January 11, 2017 Board Retreat Introduction to the Board Packet

The agenda for the Board retreat is being sent to you, along with a number of items for you to consider prior to the meeting. Please read the mid-year Presidential performance review materials in advance of the Retreat, and select which current Board policy(ies) you want to use as a performance standard during that review. This is your opportunity to comment on or question the performance of the college under the President’s direction in carrying out the current Board policies. Your comments may assist President Nelson in carrying out those policies, so he has direction more frequently than once a year during the annual review. Board policies continue to be reviewed by the Board Policy Committee, and recommendations made for adoption or amendment by the Board. A list of the policies scheduled for review this year is included in your Board packet. Northwestern Michigan College adopted Policy Governance in October, 1975. Policy Governance is the standard used by colleges and universities throughout Michigan and the United States. Board Policy A-102.00 describes the Board of Trustees Governing Style. The Board does not administer operations of the College, but prescribes the goals to be accomplished by the President, who is responsible to the Board. The President is responsible for maintaining the faculty, administration, and staff who will achieve the goals established by the Board. Mike Hansen, President of the Michigan Community College Association, will speak to us about the work of the MCCA. There are many other Michigan community colleges who can help us learn how to maintain and improve NMC by their experiences. We will also discuss which of NMC’s strategic goals should be monitored by the Board this year and take action at the regular January Board meeting. Our Board will receive reports on the progress of those goals throughout the year, and President Nelson and NMC’s employees will remain responsible for the actions which accomplish them. Board Retreats provide an opportunity to discuss in depth items which for which we usually do not have time at our regular monthly meetings. Reference materials: Agenda (attached) Strategic Goals (attached)

Board Level (page 4 of packet) PC View (page 6 of packet)

Request for closed session (attached) 2017 Mid-year Performance Review process (attached) Prior Presidential Performance Review Prior Presidential Performance Review Materials President’s Contract (attached) Board Policies (link to all college policies)

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1701 East Front Street Traverse City, MI 49686

(231) 995-1010 trustees@nmc.edu

Board of Trustees www.nmc.edu/trustees

Meeting Agenda

Wednesday, January 11, 2017 at NMC Hagerty Center Room C, 715 E. Front Street

10:15 a.m. Board group photo session 10:30 a.m. Special Retreat Meeting 12:00 noon Lunch I. GENERAL BUSINESS

A. Call to Order B. Roll Call C. Pledge of Allegiance D. Review of Agenda and Approval of Additions, Deletions, or Rearrangements

II. DISCUSSION ITEMS

E. MCCA Update—Michael Hansen, MCCA President F. Board Web Portal Demonstration—Holly Gorton, Executive Assistant to the President

and Board of Trustees G. Strategic Goals—President Timothy J. Nelson H. Board’s Responsibility—Chair Kennard Weaver

III. PUBLIC INPUT

Request forms for public input are available at the meeting location. Any individual of the public may speak for up to three (3) minutes. The Board will not receive public input from individuals unless they are present at the meeting. The Board will take public remarks into consideration, but will not comment at time of input.

IV. ACTION ITEMS

I. Closed Session (Pursuant to Policy B-102.00 Monitoring Presidential Performance) Recommend that the Board adjourn the open session and consider in closed session (pursuant to Subsection 8[a] of the Michigan Open Meetings Act) the mid-year performance evaluation of the president, per his request for a closed session.

J. Reconvene Regular Meeting (Pursuant to Policy A-106.00 Other) Recommend the closed session adjourn and the open session of the regular meeting be reconvened. (Roll Call)

V. REPORTS

K. Presidential Mid-year Performance Review Report

Northwestern Michigan College provides lifelong learning

opportunities to our communities.

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1701 East Front Street Traverse City, MI 49686 (231) 995-1010 trustees@nmc.edu

Board of Trustees http://www.nmc.edu/trustees/

January 11, 2017, Meeting Agenda Page 2

Posted Friday, January 6, 5:00 p.m.

VI. REVIEW OF FOLLOW-UP REQUESTS Confirm requests made by the Board that require administrative follow-up for information to be provided to the Board at a later date.

VII. ADJOURNMENT

Upcoming Board Meeting Dates: All board meetings are open to the public.

January 23, 2017 - Oleson Center Room A/B, 1881 College Drive February 27, 2017 - Oleson Center Room A/B, 1881 College Drive March 20, 2017 - NMC Hagerty Center, Great Lakes Campus, 715 E. Front Street (3rd Monday) April 24, 2017 - Oleson Center Room A/B, 1881 College Drive May 22, 2017 - Oleson Center Room A/B, 1881 College Drive June 26, 2017 - Great Lakes Campus Room 112, 715 E. Front Street

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Northwestern Michigan College FY15 – FY18 Strategic Plan Page | 1

Version Date: 01-06-2017

○ Proposed Start ●Actual Start Δ Proposed Completion Actual Completion

Key Results, Goals, and Targets (Points of Contact and Current Board Levels Goals)

FY15 FY16 FY17 FY18 Lead Contact

LEARNER SUCCESS (SD1, IE1, IE2, IE3)

B1

GOAL: Develop and implement an integrated and aligned learning outcomes system that includes the articulation of and means of documenting learning outcomes, assessments, results, and actions for improvement at the course, program, and institutional levels; and employability of occupational graduates.

B1.T1. ● TARGET: By July 2017, full implementation of a systematic and aligned process for the identification and assessment of academic learning outcomes with documented evidence for actions to improve performance on the learning outcomes.

●

Δ

Siciliano, Evans,

Assessment Team

B1.T2. ● TARGET: By July 2018, document results of actions taken to improve learning performance. Siciliano, Evans,

Assessment Team

B2 GOAL: Complete the design of 21st century learning space centered in West Hall project.

B2.T1. ● TARGET: Complete schematic design by April 2017.

● Δ Cook

B3 GOAL: Identify and implement tools for assessing and analyzing student success initiatives.

B3.T1. ● TARGET: Implementation of tool by fall of FY18.

● Δ Neibauer

NATIONAL AND INTERNATIONAL EXPERTISE (SD2)

B4 GOAL: NMC will pursue national/international program level accreditations.

B4.T.1. ● TARGET: Successfully achieve HLC accreditation reaffirmation. ● Δ Siciliano, Evans

LIFELONG RELATIONSHIPS (SD4)

B5 GOAL: NMC will expand community awareness efforts both externally and internally.

B5.T1. ● TARGET: Conduct, analyze, and prepare a report of the Community Attitude and Awareness Survey results. ●Δ Evans

B5.T2. ● TARGET: Develop, adopt and execute an integrated marketing and communications plan.

●Δ Fairbanks

NMC Board of Trustees Level Strategic Goals FY15 – FY18

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Northwestern Michigan College FY15 – FY18 Strategic Plan Page | 2

Key Results, Goals, and Targets (Points of Contact and Current Board Levels Goals)

FY15 FY16 FY17 FY18 Lead Contact

TRANSCRIBE LEARNING (SD5)

B6 GOAL: Document instructional process for international joint degree recognition for NMC.

B6.T1. ● TARGET: Comprehensive globalization report to Board.

● Δ Cotto

FISCAL THRIVEABILITY (IE3, IE5)

B7 GOAL: NMC will develop and implement a budget plan that includes expansion of revenue opportunities along with operational efficiencies to assure fiscal thriveability.

B7.T1. ● TARGET: Implement foundation business plan to increase philanthropy for the college.

● Δ Teahen

B7.T2. ● TARGET: Implement a preliminary business model for Extended Education which addresses a sustainable funding strategy.

● Δ Cotto, Cunningham

B7.T3. ● TARGET: Successfully complete State Capital Outlay Project process. ● Δ Cook

Definitions/Key: Discovery, Incubate, Accelerate – These terms reference key steps in the DIA Innovation Model (Gina O’Connor, 2005) that NMC has adopted. Each of these stages of radical innovation

reflect competencies. Discovery is about exploration – the creation, recognition, elaboration, and articulation of opportunities – with an outcome that is actionable within the Decision Making process – an Idea Summary at a minimum. Incubation is about experimentation, piloting – evolving the opportunity into a business proposition. Acceleration is about full implementation – ramping up the business to stand on its own.

Curriculum Map - Maps program outcomes to specific courses (I.e. Dental Assisting program map) Impactful Practices – Is a preferred alternative to what is more commonly referred to as “best practices”. Thriveability – To grow in a sustainable way. B1.T1 – This coding reflects a notation for referencing the Board Level Goals. “B” stands for Board and “T” for Target. Therefore “B1_T1” is the Board Goal #1, Target #1. Portfolio A,B,C –

Portfolio A = Academic offerings of the college priced at traditional community college rates. Portfolio B = Offerings of the college’s programs and services that can be priced outside the traditional rate system and can be marketed to individuals who may not be normally

served by the traditional community college. These learners include those coming beyond our traditional service area and who are seeking state, national and international credentials based on the college’s specialty areas.

Portfolio C = Offerings utilizing intellectual property that may be related to college offerings but are held by partner organizations. The partners work together to market offerings as Portfolio C.

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Northwestern Michigan College FY15 – FY18 Strategic Plan Page | 1

Version Date: 01-03-2017

○ Proposed Start ●Actual Start Δ Proposed Completion Actual Completion

Key Results, Goals, and Targets (Points of Contact and Current Board Levels Goals)

FY15 FY16 FY17 FY18 Lead Contact

LEARNER SUCCESS (SD1, IE1, IE2, IE3)

1.

● GOAL: Learners will have opportunities for experiential learning in their programs (I.e. original research, project based learning, internships, apprenticeships, service learning, entrepreneurial activities, etc.).

Exp. Learning Task Force

a. ● TARGET: Creation of the team with charge and preliminary plan.

○

b. ● TARGET: Adoption as AQIP Project in July 2017.

○

2. GOAL: Increase international for-credit enrollment.

a. ● TARGET: By September 2020, International Students will comprise 5% of NMC’s enrollment within all programs—Portfolio A, B, C

● Neibauer, Palermo

3. B1

GOAL: Develop and implement an integrated and aligned learning outcomes system that includes the articulation of and means of documenting learning outcomes, assessments, results, and actions for improvement at the course, program, and institutional levels; and employability of occupational graduates.

a. B1.T1.

● TARGET: By July 2017, full implementation of a systematic and aligned process for the identification and assessment of academic learning outcomes with documented evidence for actions to improve performance on the learning outcomes.

●

Δ

Siciliano, Evans,

Assessment Team

B1.T2. ● TARGET: By July 2018, document results of actions taken to improve learning performance. Siciliano, Evans,

Assessment Team

4. B2

GOAL: Complete the design of 21st century learning space centered in West Hall project.

B2.T1. ● TARGET: Complete schematic design by April 2017.

● Δ Cook

5. B3

GOAL: Identify and implement tools for assessing and analyzing student success initiatives.

B3.T1. ● TARGET: Implementation of tool by fall of FY18.

● Δ Neibauer

Northwestern Michigan College Strategic Plan – PC View FY15 – FY18

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Northwestern Michigan College FY15 – FY18 Strategic Plan Page | 2

Key Results, Goals, and Targets (Points of Contact and Current Board Levels Goals)

FY15 FY16 FY17 FY18 Lead Contact

NATIONAL AND INTERNATIONAL EXPERTISE (SD2)

6.

GOAL: NMC will develop national/international expertise in select markets leveraging unique regional assets.

a. ● TARGET: Design and achieve initial implementation for Portfolio B & C platform.

● Δ President’s Office

b. ● TARGET: GLMA Program Growth: Develop associate degrees/QMED Program by Fall 2017. ●

Δ Achenbach Siciliano

c. ● TARGET: Develop a BSMT in Engineering less-than-three-year program for veterans by June 2017. ●Δ Achenbach Siciliano

d. ● TARGET: GLMA Program Growth: Develop associate degrees/Limited Tonnage Mate/TOAR Program by Fall 2018. ● Δ Achenbach Siciliano

e. ● TARGET: Discover and incubate a China experience within the Marine Technology bachelor’s degree program.

● Δ Cotto

7. B4

GOAL: NMC will pursue national/international program level accreditations.

a. B4.T.1.

● TARGET: Successfully achieve HLC accreditation reaffirmation. ● Δ Siciliano, Evans

NETWORKED WORKFORCE (SD3, IE4)

8.

GOAL: Clarify leadership and governance models for college.

a. TARGET: Clarify charge and responsibilities of college’s leadership groups.

○ Δ President’s Office

9. GOAL: NMC will increase institutional leadership capacities needed to implement the Strategic Plan.

a. ● TARGET: By December 2016, complete Talent IV which will fully operationalize all components of NMC’s Talent Management System.

● Δ Liebling, Racine

LIFELONG RELATIONSHIPS (SD4)

10. B5

GOAL: NMC will expand community awareness efforts both externally and internally.

a. B5.T1.

● TARGET: Conduct, analyze, and prepare a report of the Community Attitude and Awareness Survey results. ●Δ Evans

b. B5.T2.

● TARGET: Develop, adopt and execute an integrated marketing and communications plan.

●Δ Fairbanks

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Northwestern Michigan College FY15 – FY18 Strategic Plan Page | 3

Key Results, Goals, and Targets (Points of Contact and Current Board Levels Goals)

FY15 FY16 FY17 FY18 Lead Contact

TRANSCRIBE LEARNING (SD5)

11. B6

GOAL: Document instructional process for international joint degree recognition for NMC.

a. B6.T1.

● TARGET: Comprehensive globalization report to Board.

● Δ Cotto

FISCAL THRIVEABILITY (IE3, IE5)

12. B7

GOAL: NMC will develop and implement a budget plan that includes expansion of revenue opportunities along with operational efficiencies to assure fiscal thriveability.

a. B7.T1.

● TARGET: Implement foundation business plan to increase philanthropy for the college. ● Δ Teahen

b. B7.T2.

● TARGET: Implement a preliminary business model for Extended Education which addresses a sustainable funding strategy.

● Δ Cotto, Cunningham

c. B7.T3.

● TARGET: Successfully complete State Capital Outlay Project process. ● Δ Cook

Definitions/Key: Discovery, Incubate, Accelerate – These terms reference key steps in the DIA Innovation Model (Gina O’Connor, 2005) that NMC has adopted. Each of these stages of radical innovation

reflect competencies. Discovery is about exploration – the creation, recognition, elaboration, and articulation of opportunities – with an outcome that is actionable within the Decision Making process – an Idea Summary at a minimum. Incubation is about experimentation, piloting – evolving the opportunity into a business proposition. Acceleration is about full implementation – ramping up the business to stand on its own.

Curriculum Map - Maps program outcomes to specific courses (I.e. Dental Assisting program map) Impactful Practices – Is a preferred alternative to what is more commonly referred to as “best practices”. Thriveability – To grow in a sustainable way. B1.T1. – This coding reflects a notation for referencing the Board Level Goals. “B” stands for Board and “T” for Target. Therefore “B1_T1” is the Board Goal #1, Target #1. Portfolio A,B,C –

Portfolio A = Academic offerings of the college priced at traditional community college rates. Portfolio B = Offerings of the college’s programs and services that can be priced outside the traditional rate system and can be marketed to individuals who may not be normally

served by the traditional community college. These learners include those coming beyond our traditional service area and who are seeking state, national and international credentials based on the college’s specialty areas.

Portfolio C = Offerings utilizing intellectual property that may be related to college offerings but are held by partner organizations. The partners work together to market offerings as Portfolio C.

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The Board’s Responsibility NMC was founded in 1951, and in the early years, Board members were personally involved in college operations. Community members also volunteered to help the college, when it moved from the Traverse City airport to its current main campus. Over the years, the college has grown in size and complexity. The operations of the college are now carried out by people who are full-time employees with specialized knowledge of their own areas of responsibility. Many of these people are excellent in their own areas, but their expertise may not extend to other parts of the college’s operations. No one has all of the knowledge needed to accomplish the best results in all areas. Clearly the “Mom and Pop” organizational structure did not work well for areas where more expertise is needed. Over the years, NMC has naturally evolved from a small, hands-on operation with everyone involved in everything, to a more complex organization with people working in areas where they are best suited. In 1995, the Board of Trustees adopted Policy Governance for NMC. Policy Governance is the standard for American colleges and universities, including every community college in Michigan. The practice is best described in a book by Dr. Carver, a book supplied to every new Trustee of the college. The Board adopts policies, and then employs a President to carry out those policies. The President is responsible for the performance of NMC as an institution, as carried out by the collective effort of all faculty, staff, and administration. The President has the authority and the responsibility for retaining and directing all of the faculty, staff, and administration to achieve the goals and operate pursuant to the policies adopted by the Board of Trustees. The Board has the authority, acting as a Board, to employ the President and monitor the President’s performance by measuring his or her performance in accomplishing the goals adopted by the Board. Individual Trustees have the obligation to make inquiries through the President in order to carry out their duties as members of the Board. Individual Trustees also have the responsibility to avoid any actions which may interfere with the President’s ability to exercise his or her authority in meeting those goals. The Trustees also have a responsibility to attend as many NMC events as possible, in order to remain informed in carrying out the duties of a Trustee. The President’s employment contract contains a section in which the Board recognizes that individual Trustees will not intervene in any way which may adversely affect the President’s authority. This is not a new provision; it has been in earlier contracts. We recognize that the overall supervision of operations will remain the responsibility of the President. It is a principle of Policy Governance. Incidentally, private and public corporations also operate under Policy Governance, as it is the only practical way to keep operations from being hopelessly tangled by allowing numerous individuals to provide contradictory and confusing directions to individuals or groups of employees. Employees want to be told what goals they should achieve, and if given multiple directions, will likely leave and seek employment elsewhere. So our Board’s role in assessing the performance of the President is to look at the results achieved by the institution, and compare it to the policies adopted by the Board. The Board must then communicate that to the President so he can direct his attention toward carrying out the Board’s goals.

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To: Kennard R. Weaver, Chair Board of Trustees

From: Timothy J. Nelson, President

Date: January 5, 2017

Subject: Closed Session Request Pursuant to the provisions of the Michigan Open Meetings Act, ACT 267, 15.268, Sec. 8. (a), I am requesting that the Board’s mid-year evaluation of my performance for 2016-17 be conducted in closed session.

MEMO Office of the President

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2017 Mid-year Performance Review President Timothy Nelson

January 11, 2017 When Tim Nelson’s contract was renewed, he requested that a mid-year President’s performance review be made part of his contract. We currently have a very complete, formal annual review in a written form which is very similar to the procedure recommended by the Association of Community College Trustees. Human Resources current literature questions whether formal processes are as valuable as more frequent, informal suggestions on performance. So today we are going to use an informal procedure. Individual Trustees may designate one or more Board Policies and make comments or ask questions about each of those policies. In view of the time constraints of various Trustees, each Trustee will be limited to a total oral presentation time of five (5) minutes. You may choose among any of the Board policies which are the standard for the President’s performance. After all of the Trustees have commented or asked questions, President Nelson will then have twenty (20) minutes to reply orally. The Board will not deliberate on or reach a consensus on these individual presentations, but President Nelson may use these comments and questions as a guide until the much more complete written annual performance review in late Spring or early Summer, 2017. This procedure will be evaluated for improvement before the next mid-year review in 2018. This review should not be used to promote changes to current Board policies or goals, but we should consider whether the President is being effective in carrying out the current policies adopted by majority vote of the Board. Performance by the college as an institution is the President’s responsibility, and his performance should be measured by how the college carries out the policies. Here is a suggested format for your oral comments or questions: Board Policy No.__________ (Restatement of the policy selected)__________________________________________ Comments or Questions: _____________________________

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REVIEW SCHEDULE

NMC Board Policies

Policy

Date

Initially

Adopted

Date

Reviewed

Date

Revised

Next

Review

Person

Responsible

A100.00 Board of Trustees Bylaws 1995 2016 2021 Board PolicyA101.00 Board of Trustees Responsibilities 1995 2015 2020 Board PolicyA102.00 Governing Style 1995 2016 2021 Board PolicyA102.01 Conflict of Interest (Board of Trustees Process) 2007 2016 2021 Board PolicyA103.00 Board of Trustees Committees 1995 2015 2005 2020 Board PolicyA105.00 Consent Agenda Items 1995 2015 2020 Board PolicyA105.01 Gift Acceptance 2007 2015 2020 Board PolicyA106.00 Items for Specific Board Approval 1995 2015 2020 Board PolicyA106.01 Naming Opportunities 1998 2015 2020 Board PolicyA106.02 Investment Policy 2005 2015 2020 Board PolicyA106.03 Amendment and Additions to Board Policies 2006 2015 2020 Board PolicyA107.00 Board Attendance at Civic and College Events 1996 2015 2005 2020 Board PolicyA108.00 Board of Trustees Electronic Communications 2015 2020 Board PolicyB100.00 Board of Trustees Delegation to the President 1995 2006 2017 Board PolicyB101.00 Presidents Role and Job Description 1995 2006 2017 Board PolicyB102.00 Monitoring Presidential Performance 1995 2006 2017 Board PolicyB103.00 Communication and Counsel to the Board 1995 2006 2017 Board PolicyC100.00 Mission 1998 2015 2010 2020 Board PolicyC101.00 Vision 1998 2010 2015 Board PolicyC102.00 Values 1998 2015 2010 2020 Board PolicyC103.00 Purposes 2000 2013 2016 Board PolicyC104.00 Institutional Effectiveness Criteria 2007 2015 2020 Board PolicyD100.00 Learning Outcomes 1996 2006 2017 Board PolicyD200.00 Enrichment 2006 2017 Board PolicyD202.00 Public School Academics 1996 2008 2017 Board PolicyD300.00 Workforce 2006 2018 Board PolicyD400.00 Partnership 2006 2018 Board PolicyD500.00 Operations 1996 2007 2018 Board PolicyD500.01 Use of Federal Funds 2001 2018 Board PolicyD500.02 Tobacco Free NMC 2009 2018 Board PolicyD600.00 Champion 1996 2006 2018 Board PolicyD700.00 Culture 1996 2007 2018 Board PolicyD700.01 Political Activities 2015 2020 Board Policy

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