CHRISTIE WOOD: Good evening. Welcome to the North
Idaho College June 26 Board of Trustees meeting. Would you all join us for
the pledge of allegiance. GROUP: I pledge
allegiance to the flag of the United States of
America and to the republic for which it stands. One nation under
God, indivisible, with liberty and
justice for all. CHRISTIE WOOD: We do
have a quorum tonight. All board members are present. I wonder if Trustee Murray
if you would read our mission statement. BRAD MURRAY: I’d be happy to. North Idaho College meets
the diverse educational needs of students, employers in the
northern Idaho communities it serves, through a
commitment to student success, educational excellence,
community engagement, and lifelong learning. CHRISTIE WOOD: Thank you. Board, have you all
had an opportunity to review the minutes? And if there are
no changes, we’ll accept the minutes as written. All right. We’ll accept them. Thank you. No one has signed up
for public comment. I expect it’s going to be
a short meeting tonight. School’s out for summer. So we will move right into– I’m going to ask Dr. Burns
to do the introduction for Celebrating Success with
the Workforce Training Center. LITA BURNS: Chair Wood,
members of the board, it certainly is
my pleasure to be able to introduce Celebrating
Success to this evening. Because I think it is truly one
of our remarkable successes. And it tells the
story of when you get the right people
in the right positions and you provide them really
quality leadership, what can happen, the good
things that can happen. And you already sort
of had a preview to some of the successes. We were going through
our budgeting processes and learned that the Workforce
Training Center is helping, from a financials
aspect, our general fund here at North Idaho College. But that’s just a part of
the success that is going on at Workforce Training. So it’s a pleasure to
introduce these ladies tonight to talk to you. I think, though, also
I need to mention and why I wanted to
get up to mention this. In some ways, this
is a little bit of a swan song for both of them. This will be their second
to the last day of work, I think, close to it. In that, Kassie is
officially retiring from North Idaho College. Although we talked her
into staying for just a few more weeks after her
retirement to help us out through a transition period. And Patty Shea who has
been an interim for us is– will also be departing
at the end of this month. And they have just both
done such remarkable things. Kassie over the years
from when she started coming in with our
aerospace program and kind of transitioned kind
of to the catch all person, we gave her a number
of different roles here while she was
at the college. And certainly is exiting
as the Dean of Career and Technical Education,
workforce training, outreach centers, dual
credit, and– and anyway, have been credibly
appreciative of the work that she has done here. And thankful to Patti for the
interim work that she’s done. So with that, I’m going
to let them speak. KASSIE SILVAS: Thank you. BOARD MEMBER: Should
we applaud now or wait? That sounded good already. KASSIE SILVAS:
Thank you Dr. Burns. I didn’t bring any tissues,
maybe I should have. Good evening Madam Chair,
trustee members, Dr. McClennon, my fellow friends,
and vice presidents, and everybody out there. This is my last– yeah, I might get
emotional over this. This is kind of neat. I first wanted to
just thank the college for giving me this opportunity. It’s been great. It’s been the best
team in my life. And I’m so proud to
work for this community. So just going to go right there,
I’m going to get way crazy. OK. KASSIE SILVAS: OK. So I’m here to talk about the
Workforce Training Center. And let’s see– Patti, do you want to do the– maybe, how do we– BOARD MEMBER: Alt Tab. KASSIE SILVAS: Is
this the clickie? BOARD MEMBER: Alt Tab KASSIE SILVAS: Alt Tab. Patty, can you come do
the Alt Tab [INAUDIBLE] PATTY SHEA: Alt what? KASSIE SILVAS: Alt Tab. PATTY SHEA: Did I go too far? KASSIE SILVAS: We– we
might be challenged. No– no, that’s not it. BOARD MEMBER: No. AUDIENCE: [INAUDIBLE] BOARD MEMBER: Although, you
could give that presentation, too, if you want. [LAUGHTER] KASSIE SILVAS: There, that one. Ah, there we are. OK. All right. Now we can get along here. So, yes, thank you so much for
trusting in me to represent this college in so
many different ways to our community,
to our students. And a special thank you
to my dear best friend, I call her my sister, for
coming on board six months ago, actually a year ago,
to help out the center with some relationship building,
to come in as an interim to just do some coaching
and healing for the center, and help get us on
the right track. She’s an amazing friend. And she’s done amazing
work over there. So I want to make sure she
knows how much I love her. OK. So what we wanted to show you
were where we were in 2016. We had kind of a dysfunctional
reporting structure. What it was was that all the
employees directly reported to the director out there. There were no hierarchy. There were no accountability,
expectations, clear performance indicators put in front. So we took a look
and said, OK, how do we know we’re
doing well, if we don’t have many key
performance indicators there? I mean, what’s our enrollment? And how many people re-enroll? And how many classes do
we drop because we haven’t planned in correctly– we
haven’t planned correctly for any of this? We had some ineffective
relationships with main campus. We worked in isolation. And we just kind of
existed out there. And everybody did
not look at themself as a bigger picture
of NIC and as a bigger picture of the strategic
goal and as our mission. So we knew that we had
to create some buy in and some ownership out there
and create a real team. So we worked on some coaching
and some team leadership and a lot of retreat
and activities. And we took a real hard look
at the human capital we have. There are approximately
16 full-time people– I’m going to get to
a slide about that– maybe 10 part-time people that
handle over 6,000 students. That is a huge load
for a small team. And they were overburdened
and overworked. And everybody was doing a little
bit of everybody else’s work. Nobody had a clear
delineation of what their role was out there,
and how they could contribute to the greater good. We also looked at
the physical space. And if you get the
opportunity to go out there, we built some more offices. We’re making it more
student-centric. But that was a huge thing, too. People were on
top of each other. And nobody knew about this. And we’re still kind
of hearing that. But we’re getting a
little better at it. We didn’t have any
direct marketing. We had– and nothing against
the college marketing, but what I mean is
each coordinator was kind of making
their own flyers. They were just trying to
get their own word out on an independent way. So in spring of ’17, we started
to facilitate some big change out there. We were coaching leaders. We have coordinators now. We have teams
underneath coordinators. We started creating
buy in and trust. And if you ever look at
really good change models, leadership change
models, the key element to all that big change is trust. If you don’t have trust,
you feel sabotaged. So when we had trust, we were
able to inspire and motivate. And we brought ownership for
the entire center together. And the team started working
together and helping one– each other out. And they trusted the
direction of the leadership and where we wanted to go. And they could see those goals. We brought in a fixer of
the hard stuff, that’s what– the tough stuff
is what we call Patty. She’s pretty good
at just bringing out the elephant in the room and
having those conversations. And so I’m going to let her
talk a little bit about that. And we worked really hard
under Lita’s guidance to work on the relationship
with the college. You’ve got the
Workforce Training Center working very well
with the Parker Center now. And the faculty
out there, they’re working with the
business professions, with Dean Doyle’s
health professions. Everybody’s looking
at themselves as being part of
the bigger picture. And that is starting to create
a really nice one college feel. We also set some goals. We looked at an
organization called LERN, that specializes in
non-credit workforce training models and especially
for community colleges. And we did a program review. We wanted to see if we
were on the right track. The program review came back. President’s cabinet
took a look at it. They endorsed where
we wanted to go. And so we started to
realign everything. We realigned workloads. We realigned an organizational
chart, where we had units. We have a health
professions unit. We have a customized
training unit. We have a community ed unit. We have leaders
of all these units that directly look at their
key performance indicators and decide how
they’re to improve, whether or not they have a
budget with their own margins to hire on more assistance. And just redefined
all the processes, so people weren’t
overlapping on workloads. So a really nice LEAN
model, if you know much about the LEAN
manufacturing model. And the LERN model
definitely reinforced where we are going with the center. So I thought it would
be kind of cool to look at some key
performance indicators. So in 2017, or FY ’17, we
had 204,000 contact hours, ’18, 218, and this
year, about 2– 200– 112. You’re like, wow,
that’s way down. However, our cancellation
rate is far less than it was for
the rest of them. It’s almost half of
what it was in 2017. So we’re making better
decisions about what to offer and make sure
that the cost involved, turn around and fulfill the
expenses with the revenue that we received. And the number of classes
have significantly gone up over the years. But again, a little
less than last year, but we’re doing a better
job with the classes that we choose to offer. And we’re filling them. The other thing that I
thought was interesting is– so this is some of
the KPIs we put in. If we put in a quality score,
where we have people basically on a chart, on a survey,
score whether or not they liked the class and
they’d take it again. And so out of 73 classes
in one particular period, 70 got an above average
rating of 4 or above. In ’17 and ’18, we didn’t
even have those in place. And people were dropping out
of the classes all the time. So now we have a
better idea of why they liked it, why
they didn’t like it, and whether or not
we’d repeat it. So we were just
being more effective with our decision making. We started rethinking. We hired a marketing
coordinator. We redesigned the space,
like I talked about. We have effective workstations. And collaboration with
others definitely increased. So where are we right now. We are– we consider
ourselves very responsive. We are working with some
major employers in town. Can I talk about that? I don’t know if that’s
a secret or not. Which if we get a customized
training contract then, could probably bring
in half of our revenue. So those are the
kind of conversations we’re involved in. And we feel that we’re ready
to step up to the plate and have those big
conversations, because we’re dedicated to a process. And we know what
we’re doing on a– our expectations are very clear. We have diversified. So we don’t focus on one thing. We might make sure
that we always have a diversity of
options in each unit. So if one is starting
to not perform as well, we can lean on the other one. So diversifying was a
really big decision as well. Our Safety Fest–
oh, I was going to– that’s your– oh, I was going
to let Patty talk right now. I forgot. I’m just chatting right along. So Safety Fest, we had
record numbers this year. So 1443 represents the
number of individuals– yeah– that participated
in our free Safety Fest. These are people that
had a positive experience at our Workforce Training Center
on behalf of their employers and went back and has
said good things about us. 73– yeah– were the
number of classes. 60– yeah– were the
number of instructors that volunteered their time. And then 13 major partners
came in for this event for a couple of days. This– this is
how we’re starting to market and get ourselves
out there just a little bit. We’ve done Safety
Fest over the years but on a very small scale. This year was a very big scale. And I’m going to
go ahead and let Patty talk about the team
now, because this is where she’s done a lot of good work. PATTY SHEA: First of all, it’s
been just an honor to do this. I’ve grown so much as a leader. They train me every day. And they’re making
me better every day. So at some point, I’m
going to be really good. One of the things that– when
we talk about being responsive, one of the things that
we really look at is I instituted this, how might we? So whenever anybody has an
idea or a business comes to us, it’s like, well, how
might we do that? Instead of, well, this
is going to be hard. Or we’ve got all
these constraints. It’s like, no. And business is asking lots
of diverse things of us. And I really feel,
as I said before, is we need to respond
to those needs and figure out a way to do it. Because somebody else will,
and we won’t be there. And we want to be
there to serve. So it’s pretty cool. The other thing I want to say
is, it’s all about the team. The team– you know, serving
others is a team sport. And without the team and the
wonderful job that they did, we wouldn’t have any of this. They’re so dedicated
to our students, and to the communities,
and to our businesses. It’s unreal. They would do anything. And we have a
cowbell that we use. So when students
come up and they’ve passed a test or something,
we ring the cowbell. And they get so excited,
because we’re excited for them. So it’s very
personalized out there. So I want to show you a couple
of pictures on Safety Fest. Just again, this is one of
our forklift material handling courses that we offered again. There’s 73– I am going to
leave with you this list. This is the 73, what we got
for scores, what we offer, fabulous, absolutely fabulous. And again, these partnerships,
it’s another way for business and us to connect. And we’re doing this for free. This is all for free. People come to that. They don’t pay a thing. They get all this training. They think NIC’s
fabulous for that. The other thing is a lot
of the business partners that we work with
are prior students. So they’re looking at ways to
give back to the community. The next one’s a little
gory, but it’s made up. So we try to make things
as real as possible. This is called Stop the
Bleed with Kootenai Health. And we actually had part of this
on our Facebook page the day it was going. And everyone [GASP] oh my
god, you can’t show that, because it looks so bad. And it was like, we just made
this up so it makes it real. So that you’re trying to
respond to things that are real. So that’s another
one that we did. I’ll let you talk– you
want– oh I guess I can talk. Apprenticships, Rick and Lita
came out on a Saturday morning to spend some time
with us, trying to find a place
in the parking lot because we have
so many students. So here’s some of
our enrollments. Over the past three years,
that’s 1,236 apprentices. And as you know, as you’ve
talked in the community, we need those people
out in the community. And we’re serving that
need for business. With that group, we serve 89– partner with 89 Idaho
employers, so 89 of them. And we go across the border,
and we’re serving 18 Washington employers. So they’re sending them here. And they like sending them here. They’re very appreciative of it. This is just kind
of a cool story. The gentleman in the middle,
this is his two sons. And he came to us. He graduated– the father
graduated from the plumbing program in 2008 and
started his own business. And these are his two sons. They started in our plumbing
program as teenagers. And they graduated with
their apprenticeship just this last year, so
that’s pretty cool. And I’ll let Kassie– oh, oh, OK. We have a lady that
came through WIOA. And you’re familiar with WIOA,
it’s the Workforce Innovation and Opportunity Act. And so this lady, a
single mom with a son, described herself as very timid. And I want to tell
you what else she said when she started with us. This was her quote. She said, I don’t
even think I can ever get a job at a facility, like
a Kootenai Health or similar. And I’ll probably always
just be a home health aide. And so a lot of
times people come in, we’re their first stop of trying
to get back into the workforce. So before NIC, she was
making $10 an hour. At NIC, in a little
over a year, she got those three certifications. And she started with
one, and then she got her confidence built up. And she said, I can
maybe do another one. And you have a
program coordinator who works directly with her
that says, how do we serve you? Your need is specific to you. How do we get you
where you need to go? So now she’s employed as a
certified nursing assistant at $15 an hour. And she’s thrilled. And she really wanted
to come here tonight, and just couldn’t make
it through her schedule. I’ll let you go with numbers. KASSIE SILVAS: Oh. So we wanted to just show you
some more impressive numbers of where we were in FY
’16 all the way to now. And– and Chris might not agree
with our math, how we did this. But we set a budget for
ourselves of how much we’d like to bring in. In other words, the number
of courses that we’re going to charge
and the training. We were trying to shoot for,
in FY ’16, $1.6 million. We– we were a little ambitious,
because we were just starting to feel a little better. And we didn’t quite hit it. So we were able to look at
a margin of about $89,000. And I don’t want
the community that’s watching us to think
that we’re making profit. We need to reinvest
in ourselves, buying, you know, semi
trucks and things like that, in order to grow and to continue
to serve and to replace things. So $89,000 wasn’t
quite cutting it. FY ’17, we were about 39. And remember I
said spring of ’17 is when things started
to turn around. So you can see what
happened in ’18. And right now, we don’t
have all the numbers in. And we’re guesstimating
about 320 to 350. And interesting,
less students again. But it’s important
to know that we’re more effective with our
decision around that. So now that we have a
model that’s working, we’re looking to take
that model and just continue to grow it and do
some really great things. So, well– there you are. OK. So we’re just– we’re
just super proud. I am absolutely
proud of this team. I’m proud of this college. I’m proud of the
community that we serve. It takes, you know,
it takes all of us to come together
to be more cohesive and service focused
and do everything. They are a highly
effective team. Like I said with 16 full-time
people, the amount of work that they do. We might have 100 part-time
instructors out there. But that’s a lot of– that’s a lot of
things and courses and people to manage
with a small team. And yet they continue to grow
and believe in themselves. And you know, to serve
7,500 students, that’s quite an achievement. They are– and I would like to
thank Patty again personally. And you know, we all love Patty. Everybody loves Patty,
because patty just is a ray of sunshine. But she really came
and helped them realize the tough conversations
and started to bring out the best in everyone. So the interpersonal
skills that they’ve gained from her coaching and
mentoring the last six months are invaluable. And now this team is just
ready to take on anything. They’re looking
forward to the next– to the next director. And they believe that they are
just at the tip of the surface right now. If you talk to each
of them, they’re like, oh, we’re
just ready to go. We’re just ready for the
next great big thing. So they’re poised. They’re excited. We expect exponential
growth out of them, because they’re all lined
up in the right spot. Yes. PATTY SHEA: I’d like to
do just a quick thank you. First of all, I really
want to think Rick. Rick really allows
me to be candid. And he never chases
me out of the office. And you always listen. And I really appreciate that. And you really truly listen. And Lita, you listen
with me, always with an open mind
but an open heart. And I think that’s important,
the open heart part. So thank you for that. And to tell you the reason
the center is successful is because of Kassie’s vision,
her mission of how she did it, her leadership skills, and
also her management skills. And as you know sometimes
those are a little different. You wouldn’t be in this
position right now if it hadn’t been for her looking at
saying, where should we be, how should this look different. So that’s a credit to her. I thank her for her leadership
and also for inspiring all of us that work for her. Because she inspires us
to be the best that we can be and serve the students
in the best way we can. So I just really want
to thank you guys very much for this opportunity. And we’re always here to help. And this team across here,
Laura and Graydon and my friend on the end, Mr. Chris, who
when I come in and say, how about this idea? He’s go for it. Go for it. So anyway, thank
you guys very much. And we’ll answer any questions. CHRISTIE WOOD: Well, thank you. That’s a wonderful presentation. Board, questions? We’ll have lots of them. We’ll start down at
the end with Brad. BRAD MURRAY: First of
all, congratulations. It’s great to see
the enthusiasm. I wonder how anybody could
say no to either of you. You know, I had an office out
there, back starting in 1999. And I have a soft spot
for that place out there. But that customized training
was going on back then. It needs to be re– resurgence of sorts. Or– KASSIE SILVAS: It is. BRAD MURRAY: It just seems
that’s the mission of that, other than the non-credit
classes and that. But is that what
we’re going to see is a resurgence of
customized training? PATTY SHEA: Yes. So one of the things,
by working with– so credit, so
working with Parker, working with Doug Anderson
who’s is our biggest cheerleader, so we come
together and here’s what business is asking of us. Business says, they
look at the curriculum. And they look at the for credit. And they go, ooh, OK. Industrial millwright, I want
that course and that course. I don’t want English. I want that course
and that course. Welding, I want that. And so they’re
picking and choosing. And we– they said, we just want
the smattering of all those. BRAD MURRAY: Sure. PATTY SHEA: And we don’t– right now, we don’t know if
we really care if it’s credit or not. Maybe we’d like it to
articulate into credit. So they want us to put all that
together with some other things and then deliver
all that to them. So we’re being really creative
saying, how much of this can your own people train? How much of this– in other words, we’ll
train the trainer on-site. Because this is big site
that we’re talking about, big company. How much can we do
for you, our pieces? So I think we’re
trying to be, again, meeting the customer need
that they’re asking for. BRAD MURRAY: Absolutely. PATTY SHEA: So
we’re super excited. The one that we’re working
at right now, it’ll be huge. KASSIE SILVAS: Talk
about Post Falls, too. PATTY SHEA: Oh yeah, so
the city of Post Falls, we’re working with them. They would like to partner
with the other cities. So they’re looking at some
training that we’re offering, in terms of customer service
that pertains to municipality. They go, we can’t give them a
bonus if something goes wrong, or you know what I mean. It’s like, how do you–
and I could relate to that being from utility. So it’s like they wanted the
customized training to really say customer service for us. When someone’s really
angry and we send them to the city council, probably
not the best way to do it. BRAD MURRAY: Right. PATTY SHEA: So we just
are piloting some programs with them. They went off fabulous. And so they would like to see
maybe just continuing training in a number of different areas. Then partner with
the other cities to see how they
can bring them in. So that’s fabulous. BRAD MURRAY: Very exciting. PATTY SHEA: So
we’re getting there. BRAD MURRAY: Thank you. CHRISTIE WOOD: Very good. Joe. JOE DUNLAP: I just have
a couple of comments. First of all Dr.
Silvas, you and I have known each other
for quite a long time– KASSIE SILVAS: Yes, we– JOE DUNLAP: –over at Spokane
Community College and also here at NIC. And you have always been
a superstar in terms of getting things done. And so I just want to
recognize all of your efforts. I want to thank you for
everything you’ve done for NIC. And we wish you the very
best in your retirement. KASSIE SILVAS: Thank you. Thank you. BRAD MURRAY: And
then for Miss Shea, you and I have known each
other for a long time over at the community college in
Spokane and then through Avista and here. And you also have
been a spark plug in getting things
done and been very active in the communities in
which you’ve lived and served. You’ve served on numerous
boards from community colleges to the workforce
development organizations. And so I want to thank you
for everything you’ve done. And the both of you for
revitalizing the Workforce Training Center. And Patty, we wish
you the very best from your retirement at Avista. And thank you for your interim
service at the Workforce Training Center. PATTY SHEA: Thanks. BOARD MEMBER: Awesome. CHRISTIE WOOD: Absolutely. Ken. KEN HOWARD: Patty,
you’ve retired before. Now you’re trying
to retire again. PATTY SHEA: I think they
call it transition now. KEN HOWARD: Oh, do they. PATTY SHEA: I don’t
think it’s retirement. KEN HOWARD: Well,
Kassie, I know you’re on the road to retirement
one day, right. But retirement,
only in your dreams. Both of you, your
impressive skills, you know, will always bring you back
to us and bring you back to other challenges. I mean, look what
happened to him? PATTY SHEA: Good point. KEN HOWARD: I, too, want
to thank both of you for the efforts that you put in. And we know from being around
for a while that the Workforce Training Center was a great,
big challenge, huge challenge. And you had done
such a marvelous job of turning that into a
very, very prideful part of NIC. And I want to thank you,
thank both of you very much. And I do expect to
see you back here. You said this was going
to be your last speech. I doubt it. I’m looking forward
to seeing you again. KASSIE SILVAS: Thank
you Trustee Howard. CHRISTIE WOOD: Well, they’ve
all said it very well. It is such a great presentation. But then you couple it with the
fact that you two are retiring. That’s hard to compute both,
because we’d love to keep you. But as Ken said, you know, once
you’re part of the NIC family, you really don’t leave. You’ll be back in
some form or another. We’ll call you and say, we
need you on a committee. So we’re super excited
for your future. But we’re also so
excited by what you’ve done for our future. KASSIE SILVAS: Thank you. CHRISTIE WOOD: So
thank you ladies. Rick, did you have a comment? RICK MACLENNAN: Just that– I appreciate all the
comments of the board. You know, it’s funny
because both of these two were somewhat instrumental
in my being here at all. In that, when I came to
interview for the position, Kassie was the one who
rode me around and took me through the steel
structure of Parker, trying to help me understand
the vision of what was happening there. We had some pretty
significant time together to learn about each other,
and what our goals were, and what we had to offer. And then Patty was
actually on the committee that helped bring me in. And I think some of my hearing
loss is in large part– I’m teasing. PATTY SHEA: So true, though. RICK MACLENNAN:
There was one moment where it got really loud. And it was Patty. But more importantly,
more importantly than that was the way that Patty and
Kassie both had welcomed me into this community and made
my transition to the presidency at North Idaho College. And the level of
work and the ethic and the ability to
get things done, total and complete
confidence in both of them. And together as a team,
they’re unstoppable. And I– we’re all
saying goodbye. But I’m– I mean, I’m not. So they’ll be back
in some capacity. PATTY SHEA: Great. KASSIE SILVAS: Thank you. CHRISTIE WOOD: Thank you
for the presentation. And good luck to both of you. PATTY SHEA: I’m gonna
just leave you this. CHRISTIE WOOD: Yeah, please– KASSIE SILVAS: We do think of
this as family, so thank you. CHRISTIE WOOD: Oh Todd– I don’t think. No Todd didn’t. We’re good. He’d already been
talking through it. So thank you. KASSIE SILVAS: Thank you. CHRISTIE WOOD: That takes
us right to the president’s report, Dr. MacLennan. RICK MACLENNAN: I’ll
make this very short. Last– well, I’ve
already said thank you to these two fine
ladies who are leaving. So I’ll just go on
to the next item. And that’s the– last
week, as the board knows, we had the State Board, perhaps. I’m not sure how
this is going to go. But it may be the last
time for some time that the State
Board actually holds one of their regular meetings
on the campus of a community college. We didn’t quite get a
definitive answer on that. I’m not sure where
that’s going to go. But the discussion
was out there. And so we may have been the
last one, again, for some time. Having said that the visit,
the structure, the support that the college
put for the meeting was exceptional, as
you all would expect. The grounds were in top shape. The IT support, all
the support that makes a meeting like that
go went literally flawless. But what was really unique
about this particular meeting is that there was a
meeting before the meeting with the North Idaho
College administrative team and the State Board
executive staff. And it was really an open-ended
agenda at the beginning, to just have a conversation
between our two administrative teams to talk
about issues that we have in common and how we can
support each other and that sort of thing. We– and Lita stepped out–
but I’ll just mention that through Lita and others
on the executive team here put together a very
well structured presentation and conversation to take the
State Board, with some depth, through some of the
transformational work that NIC has been engaged in to
support statewide goals around completion. Notably our Pathways Project,
the Cardinal Learning Commons work that you’ve had
presented to you, the Cardinal Central one stop
student services service that just opened a few months ago. And NIC Connects, the
intentional purposeful advising work that we’re doing. And I couldn’t have been
more pleased or proud of all of our folks who
gave those presentations. Because when you put it all
together, much like the board workshop or retreat
earlier this year, you start to see the
movement at North Idaho College with some truly
best practices work. And those aren’t my words. Those are the words of
the visitors who engaged in those conversations with us. To the extent that we
heard from many of them after the presentation that
what we really need to do is bring the other colleges
and universities to North Idaho College and have them see the
kind of transformational work that’s happening up here. Can’t have better
praise than that. And it’s well deserved. And Lita, I thank you and
your staff and everybody, Graydon, for the leadership
and making those things happen. But it was a very, very
good and effective meeting. I had an opportunity then
to make a presentation to the State Board. And we took a different
approach this time. Rather than going through a
lot of metrics and all that, we told stories and told
stories about our students. And it was a lot of fun to do. One of those stories was around
the Metallica Scholars Program, that’s that $100,000
grant that we got, one of 10 in the country. Got picked up on an Idaho
Public Radio Twitter feed. That Twitter feed got picked up
by Idaho Education News, yes. And then that got picked
up– it’s probably going to get picked up nationally. Because now it’s on the All
Within My Hands Foundation website, their front page. And they wrote a
really nice article. Not so much, it was about
Metallica and the scholarship. But what it was really
about was the challenge we have in communicating
to our community the value of these other
programs that are also college, and some of the great efforts
that are going on there. So overall, it was a very
positive State Board meeting and that concludes my report. CHRISTIE WOOD:
Great, great report. Questions for the president. OK. That takes us on to our Meyer
Health and Science Building expansion update. Joe Dunlap. JOE DUNLAP: The committee
did not meet over this last period of time. But I think Chris has a
report out on the schematics that have been received. And so Chris, I’ll defer to you. CHRIS MARTIN: Thank you Chair
Wood and Trustee Dunlap. We’ve had our first schematic
design meeting, just to meet with the end
users to make sure that we’ve got
everything captured that needs to be in the building. And then, we’re working
on the adjacencies of where those things would be. So we’ve had an initial
meeting with the architect. We have one more
schematic design meeting this month actually. And then, throughout
the end of the summer, we’ll be putting together
initial schematic design for us to share with the
committee, and then make a plan to
bring to the board to make sure that we’ve
captured everything we need in the project. CHRISTIE WOOD: Great. Questions, board. All right. Thank you for the update. Under old business, tab 1,
our second reading and action, on revised policy
2.0104, Jessica Adams. JESSICA ADAMS: Chair Wood,
trustees, President MacLennan, colleagues, and guests, I
am here for the action item second reading for the proposed
revisions to policy 2.0104, in relation to the
initiation and revision of policies and procedures. And I think I’ve given
a lot of information over the past about 10 months. IF– I am here to stand
for any questions. CHRISTIE WOOD:
Board, you’ve had– you’ve seen this a
couple of times now. Anything further, questions. Trustee Howard. KEN HOWARD: Yeah, I’m– I’m sorry I’m being so
technical about this. But I– as I read through
this the second time here, under policies and
procedures, which is on the backside
of the first page, it says the adoption,
deletion, or revisions of policies and
procedures affecting the internal administration
of the board of trustees and its relationship with
the office of president. And I would prefer
it if it said and or. And is an inclusive term. It sounds like we have to have. It has to also relate
to the relationship with the president. But it could be either or. So that would be my request
with regard to that. And then, as I read through
the additional language that has been added at the end,
the second sentence down says, as such a standing
committee will facilitate review of all instruction–
institutional policies and procedures
with their authors on a staggered
and regular basis. Upon completion
of any revisions, the committee will
ensure the policy owner submits their recommendations to
the president and the college. And I’m not sure who
a policy owner is and how that differs
from an author, and how that differs from
a standing committee. And this policy doesn’t
explain any of that. It’s sounds like there are
different entities that occupy the status of
policy owner and author, although it may be that
they’re the same entity. So it’s just the wording. I still find it awkward. JESSICA ADAMS: Yeah. Chair Wood, Trustee
Howard, so, yes, that’s something that we had
discussed at the last meeting, of updating owner
and author were kind of being used as the same. But switching it
makes complete sense on having to ensure
the policy author, cause per the top of policies it
kind of says policy originator or author. And so that’s what it’s kind of
referring to is always ensuring that the policy author
is submitting it through the proper channels. KEN HOWARD: Sure. CHRISTIE WOOD: Yes. RICK MACLENNAN: So– and I
apologize if that didn’t– we picked that up in the procedural
conversation that we have. I don’t– it obviously did
not translate into the policy. What I think Jessica’s
referring to is, if you turn to the front
of the policy template, there is a section there,
policy originator or author. That- that– that
language, policy owner should say, policy
originator or author. OK. RICK MACLENNAN: That’s
what that’s intended to be, not owner. So that’s a– KEN HOWARD: Well, could
we make those changes? RICK MACLENNAN: Yes. KEN HOWARD: I mean. RICK MACLENNAN: I think we– KEN HOWARD: There’s no immediacy
to this, I don’t think. We could maybe take it
up at the last meeting. It’s purely technical. RICK MACLENNAN: No, right. And I think since we’ve
had this conversation on the procedural
piece of this, I don’t think there’s any
challenge for the board to modify the language here. JESSICA ADAMS: Correct. RICK MACLENNAN: And work– CHRISTIE WOOD: And
then approve it. RICK MACLENNAN: –through
this at this time. CHRISTIE WOOD: Sure. Trustee Banducci. TODD BANDUCCI: Actually,
I have a couple of things, in addition to what
Ken has mentioned. One’s a small correction. On page two of three,
down under policy slash procedures, number
one in the last sentence, to be consistent it should be
to those members via the college senate. And the C in college
should be capitalized. We’ve capitalized that
everywhere else in the document that I can note, including
number two below it and number three below it. The other item I have is more
of a philosophical issue. And this actually goes to– Ken took it in a slightly
different reaction. But I’m back to
the very end where it talked about the authors on
a staggered and regular basis. One of my complaints I guess,
as a trustee in my seventh year, is there’s two things that
I don’t know that we do on a staggered a regular basis. One is service contracts,
where they’re posted and we can go on a
regular basis when they’re going to be renewed
every two years, every three years. So that vendors can be
aware of it and be prepared. And we have open bidding. In the same vein as we do
our policies and procedures, I think we need to have it
very structured as to when the regular time is
that those are reviewed. It was interesting listening
in the workshop about somebody saying, what do we say,
11, 12, 20, 22, 27– however many years some
of those have been. So if we’re going to say
that, staggered and regular, then I want to see a disciplined
structured process to that. Where it’s spelled out
and everything is noted. And those timelines are laid
out, and they’re followed, according to how
we lay them out. So both through the
policies and procedures, that needs to be that way. And I’m going to
throwing my plug in again for all the service contracts. Because those ought to be,
too, and those should be, under the policies
and procedures of service contracts, it should
list that, where everything’s on its particular basis. I don’t want to ever have
somebody say, well, it’s been a million years. And we had the same auditor. Now we just felt like
it was time to change. CHRISTIE WOOD:
Trustee Banducci– TODD BANDUCCI: That’s
a terrible answer. CHRISTIE WOOD: Can we– TODD BANDUCCI: I’m done. CHRISTIE WOOD: — take
that up at another. If we could focus
on this, Ken, I’m trying to follow where you were. JESSICA ADAMS: Chair Wood? RICK MACLENNAN: And
Chris, I still– JESSICA ADAMS: Could I
just speak to a part of– CHRISTIE WOOD: Certainly. JESSICA ADAMS: So Chair
Wood, Trustee Banducci, so that review– this review committee
that we’re discussing in that last paragraph,
that last section, that is something that was a part
of this ad hoc committee that college senate
put together. And that’s what the
standing committee would do. In the, procedure it will
outline a seven year reviews schedule for those policies. That doesn’t mean that a
policy can’t be reviewed outside of the structure. That just means that
they’re all going to be reviewed every seven years. TODD BANDUCCI: So at a minimum? JESSICA ADAMS: At a minimum. And that’s all spelled
out in the procedure. TODD BANDUCCI: OK. Thank you. JESSICA ADAMS: Thank you. CHRISTIE WOOD: Trustee
Howard, can you tell me again where the and or was? What section was that? I’m trying to– BOARD MEMBER: It was in
the procedures, wasn’t it? BOARD MEMBER: It doesn’t– it doesn’t say and now. It just says or. KEN HOWARD: It just
says and, yeah. CHRISTIE WOOD: The
college senate– oh, you want it to say and. KEN HOWARD: And slash or. CHRISTIE WOOD: Oh, OK. KEN HOWARD: It’s under
policies and procedures. JESSICA ADAMS: On
the second page. CHRISTIE WOOD: Right. KEN HOWARD: So, you see it? CHRISTIE WOOD: Yeah. Got it. KEN HOWARD: I just wanted to
put and slash or in there. CHRISTIE WOOD: OK. OK. So those– with
those corrections, I think we can make a motion
to approve this policy. Do I have a motion? KEN HOWARD: What– do you
want to make a motion now? Or do you want to
let them correct it and bring it back in August? CHRISTIE WOOD: I
think it’s a minor. KEN HOWARD: It is minor. CHRISTIE WOOD: So I think
we can go ahead tonight. KEN HOWARD: OK. CHRISTIE WOOD: Do I have
a motion to approve? KEN HOWARD: So moved,
with the changes that have been discussed. CHRISTIE WOOD: OK. Do I have a second? BOARD MEMBER: I’ll second. CHRISTIE WOOD: All right. Discussion? All in favor. BOARD: Aye. CHRISTIE WOOD: All right. Motion carries. Thank you, and thank you to the
committee for all the hard work on this policy. Appreciate it. JESSICA ADAMS: Thank you. CHRISTIE WOOD:
Have a good summer. All right. That takes us to tab two, our
second reading action 2019, 20 board meeting
schedule, Dr. MacLennan. RICK MACLENNAN: Yes. You have the background
information in your packet. In accordance with
Idaho code section 67 dash 23 40 through 67 dash
23 45, the board of trustees is required to adopt an
annual meeting schedule for its regular meetings. The schedule shown
in attachment A is proposed to establish
the board’s annual meeting schedule for the coming year. As in the past, no board
meeting is planned for July. Meetings are scheduled for the
fourth Wednesday of each month, except as noted
on the attachment. Any retreats and workshops
will be announced as needed. CHRISTIE WOOD: OK. Thank you. Board, you have the calendar. Any questions on the calendar? KEN HOWARD: I would like– CHRISTIE WOOD: Trustee Howard. KEN HOWARD: I think we ought
to send a letter to the State Board of Education to ask
them to change their calendar. [CHUCKLING] CHRISTIE WOOD: To what? KEN HOWARD: So it doesn’t
conflict with ours. CHRISTIE WOOD: Oh, the K12. KEN HOWARD: No, the
State Board of Education. This is a joke. CHRISTIE WOOD: OK. I’m– I’m with you now. TODD BANDUCCI: Christie. CHRISTIE WOOD: Trustee Banducci. TODD BANDUCCI: This
may not be necessary. But I noticed that if we
change from the regular fourth Wednesday of
the month, that we made an annotation as to why and
what the exception was due to. Minor point, but in
November we probably want to say there was an
exception due to Thanksgiving if we’re noting
that cause is not the fourth Wednesday either. CHRISTIE WOOD: OK. I think that you’re right. These kind of evolve and change. But it’s a good– TODD BANDUCCI: Yeah. CHRISTIE WOOD: –window
into where we should be. All right. Do I have a motion to approve
the board of trustees– JOE DUNLAP: So moved. CHRISTIE WOOD:
–meeting schedule. I have a motion
by Trustee Murray. Do I have a second? BRAD MURRAY: That
was Trustee Dunlap. CHRISTIE WOOD: Oh, it was. BRAD MURRAY: But I’ll second. BOARD MEMBER: They’re
interchangeable. They look alike. JOE DUNLAP: I was
impersonating Trustee Murray. CHRISTIE WOOD:
Further discussion. All in favor. BOARD: Aye. CHRISTIE WOOD: Opposed. Motion carries. Thank you. New business, tab 3, approval
of the president’s contract. And we have Marc Lyons here. So Marc’s going to chat. BOARD MEMBER: I’ve
just made the last one. MARC LYONS: Thank you, Chair
Wood, members of the board. This is the time where
the board of trustees considers for approval a
new contract for the college president. Consistent with past practice,
the president’s contract is reviewed annually
and consideration given to a contract renewal
for an additional year. President’s current
contract is for three years. The proposed annual renewal
would be for fiscal years January– July 1, 2019 through
June 30, 2022. The board may also consider
compensation change or other terms. So at this point,
the board is asked to consider a motion to approve
a renewed contract through June 30, 2022, with changes
to compensation as agreed by the board. And in addition,
we’d ask for a motion to authorize the
board chair to execute a new contract on behalf of the
board and North Idaho College. CHRISTIE WOOD:
Thank you Mr. Lyons. Trustees, do I have a motion
to approve the president’s contract. BRAD MURRAY: I’d move to
approve a renewed contract. CHRISTIE WOOD: Motion. A second? MARC LYONS: OK. Now before we get
there, excuse me– CHRISTIE WOOD: Oh, I’m sorry. KEN HOWARD: Yeah, let me ask
for an amendment of the motion. Because it was a motion to renew
the contract with the 2 and 1/2 percent increase in base salary. And authorize the board chair to
execute the contract on behalf of the board of trustees. CHRISTIE WOOD: OK. All right. So with that amended– MARC LYONS: Thanks
for the back-up. CHRISTIE WOOD: –with
that amended motion, I have a second
from Trustee Howard. No. MARC LYONS: I– procedurally,
if Trustee Dunlap would withdraw his motion,
there was no second to that. JOE DUNLAP: I didn’t– I didn’t make that motion. MARC LYONS: Oh. CHRISTIE WOOD: It was Brad. See, you’re as bad as me. [INTERPOSING VOICES] MARC LYONS: This is a problem. We’re going to
have bigger signs. CHRISTIE WOOD: They have to– they can’t sit together anymore. [INTERPOSING VOICES] BRAD MURRAY: I’ll
grow a mustache. I would withdraw my motion. CHRISTIE WOOD: All right. So Trustee Howard has made a
motion, the correct motion. Do I have a second? BRAD MURRAY: Since I made
the incorrect motion, I would second that. CHRISTIE WOOD: Any
further discussion. I’d like to take an
opportunity before we vote on the president’s contract
to express to the president that we’re very pleased with
your work here, very pleased that you want to
continue to work here. It’s a big job, takes a
lot of leadership skills. And you certainly have those. You have complete
confidence of the board. And we’re happy
that you’re going to continue to stick around. RICK MACLENNAN: Thank you. CHRISTIE WOOD: All right. All in favor. BOARD: Aye. CHRISTIE WOOD: Motion carries. Congratulations. TODD BANDUCCI: Is that what
happens when you go up there, instead of here, total chaos? CHRISTIE WOOD: All right. The next item on the
agenda, we really don’t have a name next to this. Well, Dr. MacLennan, sort of. Options for gymnasium
funding and design. RICK MACLENNAN: So
despite your last praise, I really don’t have anything
organized around this. I was asked to put
this agenda item. So my name is truly just a
place holder to get it on the– on the agenda. And I’ll turn it back
over to you Chair Wood. CHRISTIE WOOD: I’m
going to turn it over to Trustee Howard, who asked
for this to be on the agenda. KEN HOWARD: I did. Last year, we waited
until the last minute to address the
legislature with regard to potential funding source. And I think that the– as I recall, the
report on that attempt, part of the reason
we were turned down was we didn’t have a plan. We didn’t have it
specifically identified. I know we have authorized a
study now to explore where a gymnasium might best
be placed on campus, and that would include an
evaluation of the Christianson gymnasium. My reason for asking
it on this agenda is that we won’t meet
again until August. And I am fearful, quite
frankly, that if we were to want to make an
approach to the legislature again this year, for the
kind of funding mechanism that we approached last
year, that we would again be unprepared if we
didn’t start immediately working on preparing that. And that means getting it before
a committee in the legislature that we hope is friendly
to our proposal, and having the information
available that they might need in order to address this issue. As I understand, last year it
went through the Senate State Affairs Committee
without objection and only met objection in the
House State Affairs Committee. And based upon some basic
objections with regard to our– the completeness of
the information we had. So I wanted to take
this opportunity to put it on the agenda,
to talk about getting prepared to approach
the legislature again this year with regard to
the funding mechanism. And maybe I can ask
Chris to give us an update on what’s going–
because we had authorized that study with regard to
other alternatives on campus. And maybe the status of
that and maybe any comments he might have with
regard to an– the approach to the legislature,
if that’s appropriate. RICK MACLENNAN: Before
he goes, can I– CHRISTIE WOOD:
Certainly Dr. MacLennan. RICK MACLENNAN: I just
wanted to clarify, on the part of the
administration’s work and taking this issue to the
legislature last year, we did– it did come about
rather quickly. I would however,
for the record, say that the work that
was done to prepare for that legislative request
was done as well-structured as anything we could
have done if we just started working on that two
months, three months prior. The– what we ran into,
as you said Trustee– CHRISTIE WOOD: Howard. RICK MACLENNAN: –Howard, we– it went without issue through
the Senate Affairs Committee, State Affairs Committee. When it got to the
legislature, the issues had nothing to do
with our organization. It had more to do really
with philosophical or beliefs about how we should be
approaching a project, notably taking the project out to a vote
to the entire Kootenai voting– voter base. And– and there was
a real difficulty for some members
of the committee to understand the
tool, both the tool that we were asking to be
used, as the Senate clearly understood, and
then the application of that tool to our
particular situation. Where I think some
more preparation would have been helpful
would have been in the actual definition
of the project itself, in terms of there was
a lot of conversation about the cap of a $25
million request in a project that may have been as
low as $15 million. And some concern over,
well, if I recall, somebody saying, well, when
you come back and have it right sized, you know, we’ll
take another look at it. We weren’t prepared– again,
no amount of preparation would have gotten
us to that, given the stage we were in the
development of our thinking around the project
in the first place. So having said that, we
did learn some things through that experience. And one of those is
that we may not– one possible choice,
should we want to go down a similar
road in the future is, A, we would be prepared to do that. And we would ask for board
authorization to do that. But there are other
avenues that may be equally attractive
or even more attractive, both practically
and politically, to consider. We did not have an
opportunity to go fully into that in our last– the last time we talked about
funding in our capital workshop conversation. But I think Chris is prepared
to talk a little bit about that now and also to
answer your question about the status of the
Christianson gymnasium review. So thank you. KEN HOWARD: Let me
just make a comment. If anything I said was
critical of the administration on the last go around, I
did not intend it to be. It was short notice. And it was an opportunity to
get it before whatever committee we could get it before,
and that happened to be a privileged committee. And so I’m just– the reason for my
motion tonight, or my wanting to put it
on the agenda tonight is, I don’t want
to get there again. I want as much lead
time as we can, if we’re going to
go down that road. So I’m happy to listen
to alternatives, or what our status is. RICK MACLENNAN: Thank you. And I– certainly my
response wasn’t in terms of– I just want to make
sure that the– kind of what we experienced
there was really something beyond our control. And one of those things that
we may want to– we will need to consider going forward is,
is that committee structure even the appropriate committee
structure for us to– if we choose to go through the
legislative approval route, is that the way to go? So these are things
that we’re considering. CHRIS MARTIN: So Chair
Wood, Trustee Howard, I appreciate the question. To start with, just
an update on where we are with the Christianson
gymnasium study, is I have not completed the RFP. It is almost finished to go out
to local architectural firms to see what their
interest is and looking at Christianson, what
its capabilities are to meet our needs long term. So we’re almost there. But it hasn’t been
released as of today. And so that’s the update on
the RFP for the Christianson development piece. KEN HOWARD: But as
a result of that, we probably won’t
have anything back, even if we got the RFP assigned,
until October or November. CHRIS MARTIN: I would
think it would be fall. Absolutely. KEN HOWARD: OK. CHRISTIE WOOD: Yeah. Well, one of the, I think,
the philosophical issues that’s going to continue
to be our biggest hurdle– and one of those
committee members suggested that we just sell
our entire campus and move. You know, how do you– how do you have a
conversation about real things when someone has that vision? Joe. JOE DUNLAP: Yeah. It seems that because of
the timeline last year, we were forced into
a position to go before a privileged committee. And the hope would be
that we could get it to a committee this year
that is more friendly and would be more
receptive with members of our congressional
delegation, if you will. And my concern is
that if we’re not getting the report back
for the Christianson gym until let’s say October,
then we’re into November. And the legislative
session is started. And then again, we are
behind the timeline. And my concern is
that we’re going to be forced into another
situation where we have to go before a
privileged committee, if we decide to go forward. And so then that puts
us back yet another year in this whole process. And so I guess I would
be interested in how we can do things concurrently,
or chew gum and walk at the same time. In that we have the study
going on for Christianson, and yet we prepare what
we think we might need for the legislative request. And that that be flexible
enough where we can adjust as we get closer to that time. I just don’t want
to, if possible, miss that timeline again. CHRISTIE WOOD: Don’t we
already have that information from Teeter’s group. JOE DUNLAP: No. CHRISTIE WOOD: We know– we have a pretty good estimate. JOE DUNLAP: Well, we had an
estimate, a rough estimate. And I think Rick was
fully aware of that and took that information
with him at the last committee meeting. And so I think we need to
be a little more refined in terms of what we want
this thing to look like, or what we think
it might look like. So that we have the
opportunity to go before a legislative
committee early on this year. KEN HOWARD: And you had also–
somebody had mentioned that there might be alternatives
to going to the legis– can we hear all that, so we can. RICK MACLENNAN: Yeah. So– CHRISTIE WOOD: Dr. MacLennan RICK MACLENNAN:
Just one more thing, I think that’s exactly
what we need to do. So that we– if we have one or
two or three possible futures, that we keep all of those
possible futures being developed at the same time. And I want you to hear about
the third one from Chris. So– KEN HOWARD: OK. CHRIS MARTIN: So Chair
Wood and Trustee Dunlap, I appreciate that. And I think one thing that
we all need to remember is the RS is essentially
written and ready to go. And we had one committee member
who wanted a fully baked plan. But typically what comes
forward with ISBA is, we’re going to hire an architect
for this assumed project. It’s not typically fully
baked when ISBA gets involved. That’s their role. And so our intent
would be, if the board wants us to go forward
with ISBA this year, we would get on this
early and would not be subject to the
privileged committee rule. It was the timing this
year that stuck us in privileged committee. BOARD MEMBER: Right. CHRIS MARTIN: That was
not our optimal choice from the beginning. The next piece– and Trustee
Howard, you talked about this– is while we were
working with ISBA, we immediately started working
as well with other options. And so we can issue
certificates of participation for this project. And that was something that the
board considered as a financing structure early on in the
development of the CTE facility. And because of our
bond rating and some of the other favorable
things that we have going for us currently,
with the set aside that would pay out
certificates of participation, It’s highly likely we could
get a better rate going to the market as opposed to
going through ISBA, because of some of the specific
things that NIC brings to the table that are unusual. And so we are looking
at other options and would love to, if
it’s the board’s will, bring some of those advisors in. And let’s talk about what
that COP process would look like for us, and
what kind of ratings we could possibly garner. But it gives us much
more flexibility outside of the rules even of ISBA,
which was a favorable option. So we’ve been talking
to those advisors and are looking for other
options outside of that. CHRISTIE WOOD: Dr. MacLennan. RICK MACLENNAN: Just want
to say that that third– now third option, we’re somewhat
more favorably positioned in that we were turned down
through the legislative process formally during
the last session. So should we choose
not to go that– the legislative route
and go this other route, from a process and how
we’ve gone about this, we’ve certainly done
our due diligence in trying to do it one
way versus another. KEN HOWARD: I’m unclear with
what this third option is. CHRIS MARTIN: So during the
development of the CT project, Hawley Troxell came
and gave a presentation to the board about what a
certificate of participation would look like. And essentially, it
functions much the same way the ISBA would, where a trust
company would put the money up and sell certificates
of participation to individual investors or
institutional investors. And they would have
the opportunity to, just like we planned with
ISBA, they would hold the facility in trust over a
predetermined period of time, essentially, if you will,
leasing it back to us. Or until we’ve paid the full
amount for the building, and it would revert
back to the college, in the exact same setup
as the ISBA model. BOARD MEMBER: It’s going
to look like we sold bonds. CHRIS MARTIN: It’s very similar. BOARD MEMBER: I
mean, right now, you got an inverted yield curve. You got the 30 year that’s
less than the 10 year. So we’re in an optimum
interest rate environment, if we want to go out longer
with doing it in such a way that we don’t have an earlier
penalty if we do pay it off earlier, if we
need to clear it as we’ve done with some others. So you extend the
maturity out, so you can keep the principal down. But interest rate’s
still going to be low, so you’re not going to have
an interest rate issue there. Buy some time, and
then you can always pay it off early if
you work something out. KEN HOWARD: Yeah. My one concern, maybe you
can answer this, would be, are we going to– will we qualify for the COP? I mean, there are
statutory restrictions on how we can go out and
earn money or get money. And have we explored
whether or not this is a– CHRIS MARTIN: Trustee Wood and
Trustee Howard, the auditorium district in Boise
has already done this and has fought the legal battle. And it has been proven
legal in the state of Idaho. That did not– that happened
after our conversation about CTE. So there were hesitation with
us when the CTE project came. Is this legal? Will we be able to do this? But there’s been other projects
in the state that have already used this model. KEN HOWARD: Community colleges. CHRIS MARTIN: Municipal or
other political subdivisions. KEN HOWARD: OK. CHRISTIE WOOD: Great. Trustee Dunlap. JOE DUNLAP: Regardless of
which option we decide to use, I think we need to proceed
with the planning and then the decision on which
option will come along. But I just don’t want to
lose sight of the fact that if we miss– if we decided to go on with
the legislative option, we’ve got a looming
deadline out there. And I don’t want to get pushed
back another year again. And so, I think looking at these
financial options, or financing options, is good. And I still want to keep
that momentum going though with the project. CHRISTIE WOOD: Well I– I would just like
to remind the board that I thought the purpose
of discussion tonight was just talk about
financing options. But there’s been no decisions
to move forward on a facility. There’s been no
decisions on how large it would be, how
much we would spend. And so, I guess we can’t
get too far ahead of that. We need to bring the
board back together. We need to discuss what it
is we think we want to spend. Do we want to do
anything at all? And what it would look like. BOARD MEMBER: Chair
Wood, wouldn’t we still even need to
hear, after we get the RF, find out about Christianson. CHRISTIE WOOD:
Christianson, yes. RICK MACLENNAN: Chair Wood. CHRISTIE WOOD: Go ahead. RICK MACLENNAN: I guess, just
by way of suggestion, I– I am comfortable. I think we would be
doing this work anyway, to start mapping out the
pathways for funding. Especially in anticipation
that there is a possibility that we don’t have to do
any one of these things. But certainly
knowing the timing, we learned a lot
about the timing last year, in terms of
what that meant for us. I just think it would
be incumbent on us to have these
conversations internally. And be ready to answer
them or bring them back to the board
when we have some very structured information about
what these pathways look like. CHRISTIE WOOD: Trustee Howard. KEN HOWARD: I think
my concern is, and I think it’s Joe’s concern,
too, is that no matter which vehicle that we decide
to go with, whether it’s the ISBA, COP or
voter approval, it’s going to require, what
are we asking for? And how big is it going to be? And some of the fundamentals
that we need to put together. I don’t care which
package it is. And that seems like
it’s a preliminary step. It’s not a full blown design. It’s a preliminary
step that says, this is what we’re going to do. And this is the price
range and all that stuff. And I don’t know why we can’t
get to the point of that step, being in– getting prepared
for a presentation, whether it’s the ISBA or the
COP or even to the voters now. Why can’t we start moving
in that direction now? CHRISTIE WOOD: Well, we can. But we really need to
have a board workshop, so the board can discuss,
do we even want to do this? Do we want to build a gymnasium? Do we think we need it? What about Christianson? And so, that’s first. If you want to do
something in late July or first part of August, we
could hold a board workshop and kind of nail that down. Go ahead. CHRIS MARTIN: And Trustee Wood
and Trustee Howard, duly noted. And we’ve got to get the design
work done on the Christianson gymnasium. That’s a key piece here. So that the board has that
information on what we can and cannot do with Christianson. I want to make sure
I’m hearing, I think that’s what you’re
asking is, let’s get these other
pieces in line so we can answer those questions. KEN HOWARD: But I don’t want
to wait till October to do it. CHRIS MARTIN: Right. And we can continue working on
the financing piece in tandem with that, whether we’re
preparing a conversation with ISBA in the
legislature, or also working with outside advisors we’ve
worked with in the past to say, what would a
COP look like for NIC? KEN HOWARD: Well,
and what’s it going to cost to put together
the presentation data that we’re going to need,
whether we go before the ISBA or whatever? Yeah. I mean, if you come to the
board with a cost estimate, so we can see
whether we’re going to authorize that preparation
at some point in time in the near future. I mean– CHRIS MARTIN: Chair Wood. KEN HOWARD: I’d like to see
something in August where we’re going to start moving ahead. Otherwise, we’re going to
get into November again and won’t know what we’re doing. CHRIS MARTIN: Chair Wood
and Chair– excuse me, Trustee Howard, one question
I guess at that point is, I would– I’m under the assumption
we have that information to move forward now. Based on the last RS,
we were going forward asking for up to $25 million. And that is how we’re
rolling this out forward, both from the COP standpoint
and from the conversation with legislature going forward. We don’t have details
around what that may be. But it was an up to $25 million. And so that’s the framework
that we’ve been operating under. KEN HOWARD: If you think
that’s appropriate and enough for us to proceed with exploring
these different financing operations. CHRISTIE WOOD: But
that’s really not the end of the conversation. The board really needs
to set a time to discuss, even though we’re exploring
all of our options and want the financing
in case we want to build, we still need decide
if that’s something we actually want to do. KEN HOWARD: I agree with that. I just don’t want to
keep pushing it off till October or November. That’s all. Yeah. CHRISTIE WOOD: Yeah. OK. Thank you, appreciate that. Information items, planning
update, Dianna Renz. RICK MACLENNAN: [INAUDIBLE] CHRISTIE WOOD: Yes. Please do. RICK MACLENNAN: Thank you. As Dianna is walking
up, I’ll just do again another very
brief introduction. There has been a lot of progress
made over the evolving planning work. And what I’ve asked
Diana to do is to bring the board
up to speed in terms of how that alignment is going. As you know, we’re– one of the things that has
been decision and is important is, we have an existing
approved strategic plan. And we have this
developing work that has all the cultivate
components to it. Those cultivate components have
been working themselves out, through the work of the academic
master plan, the facilities master plan, and the other
things that you’re aware of. So we are trying to align our
planning cycle to the seven year accreditation cycle. So you’re going
to see a line of– I guess sort of a
line of demarcation or a line of launch. But that line of
launch really doesn’t speak to the work that has
been going on up to this point to walk out the principles
and the goals that came out of the cultivate work. So with that, I just
want to also say that this is another one
of those things that’s just had a ton of institutional
engagement and involvement. And that– and that it’s
actively walking out. So Dianna, I’m going
to turn it over to you to walk us through this. DIANNA RENZ: Thank
you, Dr. MacLennan. So the line of demarcation that
Dr. McLennan just referred to, that this plan will become
officially active in the 19/20 academic year, at the sunsetting
of our year seven accreditation cycle. So we have taken a little bit
of liberty with our naming convention here and called this
our vision 2020, carrying us into the ’20s as
NIC moves forward. I apologize for some
technical difficulties. BOARD MEMBER: You say
it was Control Tab. DIANNA RENZ: All right. Slide number two
magically appeared. I don’t know what I did. But I’ll figure it
out again next time. So very briefly,
if you recall, we did have about this time a
board workshop last summer. We talked quite extensively
about the cultivate work and about how that
informed the strategic plan effort and the master plans. Progress is being made as
Dr. MacLennan mentioned. Many initiatives and efforts
within those master plans are already underway. I’m thinking of the one
stop shop Cardinal Central, as well as many other
initiatives that are taking place. Graydon or Lita
could tell me more. But we’ll move forward. Integrated strategic plan
will become official in 19-20, and that is aligned with
our accreditation cycles. So why integrated planning? There’s a word choice
that we’re using here. We’re not just calling
it strategic planning. We’re calling it integrated. Planning is crucial to
a well-conceived future. We need to have an idea
of what we’re doing and where we’re going. This effort of an
integrated strategic plan that umbrellas all
of these others aligns master planning,
budgetary planning, and unit planning. This allows all
institutional units to work in the same direction. We’ve got a lot of
wonderful things happening on this campus, as
many organizations do. Oftentimes, we need a
centralized direction that we’re all heading. This integrated planning work
has been carefully tended this past year by our integrated
strategic planning team. It’s a variety of NIC staff,
NIC faculty, and NIC students who serve on this team. I have two of those guests
with me here tonight. And they will be
speaking with you in a few moments about
the planning work. We also maintain a
Cultivate Advisory Team. This is the small
subcommittee of the original cultivate
planning team that helped us bridge the gap
between the cultivate work and our integrated
strategic plan. And these folks
still are on-call, and invited to all of
our planning meetings, and do participate
when they are able. So in recent years then,
moving from the cultivate team, let’s call that phase one. They gathered input and feedback
from students, employees, and the community. We were reminded in
the workshop earlier today that one of our NWCCU
recommendations from 2013 was to ensure that our planning
had institutional input from– and not even institutional
just here on campus, but community input,
input from stakeholders. And so that cultivate
effort really captured that piece of
that recommendation. Phase two, the
cultivate subcommittee, which I actually just showed
you a picture of those folks, they analyzed information
gathered through cultivate and established our
themes and objectives. Phase three, our
implementation teams, identified strategies
to accomplish objectives and
aligning master plan initiatives with strategies. We’re kind of in between phase
3 and phase 4 at this moment. But moving into phase
four, our– we’ll be refining our team a bit. There are some folks
who are ready to move on to other adventures. There are some
folks who have asked to join the planning work. And so, we’ll call that our
vision 2020 steering committee. And it will be the
responsibility of that group to really track the
progress of all those master initiatives and other efforts
happening on campus, make sure that they’re on track
with the timelines that have been established. It’s important, when we
think about our work, to consider why are we– why are we doing this. It is because we are
relentlessly focused on the student experience. That’s number one. We have established some key
principles to guide our work. We need to support
that student experience with a focus on
teaching excellence. We need to ensure collaborative
and data-informed decision making. We need to provide effective
and transparent planning communication. And we need to steward a values
driven and dynamic planning process. These are priorities for our
planning team as they work. In our integrated
strategic plan, we do have three large themes. These themes help us to
ensure mission fulfillment. Theme number one, access,
completion, and transfer. Theme number two, people,
places, and processes. Working on addressing all
aspects of those things for students, for employees,
for community stakeholders. And theme number three,
workforce and community engagement. I’m giving you just
some examples here. I know that you did see all
of these themes and objectives in our workshop last
summer, but just some examples of these
objectives as a refresher. Choosing the first objective
from each of our themes provide an integrated and
aligned student experience, develop a culture of leadership,
respect, and accountability, and be the connection
among students, employers, and our community. So how do we walk that out? Well, all of those theme one– all of those strategies are
aligned with initiatives in our four master plans. So these, again just
an example of theme one strategies, 1.B and 1.C,
ensure all students have knowledge of and access
to all support services, and explore the
variety of student focused delivery methods. You can see that these two
items, these two strategies, in our integrated
strategic plan are aligned with items, initiatives
in the master plans. At this time we’ve done
a thorough investigation of our alignment between
the academic master plan and the strategic
enrollment management plan. Those are those codes that you
might see in the alignment box there, the academic master plan,
AMP, the strategic enrollment management. There is a retention plan
and a recruitment plan. And so those two are
laid out in this example. But I do want to note for
you that the IT master plan and the
facility’s master plan will be aligned here
very, very soon. We wanted the
academic master plan and the strategic
enrollment plan to prioritize their items first,
so that the IT and facilities plans could come in and
support those efforts. So that they knew what
the priorities were and then where to
funnel those resources. So this is a phased
approach as we move forward. So the future of planning, if
you recall again our workshop, Dr. Kurtz our
accreditation officer set up well this conversation. So if you recall our
NWCCU requirement, again, or recommendation from 2013,
another component of that was that it be a data-informed
planning process. And so when we look at
the future of planning, this is a significant
difference here in phase one. That we will have the
ability, in this next round, to analyze the data collection
to identify direction for further research. We will still gather input and
feedback from our stakeholders, as we did in the
cultivate effort. But there will be a
foundational data component that will help us to determine
where are the places that we should go. Additionally, phase two
very similar to what we have been doing this
last couple of years, and phase three as well
refresh and review those items. But in phase four,
again, I would like to point out that we
will be really identifying those measures to assess the
effectiveness of those actions. And that’s something
that we’ll be able to do more consistently and
with greater ease as time moves forward. So our current status is
supporting and growing the integrated strategic plan. You can see all of those items
on the left of your screen. Our academic master plan, our
strategic enrollment management plan, those are working in
concert with one another. The facilities master plan
and the IT master plan are each supporting both of
those in the layer above them. Budget planning, supporting
all of those master plans. Our operational goals, in which
each unit at the institution determines three to five
goals for the coming year. Those are also supporting
all of those master plans. And our annual
employee goals are going to become increasingly
aligned with these efforts. All of these efforts are
supporting and growing our integrated strategic plan. In the future, our
integrated strategic plan will provide direction and
priorities for all of the items now on the right. And so we have– we have grown our
strategic plan. And it will return the
favor to us in the future. OK. Some planning team
perspectives, I did ask for two of
our team members to come and share with
you a little bit about how the planning work has
impacted their understanding of the institution. And the future impact that
they believe this planning work will have. So I’m eager for them
to come take the stage. And I’ll step
aside for a moment. STEPHANIE SMITH: Hello,
Chair Wood, trustees and Dr. MacLennan. My name is Stephanie Smith and
I am a student here at NIC. I have been part of this
integrated planning committee. I was– I had the honor to
be a senator for the spring semester, as an ex-senator
I have been participating in working with
this to better NIC, to make it an overall a great
experience for all students. And I believe that
this, bringing together all of these divisions
and departments and having a definite
direction and objective, will enhance all
student experience and continue to grow with NIC
and NIC’s projected outreaches. The future impact we’ll have for
future students, staff, faculty is alignment and having that
connection, collaboration, and direction to ensure that
all students have success. Anyway, thank you for your time. CHRISTIE WOOD: Thank you. KATHLEEN MILLER GREEN: Chair
Wood trustees and President MacLennan, I would
like to tell you that I did this executing a half
pipe off a double black diamond [INAUDIBLE]. But I won’t say that. My name is Kathleen
Miller Green. I am one of your child
development instructors here at NIC. I’ll be starting my
14th year this fall. And in the time that
I’ve been at NIC, I can tell you two
things for sure. The first is that when you– at a division meeting,
the division chair says, we are looking for volunteers
to work on the integrated strategic planning committee. You find a lot of
faculty suddenly finding their fingernails
And then the phrase, relentlessly pursuing
student experience, then you raise your hand. And you saw the faces of
the folks that are there. And I don’t think
any of them initially thought this was going to be a
massively exciting experience. And sometimes it’s really not. There’s a lot of detail here. There’s a lot of moving parts. There’s a lot of
pieces, that most of us knew nothing about
before we volunteered to be part of this committee. The second thing I can tell
you is that I love NIC. I will retire from this
place, in a long time. Having said that,
I also have worked with students who have
fallen through the gaps, who have had hurdles,
and brick walls, and conflicting information,
and have left NIC. I think that that
is not the majority experience of our students. But I don’t want to see a single
student have that experience, when it doesn’t have to happen. When I walked onto
this committee, really not knowing what I
was in for, what I discovered was a very interesting analogy. You’ve all heard the Chinese
proverb of the five blind men trying to explain an elephant. So one person is
describing the elephant, because they have a
hold of the trunk. And one has a hold of the ear,
and the foot, and the tail. So we’ll switch that analogy,
and this will be a cardinal. So we have these units. And one unit is describing
a wing, and one the beak, and one the tail feathers,
and one the foot. And they’re all doing a
great job of describing their part of the cardinal. But our students need us to
describe the entire cardinal. So when we look at that switch
that Diana just showed you on the PowerPoint,
where we’re trying to take all of the information
from all those planning processes, which really
have been done well. They’re impressive documents. People have looked at
their section of NIC with a microscope. Feeding into an integrated plan,
and then moving out from there, what I see in that
process is the opportunity for the academic master plan
to coordinate or overlay the IT plan or the
facilities plan. Where are there redundancies? Where are there gaps? Where are there
opportunities where we can fulfill the goal of
relentlessly increasing student experience here? Because if we’re not
really focused on that, what are we doing? I’m hoping that the
ongoing process will help us be able to have
plans, a plan, not five plans, but a plan that helps us to
allocate resources in a better way. That feeds information into
our accreditation processes in a robust and meaningful
way, and helps us be able to explain
the entire cardinal. Thank you very much. CHRISTIE WOOD: Thank you. DIANNA RENZ: Thank you both. I appreciate your time
tonight and participation. Some final reminders, planning
is an active and ongoing process. This results in
a living document that will be refreshed
and reviewed annually. The details will be modified. But the overall vision
is mission fulfillment, as you saw in our
three major themes. There are already many
initiatives underway. My brain, at this moment,
only remembered one. But I– feel free to
ask some others here. The academic master plan and
strategic enrollment management plan are in progress. The IT master plan and
the facilities master plan are in progress. And as Kathleen spoke to, moving
all of this information, all these– what a great image–
these different pieces of the cardinal into this
single cardinal, it takes time. It takes patience. Kathleen’s right, it
hasn’t always been fun. It’s been hard. But we are doing it. Our goal is to have
a integrated vision that everyone can get behind and
be headed the same direction, with the same single cardinal. Any questions for
myself, my colleagues, who are already thinking
of examples, and our guests here tonight from
the planning team. CHRISTIE WOOD: Board,
questions for Dianne? I just have a comment. You know, I have served on
strategic planning committees. And it can be very dry. But the best part is when
it all comes together. And you see it working and
functioning, the results. That’s so exciting. I have never seen this
kind of alignment. I’ve never seen an
integrated strategic plan. And so I’m very
excited about this. I’d love to get a copy
of your PowerPoint. And you know, I have to give the
president a lot of credit here. This was your vision. This was– we’re going to
find the right person, Dianne, to lead this committees
and align us in the way that we need to. And the end results are
going to be tremendous. And so for all of
you that are sitting in those boring meetings wanting
to put a fork in your eye, it’s going to be
so well worth it. And I just much appreciate
it, the hard work. DIANNA RENZ: Thanks you. CHRISTIE WOOD: Dr. MacLennan. RICK MACLENNAN: I just
want to thank our two– your two assistants. DIANNA RENZ: Yes. RICK MACLENNAN: You’re two
of my new best friends. Thank you for the energy
and the commitment you’ve put into this. It’s just special,
because, you know, that principle of relentless
attention to the student experience is important to me. But it’s not– it’s not mine. It came out of the collective
work of all that cultivate work that got us there. It emerged as the number
one principle of what– what we’re about
and what we need to keep in focus as we keep
walking into the future. So I really appreciate
you bringing that up. And while you’re– I also want to commend Dianna. Dianna not only is
filling a void and a need that we had around
coordinating the leadership and the planning around
planning and all that and is doing a great job. But there have been some really
key infrastructure pieces that have been missing that are
really important to this work. And it’s hard. It’s not something that you can
just put into place overnight. And the key to that is how we– how we access the
whole data journey that we’re on right now. We haven’t had the
tools and the resources. We’ve had some tools and
resources to look at this. But it’s never been
fully coordinated. And it’s not always
been directly placed at the point of where
it would do us– be of some use to how
we evaluate our programs and services, and how we look
at the work that we’re doing. So we’ve spent little
over a year now doing some incredible– incredibly meaningful
work and began to engage in a lot of
training across campus, a lot of infrastructure to our
ERP, or the reporting tools that we use. And it’s work that
could not– did– would not have
happened without Dianna coming on board and this
position being created. And the dividends that that’s
going to pay in the future, to having this
planning be aligned and in a way that we can
actually see dashboards and regular value
toward data to tell us how we’re doing
on these measures is that infrastructure
is being created. So I just want you to know that. That’s not something
that you would see. But it’s really important,
fundamental, foundational work to this whole process
moving forward. CHRISTIE WOOD: Exactly. Wonderful. Thank you, good report. DIANNA RENZ: Thank
you very much. CHRISTIE WOOD: That takes us
to the board chair report. I really don’t have- I
just have one question. And I don’t know if
anybody can answer it. I read in the morning
paper about the geese that are coming from Sandpoint. Are they coming
here, to NIC Beach? 300 of them. Wow. AUDIENCE: [INAUDIBLE] CHRISTIE WOOD: OK. So yes, that was
a hilarious story, by the way, whoever wrote it. But that’s
interesting, 300 more. All right. So remarks for the
good of the order, I know Trustee Banducci
has a key tech report. TODD BANDUCCI: Yeah,
a couple quick things. We had a board meeting
today out at KTEC. Enrollment for the fall
is over 400 right now. They’ve computated
their placement rates from the group that
just graduated. And again, they’re
basically 99% and change. They– and just
for clarification, in case anybody’s wondering,
what does that mean? That means at least 99%
plus of the graduates have either gone on
into the military, are continuing their
education, or have found employment, a job, in the
area that they were studying, their area of education. So that’s pretty
impressive, very useful, productive citizens. And that school’s
helped prepare them for that next phase
of their life. One other thing, they
had their assessments. So we got the results
back from the assessments for the CT side of the world. And the highest in the state
went to the folks out at KTEC. So Kobe was very
proud of that today. And so that’s quite
an accomplishment. So it’s the model that
everybody else is looking at. So we can be very proud. Glad that we’re
partnering with them. Second item I’d like
to mention real quick, we’re just starting
to speak to this. The 75th Annual Association
of Community College Trustees will be holding
their annual meeting in October in San Francisco. And for at least the first time
while I’ve been on the board, the college has
prepared and submitted a presentation proposal
that has been accepted. And we’ll be one of the
presenting community colleges this fall. It’s very exciting. Two of our instructors, Ted
Tedman and Casey Wilhelm out of our business
department will be spearheading that presentation. And in concert with
that, Ted Tedman has also been nominated– associate professor
Tedman– for Instructor of the Year for the
Pacific Division, which is essentially
Pacific region, west coast. And should he win
that award, he’ll be automatically entered into
the competition for Instructor of the Year nationwide. And we’ll find out about
that at the same time during the conference. So it could be a very
exciting time for NIC and going to give
us a bit of a stage to spotlight some of the
good work we’re doing here. And we’re very excited about it. So I just want to mention that. And we’ll get more out
on that as we move along. CHRISTIE WOOD: Well Todd, I
think it’s fantastic that– first of all, thanks
for your work, and Lita’s work, and
everybody on the team that pulled together this
presentation and Ted and Casey, of course. It’s going to be great
to be at the conference and have NIC doing
a presentation. It has been a while. It has– when I first
came on the board, there was some presentations
then, but not since. So that’s great. And then the nomination
of one of our own, I hope that we all continue
to do that going forward. Because we have some incredibly
talented people on this campus, and we should do our
best to recognize them. So thank you for that. TODD BANDUCCI: I
want to thank you for thinking folks like Lita. Lita gave me a set– another
set of eyes on the presentation and on the submission
for the award request. So Lita, thank you. You gave me a couple of
sets of looks on those. And there were others involved. So I appreciate– it was
a collaborative effort. CHRISTIE WOOD: Good. TODD BANDUCCI: I
needed the help. BRAD MURRAY: CHRISTIE WOOD: Any other remarks
for the good of the order. All right. We will adjourn. Have a great summer everyone.