Florida State College at Jacksonville. Organizational Assessment

Transcription

1 Submitted by: MGT of America, Inc Centre Pointe Boulevard Tallahassee, FL Florida State College at Jacksonville Organizational Assessment FINAL REPORT September 27, 2012

2 The consultant team gratefully acknowledges the generous access, assistance, and hospitality extended to us by the officers and staff of Florida State College at Jacksonville. It has been a privilege to serve you in this engagement.

3 TABLE OF CONTENTS PAGE 1.0 INTRODUCTION Background Methodology Remaining Chapters OVERVIEW OF FSCJ AND ITS PEERS Overview of FSCJ Overview of Peers EVALUATION FINDINGS AND RECOMMENDATIONS Executive Leadership, Strategic Management, and the Office of the Executive Vice President College-Wide Leadership Divisional and Campus Leadership Administrative Services Leadership and Delivery Executive Travel, Entertainment, and Hospitality Expenses SUMMARY OF RECOMMENDATIONS Appendices: Appendix A: Revenue and Expenditures for FSCJ and Peers, FY Appendix B: Organizational Charts of Selected Peers Appendix C: Members of the College President s Cabinet and the District Board of Trustees Appendix D: Summary of State General Auditor s Findings for FSCJ and Peers Appendix E: FSCJ Vice President of Student Development and Community Education Job Description Appendix F: FSCJ Campus President Job Description Appendix G: FSCJ Vice President and Executive Director of Florida Coast Career Tech Job Description Appendix H: FSCJ Standards of Conduct Policy

4 1.0 INTRODUCTION

5 1.0 INTRODUCTION Florida State College at Jacksonville (FSCJ or the College) engaged MGT of America, Inc. (MGT), a national higher education research and planning firm, as a consulting partner to assist in the review of the College s organizational structure and management functions in its transition from a traditional community college to a state college. 1.1 PURPOSE FSCJ tasked MGT with conducting a review of the following areas: executive leadership; college-wide unit organizational structure; the effectiveness of leadership in identified organizational structures; financial management policies and procedures; the role of the Executive Vice President; and financial policies relating to travel, entertainment, hospitality, and other related matters. 1.2 METHODOLOGY The approach developed by MGT to conduct the review of the College s organizational structure and management functions included the following tasks: Task 1.0 Initiate Project The purpose of this task was to discuss the goals and objectives of the evaluation, establish project timelines, review the basic project methodology to be utilized, and identify data needs. As requested, FSCJ designated a Project Manager with whom MGT worked for project support and guidance. Task Compile and Analyze Background Information The purpose of this task was to work with the College to identify existing materials that relate to the evaluation engagement. MGT requested and received a variety of data including organizational charts, job descriptions, budget and expenditure figures, summary travel records, a list of identified peer institutions, and the College s policies and procedures. These materials were then assessed to facilitate the development of findings and recommendations. Task Develop Select Benchmark Analyses The purpose of this task was to assess organizational structure and function of peer institutions in areas relevant to the study focus. Five peer colleges that had been previously identified by FSCJ were confirmed for their appropriateness for the organizational review. Data were analyzed to assess organizational structure and function compared to FSCJ. Page 1-1

6 Introduction Task Conduct Onsite Interviews with Key College Stakeholders The MGT project team conducted onsite interviews with stakeholders to collect evaluative information. Phone interviews were used in those instances where face-to-face interviews were not necessary or feasible in the time available. MGT conducted 26 interviews with key stakeholders. Task Evaluate Results of Interviews and Collected Data MGT reviewed all information and data collected for each of the prior tasks and summarized findings. Findings addressed issues regarding the effectiveness of the College s organizational structure and function; the quality of leadership relative to managerial practices, job knowledge, communications, and collaboration; relevant peer comparisons; and policies, procedures, and practices related to executive travel, entertainment, and hospitality expenses. Task Prepare Report Upon completion of the review, MGT presented its findings and recommendations to the College President and the District Board of Trustees. 1.3 REMAINING CHAPTERS The following chapters provide the findings and recommendations from the consultant team s data collection and analysis: 2.0 Overview of FSCJ and its Peers 3.0 Findings and Recommendations 4.0 Summary of Recommendations Page 1-2

7 2.0 OVERVIEW OF FSCJ AND ITS PEERS

8 2.0 OVERVIEW OF FSCJ AND ITS PEERS This chapter provides an overview of Florida State College at Jacksonville (FSCJ) and its organizational structure, and provides some relevant baseline information about peer institutions. The major sections of this chapter are: 2.1 Overview of FSCJ 2.2 Overview of Peers 2.1 OVERVIEW OF FSCJ The mission of FSCJ is to provide optimal access to high quality, affordable and relevant degree, career and community education to enhance the lives of students and the economic development of Northeast Florida. The College s location and primary service area in Northeast Florida include Duval and Nassau Counties, as shown in Exhibit 2-1. EXHIBIT 2-1: Primary Service Area of FSCJ, 2012 Source: QuickFacts, U.S. Census Bureau website, FSCJ was first established as Florida Junior College at Jacksonville in 1965 and was later named Florida Community College at Jacksonville in In January, 2007, the College was accredited to offer bachelor degrees, its first being a Bachelor s in Fire Science Management. On August 1, 2009, the College began operating as a state college, adopting its current name. Today, FSCJ describes Page 2-1

9 Overview of FSCJ and Its Peers itself as a 4-year state college offering associate and bachelor degree programs on campus or online, and strives to meet the following college-wide goals: Prepare students for distinctive success in their academic, career, and personal goals through collaboration within the College community and individual initiative. Inspire students to a lifetime commitment to continued learning, informed civic engagement, ethical leadership, cultural appreciation, social responsibility, and multicultural awareness in an interconnected world. Optimize access to College programs and services. Provide to students an extraordinarily positive experience in every engagement with the College. Contribute significantly to the ongoing economic development of the Northeast Florida region. To achieve these goals, FSCJ has expanded its programs significantly in recent years. According to Community College Week s June 2011 report, FSCJ has the largest workforce development program, the largest IT curriculum and the largest [statewide] distance learning program compared to 1,200 other community colleges nationwide. From its first and only bachelor degree offering in 2007, FSCJ has expanded its bachelor degree program offerings to twelve programs, including: Biomedical Sciences (B.S.) Business Administration (B.S.) Computer Systems Networking and Telecommunications (B.A.S.) Digital Media (B.A.S.) Early Childhood Education (B.S.) Information Technology Management (B.A.S.) Nursing (B.S.N.) Public Safety Management (B.A.S.) Supervision and Management (B.A.S.) Converged Communications (B.S.) Fire Science Management (B.A.S.) Human Services (B.S.) (approval pending) FSCJ currently operates across five campuses and eight education centers. As shown in Exhibit 2-2, the five campuses are located primarily within the city of Jacksonville and include the Downtown Campus, Kent Campus, North Campus, Open Campus, and South Campus. Page 2-2

10 Overview of FSCJ and Its Peers EXHIBIT 2-2: FSCJ Campus and Center Locations, 2012 Source: Florida State College at Jacksonville website, To achieve its college-wide goals and manage all campuses and centers, FSCJ developed an organizational structure that is divided into four main divisions: the Degree Education Division, Career Education Division, Community Education Division, and the Military, Public Safety, and Security (MPSS) Division (as shown in Exhibit 2-3). There are four main units that fall into one of the four divisions: Florida State College (including Academic Success Centers) in the Degree Education Division, Florida Coast Career Tech in the Career Education Division, Pathways Academy (including community services, employer services, and community continuing education) in the Community Education Division, and Military, Public Safety, and Security in the MPSS Division. Page 2-3

11 Overview of FSCJ and Its Peers EXHIBIT 2-3: The Organizational Structure of FSCJ, 2012 Source: Florida State College at Jacksonville, The following section provides a brief overview of the four units within FSCJ s divisional structure. Florida State College, Florida Coast Career Tech, and Pathways Academy operate cooperatively, while MPSS operates, for the most part, independently of the others. Florida State College. A four-year state college offering associate and bachelor degree programs on campus and online in the following schools: - School of Liberal Arts and Sciences - School of Education and Human Services - School of Public Safety (under MPSS unit) - School of Health Sciences - School of Technological Sciences - School of Business The college also offers Academic Success Center services to students to assist with the following: - Admissions and registration - Assessment and certification - Advising/personal counseling - Financial aid and scholarships - Career development and counseling - Student employment - Student life and leadership - Student appeals, discipline, and grievances Page 2-4

12 Overview of FSCJ and Its Peers Florida Coast Career Tech. A two-year technical college offering job skills training and education in the following program areas: - Air Conditioning, Refrigeration, and Heating - Automotive - Aviation - Building Construction - Business and Management - Child Care - Cosmetology - Culinary Arts - Dental - Firefighter - Health Care - Law Enforcement - Logistics and Distribution - Massage Therapy - Truck Driving - Welding Pathways Academy. A charter school offering high school dropouts and high-risk students (ages 16-20) an opportunity to earn a high school diploma and college credits. Students are able to transition from Pathways Academy to Florida Coast Career Tech to earn certification or a degree. The Academy offers courses in all of the program areas offered by Florida Coast Career Tech. The Academy is focused on the education and job skill needs of local employers. MPSS. A professional training institute offering certification and degree programs for military and government agencies and private businesses in the areas of public safety, homeland security, fire science management, criminal justice, industrial management, and weapons safety and marksmanship. MPSS also offers program credit that is transferable to other colleges. The main governance of FSCJ is comprised of a nine-person District Board of Trustees, the College President, and the President s Cabinet. As shown in Exhibit 2-4, the President s Cabinet includes 16 direct reports to the College President: an Executive Vice President, ten Vice Presidents, and five Campus Presidents. Page 2-5

13 Overview of FSCJ and Its Peers EXHIBIT 2-4: FSCJ President s Cabinet, 2012 Source: Florida State College at Jacksonville, The following section provides a brief summary of the primary duties and responsibilities of the College President and each member of the President s Cabinet as detailed in position job descriptions provided to MGT by FSCJ: College President. Responsible to the District Board of Trustees for the organization and administration of the College. The general powers, duties, and responsibilities of the office are as set forth in the Florida Statutes State Board of Education rules, and the contract of employment between the District Board of Trustees and the College President are incorporated herein by reference. Executive Vice President for Instruction and Student Services. Provides college-wide educational leadership to achieve a high standard of excellence and innovation in teaching and learning, student development, and faculty and staff professional growth. Serves as acting College President in the absence of the College President and represents the College in community, state, national, and international endeavors. Vice President, Human Resources. Directs the College s Human Resources program that includes recruitment, selection, professional development, job and performance appraisal, salary and classification studies, records management, benefits, and department level planning. Provides collegewide leadership and direction in planning and budgeting for the support of the College s employees. Serves as the College s negotiations manger for all collective bargaining activities. Vice President, Student Development and Community Education. Provides executive level direction, guidance, and policy formation for economic and Page 2-6

14 Overview of FSCJ and Its Peers enrollment development activities of the College including research, communication, enrollment services, public relations and public information; and provides college-wide leadership in planning, implementing, and evaluating a comprehensive student success plan emphasizing student retention and student achievement. Vice President, Technology and Chief Information Officer. Provides collegewide leadership in all technology and information systems functions and related areas, including information systems, instructional/academic technology, administrative systems and processes, computer operations, technical support functions, telecommunications, networks, computer applications/systems development, content development and delivery systems, and digital media infrastructure, development, and operations. Vice President of Government Relations. Provides college-wide leadership and administrative responsibility for all state and federal legislative functions, to include planning, coordinating, preparing, and implementing legislative advocacy on behalf of the College. Vice President of Administrative Services. Provides executive level direction, guidance and policy formation for all financial and business management operations of the college system. This includes Financial Aid, purchasing, business services, risk management, financial services, and facilities management and construction. College General Counsel and Vice President of Strategic Initiatives. Acts as the Chief Legal Officer of the College and provides executive level direction, guidance, and policy formation for strategic initiatives. Serves as Assistant Corporate Secretary to the District Board of Trustees. Vice President for Institutional Advancement and Executive Director, Florida State College Foundation. Provides college-wide leadership in planning, coordinating, supervising, implementing, and evaluating a comprehensive private sector resource development program for the College. Vice President and Provost, Florida State College Division. Provides leadership for academic program development leading to an associate s or bachelor s degree; monitors compliance with accreditation and agency requirements at the state, regional, and federal levels; champions excellence in teaching and learning by supporting academic administrators, faculty, and students. Overall duties include academic planning support for the core mission of teaching, coordination, and integrative leadership for academic affairs. Establishes college-wide measures of institutional effectiveness, provides for appropriate institutional engagement in related activities, and monitors progress. Oversees preparations for reaffirmation process and review by the Southern Association for Colleges and Schools (SACS). Page 2-7

15 Overview of FSCJ and Its Peers Vice President and Executive Director, Florida Coast Career Tech. Leads the division in developing a highly responsive Technical College that provides the most relevant and highest quality technical and career curriculum and programs in the U.S. Responsible for leading all non-credit programs and courses delivered in response to the needs of regional employers. Vice President of Military, Public Safety and Security. Leads the division in developing and providing highly specialized professional training programs to military and government agencies, as well as private businesses. Responsible for creating a learning community that is responsive to the needs and interests of the citizens in the surrounding region. Campus President. Provides the vision and direction to enable student success through planning, development, and operation of a campus, and is a key College leader who creates a learning community responsive to the needs and interests of the citizens of Duval and Nassau counties and the surrounding region. These positions, their relationship to one another, and related service delivery issues are addressed in detail in Chapter OVERVIEW OF PEERS For the purposes of this study, FSCJ selected five colleges in Florida to be used for peer comparisons with the College. The five peer institutions are: Broward College (BC) Daytona State College (DSC) Indian River State College (IRSC) Palm Beach State College (PBSC) St. Petersburg College (SPC) Exhibit 2-5 shows FTE enrollment estimates for FSCJ and its selected peers for FY As shown, FSCJ had an estimated enrollment higher than four of the five peers, and is lower than only Broward College, which had the largest student enrollment estimate at 31,120 FTE. Note: Detailed budget data of FSCJ s and selected peers revenue and expenditures for FY are included in Appendix A. Page 2-8

16 Overview of FSCJ and Its Peers EXHIBIT 2-5: FTE Enrollment Estimates of FSCJ and Peers, FY Institution Total FY FTE Enrollment Estimates Florida State College at Jacksonville (FSCJ) 24,798 Broward College (BC) 31,120 Daytona State College (DSC) 13,935 Indian River State College (IRSC) 14,238 Palm Beach State College (PBSC) 21,245 St. Petersburg College (SPC) 22,492 Peer Average: 20,606 Source: FTE Estimates Report, FTE Enrollment Reports, Florida Department of Education website. Similar to FSCJ, all peer institutions offer bachelor degree programs. As shown in Exhibit 2-6, FSCJ, DSC, and IRSC had between students who completed bachelor degree programs during EXHIBIT 2-6: Credit Program Completers for All Bachelor Degree Programs at FSCJ and Peer Institutions, Number of Bachelor Degree Institution Students Florida State College at Jacksonville (FSCJ) 205 Broward College (BC) 22 Daytona State College (DSC) 273 Indian River State College (IRSC) 242 Palm Beach State College (PBSC) 87 St. Petersburg College (SPC) 980 Peer Average: 321 Source: Florida College System Fact Book 2012, Florida Department of Education website. The organizational structures of the peer institutions were analyzed and compared to the organizational structure in place at FSCJ on two levels: executive level organizational structure and campus level governance. Exhibit 2-7 shows how FSCJ compares to its selected peer institutions relative to those positions that report directly to the College President. Page 2-9

17 Overview of FSCJ and Its Peers As previously mentioned, FSCJ has 16 direct reports to the College President, the highest among its selected peers. The average number of direct reports to the College President among FSCJ s peer institutions is ten. Note: Organizational charts for the peer institutions are included in Appendix B. Page 2-10

18 Overview of FSCJ and Its Peers EXHIBIT 2-7: Organizational Structure Comparison of FSCJ and Peers, 2012 Number of Presidential Direct Reports Florida State College at Jacksonville (FSCJ) Executive Vice President for Instruction and Student Services Palm Beach State College (PBSC) Institution Daytona State College (DSC) Indian River State College (IRSC) Broward College (BC) St. Petersburg College (SPC) Executive Vice President, Office of the Executive VP Vice President Instructional Services Executive Administrative Assistant to the President Executive Assistant to the President Senior Executive Assistant to the President Chief of Staff Vice President and Provost, Florida State College Division VP Academic Affairs Senior Vice President, Academic Affairs/VP Vice President Academic Affairs College Provost and Senior VP Academic Senior VP, Academic and Affairs and Student Success Student Affairs Vice President for Institutional Advancement and Executive Director, Florida State College Foundation Vice President of Administrative Services Vice President, Student Development and Community Education Vice President of Government Relations Vice President, Technology and Chief Information Officer Vice President, Human Resources Executive Director - Foundation VP Administration and Business Services VP Student Services and Enrollment Management Executive Director, Foundation Temporary - Accounting Senior Vice President, Student Development and Institutional Effectiveness Senior Vice President, Governmental Relations Senior Vice President, Information Technology Vice President for Institutional Executive Director of Foundation Advancement Vice President, Administration & Finance Vice President Student Affairs Vice President Applied Science & Technology Senior VP Administrative Services VP Governmental Policy and Regulatory Affairs VP Institutional Advancement and Executive Director Foundation Senior VP, Administration/Business and Information Technology VP Academic and Student Affairs Government Relations Director Titles of Direct Reports College General Counsel and Vice President of Strategic Initiatives Vice President of Military, Public Safety and Security Vice President and Executive Director, Florida Coast Career Tech Campus President, Open Campus Campus President, Kent Campus General Counsel Provost - Boca Raton Provost - Lake Worth General Counsel and Vice President, Public Policy and Government Affairs Acting General Counsel Campus President, North Campus Provost - Palm Beach Gardens Campus President, South Campus Campus President, Downtown Campus Provost - Belle Glade Executive Assistant to President for College Advancement and Communications Assistant to President for Equity Programs Director I - Equity and Inclusion Coordinator IV Temporary - Foundation Vice President, Division of Alternative Student Services Vice President of Institutional Effectiveness Assoc. Vice President Institutional Technology VP Public Affairs and Marketing Associate VP Institutional Research, Planning and Effectiveness VP Economic Development and Innovation Projects Source: Florida State College at Jacksonville website, Broward College website, Daytona State College website, Indian River State College website, Palm Beach State College website, and St. Petersburg College website. Page 2-11

19 Overview of FSCJ and Its Peers Exhibit 2-8 compares FSCJ s campuses and campus-level governance and reporting to its selected peers. EXHIBIT 2-8: Overview of FSCJ and Peer Campus-Level Governance, 2012 Institution Florida State College at Jacksonville (FSCJ) Number of Campuses Broward College (BC) 3 Daytona State College (DSC) Indian River State College (IRSC) Palm Beach State College (PBSC) St. Petersburg College (SPC) Listing of Campuses & FY FTE Enrollments Governance Report(s) to Downtown Campus (8,888) Kent Campus (4,201) North Campus (4,199) Campus Presidents College President Open Campus (2,075) South Campus (5,149) Hugh Adams Central Campus (12,292) North Campus (8,380) Judson A. Samuels South Campus (6,278) Daytona Beach Campus (11,068) DeLand Campus (1,931) Deltona Campus (951) New Smyrna Beach/Edgewater Campus (605) Flagler/Palm Coast Campus (1,051) Main Campus (St. Lucie) (7,623) St. Lucie West Campus (2,376) Chastain Campus (1,729) Dixon Hendry Campus (563) Mueller Campus (1,709) Belle Glade Campus (899) Boca Raton Campus (4,635) Lake Worth Campus (10,537) Palm Beach Gardens (4,759) Clearwater Campus (4,205) Seminole Campus (6,152) St. Petersburg/Gibbs Campus (4,338) Tarpon Springs Campus (3,063) Campus Presidents Campus Deans Campus Provosts Campus Provosts Campus Provosts College Provost and Senior Vice President for Academic Affairs and Student Success Senior Vice President, Student Development and Institutional Effectiveness Vice President of Instructional Services College President Vice President, Academic and Student Affairs Source: Florida College System Fact Book 2011, Florida Department of Education website; Florida State College at Jacksonville website, Broward College website, Daytona State College website, Indian River State College website, Palm Beach State College website, and St. Petersburg College website, As depicted in Exhibit 2-8 above, FSCJ Campus Presidents report to the College President. PBSC is the only other college with this reporting relationship; campuslevel executives at BC, DC, IRSC, and SPC report to the chief college academic officer. Chapter 3.0 offers more detailed findings and recommendations relevant to organizational issues and opportunities to maximize operational efficiency and effectiveness. Also, more detailed peer comparisons concerning areas of college operations are introduced, as appropriate. Page 2-12

20 3.0 EVALUATION FINDINGS AND RECOMMENDATIONS

21 3.0 EVALUATION FINDINGS AND RECOMMENDATIONS This chapter provides the findings and recommendations for Florida State College at Jacksonville (FSCJ or the College) that resulted from MGT s review of the College s organizational structure and management functions. The major sections of this chapter are: 3.1 Executive Leadership, Strategic Management, and the Office of the Executive Vice President 3.2 College-Wide Leadership 3.3 Divisional and Campus Leadership 3.4 Administrative Services Leadership and Delivery 3.5 Executive Travel, Entertainment, and Hospitality Expenses MGT s specific charge from the FSCJ Board of Trustees was to review the organizational structure and management functions at the College in its transition from a traditional community college to a state college, which began on August 1, As directed, MGT reviewed the following areas: college-wide unit organizational structure, the effectiveness of leadership in identified organizational structures, executive leadership, the role of the Executive Vice President, financial management policies and procedures, and financial policies relating to travel, entertainment, hospitality, and other related matters. MGT s findings and recommendations were developed through the following: A high level review of the current organizational structure and functions of the College and the duties and responsibilities of the President s Cabinet members. Interviews with all members of the President s Cabinet and the Board of Trustees. A review of relevant Florida statutes, Board rules and regulations, the Administrative Procedure Manual, college handbooks, selected peer data, auditor general findings, and other available materials that have bearing on this engagement. Page 3-1

22 Evaluation Findings and Recommendations 3.1 EXECUTIVE LEADERSHIP, STRATEGIC MANAGEMENT, AND THE OFFICE OF THE EXECUTIVE VICE PRESIDENT Executive Leadership FINDING: The role of the College President, stated broadly, is to be responsible to the District Board of Trustees for the organization and administration of the College. The College President s formal job description includes a wide variety of leadership roles and responsibilities and vests power in the College President to exercise general oversight of the College. He is to determine College needs and recommended improvements; advise and counsel the District Board of Trustees and recommend Board action; recommend and enforce rules of the District Board of Trustees; recommend and enforce minimum standards for the operation of College programs and for student completion of instructional programs; and exercise responsibilities assigned by law, rules of the State Board of Education, and by the District Board of Trustees. The College President also is authorized to delegate authority as necessary to ensure that laws and rules are executed efficiently. FSCJ s College President has been serving in this role for the last 15 years. By most accounts, the College President has been a leader in the community college arena, both statewide and nationally. He is often described as a visionary leader who has continued to expand the vision and mission of the College, most recently resulting in the community college attaining state college status by offering limited baccalaureate degree programs. The College now offers twelve baccalaureate degree programs, and has hired a Director to oversee these programs to ensure consistent implementation. Relative to the number of associate degrees awarded nationally during the academic year by a four-year college, FSCJ ranks: Fourth in all disciplines, total population Second in all disciplines, non-minority Seventh in all disciplines, African-American Third in Liberal Arts and Sciences Fourth in Nursing (R.N.) Source: Community College Week, June, The data are collected by the National Center for Education Statistics, or NCES, through the Integrated Postsecondary Education Data Set, or IPEDS, completions survey. Note: Community College Week rankings only include associate degrees. It was noted that the College President has been very good at identifying programs that put people to work. Along these lines, the College President listens to business leaders to identify what the College can do that would be helpful for businesses and for creating jobs for students. The College has been Page 3-2

23 Evaluation Findings and Recommendations named one of only 72 of 1,200 community colleges in the country to be awarded a $2 million federal President's Community-Based Job Training Grant out of a total of $125 million awarded. Also, due to significant cutbacks in state funding for higher education, there has been significant focus on private fundraising to boost the College s financial resources. Data provided by the Vice President for Institutional Advancement, comparing FY ending June 30, 2011 to FY ending June , the FSCJ Foundation net assets have increased from $38 million to $39 million. Over this same time period, 30 new scholarships have been established and 700 new donors have contributed to the college. Over the last year, a variety of criticisms have been leveled against the College and the College President. These include the Pell Grant audit, the outside employment of the Executive Vice President, salary increases for the President s Cabinet, travel and hospitality spending levels, charitable contributions, and other state audit criticisms. To assess the impact on the public perceptions of college leadership as a result of these criticisms, in addition to a document review, MGT interviewed all members of the President s Cabinet (16) and the District Board of Trustees (9) (see Appendix C for a detailed listing of interviewees). All members of the President s Cabinet were asked to comment generally on their perceptions of the College President in regards to leadership, managerial practices, collaborative/relational skills, job knowledge, and communication skills. A scale of positive (1), neutral (0), or negative (-1) was used for summary assessment purposes. Results from these interviews are as follows and are shown in Exhibit 3-1. Leadership: Positive: 56.3%, Neutral: 31.3%, Negative: 12.5% Managerial Practices: Positive: 18.8%, Neutral: 43.8%, Negative: 37.5% Collaborative/Relational Skills: Positive: 56.3%, Neutral: 25.0%, Negative: 18.8% Job Knowledge: Positive: 87.5%, Neutral: 12.5%, Negative: 0.0% Communication Skills: Positive: 62.5%, Neutral: 31.3%, Negative: 6.3% The College President received high marks on job knowledge, good marks on communication skills, relationship skills, and overall leadership, but relatively weak marks on internal college managerial practices. Management practices are commonly identified as activities related to organizational planning, organizing, staffing, leading/directing, controlling, and motivating. Page 3-3

24 Evaluation Findings and Recommendations EXHIBIT 3-1: Perceptions of the FSCJ College President by Area, % 80% 87.5% 70% 60% 50% 56.3% 56.3% 62.5% Positive 40% 30% 20% 10% 0% 31.3% 12.5% Leadership 18.8% 43.8% Managerial Practices 37.5% 25.0% 18.8% Collaborative/ Relational Skills 12.5% Job Knowledge 0.0% 31.3% 6.3% Communication Skills Neutral Negative Source: MGT interview results, President s Cabinet, There is a sense within the college community that, while the College President s focus has continued to expand externally, the internal operations of the College have lacked some needed direction. Further, the role of the Executive Vice President for Instruction and Student Services, which is designated as acting president in the President s absence, has not been effective in filling this internal operational void. The expanding role of the College, including program offerings which significantly impact the role and mission of the College, and the College President s attention to external affairs has created pressures on roles and responsibilities across campus leadership. Especially in times of change, it is critically important for the College President to focus on the management of internal college operations or to have a position that fills this role. Further, as a number of internal operational issues have received significant attention over the past several months, the need for a key staff resource devoted entirely to operations and administrative accountability is critical. Among other things, a position with a primary focus on internal operations is more likely to ensure that there are appropriate communications of, and compliance with, relevant policies and procedures to avoid missteps that detract from the College s focus on growth. Page 3-4

25 Evaluation Findings and Recommendations RECOMMENDATION 1: Create a Chief of Staff/Chief Operating Officer position. The general duties of a Chief of Staff/Chief Operating Officer position involve overseeing the proper functioning of all administrative activities of the College. The position would be solely focused on internal operations with the primary purpose being the organization and management of the College President s Office. This position relieves the College President of a wide and complex variety of administrative responsibilities. The position also may be useful in conducting research or analytical studies to assist the College President in the formulation of new policies, procedures, and strategic planning initiatives. This position also would monitor, expedite, and report on matters related to the activities and responsibilities of the Office of the College President. This position would work closely with the Vice Presidents, campus leadership, and other executive staff to complete assignments from the College President. The College might consider housing the public relations/press relations function here as well (see discussion in Recommendation 7) Strategic Management FINDING: As noted earlier, effective August 2007, FSCJ began offering limited baccalaureate degrees in addition to a full complement of associate and certificate programs. This arrangement has created a level of academic program complexity not experienced before. Among other things, issues relative to program accreditation, faculty credentials, and student advising, to name a few examples, now require additional time and attention of college leadership, including the District Board of Trustees. Today, FSCJ has twelve bachelor degree programs (including a Human Services degree program pending) in addition to a vast array of associate degree and non degree programs and certifications. RECOMMENDATION 2: Conduct a professional development workshop(s) for the District Board of Trustees utilizing an outside facilitator. It should be recognized that the Board s role continues to expand as the College s mission expands. A variety of external organizations routinely conduct a variety of workshops and training sessions for college boards. This recommendation is intended to bring attention to professional development opportunities and tools that are available and valuable, especially in times of organizational transition. It should be noted that the Chancellor of the Florida College System is initiating a Board of Trustees Chairs Training program, with an initial workshop planned for October Page 3-5

26 Evaluation Findings and Recommendations Office of the Executive Vice President FINDING: Prior to the creation and filling of the Vice President and Provost position, effective in December 2011, the primary academic-related and student services functions of the College reported to the Executive Vice President for Instruction and Student Services. This Executive Vice President position also was responsible for serving as the acting College President in the absence of the College President. Under recent and ongoing restructuring, the majority of the academic functions of Executive Vice President for Instruction and Student Services are now the responsibility of the Vice President and Provost. These changes have effectively eliminated the Executive Vice President position as previously structured. The student services related functions of this position are recommended to be reassigned to a revised Vice President for Student Services function as noted in Recommendation 5. RECOMMENDATION 3: Eliminate the Executive Vice President position. The majority of duties and responsibilities of this position relating directly to academic programs have been assumed by the newly established Vice President and Provost position. The student services related responsibilities should be reassigned, as provided in Recommendation 5. The remaining duties contained in the current job description do not lend themselves to filling an Executive Vice President role for the College, but focus primarily on external business development opportunities for the College. The position also does not have the focus to continue as the acting College President in the absence of the College President. 3.2 COLLEGE-WIDE LEADERSHIP College-Wide Leadership Internal Auditor FINDING: FSCJ does not currently utilize an internal auditor function. This function did exist at the College until it was eliminated in June 2002 and replaced with an internal auditing plan conducted by an outside firm from 2002 to This is not a unique situation, however, as among FSCJ s peer comparison group, only DSC has an Internal Auditor function. FSCJ relies on the State of Florida Auditor General s Office which conducts an annual audit of college operations and issues a report of findings. Once the audit findings are released, the College is obligated to provide a formal response, also known as the Management Response. In the most recent audit report (Report , 7/1/2010 to 6/30/2011), FSCJ received 16 negative audit findings, as shown in Exhibit 3-1. A detailed summary of the audit findings found for FSCJ and the peer institutions is provided in Appendix D of this report. Page 3-6

27 Evaluation Findings and Recommendations EXHIBIT 3-1: State Audit Findings for FSCJ, FY Ending 06/30/11 Number of Findings Found for Audit Finding Category Reporting Period 7/1/2010 to 6/30/2011 Administrative Management 1 Confidential Information 1 Construction Administration 2 Information Technology 6 Personnel and Payroll 3 Student Enrollment 2 Student Tuition and Fees 1 Total: 16 Source: State of Florida Auditor General's Report, FYE 06/30/11 for FSCJ. The purpose of a College Internal Auditor is to plan and conduct operational, financial, and compliance audits to evaluate the effectiveness of internal college controls. The Auditor determines compliance with selected policies, procedures, and regulations, and makes written recommendations to senior administrators to increase efficiency and/or effectiveness of the control systems of functions reviewed. The Auditor also may perform special investigations as requested by the College President and/or President s Cabinet. The Auditor position works with all levels of management and employees within the College, other internal audit personnel, if present, and external auditors. The Auditor generally consults with administrators, faculty, and staff at all levels to promote good business practices. Interview comments from a number of Board of Trustees members indicated a strong desire to reinstate this function with a reporting relationship to the Board. RECOMMENDATION 4: Establish a College Internal Auditor position reporting to the District Board of Trustees. This position would be responsible on an ongoing basis for ensuring that the College is in compliance with statutes, rules, and regulations of the State and the College. Relying solely on the State s Auditor to perform this annual function misses opportunities to address issues in a timely and effective manner. Establishing a college internal auditor facilitates the ongoing evaluation of the effectiveness of internal college controls College-Wide Leadership - Student Services FINDING: Student support services at FSCJ are distributed across a variety of functions and offices, unlike its peer institutions, which appear to have specific positions designated for the coordination and delivery of student services (see Chapter 2.0, Exhibit 2-7). Page 3-7

28 Evaluation Findings and Recommendations The following FSCJ positions all have/had significant student services components: Executive Vice President for Instruction and Student Services. Until recently, this position was responsible for a wide variety of instructional and student support services programs in collaboration with campus presidents. The position was also responsible for providing leadership in the establishment and administration of college-wide academic and student service standards in collaboration with the chief academic officer, campus presidents, faculty, staff, and student leaders. Further, the position was responsible for leadership and professional development for the administrative, faculty, and support staff assigned to instruction and student services. A majority of these academic functions are being/have been assigned to the Vice President and Provost. Vice President for Student Development and Community Education. This position is a blend of student services related functions. It is also responsible for communications, marketing, branding, and public relations. Vice President for Administrative Services. This position is responsible for Financial Aid, as the Director of Student Financial Aid reports here. However, the implementation of Financial Aid appeals and compliance related issues resides at the campuses under a Dean of Student Success position reporting to the Campus President. Deans of Student Success. These positions are campus-based, report to the Campus President, and are charged with a wide variety of responsibilities, including: 1. Financial Aid 2. Counseling and Academic Advising 3. Orientation 4. Enrollment 5. One-Stop Center Management 6. Student Retention 7. Student Disability Services 8. Appeals 9. Student Life 10. Career Development The Vice President of Student Development and Community Education position, as structured, is limited in its authority to direct many student services collegewide duties and responsibilities, as these responsibilities are spread across a number of positions. Further, the position s current focus is multi-faceted, including student services, community education, marketing and public Page 3-8

29 Evaluation Findings and Recommendations relations, as well as economic development (see Appendix E for a copy of the FSCJ Vice President of Student Development and Community Education job description). RECOMMENDATION 5: Revise/retitle the current Vice President for Student Development and Community Education position and consolidate the duties and responsibilities relating to all key student service functions, including Financial Aid. FINDING: FSCJ Financial Aid administrators report to their respective Campus Presidents. These positions have no centralized reporting to the college-wide Director of Financial Aid. As such, the Director of Financial Aid has little operating authority to influence performance or adherence to state and federal rules and regulations. As shown in Exhibit 3-2, most of FSCJ s peer institutions have the Financial Aid function reporting to a centralized Student Affairs or Student Services function. EXHIBIT 3-2: Location of Financial Aid Function for FSCJ and Peers, 2012 Florida State College at Jacksonville (FSCJ) Broward College (BC) Daytona State College (DSC) Under the Campus Presidents, reporting to the College President Under the Director of Student Financial Services, reporting to the AVP for Student Affairs/Financial Services who reports to the Vice President for Student Affairs and Enrollment Management Under the Dean of Financial Aid Services, reporting to AVP of Enrollment Development Services who reports to the Senior Vice President for Student Development and Institutional Effectiveness Indian River State College (IRSC) Under the Director of Financial Aid, reporting to the Associate Dean of Educational Services who reports to the Vice President for Instructional Services Palm Beach State College (PBSC) Under the Director of Financial Aid, reporting to the Vice President of Student Services and Enrollment Management St. Petersburg College (SPC) Under the Director of Scholarships and Student Financial Assistance, reporting to the AVP of Financial Assistance, Scholarships, and Veteran Services who reports to the Vice President of Academic and Student Affairs Source: Florida State College at Jacksonville website, Broward College website, Daytona State College website, Indian River State College website, Palm Beach State College website, and St. Petersburg College website, Page 3-9

30 Evaluation Findings and Recommendations RECOMMENDATION 6: Revise reporting structure to allow all Campus Financial Aid administrators to report to the Director of Financial Aid in the Office of the Vice President for Student Services (or other appropriate title to be determined per Recommendation 5), and be responsible and accountable to this centralized function. FINDING: As noted in the discussion of the duties of the Vice President for Student Development and Community Education, the functions of marketing, communications, branding, and public relations are currently the responsibility of this position. RECOMMENDATION 7: Create a separate communications, public relations, and marketing function outside of Vice President s office and establish a reporting line to the Chief of Staff/Chief Operating Officer position College-wide Leadership Human Resources FINDING: The Human Resources function reports to the College President and is responsible for a variety of activities, including recruitment, selection, professional development, job and performance appraisal, salary and classification studies, records management, benefits, and departmental planning. Among specific duties listed is the responsibility to facilitate training and development of all staff through active support measures. However, the Human Resources department has not been resourced to establish a Professional Development unit, which could, among other things, identify training needs and develop skills-based job specific training. There also appear to be key pieces of professional development and training that reside in other areas of the College. For example, in reviewing the documentation on the Executive Vice President for Instruction and Student Services position, the position s duties included the following: Human Resource Management. Provides leadership and professional development for the administrative, faculty and support staff assigned to instruction and student services. The Vice President and Provost is also responsible for the professional development of teaching faculty as well as other professional personnel necessary for the academic mission of the College. Findings relating to the Financial Aid audit pointed out insufficient staff training for employees tasked with determining compliance and ensuring that staff receive the appropriate training to successfully perform their jobs. Page 3-10

31 Evaluation Findings and Recommendations RECOMMENDATION 8: Readdress all FSCJ professional development and training needs in a coordinated and proactive manner. Primary responsibility for administrative professional development and training should be in the Human Resources Office. If they are not already doing so, the Human Resources Office should periodically survey college administration and staff to identify areas where administrative training would not only be beneficial but mission-critical. The Office should then ensure that such basic training programs are offered. Further, when training needs are identified by college or campus units, they should be brought to the attention of the Human Resources Office. 3.3 DIVISIONAL AND CAMPUS LEADERSHIP Campus Presidents FINDING: The current role of the Campus Presidents is to provide vision and direction to enable student success through planning, development, and operation of an individual campus location. This position is designated as the key campus leader at the individual location to create a learning community responsive to the needs of the region (see Appendix F for a copy of the FSCJ Campus President job description). The responsibilities of the Campus Presidents represent a form of decentralized service delivery. While policy and management is coordinated by college-wide leadership positions, the Campus Presidents are responsible for overseeing direct campus student service delivery. Exhibit 3-3 illustrates this decentralized service delivery model on each of FSCJ s campuses. Page 3-11