1701 East Front Street Traverse City, MI 49686

(231) 995-1010 trustees@nmc.edu

Board of Trustees www.nmc.edu/trustees

Meeting Agenda Tuesday, October 14, 2014

at NMC Oleson Center, 1881 College Drive, Rooms A & B, 12:00 noon

I. GENERAL BUSINESS

A. Call to Order B. Roll Call C. Pledge of Allegiance D. Review of Agenda and Approval of Additions, Deletions, or Rearrangements

II. REPORTS (Most reports are also provided to Board in their materials packet, which can be

accessed on the nmc.edu Board of Trustees website.) E. Compensation Review Report Introduction—Timothy Nelson, President F. Compensation Review Report Presentation—Aaron Beach, Director of Human

Resources and Linda Racine, Project Facilitor G. Budget—Vicki Cook, Vice President of Finance and Administration

III. UPDATES

IV. DISCUSSION ITEMS

H. Compensation Review Report and Implementation Plan

V. PUBLIC INPUT Request forms for public input are available at the meeting location. Any individual of the public may speak for up to three (3) minutes. The Board may limit time on any single issue. The Board will not receive public input from individuals unless they are present at the meeting. The Board will take public remarks into consideration, but will not comment at time of input.

VI. CONSENT

VII. ACTION ITEMS

VIII. REVIEW OF FOLLOW-UP REQUESTS

Confirm requests made by the Board that require administrative follow-up for information to be provided to Board at a later date.

IX. ADJOURNMENT

Northwestern Michigan College provides lifelong learning opportunities to our communities.

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1701 East Front Street Traverse City, MI 49686 (231) 995-1010 trustees@nmc.edu

Board of Trustees http://www.nmc.edu/trustees/

October 14, 2014 Meeting Agenda Page 2

Posted Friday, October 10, 3:00 p.m.

Upcoming Board Meeting Dates: All board meetings are open to the public.

October 27, 2014, Oleson Center, 1881 College Drive November 24, 2014 Oleson Center, 1881 College Drive December 15, 2014, Aero Park Laboratories, 2525 Aero Park Drive (3rd Monday due to holiday) January 26, 2015, Oleson Center, 1881 College Drive February 23, 2015, Oleson Center, 1881 College Drive March 23, 2015, Oleson Center, 1881 College Drive April 27, 2015, Parsons-Stulen Room 101, 2600 Aero Park Drive May 18, 2015, University Center Room 215, 2200 Dendrinos Drive (3rd Monday due to holiday) June 22, 2015, Great Lakes Campus Room 112, 715 E. Front Street

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Board of Trustees October 14, 2014 Study Session

Table of Contents

1. Agenda 2. Introduction Memo 3. Compensation Recommendation Summary Report

Linked documents referenced in report a. Proposed Zone Salary Structure/Process b. The Performance Improvement Process (Draft) c. Summary of Benefits for Regular Employees d. Flexible Work Options e. Employee Wellness f. NMC Fitness Center g. FY15 Aligned Planning Schedule h. Summary of Planning Involvement i. My PDCA j. NMC Employee Guide k. Center for Instructional Excellence l. Professional Development Institute m. Teaching @ NMC n. MOOC List o. Professional Development Procedure p. NMC Employment Opportunities q. Action Projects r. Imogene Wise Faculty Excellence Award s. Adjunct Faculty Excellence Award t. NISOD Award u. Foundation Awards v. Employee Recognition Committee w. NMC’s Planning Calendar

4. Budget Memo Appendices

A. Benefit Renewal 2015 B. Pay Implementation C. Project Charter for Compensation Systems Review (including membership) D. Operating Principles for the Compensation Systems Review Work Group E. Mutual Gains Process F. NMC Mission, Vision & Values G. Values/Interests Identified by Compensation Systems Review Work Group H. College-Wide Participation in the Project

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To: Board of Trustees

From: Timothy J. Nelson, President

Date: October 8, 2014

Subject: Classification and Compensation Study Introduction

Northwestern Michigan College strives to be an innovative institution with cutting edge

programs to prepare our students to succeed in a changing world. We cannot achieve that goal

without talented employees.

Two years ago I chose to engage NMC in the monumental task of designing a comprehensive

classification and compensation system to attract, develop and retain those essential employees

both now and in the future. I presented the Board of Trustees with a recommendation to charter

this task as a Board Level Strategic Goal and they concurred. I recognize that this was the

responsible thing to do both for our employees, for our institution and our community.

We knew when we began this process that it would not be easy, and it has proven to be even

more complex than imagined. The Board of Trustees made it clear from the beginning that it had

no predetermined outcome. As we started we knew that by staying true to our practices of mutual

gains and shared governance, in the end we would develop a system where both the college and

its employees would benefit. I believe that is what we have achieved.

At the October 14 study session a new employee classification and compensation system is being

presented. One that is clear, competitive and consistent. This will replace a system that is nearly

20 years old; one that had been seen by some as difficult to navigate, subjective and

inconsistent…a system that in this rapidly changing and increasingly global society had simply

become outdated and inefficient. We will go into great detail of how we went about this

realignment, but the most important element is why.

We recognize that in order to achieve our ultimate success, the success of our students, we must

invest in our employees. We must be able to attract, develop and retain talented people. Their

compensation must be competitive. The system to determine that must meet national benchmarks

for pay, benefits, recognition, career opportunities and work life balance. The approach must be

reasonable, systematic and disciplined. Investing thoughtfully into our employees is also a

responsible business decision. We must use our financial resources wisely as an institution.

NMC is a leader in community colleges, and also a cornerstone of our community. We must lead

by example. This is the reasonable thing to do. This is the responsible thing to do. This is the

right thing to do. It is overdue. I am excited to take our two years’ worth of work and soon begin

implementing changes that will help ensure NMC’s continued success for many years to come.

MEMO

President’s Office

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Compensation Recommendation Summary Report

Introduction

The Compensation Review Work Group, with representatives from each employee group, was formed in October 2012 to address goals of the Talent Action Project, part of NMC’s accreditation work for the Higher Learning Commission, as well as the FY13 Board-level Strategic Goal: NMC will evaluate the employee classification and compensation systems and make adjustments as required. (Institutional Effectiveness Criteria #4) Our current compensation systems were established almost 20 years ago, and they have served the stakeholders well during this time. However, our world, our operating environment, and our industry sector are significantly different than they were. We needed to ask:

• Do they support and incent the organization’s values? • Are they sustainable? • Do they fit the world as we see it developing?

The Work Group first clarified the values important to all stakeholders and then analyzed our current systems in light of those values. They asked, “Where are systems working well? Where are the biggest gaps between how things work now and how we would like them to work? How do we bridge those gaps?” To answer these questions, the Work Group started thinking in terms of total compensation:

• Pay • Benefits • Performance/Recognition • Develop/Career Opportunities • Work Life

The group developed draft recommendations for each component of total compensation, gathered campus input through employee group meetings, surveys, etc. and refined the recommendations based on that feedback. This report details those recommendations and contains the following: Section I. Purpose

States the purpose of NMC’s compensation systems. (p. 2) Section II. Components

Outlines the details for all five components of our Total Compensation system. Some elements are a continuation of current practices; others are recommendations for change. Where changes are proposed, there is a corresponding item in Section IV, Work to be Completed, that restates the specific recommendation, who might work on it, and the proposed timeline for completion. (Begins p. 2)

Section III. System Maintenance

Provides guidelines for regularly evaluating and updating our Total Compensation system. (p. 10) Section IV: Work to be Completed

Lists the recommendations that need additional work or follow up by various committees, groups, or councils at the college. Some are already in process or are relatively quick tasks that can be completed within the next few months. Others will require further research and refinement or will take time to implement. In some cases, the “who will work on it” and timelines are yet to be established; however, the Compensation Review Work Group proposes that all of these are addressed within the next 12-24 months, recognizing that, given the scope, a few items may require more time. (p. 13)

Glossary of Acronyms (p. 17)

It should be noted that the staff Classification Review project was conducted concurrently with Compensation Review and the two projects were closely connected. Classification not only informs staff pay structures, but it addresses internal equity related to all five components of Total Compensation.

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I. Purpose

The purpose of NMC’s compensation system is to support the attraction, development, and retention of high-quality talent to fulfill the mission and vision of the college. It is a comprehensive system that includes pay, benefits, performance/recognition, development/career opportunities, and work life components. The goal of the compensation system is to be equitable, transparent, and consistent and to support NMC values of lifelong learning, exceeding expectations for quality and service, valuing all people, responsible stewardship, innovation, and thoughtful risk-taking.

II. Components

Pay

Within the bounds of financial feasibility, employee compensation will be externally competitive and internally equitable. Our pay system will recognize experience and support competence. It will support longevity linked

to increased skill, experience, and organizational contribution

Pay Structures and Benchmarks

Our salaries will be targeted at the mean (or median) in comparable positions within our various labor markets.

Adjunct Faculty Staff Executive

Benchmark Peer group

Top 20% of Michigan Community Colleges

All 28 Michigan Community Colleges

Tower Watson Data Services National All Industry Salary Survey Adjusted using data from industry specific sources:

● CUPA-HR ● CompData

Higher education ● MCCHRA

CUPA-HR Salary Survey

Target Median of benchmark data

Mean of benchmark data

Median of benchmark data

Median of benchmark data

Scale adjustments

Based upon annual benchmark

Based upon annual benchmark

Based upon annual benchmark

Based upon annual benchmark

Placement Placement on the pay range is based on: ● Competencies (NMC Foundational and Role-specific) ● Experience ● Credentials related to the job

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Market considerations Executives have the flexibility to offer signing bonuses for staff in tough-to-fill roles or to meet specialized, short term objectives of the college. In the latter example, the contract would be specific to the project or objective, not a long-term hire commitment. For Faculty in tough-to-fill roles it is recommended: ● VP/HR have the authority to offer up to 3 additional steps when necessary to attract the right candidate. The

number of additional steps offered and the rationale should be documented. ● VP/HR may, in rare instances, offer 4 or 5 additional steps. Again, the steps offered and the rationale should

be documented. ● The college should track how often these adjustments are made as it may be an indicator that our entire scale

needs review. Note: monitoring attraction measures is a part of the Total Compensation evaluation plan. (p.10)

Base pay increases* Employees who are meeting the expectations of their role (assessed through NMC’s Performance Systems) are eligible for pay increases according to the pay plan for their role.** Base pay increases may occur through:

● Step or Level Increases within the position’s pay range. o Step increases (where applicable) may happen beginning with the new fiscal year o Level increases for staff (“Learning” to “Established,” “Established” to “Wise”) may happen at any

time during the year that the staff member has demonstrated the competencies required for the new level. (See How Employees Move Between Zones proposal. This process will require additional work before piloting.)

● Structural increases through benchmark adjustment. Comprehensive scale benchmarks will be conducted annually. Benchmarking details (e.g. which surveys are used, how they are adjusted) are still being defined. When those details are available, they will be posted here.

● Reclassification. If the scope of the job changes significantly, it may be reclassified resulting in movement to a higher pay grade.

*Salary adjustments are subject to budget availability. Determined by Board ** Employees who are not meeting the expectations of their role will have a documented Performance Improvement Plan (formerly called Corrective Action Plan) and will not be eligible for pay increases until the performance gap is resolved. See Performance Improvement Plan.

Benefits

NMC’s benefits will be externally competitive and internally equitable; all full time employees will receive the same benefits; part time employees’ benefits will align with the Affordable Care Act.

As individual life circumstances vary and change, employees will have a choice of benefit options where possible.

Benefits are reviewed annually by the Benefits Advisory Committee and are subject to change based on value and affordability. The list below briefly describes our current benefits and provides links to more detail. For recommended revisions, see Section IV, pp. 15-16.

Health-related Insurances

A choice of coverage for employee and dependents is offered to full time and part time regular employees. To view the current health-related insurances (including medical, dental, and vision), see Health-related

Insurances

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Notes:

NMC began offering autism coverage beginning FY 2014.

NMC will comply with the Affordable Care Act which requires employers to offer affordable and minimally essential coverage to full-time employees (defined as averaging 30 or more hours per week) starting in January 2015.

Long Term Disability Insurance

Benefit of 60% of base salary up to $1500 per month at no cost to full-time and part-time regular employees. Additional can be purchased through Flexible Benefits Plan on pre-tax basis.

Term Life Insurance and Accidental Death or Dismemberment

$50,000 natural death and $50,000 accidental death or dismemberment at no cost to full time regular employees. Part time regular employees receive $25,000 natural death and $25,000 accidental death or dismemberment. Additional insurance for employee, spouse, and children can be purchased through Flexible Benefits Plan. NMC also reserves the right to purchase additional life insurance on key personnel.

Leave Benefits for full time regular employees ● Holidays: 9.5 days paid ● Vacation: currently varies by employee group; however, the Work Group recommends that BAC explores

making this consistent for all regular employees. Vacation time can be accumulated up to twice the annual accrual.

● Sick Leave: accrues at rate of one day per month; accumulates up to three times annual accrual o Family Sickness or Emergency: up to 12 days per year of accrued sick time can be used. o Personal Business: 2 days per year from accrued sick time

● Family and Medical Leave (FMLA) following federal guidelines ● Workers Compensation

● Wage Continuation: NMC has a self-funded short term disability plan for full time regular employees

Note: In the event that someone on a qualified FMLA leave does not have enough accrued time to cover

their leave, Benefits Advisory Committee has recommended that HR put out an anonymous call to employees to donate sick leave time in 8 hour increments. Employees who donate time may donate as much time, in 8 hour increments, as they choose; however, the donating employee must maintain their personal accrual of 120 hours or equivalent of 15 days, which is the qualification period for wage continuation.

● Bereavement Leave: 3-5 days (or more with supervisor approval) ● Jury Duty/Court Service: leave with pay; jurors fees paid back to college

● Military Leave: follows federal guidelines but college additionally reimburses full time employees the difference between what is paid to them during active duty period and regular wages

● Sabbatical Leave: Faculty, Administrative, and Professional staff are eligible

● Child Care Leave: unpaid leave up to 12 months

For more details on any of these leave benefits, see Human Resource Policies

Retirement Options for regular full time, part time, adjunct, and supplemental employees ● MPSERS: a state-operated retirement plan. Specifics are based on the start date of the employee in a

Michigan public school

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● Regularly appointed exempt (salaried) full time employees may chose an Optional Retirement Plan within the first 90 days in the eligible position. ORP is a defined contribution plan; NMC contributes 11.5%

Adoption Benefit

Includes financial assistance and eligibility for leave of absence according to other policies

Employee Assistance Program

Confidential personal counseling for all employees (except student employees) and dependents at no cost

Education Benefit

Tuition waiver for NMC courses (Academic and EES) for full time employees and dependents. Part time regular employees, adjuncts, and their dependents are covered based on the percent of their appointment or course load. (The determination of dependent status is consistent with the Internal Revenue Code's definition of dependency.) See: Tuition Benefit Policy, Tuition Grant Program Adjunct Instructors Note: The Work Group recommends simplifying the policy and procedure for adjunct instructors. See p. 14

Benefits item #18.

NMC also supports professional development in a variety of ways. (See Professional Development Planning p.6)

Voluntary Payroll Deductions

NMC provides access to several investment and insurance options. See Human Resources for more

information.

Work Life

(Culture, environment, and work/life balance)

NMC’s practices, policies, programs and philosophies will support the values of the college and support employees’ success.

● Working with high-performing, competent colleagues who are committed to excellence in quality, service, innovation, continuous improvement, and growth is extremely motivating and encourages everyone to be their best.

● Setting and achieving meaningful organizational and personal goals is vital to a positive work life. When

everyone has a part in creating goals, we have buy-in, shared pride, and it contributes to job satisfaction and retention.

● Transparency and consistency are essential to building a sense of equity, fairness and a belief that

everyone is truly valued. All promote a better work environment and greater productivity.

● People value autonomy, so having choice and flexibility where possible is important. It not only enhances a sense of control, it supports creativity, innovation.

● We appreciate the importance of work/life balance, rest, and renewal.

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Flexible Work Options Policy and Procedure. NMC allows employees the opportunity to develop flexible work schedules that are responsive to the professional and personal needs of the campus workforce, provided that the needs of students, customers, and the College can be maintained.

Vacation Policy and Procedure. Recommended revision: To support work/life balance, rest, and renewal, the

college encourages all employees to use their accrued vacation time. If an employee consistently accumulates

time they are unable to use, the workload management issue will be addressed by the employee and their

supervisor/executive leader.

Wellness Program. To promote the health and wellness of all employees, NMC’s Wellness Program offers: ● Fitness assessments and health screenings ● Wellness-oriented activities ● Workshops on office ergonomics and stretches ● Information on how to reduce health risks ● Information on discounts to local gyms, athletic clubs and tuition waivers for EES classes ● A Workstation Treadmill near the Advising Center in the Osterlin Building Fitness Center. All employees are offered reduced rates at NMC’s Fitness Center. Where possible, supervisors are encouraged to facilitate flexible scheduling in order to accommodate those who wish to use this facility.

Involvement in planning and goal-setting. NMC’s Governance recognizes the importance and value of the representative involvement of all members of the College community in College-wide planning, policy formulation, and decision-making.

Through the college’s aligned Planning Process all employees provide input to organizational goals and set personal goals related to department and/or NMC strategy either through myPDCA (for staff) or the Faculty Plan process.

Other aspects of Work Life. Since components of Total Compensation are interconnected, other elements essential to a positive culture and work environment can be found under Performance/Recognition, Development/Career Opportunities, Benefits, and Pay.

Development/Career Opportunities

As an educational institution, learning, growing, developing is the core of what we do. It is a lifelong process in which we are all engaged. Keeping “learning at the center,“ we will provide professional development and growth opportunities to support employees in championing learner success, in adapting to changing conditions, and in achieving career and work life goals aligned with NMC’s vision and values. Professional development creates greater opportunities for further growth. Building credentials and experience, demonstrating leadership, high performance/competence, and achieving individual and organizational goals will enable employees to be more effective in their current roles, and they will be a more competitive applicant for new positions here at NMC or at other organizations.

PROFESSIONAL DEVELOPMENT PLANNING

Individual Development Plans In order to ensure that all employees have plans for their continued development and are engaging in meaningful professional development opportunities which support the strategic directions of the College, all employees will

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have an individual development plan. For faculty, this is the "Annual Plan" which is described in the Faculty Evaluation Plan. (Under revision) For staff, the development plan is part of the annual goal-setting process in myPDCA . Types of professional development Professional development can include a wide variety of activities including, but not limited to: ● Special assignments ● Studying what other schools or industries are doing ● Cross-training, working with a mentor or coach ● Participation on project teams, shared governance councils, or other committees ● Conferences, workshops, in-services, courses ● Center for Instructional Excellence, Professional Development Institute offerings ● Use of online resources including teaching@NMC, MOOCs, tutorials, etc. ● Sabbaticals ● Research, publication, professional presentations ● Leadership positions in professional organizations ● Attainment of professional credentials Flex /Release Time Staff may request flex time (a revision in work hours) or release time (a release from work equivalent to the time spent) for professional development activities. These may be granted for those activities which are directly applicable to the needs of the job, the department, and/or the College. Professional Development Funding Every year the Board approves a percentage of the budget for professional development. (In recent years it has been approximately 2.25%, putting NMC in the 94th percentile nationally of community colleges.)

Allocation Currently NMC is refining the alignment between professional development planning and overall college planning. We recognize that professional development includes: ● Building strategic capacities/competencies ● Individuals/departments keeping current in their areas of expertise ● PD required for compliance, licensing ● Individual career path growth, development How priorities are established and budgeted is being reviewed and revised through Planning and Budget Council. For more details, see Professional Development Procedure. (Will be updated following work of PBC)

CAREER OPPORTUNITIES

Competency maps To assist employees in their career planning, NMC is in the process of identifying the competencies and credentials essential for all positions. These job descriptions will be accessible to all for exploring areas of potential interest. A link to the site will be posted here when available.

Job postings When new positions are posted, all regular, adjunct, and supplemental employees immediately receive an email announcement. Vacant positions are also communicated through NMC’s weekly e-newsletter, the Intercom. In addition, employees and the general public can find a list of all current openings by visiting NMC Employment Opportunities.

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Performance/Recognition

NMC will recognize and support high performance, work effectiveness/competency, leadership development, and exemplifying college values. We will celebrate the contribution to/achievement of college goals. Our systems will ensure accountability at all levels. We will honor years of service to the college, recognizing experience and achievements.

PERFORMANCE SYSTEMS

1. College-wide Planning and Evaluation (PDCA) NMC has a regular cycle of refining strategy, goals and targets, developing and implementing action plans, and evaluating results. This process happens at the:

Organization level: Establishes NMC strategy, organization-wide goals and metrics

Department level: Develops goals and targets related to organization strategy and department operations

Individual level: Develops personal goals related to department plan, individual responsibilities, and the skills/competencies needed for current and future growth See myPDCA (Staff) or Employee Guide (Faculty)

To support evaluation and continuous improvement, it is the intent that all goals are written with clear targets and timelines, e.g. SMART (Specific, Measurable, Attainable, Relevant, and Time-bound).

Success in achieving targets is evaluated through learner and other stakeholder feedback, surveys, focus groups, advisory boards, and additional data collected by departments and the Office of Research, Planning and Effectiveness.

2. Regular checks at individual, department, and organization level

Checks on goal progress are conducted regularly and provide the opportunity to: Recognize and celebrate accomplishments Adjust course by addressing barriers and shifting priorities Provide feedback on performance gaps Capture and share learning

It is the mutual responsibility of employees and supervisors to ensure regular checks happen.

3. Performance Improvement Process

To support high performance it is essential that all employees receive regular feedback, whether it is to recognize and celebrate accomplishments or to identify performance gaps.

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If a performance gap is not resolved through feedback OR if there is a serious violation of policies or procedures, then the employee will have a documented Performance Improvement Plan (formerly called Corrective Action Plan) that clearly outlines: ● The standard that must be met ● An action plan with timeline to meet the standard

The purpose of the Performance Improvement Plan is to get the employee back on track, to support their success in the organization. Note: Details are still being developed. See Performance Improvement Plan draft.

4. Performance reviews (individual level)

End of year Reviews summarize the checks that have happened throughout the year. Assessment includes not only what has been accomplished (goals achieved, targets met) but how the work has been accomplished, e.g. are we exhibiting NMC values, Foundational Competencies?

End of year reviews also inform individual goal and professional development planning. (See #1 above.)

5. Project Completion/Team evaluation

Action Projects targeting specific NMC goals are usually carried out by a cross functional team. Projects have the same parameters as other college goals: clear targets, regular checks, annual and end of project evaluations tracked through the Office of Research, Planning, and Effectiveness and submitted to the Higher Learning Commission as part of our accreditation process. For details see Action Projects.

6. Provisional Work Plan and Appraisal

It is recommended that all new employees will have a provisional work plan with specific outcomes and targets. This provides clear expectations, support to maximize success, and the opportunity for both the new employee and the college to assess fit. New employees will meet regularly with their supervisor (or designee) to evaluate progress, success in their role. These evaluations form the basis for the supervisor’s recommendation to move the employee from provisional status to regular status or to terminate employment. They also provide the new employee the opportunity to examine their commitment to continuing with the college. See Faculty Career Plan and ( It is recommended that an equivalent be developed for staff)

7. Supervisor Training

All supervisors will receive training in effective leadership which will include managing performance: setting SMART goals, measuring results, and providing effective recognition and feedback.

8. Performance System Assessment

The Office of Human Resources is responsible for working with a team that includes the Office of Research, Planning, and Effectiveness and employee representatives to ensure regular evaluation of the quality of the performance system.

RECOGNITION SYSTEMS

The sections below outline what is currently in place regarding recognition. In Fall 2013, the Compensation

Review Work Group conducted a campus-wide Recognition Survey and recommends the Employee

Recognition Committee review those survey results and identify areas for further study, revision. See pg. 16

Recognition item # 37

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Contribution to/achievement of college goals

NMC formally recognizes contributions and achievements through Opening Conferences, Board meeting Program Highlights, press releases, and the Intercom. Informal recognition is encouraged through departmental meetings and individual feedback.

Supporting leadership and thoughtful risk-taking

Implementing new and innovative programs or processes is encouraged and is recognized through the channels listed above. In addition, Opening Conference and Professional Development days are opportunities to talk about what was tried, what worked, what didn’t, what was learned.

Quality, Service awards (monetary, non-monetary)

NMC offers a number of awards recognizing excellence in quality and service including the Imogene Wise Faculty Excellence Award, Adjunct Faculty Excellence Award, NISOD award, and the Foundation Excellence Award.

Years of Service awards

All employees achieving 10, 15, 20, 25, 30 and 35, etc. years of service are eligible for a Years of Service Award. Recipients as well as those who are retiring will be presented with a special gift at the annual retirement and recognition reception in the spring.

Recognition System Assessment The Employee Recognition Committee is responsible for regularly evaluating the quality of NMC’s recognition systems.

III. System Maintenance: Guidelines for maintaining and updating the overall compensation program

The Work Group recommends the following maintenance and evaluation processes, including restructuring the Total Compensation Committee as outlined below:

BENCHMARKING AND TOTAL COMPENSATION ADJUSTMENT

The Office of Human Resources is responsible for conducting salary benchmarking annually. The benchmarking schedule will be built into NMC’s Planning Calendar. These benchmarking studies will be published internally and delivered to PBC.

The Benefits Advisory Committee is responsible for regularly reviewing and considering suggestions for benefits changes which apply to all employee groups. This includes, but not limited to: ● Medical/dental coverage ● Long-term disability coverage ● Tuition benefit ● Retirement - MPSERS, ORP (mandated review every 5 years) ● Wage continuation ● Holiday ● Leave

Planning and Budget Council reviews the financial impact and the ability of the college to afford the results of updated salary benchmarking and suggestions from BAC as it develops annual Total Compensation budget recommendations.

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SYSTEM EVALUATION AND UPDATING The Office of Human Resources will be responsible for working with the Total Compensation Committee to ensure regular evaluation of the quality of the Total Compensation System.

● Are we attracting and retaining the talent we need to support the mission and vision? ● Is the system supporting the other values we said were important?

o Do people believe it is equitable? Transparent? Consistent? o Is it supporting high performance? Goal achievement? o Growth? Competency development? o Is it supporting leadership development? Thoughtful risk-taking? o Is there adequate choice, flexibility? o Is it financially sustainable? o Is it socially equitable?

● Is the system aligned with changing regulatory, legislative, and legal requirements?

Total Compensation Committee membership will include representatives from: o ORPE o BAC o Employee Recognition Committee o Policy Council

As well as: o VP of Finance o Employee Council Chairs o Talent Development Coordinator o Total Rewards Coordinator

Evaluation Process The committee will meet annually to review data, employee feedback, and other relevant information and will provide an analysis that identifies strengths, gaps, opportunities for improvement and critical changes required. The group will review its findings with PBC. The recommendations will follow NMC’s Decision-making Process:

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Data Collected The chart below outlines a list of draft (potential) measures to assess whether our Total Compensation System is helping attract and retain talent and whether it is supporting the other values we said are important. We can adjust measures as needed to ensure we are getting useful information.

Goal/Value Measure Who Collects Frequency Attract Talent o # of applicants who meet minimum

qualifications (by role) o # of failed offers and failed searches (by role) o # of signing bonuses or increased steps

required (by role)

HR Recruiter Per search

Retain Talent o Turnover (# of retirements, departures by role)

o Longevity--average # of years by role o Exit survey data

HR Annually

Equitable, Consistent, Transparent , Adequate choice/flexibility

o Employee feedback TBD TBD

Supports high performance, goal achievement

o NMC performance data

o Department performance data

ORPE Departments

Annually On-going

Growth, competency development

o Competency attainment

Talent Development Coordinator

On-going

Leadership development, thoughtful risk-taking

TBD TBD TBD

Financial sustainability

o Budget analysis, financial modeling President VP of Finance

Social Equity o Board feedback

President On-going

o Community Attitude/Awareness Survey Q:NMC does a good job managing its finances, tax dollars

ORPE Every other year

Regulatory compliance o Regulatory changes ORPE HR

On-going

UPDATE PROCEDURE

The Total Rewards Coordinator is responsible for keeping the website up to date.

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IV. Work to be completed: The following outlines tasks or recommendations that need additional work or follow up by various committees, councils, or groups at the college. Some are already in process or are relatively quick tasks that can be completed within the next few months. Others will require further research and refinement or will take time to implement. In many cases, the “who will work on it” and timelines are yet to be established; however, the Compensation Work Group proposes that all of these are addressed within the next 12-24 months recognizing that, given the scope, a few items may require more time.

Category # Recommendation Who will work on it

Timeline

Pay 1 Review, refine adjunct pay principles and framework. Initial recommendations:

● Implement a new 20-step scale for Adjunct Faculty ● Provide annual contracts to adjuncts in areas of

consistent demand. These contracts must have the flexibility to reflect enrollment needs, e.g. they might assure a minimum number of contact hours with the possibility of additional hours. In addition: ● Increase the class cancellation pay rate ● Extend benefits (professional development, tuition

reimbursement) at the same rate the instructor would have received if they had taught the proposed hours

Faculty Council, President, VP of Ed Services, HR, ESIMT, PBC

In process

Pay 2 Implement, check, adjust new pay structure for staff HR, Employee Groups, PBC

This budget cycle

Pay 3 Clarify criteria for “Accomplished/Fully contributing” and “Wise” for staff

Employee Groups/HR

By June 2015

Pay 4 Develop process for evaluating movement between zones for staff

Employee Groups/HR

By June 2015

Performance 5 Ensure that all new employees have a provisional work plan with specific outcomes and targets. Is in place for Faculty; equivalent needs to be developed for staff. Length of provisional time will vary by employee category. (Template for standard is started. Process for developing plans customized for individuals needs to be done.)

Supervisors, HR

By June 2015

Performance 6 Employees who are not meeting the expectations of their role will have a documented Performance Improvement Plan and will not be eligible for pay increases until the performance gap is addressed. If gap is not fixed after appropriate steps, employment is terminated. (This is already a policy. Rubric for determining when a PIP is launched needs clarification.) Pilot a revised Performance Improvement Plan process. (The old process had a "punitive" tone. We want to be clear, but supportive. The goal is to support employee success, get them on track, or back on track, if at all possible.)

HR, ESIMT, PC In process. Drafts started.

Performance 7 Clarify expectations of supervisors. (Consistent implementation of policies, Addressing performance gaps, Developing and recognizing employees, etc.)

ESIMT and other NMC leaders, PC

By Jan 2015 Faculty in progress

13 Revision Date: 10/3/14

17

Performance 8 Revise supervisor performance evaluation to reflect clarified expectations.

HR working with ESIMT and other NMC leaders, PC

By Jan 2015

Performance 9 Develop evaluation process and professional development planning process for adjunct faculty

FC, ESIMT

Training 10 Develop, implement supervisor training and support for clarified expectations. Supervisor training needs to include orientation to policies (e.g. HR policies, flexible work schedule policies) and how to implement them effectively, orientation to NMC systems (planning, budgeting, etc.), how to recognize and develop employees, and how to address performance gaps.

Talent Development Coordinator, Professional Development Institute

Launch January 2015

Training 11 Provide supervisor training and support for new Performance Improvement Plan process.

HR, Talent Development Coordinator

January 2015

Training 12 Provide supervisor training and support to implement revised vacation policy

Talent Development Coordinator, PDI

Training, NMC systems

13 Ensure regular checks on organizational, department, and individual goals. Provide training and support to leaders. Develop feedback loop, accountability aligned with planning calendar.

All supervisors, PDI, ORPE

In progress.

NMC systems 14 Review, update shared governance structure

All employee council reps, PC, HR, Policy Council

January 2015

Faculty Leadership

15 Address how we attract, develop, retain academic chairs ESIMT, FC In progress

Benefits 16 Address inconsistency in how leave time is accrued (currently, Support Staff is different).

BAC

Benefits 17 Develop a procedure to implement the Work Group’s recommendation that the number of hours an hourly staff works be determined by departmental need rather than the position classification. (This recommendation addresses the current 37.5 v. 40 hour distinction in Support Staff )

HR, Business Office

Benefits 18 Define tiers of Tuition Waiver benefits for adjuncts to simplify the process and have only a one semester lag for the benefit. For example, Instructor teaches in the fall semester gets the waiver for spring semester: 0 – 3.99 contacts = 25% waiver; 4 – 7.99 contacts = 50% waiver; 8 – 11.99 contacts = 75% waiver; 12+ contacts = 100% waiver

BAC In progress

Benefits 19 For ORP investors: Explore implementing a one year vesting period, by which upon satisfactory completion of one year of service the employee would be entitled to the College’s contributions into their ORP account.

BAC

14 Revision Date: 10/3/14

18

Benefits 20 Review policies and procedures associated with the use of sick time (Sick Leave, Family Sickness, Personal Business Leave, Bereavement, etc.) to provide more flexibility in the sick time/leave policy. Develop recommendations as appropriate

BAC

Benefits 21 Review tuition reimbursement policy, particularly relative to pursuing advanced degrees.

BAC

Benefits 22 Review sabbatical policy and procedure for staff BAC

Benefits 23 Explore offering a stipend to faculty for summer NMC training

BAC, PBC, ESIMT

Benefits 24 Explore revitalizing the "Return to Industry" for faculty and staff

BAC, PBC, ESIMT, CIE

Benefits 25 Continue to review cost of auto insurance being primary provider for medical payout related to vehicle accident. (Reviewed this year. Review annually.)

BAC In progress

Communication 26 Provide information to Adjuncts regarding health care options in Benefits Overview portion of on-boarding/orientation. Provide updates to all adjuncts as Affordable Care Act moves forward

HR (Total Rewards Coordinator)

Communication 27 Clarify with adjuncts the employee/college contributions to MPSERS, vesting requirements (10 service credits). HR conducted overviews in 2013 and should continue to do so to remind employees of all of their benefits.

HR (Total Rewards Coordinator)

Development 28 Ensure PD priorities are clear and aligned with strategy, mission. Review/revise how Professional Development priorities are set and how monies are allocated. Update PD Procedure.

PBC, Policy Council, ESIMT, CIE

Development 29 Ensure job descriptions w/competency requirement information is available to all for career planning. Post in HR software.

HR

Development 30 Clarify job posting process; clarify how internal candidates are considered.

President’s Council, HR

In progress

Policy/ procedure update

31 Review/revise our current policies on placement to reflect new classification/compensation systems as well as recommendations regarding market adjustments.

HR, Policy Council

Policy/ procedure update

32 Determine criteria for signing bonuses. Build agreement into signing bonuses that the money is returned if they leave the college within 2 years. Research option that bonus is also returned if they are fired for cause.

HR

Policy/ procedure update

33 Revise Policy/procedure to reflect recommendation regarding employees’ ability to donate leave time if someone on FMLA needs additional time.

HR, Policy Council

Policy/ procedure update

34 Eliminate “may lose pay” from the current adjunct contract language. Create contingency fund to cover substitutes. Handle long term absences on a case by case basis.

ESIMT

Policy/ procedure update

35 Revise Vacation Policy and Procedure: “To support work/life balance, rest, and renewal, the college encourages all employees to use their accrued vacation time. If an employee consistently accumulates time they are unable to use, the workload management issue will be addressed by the employee and their supervisor/executive leader.”

HR, Policy Council

15 Revision Date: 10/3/14

19

Policy/ procedure update

36 Update Years of Service Awards policy to align with current practice

Employee Recognition Committee, Policy Council

In progress

Recognition 37 Review the Recognition Survey conducted fall 2013; ID areas for further study, revision. E.g. consider more quality service awards that are not just faculty focused, review Kudos, Employee of the month, etc. Clarify on-going evaluation process.

Employee Recognition Committee

Recognition 38 Develop strategies for informal celebration, recognition within departments or teams. Consider standardizing resources for staff recognition department to department.

Employee Recognition Committee

Work Life-all 39 At the recommendation of BAC: Clarify service level expectations and determine where it is essential/desirable to stay open, where it is okay to close during the days around the Christmas and New Year holidays. In areas that can close, employees are free to take vacation days if desired, though it not mandatory. The BAC recognizes: ● There are areas of the college that would like/need to

stay open during this period. ● Some employees are particularly productive during this

period and prefer to work rather than take vacation. ● It should be employees choice to take time off and use

accrued vacation time during this period within the guidelines for service level that some employees

By Dec. 1, 2014

Work Life-all 40 Review how committee work is recognized, both committee participation and chairing of committees. Both take considerable time. Chairing is an especially significant time commitment.

HR, Employee Group task force

Work Life-faculty

41 Review internal equity in terms of faculty preps FC, ESIMT, VP Ed Services, HR, PBC

Work Life-faculty

42 Explore faculty spreading load over 3 semesters FC, ESIMT, VP Ed Services, HR, PBC

Work Life-faculty

43 Look at how courses are assigned: FT/adjuncts FC, ESIMT, VP Ed Services, HR, PBC

Work Life-faculty

44 Address how release time is assigned. FC, ESIMT, VP Ed Services, HR, PBC

System Maintenance, Evaluation

45 Include salary study calendar in NMC’s overall planning calendar so it’s clear to everyone when (which years) it happens

HR, ORPE

System Maintenance, Evaluation

46 Pilot Total Compensation evaluation process. Makes adjustments as appropriate

HR

16 Revision Date: 10/3/14

20

GLOSSARY OF ACRONYMS

AQIP = Academic Quality Improvement Program BAC = Benefits Advisory Committee Purpose is to provide representative input and advice on benefits issues which apply to all NMC employee groups, to assist with communication of benefit issues which pertain to all NMC employee groups, and to ensure our benefits plan is competitive and is within NMC's financial means, per Board Policy D-1100.00. CIE = Center for Instructional Excellence Supports effective student learning through faculty-driven initiatives; promotes development of faculty knowledge; recognizes the achievement of excellence ESIMT = The Educational Services Instructional Management Team Comprised of the Academic Chairs of Business, Communications, Health Occupations, Humanities, Science/Mathematics, Social Science, Technical Academic Area, Aviation, Maritime, and the Vice President for Educational Services. The team's purpose is to provide instructional leadership for the academic units that report to Educational Services as they work toward the common goal of providing the best environment for learning. FC = Faculty Council PBC = Planning / Budget Council Provides representative input into the development of strategy and the deployment into operational plans and resource allocation. PC = President’s Council PDI = Professional Development Institute An internal professional development institute charged with identifying, creating, implementing, and evaluating training and other learning opportunities to support NMC’s competency model--the skills, attitudes and behaviors essential for achieving our Mission and Strategic Goals. OPRE = Office of Planning, Research and Effectiveness

17 Revision Date: 10/3/14

21

Proposal for Staff

PROPOSED ZONE SALARY STRUCTURE

“Learning”

“Established”

“Wise”

1 2 3 4 5* 6 7**

*Pay at this level indicates market target (median)

**10% above market

INITIAL PLACEMENT Since all positions will require some degree of learning before the person is fully-functioning, initial salary placement for a new employee is in the “Learning” zone, but it could be at Step 1, 2, or 3 based on competencies, credentials, and prior experience. All new employees will have a provisional work plan with specific outcomes and targets. This provides clear expectations, support to maximize success, and the opportunity for both the new employee and the college to assess fit. New employees will meet regularly with their supervisor (or designee) to evaluate progress, success in their role. These evaluations form the basis for the supervisor’s recommendation to move the employee from provisional status to regular status or to terminate employment. They also provide the new employee the opportunity to examine their commitment to continuing with the college. For staff the provisional period is typically 6 months, but it can be extended up to another 6 months if appropriate. MOVING WITHIN A ZONE Movement from one level to another within a zone can happen after one year assuming good performance as assessed through NMC’s myPDCA performance review process and the availability of funds. For example, an employee that started at Step 1 would be eligible for the Step 2 salary increase after a year in the new role beginning with the next fiscal year contract. MOVING FROM ONE ZONE TO ANOTHER One has the ability to move to the next zone based on demonstration of the required competencies. For example, a new employee who is placed at Step 1 does not necessarily have to wait three years before they are eligible to move to the “Established” zone. Demonstration of competencies is the criteria, not time.

Note: It is the goal that everyone becomes fully functioning in their role within three years. If one does not meet the criteria of “Established” during that time frame, they will be moved out of that role or out of the organization.

Criteria for “Established” Each job description outlines the key responsibilities for that job as well as the competencies (both NMC Foundational and role-specific) that are necessary for success in that role. These serve as the criteria for

Revised January 13, 2014

22

Proposal for Staff

“Established.” The “established” employee has a strong knowledge of NMC culture, is fully competent in all aspects of the job, and performance fully meets these standards on a consistent basis. Criteria for “Wise” (TBD) While criteria for “Wise” may vary to some degree from one job family to another, common themes are likely to include job enrichment behaviors such as:

● Leadership characteristics, e.g. o Providing mentoring, guidance to others o Committee work above what is normally expected for a role o Serving at the national level on committees or organizations

● Productivity characteristics, e.g. o Performance that has significantly exceeded standards over sustained periods

● Other

Note: the criteria must be measurable.

The Process

1. Performance review. During the performance review process, you and your supervisor will discuss your goals and progress. If you decide together that you’ve achieved the requirements for the next zone, your supervisor can recommend your advancement. Your supervisor should also collect feedback on your work that includes feedback from supervisors, peers, and the people you serve.

2. Nomination packet. With input and assistance from your supervisor, you will prepare a nomination packet for your area’s Review Team. This packet should contain examples and evidence of your accomplishments. Your supervisor will submit the packet to the Review Team.

3. Review Team meeting. Each area or job family of the college will identify a Review Team of 2-4 leaders who will meet to review your nomination (and the nomination of any other candidates). The meeting will include the following steps:

● Review/questions. The Review Team will conduct a brief review of your nomination packet. You and your supervisor should be present during this part of the meeting to answer questions.

● Deliberation. The committee will then discuss your advancement. Your supervisor should be present during this discussion, but you will not be.

● Decision. The Review Team will either:

a) Approve of your advancement.

b) Deny your advancement and provide concrete feedback indicating areas you need to develop in order to advance. This feedback is a very important part of the process, as it helps you understand what to focus on in your ongoing development plan.

Revised January 13, 2014

23

The Performance Improvement Process(Draft)

Grasp the

Situation

Plan

Do

Check

Adjust

24

Performance Improvement Process

A documented Performance Improvement Process is necessary when:

• You are unable to resolve a performance or work habit problem after providing feedback/coaching

• There are serious violations of policies or procedures

25

Performance Improvement Process

Before beginning Performance Improvement , Contact Human Resources for guidance and assistance.

The normal steps:

1. First Counseling Note

2. Second Counseling Note

3. Written Warning

4. Termination of Employment

26

The appropriate action will depend on the situation, but common examples include:

• Counseling note - general performance gaps or issues

• Written warning - performance gaps that are unresolved after 2 Counseling notes or policy violations such as….*

• Termination - Performance gaps not addressed after Written warning or serious issues such as….*

*Note: A rubric needs to be developed that clarifies what policy or procedure violations would result in a written warning or termination

Performance Improvement Process

27

Performance Improvement ProcessKey Principles:• Your objective is to get the employee back on track• Do your homework—review documentation, policy guidelines, notes

from previous meetings.• Focus the discussion on facts. Discipline the behavior, not the

person.• Emphasize problem-solving, not punishment• Be firm and fair• Remain calm. Listen and respond with empathy.• Preserve the employee’s self-esteem• Express confidence that they can make the change

28

Performance Improvement Process

Describe the situation and review previous discussions.

Provide specifics about whatever has (or hasn’t) happened since your last meeting

– Agreed upon actions

– Actions actually taken

Note: If the situation requires an immediate written warning, then describe the situation and how it violates NMC policy.

.

29

Performance Improvement Process

Ask for reasons for the situation.

Ask: What happened? What are the roadblocks?

Be careful not to cross-examine. Let the employee know you want to hear his or her side of the story.

Listen.

Paraphrase to check for understanding.

30

Performance Improvement Process

Indicate what action you must take and why.

• Explain exactly what action you are taking (1st Counseling Note, Written Warning, etc.)

• Be clear about what consequences the employee can expect if the problem remains unresolved (e.g. No pay raise, termination of employment, etc.)

If the employee becomes upset: • Listen—show that you understand how they feel about the action, but remain

firm. It’s important they understand that their performance or behavior requires you to take action, and it is up to them to avoid future consequences by resolving the situation.

• Move quickly to the next step—focus on solving the problem.

31

Performance Improvement Process

Develop a specific action plan and follow-up date:Outline the standards that must be met. Ask the employee for their ideas on addressing the problem. Build on those ideas. Identify potential roadblocks and strategies to address them.

Ask them to summarize the plan and consequences.

Clarify any misunderstandings.

32

Document the meeting and plan

• Make sure goals and timelines are clear

• Have employee sign the plan

• Provide a copy to the employee, Human Resources, and keep a copy for your files.

33

The Importance of Documentation

Key points:• Good documentation is essential in avoiding legal problems.• Documentation must be timely and clear—in plain language. It

should demonstrate that:– The employee was treated fairly– You have notified the employee of a reasonable expectation– They were warned of possible future actions– You have given them an opportunity to comply

• It provides justification for dismissal, if necessary

34

A final word…

As a supervisor, it is your responsibility to develop consistency regarding formal Performance Improvement Plans.

– When are Counseling Notes used?– When do Written Warnings begin?

Expectations must be clearly communicated and consistently followed…otherwise you are open to accusations of unfair treatment.

For assistance, contact Human Resources.

35

1

SUMMARY OF BENEFITS FOR REGULAR EMPLOYEES

NORTHWESTERN MICHIGAN COLLEGE

The following information is a brief description of benefits available to regular, annually contracted faculty and staff members.

For more detailed information on medical/dental coverage, consult the appropriate plan workbook. For more detailed

information on other benefits consult the specific Human Resource policies found at www.nmc.edu/hr and click on Policies.

INSURANCE OPTIONS

MEDICAL

Coverage is effective 30 days from date of hire. NMC offers a self-insured plan to employees with voluntary Preferred

Providers participation. This is a unique plan designed to meet the needs of our employees with three options offered.

Core Coverage

Medical Care - Coverage provided for employee and dependents, up to the end of the calendar year in which they turn 26.

100% coverage

Outpatient surgical facility charge

Pre-admission testing expenses

Second opinion surgery consultation expenses

Outpatient diagnostic X-ray and lab expenses up to $500 per accident and $500 for all illness-related tests per calendar

year

Preventative health care coverage

Other coverage provided subject to deductible and coinsurance $200 Individual/$400 Family deductible with 80% paid

by the plan and 20% co-insurance paid by the member after the deductible. Maximum out of pocket $1500 individual and

$3000 family, after which the plan pays 100% of medical claims for the calendar year.

Provider office visits, in-patient care, behavioral care (see plan documents for some restrictions), etc.

Prescription card (generic $2.50 co-pay, brand name 40% of the drug cost with $20.00 minimum co-pay and $40 maximum co-

pay)

Cost of Core Plan Medical Coverage for 24 payments

Regular Employees at 75% Appointment or Higher

Employee $67.73

Employee + Spouse $142.23

Employee + Child $94.82

Employee + Children $128.68

Employee, Spouse + Children $189.64

Cost of Core Plan Medical Coverage for 24 payments

Regular Employees at 50% to < 75% Appointment

Employee $169.32

Employee + Spouse $355.57

Employee + Child $237.05

Employee + Children $321.71

Employee, Spouse + Children $474.09

36

2

High Deductible Health Plan

A High Deductible Health Plan (HDHP) with an employee owned Health Savings Account (HSA). This plan duplicates the

basic coverage of the Core Plan in most services.

$1,250 Individual/$2,500 Family deductible after which the plan pays 100% of medical with a prescription co-pay until $1500

Individual/$3000 Family maximum out-of-pocket expense (on Rx only), prescriptions are 100% plan paid thereafter.

Effective January 1, 2014, NMC is seeding the HSA at $1,250 single and $2,500 family enrollment, prorated if enrollment is

partial year. Deposit is 50% with the first pay of January and 50% with the first pay in July.

Cost of High Deductible Health Plan Coverage for 24 payments

Regular Employees at 75% Appointment or Higher

Employee $51.51

Employee + Spouse $107.13

Employee + Child $78.37

Employee + Children $98.91

Employee, Spouse + Children $135.90

Cost of High Deductible Health Plan Coverage for 24 payments

Regular Employees at 50% to < 75% Appointment

Employee $128.78

Employee + Spouse $267.83

Employee + Child $195.93

Employee + Children $247.28

Employee, Spouse + Children $339.75

Opt Out

No medical coverage. Elect Option III and receive payments according to the annual amount scheduled in the Flexible Benefits

Program booklet (currently $1,400 annually). Must provide proof of insurance coverage elsewhere.

OPTIONAL DENTAL CARE

Coverage provided through payroll deduction on a pre-tax basis.

Deductible - $0

Coinsurance Class I 100% preventive and diagnostic

Class II 85% minor restorative

Class III 60% major restorative

Class IV 60% orthodontic- dependent child only

Calendar year maximum $1,800

Ortho lifetime maximum $2,000

Cost of Optional Dental Plan Coverage for 24 payments

Employee $13.27

Employee + Spouse $27.87

Employee + Child $18.58

Employee + Children $25.22

Employee, Spouse + Children $37.16

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3

OPTIONAL VSP VISION PLAN

Services Co-Pay Frequency

WellVision Exam® $0.00 Every 12 months

Prescription Glasses $25.00 Every 24 months

Lenses Included above Every 24 months

Frames $170 allowance, 20% off over allowance Every 24 months

Or

Contact Lens Care $0.00, $200 allowance Every 24 months

Additional discounts and savings are available for extra glasses and sunglasses, contacts and laser vision correction.

More details at www.vsp.com, or call 800-877-7195

Cost of Optional Vision Insurance for 24 payments

Employee $7.04

Employee + one $14.10

Employee + two or more $22.68

EMPLOYEE REIMBURSEMENT ACCOUNTS*

This feature of NMC's flexible benefits program (IRS Section 125) allows the employee to pay a portion of his/her uninsured

health care and dependent care expenses with pre-tax dollars. See the flexible benefits workbook for more information on the

reimbursement accounts.

LONG TERM DISABILITY INSURANCE*

This insurance will pay an amount equal to 60% of base monthly earnings subject to a maximum schedule of $1,500 per month.

There is a qualifying period of six months. Additional long term disability coverage may be purchased through the Flexible

Benefits Plan on a pre-tax basis. Coverage is effective 30 days from date of hire.

TERM LIFE INSURANCE AND ACCIDENTAL DEATH OR DISMEMBERMENT*

Coverage is effective 30 days from date of hire.

All Full-Time Regular Faculty and Staff

$50,000 natural death and $50,000 accidental death or dismemberment

Additional term life insurance may be purchased through the Flexible Benefits Plan on a pre-tax basis for employees, and on a

post-tax basis for spouses and children.

All Part-Time Regular Faculty and Staff

$25,000 natural death and $25,000 accidental death or dismemberment

Additional term life insurance may be purchased through the Flexible Benefits Plan on a pre-tax basis for employees, and on a

post-tax basis for spouses and children.

LEAVE BENEFITS

HOLIDAYS*

Staff holidays include one and a half days at New Year's, Spring Holiday, Memorial Day, Independence Day, Labor Day,

Thanksgiving Day, Thanksgiving Friday, and two days at Christmas (9 ½ days).

38

4

VACATION*

Administrative/Managerial, Professional and Technical/Paraprofessional Staff

Staff appointed on full-time, regular annual contracts shall earn vacation at the rate of 6.16 hours per pay period worked

(maximum 160 hours per year). Staff appointed on part-time regular or limited annual contracts shall earn vacation on a

prorated basis. Accumulation of vacation is limited to twice the annual accrual (320 hours).

Support Staff

Support Staff on full-time, regular annual appointments shall earn vacation according to the following schedules.

Accumulation of vacation is limited to twice the annual accrual.

Levels 1-4 (base hours 7.5 per day)

Years of Service

Hours Biweekly

Maximum Vacation Hours

Earned Per Year

0-4 2.89 75

5-7 4.33 112.5

8+ 5.77 150

Level 5 (base hours 8 per day)

Years of Service

Hours Biweekly

Maximum Vacation Hours

Earned Per Year

0-4 3.08 80

5-7 4.62 120

8+ 6.16 160

Staff on annual part-time appointments shall earn vacation on a prorated basis according to the schedule listed below.

Accumulation of vacation is limited to twice the annual accrual.

Years of Service

% of Hours

Worked, Earned Per Pay

0-4 3.85%

5-7 5.76%

8+ 7.70%

Maintenance/Custodial Staff

Staff shall earn vacation according to the following schedule. Accumulation of vacation is limited to twice the annual accrual.

Years of Service

Hours Biweekly

Maximum Vacation Hours

Earned Per Year

0-5 3.08 80

6-8 4.62 120

9+ 6.16 160

SICK LEAVE*

Administrative/Managerial, Professional and Technical/Paraprofessional Staff

During the period of each annual appointment, staff members will accrue sick leave of one day per month, accrued on a per-pay

basis (3.7 hours per pay for a 26-pay year). Accumulation of sick leave is limited to three times the annual accrual (288 hours).

Faculty

During the period of each annual appointment, faculty members will accrue ten working days of sick leave per year, accrued at

the rate of a half-day sick leave per pay over 20 pays. Accumulation of sick leave is limited to three times the annual accrual

(30 days).

39

5

Support Staff

During the period of each annual appointment, staff members will accrue sick leave of one day per month, accrued on a per-pay

basis. Levels1-4 will accrue at 3.46 hours per pay for a 26-pay year and Level 5 will accrue at 3.7 hours per pay for a 26-pay

year. Accumulation of sick leave is limited to three times the annual accrual with a maximum of 270 hours for Levels 1-4 and

288 hours for Level 5.

Maintenance/Custodial Staff

Staff members will be allowed up to twelve working days of sick leave without salary deduction at the rate of one sick day per

month, up to a maximum of 288 hours.

FAMILY CARE LEAVE*

Up to twelve days per anniversary year of accrued sick time may be used for the purpose of family sickness or emergency. The

family is defined as spouse, children, children-in-law, parents, parents-in-law, siblings, and also other relatives living in the

employee’s home.

PERSONAL BUSINESS*

Faculty and Staff members are allowed two days per anniversary year, deducted from sick time.

BEREAVEMENT LEAVE*

Allowed time off may be taken for three or five days for family members, upon approval of the supervisor. Exceptions to family

relationships and extensions of time may be submitted to the Director of Human Resources.

JURY DUTY/COURT SERVICE*

Leave with pay granted. Employee must provide copy of notice or court document to supervisor and Human Resources. Any

juror’s fees received by the employee shall be paid to the college.

MILITARY LEAVE*

Military leave will be provided to NMC employees in compliance with federal regulations. The college will reimburse full-time

employees the difference between what is paid to them during their active duty training period or involuntary call to active duty

and their regular wages earned at NMC.

SABBATICAL LEAVE*

Each Faculty, Administrative, or Professional staff member is eligible to participate in this benefit based on meeting specific

criteria.

FAMILY AND MEDICAL LEAVE*

The college shall grant up to 12 weeks of unpaid family and medical leave in any 12-month period in accordance with the

provisions of the Family and Medical Leave Act of 1993, and as may be amended, for one or more of the following reasons: To

care for the employee’s child after birth or placement for adoption or foster care; to care for the employee’s spouse, child, or

parent who has a serious health condition; for qualifying exigencies related to an employee’s spouse, child, or parent on active

duty or called to active duty status; or for a serious health condition that makes the employee unable to perform his or her job.

An eligible employee may take up to 26 weeks of unpaid leave to care for a family member (spouse, son, daughter, parent, or

next of kin) who is injured while serving on active military. To be eligible, an employee must have worked for NMC for at least

12 months and for at least 1,250 hours during the year preceding the start of the leave.

Accrued paid leave shall be substituted for unpaid leave where applicable. Upon return, the employee will be returned to his or

her original position or an equivalent position with equivalent pay, benefits and other employment terms.

40

6

CHILD CARE LEAVE*

Child Care leave may be granted to any full or part-time faculty or staff member on annual appointment with the college who

has successfully completed at least one year of employment for the purpose of providing child care. This leave is available for a

period not to exceed twelve (12) months after the child’s birth or adoption of a child under 18 years of age. Child care leave

will be coordinated with other leave policies as appropriate. All paid leave will be used before employee would be on unpaid

child care leave.

WORKERS COMPENSATION*

Worker’s Compensation coverage is provided for all employees. Any injury on the job should be reported to Human Resources

immediately. Unless it is a serious medical emergency, any employee injured on the job must receive authorization from

Human Resources prior to seeking medical treatment.

WAGE CONTINUATION* (NMC’s self-funded short-term disability)

For an extended single disability arising from illness or accident, after the initial 90-calendar-day period of employment, regular

faculty and staff members will be allowed sick leave for 180 calendar days (including the fifteen work day qualifying period),

irrespective of the number of sick days accumulated. Payment is prorated based on the appointment percent of the employee.

Starting day 16 through day 60 will be at full pay and the remaining 120 days will be at 2/3 pay. Wage continuation will begin

after the employee has been off work for fifteen consecutive days related to illness, or from day 1 for an accident. This period of

disability must be certified by a physician.

RETIREMENT OPTIONS

Full-Time Faculty and Exempt Staff

Full-time employees have a choice available of two types of retirement plans. The employee must make a selection between

retirement plans within 90 days of his/her full-time start date, and once a choice is made, it cannot be changed. If a

selection is not made, the employee will be placed in the MPSERS plan by default. Both plans require employee

contributions.

Option I*

Michigan Public School Employees Retirement System. (MPSERS) This is a "defined benefit" plan operated by the

State of Michigan Department of Management and Budget. Mandatory contributions are deducted on a graded scale based

on the member’s start date and salary. For a description of this benefit, visit their website at

http://www.michigan.gov/orsschools .

Option II*

Optional Retirement Plan (ORP) with Teachers Insurance and Annuity Association College Retirement Equities Fund.

(TIAA-CREF). This is a defined contribution plan operated by the largest retirement system in the U.S., offering an array

of financial products and planning services. For more information, refer to the plan document. The employee is

immediately vested in this plan with a graded contribution based on their salary. The college contributes 11.5% to this plan,

which is deposited in the employee’s account according to their investment choices.

Part-Time Faculty and Part-Time Exempt Staff

Non-Exempt Staff

Membership in the Michigan Public School Employees Retirement System (MPSERS) is required by law and includes

employees of public school districts, tax-supported community colleges, and some of the four-year colleges and universities.

This is a mandatory contributory plan. Contributions are deducted on a graded scale based on the member’s start date and

salary. For a description of this benefit, visit their website at http://www.michigan.gov/orsschools .

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OTHER BENEFITS

ADOPTION BENEFIT*

NMC has developed a policy to provide eligible employees with adoption benefits, including financial assistance. All regular

employees of NMC are eligible for adoption benefits after one year of continuous successful employment. Eligible adoption-

related expenses may be reimbursed to a maximum of $4,000 per child.

EMPLOYEE ASSISTANCE PROGRAM

Employees and their dependents have access to a confidential personal counseling service at no cost to them. Services are

private and confidential, with no disclosure to the employer unless you sign a release, and include consultation, assessment,

brief therapy, and referral service if necessary.

EDUCATIONAL BENEFIT*

College policy allows full-time employees and dependent members of their immediate families to attend NMC courses with the

cost of tuition being taken from the Trustees Scholarships and Grants-in-Aid. Regular, annually appointed, part-time employees

and their dependents who are currently IRS dependents are covered at the percent of their appointment.

PROFESSIONAL DEVELOPMENT

Each Faculty, Administrative, Professional, or Technical/Paraprofessional staff member is eligible to participate in the

professional development plan.

VOLUNTARY PAYROLL DEDUCTIONS AVAILABLE

NMC offers several 403(b) investment opportunities, as well as 457(b) investments, through pre-tax payroll deduction for

employees. A complete list of companies and brokers is available from Human Resources.

The State of Michigan has made available the TIAA-CREF-managed Michigan Education Savings Program (MESP) to make

higher education more accessible for all Michigan Residents. After-tax payroll deduction is available, with a tax savings when

the account owner files their Michigan state taxes . Details can be found at www.misaves.com or application packages may be

requested from Human Resources.

NMC Foundation and Dennos Museum Center deductions for contributions or membership may be paid for through payroll

deduction. The Foundation and The Museum periodically mail information to employees on donation opportunities and

memberships available.

LegalShield is a nationwide corporation offering a variety of legal services with your membership and can be purchased through

payroll deduction. Services range from will preparation and updates at no additional cost to 25% discounts for other legal

services provided. Information is available at www.pplsi.com . Brochures and applications can be obtained by calling Human

Resources (231-995-1350).

CIGNA Critical Illness or Accidental Injury insurances may be paid through payroll deduction. Brochures and information can

be obtained by calling Human Resources (231-995-1350).

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FLEXIBLE BENEFITS PROGRAM

Payroll deductions or reductions for the following:

1. Medical coverage

2. Dental coverage

3. Vision coverage

4. Voluntary LTD coverage

5. Voluntary group term life

6. Reimbursement accounts (HSA and flexible spending accounts)

REVISIONS TO NMC BENEFITS The benefits in this summary are effective as of the date of this document, printed below. The descriptions of benefits are

subject to change at any time, after established procedures and approval.

*Current policy or procedure located at http://www.nmc.edu/about/policies/index.html

Revised 5/9/14 S:\Human Resources\BENEFITS\Summary of Benefits\Benefits Summary 5-9-14.doc

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Flexible Work Optionsnmc.edu /about/policies/board-staff/D-757.00.html

Staff HR Policy D-757.00Institutional Effectiveness Criterion: Culture

It is the policy of Northwestern Michigan College to allow regular full-time, administrative, professional,technical/paraprofessional and support staff members the opportunity to develop flexible work schedulesthat are responsive to the professional and personal needs of the campus workforce, provided that theneeds of students, customers, and the College can be maintained. This approach is intended to foster staffretention and recruitment while maintaining and enhancing the work requirements of each academic orservice area. There are various ways for achieving greater workplace and job flexibility, the primary onesbeing flexible scheduling and location.

The availability of flexible or alternate schedules does not alter the responsibility and authority ofdepartment heads to establish and adjust work schedules. Each executive officer is responsible fordetermining the best use of a flexible work arrangement and must consider the impact on workeffectiveness along with the benefit to the employee. Flexible work schedules are to be considered on acase-by-case basis; it is not required that alternate work schedules be uniformly available to all positions inan area.

Supervisors are encouraged to contact Human Resources with any questions about this policy andprocedure. In the event this policy or procedure does not effectively meet the needs of the employee(s)and/or the institution in a particular situation, the executive officer and Director of Human Resources (ordesignee) may make exceptions on a non-precedent-setting basis in consultation with relevant staff orothers as necessary.

Authorized on 9/13/04

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Employee Wellnessnmc.edu /departments/human-resources/wellness/

Departments >

Human Resources >

Employee Wellness

Information on healthy eating, recipes and helpful hints on eatingright. More »

Information on discounts to local gyms, athletic clubs and tuitionwaivers for EES classes. More »

Past, present and future events as well as other wellnessopportunities in the community. More »

We are dedicated to:

Promoting the health and wellness of faculty and staff

Creating and maintaining a culture of wellness for all employeesand students

Educating faculty and staff on the proper office/workplaceergonomics

NMC promotes healthy lifestyles and sound workplace ergonomicsthorough education, awareness, activities, and encouragement bythe following:

Offer fitness assessments and health screening

Offer workshops on office ergonomics and stretches

Inform individuals of steps to take to reduce health risks

Sponsor wellness-oriented activities

Provide prevention activities and information

New Wellness @ Work Program »

Related Links

Contact us »

45

NMC Fitness Centernmc.edu /resources/extended-education/find-a-class/personal-enrich/fitness-center/

Check out our fitness classes to rejuvenate your spirit and body withyour friends, family and neighbors. Register for our fitness classesnow. More »

Includes spin bikes, treadmills, elliptical machines, strengtheningmachines and more. Join the Fitness Center or Register for a classnow. More »

Enjoy expanded fitness options, from cardio kickboxing to canoeing.Check out the many year round non-credit fitness and recreationalclasses. More »

MEMBERSHIP RATES

2014-2015 Academic Year membership is by semester. Enjoyunlimited use:

General public: $100 (Fall or Spring term)

General public: $200 (Annual: Fall, Spring and Summer)

NMC student, adjunct, supplemental; UC student: $60

NMC full-time faculty & staff: $30

Monthly rates available

Register Online Here »

Or call (231) 995-1700

Personal Trainer option. Fifty-minute sessions with certified trainer to focus on reaching your goals. Tensessions for $350 or six sessions for $225. Academic student rates are available. NMC Fitness Centermembership is required.

FITNESS CENTER HOURSSeptember–May

Mon.–Thurs.: 6:30 a.m.–8 p.m.

Friday: 6:30 a.m.–6:30 p.m.

Saturday: 8 a.m.–Noon

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Get fit, stay fit in the NMC Fitness Center located on maincampus in the Rajkovich Building (Physical Education),Room 206. A friendly, well-trained fitness staff is ready tohelp you reach your fitness goals.

Here's what you'll find:

Cardio stations (elliptical machines, treadmills)

13 Life Fitness strengthening machines

Circuit training option

Spin bikes

Dumbbells and strength machines

TVs

Locker rooms with showers

Resourceful staff

For more information, call (231) 995-1379.

Find physical education academic course information here »

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Aligned Planning Schedule FY’14 Implementation & FY’15 Planning BOT Role; Dates Subject to Change

PDCA Activity Process Step Who

Jun PLAN FY’14 Budget Approved BOT Regular Meeting

GRASP THE SITUATION June NMC Scan Release – Demographic Edition ORPE

Jul

DO Begin Implementation of FY’14 Plans Campus PLAN Strategy Retreat Workbook released to Leadership Group (LG) ORPE DO Communication: Upcoming Strategy Retreat LG GRASP THE SITUATION Questions from Retreat Workbook submitted to ORPE LG PLAN LG Meeting: Strategy Retreat (July 31st) LG

Aug PLAN Gather input on Strategic Plan and share with ORPE

LG

Sep

CHECK & ADJUST Communication: Quarterly Check & Adjust (department level) of FY’14 Plan during the month of September

Supervisors with Staff

PLAN Review Strategic Plan Draft with PBC PBC Updated Strategic Plan Reviewed and Plan BoT Study Session PC BoT Study Session

• Resource Guidelines • FY’14 Board Level Goals Discussed

Tim & BOT

BOT Reviews FY’14 Board Level Strategic Goals BOT Regular Meeting GRASP THE SITUATION September NMC Scan Release ORPE

Oct

CHECK Program Review Data Released by ORPE (5P1 & 5P2) ORPE PLAN BOT Approves FY’14 Board Level Strategic Goals

BOT Regular Meeting

Nov

CHECK Perkins Core Indicator Program Review Data Available (2P1, 3P1, 4P1) Note: ORPE will start working on Course completion Rates, Course Evaluation Data, Yr End Prog Enrollment, and Prog Review Survey (student data) after June 15 and these data will be released as they become available with ALL Program Review data available by Nov. 1

ORPE

PLAN LG Meeting: Review Strategic Plan & Kick-Off Operational Planning (November 1st) LG DO Communication: Revised Strategic Plan & Start of Operational Planning (tools & updated

templates available on ORPE Intranet) LG & Supervisors

PLAN Budget Training Budget Managers

Dec

DO Communication: Mid-Year Check & Adjust (department level) of FY’14 Plan during the month of December

Supervisors with Staff

GRASP THE SITUATION December NMC Scan Release ORPE

Jan PLAN New Personnel Requests due (January 6th) Supervisors

LG Meeting: Alignment Meeting with draft Operational Plan A3’s (January 17th) LG

Revised: 4-Mar-14

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Feb

PLAN Budgets Due – E&G, Capital Requests, Revenue, Personnel, and Adjunct/Overload Projections (February 14th)

Supervisors & Budget Managers

FY’15 Operational Plan A3’s due to ORPE (February 17th) Supervisors M

ar

PLAN & CHECK BOT Retreat • FY’14 Board Level Goals Review • FY’15 Budget Discussion

Tim & BOT

CHECK & ADJUST Communication: Quarterly Check & Adjust of FY’14 Plan during the month of March (Department Level) & FY’15 Operational A3’s and Goal Summary available on ORPE Intranet

Supervisors with Staff

GRASP THE SITUATION March NMC Scan Release ORPE CHECK & ADJUST Check & Adjust FY’15 Operational Plans PC

Apr CHECK End-of-Year Check on FY’14 Operational Plans Begins – Department Level

Supervisors & Staff

PLAN Scan Team reviews Planning Assumptions Scan Team

May

CHECK & ADJUST Communication: Year End Check & Adjust (department level) of FY’14 Plan during the months of May and June

Supervisors with Staff

CHECK Year End Review of FY’14 Strategic Plan Goals PC CHECK & PLAN Faculty FY’14 Self Evaluation & Draft FY’15 Annual Plan Due to the Chair (May 16th) Faculty PLAN FY’15 Budget Presented for Discussion BOT Regular Meeting CHECK Year End Review of FY’14 Strategic Plan Goals Due to ORPE

(May 23rd) PC

PLAN Faculty FY’14 Self Evaluation & Finalized FY’15 Annual Plan Due to HR (May 30th) Faculty & Chairs

Jun

PLAN

Review and revise as needed FY’15 Operational Plan A3’s based on end of year review and FY’15 budget

Supervisors & Staff

Provide a planning calendar for next year to the President’s Office to include in the President’s Evaluation materials

ORPE

CHECK FY’14 Strategic Plan Summary (plan to actual) reviewed with PC ORPE with PC PLAN PBC reviews suggested Planning Assumptions changes PBC

PC reviews and finalizes Planning Assumptions to go to the Board PC DO Communication: Check & Adjust FY’15 Operational Plan A3’s and resubmission to ORPE

if significant changes Supervisors with Staff

PLAN FY’15 Budget Approved BOT Review & Discuss NMC’s Assumptions for FY’16 Planning

BOT Regular Meeting

CHECK Window Closes for End-of-Year Check on FY’14 Operational Plan – Department Level and Individual Level (Performance Feedback)

Supervisors & Staff

GRASP THE SITUATION June NMC Scan Release – Demographic Edition ORPE PLAN myPDCA Annual Review Forms/WingSpan update Due to HR

(June 30th) Supervisors & Staff

Revised: 4-Mar-14

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Jul

DO Begin Implementation of FY’15 Plan All PLAN Prepare Listening to … Summaries ORPE

Release Strategy Retreat Workbook to Leadership Group ORPE DO Communication: Upcoming Strategy Retreat LG GRASP THE SITUATION Questions from Retreat Workbook submitted to ORPE LG PLAN End-of-Year FY’14 Strategic Plan Review

• NMC Assumptions Approved for FY’16 Planning Assumptions • President’s Annual Review

BOT Regular Meeting

LG Meeting: Strategy Retreat LG Assumptions

• Finance & Administration handles all communication related to budgeting. • Human Resources handles all communication related to myPDCA and individual level planning.

A Note about Who

• President’s Council (PC) is comprised of direct reports to the President – VP’s and Executive Directors • Planning & Budget Council (PBC) is a council of our shared governance structure and is comprised of the VP’s, representatives of each employee

group and the Planning Coordinator. • Leadership Group (LG) is comprised of members of President’s Council, Planning & Budget Council, Educational Services Instructional

Management Team (ESIMT), employee group chairs, and select additional department leaders. • ORPE is the Office or Research, Planning and Effectiveness which is the liaison to the Higher Learning Commission for accreditation, manages most

of our state and federal reporting, coordinates our effort to assess student learning, conducts market research (ex. transfer survey, graduate survey, student satisfaction, employee engagement, etc.), coordinates our planning process and produces the NMC Scan.

Revised: 4-Mar-14

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Alignment of Planning

Summary of Planning Involvement

Northwestern Michigan College Revised: November, 2011

BOARD OF TRUSTEES

- Input into

Strategy

- Approve & Monitor the

Planning Assumptions & Board

Level Strategic Goals

- Approve & Monitor the Budget

PC & PBC - Develop the Strategic Plan

- Set institutional strategic priorities, metrics and targets

- Utilize Leadership Tool to identify and manage adjustments

- Check & Adjust the Strategic Plan (PC)

- Check & Adjust the planning process (PBC)

CAMPUS LEADERS

- Communicate with departments and teams as the Strategic Plan takes shape

- Bring ideas/input back to Strategic Plan development

- Ensure that employees understand and can act on strategic goals and metrics

- Develop Operational Plan A3's which respond to the Strategic Plan

- Check & Adjust Operational Plan A3's

EVERYONE

- Monitor your metrics for performance indicators; read the NMC Scan

- Contribute to Grasp the Situation content including lessons learned from current year implementation

- Understand the Strategic Plan - provide input through your department leaders and directly through campus discussions

- Link your Operational Plan A3 goals and metrics directly to the strategic goals and metrics

- Check your current Operational Plan A3 as implemented and challenge planning assumptions if appropriate

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Northwestern Michigan College

Employee Guide

Revised September 2012 Northwestern Michigan College is an

Equal Opportunity Employer

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Table of Contents MESSAGE FROM THE PRESIDENT ..................................................................................................... 5 PREFACE .................................................................................................................................................. 6 POLICY OF NONDISCRIMINATION .................................................................................................... 6 MISSION, VISION, VALUES, PURPOSES ............................................................................................ 7 MAP ........................................................................................................................................................... 8 GENERAL INFORMATION ABOUT NMC ........................................................................................... 8 GOVERNANCE AND ORGANIZATION ............................................................................................... 9 NMC EMPLOYMENT .............................................................................................................................. 9

Your Paycheck ..................................................................................................................................... 9 Probationary/Provisional Period ........................................................................................................ 9 Retirement System ............................................................................................................................... 9

SAFETY AND HEALTH ........................................................................................................................ 11 Accidents or Emergencies ................................................................................................................. 11 First Aid .............................................................................................................................................. 11 Inclement Weather ............................................................................................................................ 12 Harassment ......................................................................................................................................... 13 Sexual Harassment ............................................................................................................................ 13 Hazardous Communication Program .............................................................................................. 13 Communicable Disease Policy .......................................................................................................... 13 Drug Free Workplace ........................................................................................................................ 14 Substance Abuse and Other Personal Problems ............................................................................. 14 Tobacco Free Policy ........................................................................................................................... 15 Family and Medical Leave ................................................................................................................ 15

TRAINING AND PROFESSIONAL DEVELOPMENT ........................................................................ 15 Professional Development Funding .................................................................................................. 15 Educational Benefit ............................................................................................................................ 15

GRIEVANCES AND PROBLEMS ........................................................................................................ 15 Discrimination .................................................................................................................................... 16 Conflict of Interest ............................................................................................................................. 16 Intellectual Property Rights .............................................................................................................. 16

LEAVING EMPLOYMENT WITH THE COLLEGE ............................................................................ 16 Resignation ......................................................................................................................................... 16

MISCELLANEOUS ................................................................................................................................ 17 Parking System .................................................................................................................................. 17 Telephone System .............................................................................................................................. 17 Keys ..................................................................................................................................................... 17 Campus Mail ...................................................................................................................................... 17 Employee Recognition ....................................................................................................................... 17 Promoting the College Policy ............................................................................................................ 18 NMC Communication/Publications ................................................................................................. 18 Where to Eat? ..................................................................................................................................... 18 Health and Fitness ............................................................................................................................. 18 Special Events ..................................................................................................................................... 19

Appendix A What is a Community College?........................................................................................ 20 ADMINISTRATIVE/PROFESSIONAL/TECHNICAL/ ........................................................................ 22 PARAPROFESSIONAL STAFF SECTION ........................................................................................... 22

Employment Categories .................................................................................................................... 23 Continuation of Health Coverage ..................................................................................................... 24 Layoffs/Retrenchment ....................................................................................................................... 24

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Administrative/Professional, Technical/Paraprofessional and Support Staff Councils .............. 24 FACULTY SECTION ............................................................................................................................. 25

INTRODUCTION ............................................................................................................................. 26 FACULTY COUNCIL ...................................................................................................................... 28

FACULTY RIGHTS and RESPONSIBILITIES ..................................................................................... 33 FACULTY CODE OF PROFESSIONAL ETHICS ....................................................................... 34 NMC FACULTY PROFESSIONAL RESPONSIBILITIES ......................................................... 35 FACULTY EVALUATION PLAN GUIDELINES ............................. Error! Bookmark not defined. FACULTY RESPONSIBILITY CONCERNING STUDENT RIGHTS ...................................... 57 CURRICULUM RESPONSIBILITIES AND GOOD TEACHING ............................................. 58

FACULTY EMPLOYMENT .................................................................................................................. 61 Faculty Career Plan ........................................................................................................................... 62 Faculty Classifications ....................................................................................................................... 62 Professional Development and Sabbatical Leave ............................................................................ 62 Faculty Calendar ................................................................................................................................ 62 Benefits Summary for Full-Time Faculty ........................................................................................ 62 Faculty Emeritus ................................................................................................................................ 62 Center for Instructional Excellence ................................................................................................. 62 Instructional Information ................................................................................................................. 63 Imogene Wise Faculty Excellence Award ........................................................................................ 63 Graduation Policy .............................................................................................................................. 63 Continuation of Health Coverage ..................................................................................................... 63 Layoffs/Retrenchment ....................................................................................................................... 63

Faculty/Adjunct Faculty Shared Resources ............................................................................................. 64 Course Syllabus Essential Criteria ................................................................................................... 65 Student Attendance ............................................................................................................................ 67 Grading System and Procedures ...................................................................................................... 68 Attendance Verifications (Online Procedure) ................................................................................. 68 Grade Changes (Mailed or emailed) ................................................................................................ 69 Final Grades (Online Procedure) ..................................................................................................... 69 Grading Deadlines at a Glance ......................................................................................................... 69 Adding Classes ................................................................................................................................... 69 Dropping Classes ................................................................................................................................ 70 Special Topics and Independent Study ............................................................................................ 70

FACULTY, ADJUNCT SECTION ......................................................................................................... 71 FACULTY CODE OF PROFESSIONAL ETHICS ................................................................................ 72 DUTIES & RESPONSIBILITIES OF ADJUNCT FACULTY MEMBERS .......................................... 73

Planning .............................................................................................................................................. 73 Instruction .......................................................................................................................................... 73 Professional Growth .......................................................................................................................... 75 Professional Expectations .................................................................................................................. 75 Additional Contract Responsibilities ............................................................................................... 76

ADJUNCT FACULTY RESPONSIBILITY CONCERNING STUDENTS .......................................... 77 Suspected Abuse ................................................................................................................................. 77 Student Rights and Responsibilities ................................................................................................. 77 Student Privacy Rights ...................................................................................................................... 77

INSTRUCTIONAL INFORMATION ..................................................................................................... 78 Course Outlines .................................................................................................................................. 78

HUMAN RESOURCES INFORMATION FOR ADJUNCT FACULTY .............................................. 79 Employee Contracts ........................................................................................................................... 79

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Faculty Evaluation ............................................................................................................................. 79 Faculty Dismissal Reasons for Immediate Dismissal ...................................................................... 79 Educational Benefit ............................................................................................................................ 79

MISCELLANEOUS INFORMATION ................................................................................................... 79 Center for Instructional Excellence ................................................................................................. 79

SUPPORT STAFF SECTION ................................................................................................................. 80 Hours of Work ................................................................................................................................... 81 CLASSIFICATION AND COMPENSATION ................................................................................ 81 Employment Categories of Support Staff ........................................................................................ 81 Salary Schedules................................................................................................................................. 82 Longevity Pay ..................................................................................................................................... 82 Valued Service Payment .................................................................................................................... 82 NMC Four Year College and University Scholarship Program .................................................... 83 In-Service Training ............................................................................................................................ 83 Discipline and Dismissal ................................................................................................................... 83 Continuation of Health Coverage .................................................................................................... 83 Administrative/Professional, Technical/Paraprofessional and Support Staff Councils ............ 83

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MESSAGE FROM THE PRESIDENT Dear Colleagues:

On behalf of NMC, I extend our appreciation for the excellent work you do to keep learning at the center of our College life. This is a vibrant and challenging time at NMC, and we’re fortunate to have such a strong group of talented employees.

The Board, faculty, administration, and staff have enjoyed a good working relationship over the years, built upon mutual respect. It is my hope that this sense of cooperation and collaboration will continue as we go forward together.

All good wishes for a successful academic year.

Sincerely,

Timothy J. Nelson NMC President

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PREFACE The Employee Guide is published to give employees a convenient resource for locating Northwestern Michigan College’s employment policies, procedures, and guidelines, and culture. This guide is not an employment contract but merely a guide to existing policies and information.

Since policies and procedures are subject to change, this information serves only as a guideline. Northwestern Michigan College reserves the right to change, add, delete or revise any employment policies and benefits at any time. None of these summarizations are intended to be construed as changing or supplementing in any manner the meaning of any policies, contracts, or other related documents. The contents of this guide may be revised by the Vice President for Educational Services and the Director of Human Resources or designees. The Board of Trustees reserves the right to change its employment policies and benefits at any time.

Your Supervisor/ Academic Chair should inform you of revisions to policies, and future updates will be sent to you through your email via Policy Council public hearings or found on our web site at http://www.nmc.edu/about/policies/ along with other Board and staff policies published in the NMC Policy Manual. This guide may be found on the website at http://www.nmc.edu/hr/ (click on Employee Guide)

Additional copies of the Employee Guide and appendices for each employee category may be obtained from the NMC Office of Human Resources. Human Resources staff members are happy to help you with any questions regarding NMC’s policies or other information contained in this Employee Guide.

POLICY OF NONDISCRIMINATION It shall be the policy of Northwestern Michigan College to comply with federal and state laws and regulations prohibiting discrimination and to comply with all requirements and regulations of the U.S. and Michigan Department of Education. Northwestern Michigan College is an Equal Opportunity Employer.

Northwestern Michigan College does not discriminate in admission, campus activities, education, employment, housing, public accommodation or public service on the basis of age, color, creed, disability, handicap, height, marital or familial status, national origin, political affiliation, race, religion, sex, sexual orientation, service in the military, veteran's status, weight or any other legally protected status under federal, state, or local law. No act of retaliation shall occur to any person making a charge, filing a complaint, testifying or participating in any discrimination investigation or proceeding.

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MISSION, VISION, VALUES, PURPOSES

MISSION Northwestern Michigan College provides lifelong learning opportunities to our communities.

VISION

NMC will be the resource of choice for higher education, lifelong learning and cultural experiences. NMC will be an essential contributor to quality of life and a vibrant economy. We will demonstrate collaborative and inventive approaches to education and training for liberal studies, careers, interests and emerging learner markets.

VALUES

Our individual and collective efforts create the legacy of NMC. In order to achieve our mission, we are individually committed and responsible to live these values: • Learning is at the center of all we strive to achieve. It is the foundation upon which an

enlightened citizenry and a dynamic community are built and is a lifelong process in which we are all engaged.

• We will continuously improve the learning experience and its global relevance to those we serve through innovation, agility and thoughtful risk-taking.

• Our actions are governed by the highest degree of ethics, integrity and personal responsibility, exhibited through transparency, openness and trust.

• We each will practice responsible stewardship for the human, physical, financial and environmental resources entrusted to our care.

• Each of us will strive to exceed expectations for quality and service in all that we do. • We value all people and will invest in their personal and professional growth and

development. • We will exhibit foresight by monitoring the changing world around us and taking

actions today that prepare us to meet future needs of our communities. • We will seek others who share our vision and values, and collaborate with them on

behalf of our communities.

PURPOSES To meet our mission, we are fully engaged in each of the following purposes, with the result that our learners meet their goal(s) of being college-ready, transfer-ready, career-ready and ready for lifelong learning:

• Associate degree, certificate and transfer education in liberal arts and sciences, and occupational studies

• Career/occupational education and workforce development • Cultural and personal enrichment • Facilitating baccalaureate and graduate programs • Contributing to economic development

The Mission, Vision, Values, and Purposes may be found online at http://www.nmc.edu/about/mission-vision-values.html

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MAP To view a map of NMC’s campuses, go to http://www.nmc.edu/about/maps/index.html

GENERAL INFORMATION ABOUT NMC Northwestern Michigan College was founded in 1951 by a group of local citizens who wanted to provide an affordable college education for area residents. In 1955, NMC became Michigan’s first community college under the Michigan Community College Act. It is fully accredited by the North Central Association of Colleges and Secondary Schools.

NMC is a comprehensive community college that serves people, organizations and business throughout the Grand Traverse region:

1) NMC offers associate degrees and professional certificates and, through our University

Center, ten partner universities grant Baccalaureate, Graduate and Doctoral degrees.

2) NMC’s extensive Extended Educational Services program offers a vast array of non- credit classes to more than 10,000 local residents annually.

3) NMC reaches thousands of other learners through Aero Park Laboratories, Dennos

Museum Center, Hagerty Conference Center, Lobdell’s: A Teaching Restaurant, NMC Training Services, Rogers Observatory and WNMC Public Radio.

NMC also provides a strong system of student support services, such as academic advising and counseling, career counseling, job placement assistance, special needs services, health services, admissions, and financial aid support.

Campus residence halls provide living accommodations for up to 208 students. Campus dining facilities in West Hall serve residence hall, commuting students, faculty, staff and guests.

The main campus is a 146-acre tract of wooded land situated in a residential area near Grand Traverse Bay. The NMC Great Lakes Campus is located a mile from the main campus on eight acres of waterfront property on West Grand Traverse Bay. The College’s Aviation Center is adjacent to the Cherry Capital Airport on Aeropark Drive, and the NMC Observatory is located on five acres less than a 15-minute drive from NMC’s main campus. The University Center Campus is on Cass Road on the west shore of Boardman Lake.

NMC has approximately 5,200 students enrolled in credit programs, and 10,000 in non-credit. Approximately 54% are female; average age is 27. Forty-three percent are full-time students (12 or more credits), 42% taking 6-11 credits, and 15% taking 1-5 credits. Fifty-five percent live in Grand Traverse County.

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GOVERNANCE AND ORGANIZATION NMC is governed by a seven-member Board of Trustees elected by constituents of NMC’s service area. The Board meets monthly.

The President is appointed by the Board of Trustees to serve as the chief executive and administrative officer of the College. Any questions regarding the Board or Board meetings may be referred to the President’s office.

The NMC governance system is defined in Policy D-502.01, which may be viewed on NMC’s website at http://www.nmc.edu/about/policies/index.html

NMC EMPLOYMENT

As a new employee, you will receive an email to begin your online orientation. You will also meet with Human Resources (HR) when you begin your employment in order to complete your documents and trainings for payroll, to establish your personnel records and to have an opportunity to ask questions regarding your employment at NMC. Hiring documents and trainings are required before employment can begin and paychecks can be issued. Your supervisor, academic chair, or office manager will continue your orientation, including familiarizing you with your job, work area, co-workers, and the NMC campus. Visit the virtual tour to learn more about NMC campuses: https://www.nmc.edu/about/virtual-tour/index.html

If your status changes while employed at NMC due to marriage, death, moving, divorce, or other similar events, it is your responsibility to change your employment records. If changes need to be reported, please contact Human Resources (231.995.1362) for the proper forms.

Your Paycheck Paychecks are issued biweekly (every other Friday). Direct deposit is strongly encouraged for all employees, and electronic earnings statements are available to view or to print from Self-Service at https://banweb.nmc.edu/nmcp/twbkwbis.P_WWWLogin (login required.) Hard copy paychecks will be delivered to your department through inter-office mail or mailed to your home. Any questions regarding paychecks can be directed to Payroll (231.995.1942.)

Probationary/Provisional Period New employees are on a probationary /provisional period. See the employee guide appendices for Information on your employee category.

Retirement System Michigan law requires that every employee of a publicly supported community college be a member of the Michigan Public School Employees Retirement System (MPSERS). Anyone who receives wages from Northwestern Michigan College (excluding student employees) is automatically a member of the retirement system. (For salaried employees, please see your employee group section for information on Optional Retirement Plans.) This is a contributory plan. The State has several different plans determined by when you first become a member of MPSERS, with differing contribution levels and retirement eligibility requirements.

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If you leave employment with Michigan Public Schools, you may request a refund of your contribution plus interest (applied every July 1st). MPSERS offers three options that comply with federal regulations regarding payment of refunds.

• Refund paid directly to you subject to 20% federal income tax withholding of

your previously untaxed contributions. • Your previously untaxed contributions and interest transferred directly into a

qualified retirement plan or individual retirement arrangement. • You may select a combination of the two items above.

Earning Service Credits in the Retirement System

MPSERS Service Credit Calculation

Contact Hours

Work Weeks*

Work Hour

Factor^

Total Semester

Hours Worked

Pays Per Semester

Hours Per Pay

6 16 2.5 240.0 8 30

Service Credit = Total hours worked/1 FTE of 1020 Hours =

0.235 service credits

*Class meeting time plus the week grades are due ^A factor approved by MPSERS to determine hours worked per contact hour, based on a three year average for a class preparation, classroom time and office hours.

MPSERS requires ten service credits of vesting to be eligible for retirement. If an adjunct instructor were teaching 6 contact hours for three semesters per fiscal year (July-June) they would accrue the ten service credits in 14.18 years.

Refer to MPSERS Guidelines for more information on the retirement system and the possible benefits to you (http://www.michigan.gov/orsschools).

NOTE: Employees should be aware that being an active member of MPSERS may preclude contributing to an Individual Retirement Account (IRA) or a KEOGH plan. You should check with your tax advisor if this may apply to you.

Further information regarding the retirement system can be obtained from NMC Human Resources (231.995.1362).

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Classroom/Office emergency procedures are included below because of their extreme importance.

SAFETY AND HEALTH Accidents or Emergencies 1. For accidents or emergencies—call 911 (i.e. breathing failure, profuse bleeding, shock, broken

bones, etc.). 2. As soon as possible, the faculty or staff member on the scene should submit an incident report to

his/her supervisor, including the following:

a. Name of injured person b. Location of accident c. Date and time of accident d. Report of factors leading to accident e. Report of all actions taken f. Recommendations to help prevent the recurrence of such an accident

The incident report form can be found here: S:\Administrative Services\Public\Liability Insurance\NMC Incident Report-Claim Form

A copy of this report will be sent to Student Health Services (students)/Human Resources (employees) and Campus Safety for follow-up and will become a permanent part of the student's/employee’s health record. All student emergencies should be reported to the Educational Services Office, and all employee injuries should be reported to Human Resources (for workers compensation) as soon as possible. Employees should be sent to Munson Occupational Health for non-life-threatening emergencies.

Any injuries on the job should be reported immediately and in writing to your supervisor and Human Resources for Workers’ Compensation purposes.

First Aid 1. First aid is everyone's concern. First aid classes are offered through the College as well as

area schools and fire stations. If you would like to learn more about first aid procedures, contact The Office of Human Resources.

2. Know where your building's first aid supplies are:

Location of First Aid Supplies

Aero Park Laboratories ...................................... End of Pallet Racks Near Rooms A, B, I & K Aviation Building............................................... Maintenance Hanger Automotive Technology .................................... Automotive Office Wall Beckett Building ................................................ Business Academic Area Copy Room Biederman Building ........................................... Health Occupations Office Dennos Museum Center..................................... Front Desk

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East Hall ............................................................. Front Desk Facilities ............................................................. Front Desk

............................................................. Kitchen

............................................................. Break Room Fine Arts Building.............................................. Office Manager's Office Founders Hall .................................................... Room 110 Great Lakes Culinary Institute ........................... Each Kitchen Great Lakes Maritime Academy ........................ Front Desk Health Science Building .................................... Welcome Center Desk Parson Stulen Building ...................................... Work Room near Reception Desk Oleson Center..................................................... Kitchen; AED in lobby Osterlin Building................................................ Library Work Room Power House ..................................................... West Entrance Rajkovich (P.E.) Building .................................. Room 110 Scholars Hall ..................................................... Office Manager's Office Tanis Building.................................................... Student Health Services University Center ............................................... Suite 202

............................................... Welcome Center ............................................... Office of Human Resources

West Hall .......................................................... Front Desk Inclement Weather To access the Inclement Weather Policy and procedure go to http://www.nmc.edu/about/policies/board-staff/D-506.03.html. Please review this policy to be prepared in case of inclement weather. Remember that it is important to use your own judgment in making decisions relative to your own safety as conditions may vary in different locations.

A decision to delay or close the College will be communicated by 6:00 a.m. for daytime schedules, and 3:00 p.m. for evening schedules. There is a possibility that NMC would cancel all day classes and hold evening classes. Up-to-date information regarding college delays or closures will be communicated on the 24-hour telephone line at 995-1100, NMC’s general information number at 995-1000, reported to the many area radio and television stations, campus video monitors, Cable Channel 13, NMC’s website (http://www.nmc.edu/student-services/class-cancellations.html), and a message will be sent to NMC faculty and staff e-mail accounts. Each area is responsible for the development of a notification system for its faculty and staff.

For a list of local radio and television stations that receive NMC Inclement Weather Announcements please visit: http://www.nmc.edu/about/policies/board-staff/D-506.03.html

Monday through Friday, individual class cancellations (rather than college delays or closures) are reported on the 24-hour telephone line (updated between 7:00am to 5:00pm,) campus video monitors and NMC’s website. Should you need to cancel class please notify your area office manager or your Academic Chair and for the inclement weather procedure. To communicate individual class cancellations to students, instructors should follow the directions for contacting Central Scheduling. The directions may be found on the intranet home page, linked under Daily Class Cancellations https://intranet.nmc.edu/ (login required): Weekend class

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cancellations are reported on the instructor’s voicemail greeting only. Telephone: 995-1100 (24-hour telephone line for inclement weather cancellations only)

995-1000 (general information)

Web: http://www.nmc.edu/student-services/class-cancellations.html Harassment Northwestern Michigan College prohibits all types of harassment of its employees, students, customers, or vendors in the forms outlined in Harassment Policies D-602.03 and D-703.00 and Sexual Harassment Policies D-602.04 and D-704.00. NMC’s intent is to create and maintain a work and educational environment that promotes respect and dignity for all individuals and is free of harassment and unduly offensive behavior. Harassment is in conflict with a harmonious and productive work and educational environment. Harassment will not be tolerated. Violation of this harassment policy may result in disciplinary action.

Complaints regarding harassment may be presented to the immediate supervisor or to the Director of Human Resources at 5-1342. Refer to the College Policies and Procedures on the web at http://www.nmc.edu/policies for a complete statement of the harassment policy

Sexual Harassment It is the policy of NMC that sexual harassment of students and employees is unacceptable and will not be tolerated. Sexual harassment means unwelcome sexual advances, requests for sexual favors, or other types of sexual conduct when submission to this conduct is made a condition of employment, is used as a factor in decisions regarding employment, or has the purpose of interfering with employment by creating an intimidating or offensive environment. Any complaints regarding sexual harassment should be directed to your supervisor or to the Director of Human Resources. If you are a supervisor and receive a sexual harassment complaint or become aware of any such harassment, you must take measures to properly rectify the situation. Refer to the Sexual Harassment Policy in the Policy Manual for more complete information.

Hazardous Communication Program You have a right to be informed of any hazardous chemicals in your workplace, according to the Michigan Right to Know Law. You can make a request with either your supervisor or the Purchasing Department to view the Material Safety Data Sheets on the hazardous chemicals in your workplace. In addition, you should receive training on the proper handling of these chemicals before working with them. All hazardous chemicals are to be properly labeled. A complete copy of the Hazard Communication Program may be obtained from the Vice President for Administrative Services.

Any questions or problems regarding compliance with safety and health regulations should be referred to your supervisor.

Communicable Disease Policy In the event that a student or employee contracts an infectious disease, it is the intent of the College to handle each case on its own particular facts. There will be an attempt to strike a balance between the rights of the person having the disease and the rights of students and co- workers to be free from the risk of exposure. If you become aware that a student or staff member has a communicable disease that poses a health hazard to others, report it immediately to the

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Director of Student Health Services. Confidentiality and privacy rights will be respected. Faculty, staff and student employees with a communicable disease will be treated consistently with other employees as long as they are able to meet acceptable performance standards and do not pose a health hazard to others. An employee's health condition is personal and confidential and should be treated as such. See the complete policy on Communicable Diseases at http://www.nmc.edu/about/policies/board-staff/D-705.00.html for more information. Questions or concerns may be directed to the Director of Student Health Services or the Director of Human Resources.

Drug Free Workplace

It is the intent of Northwestern Michigan College to comply with the provisions of the Drug-Free Workplace Act of 1988 and the Drug-Free Schools and Communities Act of 1989.

The unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance is prohibited on the NMC premises, including the premises on which NMC programs are conducted. Please refer to the NMC Alcohol and Illicit Drugs Policy, http://www.nmc.edu/about/policies/board-staff/D-505.08.html.

1. As a condition of employment, all employees will receive a copy of the NMC Policy on Alcohol and Illicit Drugs and shall abide by its provisions.

2. Any employee who has been convicted for violation of any criminal drug statute, which occurred in the workplace, shall notify Human Resources in writing no later than five working days after receiving notice of such conviction. Human Resources will be responsible for ensuring that any applicable agencies granting federal funds are notified within ten days.

3. An employee who has been so convicted will be subject to appropriate Human Resources action (including disciplinary sanctions up to permanent discharge) and/or will be provided the opportunity to participate in a rehabilitation program. NMC will require a physician’s verification of participation in such a rehabilitation program.

4. A drug-free awareness and education program will be maintained for NMC faculty and staff through Human Resources, Wellness Committee and other applicable College services.

For other related Alcohol & Illicit Drug policies and procedures, click on the policy name links:

D-744.01 – Alcohol and Illicit Drugs-Staff Procedure D-744.02 – Alcohol and Illicit Drug Use-Reasonable Suspicion

Substance Abuse and Other Personal Problems Many resources exist within the College and the community for assistance with abuse problems. If you, a colleague, a student, or a family member has a problem, you can ask for information

from the Employee Assistance Program (EAP) or the Office of Human Resources. The College pays for the assessment referral, which includes up to three hours of time with an EAP counselor. After the referral has been made to the appropriate resource, payment will be incurred by the person referred. Confidentiality and privacy rights will be respected. The EAP can be contacted by calling (231.947.8387).

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Tobacco Free Policy In order to promote a healthy culture of learning for students, staff, faculty and guests, Northwestern Michigan College prohibits the use and/or sale of tobacco products on all NMC properties. No person shall use, chew, smoke or sell tobacco products at any time or in any place on NMC properties, including sidewalks within the boundaries of any NMC campus. More information may be found at: http://www.nmc.edu/about/policies/board-staff/D-500.03.html

Family and Medical Leave Up to twelve weeks of unpaid family and medical leave in any twelve-month period may be granted in accordance with the provisions of the Family and Medical Leave Act of 1993, for one or more of the following reasons:

• to care for the employee's child after birth, or placement for adoption or foster care; • to care for the employee's spouse, son or daughter, or parent, who has a serious health

condition, or • for a serious health condition that makes the employee unable to perform their job.

To be eligible for this leave, an employee must have worked at NMC for at least twelve months and a minimum of 1,250 hours during the preceding year. For a complete copy of this policy or to apply for FMLA, contact The Office of Human Resources at extension 5-1362.

TRAINING AND PROFESSIONAL DEVELOPMENT Professional development opportunities are available at NMC. For more information, visit http://www.nmc.edu/about/policies/board-staff/D-753.00.html to view the Professional Development Policy and click http://www.nmc.edu/about/policies/board-staff/D-753.01.html to view the Professional Development Procedure. Professional Development Funding Some College areas have a budget to support the training and development needs of their employees. Talk to your supervisor about procedures for consideration. Educational Benefit As described in NMC Policy D-711 at http://www.nmc.edu/about/policies/board-staff/D- 711.00.html faculty, adjunct faculty, and staff members may attend classes at NMC with tuition paid by College scholarship funds. See Employee Appendices for specific information related to your employee group.

GRIEVANCES AND PROBLEMS

Most job-related problems or concerns can be resolved through a discussion between you and your supervisor/academic chair. If you cannot resolve a problem at this level, follow the grievance process outlined in Policy D706.01 - http://www.nmc.edu/about/policies/board- staff/D-706.01.html

In addition, you can always have a confidential discussion with Human Resources staff regarding any problems occurring at work. Human Resources staff will work as the advocate for the

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employee. Discrimination NMC is an equal opportunity employer. The College does not discriminate on the basis of sex, race, color, creed, national origin, religion, sexual orientation, age, height, weight, marital status or physical disability. Any complaints or concerns regarding discrimination may be directed to the Director of Human Resources.

Conflict of Interest It is the policy of Northwestern Michigan College to establish appropriate, credible, and ethical relationships between and among faculty and staff and all those with whom the College has an academic, business, or professional relationship. All employees of NMC shall act in a manner which is consistent with the objectives of this policy.

For a complete copy of the procedures regarding conflict of interest, visit http://www.nmc.edu/about/policies/board-staff/D-506.01.html

It is the obligation of any employee to discuss with his/her supervisor any activities in which he/she may be about to engage which may be considered a conflict of interest under the above provisions. Exceptions on the basis of extenuating circumstances may be granted by the appropriate executive officer.

Intellectual Property Rights It is the policy of Northwestern Michigan College to set forth the rights and obligations of the College and its employees concerning intellectual property in conjunction with the development of courses and course materials related to the Flexible Learning Option program. Such rights include, but are not limited to, intellectual property that can be trademarked, copyrighted, or patented.

For complete details on the Intellectual Property Rights policy, visit http://www.nmc.edu/policies/nmc/D-506.02.pdf

LEAVING EMPLOYMENT WITH THE COLLEGE When the time comes to leave the College, either by resigning your employment or retiring, there are checkout procedures which need to be followed.

Resignation

Employees leaving employment with the College must immediately return all keys to their Supervisor/Academic Chair and complete the Checkout Form prior to leaving in order to be able to receive a final paycheck. In addition, an Exit Questionnaire should be completed. All exit forms are available on the shared drive: S:\Human Resources\Public\Forms

You will need to provide a written resignation, either by letter or filling out a resignation form. This will need to state your reasons for leaving and your last day of work. Please submit your notice as far in advance as possible in order to allow adequate time to search for a replacement.

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Be sure to complete a Checkout Sheet. This needs to be processed and sent to Payroll before your last paycheck may be released. An exit interview will be scheduled with the Director of Human Resources.

MISCELLANEOUS

Parking System You will need to obtain a parking permit from the Cashier’s Office. This will allow you to park in non-metered and non-designated parking spots. There is a nominal annual parking fee. (Applies to Main Campus parking only.)

Telephone System The NMC telephone system has many helpful features. Telephone operations will be glad to demonstrate the system right in your office. Call (ext. 1110) for an appointment or to obtain a Telephone Users Guide.

For police, fire, or medical emergencies dial 9, then 911. NMC has a complete emergency notification and incident reporting system. Call Facilities (ext. 1111) for a current copy.

Keys Keys to campus buildings are issued by Facilities. If you need a key for your building or office area, please request one through your supervisor. You will need to sign a key issue form for each key you receive.

Campus Mail NMC has an internal campus mail system in addition to processing U.S. mail, express mail and parcel delivery. Mail is picked up and delivered to divisional offices twice daily. Use of the College mail system should be limited of official College business. Call the Mail Room (5-1131) with any questions about the mail system.

Employee Recognition Each semester an employee is selected as Employee of the Semester. Nominations come from co- workers and supervisors. Criteria for the award include interest and pride in work, positive and supportive attitude, skill and proficiency in work, cooperation, initiative, professional appearance, courtesy, and concern and helpfulness to others. The Employee of the Semester receives a reserved parking spot, certificate, a special gift, and other recognition. Watch for nomination requests and forms. In addition, employees are invited to submit kudos for co-workers by going to: http://www.nmc.edu/departments/human-resources/kudos.html

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Promoting the College Policy The planning, coordination, execution and evaluation of all public relations functions and information at the College is handled through the Communications and Public Relations Office. Please contact them at (231.995.1019) regarding any media or public relations activities.

NMC Communication/Publications There are many regular NMC publications or documents that you may find helpful or of interest.

• Intercom— Information newsletter published weekly by Public Relations and Marketing. NMC

employees receive a email notice each Friday to view Intercom as part of the NMC Communique'. NMC Communique' - Online site for NMC student news, Intercom, and updates from President Timothy J. Nelson.

• NMC Catalog—Master information on NMC programs and course offerings. Published every two years and available on the website at http://www.nmc.edu/programs/catalog- schedules/nmc-catalog.html

• Schedule of Classes—Printed each semester showing class schedules and available on the web at http://www.nmc.edu/programs/catalog-schedules/

• Policy Manual—NMC board and staff policies are published on the NMC website. For NMC policies, go to http://www.nmc.edu/policies/ to view general NMC policies, or click on Human Resource Policies to view those that apply to faculty and staff.

• Telephone Directory—Directory printed each semester and is available at: http://www.nmc.edu/departments/human-resources/staff-list.html

• White Pine Press—Student operated newspaper • NMC Magazine—Magazine published by students • Nor'Wester—Newsletter published for NMC Alumni and friends

Where to Eat? Northwestern Michigan Food Court, located in West Hall has good, reasonably priced meals. They are open during the regular school year. There are also food kiosks operated in other areas including the Mark & Helen Osterlin Library, Beckett Building and University Center.

The first-year culinary arts students offer lunch in Lobdell’s ~ A Teaching Restaurant at the Great Lakes Campus throughout the semester. This is open to the public. Watch for e-mail messages or check the NMC website for menus, dates and times. For more information call (231.995.1196).

Health and Fitness The NMC Wellness Committee sponsors many events and seminars designed to help you "feel good about yourself." Topics on fitness, diet, health, and mental well-being are addressed. Watch for announcements.

NMC has a Fitness Center in the Physical Education Building. It has a fitness circuit room containing exercise bikes, mini-tramps, rowing machines, and other equipment and a weight training room. Contact the PE Program Coordinator for more information.

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Special Events

NMC has many special events which happen throughout the year. Some of these include:

• Opening Conference – Before classes start each semester, faculty and staff convene for a one-day conference. Normally, there are featured speakers and short seminars, and an all-College breakfast. • NMC Barbecue – This is NMC’s annual fundraiser held every May. Everyone in the community is invited to partake of buffalo burgers and enjoy the many fun family events. Supported by the BBQ Board and many NMC and community volunteers, the event is organized by Public Relations and Marketing.

Graduation – Held in May, this is a very special event you'll want to attend. • NMC Scholarship Open – This golf outing is held every August. The proceeds are the

only source of funds for Honors, Presidential and Divisional scholarships. o Organized by Resource Development.

• Retirement and Recognition Reception – An annual event held in April to recognize employees who have reached a milestone anniversary or those who have retired during the current fiscal year. Foundation Excellence Awards are also presented to employees selected for demonstrating outstanding commitment to the Mission, Vision and Values of the College.

• Miscellaneous – Concerts, speakers, plays, art shows and other activities are sponsored throughout the year. Watch the Intercom for announcements.

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Appendix A What is a Community College? "The term community should be defined not only as a region to be served, but also as a

climate to be created." The network of community, technical, and junior colleges in America is unique and extraordinarily successful. It is, perhaps, the only sector of higher education that truly can be called a movement, one in which the members are bound together and inspired by common goals.*

From the very first, these institutions, often called "the people's colleges," have stirred an egalitarian zeal among their members. The open-door policy has been pursued with an intensity and dedication comparable to the Populist, the Civil Rights, and the Feminist crusades. While more elitist institutions may define excellence as exclusion, community colleges have sought excellence in service to the many. While traditional institutions too often have been isolated islands, community colleges have built connections beyond the campus.

The awarding of the first Associate of Arts degree at the University of Chicago in 1900, followed by the establishment of a junior college in Mexico, Missouri in 1901, and the upward extension of public high schools at Joliet, Illinois also in 1901, marked the beginnings of the community college movement. William Rainey Harper, President of University of Chicago and an aggressive advocate of the junior college, saw it as a place where students who would not otherwise attend an institution of higher learning could prepare for transfer to a senior college or could "stop naturally and honorably" at the end of the sophomore year.

As early as 1926, N.W. Walker, then president of the Association of the Colleges and Secondary Schools in the southern states, wrote: "The rapid rise of the junior colleges is one of the arresting facts of recent educational development in America. Within the past ten years," said Walker, "the junior college idea has been worked out in actual practice as perhaps no other single idea of so vast significance has ever been...in so short a period of time."

Since the 1920's, the public community colleges have dramatically expanded, far outnumbering their private counterparts. By 1960, there were about 400 public community colleges in the United States, enrolling a little over three-quarters of a million students. In the decade that followed, enrollments grew sixfold and new community colleges opened at the rate of about one a week.

Between 1965 and 1975, total enrollment at community, technical, and junior colleges grew by 240 percent. Today, these colleges enroll approximately 43 percent of the nation's undergraduates and 51 percent of all first-time entering freshmen...

At their best, community colleges recognize and enhance the dignity and power of individuals. Students come to colleges to pursue their own goals, follow their own aptitudes, become productive, self-reliant human beings, and, with new knowledge, increase their capacity and urge to continue learning. Serving individual interest must remain a top priority of community colleges. But they can do much more. By offering quality education to all ages and social

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groups, community colleges can strengthen common goals as individuals are encouraged to see beyond private interests and place their own lives in larger context. Community colleges, through the building of educational and civic relationships, can help both their neighborhoods and the nation become self-renewing.

* In this report, the term "community college" will often be used to refer to the network of community, technical, and junior colleges that comprise the movement.

The above is excerpted from "Building Communities: A Vision For a New Century," a report of the Commission on the Future of Community Colleges, AACJC, 1988

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ADMINISTRATIVE/PROFESSIONAL/TECHNICAL/

PARAPROFESSIONAL STAFF SECTION

PREFACE This revision of the Employee Guide includes policies and procedures that are relevant to administrative, professional, technical and paraprofessional staff. The guide is intended to provide broad concepts of faculty ideals and responsibilities and a practical resource for specific policies. It does not, however, contain all the policies that affect employees at Northwestern Michigan College, including faculty. For a complete set of such policies, and other details, see the NMC Policies and Procedures Manual and HR policies and procedures, which may be found on the web at: http://www.nmc.edu/about/policies/index.html

The Administrative/Professional/Technical/Paraprofessional Staff Section contains employee category specific information as part of the Employee Guide. The full version may be found on the website at http://www.nmc.edu/hr/ (click on Employee Guide) or from the NMC Office of Human Resources. Human Resources staff members are happy to help you with any questions regarding NMC’s policies or other information contained in this Section. Because all policies are subject to change and this information is a summary, nothing in this guide is intended to change the meaning of any policies, employee benefits or other related documents.

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CLASSIFICATION AND COMPENSATION Responsibilities are primarily administrative, professional or technical/paraprofessional. Positions are classified in the classification compensation plan, and are exempt from provisions of Fair Labor Standards Act. In other words, these positions are not eligible for overtime premium pay and are paid an annual salary rather than hourly wage. The expectation of employees working in these categories is that they will work the prescribed base hours or account for hours not worked with approved leave time. An employee absence report should be used to report time-off when base hours are not worked. Some leaves need to be approved in advance. See the benefit section regarding leave time for more information.

Full-time Staff Example: An employee works a regular eight-hour day on Monday, attends a special meeting that evening, meets with an employee at 7:00 a.m. on Tuesday morning and decides to leave at 1:00 p.m. on Friday afternoon. Since this is not part of a Flexible Hours Agreement (see page 10), the expectation is that an eight-hour day will be completed on Friday. It is the understanding that because of the nature of exempt positions staff may be required to meet at special times and put in hours above the base hours on occasion.

Employment Categories

A. Full-time, regular - Annually contracted or scheduled to work at least 80 hours biweekly for

52 weeks. B. Full-time, limited - Annually contracted or scheduled to work at least 80 hours biweekly for

less than 52 weeks but at least 35 weeks per year. May be subject to fill in for other positions to meet staffing requirements.

C. Part-time, regular - Scheduled or contracted on an annual basis to work less than 80 hours

but at least 40 hours biweekly for 52 weeks per year. May be subject to fill in for other positions to meet staffing requirements.

D. Part-time, limited - Scheduled or contracted on an annual basis to work less than 80 hours

but at least 40 hours biweekly for less than 52 but at least 35 weeks per year. May be subject to fill in for other positions to meet staffing requirements.

E. Supplemental - Available for on-call or supplemental service, but not on a regular work

schedule or annual appointment. Works less than 900 hours per year. Is not placed in classification compensation plan; consistent pay levels are established administratively. No guarantee of continuing employment.

F. Temporary - Contracted or scheduled to fill a short-term need for a specified period of time,

or to replace a regular employee on leave. Is not placed in classification compensation plan; consistent pay rates are established administratively. If substituting in a regular position, the pay rate will be at least the minimum of the salary range of the regular position.

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Continuation of Health Coverage According to the requirements of federal law, you will be able to purchase continuation of your group health benefit at group rates for a period of time after leaving employment. Notification will be sent to you informing you of your rights and responsibilities regarding continuation coverage.

In addition, continuation coverage may be available to your spouse and dependent children in the event of your death, termination of employment, reduction of hours, divorce or legal separation from spouse, eligibility for Medicare, or if the child ceases to become a dependent. It is your responsibility to inform Human Resources if any of these events occur.

For more information regarding this, contact the Human Resources Office at 995-1362.

Layoffs/Retrenchment

If layoffs or retrenchment become necessary within the College due to financial emergency, the College maintains its commitment to its employees. Retraining and/or reassignment within the institution or assistance in finding employment elsewhere are examples of assistance the College provides whenever possible. Please refer to the retrenchment staff policy for detailed information.

D-707.00 Retrenchment D-707.01 Retrenchment of Faculty Procedure D-707.02 Retrenchment of Staff Procedure

Administrative/Professional, Technical/Paraprofessional and Support Staff Councils

The administrative, professional, technical/paraprofessional, and support staff elect members to serve on their respective staff councils. The Councils consist of five members elected for two- year terms. The officers are Chair, Vice Chair, Secretary-Treasurer, and immediate Past Chair. (Support Staff paragraph says, “The Council consists of five members elected for one-year terms. The officers are Chair, Vice-Chair, and Secretary-Treasurer). The purpose of the Councils is to represent the assembly of administrators/professional, technical/paraprofessional and support staffs in matters pertinent to professional development, salaries, benefits, and general welfare of NMC, and to act as liaison with other bodies of the College. As a staff member, you will receive a copy of all mailings and minutes from your respective Council.

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FACULTY SECTION

PREFACE This revision of the Employee Guide includes policies and procedures that are relevant to faculty. Its revision has been a joint effort of the Faculty Council, the Handbook Committee, and the administration. The guide is intended to provide broad concepts of faculty ideals and responsibilities and a practical resource for specific policies. It does not, however, contain all the policies that affect employees at Northwestern Michigan College, including faculty. For a complete set of such policies, and other details, see the NMC Policies and Procedures Manual and HR policies and procedures, which may be found on the web at: http://www.nmc.edu/about/policies/index.html. Because all policies are subject to change and this information is a summary, nothing in this guide is intended to change the meaning of any policies, employee benefits or other related documents. The Faculty Section contains employee category specific information as part of the Employee Guide. The full version may be found on the website at http://www.nmc.edu/hr/ (click on Employee Guide) or from the NMC Office of Human Resources. Human Resources staff members are happy to help you with any questions regarding NMC’s policies or other information contained in this Section.

DEFINITION OF A FACULTY INSTRUCTOR

Faculty (full-time, part-time) instructors are contracted annually. Full-time load is determined by the Faculty Load Policy. Faculty instructors may accept overload contracts.

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INTRODUCTION (This introduction is a statement from the Faculty Council regarding

the role of faculty at NMC and the purpose of this handbook.)

Purpose

The faculty of Northwestern Michigan College is committed to continued development of the College as an effective and respected institution. To accomplish this task, we believe the faculty must be a dynamic partner in a professional environment characterized by dignity, freedom, and respect.

History of Northwestern Michigan College

Founded in 1951 by local citizens who sought convenient and affordable higher education for area residents, Northwestern Michigan College was committed to establishing "...a broad educational framework upon which to build a sound understanding of personal, family, vocational, and community problems." Members of the founding faculty and governing administration were instrumental in the writing and passage of Michigan's Community College Act of 1955. That legislation established NMC as the first community college in the state. Six years later the College was fully accredited by the North Central Association. The original statement of purpose successfully provided criteria for difficult decisions made during the institution's growth. The current faculty and governing administration believe that statement still reflects the goals of the community and should continue to guide the College.

A Conceptual Framework of the College

The model illustrated below provides a framework for conceptualizing both the essence of collaboration and the diversity and functions of the faculty, administration, staff, and board. Central to the model are the students and their environment. The intersection of circles represents the dynamic and interactive relationship between the components. The entire system exists within and is accountable to the communities it serves.

Faculty Administration & Staff

Student

Board Governance The Faculty Council is elected by the faculty to serve as faculty senate.

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Faculty Mission

The faculty of Northwestern Michigan College seeks to advance society by educating individuals, helping them to realize their potential, and inspiring them to respect knowledge and cherish humane values.

Amendments

Amendments, deletions, or additions to the Faculty Handbook may be proposed by faculty through the Faculty Council. Changes may also be proposed by the administration.

Proposed changes to policy, procedures, or guidelines are processed through NMC's governance system and/or salary study processes. All HR policies go to Policy Council for input and hearings.

The mutual gains process (P.A.S.T. is The Future, Win/Win Bargaining Model) will normally be used to determine any changes to the faculty employment conditions in this handbook. Faculty Council may choose to poll the faculty on such issues.

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FACULTY COUNCIL (This section is provided by the Faculty Council)

Formation At a meeting of the faculty and the administration on September 16, 1965, President Tanis suggested "that the Professional Improvement Committee consider expanding its scope from a faculty benefits committee to a faculty senate which would consider the College as a whole – academic and professional policies, promotions, probation policy, and the College calendar." After a fall and winter of study, discussion, and comparison of the needs of this College with those of other colleges and universities, a report was made to the President in early January, 1966, and a final proposal was presented for the consideration of the faculty at an April meeting. On April 27, 1966, the faculty voted by secret ballot to adopt "the general principles and structure of a Faculty Council."

Purpose

The Faculty Council serves to represent all faculty, to pursue relevant and pertinent faculty interests, to act as liaison between all faculty and other functional bodies of the College, and to hear faculty members' grievances. The Faculty Council will represent all faculty in matters involving professional improvement, employment, salary, benefits, contracts and wages, or other forms of compensation. The procedures of the Council will be as stated in the Council bylaws.

Bylaws

I. Structure

A. The Faculty Council serves to represent all faculty, to pursue relevant and pertinent faculty interests, to act as liaison between all faculty and other functional bodies of the College, and to hear faculty members' grievances. The Faculty Council will represent all faculty in matters involving professional improvement, employment, salary, benefits, contracts and wages, or other forms of compensation. The procedures of the Council will be as stated in the Council bylaws.

II. Procedures

A. Election Procedures

1. All faculty who are employed at NMC may vote in Faculty Council elections.

2. The Vice Chair of the Faculty Council shall be in charge of all elections which

are under the jurisdiction of the Faculty Council. A list of eligible voters and ballots will be provided electronically. Voters will cast their votes online. The Vice Chair will be responsible for counting of the electronic ballots and posting the results via email immediately upon conclusion of the counting of votes.

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Voting shall be confined to 48 hours. An email notification will be sent to the faculty prior to the election to inform faculty of the date of the election.

3. Faculty members running for office shall declare their candidacy upon the

call for election as scheduled by the Council.

4. The schedule of the annual election shall be as follows:

a. Tenth week of Spring Semester - call for election and submission of nominations via e-mail to faculty council.

b. Twelfth week of Spring Semester - election by electronic ballot cast

with the designated election committee.

c. Thirteenth week of Spring Semester - members-elect shall meet with current members for a regular Council meeting. The officers for the coming year will be elected at this time by all members and members- elect.

d. The term of service on the Council will be two years, beginning in May

following the election. e. If a Faculty Council member vacates his or her position, the Council

shall appoint an eligible member of the faculty to serve until the next regular election.

B. Faculty Council Procedures

1. The officers shall be Chair, Vice Chair, Secretary/Treasurer, and Adjunct

Representative. Chair (to be held by a full-time faculty member) Responsible for:

i. Organizing/managing the Faculty Council meetings. ii. Preparing the meeting agendas.

iii. Serving as the contact person for the Faculty Council. iv. Representing the Faculty Council on additional college committees. v. Serving on the Leadership Group.

vi. Attending Board of Trustees meetings.

Vice Chair (to be held by a full-time faculty member) Responsible for:

i. Conducting the annual elections. ii. Serving as Chair in the absence of the current Chair.

Secretary/Treasurer (to be held by a full-time faculty member) Responsible for:

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i. Preparing the Faculty Council Meeting Notes a. Faculty Council meeting announcements and agendas are to be sent

via e-mail to the following people: Adjunct faculty Full-time faculty Vice President of Educational Services

b. The meeting notes are to be sent via email to the members of the Faculty Council and to the Vice President of Educational Services to be reviewed before the notes are disseminated to the general public.

c. Once the Faculty Council has reviewed the meeting notes these are to be sent via e-mail to the following people: Adjunct faculty Full-time faculty President’s Council Board of Trustees Archives

d. Faculty Council meeting agendas and meeting notes are also to be saved to the NMC S:drive.

e. A hard copy of the Faculty Council meeting agenda and meeting notes is to be filed in the Secretary binder.

ii. Managing the legal funds. Adjunct Representative (to be held by an adjunct faculty member) Responsible for: i. Maintaining regular communication with the adjunct faculty. ii. Serving as a contact person for the adjunct faculty. iii. Contributing to Faculty Council projects.

2. The Council shall hold at least one regularly announced meeting per month during the academic year. Additional meetings as needed shall be at the call of the Chair. Executive sessions may be called as the circumstances warrant and general faculty meetings as needed.

3. No quorum shall be established for the holding of meetings, but the effective majority for all official decisions shall be four.

III. General Faculty Meetings

A. Faculty meetings may be called by the Council as needed.

B. An agenda shall be prepared and circulated in advance of such meetings. The

agenda shall include the following: 1. A report by the Council.

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2. Business placed on the agenda by the Council may include items submitted by interested individuals or groups from the faculty, administration, or other sources.

C. General faculty meetings are for the purposes of information and

discussion.

D. Meeting notes shall be kept by an individual appointed by the Council.

IV. Faculty Legal Fund

A. The legal fund is comprised of yearly voluntary contributions from faculty.

B. Funds will be used to obtain legal advice on policies and procedures affecting the faculty.

C. Any use of funds will require a majority vote of the Council.

D. Funds are accessed through the Business Office by contacting the Assistant

Controller. E. New contributions will be reported in the meeting notes of each meeting. The names

of the contributors will be kept confidential. The Secretary/Treasurer will receive quarterly reports from the Business Office.

V. Faculty Council Records

A. Upon taking office, the secretary shall receive a copy of the meeting notes of the

previous year's Council and General faculty meetings.

B. A compilation of the meeting notes from the current year and the immediate preceding year shall be maintained electronically on the S Drive.

C. All records of previous years will be kept in perpetuity in the College Archives.

VI. Publication and Modification of Bylaws

A. The bylaws, as codified, shall be printed in the Faculty Handbook. It shall be the duty of the Council to update the codified bylaws prior to publication in each new Faculty Handbook.

B. The Council may change its bylaws through a majority vote of the Council members. Changes will be published in the meeting notes. Changes to the Bylaws will be voted on by all faculty only if 20 percent of all faculty do so request.

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VII. Committees.

A. The Faculty Council will create committees (standing and/or ad hoc) as necessary to carry out its responsibilities. Committee members may include members of the Council and the general faculty. Faculty Council encourages frequent communication from Curriculum Committee and Faculty Endowment Committee, as well as faculty representatives serving on other college committees and/or councils, such as Planning and Budget Council, Policy Council, and Benefits Advisory Committee. For a complete list of current committees, please visit http://www.nmc.edu/committees/index.html

Faculty Committees include:

a. Curriculum Committee b. Faculty Endowment Committee

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FACULTY RIGHTS and RESPONSIBILITIES

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FACULTY CODE OF PROFESSIONAL ETHICS

Faculty members, guided by a deep conviction of the worth and dignity of the advancement of knowledge, recognize the special responsibilities placed upon them. The primary responsibility to their subject is to seek and to state the truth as they see it. To this end, they devote their energies to developing and improving their scholarly competence. Faculty members accept the obligation to exercise critical self-discipline and judgment in using, extending, and transmitting knowledge, as well as practicing intellectual honesty. Although subsidiary interests are followed, these interests must never hamper or compromise the faculty member's freedom to inquiry.

As teachers, faculty members encourage the free pursuit of learning in their students, holding before the students the best scholarly standards of their academic areas. They demonstrate respect for the student as an individual and adhere to the proper role of intellectual guide and counselor. Faculty members make every reasonable effort to foster honest academic conduct and to assure that the evaluation of students reflects the students’ true merits. Respecting the confidential nature of the relationship between faculty member and student, they avoid any exploitation of students for private advantage, acknowledge contributions from them, and protect the student's academic freedom - in all ways conveying the philosophy that the student is the central element of the college community.

As colleagues, faculty members have obligations that derive from common membership in the community of scholars. These obligations include respecting and defending the free inquiry of associates, and in the exchange of criticism and ideas, showing due respect for the opinions of others. Faculty members acknowledge their academic debts and strive to be objective in the professional judgment of colleagues. They accept their share of faculty responsibilities for the governance of Northwestern Michigan College.

As members of Northwestern Michigan College, faculty members seek above all to be effective teachers and scholars. Faculty members acknowledge an obligation to meet all classes, to meet all examination periods, to be available for consultation, and to give due notice to both students and administration when this is not possible. Although they observe the stated regulations of the College, provided the regulations do not contravene academic freedom, faculty members maintain the right to criticize and seek change. They determine the amount and character of the work done outside the College with due regard to their paramount responsibilities. When considering the interruption or termination of service, faculty members recognize the effect of the decision upon the programs of the College and give due notice of their intentions.

As members of their community, faculty members have the rights and obligations of any citizen. They measure the urgency of these obligations in the light of their responsibilities to their subject, to their students, to their profession, and to the College. When speaking or acting as private persons, they avoid creating the impression that they speak or act for Northwestern Michigan College. As citizens engaged in a profession that depends upon freedom for its health and integrity, faculty members have a particular obligation to promote conditions of free inquiry and to further public understanding of academic freedom.

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NMC FACULTY PROFESSIONAL RESPONSIBILITIES Purpose

Members of the Faculty Council and Communication and Instructional Management Team (CIMT) have asked that the Faculty Handbook include a listing of responsibilities that are generally accepted by faculty. The culture of NMC requires that faculty influence extend beyond the classroom. This document is a response to that request.

Following distribution to the general faculty, a general faculty meeting (held February 19, 1999) and a vote of acceptance by the general faculty (held April 13, 1999), the following are the expectations and the professional standards all faculty are required to maintain or exceed.

Planning

1. Participates in academic area and department curriculum development activities.

2. Develops and distributes course syllabi for each course taught to each student which:

a. conveys the goals and outcomes of the course b. reflects curriculum adopted by the academic area for said course c. establishes and communicates challenging expectations for students d. explains the relationship of those expectations to the grading and

assessment process

3. Plans thoroughly on a daily, weekly, and term basis to ensure implementation of the established curriculum and provides strong support for students (in their pursuit of established expectations).

4. Develops plans which promote the development of higher-order thinking skills in

the instructional process.

5. Develops and maintains course outlines which are reviewed annually. Instruction

1. Provides motivation to learn through:

a. thorough planning b. enthusiasm for subject matter c. appropriate climate for learning within the classroom d. relevant and current course content e. understanding of individual differences and learning styles

2. Facilitates and paces instruction to maximize learning.

3. Utilizes varied instructional delivery modes.

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4. Assesses learning frequently using various methods, such as: a. questioning techniques b. oral and/or written quizzes c. student presentations d. writing assignments e. self-determined assessment instruments

5. Provides remediation as deemed appropriate and possible.

6. Develops and administers exams consistent with learning goals, including a final

assessment. General Responsibilities

1. Responds to requests of Academic Chairs, Department Heads, committee

chairs, records office, etc., in a timely and thorough manner.

2. Consistently meets classes and other assignments and commitments in support of the College.

3. Establishes and maintains regular and appropriate office hours of no less than 5

hours per week.

4. Treats all members of the College community with human dignity and respect.

5. Works constructively and through established channels to resolve problems.

6. Participates in activities designed to promote attainment of the College vision and its missions.

7. Participates in academic area planning and improvement activities as requested. 8. Meets requirements of the Faculty Evaluation Plan Guidelines in a timely manner

and with the intention of maintaining teaching effectiveness, professional development, and support of College/community initiatives.

9. Attends Commencement.

10. Attends and participates in academic area and department meetings.

11. Formally documents learning assessment efforts in a timely manner.

Professional Growth

1. Maintains a current knowledge in subject area(s) of instruction.

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2. Maintains a current knowledge of research in the area of teaching and learning.

3. Incorporates new knowledge in the planning and instruction process.

4. Demonstrates a commitment to the ongoing growth and development of students and fellow staff members alike.

5. Participates in professional development activities that are part of contractual days.

6. When appropriate, maintains ties with professional organizations.

Uniform Administration of these Standards

There will be a two level approach to remediation should a faculty member fail to meet these responsibilities.

1. First would be a documented meeting between the Academic Chair and the faculty

member. If the faculty member agrees that he or she has been lax in meeting the responsibilities, a mutually agreeable plan would be devised to remedy the situation.

2. If the faculty member does not agree with this resolution of the problem and the

Academic Chair cannot resolve the conflict, then the matter is referred to the appropriate vice president for mediation or possible dismissal for cause. Such meditation will include the chair, the faculty member, and a representative of Faculty Council if the faculty member wishes to have such representation.

New Faculty Institute

Besides fulfilling the professional responsibilities of regular faculty members, new faculty during their provisional period at NMC are expected to attend the three-year New Faculty Institute.

The New Faculty Institute consists of a two-day orientation for first-year faculty on provisional status prior to the opening conference week in August and Learning Circles throughout the fall and spring semesters. Learning Circles are scheduled approximately once a month on Fridays for a two-hour session. In addition to the Learning Circles, faculty on provisional status are expected to attend at least two professional development interdisciplinary conferences during each of the three years of the New Faculty Institute.

The New Faculty Institute is based (structured) on the following outcomes:

a sense of inter-disciplinary community and shared pedagogical vision an improved understanding of our learners and of learning theory an ability to utilize this knowledge in the classroom to improve student performance an understanding of the culture, processes, and mission of NMC

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It is anticipated that each of the outcomes will be realized on an annual basis; however, depending on the backgrounds and needs of the new faculty, emphasis may be concentrated on one or two goals in an academic year. All the participants will have an opportunity to assess the Institute’s outcomes on an annual basis.

For New Faculty Institute schedule information, contact the Center for Instructional Excellence (CIE).

Faculty Load

For information regarding faculty load, Please refer to D-736.00 Faculty Load Policy and D-736.01 Faculty Load Procedure available online at http://www.nmc.edu/about/policies/index.html Hard copies are available in the Human Resources Office, or from the Osterlin Library.

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NORTHWESTERN MICHIGAN COLLEGE

FACULTY EVALUATION

PLAN GUIDELINES

Revised: 24 March, 2014

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Introduction

The position of a faculty member at NMC is that of a professional educator and thereby assumes professional accountability for effective performance of the responsibilities assigned to that position by NMC policy. Inherent in this assumption is the expectation that the faculty member provide the opportunity for constructive feedback on his/her teaching effectiveness in every classroom. This evaluation plan is predicated upon professional accountability and is designed to enhance and promote excellence in the performance in that role through a review process that is broad enough to include the full scope of faculty responsibilities yet flexible enough to respond to individual faculty circumstances. The plan is designed to be primarily formative in intent and is based upon a philosophy of excellence that is reflective of the NMC values statement. Participation in the evaluation process described below is a requirement of all faculty positions at the College.

PURPOSE

The purpose of the faculty evaluation plan is to support a philosophy of excellence through a thoughtful process of evaluation and reflection that will promote faculty growth and thereby enhance student learning.

Within that framework, the plan will strive to accomplish the following:

1. Promote teaching effectiveness in every classroom by increasing individual faculty member's personal strengths and areas for growth through a variety of assessment methods including:

• relevant communication between faculty and student regarding classroom techniques and learning outcomes, and,

• communication among teaching professionals regarding effective classroom techniques.

2. Identify and facilitate direction for faculty professional development.

3. Direct and document contribution of faculty professional expertise in support of college and community initiatives beyond the scope of the individual classroom.

The definitions of teaching effectiveness, professional development, and support of college and community initiatives begin on page 7.

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General Description of the Evaluation Process

Full-time, Part-time Career Plan Non-Provisional Faculty

Full-time and part-time career plan non-provisional faculty will be evaluated on an annual cycle. Faculty member will develop annual goals at the onset of each cycle that will include, what he/she hopes to accomplish over the next year(s), and what methods he/she plans to use to document his/her progress in achieving these goals. The goals identified may reflect the individual faculty member’s needs as well as broader institutional directions. This plan will be reviewed annually with the Academic Chair, Department Head, Superintendent or their designee for the purpose of assessing progress, meeting faculty responsibilities and making any necessary suggestions to future plans.

At the same time each year, the faculty member will submit a self-assessment of his/her performance and progress toward goals from the past academic year, and his/her annual plan for the upcoming academic year. (See deadline for submission on the form and/or at: teaching@nmc.edu)

The self-assessment will be reviewed at the academic area/division/academy level with the Academic Chair, Division Director, Superintendent, or their designee for final review and feedback. The signed document will be placed in the faculty member’s permanent Human Resources file.

In circumstances where it becomes evident that a faculty member is not meeting the basic requirements of the faculty position to which he/she is assigned (see description of faculty responsibilities) or has not participated in the evaluation process as required, and if that situation cannot be resolved through discussion with the appropriate Academic Chair, Division Director, or Superintendent, the issue will be referred to the Vice President for Educational Services to be dealt with under PolicyD-750.00 this policy is being revised and will be named: Employee Improvement Plan.

New Faculty on Provisional Status During their provisional period, new faculty will follow the plan outlined above with the following additions. Since the Academic Chair, Division Director or Superintendent needs to make recommendations regarding the continuation of provisional faculty, additional methods are used to assess teaching effectiveness of provisional faculty. In addition to the Documentation of self-assessment for non-provisional faculty, Academic Chairs, Division Directors, Superintendents or their designees will review the class evaluations of all classes taught during the provisional period. This will include course evaluations conducted in the middle of the semester and at the end of the semester. A minimum of three classroom visitations will be conducted annually to observe classroom performance. Each semester the Academic Chair, Division Director, Superintendent or their designee will formally meet with the probationary faculty member to review his/her progress in terms of teaching performance and meeting annual goals. The academic leader will submit a written evaluation of the provisional faculty member’s performance at the conclusion of each semester to the appropriate vice president. There will also be on-going discussions between faculty mentors and provisional faculty regarding teaching effectiveness.

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Adjunct Faculty

Evaluation of adjunct faculty will include only the teaching effectiveness aspects of the plan as outlined in the Specific Guidelines. The Academic Chair, Division Director, Superintendent or their designee will work individually with adjunct faculty to determine the frequency of the evaluation and the methods that best meet the need of the discipline and the faculty member. For adjunct faculty in their first year, the academic chair or designee will evaluate them through mid-semester and late semester evaluations and a classroom observation each semester. For more experienced adjunct faculty, they will be evaluated through the normal classroom evaluation process each semester. The methods chosen must include some form of student feedback. The focus of this review process should be formative. The plan and summary report will be filed in the Academic Area/Division/Academy Office. As with full-time faculty, it is expected that students be given the opportunity to provide feedback in some form in every class, regardless of whether the class data will be used for formal evaluation.

Other Faculty Categories (Temporary, Visiting, Exchange)

Faculty falling into these categories will follow the same plan as provisional faculty.

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SPECIFIC GUIDELINES FOR DEVELOPMENT OF SELF-ASSESSMENT/ANNUAL PLAN

The Faculty Evaluation document is a three step process: it begins with the self-assessment, then follows with the annual plan and ends with a review by the Academic Chair or their designee. In short, the self-assessment reflects on the past year and the annual plan looks to the upcoming year.

Step One: Self-Assessment

Faculty will submit a Self-Assessment that includes the following elements to the Academic Chair, Division Director or Superintendent or designated reviewer by the end of the spring semester on an annual basis. (See latest form on the teaching@nmc website for the submission deadline) The reviewer will meet with the faculty member to provide meaningful feedback.

The plan will consist of the following elements:

Faculty self-assessment of accomplishments, goal achievement, summary of strengths, areas for growth to following categories: teaching effectiveness, professional development activities, and support of college, community initiatives. While the self-assessment is done on an annual basis, it is expected that the faculty member will address how each year’s assessment ties to the previous year’s results and is connected to the following year’s goals. Self-evaluation related to release time should be included with discussion of support of College initiatives.

The following evidence needs to be used in developing the self-assessment. The actual student evaluations and the other supporting data do not need to be submitted with the report but do need to be made available upon request by the reviewer:

A. Teaching Effectiveness:

1. The summary of teaching effectiveness needs to use the feedback of at least two of the following methods. This information needs to come from a minimum of two classes per academic year. It is expected that students be given the opportunity to provide feedback in some form in every class, regardless of whether the class data will be used for formal evaluation.

SGID: Small Group Individual Diagnosis involves groupings of 5-6 students discussing course strengths and suggesting specific improvement areas. Groups each reach a decision about the most important responses and summarize that information into key points. A facilitator administers this method rather than the instructor. This method is designed to be administered at mid-semester, so that changes can be made based on student feedback. If you choose this method, you will need to plan a date with Academic Chair, Division Director or Superintendent ahead of time so that arrangements can be made for someone who is trained to facilitate the discussion.

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Student Evaluation Survey Forms: developed by the instructor, Academic Unit, or the college. You may already have a format that you like. If you would like to see if it can be formatted to computer tabulation, talk to your Academic Chair, Division Director or Superintendent about having it reviewed by the Office of Research, Planning and Effectiveness.

NMC Standardized Student Evaluation Feedback Forms: The NMC Online Course Evaluation Form has standard questions and also permits students to add their written comments on the form. A copy can be obtained through the Office of Research, Planning and Effectiveness. (The NMC Course Evaluation Form is required to be used at least for one semester per academic year.)

2. Faculty may augment the required teacher evaluation information above using additional optional methods. These may include the following:

Peer Observation: The process of peer observation permits another faculty member to sit in on an instructor’s class and note both strengths and areas for growth making suggestions for improvement.

Instructional Designer Feedback: Instructional designer feedback evaluates presentation effectiveness of course material.

Other: Any other documentation that the faculty feels is indicative of teaching effectiveness.

B. Professional Development: Include your professional development activities in your self-assessment.

C. Support of College, Community Initiatives; Include your college and community service activities in your self-assessment.

D. Professional Qualities and Abilities: Address these under Teaching Effectiveness, Professional Development, and Support of College, Community Initiatives in your self-assessment.

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Step Two: Annual Plan

In the annual plan the faculty member will state their goals for growth in teaching effectiveness, professional development, and college and community service. The plan should include how the faculty member will tie their goals to the goals of the academic unit and to the college’s strategic plan where appropriate. In addition the annual plan will include the steps the faculty member intends to take to reach their goals. In order to foster significant growth especially in the area of teaching effectiveness and to nurture the sense of community and professionalism among faculty members, it is important that faculty members grow in their knowledge of pedagogy and to this end that they regularly discuss these matters with a chosen faculty colleague/consultant in a dialogue that produces meaningful feedback to both members of the faculty and may become part of the faculty member’s self-assessment report. See Appendix for forms for the annual self-assessment, and the annual plan. In addition, the forms can be found on the teaching@nmc.edu website.

DEFINITIONS Development of the faculty evaluation plan is predicated upon certain assumptions regarding critical aspects of the plan. Among these is the definition of faculty role at NMC and each of the important elements that this role includes: effective teaching, professional development and professional contribution to college and community initiatives.

Faculty Role at NMC

The role of the faculty member at NMC is currently defined in the Faculty Handbook (2012). The role includes responsibility of faculty to perform effectively in the classroom, to be available to students outside of the classroom for classroom concerns, and to reasonably contribute beyond the classroom in service to students, the college, and our larger community.

General Responsibilities

• Responds to requests of discipline leaders, department heads, committee chairs, records office, etc. in a timely and thorough manner.

• Consistently meets instructional schedule, to include grading deadlines • Establishes and maintains regular and appropriate office hours of no less than 5 hours per

week. • Treats all members of the college community with dignity and respect. • Meets requirements of the Faculty Evaluation Plan Guidelines in a timely manner and

with the intention of maintaining teaching effectiveness, professional development and support of college/community initiatives.

• Attends Commencement. • Attends and participates in discipline and department meetings. • Attends Opening Conferences and other NMC professional development sessions.

• Formally documents learning assessment efforts in a timely manner using electronic gradebook in Moodle and submits according to Academic Calendar deadlines.

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NOTE: General Responsibilities are being reviewed and revised by Faculty Council and the Compensation Study Group.

Teaching Effectiveness A review of evaluation of teaching literature reveals that although teaching effectiveness can be described in many ways, these descriptions contain many common elements such as expertise in a content area, classroom presentation techniques, and effective relationships with students. Since 1997, beginning with the Faculty Evaluation Committee, Faculty leadership has worked to outline characteristics of being an outstanding faculty member at NMC. The committee used focused group information derived from the 1997 NISOD International Conference. Starting in 1999, we began using criteria cited in Roberta Vandermast’s “Hiring Faculty for the Next Century,” in Innovation Abstracts, Volume XX, Number 19. In the spring 2005, the Educational Services Instructional Management Team (ESIMT) in consultation with Faculty Council synthesized these works and included others to form the following description of the characteristics of being an outstanding faculty member at Northwestern Michigan College. In regards to teaching effectiveness, an outstanding NMC professor exhibits the following:

• Places the primary emphasis on student learning in the design, delivery and evaluation/assessment of courses.

• Understands the various levels of preparation represented in the typical classroom and communicates well to the various levels.

• Provides a course syllabus to the students as outlined in the faculty Handbook.

• Understands and adapts teaching to various learning styles present in the classroom as demonstrated in the presentation of course materials and assessment of student learning.

• Conducts classroom research with classroom assessment techniques.

• Designs and implements course curriculum that reflects the relevance and conveys the value of academic studies to everyday world.

• Understands and successfully uses learning technology, as needed, both in class and as a tool for distance learning.

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• Strives to foster higher-level learning with an emphasis on analysis, problem solving and critical thinking.

• Promotes student demonstration of learning through a variety of assessments that may include exams, discussions, debates, presentations, simulations, and/or debriefings.

• Has high expectations of students and gives challenging work.

• Resolves to “make a difference” in students’ learning and their lives as appropriate.

• Makes contact with students, recognizing them as individual learners including remembering their names and treating them as adults.

• Is accessible to students both in and out of formal office hours and strives to help students be successful.

• Listens to students and encourages them to actively participate in the learning process.

• Demonstrates respect, care, and empathy for students.

• Encourages students to believe they can learn successfully; shows confidence in them.

• Is flexible switching from one teaching approach to another when things don’t work, yet keeps the objectives of the course in sight at all times.

• Is enthusiastic about the subject matter in the classroom and shares the joy of learning with students.

• Maintains a sense of humor and humanity in the classroom.

• Encourages student growth and celebrates student success

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Faculty Professional Development

An essential element for excellence by faculty is their participation in ongoing professional development activities. This includes building knowledge and performance expertise in their chosen areas, enhancing their ability to translate this knowledge into effective curricula for student learning, expanding and perfecting classroom presentation techniques, increasing their competence in effective use of ever-changing technological resources, and acquiring leadership skills. Faculty development is an ongoing need that best serves students, the college, and the individual faculty member when it is thoughtfully planned and in alignment with academic area and the college’s strategic plan goals.

Faculty development may be facilitated by many means among which are professional reading and/or research, attending conferences or workshops, and regular dialogue with a colleague or colleagues about matters that pertain to pedagogical issues and/or specialized professional knowledge. Fundamental to this plan is the expectation that faculty will seek to grow in both these areas of their professional life and that each of the above three methods will play a role in their growth process.

An outstanding NMC professor exhibits the following in professional development:

• Demonstrates a continuing engagement with the learning and scholarship of their area of specialization.

• Strives to be on the cutting edge of professional content knowledge and methodology.

• Professional Development may include, but would not be limited to:*

Academic study Achievement of advanced degrees Interdisciplinary conferencing Sabbatical Leaves Authorship of materials related to teaching or discipline Participation in professional meetings, conferences, seminars,

workshops or special events. Involvement in and contributions to professional associations Development of new approaches to courses or teaching Development of new courses or curricula Presentation of in-service programs, forums, or seminars Updating of knowledge which may include travel Individual/team visits to other schools to review programs Informal meetings of instructors in the region to discuss

research, teaching strategies, or issues of common concern Participation in exchange programs

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Cross-divisional teaching and/or team teaching Relevant service or employment (while not on regular contract) Informal exchanges-participation in collegial or community

discourse on pertinent topics Consulting work, speeches, or presentations Creative endeavors relevant to one’s field Extended leaves for relevant employment, research, writing, or

re-training Development of self-taught skills in new technology related to

instruction Research or extended study related to instruction or a discipline Maintenance or acquisition of pertinent licenses or certification

*Some of these factors may overlap Support of College Mission factors, and vice versa.

Support of College, Community Initiatives

Faculty professional expertise is essential to the development of a culture of excellence at a college-wide level and for the effective accomplishment of the college’s mission to its students and the broader community. The college depends on broad input from the faculty in its governance councils, in curricular and program decisions, in procurement of its resources, in decisions related to allocation of its resources, in development of personnel and student policies that impact all participants in our college community, in the dissemination of knowledge and expertise from the college to the larger community, and in the actual development of a curriculum that effectively meets the needs of our students and the larger community. Each faculty member is responsible for shouldering a part of these responsibilities. The form, which this contribution assumes, can be as varied as the scope of these responsibilities is vast.

An outstanding NMC professor exhibits the following in college mission:

• Is fully committed to the mission and values of Northwestern Michigan College.

• College mission may include, but would not be limited to:

College Assessment Activities Recruiting/Screening Faculty Recruiting Students Academic Advising Career Advising College Committee Participation/Leadership College Projects and Activities--Participation and Leadership Community Service/Leadership Publication Research

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Professional Participation Innovation in Instruction Curricular Development Registration/Orientation Participation Service to Community on Behalf of College Advisory Committee Participation Artistic/Creative Accomplishments Related to Field Relevant Work Activities (Contributory to college role or institutional image)

Program Coordination/Leadership Presenting or Consulting in Areas Related to Field Representing the College at School Visits Coordination/Communication -Transfer Institutions Professional honors awarded during the evaluation period Leadership of the Academic Area, Department or Program Facilities Development Articulation Assistance to Other Faculty and Staff Teaching for Extended Educational Services or Training and Research Participation in Community Education Committee(s) Participation in College Sponsored Events

*Occasionally some of these factors may overlap into Professional Development factors and vice versa.

Professional Qualities and Abilities

An outstanding NMC professor exhibits the following in regards to professional qualities and abilities:

• Serves as a role model of good written and oral communication skills and good time management skills.

• Possesses a positive attitude; able to see good in self and others.

• Shows flexibility including the acceptance of and willingness to change; sees change as an opportunity for growth.

• Seeks improvement over time by taking risks and trying new things.

• Knows and acknowledges personal limits.

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• Displays self-discipline and a strong work ethic.

• Accepts responsibility for professional and personal growth.

• Demonstrates commitment to be a productive and supportive member of the college community.

• Successfully organizes, executes and follows up on projects; sets specific objectives and measures to achieve results.

• Accepts criticism gracefully and uses it as an opportunity for growth.

• Handles conflict effectively.

• Inspires others; sets an example of professionalism both within the college and the community.

• Leads and/or follows as circumstances require. These definitions are intended to assist in writing the Faculty Self-Assessment for each of these categories.

Step Three: Plan Review

Faculty will submit their self-evaluation and annual plan to Academic Chair, Division Director or Superintendent by the end of the spring semester. This plan will be reviewed annually by the Chair, Director, Superintendent or designee and discussed with the faculty member.

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APPENDIX

Contents:

(Step 1) Annual Self-Assessment

(Step 2) Faculty Annual Plan

(Step 3) Annual Review of Faculty Self-Assessment and Annual Plan

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2014-2015 Faculty Annual Plan and Self-Evaluation

• Plan Due: 16 May 2014 to Academic Chair in draft form

• Plan and Review Due: 30 May 2014 to Human Resources

Name: _______________________________________________________

Academic Area: _______________________________________________

Step 1: Annual Self-Assessment

A. Teaching

Your Teaching Goals:

Your Teaching Activities/Accomplishments

Responses (Student, Observer, SGID, etc. response) to Your Teaching

Your Assessment of Your Teaching

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B. Professional Development Activities

C. College and Community Service Activities

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Step 2: Faculty Annual Plan

Proposed Annual Plan

Teaching Goals for the Annual Plan

Professional Development Goals/Plans/Needs for the Annual Plan

College and Community Service Goals/Focus for the Annual Plan.

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Step 3: Review of the Faculty Self-Assessment and Annual Plan

Reviewer's Comments:

Revisions to the Plan

Signatures: Faculty Member: _________________Reviewer: __________________________ Date: ________

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FACULTY RESPONSIBILITY CONCERNING STUDENT RIGHTS

Suspected Abuse According to the Adult Protective Service Public Act 519, any person in the helping professions (this is defined as anyone in an educational role) is required to report instances of suspected abuse to Adult Protective Services. This covers anyone 18 years or older who is considered vulnerable. Vulnerable is presently defined as anyone who is unable to protect him/herself from abuse, neglect, or exploitation by virtue of mental or physical incapacity. The alleged abused person could be mentally ill, developmentally disabled, physically disabled, or simply lacking information on his or her rights. Call the Family Independence Agency, (231.941.3900), if you have questions about this legal responsibility. For students under 18, the same applies under Public Act 280.

Student Rights and Responsibilities

Faculty members should be familiar with the contents of the Student Rights and Responsibilities Policy and Procedures and should understand their role in maintaining and enforcing those rules and student rights. (A copy may be obtained from the Admissions Office or on the web at http://www.nmc.edu/about/policies/index.html and click on student rights and responsibilities.)

Of particular note is the faculty's responsibility to maintain an academic learning environment free from sexual or other forms of harassment. Harassing behavior must be stopped. Contact the Vice President for Educational Services if there are questions or assistance is needed on a particular issue.

Student Privacy Rights

The Family Educational Rights and Privacy Act (FERPA) requires the consent in writing by the student or parent (in the case of a minor) before personally identifiable records or information may be released. This means a faculty member can't disseminate grades or post grades in a manner whereby the student can be identified. To do so violates two provisions of the Act. Please ask the Academic Chair or the Vice President for Educational Services if more information is needed regarding this.

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CURRICULUM RESPONSIBILITIES AND GOOD TEACHING

Curriculum Responsibilities Needs Assessment

It is imperative that each Academic area constantly strives to be on the forefront of developments in its respective field. Therefore, we should strive to:

• anticipate needs rather than merely reflect them, • seek information from community sources such as advisory committees, employer

groups, professional organizations, former students, and friends of the institution, • seek information from current students and current Faculty, and • use a "needs assessment" approach to all programs.

Planning and Evaluation

Student success and intellectual challenge are the foundation of instructional planning. High academic standards promote critical thinking and enthusiasm for learning.

Curriculum is carefully planned and reviewed to provide instruction that is purposeful, idealistic, and encourages student responsibility and the development of higher cognitive skills.

Course outlines are to be kept up-to-date by instructors. The original course outline should be on file with the Academic Area Office Manager, and a copy should be provided to the Vice President for Educational Services each time that a given course is taught or any changes occur in the course outline. The course outline form is available on the shared drive at S:\Curriculum Committee\Public\FORMS\Course Outline.rtf. The following information should be included:

• Name of course, catalog number, number of credits, contacts, lecture and lab hours • Pre-requisites • Co-requisites • Recommended competencies for entry • Course Description • Learning Resources • Learning Outcomes, Instructional Strategies and Assessments • Text(s)

The College encourages instructors to be innovative in curriculum courses and program development. When present curriculum needs to be expanded, instructors can propose new courses.

Instructors desiring to propose a new course, a special topics course or an alteration of credit hours in an existing course should discuss the new offering or change with their Academic

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Chair or Department Head. With the approval of the appropriate Academic Chair or Department Head, the instructors must complete the College's course proposal form.

Curriculum Committee

The Curriculum Committee has the responsibility to review proposals for new programs and new courses. In addition, the Committee reviews proposals for credit hour changes, course deletions, and course name changes. If the committee agrees that a course proposal is based soundly on the objectives of the College, then the Committee recommends adoption of the proposal to the Vice President for Educational Services.

The Committee also considers broader curriculum issues such as degree requirements.

Good Teaching

Good teaching is an interactive process requiring conscious effort. The NMC instructor who is a good teacher will exhibit many, if not all, of the qualities listed below:

• assists, demonstrates, and facilitates the learning process • enjoys being in the classroom and enjoys the students • is knowledgeable in subject area • is a good communicator • knows the audience and responds to the needs of the audience • does things which will develop motivation and a desire to learn • fulfills contractual obligations including meeting classes, regularly being prepared, and

holding office hours • makes students feel that the instructor is accessible • exhibits enthusiasm for the subject matter • conveys and demonstrates the value of a given course • promotes learning that contributes to the total development of the student as a person • acts as a role model • is dynamic • is flexible, having the ability to adjust to varying learning styles • is self-assured and has the ability to admit "I don't know" • demonstrates the connection between the subject matter and the real world

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• establishes an atmosphere which enhances the learning process • improves with time • keeps the objectives of the course in sight at all times • respects students as adults • is responsive to student difficulties • maintains high standards

Grading System

The Policy Council has adopted a staff policy regarding NMC's grading system. Please refer to Section D-304.01 of the Policy Manual or obtain a copy from your Academic Area Office.

• Scholastic Records:

A current record (gradebook) of a student's progress is to be kept by each instructor and should be available upon request. Such records must be kept for a period of three years.

• Changes of Grades:

All grades that must be changed are to be filled out on a grade change form. An explanation for the change should be incorporated on the form and submitted or emailed to the Records Office for processing.

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FACULTY EMPLOYMENT

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Faculty Career Plan Information regarding Faculty Career Plan is available on the web at http://www.nmc.edu/about/policies/index.html and choose the following: D-735.00 – Faculty Career Plan Policy D-735.01 – Faculty Career Plan Procedure D-753.01 – Professional Development Career Plan Advancement Points Procedure

Faculty Classifications The categorizations of faculty are defined below in order to facilitate consistency in communication, personnel and payroll record-keeping systems, classification and compensation, application of benefits programs, and meeting reporting requirements.

Please refer to Staff Procedure D-732.00 Definition of Employee Categories available online at http://www.nmc.edu/about/policies/board-staff/D-732.00.html Hard copies are available in the Human Resources Office.

Professional Development and Sabbatical Leave Please refer to Staff Policy D-753.00 Professional Development Policy, and D-753.01 Professional Development Procedure, available online at http://www.nmc.edu/about/policies/index.html Hard copies are available in the Office of Human Resources.

Faculty Calendar Information on the faculty calendar may be viewed at: http://www.nmc.edu/about/policies/board-staff/D-737.00.html. (Policies and Procedures, D-737.00 Faculty Calendar.)

Benefits Summary for Full-Time Faculty To view the Benefits Summary, visit the Human Resources web site at http://www.nmc.edu/departments/human-resources/salaries-benefits/index.html and click on the appropriate Summary of Benefits. You may view the policies and procedures that relate to specific benefits by clicking on Policies and Procedures and choosing the subject you would like to view. Faculty Emeritus Faculty members with twenty or more years of service at NMC will receive emeritus status upon retirement. Emeritus faculty are listed in the College catalog and are entitled to all courtesies and services available to the active faculty. Center for Instructional Excellence The Center for Instructional Excellence (CIE) was established in the fall of 1992 to assist faculty in their pursuit of teaching excellence. Ongoing faculty professional development activities are provided for all full and part-time faculty members throughout the academic year. Speakers, videoconferences, Brown Bag Series, workshops, seminars, etc., are offered to enhance instructional delivery. A faculty lending library on instructional techniques is also available. The Center is located in the faculty lounge/workroom in the James Beckett Building or call (231.995.1155).

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For more information on the Center for Instructional Excellence, visit http://www.nmc.edu/departments/cie/index.html. Instructional Information For information regarding instructional guidelines, contact the Academic Chair or the Educational Services Office. Imogene Wise Faculty Excellence Award Each year at Commencement, an outstanding faculty member is presented with the Imogene Wise Faculty Excellence Award. This award recognizes superlative teaching techniques, rapport with students, and dedication to teaching. The nomination and selection process occurs during spring semester.

Graduation Policy Refer to sections D-105.00-D105.01 and D104.00-D104.01 of the Policy Manual for information regarding NMC's core curriculum and graduation policy.

Continuation of Health Coverage According to the requirements of federal law, you will be able to purchase continuation of your group health benefit at group rates for a period of time after leaving employment. Notification will be sent to you informing you of your rights and responsibilities regarding continuation coverage.

In addition, continuation coverage may be available to your spouse and dependent children in the event of your death, termination of employment, reduction of hours, divorce or legal separation from spouse, eligibility for Medicare, or if the child ceases to become a dependent. It is your responsibility to inform Human Resources if any of these events occur.

For more information regarding this, contact the Human Resources Office at (231.995.1362).

Layoffs/Retrenchment If layoffs or retrenchment become necessary within the College due to financial emergency, the College maintains its commitment to its employees. Retraining and/or reassignment within the institution or assistance in finding employment elsewhere are examples of assistance the College provides whenever possible. Please refer to the retrenchment staff policy for detailed information.

http://www.nmc.edu/about/policies/board-staff/D-707.00.html http://www.nmc.edu/about/policies/board-staff/D-707.01.html http://www.nmc.edu/about/policies/board-staff/D-707.02.html

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Faculty/Adjunct Faculty Shared Resources

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Course Syllabus Essential Criteria August 16, 2007

Members of the Educational Services Instructional Management Team (ESIMT) have determined the following items are essential to all NMC course syllabi. Please note the titles below are only “topics to be included” if they are applicable to your class. You are free to use any format that meets these requirements.

1. Course Title and Number 2. Semester and year 3. Name of instructor 4. Instructor Contact information

a. office location b. office hours c. office telephone number

d. FAX number e. e-mail address

5. Course Description

This information can be found in the college catalog or course outline. 6. Required course material

Textbooks (author, title, edition), workbooks, lab manuals, calculator, tools/cutlery/instruments, additional fees, and anything else required for the course.

7. Suggested supplemental materials

This includes materials that are not required but may be beneficial to student success- study guides, optional readings, etc.

8. Learning outcomes

The course outcomes that have been identified for this course are available on the course outline.

9. General Education outcomes

Place general education outcomes here. This information can be obtained from the academic chair or office manager.

10. Prerequisite courses/placement

Include this item if there are any course prerequisites or minimal ASSET/COMPASS scores.

11. Skills you need

Some courses require students to possess certain skills not included as prerequisites. Examples may include math skills for economics or accounting, particular reading skills, experience with office or mechanical equipment or software. If this class is based upon such skills, they should be noted.

12. Class policies

a. Inclement Weather Policy

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This must include an attendance and make-up policy that is aligned with the College inclement weather policy. The following language should be included on all your course syllabi: When weather conditions appear hazardous the college may decide to close (or delay opening) or an individual instructor may decide to cancel his or her class(es). Should any of these situations occur Monday through Friday, the information will be communicated to a 24-hour telephone line at (231.995.1100) and NMC’s homepage at http://www.nmc.edu/student-services/class-cancellations.html.

For weekend class cancellations ONLY, the information is communicated exclusively through your instructor’s voicemail greeting. You should call your instructor’s office phone number for the most up to date information.

b. Cheating/Plagiarism Policy

A policy on cheating/plagiarism should also be included in line with the student’s rights and responsibilities as found in the college catalog.

c. Other Policies

These items may be: • Student Attendance • No smoking, eating or drinking in class • Safety procedures

13. Course itinerary

To the extent possible, for each week or class meeting of the semester, identify reading assignments, project due dates, exam/quiz dates, lab topics, and other assignment schedules.

14. Grade Determination

Indicate precisely how the student’s grade is determined. The following example can be modified for most courses:

Graded Activity Maximum Point Value

4 One Hour Exams at 75 points each 300

4 Lecture quizzes at 25 points each 100

4 Application Problems at 25 points each 100

Final examination 150

17 lab assignments 250

Lab Midterm 25

Lab Final 75

TOTAL 1,000 points

Points Earned -OR- 1,000 - 940 = 4.0 880 - 939 = 3.5 820 - 879 = 3.0

etc.

Percentage of Points 94% - 100% = 4.0 88% - 93% = 3.5 82% - 87% = 3.0

etc.

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15. Transfer statement Based on the recommendation of the Transfer Mission Strategic Implementation Team, with the support of Faculty Council, you are to place the following bolded information on all of your syllabi:

The transfer of NMC courses is determined by the transfer institutions in cooperation with NMC. To check the transferability of a course, visit the web site http://www.nmc.edu/student-services/advising-center/transfer.html

16. Student Rights and Responsibilities NMC is dedicated to creating an academic community which promotes intellectual inquiry, encourages vigorous discourse, and respects individual freedom and dignity. Students are integral members of this community and are expected to participate in sustaining its values. A copy of the Student Rights & Responsibilities handbook is available at http://www.nmc.edu/about/policies/board-staff/D-602.01.html.

17. Academic Assistance

NMC is committed to helping students develop the skills necessary to be successful by creating a supportive learning environment that fosters growth. For more information about NMC's tutoring services visit http://www.nmc.edu/tss/ or call (231.995.1138).

18. Students with Disabilities Support

Northwestern Michigan College offers a wide range of services for students that have appropriately documented disabilities and/or need accommodations in order to achieve their academic goals. For further information visit http://www.nmc.edu/student-services/tutoring-support/ or call (231.995.1138).

Other items you may want to include: Student study strategies:

• How to find out if class has been canceled or moved to another location • Procedure and dates to drop class (with and without record) • Writing Center

Student Attendance

It is assumed that regular attendance is necessary for success in any course. While generally it has been accepted that a student should be penalized when the number of absences, due to negligence on the student's part, are in excess of the hours of credit in the course, instructors are permitted to establish attendance regulations for their own classes. Instructors must determine their own policies at the beginning of each semester and include them in their syllabus. Students must make up all work missed by absence to the instructor’s satisfaction.

If a student has excessive absences, the instructor should attempt to contact the student regarding the problem and also notify the Academic Chair.

In the event that students or parents report to the Records & Registration Office that the student will be absent for an extended period of time because of illness or other unforeseen circumstances, this information will be relayed to the appropriate instructors.

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Grading System and Procedures The Policy Council has adopted a staff policy regarding NMC's grading system. Please refer to Section D-304.01 of the Policy Manual or obtain a copy from your Academic Area Office. The course work of each student is rated as follows:

4.0 Outstanding 3.5 Excellent 3.0 Good 2.5 Above Average 2.0 Average 1.5 Below Average 1.0 Deficient 0.0 Failed S Satisfactory U Unsatisfactory I Incomplete W Withdrawn AU Audit FA Failed to Attend

1. "I" (incomplete) may be given in unusual cases at the discretion of the instructor if it is

believed that the student has a valid reason for not having completed the course and can fulfill the requirements of the course during the next semester. An incomplete not made up by the end of the next semester automatically becomes a 0.0 on the student's record. An incomplete grade may be extended one additional semester at the discretion of the instructor by notifying the Records & Registration Office.

2. "W" (withdrawn) will be given to the student who officially withdraws from the class

after the add period and before the last ten percent of the session.

3. "FA" (failed to attend) may be given to a student who registered for a course but never attended and did not officially drop.

4. "AU" (audit) can be issued at the time of registration upon full payment of tuition and fees if a student wishes to attend a class without receiving college academic credit or a grade. Changing from audit to credit may take place during the period allowed for adding a class at the beginning of the semester. Changing from credit to audit may take place up to approximately 50% of the academic session

Note: Students in OPEN/Self-paced courses will receive an “IP” notation on their report cards if the instructor leaves the grade column at “None” when entering grades. The “IP” indicates the course is still in progress

Attendance Verifications (Online Procedure) Instructors of courses that start during the first week of the main session of the semester will be required to enter attendance information on their students after the second week of the semester. Attendance verification assists in the distribution of financial aid to students. Monitor NMC email for instructions and deadlines.

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Grade Alert Notifications (Online Procedure) After half the semester is over, instructors of 15 week session courses will be required to indicate which students are doing below 2.0 work in their class. Monitor NMC email for instructions and deadlines.

Grade Changes (Mailed or emailed) Students with an Incomplete are given one semester (excluding summer) to make up their work (An incomplete given for fall semester has until the end of spring semester to completed, given in the spring or summer semester has until the end of fall semester). Students given “IP” notations have the following semester to complete the work (including summer). An instructor may designate a shorter period of time it is up to the instructor, not the student. An Incomplete may be extended one semester by notifying the Records and Registration Office prior to the end of the semester. All grade changes must be submitted to the Records and Registration Office no later than one week before the final grades are due. All Incompletes or “IP” notations will be changed to 0.0 if no grade has been submitted or notification of an extension received. Grade changes may be mailed or faxed on a Grade Change Form or emailed. Monitor NMC email for instructions and deadlines.

Final Grades (Online Procedure) Instructors are required to submit grades after classes have ended. Two final grading periods will be available:

1. Early grading - for classes in sessions that end on or before the end of the first 7 weeks (for fall and spring) or before the end first 4-week session (for summer).

2. Final grading at the end of the semester. Grades must be entered during the designated

grading periods. If grades are not entered by the deadline date, all students in the class will receive an Incomplete. This is unfair to students, may affect their financial aid, and prevents them from being on the Dean’s List. Contact the Records and Registration Office if you have any questions. The grading period runs from 2 days after the last day to drop any classes to approximately 3 days after the end of the semester. Monitor NMC email for instructions and deadlines.

Grading Deadlines at a Glance Monitor NMC Email for specific instructions and deadlines.

Attendance Verifications: Due after the second week of the semester. Mid-Semester Notifications: Due after half the semester is over. Grade Changes: Submit after student’s work is complete or no later than one

week before the grades are due at the end of the appropriate semester.

Final Grades: The grading period runs from 2 days after the last day to drop any classes for the semester to approximately 3 days after the end of the semester.

Adding Classes Significant academic work begins with the first class session; therefore, we support student success by limiting late entry into classes. After the semester begins, even though the Drop/Add period is still in progress, registering students must have instructor or Academic Chair permission to add a class. New students who wish to register for a class during the Drop/Add period must have

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permission from a counselor and the instructor, Academic Chair, or the Academic Area Office Manager. Students are responsible for making up any work missed. Students are encouraged to register on time and will find a listing of the main registration dates including the final day to register and the drop and add times in the schedule of classes that is published before each semester begins or a complete listing is online at http://www.nmc.edu/student-services/records-registration/important-dates/index.html.

Dropping Classes Students may drop classes without record during the add period in each session and with record from the end of the add period up to approximately the last 10% of the session. Dates are listed in the schedule of classes and on-line. Forms to drop courses are available in the Records and Registration Office or students may drop courses online. Failure to officially drop a class may result in a grade of 0.0.

Special Topics and Independent Study Each instructional area within the College may offer the following courses:

291 Special Topics - Seminars, lectures, etc. on a selected topic within a

field. Course may be repeated for NMC credit but not all senior institutions accept second credits. PRE-REQUISITE: Written consent of instructor and approval of Academic Chair and the Vice President for Educational Services. 1-3 credits.

297 Independent Study - An opportunity for a student with a good scholastic

record to pursue independently the study of some subject of interest under the guidance of an instructor. May be repeated for NMC credit, but not all senior institutions accept second credits. PRE-REQUISITE: Must include a complete description of work to be accomplished, the expected date of completion, written consent of the instructor, and approval of Academic Chair and the Vice President for Educational Services. 1-3 credits.

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FACULTY, ADJUNCT SECTION

PREFACE

This revision of the Adjunct Faculty Guide includes policies and procedures that are relevant to adjunct faculty. The guide is intended to provide broad concepts of adjunct faculty ideals and responsibilities and a practical resource for specific policies. It does not, however, contain all the policies that affect employees at Northwestern Michigan College, including adjunct faculty. For a complete set of such policies and other details, see the NMC Policies and Procedures Manual and HR policies and procedures, which may be found on the web at: http://www.nmc.edu/about/policies/index.html.

The Adjunct Faculty Section contains employee category specifics information as part of the Employee Guide. The full version may be found on the website at http://www.nmc.edu/hr/ (click on Employee Guide) or from the NMC Office of Human Resources. Human Resources staff members are happy to help you with any questions regarding NMC’s policies or other information contained in this Section. Because all policies are subject to change and this information is a summary, nothing in this guide is intended to change the meaning of any policies, employee benefits or other related documents.

DEFINITION OF AN ADJUNCT INSTRUCTOR

Adjunct (part-time, supplemental) instructors are contracted semester-by-semester on a contact-hour basis to fill specific needs. Adjunct instructors are not subject to the faculty career plan; consistent pay levels are established administratively. No guarantee of continuing employment.

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FACULTY CODE OF PROFESSIONAL ETHICS Faculty members, guided by a deep conviction of the worth and dignity of the advancement of knowledge, recognize the special responsibilities placed upon them. The primary responsibility to their subject is to seek and to state the truth as they see it. To this end, they devote their energies to developing and improving their scholarly competence. Faculty members accept the obligation to exercise critical self-discipline and judgment in using, extending, and transmitting knowledge, as well as practicing intellectual honesty. Although subsidiary interests are followed, these interests must never hamper or compromise the faculty member's freedom to inquiry.

As teachers, faculty members encourage the free pursuit of learning in their students, holding before the students the best scholarly standards of their academic areas. They demonstrate respect for the student as an individual and adhere to the proper role of intellectual guide and counselor. Faculty members make every reasonable effort to foster honest academic conduct and to assure that the evaluation of students reflects the students’ true merits. Respecting the confidential nature of the relationship between faculty member and student, they avoid any exploitation of students for private advantage, acknowledge contributions from them, and protect the student's academic freedom - in all ways conveying the philosophy that the student is the central element of the college community.

As colleagues, faculty members have obligations that derive from common membership in the community of scholars. These obligations include respecting and defending the free inquiry of associates, and in the exchange of criticism and ideas, showing due respect for the opinions of others. Faculty members acknowledge their academic debts and strive to be objective in the professional judgment of colleagues. They accept their share of faculty responsibilities for the governance of Northwestern Michigan College.

As members of Northwestern Michigan College, faculty members seek above all to be effective teachers and scholars. Faculty members acknowledge an obligation to meet all classes, to meet all examination periods, to be available for consultation, and to give due notice to both students and administration when this is not possible. Although they observe the stated regulations of the College, provided the regulations do not contravene academic freedom, faculty members maintain the right to criticize and seek change. They determine the amount and character of the work done outside the College with due regard to their paramount responsibilities. When considering the interruption or termination of service, faculty members recognize the effect of the decision upon the programs of the College and give due notice of their intentions.

As members of their community, faculty members have the rights and obligations of any citizen. They measure the urgency of these obligations in the light of their responsibilities to their subject, to their students, to their profession, and to the College. When speaking or acting as private persons, they avoid creating the impression that they speak or act for Northwestern Michigan College. As citizens engaged in a profession that depends upon freedom for its health and integrity, faculty members have a particular obligation to promote conditions of free inquiry and to further public understanding of academic freedom.

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DUTIES & RESPONSIBILITIES OF ADJUNCT FACULTY MEMBERS Each adjunct faculty member is primarily responsible for effectively teaching students in assigned classes. In such assignments, each adjunct faculty instructor is a member of the professional teaching staff, and as such is responsible for effectively implementing the mission of NMC and the appropriate academic areas. Each member of the adjunct faculty is directly responsible to, and is provided resources by, the following: the academic chair(s), the department head(s), and/or the program coordinator(s). The office manager in each academic area is an additional resource to all faculty.

Specifically, adjunct faculty members have these responsibilities:

Planning

1. Distributes to each student and for each course taught, an approved syllabus that: a. conveys the goals and outcomes of the course. b. reflects curriculum adopted by the academic area for said course. c. establishes and communicates challenging expectations for students. d. explains the relationship of those expectations to the grading and

assessment process.

2. Plans thoroughly on a daily, weekly, and semester basis to ensure implementation of the established curriculum and provides strong support for students (in their pursuit of established expectations).

Instruction

1. Provides motivation to learn through: a. thorough planning. b. enthusiasm for the subject matter. c. an appropriate classroom climate. d. relevant and current course content. e. the use of varied instructional delivery modes.

2. Facilitates and paces instruction effectively to maximize learning.

3. Assesses learning goals frequently, using a variety of methods, such as:

a. questioning techniques. b. oral and/or written tests. c. student presentations. d. writing assignments.

4. Is available to students for consultation on an as-needed basis.

5. Provides instructional support (e.g., tutoring and support services/special needs) as

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deemed appropriate. For detailed information about these services, contact Kari Kahler, Director of Learning Services, at (231.995.1228).

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Professional Growth 1. Maintains a current knowledge of the subject area(s) of instruction and effective

teaching methodologies.

2. Makes good use of professional development opportunities. For information on professional

development activities available to adjunct faculty, visit www.nmc.edu/cie. Professional Expectations

1. Professional Expertise: Subject Area Mastery a. Places the primary emphasis on student learning in the design, delivery,

evaluation, and assessment of courses. b. Demonstrates a continuing engagement with the learning and scholarship of his/her

area of specialization. c. Strives to be on the cutting edge of professional content knowledge and

methodology. d. Maintain professional credentials and certifications as applicable

2. Professional Expertise: Teaching Methodology

a. Provides a clear and comprehensive course syllabus. b. Understands and adapts teaching to the various learning styles present in the

classroom as demonstrated by the development of course materials and assessment of student learning.

c. Understands and practices a variety of teaching strategies. d. Uses innovation in teaching practices to facilitate student learning. e. Designs and implements a course curriculum that reflects the relevance of the

academic studies to the everyday world.

3. Professional Qualities a. Exhibits strong communication skills and serves as a role model for students

in this area. b. Strives to foster higher-level learning with an emphasis on analysis, problem

solving and critical thinking. c. Is fully committed to the mission and values of Northwestern Michigan

College. d. Possesses a positive attitude including the ability to see good in self and others. e. Shows flexibility including the acceptance of and willingness to change. f. Takes risks and tries new things. g. Knows and acknowledges personal limits. h. Displays self-discipline and a strong work ethic. i. Accepts responsibilities for professional and personal growth.

4. Professional Abilities

a. Demonstrates success and commitment as a team player. b. Uses constructive feedback as an opportunity for growth. c. Handles conflict effectively. d. Motivates others.

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5. Professional Relations with Students: Creating a Positive Learning Environment a. Puts students first. b. Sets high expectations for students. c. Resolves to “make a difference” in students’ learning. d. Makes an earnest attempt to learn and remember students’ names. e. Listens to and hears what students say. f. Shows respect for students. g. Shows confidence in students and encourages them to believe they can learn

successfully. Additional Contract Responsibilities

1. Responds to requests (e.g., from academic area chairs, department heads, committee chairs, Records Office) in a timely and thorough manner.

2. Communicates with students and college personnel via the College’s

electronic mail system.

3. Consults with the academic area chair or other appropriate College personnel on questions or issues involving course curricula, instructional strategies, and College policies and procedures.

4. Works constructively and through established channels to resolve problems.

5. Meets classes for the scheduled times.

6. Emails cancellations@nmc.edu as soon as possible if the need to be absent arises. If

email is not an available, you may call 231.995.1806. Class cancellations may also be viewed at https://www.nmc.edu/student-services/class-cancellations.html, and cancellations may be submitted on NMC’s intranet at https://intranet.nmc.edu/depts/central-scheduling/class-cancellations.html Use your NMCID and password to log into the site. Absences may result in a reduction in contracted pay.

7. Consults the official class roster to assure that all students appearing in class are

registered for the class, as students are not permitted to sit in class without being registered. All students must be registered by the end of the add period.

8. Maintains a paper or electronic record (i.e., spreadsheet or grade book) of each

student’s progress and has it available upon request by appropriate College personnel.

9. Enters grades online for each student for attendance verification, grade alerts notification and final grades. Monitors NMC email for instructions and deadline dates.

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10. Follows academic area’s established method for obtaining student evaluation feedback

regarding instructor performance.

11. Treats all members of the College community with dignity and respect. 12. Adherence to all College Policies

ADJUNCT FACULTY RESPONSIBILITY CONCERNING STUDENTS Suspected Abuse According to the Adult Protective Service Public Act 519, any person in the helping professions (this is defined as anyone in an educational role) is required to report instances of suspected abuse to Adult Protective Services. This covers anyone 18 years or older who is considered vulnerable. Vulnerable is presently defined as anyone who is unable to protect him/herself from abuse, neglect, or exploitation by virtue of mental or physical incapacity. The alleged abused person could be mentally ill, developmentally disabled, physically disabled, or simply lacking information on his or her rights. Call the Family Independence Agency, (231.922.5240), if you have questions about this legal responsibility. For students under 18, the same applies under Public Act 280.

Student Rights and Responsibilities Faculty members should be familiar with the contents of the Student Rights and Responsibilities Policy and Procedures and should understand their role in maintaining and enforcing those rules and student rights. (A copy may be obtained from the Admissions Office or on the web at www.nmc.edu/policies/ and click on student rights and responsibilities.)

Of particular note is the faculty's responsibility to maintain an academic learning environment free from sexual or other forms of harassment. Harassing behavior must be stopped. Contact the Dean for Enrollment Management and Student Services if there are questions or assistance is needed on a particular issue.

Student Privacy Rights The Family Educational Rights and Privacy Act (FERPA) requires "the consent in writing by the student before personally identifiable records or information may be released." Section 438 of the General Education Provisions Act, Title IV of Pub. L 90-247, as amended.

NOTE: This means you cannot disseminate grades at the student's place of employment or post grades in a manner whereby the student can be identified (this includes posting by social security number or student ID). Information should also not be given out regarding the whereabouts of a student. Please ask your Academic Chair or the Registrar if you have any questions regarding FERPA.

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Removal of a Student from Class A faculty member may remove a student from a single class meeting for just cause if that cause is immediately made known to the student. Behavior, which interferes with conduct of planned classes, endangers the safety of any student, or inhibits other students from learning is cause for removal. Permanent removal from class may be initiated by the faculty member working with close cooperation with the Academic Chair and the Vice President for Enrollment Management and Student Services to ensure student due process is honored.

1. Failure of student to attend class by last official day to add classes without notifying the

instructor as to reason for absence. 2. Disruptive behavior, unsafe work habits, and/or physical limitations which prevent a student

from participating in scheduled class activities or prevent the student, or members of the class, from achieving the learning objectives set forth by the instructor.

A student who is barred or removed from a class may pursue the normal student due process procedure and may be referred to the Dean for Enrollment Management and Student Services.

INSTRUCTIONAL INFORMATION

Course Outlines Pertinent information regarding each course offered at NMC is kept on file in academic area offices.

Course Syllabus

Each instructor is to prepare a course syllabus using the template provided under the Faculty/Adjunct Faculty Shared Resources section in this Employee Guide.

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HUMAN RESOURCES INFORMATION FOR ADJUNCT FACULTY

Employee Contracts Adjunct faculty are employed on a semester-by-semester basis. A contract will be signed each semester of employment. Employees will generally not be contracted for more than 24 contact hours per academic year, except under unusual circumstances. Details of the conditions of the contract are under Instructional Agreement on the form. A sample is available in the academic area office. Faculty Evaluation All faculty, full and part-time, are evaluated by students each year. Your Academic Chair will discuss the format and schedule for this process.

Faculty Dismissal Reasons for Immediate Dismissal The following may be considered cause for immediate dismissal:

A. Failure to effectively perform faculty duties and responsibilities; B. Deficiency in teaching technique or subject matter; C. Conflict of interest; D. Willful violation of College policy or procedures; E. Falsification of information on employment application or obtained in the interview or

employment process; F. “Gross misconduct” means conduct that is in disregard of:

1. Faculty professional ethics, e.g., intellectual dishonesty; plagiarism; or falsification of teaching methods, data, records, or research data;

2. The rights of others and which exploits others, e.g., use of position or authority to exact personal gain or favor from students, other faculty, or employees of the college;

3. The honesty and integrity of education for which the college strives; or 4. Other conduct deemed to adversely affect an adjunct faculty member’s

ability to function effectively as a faculty member. If an adjunct faculty member is dismissed, his/her contract and pay will be ended at the date of dismissal. Educational Benefit As described in NMC Policy D-712.00 at adjunct faculty members may attend classes at NMC with tuition paid by College scholarship funds.

MISCELLANEOUS INFORMATION

Center for Instructional Excellence NMC's Center for Instructional Excellence is located in the Beckett Building, Business Academic Area Faculty Lounge and is open to all faculty and staff. The Center is responsible for the coordination and development of faculty professional opportunities throughout the academic year. Speakers, video conferences, Brown Bag Series, workshops, seminars, etc., are offered to enhance instructional delivery. A faculty lending library on instructional techniques is also available in the Osterlin Library. Adjunct faculty are encouraged to attend all events sponsored by the Center.

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SUPPORT STAFF SECTION

PREFACE

This revision of the Employee Guide includes policies and procedures that are relevant to support staff. The guide is intended to provide broad concepts of employee ideals and responsibilities and a practical resource for specific policies. It does not, however, contain all the policies that affect employees at Northwestern Michigan College. For a complete set of such policies, and other details, see the NMC Policies and Procedures Manual and HR policies and procedures, which may be found on the web at: http://www.nmc.edu/about/policies/index.html. Because all policies are subject to change and this information is a summary, nothing in this guide is intended to change the meaning of any policies, employee benefits or other related documents. The Support Staff Section contains employee category specific information as part of the Employee Guide. The full version can be found on the website at http://www.nmc.edu/hr/ (click on Employee Guide) or from the NMC Office of Human Resources. Human Resources staff members are happy to help you with any questions regarding NMC’s policies or other information contained in this Section.

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Hours of Work Work Week. The normal workweek for full-time Levels 1-4 support staff employees is 37 ½ hours during a five-day workweek. The normal workweek for full-time Level 5 support staff is 40 hours during a five- day workweek. Working hours for part-time personnel are determined by the supervisor. Your supervisor must approve any hours worked beyond your normal schedule.

Overtime. Overtime is paid at time and one-half for time worked in excess of forty hours in a one-week period. This applies to holiday work. Any hours worked in excess of 37 ½ per week (Levels 1-4) or 40 per week (Level 5) may not be accumulated beyond the same two-week pay period in which they were earned.

Break Periods. The normal workday allows for a one-hour lunch period and a 15-minute break in the morning and afternoon, which are coordinated with your supervisor. Part-time staff working at least four continuous hours also are allowed a 15-minute break period. The breaks cannot be accumulated or used to make up other time. CLASSIFICATION AND COMPENSATION Employment Categories of Support Staff For purposes of definition, these are the basic employment categories of Level 1-4 support staff:

A. Full-time staff regular schedule - scheduled on an annual basis to work at least 75 hours bi-weekly for

52 weeks. B. Full-time limited schedule - scheduled on an annual basis to work at least 75 hours bi-weekly for less

than 52 weeks but at least 35 weeks per year. May be subject to fill in for other positions to meet staffing requirements.

C. Part-time regular schedule - scheduled on an annual basis to work less than 75 hours but at least

37½ hours bi-weekly for 52 weeks per year. May be subject to fill in for other positions to meet staffing requirements.

D. Part-time limited schedule - scheduled on an annual basis to work less than 75 hours but at least

37½ hours bi-weekly, for less than 52 weeks but at least 35 weeks per year. May be subject to fill in for other positions to meet staffing requirements.

These are the basic employment categories of Level 5 support staff:

A. Full-time regular schedule - annually contracted or scheduled to work at least 80 hours bi-

weekly for 52 weeks.

B. Full-time limited schedule - annually contracted or scheduled to work at least 80 hours bi- weekly for less than 52 weeks but at least 35 weeks per year. May be subject to fill in for other positions to meet staffing requirements.

C. Part-time regular schedule - scheduled or contracted on an annual basis to work less than

80 hours but at least 40 hours bi-weekly for 52 weeks per year. May be subject to fill in for other positions to meet staffing requirements.

D. Part-time limited schedule - Scheduled or contracted on an annual basis to work less than 80 but at least 40 hours bi-weekly, for less than 52 but at least 35 weeks per year. May be

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subject to fill in for other positions to meet staffing needs.

Other Employment Categories

A. Supplemental part-time - An employee who is available for on-call or supplemental service, but is not on a regular work schedule or annual appointment; works less than 900 hours per year. Is not placed in Classification Compensation Plan; consistent pay levels are established administratively. No guarantee of continuing employment.

B. Temporary - Temporary employees are contracted or scheduled to fill a short-term need for a specified period of time, usually replacing a regular employee on leave. Appointment is normally for less than 900 hours in a fiscal year unless there is a prior agreement to substitute for a regular employee for a specified period of time up to one year. Temporary employees are not placed in the staff Classification Compensation Plan; consistent pay rates will be established administratively. If substituting in a regular position, the pay will be at least the minimum of the salary range of the regular position.

Salary Schedules The Board of Trustees has adopted the long-range goal of employing the very best people available and guaranteeing them compensation levels consistent with employers of those institutions with whom NMC competes for services. The Board of Trustees may authorize adjustments to the support staff salary schedule in order to maintain the college's competitive position with respect to salaries. If increases are available, they are normally effective July 1.

The Classification and Compensation Plan provides for salary ranges (minimum and maximum) for each level. The support staff salary schedule has five levels with seven steps in each level. The expectation is that employees with satisfactory performance should move up in their respective salary level; employees with unsatisfactory performance will not advance.

Longevity Pay Support Staff hired before February 1, 1986 are eligible for longevity pay beginning with the ninth year of continuous employment as follows, based on the previous year's base salary:

Starting with the 9th year 3% 10th - 13th year 4% 14th - 18th year 5% 19th - 23rd year 6% 24th year and on 7%

Valued Service Payment Support staff hired after February 1, 1986, are eligible for an annual valued service payment of $250 the first year eligible, increased $50 each year thereafter to a maximum annual payment of $800. To be eligible, the employee must have completed his/her eighth consecutive year of employment at NMC in a regular appointment, have served one year at the top of their current salary level, and have completed at least 24 hours of professional development in the prior year. This payment is made in a lump sum in the first regular pay in July.

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NMC Four Year College and University Scholarship Program NMC provides $1,500 tuition and fee assistance annually to regular staff at Northwestern Michigan College who attend the NMC University Center or another four-year college or university pursuing courses or an advance degree/certificate. To view eligibility requirements and complete the application, go to S:\Human Resources\Public\Forms\TUITION Univ. Assistance –Revised 9-11.doc. The maximum award per staff member per fiscal year is $1,500. Emails are sent out each semester requesting applications.

In-Service Training The Office of Human Resources, Wellness and Ergonomics Committee, and other groups sponsor training sessions on various topics throughout the year. All staff are welcome to attend. Watch for mailings, postings and notices in the Intercom announcing the sessions.

Discipline and Dismissal An employee may be recommended for termination by the appropriate supervisor. The supervisor will notify the employee by providing a written notice stating the reasons, providing for either a two-week notice or immediate dismissal with two weeks' pay. Causes for termination or other disciplinary action include, but are not limited to the following:

A. dishonesty, drunkenness, immoral conduct, or violation of the Controlled Substance Act, B. conviction of a felony by a Court of Law, C. incompetency, insubordination, dereliction of duty, repeated discourteous treatment of

others, D. use of fraud, deception or misrepresentation of facts used in the application for

employment, E. frequent and/or habitual tardiness or trivial absences which reduce the efficiency of the

work unit. Continuation of Health Coverage According to the requirements of federal law, you will be able to purchase continuation of your group health benefit at group rates for a period of time after leaving employment. Notification will be sent to you informing you of your rights and responsibilities regarding continuation coverage.

In addition, continuation coverage may be available to your spouse and dependent children in the event of your death, termination of employment, reduction of hours, divorce or legal separation from spouse, eligibility for Medicare, or if the child ceases to become a dependent. It is your responsibility to inform Human Resources if any of these events occur.

For more information regarding this, contact the Human Resources Office at (231.995.1362).

Administrative/Professional, Technical/Paraprofessional and Support Staff Councils The administrative, professional, technical/paraprofessional, and support staff elect members to serve on their respective staff councils. The Councils consist of five members elected for two-year terms. The officers are Chair, Vice Chair, Secretary-Treasurer, and immediate Past Chair. (Support Staff paragraph says,” The Council consists of five members elected for one-year terms. The officers are Chair, Vice- Chair, and Secretary-Treasurer.) The purpose of the Councils is to represent the assembly of administrators/professional, technical/paraprofessional and support staffs in matters pertinent to professional development, salaries,

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benefits, and general welfare of NMC, and to act as liaison with other bodies of the College. As a staff member, you will receive a copy of all mailings and minutes from your respective Council.

S:\Human Resources\RESOURCE GUIDES\Employee Guide 4-2014.doc

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Center for Instructional Excellencenmc.edu /departments/cie/index.html

The Center for Instructional Excellence supports student learning by encouraging faculty-driven initiatives,promoting development of faculty knowledge, and recognizing the achievement of excellence.

Professional development

Each year the Center for Instructional Excellence hosts three days of Professional Development sessionsopen to all faculty. The first Professional Development Day takes place on the afternoon of OpeningConference in September. In October, there is a full day of sessions at the mid-semester break. The thirdDay takes place on the afternoon of Mid-Year Conference in January. Learn more »

Friday Forums

Friday Forums are presentations over the lunch hour, which give faculty a chance to share new methodsand discoveries with each other in a less formal atmosphere than a Professional Development Day. Thereare three Forums scheduled each semester and lunch is always provided. Learn more »

Professional Development Days

In order to maintain a networked and knowledgeable workforce at NMC, faculty will often attendconferences, off-site meetings or otherwise address their goals through professional development. CIEhas a budget for reimbursing full-time faculty members who take advantage of these opportunities withdepartment approval. Adjunct faculty are also eligible for $800 stipends towards their professionaldevelopment. Learn more »

20 Minute Mentor Series

New in 2013, CIE has purchased a subscription to Magna Publications series “20 Minutes Mentor.” Threetimes each semester, a CIE Advisory Board member will host faculty in an active learning classroom oncampus to watch a “20 Minute Mentor” video and facilitate discussion. Coffee is provided and faculty canbring snacks to share if they choose. The atmosphere is casual and gives faculty an opportunity for livelyand engaging conversation. Learn more »

Reading Groups (CIE, Global Lit)

At Opening Conference in September, CIE distributes a chosen book to faculty who are interested injoining a discussion group during the October Professional Development Day. CIE also co-sponsors theGlobal Literature Reading Group hosted by Osterlin Library and subsidizes the purchase of Global Litbooks.

Conferences

CIE maintains a list of links to conferences that faculty have attended in the past, and a review system forattendees to provide reviews of conferences they've attended.

CIE Resource Library

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CIE maintains a section of books and resources within the Osterlin Library for faculty use. Browse the titlesonline »

Contact CIE »

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Professional Development Procedurenmc.edu /about/policies/board-staff/D-753.01.html

Staff HR Policy D-753.01Institutional Effectiveness Criterion: Culture

There are a variety of ways NMC faculty and staff can achieve their professional development goals:

1. INDIVIDUAL DEVELOPMENT PLANIn order to ensure that all faculty and staff have plans for their continued development and areengaging in meaningful professional development opportunities which support the strategicdirections of the College, each member of the regular faculty and staff will have a written individualdevelopment plan.For faculty, this is considered the "annual plan" which is described in the faculty evaluation plan.For staff, an individual development plan describing short- and long-range objectives and theresources required shall be completed at the beginning of the annual performance feedbackplanning process. The performance feedback form has been revised for this purpose. Performancefeedback forms are located on the shared drive S:\Human Resources\Public\Forms\NMCPerformance Feedback System.

2. ELEMENTS OF THE PROFESSIONAL DEVELOPMENT PROGRAMFaculty and Staff:

1. Sabbatical Leave. Sabbatical leave allows a faculty or administrative staff member to take upto a full year of academic leave in order to undertake additional study in academic areasrelated to his/her field of teaching or profession; to work toward an advanced degree; to doorganized research; to engage in scholarly, creative, or artistic production; to undertakepertinent travel and foreign residence; or to seek retraining and updating in his/her area ofknowledge or skill. Details are described in sabbatical leave procedures at www.nmc.edu/hr.Click on Policies & Procedures, D-753.02 Sabbatical Leave Executive, Administrative, andProfessional Staff Procedure and D-753.03 Sabbatical Leave Faculty Procedure.

2. Professional Development Activities. Professional development activities funds are open toall faculty, administrative/managerial, professional, technical/paraprofessional and supportstaff. A variety of job-related projects can come under the heading of professionaldevelopment activities, and judgments about the appropriateness of projects are made bythe relevant executive officers. Projects supporting the strategic directions of the College,department, or academic area will receive priority consideration. Professional developmentactivities may only be approved as funds are available and budgeted for this purpose.Ordinarily approved professional development activities will include those projects that are ofa short-term or special nature, are a part of the faculty or staff member's annual developmentplan, and support the strategic directions of the College or department, or academic area.These can include (but are not limited to) the following:

1. Professional certifications, summer programs, conferences and workshops, pertinenttravel and foreign residence.

2. In-service programs for faculty and/or staff.

3. Special projects for the analysis of teaching methods, to develop new or differentapproaches to course structure or content, or to develop new approaches to teaching.

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4. Engagement in scholarly, creative, or artistic production.

5. The study of innovative projects and programs at other institutions.

6. Serving as an officer in a professional organization.

7. The costs of substitute faculty when a faculty member must be absent more thanthree days from the classroom in order to attend a short-term conference orworkshop.

8. Tuition at a post-secondary college or university when furthering educationalattainment is part of the faculty/staff member's approved development plan.

9. Retraining or updating faculty member's area of knowledge or skill.The application timeline for Professional Development Activities follows the SabbaticalLeave Faculty Procedure timeline beginning with the February 15 deadline. Seewww.nmc.edu/hr. Click on Policies

3. FUNDINGFaculty and Staff:Professional Development Funds. Academic area or departmental professional development fundsare available for use by all members of the department, or academic area to fund appropriateprofessional development activities. Individual practices concerning the allocation of travel funds willvary from division to division. Academic area or department travel funds may be utilized for any ofthe activities outlined in the list above of professional activities which are ordinarily approved.The budget for sabbatical leaves, and professional development activities will be established eachfiscal year through the planning and budgeting process.Faculty Only:Sabbatical Pay. Using the current standards of eligibility and application procedures, sabbaticalleaves granted to faculty members will be at the rate of 100 percent of base pay for one semester ofleave to be taken during the faculty member's regular academic year, and 50 percent of base pay fortwo semesters of leave to be taken during the faculty member's regular academic year.Faculty and Staff:Professional Development Activities Funding. Costs of professional development activities will bereimbursed up to the total of reasonable costs for the project. Estimated costs must be provided andapproved according to the normal approval process prior to the project. Documentation of expensesand a summary of the project must be provided within 30 days of the end of the project.The individual will normally be expected to pay for textbooks, course materials, and applicable feeswhen taking college courses. Evidence of successful course completion must be submitted to theexecutive officer within 30 days of the end of the course.Faculty Only:Written application for professional development activity funding shall be submitted to the Center forInstructional Excellence (CIE) well in advance of the proposed activity.Staff Only:Written application for professional development activity funding shall be submitted to theappropriate executive officer well in advance of the proposed activity.NMC Four-Year College and University Scholarship Program for Regular Staff at NorthwesternMichigan College. The purpose of this is to provide tuition and fee assistance annually to regularstaff at Northwestern Michigan College who attend the NMC University Center or another accreditedfour-year college or university. To be eligible, an applicant must be a regular staff member atNorthwestern Michigan College and pursuing courses or an advanced degree/certificate. Letters ofsupport from colleagues and/or supervisors are encouraged. Eligibility does not guarantee thatassistance will be awarded. To obtain the form, contact Human Resources.

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Staff Only:

4. FLEX TIME/RELEASE TIMEStaff may request flex time (a revision in work hours) or release time (a release from workequivalent to the time spent) for professional development activities. Release time may be grantedfor those activities which are directly applicable to the needs of the job, the department, and/or theCollege.Staff members engaging in professional development activities as part of their own professionaldevelopment initiative may occasionally need to attend such courses during normal working hours.Where possible, supervisors are encouraged to facilitate flexible scheduling in order toaccommodate those needs. It is recognized that these arrangements should not compromiseservice and availability to students. Details are described in the Flexible Work Options policy D-757.00 and procedure D-757.01 on the Human Resources website at www.nmc.edu/hr and click onPolicies.

5. PROFESSIONAL DEVELOPMENT PRIORITIESBy November 1 of each year, the president of the College will make a statement detailing theinstitutional needs and priorities of the college for professional development.The Director of Human Resources or designee has the authority to make an exception to thisprocedure, in consultation with the appropriate executive staff member.

Revised on 3/30/07; 11/20/09

Authorized on 2/27/01

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NMC Employment Opportunitiesnmc.edu /about/employment/index.html

About NMC >

Employment

More information

Northwestern Michigan College is a great place for employees to learn, develop their potential, andimprove their quality of life — while helping to serve the people, organizations and businesses throughoutthe Grand Traverse region. More than 50,000 learners are served annually; a feat made possible becauseof our talented and dedicated faculty and staff. We are committed to hiring individuals who value highereducation and its impact campus-wide and throughout our communities.

If you believe you’re a good fit for Northwestern Michigan College, please follow the link below:

Apply for open positions at NMC »

For assistance with the application process, contact:

Non-Discrimination Policy Notice

Northwestern Michigan College is committed to a policy of equal opportunity for all persons and does notunlawfully discriminate on the basis of race, color, national origin, religion, disability, genetic information,height, weight, marital status or veteran status in employment, educational programs and activities andadmissions. Read more at nmc.edu/nondiscrimination.

Michigan Law requires that a person with a disability or handicap requiring accommodation foremployment must notify the employer in writing within 182 days after the need is known.

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Imogene Wise Faculty Excellence Awardnmc.edu /departments/cie/imogene-wise-award.html

Departments >

Center for Instructional Excellence >

Imogene Wise Faculty Excellence Award

Faculty Excellence Award Nominations »

Nominate an instructor who has made a real difference in your educational journey by filling out this form »

2014 RECIPIENT:

LISA BLACKFORD

In nominations, students said of their social work and psychology teacher:

"The professor can sense when students are having ahard time and figures out how to convey the material.The professor also holds study sessions before everytest in case anyone needs extra practice with thematerial."

"This instructor encourages students to enter into livelyconversations about the subject material. EVERYONE isencouraged to participate."

"The teacher brings so much enthusiasm to class!Between class, Moodle, and emails, I feel that I amactually a big part of the class rather than just anotherstudent."

"She is truly a passionate, caring, intelligent professorthat has made a difference in the lives of so manypeople! She does everything she can to engage with herstudents."

About the award

Initiated by a contribution from longtime NMCbenefactors Harold and Imogene Wise in 1970 and first awarded to a full-time faculty member in 1971.Chosen by a student selection committee, award criteria includes teaching excellence, rapport withstudents, innovation in the classroom and a sense of dedication.

Past recipients

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2013: Sonja Olshove2012: Kristy McDonald2011: Dr. Blake Key2010: Steve Drake2009: Dr. Amjad Khan2008: Connie Jason2007: Dr. Keith Overbaugh2006: Mark Nelson2005: Johnathon Mauk2004: Michael Jacobson2003: Sean Ruane2002: Mike Surgalski2001: Sonja Olshove2000: Doug Domine1999: Mary Quinn1998: James Press1997: William Faulk1996: Richard Cookman1995: Adam Gahn1994: Debra Pharo1993: Martin Trapp1992: James Coughlin

1991: John Tanner1990: Allison Shumsky1989: Walter Ross1988: Jay Beery1987: Eric Wildman1986: Hettie Molvang1985: Lyle Bradford1984: Philip DeMarois1983: Dick Minor1982: Roy Terdal1981: Robert Rudd1980: Jim Spenceley1979: Arlo Moss1978: William Skinner1977: Jerry Sullivan1976: Ken Rose1975: Walter Holland1974: Larry Buys1973: Kay Donnelly1972: Jim Spenceley1971: Bill Long

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Adjunct Faculty Excellence Awardnmc.edu /departments/cie/adjunct-faculty-award.html

Departments >

Center for Instructional Excellence >

Adjunct Faculty Excellence Award

Faculty Excellence Award Nominations »

Nominate an instructor who has made a real difference in your educational journey by filling out this form »

2014 Recipient:

JULIE PUCKETT

In nominations, students said the following about their Math instructor:

"I told her that I was incapable of learning Math. Shewas quick to make me change my mind. She got soconcerned over the fact I had it in my head I could notlearn math that it was at that moment I knew she was ateacher who actually cared about her students, and Iended up receiving a 4.0 in both semesters."

"This instructor had time before and after class for meand arranged to meet with me on campus outside ofoffice hours. This instructor returned calls even onSaturday and Sunday and email responses wereanswered within a day."

"This instructor always shows up to class with a smileand a positive attitude. This instructor encourages everystudent to do their best and shares the excitement oflearning a subject that can be very challenging formany."

About the award

Created in 1999 as a companion to the Imogene WiseFaculty Excellence Award. Chosen by a studentselection committee, award criteria includes teaching excellence, rapport with students, innovation in theclassroom and a sense of dedication.

Past recipients

2013: Jim Szczechowski

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2012: John Biolchini

2011: Mark Holley

2010: Lisa Blackford

2009: Gary Sanborn

2008: Stephen Lockman

2007: Jason Teichman

2006: Karl Sporck

2005: Peter Baumeler

2004: Ted Reese

2003: Jerry Gates

2002: Jerry Dobek

2001: Regis McCord

2000: Susan Odgers

1999: Gregory LaCross

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NISOD awardnmc.edu /departments/cie/nisod-award.html

Departments >

Center for Instructional Excellence >

NISOD award

PAST RECIPIENTS

2013: Sue DeCamillis, Nancy Gray, Kristen Salathiel

2012: Diane Owens, Kathryn Fischer

2010-2011: Stephen Siciliano, Diane Emling, Garyn Roberts, Jane Zlojutro, Linda Rea

2009: Doug Domine, Jeff Straw

2008: Mary Jo Elliott, Keith Overbaugh

2007: Scott Goethals, Bob Rodriguez

2006: Tamella Livengood, Mark Nelson

2005: Stephen Drake, Deirdre Mahoney, Mark Puchala

2003: Caroline Schaefer, Anne Patrick

2002: Tom Auch, Margery Taylor

2001: Michael Emerson, Sherry Howard, Connie Jason, Michael Torre, Linda Walter

2000: Alison Collins, Diane Emling, Tom Gordon, Jim Press, Mary Quinn, Laura Schmidt, JackieShinners, Jim Valovick

1999: Lynne Harris, Gary Klotzbach, Ken Marek, Marty Trapp

1998: Joan Berg, Ann Cook, Jill Hinds

1997: Claudia Bailey, Laurie Chesley, William Faulk, Bronwyn Jones, Jean Rokos, BarbaraTatarchuk

1996: Jim Coughlin, Dianne Keelan, Gordon Niemi, Bruce Mann

1995: Richard Cookman, Robert Dederichs, Lucy House, Keith Kelly, Regis McCord, MeganRoberts, Ken Rose, David Terrell

1994: Linda Anderson, Karen Howie, Debra Pharo, Don Rodriguez, Marty Trapp

1993: Sallie Donovan, Kathleen Duncan, Adam Gahn, Bronwyn Jones, Mary Ann Linsell MaryNorris, Robert Rudd, Mary Vanderkolk

Prior to 1993: Adam Gahn, Mickey Grooters

About the Award

NMC is one of more than 700 community college members of NISOD, the National Institute for Staff andOrganizational Development. Affiliated with the University of Texas at Austin, NISOD has made theteaching excellence awards to faculty at member institutions since 1989. Nominees are judged on criteria

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including commitment to learning, professionalism and relationships with both students and colleagues.

2014 Award Winners

Five NMC faculty and staff members won NISOD awards in 2014: communications instructors Judy Chuand Janet Lively, humanities instructor Mella McCormick, science/math instructor Nicholas Roster andWriting Center coordinator Megan Ward.

Judy Chu joined the faculty in 2001 after two years as an adjunct. She was commended for bothher classroom instruction and her leadership on a curriculum committee focused on designingcoursework for NMC's most academically challenged students.

Janet Lively joined the faculty in 2010 after five years as an adjunct. Megan Ward joined the NMCstaff in 2008. She has also taught as an adjunct since 2009. Lively and Ward were cited jointly fortheir work co-directing NMC's first-year writing program, which offers more than 100 sections ofEnglish per year.

Mella McCormick joined the faculty in 2008. She was noted for her work creating new hybridcourses that take the best of the traditional face-to-face format and combine that with the best of theonline format.

Nicholas Roster joined the faculty in 2007 after two years as an adjunct. He was commended forbeing at the forefront of using new teaching and assessment techniques that are shown to bebeneficial to student learning.

2014 Recipient Statements

Judy Chu

Learning is a path we walk, in class or on committee. While we strive for insight, the path is uneven: wewander, get stuck, puzzle through, fall back, inch forward. I’m inspired to walk with my students andcolleagues. Learning happens not in spite of stumbling, but because of it.

Janet Lively

Teaching is about relationships, and what we all want in any relationship is to be taken seriously. When werespect out students’ time, when we consider their ideas seriously, teachers lay the foundation forrelationships that foster serious learning.

Mella McCormick

The greatest reward of my work comes from showing students how the study of philosophy cansignificantly impact one’s life. My teaching philosophy begins with the principle that the quality of one’s lifeis determined by the quality of one’s thinking; as a result, my teaching obligation extends beyond merelysharing my knowledge with students, it aims at penetrating and enlightening the student’s mind.

Nick Roster

I am motivated by student success. I truly believe that if you put most of the learning responsibility in thestudent's lap, they will rise to the challenge and exceed your expectations. Believe in your students andthey will start to believe in themselves.

Megan Ward

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The real excellence I see demonstrated daily is in the students who work in our Writing and ReadingCenter. In working with their peers to explain difficult concepts, I see these students beginning tounderstand the great things that happen through teaching. And I see them walk away from thoseencounters saying how fulfilling it is to help and how much they also learn.

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Foundation Awardsnmc.edu /about/foundation/about-the-foundation/awards/index.html

Foundation >

About Us >

Awards

Award Programs

The NMC Foundation prides itself on being in the top 20 of Community College Foundations nationally.

The Foundation has been recognized by several national organizations and supports excellence within theNMC community as well. Follow the links below to learn more about the Foundation's performance andabout those we've recognized for their service to NMC.

CASE Circle of Excellence for Overall Performance in 2012 and 2007 »

Bellwether Award Finalist; Community College Futures Assembly in 2011 »

2011 Council for Resource Development - Campus Impact Award– Fundraising Professional of the Year: Kathleen Guy, PhD, CFRE

2009 Council for Resource Development - Campus Impact Award– Outstanding Volunteers: Bruce Byl & Susan Sheldon

2009 Paragon Award – National Council for Marketing & Public Relations– Fundraising – Annual Campaign

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155

NMC’s Planning Calendar

©Northwestern Michigan College Revision Date: 11-Jul-2013

Summer (July-August)

Fall (September-December)

Winter (January-March)

Spring (April-June)

NMC Strategic Planning

Begin updating Strategic Plan for next fiscal year

Strategic Plan finalized for next fiscal year & Board Level Goals approved for current fiscal year

Monitor current fiscal year Strategic Plan

End of year check on current fiscal year Strategic Plan and Board Level Goals

Departmental Operational Planning

July 1: Launch (Do) new, current fiscal year Operational Plan A3

Mid-year Check on current fiscal year Operational Plan A3

Continue Do, Check, Adjust on current Operational Plan A3

End-of-year Check on current fiscal year Operational Plan A3

Begin drafting Operational Plan A3 for next fiscal year based on updated Strategic Plan

Align next fiscal year Operational Plan A3’s Feb. 17: Submit next

fiscal year Operational Plan A3 to ORPE via Intranet

Develop Budgets Jan. 6: New Personnel

Requests Due Feb. 14: Personnel

(NZRPBUD) Due Feb. 14: E&G, Capital

and Revenue Budgets Due

Feb. 14: Adjunct, Overload Faculty Projections Due

Finalize next fiscal year Operational Plan A3 based on approved budget and end of year review of current fiscal year plan Ready to launch next fiscal year plan as of July 1st

Individual Planning & Goal-Setting

July 1: Launch (Do) new, current fiscal year individual plan goals

Check & Adjust (if needed) current fiscal year individual plan goals

Check & Adjust (if needed) current fiscal year individual plan goals

June 30: myPDCA Annual Review Form Due to HR

June 30: Next fiscal year individual goals (developed based on Department Operational

Plan A3) due to HR

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______________________________________________________________________________

To: Timothy J. Nelson, President

From: Vicki Cook, VP Finance and Administration

Date: October 8, 2014

Subject: Revised Budget Model

The proposed Compensation Implementation Plan costs have been incorporated into the attached

budget model. The revenue assumptions are conservative and will change as we get closer to

developing the proposed budget. Tuition changes have been moderate throughout the past years

and similar increases have been built into the future years.

Major revenue assumptions presented in this model include:

Tuition increases - 3% to 4% in future years

Enrollment – changes are flat

Property Tax - flat

State Appropriations – flat

In addition, the budget model includes a $250,000 reduction in personnel costs in both FY16 and

FY17 through attrition, retirements, reduced replacements, as well as improved class

efficiencies. This model also includes a $500,000 transfer to the Plant Fund.

MEMO

Administrative Services

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Northwestern Michigan College

Budget Model: Projected FY14-FY18

General Fund-Only

Proposed Proposed Proposed Proposed

future years 3%/4%FY14 FY15 FY16 FY 17 FY 18

Budget Budget Budget Budget Budget

Revenue

Tuition & Fees 23,534,930 23,630,086 24,195,926 24,837,176 25,367,721

Marine Technology - net 135,267

Property Taxes 9,309,578 9,464,797 9,427,346 9,521,470 9,616,534

Local Sources 32,844,508 33,230,150 33,623,272 34,358,646 34,984,256

State Sources* 8,838,600 9,094,919 9,094,919 9,094,919 9,094,919

Federal Sources 524,000 524,000 524,000 524,000 524,000

Private Sources 277,000 345,000 345,000 345,000 345,000

Investment Income 358,000 274,000 274,000 274,000 274,000

Other Sources 310,450 298,250 298,250 298,250 298,250

Total Revenues 43,152,557 43,766,319 44,159,441 44,894,815 45,520,425

Expenditures

Salaries and Wages _ Curr. Emp. 21,166,326 21,095,215 21,445,186 21,730,524 22,300,231

Benefitsr_Curr. Emp. 8,923,983 9,070,942 9,471,430 9,844,125 10,239,099

S&B changes not included in HR budget

71 Purchased Services 2,161,469 2,146,843 2,168,311 2,189,995 2,211,894

72 Supplies & Materials 2,916,909 2,826,561 2,854,827 2,883,375 2,912,209

73 Internal Services 78,990 87,940 88,819 89,708 90,605

74 Other Expenses 1,603,981 1,632,958 1,649,288 1,665,780 1,682,438

75 Institutional Expenses 1,727,379 1,732,229 1,749,551 1,767,047 1,784,717

76 Maintenance & Renovation 1,201,799 1,370,459 1,384,164 1,398,005 1,411,985

77 Events/Trvl/Prof. Devel. 725,813 711,630 718,746 725,934 733,193

79 COAT 307,265 260,338 262,941 265,570 268,226

Capital Plant Funding 999,650 1,099,647 999,647 999,647 652,950

Total Expenditures 41,813,564 42,034,762 42,792,910 43,559,710 44,287,548

Transfers 1,302,596 1,155,502 1,708,573 1,708,573 1,707,574

Revenues Over (Under) Expenses 36,398 576,055 (342,042) (373,468) (474,697)

Carry (Forward) or Use 576,055 234,013

Net over or (Under) 36,398 576,055 234,013 (139,455) (474,697)

10/8/2014

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Benefit Renewal 2015 This summer Human Resources in conjunction with our benefit consultant, Ballard Benefit Works, conducted an extensive bid process in compliance with P.A. 106 of 2007, Public Employees Health Benefit Act, which resulted in four qualified bids.

The chart below summarizes the expected costs provided by the various vendors.

PH-Current PH - Renewal BCBSM HAP/ASR UHC/UMR

Fixed Costs $ 630,888 $ 669,603 $ 633,630 $ 578,265 $ 723,781 Agent Fee $ 59,500 $ 59,500 $ 37,323 $ 59,500 $ 59,500 Expected Claims $ 2,875,901 $ 3,047,037 $ 2,634,629 $ 3,069,810 $ 3,508,631 HSA Seeding $ 415,000 $ 431,600 $ 431,600 $ 431,600 $ 431,600 Taxes/Fees $ 70,989 $ 59,233 $ 63,671 $ 59,432 $ 63,272 Total Expected $ 4,052,278 $ 4,266,973 $ 3,800,853 $ 4,198,607 $ 4,786,784

Benefits Advisory Committee is reviewing the vendor options, plan design and employee contributions and will generate a recommendation for Board approval at the October 27th regular meeting.

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1

Pay Implementation

The goals of this implementation strategy are to transition the timing of compensation changes to January in a way that:

Addresses concerns about the “compressed pay” concept (may be difficult on personal budgets when pay goes

up and down, could feel like a pay cut every July, could create a lot of extra work for payroll, etc.)

Addresses concerns regarding tax and retirement implications

Incorporates the recommendations of the Compensation Review Work Group

Overall, this strategy:

Shifts from the current July 1-June 30 pay calendar to a January 1-December 31 pay calendar going forward (This

is the suggestion that many of you made during the small group discussions)

Integrates pay increases that were targeted in the budget but not allocated the first 6 months of this FY into

next calendar year pay without the “up and down” of the compressed pay option

Avoids negative impact on retirement

Smooths the annual budget impact of implementing new scales proposed by the Compensation Review Work

Group

Note: Some have suggested providing a lump sum for the first half of this fiscal year, preferably in December to avoid

negative tax impact. We explored this option and are not recommending it because of the significant administrative

burden it would create. At the same time, it’s important to address concerns about tax impact. While it’s difficult to

predict precisely the effect on an individual of having the 6 month portion of the raise in this calendar year as opposed

to next calendar year because withholdings vary widely, generally it is probably fair to say that the impact is minimal.

On the other hand, the benefit of spreading an increase over 12 months as opposed to a lump sum is clear for tax

purposes. Simply: Payroll tax is calculated based upon annualizing the gross of that particular check. When you have a

lump sum it calculates salary as if that lump sum will be part of every check and it therefore may adjust the percent

withheld to correspond with the IRS withholding rate for that annualized gross.

Alternatively, when we have an even salary throughout the entire tax year, tax with holdings are based each check on

the annual amount.

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2

Staff: Background: The Work Group recommended a simplified and consistent structure across all Administrative,

Professional, Technical/Paraprofessional, and Support staff positions.

Staff positions have also been reclassified on a point factor system and were benchmarked using the following data

sources:

College and University Professional Association for Human Resources (CUPA-HR)

Michigan Community College HR Association

CompData Higher Ed

The data was then aligned with NMC positions and the following salary scales were drafted:

"Learning" "Experienced" "Wise" (stipend amount)

Grade Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

7 $ 25,867 $ 26,557 $ 27,266 $ 27,994 $ 28,741 $ 1,437 $ 2,874

8 $ 28,480 $ 29,240 $ 30,020 $ 30,821 $ 31,644 $ 1,582 $ 3,164

9 $ 31,355 $ 32,192 $ 33,051 $ 33,933 $ 34,839 $ 1,742 $ 3,484

10 $ 34,521 $ 35,442 $ 36,388 $ 37,359 $ 38,357 $ 1,918 $ 3,836

11 $ 38,007 $ 39,021 $ 40,062 $ 41,131 $ 42,230 $ 2,112 $ 4,223

12 $ 41,845 $ 42,962 $ 44,109 $ 45,286 $ 46,494 $ 2,325 $ 4,649

13 $ 46,070 $ 47,300 $ 48,562 $ 49,858 $ 51,189 $ 2,559 $ 5,119

14 $ 50,722 $ 52,076 $ 53,466 $ 54,893 $ 56,358 $ 2,818 $ 5,636

15 $ 55,844 $ 57,334 $ 58,864 $ 60,435 $ 62,049 $ 3,102 $ 6,205

16 $ 61,483 $ 63,124 $ 64,809 $ 66,539 $ 68,314 $ 3,416 $ 6,831

17 $ 67,691 $ 69,498 $ 71,353 $ 73,257 $ 75,212 $ 3,761 $ 7,521

18 $ 74,526 $ 76,515 $ 78,557 $ 80,654 $ 82,807 $ 4,140 $ 8,281

19 $ 82,052 $ 84,242 $ 86,490 $ 88,798 $ 91,169 $ 4,558 $ 9,117

20 $ 90,337 $ 92,748 $ 95,223 $ 97,764 $ 100,374 $ 5,019 $ 10,037

Note: Job descriptions are still being reviewed, so there may be some refinements regarding which positions fall on each

pay level. If you have concerns, please talk with your supervisor.

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3

Implementation To implement the new timing and new scales, it is recommended that pay adjustments occur in the following ways on

January 1, 2015:

Status Pay Adjustment # of People (approximate)

Below the scale Choose the greater of:

Calculate the difference between the employee’s current salary and Step 1 on the scale.

Multiply the difference by 110% to calculate the total pay adjustment

Example: Current salary is $30,000. Level 1 of the new scale is $32,000. The effective salary January 1 is $32,200

Alternatively, if a 3% percent increase is greater than the adjustment above, the flat percent will be applied.

Example: Current $31,500. Level 1 is $32,000. Previous calculation would result in $32,050. However, the flat 3% would result in a salary of $32,445 Rationale: Getting individuals who are below the scale to within the scale is a critical first step in implementing the recommendations. This solution will get everyone within the scale and will help level out costs through the implementation period.

87

Within the “Learning” zone

Flat 3% base increase

Rationale: We have historically adjusted scales approximately 2% per year This provides 1% (for the half year July-December) and the 2% for next year. This moves everyone within the scale.

23

Within the “Experienced” zone

The lesser of a flat 3% base increase or move to Step 5 Rationale: We have historically adjusted scales approximately 2% per year. This provides 1% (for the half year July-December) and the 2% for next year. However, this caps individuals who are close to the market target, level 5, by moving them to that rate.

27

Within the “Wise” zone

Salary frozen at current level until criteria are developed and placement in this zone is confirmed appropriate according to the criteria Rationale: The salary is already above target market, and we have not yet developed clear criteria for pay above Step 5. That task is targeted for completion by June 2015.

27

Above scale Salary frozen at current level until the scale adjustments catch up with the current salary.

14

Financial impact: The following data outlines the general fund financial impact over the next 4 fiscal years and assumes no change in

staffing levels, 2% scale adjustments and staff progressing through the levels/zones.

2015 2016 2017 2018

Total $ 7,695,524 $ 8,104,750 $ 8,427,839 $ 8,673,571

Increase $ 206,642 $ 409,226 $ 323,090 $ 245,731

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4

Faculty: To implement the new timing while mitigating the impact to employees, it is recommended that pay adjustments occur

in the following ways on January 1, 2015

Adjust the scale to align with 2013-14 benchmark results indicating a 1.6% scale change.

Adjust the scale an additional 1.86% (equivalent to ½ step)

Award 1 step in January 2015

Rationale: Provides the scale change as indicated by the faculty benchmark survey and the annual step adjustment. In

addition, the scale adjustment equal to ½ step mitigates the impact on employees of the transition to a January 1,

adjustment date.

Faculty Scales: The table below illustrates the changes in the scales under this proposal

7/14-12/14 1/15-12/15 (Scale adjusted 1.6% +.5 step)

Step Salary Step Salary

1 $ 41,673 1 $ 43,128

2 $ 43,222 2 $ 44,730

3 $ 44,827 3 $ 46,392

4 $ 46,495 4 $ 48,116

5 $ 48,222 5 $ 49,904

6 $ 50,011 6 $ 51,758

7 $ 51,874 7 $ 53,681

8 $ 53,799 8 $ 55,676

9 $ 55,798 9 $ 57,745

10 $ 57,869 10 $ 59,891

11 $ 60,024 11 $ 62,116

12 $ 62,251 12 $ 64,424

13 $ 64,565 13 $ 66,818

14 $ 66,963 14 $ 69,301

15 $ 69,453 15 $ 71,876

16 $ 72,034 16 $ 74,547

17 $ 74,707 17 $ 77,317

18 $ 77,484 18 $ 80,190

19 $ 80,360 19 $ 83,170

20 $ 83,348 20 $ 86,255

Financial Impact: The following data outlines the general fund financial impact over the next 4 fiscal years and assumes no change in

staffing levels, 2% scale adjustments and annual step progression.

Fiscal Year 2015 2016 2017 2018

Total $6,908,034 $7,220,385 $7,477,726 $7,736,854

Impact $132,603 $259,172 $254,554 $262,684

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5

Adjunct To implement the shift in timing and start implementing the Work Group pay recommendations, the following

adjustments will be made:

For adjuncts teaching only fall semester 2014, a one-time payment in the amount of $60 dollars will be paid.

Rationale: Based upon past practice (and the correlating survey data) the adjunct scale would be

adjusted 0.6%, which results in a per contact hour difference ranging from $3 to $5. A majority of the

contacts taught are taught at step 10. We have a 24 contact hour max / academic year. So a simple

solution is $5 x 12 contacts = $60.

Step Fall 14 Actual Scale Scale under past practice Difference

1 $ - $ - $ -

2 $ 472 $ 475 $ 3

3 $ 498 $ 501 $ 3

4 $ 527 $ 530 $ 3

5 $ 568 $ 571 $ 3

6 $ 606 $ 610 $ 4

7 $ 652 $ 656 $ 4

8 $ 699 $ 703 $ 4

9 $ 745 $ 749 $ 4

10 $ 785 $ 790 $ 5

Starting in Spring semester (January 2015) implement new 20-step pay structure (below)

Transition existing adjuncts by laddering across to the new scale and then provide a step increase.

New Scale (2015)

1 $ 550

2 $ 567

3 $ 584

4 $ 602

5 $ 620

6 $ 639

7 $ 659

8 $ 679

9 $ 700

10 $ 721

11 $ 743

12 $ 766

13 $ 789

14 $ 813

15 $ 838

16 $ 864

17 $ 890

18 $ 917

19 $ 945

20 $ 975

Transition for existing adjunct faculty

Fall 2014 2015 Per Contact Hour Increase Step Scale Step Scale

1 $ - - $ -

2 $ 472 3 $ 584 $ 112

3 $ 498 4 $ 602 $ 104

4 $ 527 5 $ 620 $ 93

5 $ 568 6 $ 639 $ 71

6 $ 606 7 $ 659 $ 53

7 $ 652 8 $ 679 $ 27

8 $ 699 10 $ 721 $ 22

9 $ 745 13 $ 789 $ 44

10 $ 785 14 $ 813 $ 28

Financial Impact: The general fund financial impact for Fiscal Year 15 is

estimated at $57,700. Future years cannot be

forecasted due to the variability in the year to year

utilization of adjunct instructors.

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Revision Date: October 19, 2012

Northwestern Michigan College

Project Charter for Compensation Systems Review

Date of Charter: October 19, 2012

Title Compensation Systems Review

Goal

Ensure our compensation systems are aligned with the values that are important to our stakeholders (all of our employees, our Board as representatives of the public, and the college as a whole) and are best for the college's future ability to attract and retain the talent we need.

Target project completion date:

In time to apply the recommendation to the fiscal 2014 budget process. Targeting April 12, 2013 for the first public discussion with the Board.

Actual project completion date:

October 2014

Reasons for this project to be done

Last year and again this year, the Board of Trustees adopted the strategic goal, “NMC will evaluate the employee classification and compensation systems and make adjustments as required.” Our current systems were established almost 20 years ago, and they have served the stakeholders well during this time. However, our world, our operating environment and our industry sector are significantly different than they were. It is therefore incumbent upon us to ask whether the current systems are appropriate to meet our needs and the NMC values as we go forward.

Do they support and incent the organization’s values?

Are they sustainable long term?

Do they fit the world as we see it developing?

Process Policy requires we use Mutual Gains. The basic components of the process will include:

Identify/clarify interests and values

Evaluate current systems in light of shared interests/values; then, if necessary…

Identify additional options to address interests and values

Analyze options

Develop recommendation Mutual Gains is a collaborative process involving open communication, active listening, and creative problem-solving.

Project Deliverable A recommendation with a well-researched rationale. This recommendation could suggest:

No changes

Some modifications to the current system

A completely different approach

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Revision Date: October 19, 2012

Success Criteria

The recommendation has support across all stakeholders

Project Monitoring and Communication

The work group will be responsible for developing a communication plan that provides:

Regular updates on progress

Feedback and input from across the college

Project scope, constraints, and assumptions

The scope of this review is to focus on the process or structure by which we arrive at salary or compensation numbers and develop a recommended methodology aligned with agreed upon values. When analyzing options (Step 4 of the draft work plan below), the work group will need to:

Evaluate the sustainability of any proposed methodology using HR-provided salary allocations.

Link methodologies to the classification study outcomes.

Work with individual employee groups to evaluate the methodologies and come to consensus for recommendation for each group.

During the course of reviewing compensation, other related issues may come up that are outside the scope of this project. It will be important for the work group to capture those issues and direct them to the appropriate group to address.

Resources If necessary, monetary and human resources can be available to support this work. For example, the work group may need particular content expertise to adequately research/analyze specific options, or it may need additional resources for data analysis. Individual accommodations should be addressed by the employee, their direct supervisor and their Vice President.

Work Group membership

See page 3

Draft work plan 1. Identify/clarify interests and values This work will begin in the work group.

2. Evaluate current systems in light of shared interests/values Again, this work will probably begin in the work group, but they may decide it would be easier to do in smaller groups e.g. by employee group.

3. (If needed) Identify options to address interests and values The work group might decide to work on this together, or they may decide to break out by employee group.

4. Analyze options This could be done by employee groups at first. If so, at some point it will probably be desirable to bring preferred options back to the work group for further analysis.

5. Develop recommendation This will likely be done by the work group as a whole.

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Revision Date: October 19, 2012

Compensation Review Work Group

The work group is comprised of three members representing each of the employee groups and

four at large members. These groups are:

Faculty

Administrative/Professional Staff

Technical and Para Professional

Support Staff

Maintenance/Custodial

Executive Staff

Work Group Membership

Crystal Bailey

Aaron Cook

Lisa Cooper

Marguerite Cotto

David Crawford

Sue DeCamillis

Sam Foster

Cheri Garvin

Nate Glidden

Mella McCormick

Tim Nelson

Susan Odgers

Jim Press

Jean Rokos

Jackie Schenk

Gary Schettek

Craig Shattuck

Stephen Siciliano

Heather Somero

Cathlyn Sommerfield

Dan Yeider

Facilitators:

Aaron Beach and Linda Racine

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Date: October 19, 2012

Operating Principles

The Compensation Systems Review Work Group adopted the following operating principles: i

Shared purpose. There will be varying opinions about how to accomplish our goals, but we

will need a common starting point that is recognized and accepted by all.

Developing trust. Without trust there can be little cooperation. If trust is missing, then a commitment to work toward building trust is essential, recognizing that it takes time to develop.

Respect. People feel respected when everyone listens, when their ideas are taken seriously. To promote respect, it is also helpful to distinguish between an action which causes a problem and the person who did the action. Criticizing the act, not the person, expressing concerns without blame, help build an atmosphere of respect.

Cooperation. Mutual gains is a process of synthesis, not competition. An attitude of helpfulness and support builds cooperation. It is a shared responsibility in finding solutions to all concerns. The best decisions emerge through an open and creative interplay of ideas.

Resolving conflict. There is going to be disagreement. Using differing points of view as a catalyst for discovering creative solutions and for developing a better understanding of each other is needed.

Active participation, open communication. Everyone’s opinions and ideas are valuable. Speaking up, sharing points of view as well as engaging/listening to co-workers and bringing concerns back to the group will be vital to this work.

Patience. Consensus cannot be rushed. Often, it functions smoothly, bringing effective, stable results. Sometimes, when addressing difficult issues, consensus requires more time to allow for the creative interplay of ideas. During these times, patience is more effective than tense, urgent behavior. Consensus is possible as long as individuals continue to act patiently and respectfully.

Seek to inform ourselves and the college.

Be prepared. We will do our homework.

i The first seven were adapted from On Conflict and Consensus: a handbook of Formal Consensus Decision

making by CT Butler and Amy Rothstein. They reflect standard practice in consensus or collaborative decision-making models.

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Mutual Gains Process

What is it?

How does it work?

169

Over the next few months, we will be evaluating our current compensation systems using a process called Mutual Gains. Today we will explore:

•What is a Mutual Gains process? How does it work?

•How will NMC use this process to evaluate and, if necessary, recommend changes to our current compensation systems?

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Mutual Gains—what is it?

It is a process by which we collectively work to identify interests and work for a mutually agreed upon solution through consensus

building

171

How does it work?

First:

It focuses on interests, values, goals rather than positions.

172

What’s the difference between interests and positions?

The classic story…

Two sisters were fighting over an orange:

It’s mine!

No it’s mine…you got the last one!

No, I didn’t…YOU did! You ALWAYS get your way!

173

Mom finally had enough. She cut the orange in half…..

One sister ate the fruit and threw away the peel.

The other sister grated the peel for a cake she was making and threw away the fruit.

174

The obvious moral…

• When the sisters were focused on positions (what should happen, who was more deserving, etc.) they were stuck in a power struggle.

• When it was resolved by compromise; each gained a little, each lost a little.

175

The obvious moral…

• If they had asked about interests (Why is the orange important to you? What are your goals?) they could have done some creative problem-solving, and they would have achieved mutual gains.

176

Position vs. Interest Based

Position-based Interest-based

Starting Point

•Identify Problems •Develop Positions

•Identify issues •Clarify the issues

Strategy •Defend positions, entrench in positions, discredit your opponent’s position •Use power and manipulation •Make incremental changes to positions through counter proposals

•Identify Interests

•Develop options that address interests

Solution •Defer to the more powerful or concede to middle ground

•Problem solve a solution •Reach consensus

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Effective Behaviors…

• Active Listening/Good Communication

• Focus on the Problem

• Ask Open-Ended Questions

• Informal, Open Exchange

• Paraphrase, Summarize Often

• Be Flexible

• Align Expectations with what is Achievable

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So what will the process look like?

Clarify the Issue

•Why are we talking about compensation?

•Why now?

Identify, clarify interests

•What are our values, interests, around compensation?

•Get feedback across campus

Evaluate current compensation

•Does it address all shared values, interests? If “Yes,” we’re done. If “no” or “maybe not”….

Brainstorm Options

•May work in small groups first

•Evaluate options in light of values, Interests

•Build on, combine options

Build a consensus option

•Develop option that best addresses shared interests

•Review with campus community

•Refine as needed.

A work group comprised of members of the various employee groups will…

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What do we mean by consensus?

Consensus does not mean that everyone agrees with every detail, but that we can support the decision because:

• We believe we were heard and our concerns taken seriously

• The decision was reached fairly and openly

• It appears to be the best possible solution to address all shared interests or concerns

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How will we build consensus? Shared

Governance, Employee Councils

•Provide input, feedback

•Engage constituents

HR, Business Office

•Provide information, data for analyzing proposal

Employees

•Provide input, feedback through Council or Work Group representative

Board of Trustees

Proposal Work Group

develops, refines proposal based on input, feedback and

analysis

• Provides input, feedback through President

Through multiple iterations of drafting and analyzing options, asking for and listening to feedback, the Work Group will refine the proposal until consensus is reached.

181

What if we can’t reach consensus?

We will continue to clarify the remaining shared interests or concerns and challenge the group to find creative ways to address them

182

What is our timeline for completion?

Our target is have a consensus proposal ready for Board approval in December.

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Mission, Vision & Valuesnmc.edu /about/mission-vision-values.html

Northwestern Michigan College was the first comprehensive community college chartered in the State ofMichigan. Since its founding in 1951, NMC has provided quality, affordable access to higher education forlearners of all ages and backgrounds. NMC is integrally woven into the economic, social and cultural fabricof the region, providing leadership and support for key initiatives that shape our communities and prepareour learners for rich and meaningful lives.

Mission

Northwestern Michigan College provides lifelong learning opportunities to our communities.

(NMC Board Policy C-100.00)

Vision

NMC will be the resource of choice for higher education, lifelong learning and cultural experiences. NMCwill be an essential contributor to quality of life and a vibrant economy. We will demonstrate collaborativeand inventive approaches to education and training for liberal studies, careers, interests and emerginglearner markets.

(NMC Board Policy C-101.00)

Values

Our individual and collective efforts create the legacy of NMC. In order to achieve our mission, we areindividually committed and responsible to live these values:

Learning is at the center of all we strive to achieve. It is the foundation upon which an enlightenedcitizenry and a dynamic community are built and is a lifelong process in which we are all engaged.

We will continuously improve the learning experience and its global relevance to those we servethrough innovation, agility and thoughtful risk-taking.

Our actions are governed by the highest degree of ethics, integrity and personal responsibility,exhibited through transparency, openness and trust.

We each will practice responsible stewardship for the human, physical, financial andenvironmental resources entrusted to our care.

Each of us will strive to exceed expectations for quality and service in all that we do.

We value all people and will invest in their personal and professional growth and development.

We will exhibit foresight by monitoring the changing world around us and taking actions today thatprepare us to meet future needs of our communities.

We will seek others who share our vision and values, and collaborate with them on behalf of ourcommunities.

(NMC Board Policy C-102.00)

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Purposes

To meet our mission, we are fully engaged in each of the following purposes, with the result that ourlearners meet their goal(s) of being college-ready, transfer-ready, career-ready and ready for lifelong-learning:

Associate degree, certificate and transfer education in liberal arts and sciences, and occupationalstudies

Career/occupational education and workforce development

Bachelor degrees in select programs

Cultural and personal enrichment

Baccalaureate and graduate program facilitation

Regional economic development

(NMC Board Policy C-103.00)

Strategic DirectionsIn order to accomplish NMC's stated Mission, Vision, and Purposes, organizational activities focus onachieving the following strategic directions and demonstrating competence in Institutional EffectivenessCriteria.

1. Ensure that NMC learners are prepared for success in a global society and economy.

2. Establish national and international competencies and provide leadership in select educationalareas connected to the regional economy and assets:

Advanced Manufacturing

Arts and Culture

Entrepreneurship and Innovation

Fresh Water

Health Care

Renewable Energy and Sustainability

Value-Added Agriculture

3. Deliver learning through a networked workforce.

4. Establish lifelong relationships with learners.

5. Transcribe most learning to establish credentials of value.

Institutional Effectiveness Criteria

1. Scholarship, Enrichment and Workforce: Helping Students Learn

2. Partnership:

1. Economic Development and Community Involvement

2. Building Collaborative Relationships

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3. Champion:

1. Understanding Student and Stakeholder Needs

2. Supporting Organizational Operations

4. Culture: Valuing People

5. Operations:

1. Leading and Communicating

2. Measuring Effectiveness

3. Planning Continuous Improvement

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Value/Interest Why it’s important

Longevity

Leads to greater expertise which benefits learning

Greater institutional knowledge

We’ve invested in this person (e.g. through professional development). Provides return on that investment.

Provides stability of talent

Provides mentoring capacity

People may come in with a long term vision. Not focused on short-term gain.

External value to the community by seeing the same people here

Builds on NMC’s value of Lifelong Learning

People can make this a place for long-term professional careers (helps recruitment)

Market place Equity Comparable to outside the college

It’s who you’re competing with for employees

Establishes fair wage

Makes you reputable

Makes you externally competitive, internally equitable

Peer Equity Comparable college to college

It’s who you’re competing with for employees

Establishes fair wage

Makes you reputable

Makes you externally competitive, internally equitable

Internal Equity Equal pay for equal work. May also be access to PD, to apply for jobs

If person learns they are getting less, it becomes very discouraging.

Promotes better work environment, greater productivity

Transparency and Consistency

These are fundamental to achieving equity

Growth Increased learning in your job. Adding skills, knowledge.

It values flexibility, change, trying new things

Could be an incentive

As an educational institution, this is what we’re modeling. It’s the core of what we do.

Credentials

Sometimes they are required

Should validate knowledge

Serves as objective way to measure ability

Demonstrates a commitment to the vocation

Gives us external validity

Experience

Reinforces what credentials have allowed you to do-how person has used credentials

Can be as or more valuable than credentials

Saves time and efficiency (e.g. may be able to solve problems quicker because of past experiences)

Brings real world aspects

Reduces orientation time

Experience outside the organization can be beneficial; brings fresh perspectives—different structures, cultures

Leadership skills A compensation system that attracts good leaders is important because

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good leadership makes things run better, creates a good work environment, happier employees, etc. Leaders are often your problem-solvers, innovators. And they prepare the next leader, person to fill their role.

Thoughtful risk-taking It supports change, innovation, growth, progress. It’s important to create an environment that supports risk-taking.

Going above and beyond

It’s a strong value of the college (commitment to quality service, continuous improvement). Going above and beyond is part of everyone’s job.

Social Equity Perception of fairness based on the economy, a public/private comparison, perceived value versus our internal view of value.

It’s been the basis of a lot of conversations in the public and in Lansing (e.g. MPSERS, healthcare).

Performance/Competency

So many depend on you

We’re committed to our stakeholders (students, community) and accreditors

Top performance leads to positive results, growth

Supports enrollment

We’re modeling the learning experience

Makes us competitive against other schools (for students and for faculty, other employees)

Contributes to our reputation

Increases credibility

Increases retention

Achievement of Organizational goals

Central to continuous improvement—if we’re achieving goals, we’re moving forward

Important for sustainability, to ensure continued existence

It’s how we keep our accreditation

Important to remaining current, relevant

When everyone has a part in creating the goals, we have buy-in, investment in achieving those goals

Shared pride

Achievement of Individual goals

Contributes to job satisfaction and retention

Individuals take ownership

Can help you understand if you’re’ in the right place (alignment)

If the college helps individuals identify goals, then celebrates accomplishment, contributes to job satisfaction, retention, etc.

Choice

People value autonomy. People have the creativity to choose what works for them.

Enhances sense of control

It’s dynamic, allows flexibility Not one size fits all. And people’s needs may vary and change.

Formalizing it reduces the perception of inequity

People are more vested because they’ve been able to choose.

Provides additional problem-solving tools for the employee and supervisor

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College‐Wide Participation in the Project 

Full Work Group Meetings  

32 meetings over 2 years   

Staff Work Group Reps Meetings  Staff reps met twice to focus on areas related specifically to staff. 

Faculty Committee Meetings  Faculty Work Group reps, Faculty Council, VP of Ed Services, and the President met 10 times over 10 months to clarify adjunct and regular faculty roles/responsibilities, pay, and other faculty topics. 

Employee Group, Employee Council Meetings  Work Group representatives participated in or organized numerous meetings throughout 2 years to gather feedback and input. 

Intranet site available to all employees  Regularly up‐dated with project documents, meeting notes, draft proposals, etc.  It also provided a way for employees to ask questions. 

Compensation Values Survey, March 2013.    Asked employees for input on the values that are important in pay, benefits, performance/recognition, development/career opportunities, and work life. 

Recognition Survey, August 2013 

 

Asked employees how they would like to be recognized, what would be valuable to them. 

Employee Forum/Town Hall Meetings  Provided updates and opportunities for Q&A  

Opening Conferences  Provided updates  

Small Group Discussions, August 2014  Four meetings open to all employees to gather feedback on pay implementation 

Employee Council and Employee Group meetings September/October 2014  

HR met with Councils then employee groups to communicate/gather feedback on refined pay implementation strategies 

 

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