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1January 11, 2017 Board RetreatIntroduction to the Board PacketThe agenda for the Board retreat is being sent to you, along with a number of items for you toconsider 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 thatreview. This is your opportunity to comment on or question the performance of the collegeunder the President’s direction in carrying out the current Board policies. Your comments mayassist President Nelson in carrying out those policies, so he has direction more frequently thanonce a year during the annual review.Board policies continue to be reviewed by the Board Policy Committee, and recommendationsmade for adoption or amendment by the Board. A list of the policies scheduled for review thisyear is included in your Board packet.Northwestern Michigan College adopted Policy Governance in October, 1975. PolicyGovernance is the standard used by colleges and universities throughout Michigan and theUnited States. Board Policy A-102.00 describes the Board of Trustees Governing Style. TheBoard does not administer operations of the College, but prescribes the goals to be accomplishedby the President, who is responsible to the Board. The President is responsible for maintainingthe 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 aboutthe work of the MCCA. There are many other Michigan community colleges who can help uslearn 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 yearand take action at the regular January Board meeting. Our Board will receive reports on theprogress of those goals throughout the year, and President Nelson and NMC’s employees willremain responsible for the actions which accomplish them.Board Retreats provide an opportunity to discuss in depth items which for which we usually donot 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 ReviewPrior Presidential Performance Review MaterialsPresident’s Contract (attached)Board Policies (link to all college policies)
2Board of Trusteeswww.nmc.edu/trusteesNorthwestern Michigan College provides lifelong learningopportunities to our communities.1701 East Front StreetTraverse City, MI 49686(231) 995-1010trustees@nmc.eduMeeting AgendaWednesday, January 11, 2017at NMC Hagerty Center Room C, 715 E. Front Street10:15 a.m. Board group photo session10:30 a.m. Special Retreat Meeting12:00 noon LunchI. GENERAL BUSINESSA. Call to OrderB. Roll CallC. Pledge of AllegianceD. Review of Agenda and Approval of Additions, Deletions, or RearrangementsII. DISCUSSION ITEMSE. MCCA Update—Michael Hansen, MCCA PresidentF. Board Web Portal Demonstration—Holly Gorton, Executive Assistant to the Presidentand Board of TrusteesG. Strategic Goals—President Timothy J. NelsonH. Board’s Responsibility—Chair Kennard WeaverIII. PUBLIC INPUTRequest forms for public input are available at the meeting location. Any individual of thepublic may speak for up to three (3) minutes. The Board will not receive public input fromindividuals unless they are present at the meeting. The Board will take public remarks intoconsideration, but will not comment at time of input.IV. ACTION ITEMSI. 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-yearperformance 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 bereconvened. (Roll Call)V. REPORTSK. Presidential Mid-year Performance Review Report
3Board of Trustees1701 East Front StreetTraverse City, MI 49686(231) 995-1010http://www.nmc.edu/trustees/January 11, 2017, Meeting AgendaPage 2trustees@nmc.eduVI. REVIEW OF FOLLOW-UP REQUESTSConfirm requests made by the Board that require administrative follow-up for information to beprovided to the Board at a later date.VII. ADJOURNMENTUpcoming Board Meeting Dates:All board meetings are open to the public.January 23, 2017 - Oleson Center Room A/B, 1881 College DriveFebruary 27, 2017 - Oleson Center Room A/B, 1881 College DriveMarch 20, 2017 - NMC Hagerty Center, Great Lakes Campus, 715 E. Front Street (3rd Monday)April 24, 2017 - Oleson Center Room A/B, 1881 College DriveMay 22, 2017 - Oleson Center Room A/B, 1881 College DriveJune 26, 2017 - Great Lakes Campus Room 112, 715 E. Front StreetPosted Friday, January 6, 5:00 p.m.
4NMC Board of Trustees Level Strategic Goals Proposed Start Actual StartFY15 – FY18Version Date: 01-06-2017Δ Proposed Completion Actual CompletionKey Results, Goals, and Targets(Points of Contact and Current Board Levels Goals)FY15FY16FY17FY18LeadContactLEARNER SUCCESS (SD1, IE1, IE2, IE3)B1B1.T1.B1.T2.B2B2.T1.B3B3.T1.GOAL: Develop and implement an integrated and aligned learning outcomes system that includes the articulationof and means of documenting learning outcomes, assessments, results, and actions for improvement at thecourse, program, and institutional levels; and employability of occupational graduates. TARGET: By July 2017, full implementation of a systematic and aligned process for the identification andassessment of academic learning outcomes with documented evidence for actions to improve performance onthe learning outcomes. sessmentTeam ΔCook TARGET: By July 2018, document results of actions taken to improve learning performance.GOAL: Complete the design of 21st century learning space centered in West Hall project. TARGET: Complete schematic design by April 2017.GOAL: Identify and implement tools for assessing and analyzing student success initiatives. TARGET: Implementation of tool by fall of FY18. ΔNeibauer ΔSiciliano,EvansNATIONAL AND INTERNATIONAL EXPERTISE (SD2)B4B4.T.1.GOAL: NMC will pursue national/international program level accreditations. TARGET: Successfully achieve HLC accreditation reaffirmation.LIFELONG RELATIONSHIPS (SD4)B5GOAL: 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. ΔEvansB5.T2. TARGET: Develop, adopt and execute an integrated marketing and communications plan. ΔFairbanksNorthwestern Michigan CollegeFY15 – FY18 Strategic PlanPage 1
5Key Results, Goals, and Targets(Points of Contact and Current Board Levels Goals)B6B6.T1.FY15FY16FY17FY18LeadContact ΔCotto ΔTeahenTRANSCRIBE LEARNING (SD5)GOAL: Document instructional process for international joint degree recognition for NMC. TARGET: Comprehensive globalization report to Board.FISCAL THRIVEABILITY (IE3, IE5)B7B7.T1.B7.T2.B7.T3.GOAL: NMC will develop and implement a budget plan that includes expansion of revenue opportunities alongwith operational efficiencies to assure fiscal thriveability. TARGET: Implement foundation business plan to increase philanthropy for the college. TARGET: Implement a preliminary business model for Extended Education which addresses a sustainablefunding strategy. TARGET: Successfully complete State Capital Outlay Project process. Δ ΔCotto,CunninghamCookDefinitions/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 innovationreflect competencies. Discovery is about exploration – the creation, recognition, elaboration, and articulation of opportunities – with an outcome that is actionable within theDecision Making process – an Idea Summary at a minimum. Incubation is about experimentation, piloting – evolving the opportunity into a business proposition. Acceleration is aboutfull 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 normallyserved by the traditional community college. These learners include those coming beyond our traditional service area and who are seeking state, national andinternational 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 asPortfolio C.Northwestern Michigan CollegeFY15 – FY18 Strategic PlanPage 2
6Strategic Plan – PC ViewNorthwestern Michigan College Proposed StartFY15 – FY18Version Date: 01-03-2017 Actual StartΔ Proposed Completion Actual CompletionKey Results, Goals, and Targets(Points of Contact and Current Board Levels Goals)FY15FY16FY17FY18LeadContactLEARNER SUCCESS (SD1, IE1, IE2, IE3)1. GOAL: Learners will have opportunities for experiential learning in their programs (I.e. original research, projectExp.LearningTask Forcebased learning, internships, apprenticeships, service learning, entrepreneurial activities, etc.).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, CGOAL: Develop and implement an integrated and aligned learning outcomes system that includes the articulation ofand means of documenting learning outcomes, assessments, results, and actions for improvement at the course,program, and institutional levels; and employability of occupational graduates. TARGET: By July 2017, full implementation of a systematic and aligned process for the identification and assessmentof academic learning outcomes with documented evidence for actions to improve performance on the learningoutcomes.3.B1a.B1.T1.B1.T2. TARGET: By July 2018, document results of actions taken to improve learning performance.4.B2B2.T1.GOAL: Complete the design of 21st century learning space centered in West Hall project.5.B3B3.T1.GOAL: Identify and implement tools for assessing and analyzing student success initiatives. TARGET: Complete schematic design by April 2017. ciliano,Evans,AssessmentTeam ΔCook TARGET: Implementation of tool by fall of FY18.Northwestern Michigan College FY15 – FY18 Strategic PlanΔNeibauerPage 1
76.Key Results, Goals, and Targets(Points of Contact and Current Board Levels Goals)NATIONAL AND INTERNATIONAL EXPERTISE (SD2)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. b. TARGET: GLMA Program Growth: Develop associate degrees/QMED Program by Fall 2017. c. TARGET: Develop a BSMT in Engineering less-than-three-year program for veterans by June 2017.d. TARGET: GLMA Program Growth: Develop associate degrees/Limited Tonnage Mate/TOAR Program by Fall 2018.e. TARGET: Discover and incubate a China experience within the Marine Technology bachelor’s degree program.7.B4a.B4.T.1.FY15FY16ΔFY17FY18Δ Δ AchenbachSicilianoAchenbachSicilianoCotto Δ ΔSiciliano,Evans ΔPresident’sOfficeGOAL: NMC will pursue national/international program level accreditations. TARGET: Successfully achieve HLC accreditation reaffirmation.NETWORKED WORKFORCE (SD3, IE4)8.GOAL: Clarify leadership and governance models for college.a. 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 TalentManagement System.LIFELONG RELATIONSHIPS (SD4)GOAL: NMC will expand community awareness efforts both externally and internally.10.B5a.B5.T1.b.B5.T2.TARGET: Clarify charge and responsibilities of college’s leadership groups.ΔLiebling,Racine TARGET: Conduct, analyze, and prepare a report of the Community Attitude and Awareness Survey results. ΔEvans TARGET: Develop, adopt and execute an integrated marketing and communications plan. ΔFairbanksNorthwestern Michigan CollegeFY15 – FY18 Strategic Plan Page 2
8Key Results, Goals, and Targets(Points of Contact and Current Board Levels Goals)11.B6a.B6.T1.FY15FY16FY17FY18LeadContact ΔCotto ΔTeahenTRANSCRIBE LEARNING (SD5)GOAL: Document instructional process for international joint degree recognition for NMC. TARGET: Comprehensive globalization report to Board.FISCAL THRIVEABILITY (IE3, IE5)12.B7a.B7.T1.b.B7.T2.c.B7.T3.GOAL: NMC will develop and implement a budget plan that includes expansion of revenue opportunities along withoperational efficiencies to assure fiscal thriveability. TARGET: Implement foundation business plan to increase philanthropy for the college. TARGET: Implement a preliminary business model for Extended Education which addresses a sustainable fundingstrategy. TARGET: Successfully complete State Capital Outlay Project process. Δ ΔCotto,CunninghamCookDefinitions/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 innovationreflect competencies. Discovery is about exploration – the creation, recognition, elaboration, and articulation of opportunities – with an outcome that is actionable within theDecision Making process – an Idea Summary at a minimum. Incubation is about experimentation, piloting – evolving the opportunity into a business proposition. Acceleration is aboutfull 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 normallyserved by the traditional community college. These learners include those coming beyond our traditional service area and who are seeking state, national andinternational 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 asPortfolio C.Northwestern Michigan CollegeFY15 – FY18 Strategic PlanPage 3
9The Board’s ResponsibilityNMC was founded in 1951, and in the early years, Board members were personally involved incollege operations. Community members also volunteered to help the college, when it moved fromthe Traverse City airport to its current main campus. Over the years, the college has grown in sizeand complexity. The operations of the college are now carried out by people who are full-timeemployees with specialized knowledge of their own areas of responsibility. Many of these people areexcellent in their own areas, but their expertise may not extend to other parts of the college’soperations. 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 moreexpertise is needed. Over the years, NMC has naturally evolved from a small, hands-on operationwith everyone involved in everything, to a more complex organization with people working in areaswhere they are best suited.In 1995, the Board of Trustees adopted Policy Governance for NMC. Policy Governance is thestandard 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 thecollege. The Board adopts policies, and then employs a President to carry out those policies. ThePresident is responsible for the performance of NMC as an institution, as carried out by the collectiveeffort of all faculty, staff, and administration. The President has the authority and the responsibilityfor retaining and directing all of the faculty, staff, and administration to achieve the goals and operatepursuant 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’sperformance 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 outtheir duties as members of the Board. Individual Trustees also have the responsibility to avoid anyactions which may interfere with the President’s ability to exercise his or her authority in meetingthose goals. The Trustees also have a responsibility to attend as many NMC events as possible, inorder 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 individualTrustees will not intervene in any way which may adversely affect the President’s authority. This isnot a new provision; it has been in earlier contracts. We recognize that the overall supervision ofoperations 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 onlypractical way to keep operations from being hopelessly tangled by allowing numerous individuals toprovide contradictory and confusing directions to individuals or groups of employees. Employeeswant to be told what goals they should achieve, and if given multiple directions, will likely leave andseek employment elsewhere.So our Board’s role in assessing the performance of the President is to look at the results achieved bythe institution, and compare it to the policies adopted by the Board. The Board must thencommunicate that to the President so he can direct his attention toward carrying out the Board’sgoals.
10MEMOOffice of the PresidentTo:Kennard R. Weaver, ChairBoard of TrusteesFrom:Timothy J. Nelson, PresidentDate:January 5, 2017Subject: Closed Session RequestPursuant to the provisions of the Michigan Open Meetings Act, ACT 267, 15.268, Sec. 8. (a), Iam requesting that the Board’s mid-year evaluation of my performance for 2016-17 beconducted in closed session.
112017 Mid-year Performance ReviewPresident Timothy NelsonJanuary 11, 2017When Tim Nelson’s contract
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 level
