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Presidential Priorities - Academic Year 2011–2012 (REVISED 6/30/12)

In October of 2010, I shared my first set of presidential priorities with the College community to provide a roadmap for the activities and initiatives of this office. As will become custom for me, I have identified a set of priorities for the next year and am sharing them with the Board of Trustees and the College community. To be clear, the intent is to ensure an understanding of how my interactions with others have influenced the direction of my work for the upcoming year, identify key actions, and ensure accountability by providing an update to the College community at least twice over the next year.

To that end, my priorities for the next year are described below, and I came to this listing of priorities based upon information that I gathered from many important sources:

  • Report of the Presidential Transition Advisory Committee;
  • interviews with the Board of Trustees;
  • discussions from the multiple campus forums that have included students, faculty and staff;
  • personal interactions and discussions with other internal and external College stakeholders;
  • Middle States accreditation requirements;
  • departmental review processes conducted during the last academic year;
  • results of the Employee Engagement Survey;
  • pertinent College data; and
  • other current critical trends and issues affecting community colleges and higher education. 

 

 

Select a priority for additional details and status updates.

 

 Priority 1   Priority 2    Priority 3    Priority 4 

 


 

From President Pollard

 

My priorities for the 2011–2012 academic year are described below, and I came to this listing of priorities based upon information that I gathered from many important sources:

  • report of the Presidential Transition Advisory Committee;
  • interviews with the Board of Trustees;
  • discussions from the multiple campus forums that have included students, faculty, and staff;
  • personal interactions and discussions with other internal and external College stakeholders;
  • Middle States accreditation requirements;
  • departmental review processes conducted during the last academic year;
  • results of the Employee Engagement Survey;
  • pertinent College data; and
  • other current critical trends and issues affecting community colleges and higher education.

 

 


 

 Priority 1: CRAFTING THE COMMON STUDENT EXPERIENCE WITH COMPLETION IN MIND
Priority Details
Direct Leadership Coordination
Status Updates
  • a.  Engage in ongoing opportunities with students to better understanding how they experience Montgomery College and our role in their growth process.
SVP Academic Affairs

SVP Student Services

SIGNIFICANT PROGRESS

  • Video blogs to students
  • Student blogs on the Office of the President webpage
  • Social media methods to connect with students
  • President teaching a seminar, Conversations of Consequence
  • President spends time on each campus every month
  • b.  Ensure the development of an integrated and comprehensive advising model situating advising, counseling, orientation, FYE, and support services as central to student success and one that is responsive to all students, credit and non-credit alike.
SVP Student Services

SOME PROGRESS, TO BE CONTINUED IN FY13

  • Senior Vice President for Student Services hired in August 2011
  • Common Student Experience task group was formed in October 2011 and has met regularly to examine CSE issues
  • Restructuring plans shared collegewide in January and February 2012
  • c.  Establish recommendations for new institutional achievement goals as part of federal and state Completion Agendas.
SVP Academic Affairs

Office of Planning and Institutional Effectiveness

SOME PROGRESS, TO BE CONTINUED IN FY13

  • Board approved long-range strategic planning “MC 2020” process
  • Collegewide strategic planning conference held in August 2011, and steering committee continues to work
  • Began Middle States five-year Periodic Review in August 2011
  • d.  Establish institutional goals that place greater emphasis on instructional needs, student success, and student completion of their educational goals.
President's Executive Council

SOME PROGRESS, TO BE CONTINUED IN FY13

  • As part of planning process, committees have been established to identify and finalize objectives for this goal
  • All strategies are tied to budget with measurable outcomes
  • e.  Promote pedagogical innovation and scholarship by our faculty.
SVP Academic Affairs
SVP Student Services

 

SOME PROGRESS, TO BE CONTINUED IN FY13

  • Innovation Fund funded by the College Foundation supports new and innovative instructional programs and activities
  • Math redesign program has been implemented
  • f.  Undertake an aggressive and in-depth review of student achievement, retention, and completion by race, socio-economic background, gender, placement levels, age, and other characteristics and promote the expansion of student life collegewide.
SVP Academic Affairs

SVP Student Services

Office of Planning  and Institutional Effectiveness

 SOME PROGRESS TO BE CONTINUED IN FY13

  • The Common Student Experience Task Group has set the stage for many new student engagement activities at the College.

 

 

 

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Priority 2: COMMITTING TO PARTICIPATION, INVOLVEMENT, AND ENGAGEMENT
Priority Details
Direct Leadership Coordination
Status Updates
  • a.  Develop a high-functioning, collaborative, and integrated senior leadership team, with specific emphasis on transition, performance measures, and leadership engagement.
SVP Academic Affairs

SVP Administrative and
Fiscal Services

SVP Student Services

Chief of Staff/Chief Strategy Officer

SIGNIFICANT PROGRESS

  • During past year, have hired Senior Vice President for Administrative and Fiscal Services, a Senior Vice President for Student Services, and a Chief of Staff/Chief Strategy Officer
  • Reorganizing student services functions out of the former structure
  • The Senior Administrative Leadership Team (SALT) consisting of the President, the three SVPs, and the Chief of Staff/Chief of Strategy meet regularly
  • b.  Ensure the implementation of the SOS Committee activities, assessment of such activities, and development of sustainable long-term efforts.
Chief of Staff/Chief Strategy Officer

SIGNIFICANT PROGRESS

  • SOS Committee formed in 2011 and meets monthly to execute their charge
  • SOS sponsored an open house at the Mannakee Building in 2011
  • SOS Committee has initiated employee recognition awards to encourage a high quality of service
  • c.  Expand presidential communication through meaningful and sustainable interactions with the College community such as the video blog, a FB presence, Chat and Chews, student seminar, and Big Idea Forum.
Chief of Staff/Chief Strategy Officer
Vice President for Advancement
Executive Assistant to the President

 SIGNIFICANT PROGRESS

  • President delivers weekly video blogs to employees and to students to keep the community informed
  • Student blogs are posted on the Office of the President webpage
  • FaceBook page for connecting with students
  • President spends time on each campus every month
  • Continuing the work of Employee Engagement Advisory Group and its employee survey to implement important recommendations
  • d.  Further assess the College’s succession planning and professional development programs with the goal of developing recommendations for a more secure future for the College.
President’s Executive Council
SVP Administrative and Fiscal Services

SOME PROGRESS, TO BE CONTINUED IN FY13

  • Created a three-pronged approach to human resource development at the College
  • Reorganized key administrative units and appropriate new leadership positions to support succession planning
  • e.  Implement the accepted recommendations from the Employee Engagement Survey.
President’s Executive Council
SVP Administrative and Fiscal Services

SIGNIFICANT PROGRESS

  • Implementing the majority of the 2010 recommendations from the Employee Engagement Advisory Group
  • Examining the results of the  2011 Employee Engagement survey
  • f.  Implement the recommendations of the Blue Ribbon Taskforce on Governance to ensure engagement of all constituencies of the College by having a “voice” in the planning and decision-shaping process.
Chief of Staff/Chief Strategy Officer
Taskforce Chairs
Cabinet

COMPLETED

  • Taskforce has developed webpage for communication
  • Co-chairs have made numerous presentations at College meetings
  • Constitution and bylaws have been developed and posted for comment, and feedback integrated into documents as appropriate
  • Nominations and elections planned for spring 2012
  • Handbook explaining the governance system targeted for completion in April 2012
  • First meetings of the Councils to be held in May 2012
  • Training and assessment protocols to be delivered in Fall 2012

 

 

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Priority 3: CHANGING INSTITUTIONAL “ARCHITECTURE”
Priority Details
Direct Leadership Coordination
Status Updates
  • a.  Create a new institutional compliance department.
SVP Academic Affairs
SVP Administrative and Fiscal Services
SVP Student Services
Chief of Staff/Chief Strategy Officer

COMPLETED

  • The Office of Compliance was created and an Interim Director appointed in January 2012
  • Communications to College community regarding the charge and work of the office communicated in February 2012
  • The Compliance Coordinating Committee was formed in March 2012, to guide and coordinate the Collegewide compliance efforts
  • Compliance risks have been identified and communicated to relevant College compliance partners for resolution
  • The Director of ADA Compliance became part of the Office of Compliance as of July 1, 2012
  • b.  Develop a “one college” organizational model that focuses and aligns human and capital resources.
President’s Executive Council
Administrative Team
Cabinet

SOME PROGRESS, TO BE CONTINUED IN FY13

  • In 2010, the College was recognized by the Middle States Commission on Higher Education as one college and not three separate campuses
  • The Student Services organization was restructured in FY12 with appropriate changes in reporting and oversight
  • The collegewide athletics organization has been reorganized to comply with changed National Junior College Athletics Association rules
  • A committee was formed to examine the development of a new College mascot and College colors
  • c.  Develop long-term strategies to address policy and operational implications of the Facilities Master Plan and the Information Technology Strategic Plan (ITSP).
SVP Administrative and
Fiscal Services

NOT STARTED, DEFERRED UNTIL FY13

  • Both the Facilities master Plan and the IT Strategic Plan are updated each year to keep all plans current and relevant and to guide the mission-centric work of those important units
  • d.  Enhance and expand upon county and state partnerships to support student transition, student success, community engagement, and economic development.
President’s Executive Council
Administrative Team

SIGNIFICANT PROGRESS

  • President serves as a member of the AACC 21st Century Commission on the Future of Community Colleges
  • College became an active participant in the Voluntary Framework for Accountability process
  • College participates in the Maryland state “Skills to Compete” program
  • Supported by grants, six Maryland community colleges are now working with the Workforce Investment Board (WIB) on the MiBest program
  • e.  Ensure the continued accreditation of the institution by responding to specific recommendations regarding planning and budgeting, assessment of student learning, and curriculum alignment.
President’s Executive Council
Administrative Team
Accreditation Chairs

SOME PROGRESS, TO BE CONTINUED IN FY13

  • Began Middle States five-year Periodic Review to be completed by spring 2013
  • Moving forward to hire a full-time director of assessment for the College
  • Revising budgetary systems and charts of accounts to improve cost tracking
  • Revamping collegewide course and program assessment methodologies to ensure compliance with accrediting bodies
  • f.  Establish a refined organizational structure at the College guided by a solid, strategically integrated fiscal plan that places greater emphasis on institutional needs and aligns both critical resources and supporting infrastructure to facilitate student and collegewide success.
SVP Academic Affairs
SVP Administrative and Fiscal Services
SVP Student Services
Chief of Staff/Chief Strategy Officer

SOME PROGRESS, TO BE CONTINUED IN FY13

  • In light of the one college model the Student Services organization was restructured in FY12 with appropriate changes in reporting and oversight
  • Restructured administrative and fiscal services unit to better serve needs of the College
  • g.  Hire a Senior Vice President for Academic Affairs.
Chief of Staff/Chief Strategy Officer

COMPLETED

  • Conducted a national search in fall 2011
  • Finalists visited College in February 2012
  • New SVPAA to take office after spring break 2012
  • h.  Identify key performance measures for the institution with dashboards.
President’s Executive Council
Office of Planning  and Institutional Effectiveness

TO BE INITIATED

  • Infrastructure being improved so that data warehouse can be utilized to provide the information needed for better data-driven decision-making
  • i.  Maintain work with the Board staff and the Board of Trustees in developing a dedicated and cohesive team of successful, seasoned executive advisors working in concert to formulate and institute policies and decisions that successfully fulfill a well-defined, well-understood, and well-measured mission of achieving student success at all levels.
Chief of Staff/Chief Strategy Officer
SVP Academic Affairs
SVP Administrative and Fiscal Services
SVP Student Services

 SIGNIFICANT PROGRESS

  • Ensuring opportunities for Board members to understand the College by meeting on different campuses, creating joint meetings with students, staff, and faculty as well as the Montgomery College Foundation, Alumni Association, and the MCPS Board of Education

 

 

 

 

 

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Priority 4: CLAIMING THE FUTURE
Priority Details
Direct Leadership Coordination
Status Updates
  • a.  Develop an infrastructure for the Science and Technology Park and a sustainable business plan.
President’s Executive Council

IN PROGRESS

  • Established a new Life Sciences Park Foundation as a 501(c)(3)
  • Ground-breaking ceremony took place in December 2011 for first tenant
  • Construction underway in winter 2012
  • b.  Develop a sophisticated integrated planning process that defines long-term strategies and anticipates and prepares the College for future trends/patterns.
President’s Executive Council
Administrative Team

SOME PROGRESS, TO BE CONTINUED IN FY13

  • PEC and administrators regularly consider key College issues that affect the future
  • c.  Enhance advocacy and presence of Montgomery College within the county, state, nation, and globe.
Chief Governmental Affairs Officer
President’s Executive Council
Administrative Team

SIGNIFICANT PROGRESS

  • President and senior administrators meet regularly with key local legislators to ensure future operating and capital budget funding needs are communicated
  • Student Advocacy Day occurred in early February 2012 with outstanding student participation
  • d.  Initiate the development of an Educational Master Plan that guides future academic and institutional success.
SVP Academic Affairs
SVP Student Services

NOT STARTED, DEFERRED UNTIL FY13

  • e.  Implement a strategic planning process that provides for broad institutional participation; positions the College for the future, responds to the changing demographics of the county and state; prioritizes future action to ensure resource alignment; and forces the College to articulate its preferred future.
Office of Planning and Institutional Effectiveness

SIGNIFICANT PROGRESS

  • With the new mission, vision and values statement completed, and with the creation of the MC 2020 strategic plan, much progress has been made to formalize this planning process
  • To support data-driven decision-making and planning, data warehouse infrastructure is being improved
  • f.  Prepare the organization and community for a capital campaign to support the College’s next strategic plan, MC2020.
Vice President for Advancement

 SOME PROGRESS, TO BE CONTINUED IN FY13

  • Work has begun with the College Foundation to plan for this important capital campaign
  • Data has been collected that examined the potential for a successful campaign 
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