STUDY RESULTS September 30, 2012 Presented by: Ms. Nancy Stepina-Robison Florida State College at...

STUDY STUDY RESULTSRESULTS

September 30, September 30, 20122012

Presented by:Presented by:

Ms. Nancy Stepina-Ms. Nancy Stepina-RobisonRobison

Florida State College at Florida State College at JacksonvilleJacksonville

Organizational AssessmentOrganizational Assessment

Presentation Presentation OverviewOverview

•Purpose of Review

•Methodology

•Comparative Peer Institutions

•Findings and RecommendationsExecutive Leadership, Strategic Management, and the Office of the

Executive Vice PresidentCollege-wide LeadershipDivisional and Campus LeadershipAdministrative Services Leadership and DeliveryExecutive Travel, Entertainment, and Hospitality Expenses

•Questions and Discussion

Purpose of ReviewPurpose 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 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 FSCJOverview of FSCJThe Organizational Structure of FSCJ, 2012

Source: Florida State College at Jacksonville, 2012.

Overview of FSCJOverview of FSCJ

FSCJ President’s Cabinet, 2012

Source: Florida State College at Jacksonville, 2012.

Comparative Peer InstitutionsComparative Peer Institutions

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.

InstitutionTotal FY2011-2012 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

FTE Enrollment Estimates of FSCJ and Peers, FY2011-2012

Comparative Peer Institutions, Cont.Comparative Peer Institutions, Cont.Organizational Structure Comparison of FSCJ and Peers, 2012

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.

Florida State College at Jacksonville (FSCJ)

Palm Beach State College (PBSC)

Daytona State College (DSC)

Indian River State College (IRSC)

Broward College(BC)

St. Petersburg College (SPC)

Number of Presidential

Direct Reports16 12 11 9 8 8

Executive Vice President for Instruction and Student Services

Executive Vice President, Offi ce of the Executive VP

Vice PresidentInstructional 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 AffairsSenior Vice President, Academic Affairs/VP

Vice President AcademicAffairs

College Provost and Senior VP Academic Affairs and Student Success

Senior VP, Academic and Student Affairs

Vice President for Institutional Advancement and Executive Director, Florida State College Foundation

Executive Director - Foundation

Executive Director, FoundationExecutive Director of Foundation

Vice President for Institutional Advancement

VP Institutional Advancement and Executive Director Foundation

Vice President of Administrative ServicesVP Administration and Business Services

Temporary - AccountingVice President, Administration& Finance

Senior VP Administrative ServicesSenior VP, Administration/Business and Information Technology

Vice President, Student Development and Community Education

VP Student Services and Enrollment Management

Senior Vice President, Student Development and Institutional Effectiveness

Vice PresidentStudent Affairs

VP Academic and Student Affairs

Vice President of Government RelationsSenior Vice President, Governmental Relations

VP Governmental Policy and Regulatory Affairs

Government Relations Director

Vice President, Technology and Chief Information Offi cer

Senior Vice President, Information Technology

Vice PresidentApplied Science &Technology

Vice President, Human Resources

College General Counsel and Vice President of Strategic Initiatives

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

Acting General Counsel

Vice President of Mil itary, Public Safety and SecurityVice President and Executive Director, Florida Coast Career Tech

Campus President, Open Campus Provost - Boca Raton

Campus President, Kent Campus Provost - Lake Worth

Campus President, North CampusProvost - Palm Beach Gardens

Campus President, South Campus Provost - Belle Glade

Campus President, Downtown Campus

VP Public Affairs and MarketingVP Economic Development and Innovation Projects

Executive Assistant to President for College Advancement and Communications

Vice President of Institutional Effectiveness

Associate VP Institutional Research, Planning and Effectiveness

Assistant to President for Equity Programs

Director I - Equity and Inclusion

Coordinator IV

Temporary - Foundation

Vice President, Division of Alternative Student Services

Assoc. Vice PresidentInstitutionalTechnology

Institution

Titles of Direct Reports

Comparative Peer Institutions, Comparative Peer Institutions, Cont.Cont.Overview of FSCJ and Peer Campus-Level Governance, 2012

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.

InstitutionNumber of Campuses

Listing of Campuses & FY2010-2011 FTE Enrollments Governance Report(s) to

Florida State College at Jacksonville (FSCJ) 5

Downtown Campus (8,888)Kent Campus (4,201)

North Campus (4,199)Open Campus (2,075)South Campus (5,149)

Campus Presidents College President

Broward College (BC) 3Hugh Adams Central Campus (12,292)

North Campus (8,380)Judson A. Samuels South Campus (6,278)

Campus PresidentsCollege Provost and Senior

Vice President for Academic Affairs and Student Success

Daytona State College (DSC) 5

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 Deans

Senior Vice President, Student Development and Institutional Effectiveness

Indian River State College (IRSC) 5

Main Campus (St. Lucie) (7,623)St. Lucie West Campus (2,376)

Chastain Campus (1,729)Dixon Hendry Campus (563)

Mueller Campus (1,709)

Campus Provosts Vice President of Instructional Services

Palm Beach State College (PBSC) 4

Belle Glade Campus (899)Boca Raton Campus (4,635)

Lake Worth Campus (10,537)Palm Beach Gardens (4,759)

Campus Provosts College President

St. Petersburg College (SPC) 4

Clearwater Campus (4,205)Seminole Campus (6,152)

St. Petersburg/Gibbs Campus (4,338)Tarpon Springs Campus (3,063)

Campus Provosts Vice President, Academic and Student Affairs

Study Findings and Study Findings and Recommendations:Recommendations:Executive Leadership, Strategic Executive Leadership, Strategic

Management, and the Office of the Management, and the Office of the Executive Vice PresidentExecutive Vice President

Findings:

•While the College President’s 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 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.

•The President’s 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.



Perceptions of the FSCJ College President by Area, 2012

Source: MGT interview results, President’s Cabinet, 2012.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Leadership Managerial Practices

Collaborative/ Relational Skills

Job Knowledge Communication Skills

56.3

%

18.8

%

56.3

%

87.5

%

62.5

%

31.3

%

43.8

%

25.0

%

12.5

%

31.3

%

12.5

%

37.5

%

18.8

%

0.0%

6.3%

Positive

Neutral

Negative

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%



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.



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 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.



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 Study Findings and Recommendations:Recommendations:College-wide LeadershipCollege-wide Leadership

Findings:

•FSCJ does not currently utilize an internal auditor function.

•In the most recent audit report (Report 2012-073, 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

Administrative Management 1Confidential Information 1Construction Administration 2Information Technology 6Personnel and Payroll 3Student Enrollment 2Student Tuition and Fees 1

Total: 16

Audit Finding CategoryNumber of Findings Found

for Reporting Period 7/1/2010 to 6/30/2011

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

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 Study Findings and Recommendations:Recommendations:College-wide Leadership – Student Services 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 position’s 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 Study Findings and Recommendations:Recommendations:College-wide Leadership- Student Services 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. 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.

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)

Palm Beach State College (PBSC)

St. Petersburg College (SPC)

Under the Director of Financial Aid, reporting to the Associate Dean of Educational Services who reports to the Vice President for Instructional Services

Under the Director of Financial Aid, reporting to the Vice President of Student Services and Enrollment Management

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

Location of Financial Aid Function for FSCJ and Peers, 2012

Study Findings and Study Findings and Recommendations:Recommendations:College-wide Leadership – Communications 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 Study Findings and Recommendations:Recommendations:College-wide Leadership – Communications 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 Study Findings and Recommendations:Recommendations:Divisional and Campus LeadershipDivisional and Campus Leadership

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

Organizational Structures Comparison of FSCJ Campuses, 2012

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

Downtown Campus Kent Campus North Campus South Campus Open Campus

Campus President Campus President Campus President Campus President Campus President

Dir of Admin Services Dir of Admin Services Dir of Admin Services Dir of Admin Services

Dean, Student Success Dean, Student Success Dean, Student Success Dean, Student Success Assoc Dean, Student Success

Dean, Career Education Dean, Career Education Dean, Career Education

Dean Liberal Arts Dean Liberal Arts Dean Liberal Arts Dean Liberal Arts

Dean Liberal Arts Dean Liberal Arts - South

Interim Dean, Liberal Arts

Assoc Dean Lib/Learning CM Assoc Dean Lib/Learning CM

Interim Dean of Education Academic Dean Academic Dean

Ex Dir Cecil Center Ex Dir Nassau Center Ex Dir Deerwood Center

Interim Dean, Pre-Collegiate Studies Dean, Fl Coast Career Tech

Instr Program Mgr - GED Program Mgr

PA School Director

Instructional Officer

Dir of Program Dev

Dir Wilson Ctr for Arts

Counselor Coord

Ex Dean, Virtual College

Operations Mgr

Finding:•The responsibilities of the Campus Presidents represent a form ofdecentralized 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.

Study Findings and Study Findings and Recommendations:Recommendations:Divisional and Campus LeadershipDivisional 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 FCCT’s 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 Study Findings and Recommendations:Recommendations:Administrative Services Leadership and Administrative Services Leadership and

DeliveryDelivery

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 Study Findings and Recommendations:Recommendations:Executive Travel, Entertainment, and Executive Travel, Entertainment, and

Hospitality ExpensesHospitality 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 President’s 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.


Hospitality ExpensesHospitality ExpensesTravel Records by Location and Cost, January 2011 to June 2012

# $ # $

College President (Wallace)1 34 11,125.64$ 13 15,613.58$ 47 109 26,739.22$

Executive Vice President for Instruction and Student Services (Green)

5 4,503.05$ 18 21,714.90$ 23 71 26,217.95$

Vice President, Technology and Chief

Information Offi cer (Rennie)2 1 76.63$ 23 23,868.72$ 24 78 23,945.35$

Campus President, Downtown Campus (Albrecht)

6 3,084.37$ 8 9,482.74$ 14 50 12,567.11$

Vice President of Government Relations

(Lehr)318 8,434.96$ 1 2,428.36$ 19 140 10,863.32$

College General Counsel and Vice President of Strategic Initiatives (Miller)

12 7,404.57$ 1 2,245.00$ 13 35 9,649.57$

Campus President, Open Campus (Kooi) 10 4,755.89$ 3 4,519.46$ 13 36 9,275.35$

Vice President of Administrative Services (Bowers)

11 5,182.87$ 3 4,065.69$ 14 38 9,248.56$

Vice President, Student Development and Community Education (Pierce)

6 2,961.37$ 4 5,009.82$ 10 29 7,971.19$

Vice President of Military, Public Safety and Security (Stevenson)

0 -$ 4 5,803.21$ 4 8 5,803.21$

Campus President, North Campus (Darby) 9 3,604.95$ 1 35.00$ 10 28 3,639.95$

Vice President and Provost, Florida State

College Division (Bilsky)4 3 1,860.30$ 1 1,523.19$ 4 9 3,383.49$

Vice President for Institutional Advancement and Executive Director,

Florida State College Foundation (Stamp)5

3 1,677.79$ 1 1,232.43$ 4 14 2,910.22$

Campus President, Kent Campus (Cabral-Maly)

1 1,183.39$ 1 1,579.11$ 2 9 2,762.50$

Campus President, South Campus (Wright)6 4 1,549.98$ 1 -$ 5 15 1,549.98$

Vice President and Executive Director, Florida Coast Career Tech (Mann)

3 581.12$ 1 172.00$ 4 11 753.12$

Vice President, Human Resources (Arab)7 0 -$ 0 -$ 0 0 -$

TOTAL: 126 57,986.88$ 84 99,293.21$ 210 680 157,280.09$

AVERAGE: 7 3,410.99$ 5 5,840.78$ 12 40 9,251.77$

REPORTED BYIn-state

NUMBER OF EVENTS ATTENDED

Out-of-stateTOTAL

NUMBER OF EVENTS

ATTENDED

TOTAL COST

TOTAL NUMBER OF TRAVEL DAYS OVER THE 18-

MONTH PERIOD 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.

1 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.


Hospitality ExpensesHospitality ExpensesPresident’s Cabinet’s Travel Records by Funding Source, Jan. 2011 to June 2012

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.

1 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.

REPORTED BYTOTAL NUMBER

OF EVENTS ATTENDED

TRAVEL FUNDING SOURCE(S) REPORTEDNUMBER OF TRIPS

REPORTED FOR EACH FUNDING SOURCE

College President (Wallace)1 47 Operating Budget 47

ITLA* 4

CIO Professional Development 17

Conference Sponsor 2

President's Offi ce 1

Executive Vice President for Instruction and Student Services (Green)

23 OP Budget 23

Operating Budget 18


Campus President's Operating Budget (162200) 12



Campus President, Downtown Campus (Albrecht) 14 Campus President's Operating Budget (161152) 14

College General Counsel and Vice President of Strategic Initiatives (Miller)

13Campus President's Operating Budget - Legal Admin (161300)

13


Reimbursed by AACC 2

Campus President's Operating Budget (161207)

5





Campus President's Operating Budget (South Campus Travel Budget)

2

SACS-COC 1


Vice President for Institutional Advancement and Executive Director, Florida State College

Foundation (Stamp)54 Campus President's Operating Budget (167301) 4


Campus President's Operating Budget (161130) 2.5




National C-Core 0.5


Vice President of Military, Public Safety and Security (Stevenson)

4 Campus President's Operating Budget (146241) 4

Campus President, Kent Campus (Cabral-Maly) 2 Campus President's Operating Budget (161151) 2

Vice President, Human Resources (Arab)7 - - -

Vice President and Provost, Florida State College

Division (Bilsky)4 4

Vice President and Executive Director, Florida Coast Career Tech (Mann)

4

Vice President of Government Relations (Lehr)3 19

Vice President of Administrative Services (Bowers) 14

Vice President, Student Development and Community Education (Pierce)

10

Campus President, South Campus (Wright)6 5

Vice President, Technology and Chief Information

Offi cer (Rennie)2 24

Campus President, North Campus (Darby) 9

Campus President, Open Campus (Kooi) 13



Recommendation 12:Continue to require that the College President’s 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 Foundation’s annual budgeting process, the Foundation clearly identifies how much will be budgeted for the President’s 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 President’s 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.


Hospitality ExpensesHospitality ExpensesFindings:

•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 College’s full adherence to these commitments.”

Recommendation 16:Reaffirm the College’s ethics policy to maintain trust and confidence.

QUESTIONS & DISCUSSIONQUESTIONS & DISCUSSION

Nancy Stepina-Robison,

Partner.

(850) 322-8090,

[email protected]

www.MGTofAmerica.com

mailto:[email protected]

http://www.mgtofamerica.com/

STUDY RESULTS September 30, 2012 Presented by: Ms. Nancy Stepina-Robison Florida State College at...

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