Early last Spring term, MCC asked employees to participate in the Great Colleges to Work For Survey. We were hoping to have robust participation so that we could use the results to guide our efforts to improve our College both as a place to learn and work. Unfortunately, that did not happen. Out of 600 individuals surveyed, just 165 responded: 38 administrators (non-contract and FA), 69 teaching faculty, 31 exempt professional staff, 11 non-exempt professional staff, 3 adjuncts, and 13 who did not indicate a classification. Given that we have over 1,500 employees, this leaves the Board with real concern about how much consideration to give the results, and I understand and share this concern. However, we value the input of those who did participate, so the survey outcomes will inform MCC’s work.
A review of the survey results (accessible via the Surveys/MCC Faculty-Staff Survey section of the Institutional Research website) shows a concentration of interrelated challenges in the following areas: Shared Governance; Senior Leadership; Faculty, Administration and Staff Relations; Communication; Collaboration; and Fairness. As a college, we need to do much better across the board here. I’ll be the first to admit it and own it. However, I’ll also be the first to share that neither I nor any of you can change this picture alone. We also cannot change it through this blog or any other; we cannot continue to talk only with those who share our opinions and talk about those who don’t. We need to connect, to listen, and to have frank (and sometimes difficult) discussions that are grounded in goodwill, evidence, compromise, and a common purpose: serving our students.
We also need to acknowledge that, nostalgia aside, the issues surfacing in the Great Colleges data are not new to MCC. In the results from the 2001 and 2004 in-house employee surveys (accessible via the internal data link on the IR website), it is clear that concerns expressed on the Great Colleges survey did not begin this year or last. They were voiced 15 years ago. Issues with communication from leadership, whether about budget or college directions and priorities, are longstanding. The same can be said regarding issues with faculty engagement in decision-making, effectiveness of shared governance, salary levels, and employee recognition.
If we want, finally, to improve this situation, we need to do something different—together—that will change this trajectory. Where can we start?
First, I am asking the Shared Leadership Coordinating Council to review this data and develop a plan of action that represents all MCC stakeholders, employees and students. This will likely take some time and may require that the College do a deeper dive that reflects a broader range of participation. Know that my goal is to present an update to you at the Spring Message to the College Community, along with metrics that will track our progress.
Second, there is a message in the limited participation in this survey: only 165 responses. Opting out will not help MCC move forward. Identifying an issue is easy—the hard part is working together to own it and address it. Beginning with All College Days, we have made connection and community a focus. Momentum seems to be building: let’s keep it going.
Third, our upcoming strategic plan will include a direction focused solely on MCC’s culture. Doing so requires me to report regularly to the Board on our College progress and challenges in building a culture that supports our central mission: student success. It is that important for MCC, to the Board, and to me.
Thank you for your commitment to our College, our students, and our future.
Do you have additional steps we should take to increase connection, improve community, or strengthen culture? Please share them on the blog.
Anne M. Kress
President
10/05/2016 |