Core Component: Notre Dame College’s governance and administrative structures promote effective leadership and support collaborative processes that enable the organization to fulfill its mission.

Board policies and practices document the Board’s focus on Notre Dame College’s mission.

  • The reserved powers held by the Sisters of Notre Dame through the Provincial Superior and her Council assure a focus on both the College’s and the Sisters’ missions. As provided in the Bylaws, Article IV, Section 1, these powers include amending the College’s mission, selling resources or borrowing money ($500,000 or more), changing the Articles of Incorporation and Bylaws, and approving the selection of candidates to be interviewed for the College presidency. These mission rich functions are held exclusively by the Sisters and their approval is required before action can be taken by the Board as a whole.

  • As provided in the Bylaws, Article IV, Section 2, the Provincial Superior is an Ex Officio member of the Board and is counted for purposes of determining a quorum and has a vote on all matters presented to the directors. In addition, Article IV, Section 4, directs that a minimum of 20 percent of the total number of directors, including the Provincial Superior, will be Sisters. The significant presence of the Sisters assures that most discussions at a Board meeting will include how the resolution of the given issue is in concert with the College’s mission. This is not to say that only the Sisters are focused on the mission as lay members are too.

    Introducing faculty and staff members and their programs to the Board is often part of the meeting agenda. The Board Secretary is responsible for preparing the faculty or staff member/s for this activity. Because the interest in fulfilling the mission is so central to the Board, the Secretary includes “meeting the mission” as part of the instructions.

  • The first responsibility listed in the Statement of Expectations for all new Board members requires a commitment to the mission and goals of Notre Dame College.

The distribution of responsibilities as defined in the governance structures, processes and activities is understood and implemented through delegated authority.

Governance, Board of Directors
The Chair of the Board of Directors requests each member to serve on one of five standing committees: Academic and Student Affairs, Budget and Finance (the Audit Committee is a sub-committee of Budget and Finance), Buildings and Grounds, Nominating and Board Development, and College Advancement. The College President assigns a senior staff member to each committee to act as liaison between the Board and the College. All issues and regular business are initiated at the Committee level. Committees meet as is required to attend to the business at hand. That is, some committees meet several times prior to a Board meeting; some meet once. Committees bring their recommendations to the Board meetings for further discussion and disposition.

 

Lisa Shields ST. CATHERINE OF
ALEXANDRIA AWARD
LISA A. SHIELDS
Nicholas Somich SR. MARY AGNES
BOSCHE AWARD
NICHOLAS SOMICH
Michele Miller SR. MARY LEROY
FINN AWARD
MICHELE L. MILLER

Christmas 2006

May the peace and Joy of the Season be with You and Your Loved Ones.

In addition to the five standing committees, an Executive Committee is also appointed. It meets as often as is necessary to perform the work of the Board when the Board is not in session. With a few exceptions, the Executive Committee has full power to take actions on behalf of the Board as a whole. Membership includes the Board chair, vice chair/s, the College President, the Provincial Superior of the Sisters of Notre Dame, and chair of the Budget and Finance Committee. An additional member is chosen from the chairs of the other standing committees. At this time, the additional member is the chair of the Buildings and Grounds Committee.

The roles and responsibilities of the Board Committees are as follows:

The role of the Academic and Student Affairs Committee is to review and recommend programs, personnel policies and practices integral to fulfilling the academic mission and quality of student life at Notre Dame College. The primary responsibilities are to:

  • Ensure the educational program is consistent with both institutional mission and strategies,

  • Ensure the academic budget reflects the institution’s priorities,

  • Ensure faculty personnel policies and procedures complement academic priorities,

  • Ensure the institution’s programs are appropriate to its students,

  • Ensure the institution regularly assesses the effectiveness of its academic activities,

  • Inform the Board of Directors of the nature, priorities and purposes of student development,

  • Participate formally and informally in student life whenever feasible, and

  • Review and revise the Student Code of Conduct, Judicial Process, Procedural Due Process and/or other documents as requested by the administration.

The role of the Building and Grounds Committee is to advise and counsel the Board of Directors on issues regarding the condition of the College’s land, buildings and equipment. The primary responsibilities are to:

  • Maintain familiarity with the status of College facilities,

  • Audit the condition of the buildings and grounds, and monitor expenditures for ongoing maintenance and development,

  • Prioritize and implement repair and replacement fund programs for land, buildings and equipment, and

  • Collaborate with campaign committees to rationalize campaign goals impacting the physical environment of the campus.

The role of the Budget and Finance Committee is to recommend financial policies for Board of Directors approval and then to monitor the results. The primary responsibilities are to:

  • Oversee the current financial operations and results,

  • Review financial performance and budgets prepared by the administration,

  • Provide financial focus and oversight for the Board of Directors,

  • Ensure a viable long-range plan is in place or is being developed,

  • Approve and recommend tuition pricing,

  • Communicate with and educate the Board with regard to financial matters of the College, and

  • Allocate financial resources between present and future needs.

Although it is the responsibility of the Board of Directors to approve investment objectives for the institution, the Budget and Finance Committee develops strategies and guidelines to meet them. The primary investment responsibilities are to:

  • Decide how the investments are to be managed,

  • Make asset allocation decisions,

  • Make direct investments,

  • Select the investment managers,

  • Review the performance of the portfolio, and

  • Provide periodic reports of operations and results to the Board of Directors.

The role of the Audit Committee, a sub-committee of the Budget and Finance Committee, is to enhance the ability of the Board of Directors of Notre Dame College to accomplish its financial fiduciary responsibilities. The primary responsibilities are to:

  • Provide financial focus and oversight for the Board of Directors regarding the preparation and presentation of the audited financial statements,

  • Review the management and internal control of student loan funds and other procedural operations with external auditors,

  • Review the audit report, management letter, and other auditing assurances,

  • Monitor the independence and selection of the auditing firm.

The role of the Institutional Advancement Committee is to oversee the activities of the Institutional Advancement Department of Notre Dame College, especially the planning and implementing of fund-raising activities. The primary responsibilities are to:

  • Develop a long-term strategy, enhance the marketing programs, and support fund-raising activities,

  • Provide guidance, energy and assistance in solicitation of donations and gifts,

  • Support and assist with all aspects of fund-raising programs,

  • Increase the visibility and external awareness of Notre Dame College in the greater Cleveland community,

  • Plan and implement a long-range development program, and

  • Guide public relations and alumni relations programs and evaluate results.

The role of the Nominating/Board Development Committee is to identify, cultivate, and recruit Board members who support the mission of the College and to manage and evaluate the development of the Board of Directors. The primary responsibilities are to:

  • Help the Board determine its desired composition in terms of talents, diversity and influence,

  • Populate the Board with willing and committed directors by maintaining a viable list of candidates and by cultivating top prospects,

  • Oversee the orientation and development of new Board members,

  • Evaluate Board performance on an annual basis, identifying strengths and weaknesses,

  • Nominate the Board officers and review their performance on an annual basis, and

  • Review the performance of Board members as it relates to their commitment to Notre Dame College.

 

In a future review of the Catholic Identity Statement, a revision that clarifies openness to diversity and living in a multicultural world may be warranted.

Governance, Faculty
 At the broadest level, Notre Dame faculty share responsibility for the governance of the College. This responsibility is exercised by regularly attending and taking part in meetings of the faculty member’s academic unit and meetings of the Faculty Senate (Notre Dame College Policy Manual, Volume IV, Faculty Personnel Policies, page 18).

Committees at Notre Dame College provide an important link in the total governing structure of the institution. The primary faculty committee that has direct responsibility for the coherence of the curriculum and the integrity of the academic processes is the Educational Policy and Planning Committee.

The Educational Policy and Planning Committee (EPPC) is a standing committee of the Faculty Senate. The primary duty of the EPPC is to recommend, review and approve changes in the curriculum of the College. The committee is directly responsible to the Steering Committee and ultimately to the Faculty Senate. It also serves as the primary advisory group to the Vice President for Academic Affairs (VPAA) on matters of educational policy and planning. As provided by the Constitution of the Faculty Senate of Notre Dame College, EPPC comprises the chairs of each academic division and one at-large faculty member. The Vice President for Academic Affairs and the Dean of the Weekend College serve as exofficio members.

As directed by the Constitution of the Faculty Senate of Notre Dame College the stated responsibilities of the EPPC that relate directly to curriculum and academic processes include:

  1. Serves as the primary advisory group to the VPAA on matters of educational policy and planning ,

  2. Is responsible for Liberal Arts General Education Requirements (GER) evaluation,

  3. Coordinates ongoing evaluation of existing major/minor programs,

  4. Establishes deadlines, requirements, and procedures for the submission of curricular changes,

  5. Investigates and approves new academic programs,

  6. Approves, modifies, or rejects and requested changes in curriculum of the College,

  7. The College prides itself in its entrepreneurial spirit and ability to create new curricular and co-curricular programs.

    Reviews and advises on elimination of majors, minors, programs and degrees,

  8. Oversees new degrees, study abroad programs, cooperative education, career planning, etc.,

  9. Makes recommendations and sets priorities for academic budget,

  10. Ensures that all curriculum changes have received prior approval with respect to staffing, certification, and budgetary consideration,

  11. Approves/updates College Catalog related to educational policy and curriculum, and

  12. Advises on library and technology issues related to educational policy and planning.

As noted below, recent actions document that faculty and other academic leaders share responsibility for the coherence of the curriculum and the integrity of the academic processes. The College is proud of its entrepreneurial spirit and ability to create new curricular and cocurricular programs. Over the last three years the College has instituted such initiatives and has emerged with improved structures and protocols that support coherence of the curriculum and the integrity of the academic processes.

  • In February, 2006, the EPPC approved a Checklist for Adding Programs and/or Courses to the Curriculum. This document informs all necessary persons and offices of new programs and courses that have been approved by the Faculty Senate and the administration. It assists the faculty and academic leaders in the coherence of the curriculum and integrity of the academic processes. Recent programs that have been approved by the new protocols are:

Intelligence Analysis Program
 In Spring, 2005, the Faculty Senate approved the introduction of a History Major with a concentration in Intelligence Analysis and Research. The program in intelligence analysis and research (IARP) is a multidisciplinary concentration within the History and Political Science Department that has been designed to give students the necessary background that will enable them to pursue careers as research or intelligence analysts in government agencies or in private enterprise.

 

“NCATE accreditation is evidence of our aspirations to meet the highest acknowledged national standards for the preparation of teachers. We worked hard for this achievement and made many improvements along the way. The process has forced us to be more organized, accountable, effective and efficient…”

Dr. Bruce Jones
Director of Undergraduate
and Graduate Education
Notre Dame Today
Spring/Summer, 2006

Associate of Science in Health Sciences
 This program is designed to prepare students for the nursing profession. It is a joint program with the Huron School of Nursing. Classes are taken at Notre Dame College and the nursing courses and clinical experience are completed at the Huron School of Nursing. Upon completion of the program the student will earn an A.S. degree in Health Sciences from Notre Dame College and a diploma in nursing from the Huron School of Nursing. Graduates are eligible to take the Ohio State Nursing Board Examination.

Nursing Program
 In Spring, 2005, the Faculty Senate approved the introduction of a Nursing Program. A Nursing Director was hired to develop the program and facilitate the approval process. The proposal was submitted to the Ohio Board of Regents on March 16, 2006 and was approved on June 15. The Higher Learning Commission received the proposal on May 26, 2006 and approved the Bachelor of Science in Nursing Completion program and the Bachelor of Science in Nursing program. The proposal was submitted to the Ohio Board of Nursing on June 28, 2006 and was approved on November 16.

NCATE Accreditation
 Six years ago, the Department of Education began the process of pursuing accreditation by the National Council for Accreditation of Teacher Education (NCATE). This is a prestigious achievement because the State of Ohio gives approval for all teacher licensure programs based on the institution’s NCATE accreditation and the school need not apply for any other state approval.

Governance, Staff
 The President’s staff includes the Vice President for Academic Affairs, Vice President for Finance and Administration, Vice President for Adult Recruitment and Enrollment, Executive Dean/Assistant to the President, Dean of Admissions, and the Director of Athletics. Each member manages his/her staff function. The President’s staff meets weekly. The agenda consistently includes recruitment, retention, budget, and advancement reports. Members also bring broader, College-wide issues to the meetings for discussion and disposition. Beyond the management lines, the staff may benefit from the formation of a Staff Affairs and Development Committee. Its purpose would be to surface, discuss and move forward issues that affect staff management in general, such as revision of staff handbooks. This issue will be forwarded to the Institutional Policy and Planning Committee for its review and consideration.

Effective communication facilitates governance processes and activities.

Senior administrative officers, seasoned faculty members, new faculty hires, staff personnel in positions that intersect College offices and functions, a senior student, and the editor of Notre Dame News participated in interviews intended to learn more about current communication at the College. The insights and recommendations garnered from the interviews were shared with a professor of organizational communication who has been a faculty member at the College for 10 years.

The following communication strengths and weaknesses were identified:

Communication flow is facilitated through the following media:

A culture of openness and mutual support which encourages people to share information...

Communication flow could be improved by the following changes:

  • Directors of offices could be more effective by having secretarial or administrative support. Currently, the director must plan, execute, publicize, evaluate and manage the budget for every project. With support, the director would have time to communicate what is going on.

  • New administrative software should replace CARS that links catalog requirements with student audits and allows faculty to easily access their advisees’ transcripts.

  • The academic catalog should be designed for easier navigation and should provide clearer information for graduation requirements. The present VPAA is committed to revising the format.

  • The phone directory should include hidden responsibilities. For example, the person who manages room reservations is the secretary for Center for Professional Development. That responsibility should appear in the directory.

  • Faculty and staff hired in mid-year need formal orientation.

  • Adjuncts should be required to read College global e-mails sent to faculty.

  • Chairs of academic departments would benefit from the creation of handbooks that would help them easily assume this position and keep the necessary records.

  • Persons who prepare the ads for new faculty postings should always talk to the chairperson of the department to assure the information is accurate and complete.

  • Because students at the front information desk are work-study students with high turn-over, the College should provide orientation and training to assure they know answers to basic questions.

  • Faculty and staff would benefit from a common gathering place for casual conversations that do so much to build rapport and exchange good ideas.

  • All departments would benefit by having a current operations manual to guarantee a smooth transition when directors or chairpersons change. The only such manuals that exist are found in the offices of the Secretary for the VPAA, the Faculty Secretary, the Student Resident Assistants, Advancement, Athletics Department, Archives, and the Information Technology Office (an out-sourced service with built-in training and communication systems).

  • The Employee Handbook for Administrative Staff and the Employee Handbook for Support Staff were last revised in 1994. Current sections on benefits were added in 2003. The administration is aware of the outdated nature of some of the information, and is delaying the task until it can be done properly by the appropriate persons.

  • Board members seek further conversation with faculty. One of their quarterly meetings might be a retreat day with faculty instead of a fourth business meeting.

  • Board members should receive the weekly e-Falcon online staff newsletter.

This information will be forwarded to the Institutional Policy and Planning Committee for its consideration.

Notre Dame College evaluates its structures and processes regularly and strengthens them as needed.

Structures and processes at Notre Dame College are evaluated more or less regularly within each unit, resulting in needed changes. The Administration initiated the following changes in structures, processes, and policies that have affected the entire campus. The first two are the most recent and have had a profound effect on the campus community.

Other departments have initiated the following needed changes:

  • The Academic Affairs Office has engaged The Learning House to train Notre Dame faculty to present online courses where these are appropriate. For now these courses engage only Education faculty since they have needed new strategies to reach their adult teacher education students at distant locations. Managing the new online initiative is one of the primary responsibilities of the new Associate Dean for Academic Affairs.

  • The Associate Dean for Student Life and her staff annually update the Student Handbook with changes made based on new policies. Each year brings new concerns and regulations for students.

In general, there is a good sense among the directors of units that their leadership is valued. Collaboration is essential in a small college where one person wears several hats.

 

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