Jun 18, 2019  
2016-2017 Faculty Handbook 
    
2016-2017 Faculty Handbook [ARCHIVED CATALOG]

3. Organization and Governance


3.1     Board of Trustees

3.2     College Administration

3.2.1  College President

3.2.2  Provost & Vice Presidents

3.2.2.1  Provost & Chief Academic Officer

3.2.2.2  Senior VP Institutional Advancement & Finance

3.2.2.3  VP of Finance

3.2.2.4  VP of Enrollment Management

3.2.2.5  VP for Student Life

3.2.2.6  VP for Strategic Communications and External Affairs

3.2.2.7  VP of People & Technology

3.2.4  Academic Deans

3.3     The Faculty Senate

3.3.1  Senate Committees

3.3.2  Voting

3.3.3  Role of the Faculty in Governance

3.4     College Council

3.5     Academic Divisions & Deans

 

 

3.1     BOARD OF TRUSTEES

Version 10/2010  

Person/Dept. Responsible:

Board of Trustees

By-laws of Champlain College Incorporated

residing in the President’s Office; Articles V and VII

The ultimate authority for Champlain College rests with the Board of Trustees that operates the College under a charter from the State of Vermont.    The Board is self-perpetuating and elects its own chair and officers.  In consultation with the President, the Board of Trustees functions include, but are not limited to:

  • Determine and periodically review the College’s mission and purpose.
  • Appoint the President, who shall serve as the College’s Chief Executive Officer and regularly assess his/her performance.
  • Approve proposed changes in the College’s academic programs and other major enterprises consistent with the College’s mission, plans and financial resources.
  • Approve institutional policies on Faculty appointment, promotion, contract renewals and dismissal.
  • Approve the annual budget and annual tuition/fees, regularly monitor the College’s financial condition and establish policy guidelines affecting all institutional assets including investments and the physical plant.
  • Contribute financially to the College’s fundraising.

While the Board has ultimate authority, it is advised by the President to whom it has delegated much responsibility.

The Board meets four times per year, with its annual meeting in October.

Standing committees of the Corporation are the Executive Committee, Finance and Investment Committee, Audit and Compliance Committee, and Compensation Committee. Ad hoc committees may be added from time to time to address specific tasks.

3.2     COLLEGE ADMINISTRATION

Version 7/2014 Update of this section in progress

Person/Dept. Responsible:

Board of Trustees

By-laws of Champlain College Incorporated

residing in the President’s Office; Article VIII

The College organizational chart is available in Workday.

3.2.1     COLLEGE PRESIDENT

The President provides strategic vision and academic and administrative leadership for the College.

The President is the Chief Executive Officer of the Corporation and reports directly to the Board and is a voting member of the Board. The President, as academic and administrative head of the College, has responsibility for all the affairs of the institution, and shall bring such matters to the attention of the Board as are appropriate to keep the Board fully informed to meet its policy-making responsibilities. The President has legal authority, on behalf of the Trustees, to perform all acts and execute all documents to make effective the actions of the Board or its Executive Committee. (Article VIII, Board By-laws)

The President is advised by many constituents and looks to them for recommendations. He/she has the ultimate responsibility for approving recommendations and forwarding them to the Board as appropriate. He/she communicates with internal constituents about Board decisions.

3.2.2     PROVOST AND VICE PRESIDENTS

The Provost and each Vice President shall have such powers and perform such duties as may be assigned by the Board of Trustees or the President. In case of the temporary absence of the President, the duties of that office shall be performed by the Provost or the Vice President designated so to serve by the President. (Article VIII) The Board appoints officers of the College annually. Officers include the Chairperson of the Board of Trustees, the President, the Provost, one or more Vice Presidents (the number of Vice Presidents shall be determined by majority vote of the Trustees,) a Secretary and a Treasurer.

3.2.2.1     PROVOST AND SENIOR VICE PRESIDENT FOR ACADEMICS

The Provost serves as Chief Academic Officer (CAO.) She reports to the President and provides academic leadership and oversees academic operations of the College.

The Provost/CAO staffs the Academic Affairs committee of the Board and is an active participant in all major College policy recommending bodies. Direct reports to the Provost include associate provosts, the academic deans, the director of the library and the Registrar.

Specific responsibilities include, but are not limited to:

  • Coordinate academic planning and budgeting;
  • Work with faculty and academic deans on academic policies, delivery of instruction, functioning of academic departments, requirements for admission and graduation, and curriculum revision;
  • Support faculty development and general faculty welfare;
  • Define and recommend for approval by the President, academic and educational policy and philosophy;
  • Faculty hiring, promotion, termination and sabbatical leaves;
  • Initiate, in conjunction with deans and program directors, program evaluation and quality control;
  • Provides leadership for Continuing Professional Studies, ensuring that all programs, support and delivery mechanisms are relevant, flexible and adaptable to a rapidly changing educational environment;
  • Collaborate with the Vice-President for Student Life to implement initiatives that promote student success to graduation.
  • Recommend curricular changes to the President, based on work with faculty and academic deans;
  • Recommend to the President plans for organization and administration of academic programs;
  • Formulate recommendations for the President regarding long- and short-range planning, goals and objectives of the College; – with advice and counsel of the deans, program directors, faculty and committees as described in the College governance structure;
  • Responsible to the Board of Trustees Academic Affairs Committee.

3.2.2.2     SENIOR VICE PRESIDENT OF INSTITUTIONAL ADVANCEMENT AND FINANCE

The Senior Vice President for Institutional Advancement and Finance reports to the President and advises the President and Board on all matters affecting public relations and resource development for the College, including  cultivating  and  soliciting  donor  prospects, parent relations, philanthropic donations to external audiences, and stewardship of the various relationships between College and the external community. In addition, the Senior Vice President acts as Chief Financial Officer and Chief Administrative Officer of the College.

Specific responsibilities include, but are not limited to:

  • Employ, direct and supervise staff in alumni relations, annual fund, planned giving, major gifts and advancement operations;
  • Donor relations and stewardship, to include reporting to donors on how their funds have been invested;
  • Community and government relations in partnership with the public relations and marketing department at the College;
  • Annual, endowment, deferred and capital giving programs;
  • Coordinate grant proposals to all outside funding agencies and foundations;
  • Stewardship and communications directed primarily at the alumni, parent, community, corporate, foundation and internal constituencies;
  • Overall supervision of campus planning, property management and development, as well as all physical plant operations;
    • Responsible for creation and maintenance of the College’s Master Plan
    • Responsible for design and building of new construction projects
    • Responsible for the appropriateness and adequacy of all physical space on campus
  • Overall supervision of all other auxiliary services, bookstore, food services, Public Safety, Events Center and janitorial services;
  • Responsible to the Board of Trustees for the following committees: Development Committee; Finance Committee; Audit and Compliance Committee; and Facilities Committee.

3.2.2.3     VICE PRESIDENT OF FINANCE

  • Responsible for all financial activities of the College and develops and implements financial systems and policies in compliance with all federal regulations and accounting standards;
    • All receipts and disbursement of accounts
    • All banking and financing activities of the College
    • All oversight of debt covenants and borrowing obligations
    • Responsible for long-term financial stability of institution and maintaining annual balanced budgets and long-term financial model
    • Management of all institutional, federal and state aid
    • Management of Student Accounts
  • Overall supervision of Risk Management and Contract Management;
    • Oversight of all legal affairs of the institution and contact for outside counsel
    • Authorized signer of all contracts on behalf of the institution
    • Adequately protect the College from risk and catastrophic events
  • Responsible to the Board of Trustees for the following committees: Finance Committee and the Audit and Compliance Committee.

3.2.2.4     VICE PRESIDENT OF ENROLLMENT MANAGEMENT

The Vice President of Enrollment Management reports to the President and coordinates, supervises and evaluates administrative units responsible for the recruitment of undergraduate and non-CPS graduate students (admission and financial aid) as well as units responsible for marketing and promoting the College.

Specific responsibilities include, but are not limited to:

  • Provide direction and governance on the positioning of the institution to ensure differentiation and value;
  • Manage leadership in the areas of Undergraduate Admissions, Transfer Admissions, Graduate Admissions, Marketing and Financial Aid;
  • Anticipate changes and opportunities in the enrollment marketplace and respond accordingly;
  • Ensure enrollment management services are of quality and provide value to the marketplace;
  • Develops and coaches directors on enrollment goals and revenue;
  • Serves as the primary point of contact to the President and the Board of Trustees regarding enrollment and the strategic planning to meet enrollment goals;
  • Coaches enrollment management directors on skill development and continuous improvement for their professional advancement;
  • Coordinates with the Vice President of Finance on revenue projections.

3.2.2.5     VICE PRESIDENT FOR STUDENT LIFE

The Vice President for Student Life reports to the President and is responsible for planning, managing,  and  evaluating  student  life  services  that  support  the accomplishment of the College’s mission and strategic plan.  Services that are overseen include Residential Life, Career Planning, L.E.A.D. (life skills, career management, and financial sophistication), Counseling, Judicial Affairs, Student Health, and Student Activities.

Specific responsibilities include, but are not limited to:

  • Provide vision, leadership and oversight for student development programs and services
  • Provide strategic and tactical leadership for the development, implementation, and evaluation of systems that increase efficiency and effectiveness of programs and services to achieve retention goals;
  • Track trends, best practices, and current legal issues to ensure student programs and services are current, relevant, ethical and legal;
  • Provide strong advocacy for student interests and provide leadership in developing a campus community that reflects Champlain’s mission and values;
  • Structure effective relationships with academic programs and departments;
  • Build and maintain effective relationships between Enrollment and Student Life departments and internal and external constituencies;
  • Analyze problems and identify solutions as well as implement appropriate recommendations and resolutions;
  • Prepare and analyze administrative and statistical reports and documents;
  • Train, motivate and evaluate personnel;
  • Plan, develop, and administer annual budget requests and assume responsibility for department heads operating within the approved budget for the division and departments.

3.2.2.6     VICE PRESIDENT FOR STRATEGIC COMMUNICATIONS AND EXTERNAL AFFAIRS

The Vice President for Strategic Communications and External Affairs reports to the President and advises the President on all matters affecting the College’s public profile and internal communication strategies. This includes directing the College’s media relations, crisis communication and issue management, community outreach and main social media channels to increase institutional visibility and strengthen affinity with both internal and external constituents.

Specific responsibilities include, but are not limited to:

  • Provide vision, leadership and oversight for the College’s strategic institutional communications;
  • Employ, direct and supervise staff in external relations, news and information and social media;
  • In complement to the Marketing Department and Continuing Professional Studies Division’s efforts, elevate the institutional profile and visibility in local, regional and national earned media
  • In partnership with the People Center, communicate key messages to internal and external constituents regarding the college’s priorities, offerings and successes, particularly as they relate to the College’s Essence, Manifesto and Strategic Plan
  • Educate and support faculty and staff to deliver a consistent institutional message at all high-profile opportunities
  • Hold final draft approval for internal and external speeches, talking points, press releases, presentations and key communications from the President’s Office
  • Maintain positive neighbor, community and governmental relations through in-person interactions and pro-active communications.
  • Develop and executes crisis communications, in conjunction with the President and senior leadership

3.2.2.7     VICE PRESIDENT OF PEOPLE AND TECHNOLOGY

  • Overall supervision of the  People Center, including all payroll procedures, compensation, benefits and federal/state payroll compliance issues;
    • Responsible for the hiring and development of the College’s workforce
    • Responsible for the creation and implementation of compensation and benefit programs
  • Overall supervision of Information Systems, including main operating systems, infrastructure and technology on campus

3.2.4     ACADEMIC DEANS

Academic deans report to the Provost and are responsible for directing an academic division. Each Dean is responsible, under the aegis of the Provost, for budget preparation, planning, fiscal  management  of  division  resources, and personnel  management (appointment, supervision, development, evaluation, and dismissal.)

Specific responsibilities include, but are not limited to:

  • Work with faculty and staff to create a strategic vision and oversee its implementation;
  • Establish and manage a collegial environment;
  • Conduct faculty performance reviews according to the faculty evaluation protocol;
  • Assist the faculty in development and modification of curriculum, and management of assessment activities;
  • Encourage and support faculty in their work in the division and on all-College initiatives;
  • Work with faculty to strengthen student academic support programs that contribute to retention initiatives;
  • Based on wide consultation with faculty in matters re: curriculum and academic policy, convey recommendations to Provost for consideration and approval;
  • Communicate administrative information to the division, and important matters concerning the division to the Provost, as appropriate;
  • In capacity as a member of the faculty, attends Faculty Senate meetings and other faculty committees and task forces, as appropriate;
  • Attend faculty-related committees, as appropriate, to provide advice and input, help shape recommendations, and provide advocacy for faculty recommendations and suggestions, as needed;
  • Participate in recruitment and retention events, as needed, and encourage faculty in the division to participate;
  • Participate in campus-wide committees and external community committees and task forces as appropriate;
  • Participate with Advancement in soliciting and stewarding donor support for the College.

3.3     THE FACULTY SENATE

Version 7/2014  

Person/Dept. Responsible:

Senate President

K:/FacultySenate and

Google Site for Senate Bylaws (requires login)

See Appendix of this Faculty Handbook for link to the Senate Bylaws.

3.3.1     SENATE COMMITTEES

Article VII, Section 3 of the Senate Bylaws defines standing committees of the faculty as: Academic Affairs, Curriculum, Welfare, Promotions and Sabbatical Leave, Professional Development, Library and Academic Resources, Multicultural Affairs, Faculty Structure & Bylaws & Nominating, and Faculty Evaluation.

3.3.2     VOTING

Article II, Section 1 of the Senate Bylaws defines voting members as comprised of full-time faculty. As of academic year 2011, adjunct faculty can have one member from each division with voting privileges.

3.3.3     ROLE OF FACULTY IN GOVERNANCE

The  faculty  recognizes  and  accepts  that  the  ultimate  responsibility  for  governance  of  the College rests in the Board of Trustees, as delegated to the President.  While the Board retains responsibility and authority for governance, it functions with consultation and advice of the President who, in turn consults with the Provost in addition to other vice presidents, academic deans, the faculty and other constituents.

The faculty respects and supports the role of the President in articulating the vision of the College, providing strategic direction, and rendering final decisions on all policy, fiscal, resource allocation, and personnel matters.

All actions of the faculty are understood to be direct recommendations to the Chief Academic Officer and/or to the College President.  The faculty offer recommendations and have primary responsibility for policy on curriculum, subject matter, methods of instruction, faculty status, student learning experiences, requirements for admission and graduation, teaching quality, academic freedom, rights and responsibilities, and criteria for positions accorded academic rank.  Faculty participate in policy proposals regarding College mission, vision, and values; fiscal matters; physical and classroom environment; faculty appointment, leaves, and termination; quality of work life; compensation; selection of College administrators; establishment, dissolution, changes in degree programs; and other matters determined appropriate by faculty. They collaborate with academic deans and the Provost to develop approaches for assessing student learning and teaching. While recommendations from the faculty are advisory in nature and not binding upon the administration, in appreciation of the principles of participatory governance and in the interest of the general well-being of the College, the faculty assumes that the Board and President will accept faculty recommendations in matters where the faculty has primary responsibility and expertise but acknowledges that ultimate authority lies with the President and  the  Board.    For  example,  the  faculty  possess  the  primary responsibility  for shaping the curriculum, and all curricular change should be initiated through and approved by the faculty.

The 1966 Statement on Government of  Colleges and  Universities jointly developed by the American Council on Education, The American Association of University Professors, and the Association  of  Governing  Boards  and  Colleges  defines  the  role  of  faculty  as  “primary responsibility  for  such  fundamental  areas  as  curriculum,  subject  matter  and  methods  of instruction, research, faculty status, and  those aspects of  student  life which  relate to  the educational process.” (http://www.aaup.org/AAUP/pubsres/policydocs/contents/governancestatement.htm). Recommendations in these areas are reviewed by the Chief Academic Officer, the President, and the Board.   In rare cases the recommendations can be rejected, if they are found to be inconsistent with mission, desired educational quality, or fiscal integrity.  Compelling reasons for rejecting the recommendation should be communicated to the faculty in writing.

Article I, Section 3 of the Faculty Bylaws defines the role of the faculty specifically. The Faculty Senate recommends College policy in regards to:

  • Curricular matters;
  • Requirements for certificates and degrees;
  • Teaching quality;
  • Academic freedom, including rights and responsibilities;
  • Criteria for positions accorded academic rank and for promotions and sabbatical leave;
  • Other matters referred to it by the Board of Trustees, the President of the College, or the Provost.

In addition, The Faculty Senate recommends and participates in policy proposals with regard to:

  • Institutional philosophies and priorities;
  • Fiscal matters and the College’s physical and classroom environment;
  • Faculty appointment, dismissal and leaves;
  • Quality of work life, including total compensation;
  • The selection of College administrators;
  • The establishment, dissolution and substantial changes in degree programs;
  • Other matters that the faculty, in its judgment, deems proper to address or take action upon, as a governing body.

The faculty and College administration accept their responsibility to work meaningfully and genuinely with each other in addressing matters of mutual concern and interest. In those instances when the Board and/or the President do not accept faculty recommendations, the President and/or the Provost will meet with the appropriate faculty committee(s) to discuss the President’s and/or the Board’s rationale and actions. Faculty members have a vital stake in the College and should be given opportunities to be heard and to participate in the governance process.

3.4     COLLEGE COUNCIL

Version 7/2014  

Person/Dept. Responsible:

President’s Office

                               

The Champlain College Council is the official entity through which faculty, staff and students engage in discussion of issues of import to the College.  The Council shall discuss and address College-wide issues (those that cross traditional governance structures of Faculty Senate, Student Government, etc.) and make recommendations to the President.  The role of the Council is advisory to the President of the College. The President is responsible for setting policy for the College.

The Council is intended to serve as the organizational structure through which students, faculty, staff and administration:

  • Make recommendations to the President for changes in college community policies;
  • Identify ways to educate the community and provide guidance for dealing with community issues;
  • Address issues of campus climate;
  • Serve as a sounding board for students, faculty, and staff who are concerned about matters affecting the college community;
  • Promote the use of consensus-building as a mechanism for reviewing and resolving issues;
  • Communicate its findings and recommendations on a regular basis to the wider community.

From time to time, the Champlain College Council may form a task force to explore and discuss a particular issue so that the task force may then make a recommendation to the full Council.

College Council membership consists of:

  • 7 student members selected by the Student Government Association;
  • 7 members of the Staff Council selected by the Staff Council Executive Committee;
  • 7 members of the Faculty Senate selected by the Executive Committee (or one from each of the 6 Divisions and the Faculty Senate Vice President;)
  • 5 Deans &  the Provost;
  • 7 Administrators (including the President) selected by the President.

3.5     ACADEMIC DIVISIONS AND DEANS

Version 7/2014  

Person/Dept. Responsible:

Academic Affairs

Organizational Charts in Workday (requires login)

The academic operation of the College is structured into six units, each headed by an academic dean.  The units are Communication & Creative Media, Continuing and Professional Studies, the Core Division, Education & Human Studies, Information Technology & Sciences, and the Stiller School of Business.

The academic divisions work separately and in concert supporting the overall mission, goals and priorities of the College, as identified by the President and Provost.   The divisions assign administrative duties, with release time, to full-time teaching faculty to serve as program directors, chairpersons, assistant deans, or associate deans.