Monitoring College Effectiveness

Policy Statement

All Community Stakeholders benefit when the College makes satisfactory progress toward achieving the Board’s Ends. Specifically, student lives are enriched through their participation in the College’s programs and services and consequently the vitality of the community is strengthened.

The Board, through the Ends policy on College Purpose (4.1), identifies critical services that the College shall provide to the Community. In addition, the Board believes that accreditation and diversity are essential elements for supporting the achievement of those services. As such, the Board has identified a unique Ends
policy for accreditation (4.4) and a unique Ends policy for diversity (4.5).

To ensure the College is making satisfactory progress in achieving all the Board’s Ends, the Board shall engage in a series of monitoring activities. These activities include a comprehensive review of the CEO’s performance as outlined in Policy 2.4, Monitoring CEO and Board Effectiveness. Additionally the Board will review a series of monitoring reports which evaluate the College’s performance in broad operational areas. Monitoring reports provide the Board with a comprehensive and consistent evaluative framework to assess overall institutional effectiveness.

Specifically related to monitoring reports and consistent with the identified assessment framework, the Board will review and analyze:

1. Fiscal and Asset Stewardship reports on a quarterly basis
2. Strategic Plan Initiatives progress reports on a quarterly basis
3. Monitoring reports submitted by the CEO, on a semester basis, that track continuous process improvements with strategic key performance indicators
4. Dashboard measure on an on-going basis

The Board directs the CEO to develop detailed procedures and guidelines for each of the monitoring reports noted above and then to present the reports to the Board for review.

These monitoring activities, which are consistent with policy governance principles, will assist the Board with guiding the CEO on decisions related to the College’s strategic direction, the prioritization of performance improvement initiatives, and the allocation of resources. Further, these monitoring activities will be the primary focus of the Board’s work as it performs the oversight and fiduciary duties required by the Michigan Community College Act, Michigan common law, and as expected by the Higher Learning Commission. 

Change Log

• 04-17-2018  Initial policy approved by Board to become effective 7-1-18
• 07-01-2018  Effective date of initial policy
• 04-28-2020  Revised and adopted