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Florida State College at Jacksonville Organizational Assessment

STUDY RESULTS
Presented by: Ms. Nancy Stepina-Robison

September 30, 2012

Presentation Overview
Purpose of Review Methodology Comparative Peer Institutions 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

Questions and Discussion

Purpose of Review
The FSCJ District Board of Trustees 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 Financial policies relating to travel, entertainment, hospitality, and other related matters

Methodology
Project Initiation Compilation and Analysis of Background Information Development of Benchmark Analyses Onsite Interviews with Key College Stakeholders Evaluate Results and Develop Recommendations Prepare Report

Overview of FSCJ
The Organizational Structure of FSCJ, 2012

Source: Florida State College at Jacksonville, 2012.

Overview of FSCJ
FSCJ Presidents Cabinet, 2012

Source: Florida State College at Jacksonville, 2012.

Comparative Peer Institutions


FTE Enrollment Estimates of FSCJ and Peers, FY2011-2012
Institution Florida State College at Jacksonville (FSCJ) Broward College (BC) Daytona State College (DSC) Indian River State College (IRSC) Palm Beach State College (PBSC) St. Petersburg College (SPC) Peer Average: Total FY2011-2012 FTE Enrollment Estimates 24,798 31,120 13,935 14,238 21,245 22,492 20,606

The peer institutions identified by FSCJ in Task 1.0 Project Initiation include the following:
Daytona State College Indian River State College Palm Beach State College St. Petersburg College Broward College

Source: 2011-12 FTE Estimates Report, FTE Enrollment Reports, Florida Department of Education website.

Comparative Peer Institutions, Cont.


Organizational Structure Comparison of FSCJ and Peers, 2012
Florida State College at Jacksonville (FSCJ) Number of Presidential Direct Reports
16 Executive Vice President for Instruction and Student Services Executive Administrative Assistant to the President Vice President and Provost, Florida State College Division 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 VP Academic Affairs Executive Director Foundation VP Administration and Business Services VP Student Services and Enrollment Management Senior Vice President, Academic Affairs/VP Executive Director, Foundation

Palm Beach State College (PBSC)


12

Institution Daytona State College Indian River State College (DSC) (IRSC)
11 9 Vice President Instructional Services Executive Assistant to the President Vice President Academic Affairs Executive Director of Foundation Vice President, Administration & Finance

Broward College (BC)


8

St. Petersburg College (SPC)


8

Executive Vice President, Office of the Executive VP

Senior Executive Assistant to the President College Provost and Senior VP Academic Affairs and Student Success Vice President for Institutional Advancement Senior VP Administrative Services

Chief of Staff Senior VP, Academic and Student Affairs VP Institutional Advancement and Executive Director Foundation Senior VP, Administration/Business and Information Technology VP Academic and Student Affairs

Temporary - Accounting

Senior Vice President, Student Vice President Development and Institutional Student Affairs Effectiveness Senior Vice President, Governmental Relations Senior Vice President, Information Technology Vice President Applied Science & Technology

VP Governmental Policy and Regulatory Affairs

Government Relations Director

Titles of Direct of Strategic Initiatives Reports 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 Campus President, North Campus Campus President, South Campus Campus President, Downtown Campus

College General Counsel and Vice President

General Counsel

General Counsel and Vice President, Acting General Counsel Public Policy and Government Affairs

Provost - Boca Raton Provost - Lake Worth Provost - Palm Beach Gardens Provost - Belle Glade VP Public Affairs and Marketing 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 Assoc. Vice President Institutional Technology Vice President of Institutional Associate VP Institutional Research, Effectiveness 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, 2012.

Comparative Peer Institutions, Cont.


Overview of FSCJ and Peer Campus-Level Governance, 2012
Institution
Florida State College at Jacksonville (FSCJ)

Number of Campuses

Listing of Campuses & FY2010-2011 FTE Enrollments


Downtown Campus (8,888) Kent Campus (4,201) North Campus (4,199) Open Campus (2,075) South Campus (5,149)

Governance

Report(s) to

Campus Presidents

College President

Broward College (BC)

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)

Campus Presidents

College Provost and Senior Vice President for Academic Affairs and Student Success

Daytona State College (DSC)

Campus Deans

Senior Vice President, Student Development and Institutional Effectiveness

Indian River State College (IRSC)

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 Provosts

Vice President of Instructional Services

Palm Beach State College (PBSC)

Campus Provosts

College President

St. Petersburg College (SPC)

Campus Provosts

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, 2012.

Study Findings and Recommendations:


Executive Leadership, Strategic Management, and the Office of the Executive Vice President
Findings: While the College Presidents focus has expanded externally, the internal operations of the College have lacked some needed direction. The role of the Executive Vice President for Instruction and Student Services, which is designated as acting president in the Presidents 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 Presidents attention to external affairs, has created pressures on roles and responsibilities across campus leadership. The Presidents Cabinet was asked to comment generally on their perceptions of the College President. 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.

Study Findings and Recommendations:


Executive Leadership, Strategic Management, and the Office of the Executive Vice President
Perceptions of the FSCJ College President by Area, 2012
90%

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%

80% 70% 60%


56.3%

87.5%

50% 40% 30% 20% 10% 0%

56.3%

62.5%

Positive Neutral Negative


31.3% 18.8% 12.5% 0.0%

43.8% 31.3%

37.5%

12.5%

18.8%

25.0%

Leadership

Managerial Practices

Collaborative/ Relational Skills

Job Knowledge

Communication Skills

Source: MGT interview results, Presidents Cabinet, 2012.

6.3%

Study Findings and Recommendations:


Executive Leadership, Strategic Management, and the Office of the Executive Vice President

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 Presidents 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.

Study Findings and Recommendations:


Executive Leadership, Strategic Management, and the Office of the Executive Vice President
Finding: 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. 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. Recommendation 2: Conduct a professional development workshop(s) for the District Board of Trustees utilizing an outside facilitator. It should be recognized that the Boards role continues to expand as the Colleges mission expands. A variety of external organizations routinely conduct a variety of workshops and training sessions for college boards.

Study Findings and Recommendations:


Executive Leadership, Strategic Management, and the Office of the Executive Vice President

Finding: 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. 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.

Study Findings and Recommendations:


College-wide Leadership
Findings: FSCJ does not currently utilize an internal auditor function. In the most recent audit report (Report 2012073, 7/1/2010 to 6/30/2011), FSCJ received 16 negative audit findings. 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.
State Audit Findings for FSCJ, FYE 06/30/11

Audit Finding Category


Administrative Management Confidential Information Construction Administration Information Technology Personnel and Payroll Student Enrollment Student Tuition and Fees

Number of Findings Found for Reporting Period 7/1/2010 to 6/30/2011


1 1 2 6 3 2 1

Source: State of Florida Auditor General's Report, FYE 06/30/11 for FSCJ.

Total:

16

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.

Study Findings and Recommendations:


College-wide Leadership Student Services
Findings: 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. The Vice President of Student Development and Community Education position, as structured, is limited in its authority to direct many student services college-wide duties and responsibilities. The positions current focus is multi-faceted, including student services, community education, marketing and public relations, as well as economic development. 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.

Study Findings and Recommendations:


College-wide Leadership- Student Services
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. 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.
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 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 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

Under the Director of Under the Campus Presidents, reporting to the Student Financial Services, reporting to the AVP for College President Student Affairs/Financial Services who reports to the Vice President for Student Affairs and Enrollment Management 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

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, 2012.

Study Findings and Recommendations:


College-wide Leadership Communications

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.

Study Findings and Recommendations:


College-wide Leadership Communications
Findings: 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. Key pieces of professional development and training that reside in other areas 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.

Recommendation 8: Readdress all of 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.

Study Findings and Recommendations:


Divisional and Campus Leadership
Organizational Structures Comparison of FSCJ Campuses, 2012
Downtown Campus
Campus President Dir of Admin Services Dean, Student Success Dean, Career Education Dean Liberal Arts

Kent Campus
Campus President Dir of Admin Services Dean, Student Success Dean, Career Education Dean Liberal Arts Dean Liberal Arts Assoc Dean Lib/Learning CM

North Campus
Campus President Dir of Admin Services Dean, Student Success Dean, Career Education Dean Liberal Arts

South Campus
Campus President Dir of Admin Services Dean, Student Success Dean Liberal Arts Dean Liberal Arts - South Interim Dean, Liberal Arts Assoc Dean Lib/Learning CM Academic Dean

Open Campus
Campus President Assoc Dean, Student Success

Finding: 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.

Interim Dean of Education Ex Dir Cecil Center Interim Dean, Pre-Collegiate Studies PA School Director Instructional Officer Ex Dir Nassau Center Dean, Fl Coast Career Tech

Academic Dean

Ex Dir Deerwood Center Instr Program Mgr - GED Program Mgr

Dir of Program Dev Dir Wilson Ctr for Arts Counselor Coord Ex Dean, Virtual College Operations Mgr

Source: Data received from Florida State College at Jacksonville, 2012.

Recommendation 9: Clarify the duties and responsibilities of the Campus Presidents relative to academic and non-academic service delivery.

Study Findings and Recommendations:


Divisional and Campus Leadership
Findings: The Vice President and Executive Director for the Florida Coast Career Tech (FCCT) program is responsible for the leadership and development of a Technical College Division (i.e. non-credit division). The Division must work closely and collaboratively with campuses for day to day operations and resource allocation. While many four-year colleges do not offer vocational/technical education, the comprehensive mission of FSCJ and its economic development role in the community make workforce education a critical function of the institution, which should not be structured or viewed as separate from the whole, but rather fully integrated. The current FCCT structure has proved problematic in terms of communication and coordination between functional units of the College, as well as causing ambiguity in terms of FCCTs identity and relationship to the State College, overall. Recommendation 10: Integrate FCCT into the State College Division, merging it with the Career Degree Education department, operating fully as part of the one-college model. The current Division Vice President for FCCT should be reassigned as an AVP under the Provost to work closely with the AVP for Career Degree Education on linking and aligning high-need, high-demand, go-to-work programs.

Study Findings and Recommendations:


Administrative Services Leadership and Delivery
Findings: The current payroll system used by the College is antiquated and in need of replacement. As a very labor intensive system, more errors are likely to be made, thereby creating inefficiencies in processing data. Financial Aid technology has also been criticized for being seriously lacking in a number of critical areas, as detailed in the Scheu Report issued in August 2012. Recommendation 11: Implement an immediate and thorough evaluation of the current payroll and financial aid systems and evaluate options for replacement or outsourcing. Key leaders in the Information Technology department should be called upon to provide needed context for this evaluation.

Study Findings and Recommendations:


Executive Travel, Entertainment, and Hospitality Expenses

Findings: MGT was informed of a variety of issues and concerns relative to travel, hospitality, and entertainment expenditures that had been previously identified as problematic for the College. MGT reviewed relevant Board rules and administrative procedures to determine if current policies and procedures are adequate to regulate responsible stewardship of funds for travel, hospitality, and entertainment expenses. MGT reviewed summary travel records for the President and Presidents Cabinet for an 18-month period (January 2011 to June 2012). The results of this review are summarized in Exhibits 3-4 and 3-5 in the final report.

Study Findings and Recommendations:


Executive Travel, Entertainment, and Hospitality Expenses
Travel Records by Location and Cost, January 2011 to June 2012
NUMBER OF EVENTS ATTENDED REPORTED BY # College President (Wallace) 1 Executive Vice President for Instruction and Student Services (Green) Vice President, Technology and Chief Information Officer (Rennie) 2 Campus President, Downtown Campus (Albrecht) Vice President of Government Relations (Lehr) 3 College General Counsel and Vice President of Strategic Initiatives (Miller) Campus President, Open Campus (Kooi) Vice President of Administrative Services (Bowers) Vice President, Student Development and Community Education (Pierce) Vice President of Military, Public Safety and Security (Stevenson) Campus President, North Campus (Darby) Vice President and Provost, Florida State College Division (Bilsky) 4 Vice President for Institutional Advancement and Executive Director, Florida State College Foundation (Stamp) 5 Campus President, Kent Campus (CabralMaly) Campus President, South Campus (Wright) 6 Vice President and Executive Director, Florida Coast Career Tech (Mann) Vice President, Human Resources (Arab) 7 TOTAL: AVERAGE: 34 5 1 6 18 12 10 11 6 0 9 3 3 1 4 3 0 126 7 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ In-state $ 11,125.64 4,503.05 76.63 3,084.37 8,434.96 7,404.57 4,755.89 5,182.87 2,961.37 3,604.95 1,860.30 1,677.79 1,183.39 1,549.98 581.12 57,986.88 3,410.99 # 13 18 23 8 1 1 3 3 4 4 1 1 1 1 1 1 0 84 5 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Out-of-state $ 15,613.58 21,714.90 23,868.72 9,482.74 2,428.36 2,245.00 4,519.46 4,065.69 5,009.82 5,803.21 35.00 1,523.19 1,232.43 1,579.11 172.00 99,293.21 5,840.78 TOTAL NUMBER OF EVENTS ATTENDED TOTAL NUMBER OF TRAVEL DAYS OVER THE 18MONTH PERIOD 109 71 78 50 140 35 36 38 29 8 28 9 14 9 15 11 0 680 40 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ TOTAL COST

47 23 24 14 19 13 13 14 10 4 10 4 4 2 5 4 0 210 12

26,739.22 26,217.95 23,945.35 12,567.11 10,863.32 9,649.57 9,275.35 9,248.56 7,971.19 5,803.21 3,639.95 3,383.49 2,910.22 2,762.50 1,549.98 753.12 157,280.09 9,251.77

Source: Data received from Florida State College at Jacksonville, 2012. Note: All retreats were covered by the President's Office. Retreats were in-state travel. Out of country travel: Shannon, Ireland, 06/21/11 06/26/11, (cost: $2,729.21); Bangkok, Thailand, 05/04/12 05/10/12, (cost: $0.00). 2 Out of country travel: Darmstadt, Germany, 07/30/11 08/04/11 (cost: $2,129.54). 3 Reported absence from most of 2012 Legislative Session due to illness, therefore, travel costs are lower than normal. Days of travel during legislative sessions (2/1/11-2/25/11 and 3/6/11-4/30/11) were adjusted based on the assumption for weekends at home in Jacksonville from the Capitol in Tallahassee. 4 Hired December 19, 2011, therefore travel costs cover only 6 months of the reporting period. 5 One of the travel costs is unknown for in-state travel. 6 Paid for by SACS-COC. 7 No overnight travel for the referenced period.
1

Study Findings and Recommendations:


Executive Travel, Entertainment, and Hospitality Expenses
Presidents Cabinets Travel Records by Funding Source, Jan. 2011 to June 2012
REPORTED BY TOTAL NUMBER OF EVENTS ATTENDED TRAVEL FUNDING SOURCE(S) REPORTED NUMBER OF TRIPS REPORTED FOR EACH FUNDING SOURCE

College President (Wallace) 1

47

Operating Budget

47

ITLA* Vice President, Technology and Chief Information Officer (Rennie) 2 24 CIO Professional Development Conference Sponsor President's Office Executive Vice President for Instruction and Student Services (Green) Vice President of Government Relations (Lehr) 3 23 19 OP Budget Operating Budget President's Office Campus President's Operating Budget (162200) Vice President of Administrative Services (Bowers) 14 Campus President's Operating Budget (148983) President's Office Campus President, Downtown Campus (Albrecht) College General Counsel and Vice President of Strategic Initiatives (Miller) Campus President, Open Campus (Kooi) 14 13 13 Campus President's Operating Budget (161152) Campus President's Operating Budget - Legal Admin (161300) Campus President's Operating Budget (146310) Reimbursed by AACC Campus President's Operating Budget (161207) 10 Campus President's Operating Budget (167001) President's Office Campus President, North Campus (Darby) 9 Campus President's Operating Budget (161155) Campus President's Operating Budget (148995) Campus President's Operating Budget (South Campus Travel Budget) SACS-COC President's Office Vice President for Institutional Advancement and Executive Director, Florida State College Foundation (Stamp) 5 Vice President and Provost, Florida State College Division (Bilsky) 4 Campus President's Operating Budget (148981) 4 Campus President's Operating Budget (161130) Campus President's Operating Budget (146010) Campus President's Operating Budget (148943) Vice President and Executive Director, Florida Coast Career Tech (Mann) 4 Campus President's Operating Budget (146014) National C-Core President's Office Vice President of Military, Public Safety and Security (Stevenson) Campus President, Kent Campus (Cabral-Maly) Vice President, Human Resources (Arab) 7 4 2 Campus President's Operating Budget (146241) Campus President's Operating Budget (161151) 4 Campus President's Operating Budget (167301)

4 17 2 1 23 18 1 12 1 1 14 13 11 2 5 2 3 3 6 2 1 2 4 1 2.5 0.5 1 1.5 0.5 1 4 2 -

Source: Data received from Florida State College at Jacksonville, 2012. Note: All retreats were covered by the President's Office. Retreats were in-state travel. Some of the travel expenses reported by Darby, Bowers, Bilsky, and Mann were split between multiple funding sources. Out of country travel: Shannon, Ireland, 06/21/11 06/26/11, (cost: $2,729.21); Bangkok, Thailand, 05/04/12 05/10/12, (cost: $0.00). 2 Out of country travel: Darmstadt, Germany, 07/30/11 08/04/11 (cost: $2,129.54). 3 Reported absence from most of 2012 Legislative Session due to illness, therefore, travel costs are lower than normal. Days of travel during legislative sessions (2/1/11-2/25/11 and 3/6/11-4/30/11) were adjusted based on the assumption for weekends at home in Jacksonville from the Capitol in Tallahassee. 4 Hired December 19, 2011, therefore travel costs cover only 6 months of the reporting period. 5 One of the travel costs is unknown for in-state travel. 6 Paid for by SACS-COC. 7 No overnight travel for the referenced period.
1

Vice President, Student Development and Community Education (Pierce)

Campus President, South Campus (Wright) 6

Study Findings and Recommendations:


Executive Travel, Entertainment, and Hospitality Expenses

Recommendation 12: Continue to require that the College Presidents travel and expenditures be pre-approved by the Chair of the Board of Trustees, at least in the short-term, for expenditures. Over the longer term, consideration should be given to the establishment of a threshold expenditure amount that, if exceeded, would require Board pre-approval. Currently Board Rule 4.23 requires that employee expenses that exceed $2,000 per trip will be reported to the Board.

Study Findings and Recommendations:


Executive Travel, Entertainment, and Hospitality Expenses

Finding: Under Board rule, the President is authorized to direct requests for expenditures for promotion, public relations, and hospitality to the Florida State College Foundation, Inc., for reimbursement under its direct support mission of the College and according to its rules and procedures.

Recommendation 13: Ensure that, as a routine part of the FSCJ Foundations annual budgeting process, the Foundation clearly identifies how much will be budgeted for the Presidents discretionary fund.

Study Findings and Recommendations:


Executive Travel, Entertainment, and Hospitality Expenses

Findings: The Board of Trustees has requested that the College President and members of the Cabinet provide information on planned travel over a subsequent three-month period. Board members have recommended that travel to conferences should be restricted to those having a need to attend based upon position and in those circumstances where it is clearly a direct benefit to the College or to College Operations.

Recommendation 14: Continue to provide information on travel budgets and planned expenditures of the Presidents Cabinet members to the Board of Trustees for their review.

Study Findings and Recommendations:


Executive Travel, Entertainment, and Hospitality Expenses

Finding: MGT understands that the travel and expenditures budgets for the coming year are based upon the prior year expenditure levels. Given the issues and concerns that have been raised regarding these expenditures, a business as usual approach is not warranted in moving forward.

Recommendation 15: Adopt a zero-based budget approach as part of the annual determination of the level of budgeted and available funds for travel and related expenses to ensure that expenditure levels for this purpose are in line with overall campus budget pressures.

Study Findings and Recommendations:


Executive Travel, Entertainment, and Hospitality Expenses
Findings: Board Rule 6Hx7 - 13.5, Public Trust and Confidence, authorizes that the College adhere to a variety of commitments, among them: (3.1) Conduct all activities of and regarding the College in a responsible and responsive manner intended to earn public confidence; (3.4) Determine and be sensitive to public reaction to programs, services, policies and administrative actions anticipated or now carried out in the College; and (3.8) Uphold standards of professional conduct and ethics. The Board Rule further directs that in furtherance of its own philosophy regarding public trust and confidence, the Board shall make periodic appraisals of the Colleges full adherence to these commitments. Recommendation 16: Reaffirm the Colleges ethics policy to maintain trust and confidence.

QUESTIONS & DISCUSSION

Nancy Stepina-Robison, Partner.


(850) 322-8090, nstepina@mgtamer.com www.MGTofAmerica.com