Tuesday, October 27, 2020

 

SENATE STRATEGIC GOALS (AY 2020-21) 

Student Retention and Success

·         Follow up on college’s assessment planning with the CTL and monitor the institutional assessment plan of student learning outcomes with active senate participation in planning

o   Create a subcommittee that meets regularly with CTL to facilitate collaboration.

·         Monitor Advising changes and CARE team while actively promoting the new advising process

o   Identify a senator liaison to advising

·         Create a survey to evaluate the online advising process and utilize data collected to identify faculty and students needs.

·         Monitor and help facilitate High impact practices within the classroom and advocate for faculty and staff training.

·         Collaboratively create new student, faculty and staff surveys evaluating the Fall online learning and utilize data collected comparatively with the spring semester evaluation to prepare for spring semester.

·         Monitor the Holistic Admissions Task Force progress in addressing equity issues in admissions for selective health programs.

o   Identify a senator liaison to the Task Force and request periodic updates and encourage the CWI process as needed

 

Responsibility: President and Vice President                       Report: Monthly

 

Professional Development and Recognition of Employees

·         Continue monitoring progress on recognition and leadership development of employees

·         List leadership programs the college participates in on the website along with criteria, application process, and awardees.

·         Publish names of employee award recipients and reason they received award.                       

·         Work with LASH and Administration to plan professional development and trainings for the academic year including the following recommendations:

o   Closing the loop on initiatives

o   Just-in time training/professional development

o   Topic-based approach to address the major initiative of the year

o   Include opportunities to reflect on what worked or did not work in prior semesters

o   Consider roundtable discussions of best practices

o   Call for proposals based on themes/tracks

o   Unconference sessions

o   External presenter/keynote tied to themes

·         Create space for sharing scholarly work or conference presentations

·         Create a subcommittee that meets regularly with CTL to facilitate collaboration.

·         Propose the Senate’s input on classroom-based strategies for All Academic meeting planning.

·         Request and support the provision of education and support for faculty and staff in course modalities, advising, and online model to facilitate successful student outcomes.

·         Collaborate with administration to provide faculty support for course modality changes and shifts to an online advising model.

·         Support advising education for corequisite models for developmental English and Math courses

·         Encourage and monitor support of faculty members in high impact practice inclusion models.

·         Facilitate the inclusion of adjunct faculty on the Senate and within college governance                           

·         Evaluate Senate adjunct representation in the 2020-2021 Census

o   Identify a senate liaison to the Adjunct Faculty Advisory Board who will disseminate information to the board and to adjunct faculty.

 

Responsibility: President and Vice President               Report: Monthly

 

Senate Sustainability

·         Continue working on a strong marketing plan for the Senate to increase awareness of Senate functionality and the importance of participation. 

·         Establish a clear procedure for Senate Operations and Communication.

o   This will include addressing the reporting responsibilities of each senator within their respective divisions and senate meetings, concern or suggestion reporting process, and meeting process.

o   The senate will also work with administration to establish what falls under the senate purview and how to connect and communicate effectively with administration.

·         Create a census ad-hoc committee to ensure equitable senate representation from academic areas and adjunct faculty

·         Continue to foster a culture of mutual respect, civility, and trust in the Senate and in the interactions with other entities in the institution.

·         Promote the continued use of remote meetings in combination with face to face meetings to facilitate senator participation in the future.

 

Responsibility: President and Vice President               Report: Monthly

 

Governance

·         Continue to advocate use of and monitor the college wide initiatives using the Senate Protocol for Responding to Academic Initiatives.

o   Work with Central Governance Council to develop a procedure for college wide initiative process using Academic Initiative guidelines and the newly formed Institutional Initiative Form including deadlines for submission and review in the senate.

·         Continue to foster a culture of mutual respect, civility, and trust within the institution.

·         In collaboration with administration, establish shared governance guidelines including but not limited to:

o   A working definition of shared governance

o   Create an aligned set of sustainable outcomes and priorities

o   Identify stakeholders regarding issues of institutional direction

o   Create a system for decisions regarding operational issues including academic programs, budgeting, and student life.

o   Regularly schedule meetings with administration and the Senate Executive Committee

o   Continue to actively support and include the institution’s Strategic plan in Senate planning

o   Advocate for Senate inclusion in the new  governance model and include as college service

 

Responsibility: President and Vice President                       Report: Monthly

 

Wednesday, February 19, 2020

SENATE STRATEGIC GOALS (AY 2019-20)


SENATE STRATEGIC GOALS (AY 2019-20)

Mission: The name of the organization is the Bristol Community College Faculty and Professional Staff Senate.  Its purpose will be to provide a deliberative body designed to promote shared governance, transparency, collegiality, and mutual trust among faculty and staff and administration.  Further, the Faculty and Professional Staff Senate will provide a forum to enhance academic values and opportunities.

Vision: The Senate will be committed to academic improvement, sustainability, and collaboration. Its work will be connected to the college’s mission and this entity will be fully integrated in academic decision-making and shared governance.

1.     Student Retention and Success
a.   Follow up on college’s assessment planning with the CTL and monitor the institutional assessment plan of student learning outcomes with active senate participation in planning
b..  Monitor course cancellation and financial purge with the academic Vice Presidents Council (VPC), and VPC representative.
c.   Monitor Advising changes and CARE team while actively promoting


Responsibility: President and Vice President                       Report: Monthly

2.   Professional Development and Recognition of Employees
a.       Continue monitoring progress on recognition and leadership development of employees
ü  List leadership programs the college participates in on the website along with criteria, application process, and awardees.
ü  Publish names of employee award recipients and reason they received award.
                                                
b.   Work with LASH and Administration to plan professional development and trainings for the academic year including the following recommendations:
     
ü  Closing the loop on initiatives
ü  Just-in time training/professional development
ü  Topic-based approach to address the major initiative of the year
ü  Include opportunities to reflect on what worked or didn’t work in prior semesters
ü  Consider roundtable discussions of best practices
ü  Call for proposals based on themes/tracks
ü  Unconference sessions
ü  External presenter/keynote tied to themes
ü  Create space for sharing scholarly work or conference presentations

c.       Propose the Senate’s input on classroom-based strategies for All Academic meetings

Responsibility: President and Vice President               Report: November, February, May

3.   Senate Sustainability
a. Continue working on a strong marketing plan for the Senate to increase awareness. 
b. Establish a clear procedure for Senate Operations and Communication.
ü  This will include addressing the reporting responsibilities of each senator within their respective divisions and senate meetings, concern or suggestion reporting process, and meeting process.
ü  The senate will also work with administration to establish what falls under the senate purview and how to connect and communicate effectively with administration.
c. Institute a formal census ad-hoc committee
d. Continue to explore technology for meetings to better include other campuses
e. Continue to foster a culture of mutual respect, civility, and trust in the Senate and in the interactions with other entities in the institution.

4.   Governance
a. Continue to monitor the institutional initiatives using the Senate Protocol for Responding to Academic Initiatives.
b. Work with Central Governance Council to develop a college wide initiative process using Academic Initiative guidelines and the newly formed Institutional Initiative Form including deadlines for submission and review in the senate.
c. Continue to foster a culture of mutual respect, civility, and trust within the institution.
d. In collaboration with administration, establish shared governance guidelines including but not limited to;
ü  A working definition of shared governance
ü  Create an aligned set of sustainable outcomes and priorities
ü  Identify stakeholders regarding issues of institutional direction
ü  Create a system for decisions regarding operational issues including academic programs, budgeting, and student life.

Responsibility: President and Vice President                       Report: Monthly


Tuesday, October 2, 2018

Faculty and Professional Staff Senate Strategic Goals AY 2018-19


SENATE STRATEGIC GOALS (AY 2018-19)

Mission: The name of the organization is the Bristol Community College Faculty and Professional Staff Senate.  Its purpose will be to provide a deliberative body designed to promote shared governance, transparency, collegiality, and mutual trust among faculty and staff and administration.  Further, the Faculty and Professional Staff Senate will provide a forum to enhance academic values and opportunities.

Vision: The Senate will be committed to academic improvement, sustainability, and collaboration. Its work will be connected to the college’s mission and this entity will be fully integrated in academic decision-making and shared governance.

1.     Student Retention and Success
a. Work with Retention Steering Committee and subcommittees to monitor implementation, timeline and goals, and assess retention sustainability measures.
b. Work with the academic Vice Presidents Council (VPC), Student Services and Enrollment Management Vice Presidents Council and VPC representative to provide input in the course cancellation policy and financial purge.
c. Follow up on college’s assessment planning with the Outcomes Assessment Fellow and monitor the institutional assessment plan of student learning outcomes

Responsibility: President and Vice President                       Report: Monthly

2.   Professional Development and Recognition of Employees
a.       Continue monitoring progress on recognition and leadership development of employees
ü  List leadership programs the college participates in on the website along with criteria, application process, and awardees.
ü  Publish names of employee award recipients and reason they received award.
                                                
b.   Work with LASH and Administration to plan professional development and trainings for the academic year including the following recommendations:
     
ü  Closing the loop on initiatives
ü  Just-in time training/professional development
ü  Topic-based approach to address the major initiative of the year
ü  Include opportunities to reflect on what worked or didn’t work in prior semesters
ü  Consider round table discussions of best practices
ü  Call for proposals based on themes/tracks
ü  Un-conference sessions
ü  External presenter/keynote tied to themes
ü  Create space for sharing scholarly work or conference presentations

c.       Propose the Senate’s input on classroom-based strategies for All Academic meetings

Responsibility: President and Vice President               Report: November, February, May

3.   Senate Sustainability
a. Continue working on a strong marketing plan for the Senate to increase awareness. 
b. Establish a clear procedure for Senate Operations and Communication.
ü  This will include addressing the reporting responsibilities of each senator within their respective divisions and senate meetings, concern or suggestion reporting process, and meeting process.
ü  The senate will also work with administration to establish what falls under the senate purview and how to connect and communicate effectively with administration.
c. Monitor the need for a formal census ad-hoc committee
d. Continue to explore technology for meetings to better include other campuses
e. Continue to foster a culture of mutual respect, civility, and trust in the Senate and in the interactions with other entities in the institution.

Responsibility: President and Vice President                       Report: Monthly

4.   Governance
a. Continue to monitor the academic initiatives using the Senate Protocol for Responding to Academic Initiatives.
b. Work with administration to develop a college wide initiative process using Academic Initiative guidelines.
c. Continue to foster a culture of mutual respect, civility, and trust within the institution.
d. In collaboration with administration, establish shared governance guidelines including but not limited to;
ü  A working definition of shared governance
ü  Create an aligned set of sustainable outcomes and priorities
ü  Identify stakeholders regarding issues of institutional direction
ü  Create a system for decisions regarding operational issues including academic programs, budgeting, and student life.

Responsibility: President and Vice President                       Report: Monthly


Tuesday, February 6, 2018

Adjunct Faculty Governance Pilot Project AI


ACADEMIC INITIATIVE PROPOSAL


Primary Initiator(s): Jo-Ann Pelletier, on behalf of the Central Committee, which reports to President Douglas                                                                                                                                                                   
Department/Division: Information Technology Services
Telephone # & Extension:  774-357-2412                          Date:  1/8/2018
Email: jo-ann.pelletier@bristolcc.edu


Initial Proposal

Working Title of Proposed Project:  Adjunct Faculty Governance Pilot Project

The Central Committee has been discussing ways that the college’s committee system can promote shared governance and increase transparency.  As we reviewed constituencies at Bristol, it was evident that adjunct faculty have the potential to provide valuable input on many established committees.  The Central Committee has developed a plan that would provide adjunct faculty with the opportunity to participate in the college’s governance as a part of a pilot project.   

This pilot project would include most, but not all committees (i.e. not including committees in the Contractual category), and pilot members would participate as a full voting member during the time in which they serve.  The Central Committee believes it is important to ensure participation across academic divisions and will propose a system of weighting to determine the number of adjunct faculty from each division.  The actual population and number of participants will be determined later; however, we expect about 20-25 participants based on the current committee system structure and will look to the academic divisions to provide guidance.

Each adjunct faculty member will be paid a stipend that aligns with the existing contract ($40 per hour for each of the semester in-person meetings) and it will be expected that pilot members will attend each of the meetings scheduled during the pilot semester.  Afterward, we expect to survey adjunct faculty participants as well as existing members and chairs to learn more about the pilot’s impact.  The is a time-limited pilot project and the Central Committee will make recommendations on future plans to President Douglas at the end of this pilot. As a complement to this project, the Central Committee is also looking to update the 2013 Committee System document and this pilot will inform the process to ensure the inclusivity of all constituents at the college.

The Central Committee plans to communicate its plans for this pilot with MCCC union leadership (full-time and adjunct) and the BCC Faculty and Professional Staff Senate leadership.  We would like to see a brief mention of our plans be included as part of Professional Day and its adjunct faculty counterpart in January followed on by a more detailed discussion at the first All-Academic Area Meeting in the spring semester.  Email will be part of the Central Committee’s communication strategy, both as a means of informing stakeholders about the project and its success as well as ensuring interested adjunct faculty may identify their interest in being included in the pilot.  Additionally, committee members will be available to meet with the Faculty and Professional Staff Senate and MCCC members.  Divisional representatives on the Central Committee will continue to be encouraged to share information at division and department meetings.  The Central Committee proposes the following timeline:

December 2017
Share current plan and timeline with President Douglas.
December 2017
Reach out to appropriate constituencies about the pilot (MCCC Union, Faculty and Professional Staff Senate, Academic Affairs and divisional deans).
January 2018
Pilot project is mentioned during professional days as part of a college-wide effort to increase shared governance efforts.
January 2018
Central Committee determines recommended approach for divisional representation on committees.
February 2018
Academic Affairs and divisional deans solicit interest (including particular areas of college governance) from adjunct faculty.  Central Committee members provide assistance in their divisions to help ensure clear understanding of the goals of the project.
March 2018
Using feedback from Academic Affairs, the Central Committee spends its March meeting determining recommended placement for adjunct faculty.
April 2018
Central Committee seeks approval from President Douglas and notifies adjunct faculty of their placement.
September 2018
Adjunct Faculty join committees as full members for the fall semester.
November 2018
Central Committee develops a comprehensive survey to gauge the success of the pilot.  Pilot as well as permanent members are administered the survey.
December 2018 – late-January 2019
Survey is administered.
Spring 2019
The Central Committee reviews survey results as well as feedback from divisions and makes recommendations to President Douglas.

Due Date (please indicate if fixed & why):  We would like to ask that the project be mentioned at the forthcoming Professional Day activities in January.

Population(s) to be served:  Adjunct faculty



Estimated Budget:  $4,000.  We hope to garner interest for 20-25 existing committees.            



Identified or requested funding source:  The college budget will support this activity.



Notification

         President of F&PS Senate                                                                            __________________________
                Required for all College-wide Academic Initiatives



Approval
              President or his designee, usually Academic V.P.
         Academic VP                                                                      ___________________                                           
                Required for all College-wide Academic Initiatives




NOTE: Approval to Investigate Does NOT Constitute Final Approval