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STUDY RESULTS
Presented by: Ms. Nancy Stepina-Robison
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
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
Overview of FSCJ
FSCJ Presidents Cabinet, 2012
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.
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
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
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
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.
Number of Campuses
Governance
Report(s) to
Campus Presidents
College President
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
Campus Deans
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
Campus Provosts
College President
Campus Provosts
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.
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%
87.5%
56.3%
62.5%
43.8% 31.3%
37.5%
12.5%
18.8%
25.0%
Leadership
Managerial Practices
Job Knowledge
Communication Skills
6.3%
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.
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.
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.
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.
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.
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.
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
Dir of Program Dev Dir Wilson Ctr for Arts Counselor Coord Ex Dean, Virtual College Operations Mgr
Recommendation 9: Clarify the duties and responsibilities of the Campus Presidents relative to academic and non-academic service delivery.
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.
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
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)
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
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.
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.
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.
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.