscal year 2009-10, the Foundation‘s endowment funds totaled more than $ (Add capital campaign, grant charts, along with $ to faculty staff etc.). The latest capital campaign was for the new Natural Science building on campus. The Foundation publishes Soundings magazine twice a year to inform donors, alumni, and the community about the college, and is directly related to increased opportunities for college-community partnerships. Recently, the Collins Group was hired to conduct an in-depth Development Advancement Study of the College Foundation to measure seven core competencies of a sustainable fundraising program. <span style="font-family: 'Arial','sans-serif'; msospacerun: yes;"> The Foundation’s long time director retired in September 2009, and the college was fortunate to have a replacement on staff prior to that departure. <span style="font-family: 'Cambria','serif'; mso-bidi-font-family: Arial;"> <span style="font-family: 'Arial','sans-serif';"> **6.C.5** Ensure institutional decision-making process is timely. ??? **6.C.6** <span style="font-family: 'Arial','sans-serif'; msospacerun: yes;"> Cooperative work relationships? Coordination between organizational units and programs? Encourage open communication and goal attainment? Will be addressed in our survey responses? Quarterly union management meetings ensure effective working relationships. Infiltration of students throughout the college’s councils and committees ensures their stake in the college community is addressed.

**6.C.7** In early 2007, the college re-established the position of Director of Institutional Research. This position started under the direction of the Vice President for Administrative Services and is now overseen by the Vice President for Instruction. The position is responsible for research activities in support of administrative and faculty requests. Since the position was established, the Director of Institutional Research has been instrumental in the creation of assessment reports and publishing the annual college Fact Book. The Fact Book is a comprehensive record of enrollment statistics, demographics, student progress and success, financial data, and general campus information. This includes creating benchmarks for statistical data. The College Fact Book is published in hard copy for managers, and is available to all employees on the college Intranet. (See Appendix _College Fact Book [] .) More specifically critical data in response to departmental requests using the Data and Research Request Form can be expediently provided for various constituents. This includes project dashboards, surveys, program evaluations, resource book, and core measures. (See [] .) The Board of Trustees is provided with dashboard indicators that help significantly in reaching decisions. <span style="font-family: 'Arial','sans-serif';"> **6.C.8** Policies and procedures for appointing administrators and exempt, professional personnel have been adopted, are reviewed by the Board when a change of law necessitates, and are included in the Board Policy Manual. (See Appendix _Board Policy Manual _.) The College Handbook summarizes the policies and procedures, and associated criteria for retention, evaluation, promotion, and/or termination. (See Appendix, College Han dbook , Human Resources Policies and Procedures Chapter 2, 2.60 and 2.61 __.) In addition, a hiring task force was created in 2007 to address consistency in the process. Recommendations were made by the task force and adopted by the president’s staff and Human Resource office. The recommendations are posted on the president’s intranet site and are published in the Screening Committee Handbook, which is available to all staff and is published on the HR Intranet site. The College Handbook and Screening Committee Handbook are available to all employees online on the College’s Intranet site and in the college’s Human Resources office. The college follows the Washington Administrative Code and the Washington Personnel Resources Board, copies of which are available in the college library and at the Department of Personnel website, [|www.dop.wa.gov]. <span style="font-family: 'Arial','sans-serif';"> The College Handbook reflects the rules and regulations for classified employees and these are given to and reviewed by each new classified employee upon hire. All classified employees receive a copy of the WFSE collective bargaining agreement. The respective vice presidents’ are the designated appointing authority for classified staff. The chief human resources officer represents the college to the Personnel Resources Board and to the Higher Education Unit of the Department of Personnel. <span style="font-family: 'Arial','sans-serif';">

**6.C.9** Administrative and exempt professional employees are compensated on an equitable basis with comparable positions in the Washington state community and technical college system and commensurate with the job responsibility as determined by the president. The State Board for Community and Technical Colleges publishes an annual administrative salary survey of the 34 community and technical colleges. All new positions or significant changes in job responsibility are aligned with the survey data and comparable positions at other colleges in the system. (See Appendix_ [] .) <span style="font-family: 'Arial','sans-serif';"> . . what do we know? How do we know it? Check to see if this is represented in the survey. Classified salaries are set according to the Department of Personnel salary schedule (See Appendix _ WFSE Collective Bargaining Agreement and the Department of Personnel website: [] . ) <span style="font-family: 'Arial','sans-serif';"> The faculty are clearly supported in the governance of the college. Faculty are included in the college’s councils and major committees, including the College Council, Instructional Council, and the Academic Standards Council. The expertise faculty bring to Instructional Council in particular is of primary importance. The knowledge directly benefits the policies regarding instructional and curricular programs. Members of the faculty served on the presidential search committee. They participated in the college’s most recent strategic planning process, including the two-day retreat, and multiple feedback forums. They are involved in all aspects of college planning, budgeting and policy development. Faculty participate in capital building planning, most especially in their area of education. Faculty are involved in serving on the committees that determine the Exceptional Faculty Awards, Faculty Sabbatical Leave, and Professional Improvement Credit and Summer Extended Studies. <span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.D Faculty Role in Governance ** <span style="font-family: 'Arial','sans-serif';">

<span style="font-family: 'Calibri','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.E Student Role in Governance **<span style="font-family: 'Arial','sans-serif';">

Students enrolled at the college automatically become members of the Associated Student Body (ASB). The ASB Student Senate is governed by its Constitution and Bylaws, and the Student Rights and Responsib8ility Code. (See Appendix ___. ) <span style="font-family: 'Arial','sans-serif';"> Student Service and Activity fees are allocated by the S&A Financial Code. (See Appendix ___.) <span style="font-family: 'Arial','sans-serif';"> Student Senate consists of the Associated Student Body President, Vice Presidents for Administration and Finance, Vice President for Clubs and Organizations, Senator for Legislative Affairs, Senator for Public Relations, Senator for Diversity and Equity Affairs, and Senator for Administrative Affairs. The Senate sets policy at the student level. A selection committee hires the Student Senate in the spring to serve the following year. Senate members also serve on the Budget Committee to determine how S&A funds will be disbursed to support various student organizations. The ASB President is the liaison between the students and the Board of Trustees, and has time on each board agenda to report on student activities. Student Senate meetings are open to the public, who can request to be on the agenda. Minutes, meeting times, and location are posted on the public posting board for the Student Senate, on the Student life, Student Senate link of the college web site and are distributed to the Presidents staff. Senate members maintain office hours and have phone extensions and e-mail addresses for easy access by students, faculty or staff. <span style="font-family: 'Arial','sans-serif';"> Students are appointed one-year terms by the ASB President to serve on a variety of college councils committees so the student perspective is fully represented in policy-making and planning activities. Examples are College Council, Accreditation, and Instructional Council. Students strong influence courses and programs offer at the college). In 2007, Town Hall meetings were implemented to provide an open forum for students to dialogue with the college President and his staff. The President and his staff meet quarterly with the Student Senate in order to maintain strong communication. <span style="font-family: 'Arial','sans-serif';">

The Affirmative Action Plan is published every three years, and includes any updates that have occurred. The plan is approved by the Department of Personnel and the Governor’s Affirmative Action Policy committee (GAAPCom). Copies are available in the Human Resources and President’s Offices. ( See College Handbook, chp. 2.01, p.23; Appendix _.) The Affirmative Action Plan timeline is updated every two years and sent to the Governor’s Affirmative Action Policy Committee, which approves the plans. The last one approved for the college was the 2005 plan. The Affirmative Action Plans have been presented to the Board of Trustees as informative reports only, with no Board action required. No report took place in 2007, while the current processes are undergoing changes at the state level. The plan includes review and revisions that address the college’s goals regarding recruitment, hiring, training, promoting and improving opportunities for employees. It also includes a nondiscrimination policy and statement. The nondiscrimination statements can be found in both the faculty and classified staff bargaining agreements, on the college web site, all college job announcements, in all college printed materials, and physically in the college’s Disability Support Services Office, Hawk’s Prairie campus front desk and every building on the Olympia campus. (Perhaps a box or graphic with statement : I have this template from our schedules/boilerplates)   <span style="font-family: 'Arial','sans-serif';"> Entire statement online : []  <span style="font-family: 'Arial','sans-serif';"> Evidence of reaffirmation of affirmative action commitment by board? ( getting this from Diana)  <span style="font-family: 'Arial','sans-serif';"> Diversity activities: Diversity & Equity Advisory Committee; Commitment to Diversity in Handbook (1.07); also, Diversity and Equity Center. Staffing: Director of Diversity and Equity: Eileen Yoshina (also part of Bias-Motivated Incident Response Team (BIRT)). Also maintains education and outreach programs to combat bias and hate on campus. <span style="font-family: 'Arial','sans-serif';"> Reporting to Board of Trustees? ( still checking on this)  <span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">Policy **<span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.1 Affirmative Action and Nondiscrimination **<span style="font-family: 'Arial','sans-serif';">

The faculty bargaining agreement, “Agreement by and between the Board of Trustees of South Puget Sound Community College and the Community College District No. XXIV (Federation of Teachers Local Number 4603, AFT/AFL-CIO), includes full- and part-time faculty, specially contracted faculty members, and community service faculty members. (See Appendix _.) The classified staff is covered under the “Collective Bargaining Agreement” by and between the State of Washington and the Washington Federation of State Employees, AFL-CIO”. Agreement for 07-09 by and between the State of Washington And Washing Federation of State Employees – Higher Education Agreement for 2009-2011. (See Appendix _.) Both agreements encourage a positive and fair campus environment by addressing issues important to staff, such as rights and responsibilities, due process, grievance procedures, benefits. <span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.2 Collective Bargaining **<span style="font-family: 'Arial','sans-serif';">

<span style="font-family: 'Calibri','sans-serif'; font-size: 11pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-family: 'Times New Roman'; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US;"> > Diversity has seen much growth (both on college campus and within college’s structure since 2000 study). > > **Challenges**: > Marketing Plan ; Availability of standardized marketing and communication materials > > > > > <span style="font-family: 'Calibri','sans-serif';"> <span style="font-family: 'Calibri','sans-serif'; font-size: 11pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US;"> Required Documentation <span style="font-family: 'Arial','sans-serif';"> · Board and committee membership with a brief background statement on each board member, including terms of office and compensation, if any for board service. Indicate which board members, if any, are employees of the institution. <span style="font-family: 'Arial','sans-serif';"> · Organization charts or tables, both administrative and academic, including names of office holders with a notation of any changes since the last accreditation visit. <span style="font-family: 'Arial','sans-serif';">
 * Strengths: **<span style="font-family: 'Arial','sans-serif';">
 * Newly revised Governance Model approved by Board in 1/2009 will provide the college with a more clearly defined system of governance.
 * The policies are clearly defined and widely available to the campus community. <span style="color: windowtext; font-family: 'Arial','sans-serif';">
 * Process assessment and improvements are identified and addressed globally with the appointment of committees, task forces, or consultants to review current practice to identify problem areas or inconstancies.
 * The Board of Trustees and the College Foundation are fully engaged in the setting policy and shepherding the vitality of the college and its place in the community.
 * The President is a visible and supported leader who is strengthening the shared governance model as well as internal and external relationships. <span style="font-family: 'Arial','sans-serif';">
 * The College Council role needs more definition and positioning as part of the governance process.
 * The committees and councils need clearly defined purposes and relationship to work of college and reporting to College Council. Despite the review of the numerous committees in 2008, there are still committees and councils who do not meet regularly, produce outcomes, or report to or through the College Council.
 * Economic times/college budget?
 * A better system of documenting when new activities/policies/etc. is affirmed/reaffirmed by Board, et al.
 * Web page: design, technology, trends, consistency of information <span style="font-family: 'Arial','sans-serif';">
 * Clearly define reporting structures; push “authority” and decision making down to the lowest possible level; there is a feeling of responsibility with little or no authority
 * 2000 survey revealed that staff had concerns specific to the manner in which procedures for evaluation and promotions are followed – the new survey may or may not reveal different results
 * The organization is ripe for formal process improvement that will assist the college in evaluating, streamlining and performing essential work functions
 * The college might consider having a management representative on the classified staff collective bargaining negotiation team.
 * Because the transient nature of student representation in the college’s council and committees, which is the main source of student perspective, do not foster effective participation in part of the student. Without proper information and consistency from all committees to update new and incoming student representatives, some student representatives feel that instead of not being heard in these committees’, they have nothing to offer, which defeats the sole purpose of their presence and role in governance. <span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Arial','sans-serif';">Note: **
 * <span style="font-family: 'Arial','sans-serif';">Standard 6 will be conducting a college wide survey beginning the week of October 19. The results of this survey will be compared to the survey conducted in the 2000 accreditation process.
 * <span style="font-family: 'Arial','sans-serif';">Standard 6 continues to work on the organization chart that requires documentation of staff and position transitions
 * <span style="font-family: 'Calibri','sans-serif';">Appendix ** <span style="font-family: 'Arial','sans-serif';">

Required Exhibits <span style="font-family: 'Arial','sans-serif';"> · Articles of incorporation and bylaws <span style="font-family: 'Arial','sans-serif';"> · Board policy manual, together with the agenda and minutes of the last three years of meetings <span style="font-family: 'Arial','sans-serif';"> · Administrative policy manuals <span style="font-family: 'Arial','sans-serif';"> · Administrative position descriptions <span style="font-family: 'Arial','sans-serif';"> · Staff Handbook <span style="font-family: 'Arial','sans-serif';"> · Salary data (including ranges, if applicable) and benefits for administration and staff <span style="font-family: 'Arial','sans-serif';"> · Collective bargaining agreements <span style="font-family: 'Arial','sans-serif';"> · Constitution or bylaws of faculty and staff organizations, with minutes of meetings for last three years <span style="font-family: 'Arial','sans-serif';"> · List of currently active committees and task forces with names and on-campus phone numbers of committee or task force chairs <span style="font-family: 'Arial','sans-serif';">

Suggested Materials <span style="font-family: 'Arial','sans-serif';"> · Reports to constituencies, including the public <span style="font-family: 'Arial','sans-serif';"> · Charter or constitution of student association <span style="font-family: 'Arial','sans-serif';">

Other Documents and Information (if applicable) <span style="font-family: 'Arial','sans-serif';"> · Chart showing schedule of Board of Trustees (for reviewing policies, procedures, self-evaluation, etc.
 * <span style="font-family: 'Calibri','sans-serif'; font-size: 14pt; line-height: 115%;">Governance and Administration ** <span style="font-family: 'Arial','sans-serif';">


 * <span style="font-family: 'Calibri','sans-serif';">Governance and Administration **<span style="font-family: 'Arial','sans-serif';">


 * <span style="font-family: 'Calibri','sans-serif';">Introduction **<span style="font-family: 'Arial','sans-serif';">

The College has sustained a period of growth in programs, services, and infrastructure over the past ten years. In 2006, the Board of Trustees appointed a new president following the retirement after more than 26 years by the college’s only other president. Since the new appointment, the Board of Trustees has taken a leadership role in strengthening the college’s presence and success in the community. <span style="font-family: 'Arial','sans-serif';">

<span style="font-family: 'Arial','sans-serif';"> **6.A.1** The community college system is defined in state statute. The Board of Trustees’ Policy Manual describes the college’s governance system. In January of 2009, the Board adopted a new governance model that more clearly aligns the process of decision making within the organization. (See Appendix ) and college handbook (chp ). Clear descriptions of authority and responsibility throughout college structure are set out in the Board’s By-Laws. (See Appendix _.) <span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.A Governance System ** <span style="font-family: 'Arial','sans-serif';">

**6.A.2** Roles and responsibilities of the trustees, are detailed in RCW 28B.50.140 and in the Community and Technical Colleges Policies and Procedures Manual. Under RCW 28B.10.528, the Board reserves authority to organize, administer and conduct their business, including establishing the college mission, goal and objectives statements, developing the strategic plan, advocating for the college with the general public and other levels of governments, establishing the college’s legislative action program, and evaluating institutional, presidential, and board performance. (See Board of Trustees Policy Manual, chp. 2, p. 1, College Handbook, chp. __). There are agreements by and between the trustees and Community College District XXIV, Federation of Teachers local #4603AFT/AFL-CIO; the basic agreement between the college and the Washington Federation of State Employees, AFL/CIO (classified staff); and the Constitution of the Associated Students of South Puget Sound Community College (ASSPSCC). (See Appendix _). The Board of Trustees is responsible to the public and is legally vested with final decision making in all matters related to the college’s policies, budget and programming. The Board delegates authority to the President for the college’s daily operations, for carrying out its policies, and for ensuring that administrators, faculty, staff and students understand their respective roles. Essentially, the Board review management of the college on an exception basis and has yet to be surprised by issues not discussed previously with the President. <span style="font-family: 'Arial','sans-serif';">

**6.A.3** Board meetings are open except during designated executive sessions as set out in the Board Policy Manual (Chp. 2, pg __. ) A cross section of college constituencies are represented at board meetings and College stakeholders are encouraged to attend board meetings. The by-laws establish a standard format to the meetings. Board of Trustees study sessions held during the regular meetings provide opportunities for in depth dialog around and analysis of college programs, activities, and emerging issues. The President invites input from faculty and staff so that the Board has a robust body of information on which to base its decisions, as well as to promote shared governance. <span style="font-family: 'Arial','sans-serif';"> The Board of Trustees participated in the discussion and approval of the College Council restructure. Now, College Council members represent a cross section of the college community, including faculty and staff unions. Most policy and budget matters are reviewed by the council and recommendations to the President follow. The model provides a framework that more clearly defines the college’s shared governance system, and includes review of and the college’s ongoing committees and councils which perform a variety of functions for the college. This new model allows the college to more fully develop authority, responsibility and relationships among and between the Board of Trustees, administrators, faculty and staff. In an effort to respond to the current economic crisis, the College Council played an integral role in reviewing budget reduction scenarios for the 2009-2010 fiscal year, and by making difficult recommendations to the President. The process was inclusive and transparent. (See Governance Model, Appendix _) Placeholder for SPSCC org chart <span style="background: yellow; font-family: 'Arial','sans-serif'; mso-highlight: yellow;"> <span style="font-family: 'Arial','sans-serif';"> **6.A.4** SPSCC is not a multi-unit governance unit. <span style="font-family: 'Arial','sans-serif';">


 * <span style="font-family: 'Calibri','sans-serif';">6.B Governing Board **<span style="font-family: 'Arial','sans-serif';">

(Table of Board members, their terms, profession, committees, ?) <span style="font-family: 'Arial','sans-serif';">

**6.B.1** Five trustees are appointed by the Governor of Washington for staggered 5-year terms. The Governor considers geographic, ethnic, socioeconomic, and gender diversity, and selects from the local communities served by the college. The Chair and Vice Chair are elected annually for a term beginning in July. The President, an ex-officio member, is delegated authority by the trustees to employ administrators, faculty, and staff, and to conduct the daily operations of the college. The President serves as the Secretary of the Board. <span style="font-family: 'Arial','sans-serif';">

**6.B.2** The trustees do not have authority to act individually, but must govern the college as a body representing the people. Decisions are made by the vote of the majority of the members (at least three) when a quorum is present. (Sec. 5, Art 1 of Board Policy Manual.) The Board strives for consensus and participants in an elaborate communicative process. <span style="font-family: 'Arial','sans-serif';"> **6.B.3** RCW 28B.140 Community and Technical Colleges (see Appendix __. ) defines the authority, responsibility, and duty of the Board of Trustees to organize, administer, and conduct the business of the college. The policy manual provides specific descriptions of the Board’s powers, duties, officers, organization, and elections of officers, committees, meetings, and procedures. **6.B.4** In perhaps its singular most important role in the past ten years, the Board of Trustees hired Dr. Gerald Pumphrey in August, 2006, following an extensive presidential search process. Approximately 50 applicants were reviewed by a representative council. College stakeholders were invited to open forums during which they could pose questions of the narrowed candidate pool. The process demonstrated the intent of shared governance. Dr. Pumphrey followed a president who served the college for more than 26 years. The president administers the college as defined in the chief administrative officer position description (see Appendix _), and as delegated by the Board of Trustees. The employment contract of the President requires an annual evaluation by the Board of Trustees in the spring of each academic year, followed by consideration of the extension of the contract or notification of nonrenewal. The President’s has a 3-year contract, renewable annually. The evaluation instrument was customized to fit the college’s specific needs around 2002. The evaluation includes review of the President’s annual goals and professional development improvement plan. Each trustee as well as the president completes an independent review and together they evaluate performance. The evaluation and plan becomes part of the Presidents personnel file. (See Appendix ___ for evaluation instrument.) <span style="font-family: 'Arial','sans-serif';"> **6.B.5** The Board of Trustees regularly reviews and approves the college’s mission, values and strategic plan. In 2007, the Board actively oversaw a visioning process and in 2008 adopted a new mission statement and strategic plan for the college, including a board liaison to the strategic planning group. The facilitated process included more than 60 committee participants drawn from across the college community. The process benefitted from survey results, community forums, and student input. The Board also approves all major academic, professional, and technical programs, degrees, and certificates. (See Board Policy Manual, Appendix ___. ) <span style="font-family: 'Arial','sans-serif';"> **6.B.6** In the past, the Board held occasional annual retreats. More recently the retreats have been held annually. In 2009, the Board began discussions about the validity of holding retreats twice a year. The agenda typically focuses on board development, understanding and clarifying trustee roles and responsibilities, the relationship of the Board to the President, ethics, strategic planning, professional development, formal self-assessment, and developing an annual activities program. The Board self-evaluates on an annual basis using an instrument that addresses 25 points. The evaluation is an iterative process based on the emerging issues of the board over the past year. (See Board Evaluation instrument, Appendix __.) <span style="font-family: 'Arial','sans-serif';"> **6.B.7** The President is delegated authority for the efficiency and effectiveness of the College, and is responsible for the supporting structure. (See College Handbook, chp., Appendix __ ). One of the first major organizational changes made upon the new president’s arrival was the restructure of the academic deans. Divisions were combined and fewer dean positions were required. (See new structure, Appendix ___.) The President made an additional major staffing change when he reallocated the of Vice from President of Human Resources position to Human Resources Chief. It is his intention to implement process improvement initiatives to improve the functionality of the college operations and to ensure staff are able to deliver high quality services. <span style="font-family: 'Arial','sans-serif';"> **6.B.8** <span style="font-family: 'Arial','sans-serif';"> The Board of Trustees annually reviews and approves the operating budget and long range financial plan. The Board holds entrance and exit meetings with auditors to ensure fiscal integrity. SPSCC is one of only eight state agencies (check this number with D. Kohler) that have never had a management letter from the Governor. The college employs conservative fiscal management which proved valuable during budget reductions. <span style="font-family: 'Arial','sans-serif';">

**6.B.9** <span style="font-family: 'Arial','sans-serif';"> The Board of Trustees is knowledgeable of SPSCC’s accreditation status and is involved in the accreditation process. Following several comments from the President at various board meetings, the Board of Trustees received briefings and presentations from the 2010 Accreditation Committee Chairs that provided them significant information about each standard. (See Board Minutes, ___). Several accreditation committees were assigned a board liaison, which provide valuable in information broader perspectives. The Board is intimately aware of the findings from the 2000 accreditation review, and have been apprised of the continued progress and success at fulfilling the expectations to bring the college in line with expectations. <span style="font-family: 'Calibri','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.C Leadership and Management **<span style="font-family: 'Arial','sans-serif';">

**6.C.1** The position of President, held by Dr. Gerald Pumphrey, is fulltime with no other employment commitment. The President represents the college at many community gatherings, is a member of multiple community organizations, and participates in professional organizations relating to the Washington community and technical college system. He ably represents the college to the state board, the college system, and the legislature. <span style="font-family: 'Arial','sans-serif';"> **6.C.2** The College publishes district personnel practices and standards that meet the requirements of WAC 131-16-070 and WAC 131-16-094. ( See Appendix _ ; [] ; and [] .) The duties, responsibilities and ethical conduct requirements are clearly defined and published in the Board Policy Manual Chapter 3, Personnel Policies ( see Appendix Board Policy Manual ___ ), and are further defined in the College Handbook Chapter 2, Human Resource Policies and Procedures. (See Appendix College Handbook __.) Washington’s ethics law is referenced in the College Handbook in Chapter 2, 2.05, and also in the Ethics Handbook which is given to every new employee as part of their orientation. (See Appendix _ College Handbook and Ethics Handbook ___.) All college employees are expected to know where the policies are located, to read them, to understand them, and to act in a manner consistent with them. Should there be an ethics violation, the matter could be referred to the Board of Trustees by the President. <span style="font-family: 'Arial','sans-serif';"> **6.C.3** The college administrators are highly qualified and provide effective educational leadership and management. Each administrator and exempt professional employee has a position description approved by the president outlining position duties and responsibilities. Copies are given to the employee upon hire. A copy is kept in the president’s office and the Human Resources Office. ( See Appendix _ Admin /Exempt Position descriptions book.) Position descriptions are reviewed when a position becomes vacant or as needed, to determine whether the position is still vital to college operations and to ensure duties and responsibilities are commensurate with requirements. <span style="font-family: 'Arial','sans-serif';"> Administrative and exempt professional evaluations are conducted annually and a comprehensive peer review 360 evaluation is conducted on a three-year cycle, scheduled by the president’s office as described in the College Handbook, Chapter 2, 2.64. Written feedback containing performance expectations and measurable goals that align with the strategic plan is provided. The overall process is comprehensive and includes college- wide participation in addition to the immediate supervisor or manager. (See Appendix _ College Handbook_.) **6.C.4** The Office of College Relations is responsible for publicly communicating the college’s mission and goals. The Office of College Relations manages the college Web site, [|www.spscc.ctc.edu] ; designs and publishes printed and electronic materials, including Soundings magazine, college catalogs, course schedules and advertisements. Facing its first enrollment issue, in 2005 the college hired two marketing consultants, one that conducted an in-depth internal and external survey; the second that developed a long-range marketing plan. The college maintains a good relationship with local media. The College’s web presence remains an on-going challenge. A committee formed in 2008 was charged with reviewing the website design in an effort to streamline the content and make the site more user-friendly. New designs have been developed by a cross section of the college with input from the marketing consultants Parker LePla. Redesigning an updated and more student-centered web site is a strategic goal and one that is important to future enrollment. It has been a slow and cumbersome process. The South Puget Sound Community College’s Foundation was established in 1982 as a private, not-for-profit organization with a 501(c) (3) tax-exempt designation. The Foundation is governed by a Board of Directors comprised of 20 to 25 members drawn from the local community. The college President is a voting member of the Board and the Executive Committee, serves as Secretary of the Board, and is a member of the Finance Committee. The Foundation is staffed by an Executive Director, Development Manager and Confidential Secretary. The Executive Director and a Board of Trustees representative are ex-officio members. (See Appendix _ [] .) The Foundation conducts several successful fund raising activities benefiting the college’s mission and vision throughout the year. Proceeds from these activities support faculty, staff, students, and college programs. Planned giving, solicited donations, payroll deductions, and grants are part of the mix of funds generated by the Foundation. At the end of the fiscal year 2009-10, the Foundation‘s endowment funds totaled more than $ (Add capital campaign, grant charts, along with $ to faculty staff etc.). The latest capital campaign was for the new Natural Science building on campus. The Foundation publishes Soundings magazine twice a year to inform donors, alumni, and the community about the college, and is directly related to increased opportunities for college-community partnerships. Recently, the Collins Group was hired to conduct an in-depth Development Advancement Study of the College Foundation to measure seven core competencies of a sustainable fundraising program. <span style="font-family: 'Arial','sans-serif'; msospacerun: yes;"> The Foundation’s long time director retired in September 2009, and the college was fortunate to have a replacement on staff prior to that departure. <span style="font-family: 'Cambria','serif'; mso-bidi-font-family: Arial;"> <span style="font-family: 'Arial','sans-serif';"> **6.C.5** Ensure institutional decision-making process is timely. ??? **6.C.6** <span style="font-family: 'Arial','sans-serif'; msospacerun: yes;"> Cooperative work relationships? Coordination between organizational units and programs? Encourage open communication and goal attainment? Will be addressed in our survey responses? Quarterly union management meetings ensure effective working relationships. Infiltration of students throughout the college’s councils and committees ensures their stake in the college community is addressed.

**6.C.7** In early 2007, the college re-established the position of Director of Institutional Research. This position started under the direction of the Vice President for Administrative Services and is now overseen by the Vice President for Instruction. The position is responsible for research activities in support of administrative and faculty requests. Since the position was established, the Director of Institutional Research has been instrumental in the creation of assessment reports and publishing the annual college Fact Book. The Fact Book is a comprehensive record of enrollment statistics, demographics, student progress and success, financial data, and general campus information. This includes creating benchmarks for statistical data. The College Fact Book is published in hard copy for managers, and is available to all employees on the college Intranet. (See Appendix _College Fact Book [] .) More specifically critical data in response to departmental requests using the Data and Research Request Form can be expediently provided for various constituents. This includes project dashboards, surveys, program evaluations, resource book, and core measures. (See [] .) The Board of Trustees is provided with dashboard indicators that help significantly in reaching decisions. <span style="font-family: 'Arial','sans-serif';"> **6.C.8** Policies and procedures for appointing administrators and exempt, professional personnel have been adopted, are reviewed by the Board when a change of law necessitates, and are included in the Board Policy Manual. (See Appendix _Board Policy Manual _.) The College Handbook summarizes the policies and procedures, and associated criteria for retention, evaluation, promotion, and/or termination. (See Appendix, College Han dbook , Human Resources Policies and Procedures Chapter 2, 2.60 and 2.61 __.) In addition, a hiring task force was created in 2007 to address consistency in the process. Recommendations were made by the task force and adopted by the president’s staff and Human Resource office. The recommendations are posted on the president’s intranet site and are published in the Screening Committee Handbook, which is available to all staff and is published on the HR Intranet site. The College Handbook and Screening Committee Handbook are available to all employees online on the College’s Intranet site and in the college’s Human Resources office. The college follows the Washington Administrative Code and the Washington Personnel Resources Board, copies of which are available in the college library and at the Department of Personnel website, [|www.dop.wa.gov]. <span style="font-family: 'Arial','sans-serif';"> The College Handbook reflects the rules and regulations for classified employees and these are given to and reviewed by each new classified employee upon hire. All classified employees receive a copy of the WFSE collective bargaining agreement. The respective vice presidents’ are the designated appointing authority for classified staff. The chief human resources officer represents the college to the Personnel Resources Board and to the Higher Education Unit of the Department of Personnel. <span style="font-family: 'Arial','sans-serif';">

**6.C.9** Administrative and exempt professional employees are compensated on an equitable basis with comparable positions in the Washington state community and technical college system and commensurate with the job responsibility as determined by the president. The State Board for Community and Technical Colleges publishes an annual administrative salary survey of the 34 community and technical colleges. All new positions or significant changes in job responsibility are aligned with the survey data and comparable positions at other colleges in the system. (See Appendix_ [] .) <span style="font-family: 'Arial','sans-serif';"> . . what do we know? How do we know it? Check to see if this is represented in the survey. Classified salaries are set according to the Department of Personnel salary schedule (See Appendix _ WFSE Collective Bargaining Agreement and the Department of Personnel website: [] . ) <span style="font-family: 'Arial','sans-serif';"> The faculty are clearly supported in the governance of the college. Faculty are included in the college’s councils and major committees, including the College Council, Instructional Council, and the Academic Standards Council. The expertise faculty bring to Instructional Council in particular is of primary importance. The knowledge directly benefits the policies regarding instructional and curricular programs. Members of the faculty served on the presidential search committee. They participated in the college’s most recent strategic planning process, including the two-day retreat, and multiple feedback forums. They are involved in all aspects of college planning, budgeting and policy development. Faculty participate in capital building planning, most especially in their area of education. Faculty are involved in serving on the committees that determine the Exceptional Faculty Awards, Faculty Sabbatical Leave, and Professional Improvement Credit and Summer Extended Studies. <span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.D Faculty Role in Governance ** <span style="font-family: 'Arial','sans-serif';">

<span style="font-family: 'Calibri','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.E Student Role in Governance **<span style="font-family: 'Arial','sans-serif';">

Students enrolled at the college automatically become members of the Associated Student Body (ASB). The ASB Student Senate is governed by its Constitution and Bylaws, and the Student Rights and Responsib8ility Code. (See Appendix ___. ) <span style="font-family: 'Arial','sans-serif';"> Student Service and Activity fees are allocated by the S&A Financial Code. (See Appendix ___.) <span style="font-family: 'Arial','sans-serif';"> Student Senate consists of the Associated Student Body President, Vice Presidents for Administration and Finance, Vice President for Clubs and Organizations, Senator for Legislative Affairs, Senator for Public Relations, Senator for Diversity and Equity Affairs, and Senator for Administrative Affairs. The Senate sets policy at the student level. A selection committee hires the Student Senate in the spring to serve the following year. Senate members also serve on the Budget Committee to determine how S&A funds will be disbursed to support various student organizations. The ASB President is the liaison between the students and the Board of Trustees, and has time on each board agenda to report on student activities. Student Senate meetings are open to the public, who can request to be on the agenda. Minutes, meeting times, and location are posted on the public posting board for the Student Senate, on the Student life, Student Senate link of the college web site and are distributed to the Presidents staff. Senate members maintain office hours and have phone extensions and e-mail addresses for easy access by students, faculty or staff. <span style="font-family: 'Arial','sans-serif';"> Students are appointed one-year terms by the ASB President to serve on a variety of college councils committees so the student perspective is fully represented in policy-making and planning activities. Examples are College Council, Accreditation, and Instructional Council. Students strong influence courses and programs offer at the college). In 2007, Town Hall meetings were implemented to provide an open forum for students to dialogue with the college President and his staff. The President and his staff meet quarterly with the Student Senate in order to maintain strong communication. <span style="font-family: 'Arial','sans-serif';">

The Affirmative Action Plan is published every three years, and includes any updates that have occurred. The plan is approved by the Department of Personnel and the Governor’s Affirmative Action Policy committee (GAAPCom). Copies are available in the Human Resources and President’s Offices. ( See College Handbook, chp. 2.01, p.23; Appendix _.) The Affirmative Action Plan timeline is updated every two years and sent to the Governor’s Affirmative Action Policy Committee, which approves the plans. The last one approved for the college was the 2005 plan. The Affirmative Action Plans have been presented to the Board of Trustees as informative reports only, with no Board action required. No report took place in 2007, while the current processes are undergoing changes at the state level. The plan includes review and revisions that address the college’s goals regarding recruitment, hiring, training, promoting and improving opportunities for employees. It also includes a nondiscrimination policy and statement. The nondiscrimination statements can be found in both the faculty and classified staff bargaining agreements, on the college web site, all college job announcements, in all college printed materials, and physically in the college’s Disability Support Services Office, Hawk’s Prairie campus front desk and every building on the Olympia campus. (Perhaps a box or graphic with statement : I have this template from our schedules/boilerplates)   <span style="font-family: 'Arial','sans-serif';"> Entire statement online : []  <span style="font-family: 'Arial','sans-serif';"> Evidence of reaffirmation of affirmative action commitment by board? ( getting this from Diana)  <span style="font-family: 'Arial','sans-serif';"> Diversity activities: Diversity & Equity Advisory Committee; Commitment to Diversity in Handbook (1.07); also, Diversity and Equity Center. Staffing: Director of Diversity and Equity: Eileen Yoshina (also part of Bias-Motivated Incident Response Team (BIRT)). Also maintains education and outreach programs to combat bias and hate on campus. <span style="font-family: 'Arial','sans-serif';"> Reporting to Board of Trustees? ( still checking on this)  <span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">Policy **<span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.1 Affirmative Action and Nondiscrimination **<span style="font-family: 'Arial','sans-serif';">

The faculty bargaining agreement, “Agreement by and between the Board of Trustees of South Puget Sound Community College and the Community College District No. XXIV (Federation of Teachers Local Number 4603, AFT/AFL-CIO), includes full- and part-time faculty, specially contracted faculty members, and community service faculty members. (See Appendix _.) The classified staff is covered under the “Collective Bargaining Agreement” by and between the State of Washington and the Washington Federation of State Employees, AFL-CIO”. Agreement for 07-09 by and between the State of Washington And Washing Federation of State Employees – Higher Education Agreement for 2009-2011. (See Appendix _.) Both agreements encourage a positive and fair campus environment by addressing issues important to staff, such as rights and responsibilities, due process, grievance procedures, benefits. <span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Calibri','sans-serif';">6.2 Collective Bargaining **<span style="font-family: 'Arial','sans-serif';">

<span style="font-family: 'Calibri','sans-serif'; font-size: 11pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-family: 'Times New Roman'; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US;"> > Diversity has seen much growth (both on college campus and within college’s structure since 2000 study). > > **Challenges**: > Marketing Plan ; Availability of standardized marketing and communication materials > > > > > <span style="font-family: 'Calibri','sans-serif';"> <span style="font-family: 'Calibri','sans-serif'; font-size: 11pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US;"> Required Documentation <span style="font-family: 'Arial','sans-serif';"> · Board and committee membership with a brief background statement on each board member, including terms of office and compensation, if any for board service. Indicate which board members, if any, are employees of the institution. <span style="font-family: 'Arial','sans-serif';"> · Organization charts or tables, both administrative and academic, including names of office holders with a notation of any changes since the last accreditation visit. <span style="font-family: 'Arial','sans-serif';">
 * Strengths: **<span style="font-family: 'Arial','sans-serif';">
 * Newly revised Governance Model approved by Board in 1/2009 will provide the college with a more clearly defined system of governance.
 * The policies are clearly defined and widely available to the campus community. <span style="color: windowtext; font-family: 'Arial','sans-serif';">
 * Process assessment and improvements are identified and addressed globally with the appointment of committees, task forces, or consultants to review current practice to identify problem areas or inconstancies.
 * The Board of Trustees and the College Foundation are fully engaged in the setting policy and shepherding the vitality of the college and its place in the community.
 * The President is a visible and supported leader who is strengthening the shared governance model as well as internal and external relationships. <span style="font-family: 'Arial','sans-serif';">
 * The College Council role needs more definition and positioning as part of the governance process.
 * The committees and councils need clearly defined purposes and relationship to work of college and reporting to College Council. Despite the review of the numerous committees in 2008, there are still committees and councils who do not meet regularly, produce outcomes, or report to or through the College Council.
 * Economic times/college budget?
 * A better system of documenting when new activities/policies/etc. is affirmed/reaffirmed by Board, et al.
 * Web page: design, technology, trends, consistency of information <span style="font-family: 'Arial','sans-serif';">
 * Clearly define reporting structures; push “authority” and decision making down to the lowest possible level; there is a feeling of responsibility with little or no authority
 * 2000 survey revealed that staff had concerns specific to the manner in which procedures for evaluation and promotions are followed – the new survey may or may not reveal different results
 * The organization is ripe for formal process improvement that will assist the college in evaluating, streamlining and performing essential work functions
 * The college might consider having a management representative on the classified staff collective bargaining negotiation team.
 * Because the transient nature of student representation in the college’s council and committees, which is the main source of student perspective, do not foster effective participation in part of the student. Without proper information and consistency from all committees to update new and incoming student representatives, some student representatives feel that instead of not being heard in these committees’, they have nothing to offer, which defeats the sole purpose of their presence and role in governance. <span style="font-family: 'Arial','sans-serif';">
 * <span style="font-family: 'Arial','sans-serif';">Note: **
 * <span style="font-family: 'Arial','sans-serif';">Standard 6 will be conducting a college wide survey beginning the week of October 19. The results of this survey will be compared to the survey conducted in the 2000 accreditation process.
 * <span style="font-family: 'Arial','sans-serif';">Standard 6 continues to work on the organization chart that requires documentation of staff and position transitions
 * <span style="font-family: 'Calibri','sans-serif';">Appendix ** <span style="font-family: 'Arial','sans-serif';">

Required Exhibits <span style="font-family: 'Arial','sans-serif';"> · Articles of incorporation and bylaws <span style="font-family: 'Arial','sans-serif';"> · Board policy manual, together with the agenda and minutes of the last three years of meetings <span style="font-family: 'Arial','sans-serif';"> · Administrative policy manuals <span style="font-family: 'Arial','sans-serif';"> · Administrative position descriptions <span style="font-family: 'Arial','sans-serif';"> · Staff Handbook <span style="font-family: 'Arial','sans-serif';"> · Salary data (including ranges, if applicable) and benefits for administration and staff <span style="font-family: 'Arial','sans-serif';"> · Collective bargaining agreements <span style="font-family: 'Arial','sans-serif';"> · Constitution or bylaws of faculty and staff organizations, with minutes of meetings for last three years <span style="font-family: 'Arial','sans-serif';"> · List of currently active committees and task forces with names and on-campus phone numbers of committee or task force chairs <span style="font-family: 'Arial','sans-serif';">

Suggested Materials <span style="font-family: 'Arial','sans-serif';"> · Reports to constituencies, including the public <span style="font-family: 'Arial','sans-serif';"> · Charter or constitution of student association <span style="font-family: 'Arial','sans-serif';">

Other Documents and Information (if applicable) <span style="font-family: 'Arial','sans-serif';"> · Chart showing schedule of Board of Trustees (for reviewing policies, procedures, self-evaluation, etc.