RVCC 2019 NECHE Self-Study

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action by the Board in relation to any such matter involving that person.” Policy 210 – Expectations of Board Members also identifies that it is the responsibility of each board member to “place the interests of CCSNH above the interests of any individual.” Further clarification of the Conflict of Interest Policy which guides the Board of Trustees is outlined in Policy 223 – Conflict of Interest which includes the Conflict of Interest Statement that must be signed by each member of the Board of Trustees. Responsibilities of the Chancellor The Chancellor of CCSNH is the Chief Executive Officer and bears responsibility for the overall administration and performance of CCSNH. The Chancellor is assisted by two Associate Vice-Chancellors, one in charge of Finance & Strategic Planning, and one in charge of HR Planning & Development. The Chancellor also directly oversees the CCSNH Director of Communications and CCSNH Legal Counsel. Together with the BoT, the Chancellor develops and implements the overall strategic direction of the System and oversees the Presidents of the seven colleges. Delegation to the College President The BoT policies (230-250) identify that they are responsible for appointment and evaluation of the Chancellor, who is in turn responsible for evaluation of the System Vice- Chancellors and the Presidents. Policy 250 identifies that the College President has responsibility for establishing the mission, vision, and strategic goals for the College (aligned with the CCSNH mission, vision, and strategic goals). The President is also charged by the BoT with providing “leadership to the overall management and operation of the College including accreditation, instructional programs, regional economic and workforce development, budget preparation, fiscal control, physical plant operation and maintenance, human resources management, and fundraising.” 30 | P a g e
Institutional Organization River Valley’s internal organizational structure has undergone a large number of transitions in the past five years. The administrative structure has been fluid with the appointment of each President or Interim President depending on their focus for the institution. In Fall of 2017, with the removal of another Interim President, and the promotion of the Interim Vice-President, who was on a one-year temporary assignment through The Registry of College and University Presidents, it became clear that a more permanent, stable model was needed. For Academic Year 17-18, the Interim President acted in the role of President as well as Vice President of Student and Academic Affairs. This was clearly not an ideal situation, and the Chancellor appointed an Advisor to the President to assist in oversight of RVCC. This Advisor to the President was a President of another CCSNH college and had previously served as the President of River Valley. This President’s familiarity with RVCC faculty, staff, and the culture of RVCC; in addition to the energy and expertise of the Interim President/VPASA proved to be quite successful as the College undertook a search for a full-time President. The Presidential search throughout Spring 2018 resulted in the hiring of President Alfred Williams who started July 1, 2018. Simultaneously, in Spring of 2018, the decision was made to promote internally for the role of VPAA. The Department Chair of Liberal Arts transitioned to Interim VPAA in June of 2018, and was made permanent in January of 2019. This new model provided an ideal balance of institutional knowledge with new, outside energy, and the college community as a whole is pleased with the appointments to both of these positions. With the return to a more traditional, stable model of internal governance, the organizational chart is stabilizing. The President of RVCC serves as the Institution’s Chief Executive Officer and before appointment must be recommended by the Chancellor and approved by the CCSNH Board of Trustees. The President reports directly to the Chancellor and is responsible for overall management and operation of the College including preparation and control of the Institution’s budget as well as overall administration of the faculty and staff at the College via an organized structure of oversight. As mentioned in Standard Two, all locations are treated as one college and therefore all locations have the same oversight. While all administrators are located at the Claremont campus, each Academic Center has a Supervisor that reports directly to the President and sits on the President’s Extended Leadership Team. Additionally, administrators are in contact with the LAC and KAC Site Directors on as needed basis. The utilization of Vice Presidents and other administrative staff; including Academic Center Supervisors as well as Department Heads and Department Chairs, assists in assuring that all employees at RVCC understand their role in the success of the Institution. While there are clear supervisory lines that employees should follow according to the organizational chart, in general, the College abides by an “open door” communication policy. This works particularly well because of the small nature of RVCC and in most instances, communication occurs directly between whatever parties need to discuss individual concerns. In some instances, communication must follow a more formal process and this is done through Staff Forum, Faculty Forum, Department Meetings, and Department Chair Meetings. 31 | P a g e
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“Soar into your Future!” Accred
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Table of Contents INSTITUTIONAL CHA
Page 5 and 6: at least two but less than four yea
Page 7 and 8: Physical Therapy Assistant Radiolog
Page 9 and 10: a) Organization of academic affairs
Page 11 and 12: ORGANIZATIONAL CHARTS x | P a g e
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Page 25 and 26: TABLE OF CIHE ACTIONS, ITEMS OF SPE
Page 27 and 28: INTRODUCTION River Valley Community
Page 29 and 30: RVCC STANDARD COMMITTEES Committee
Page 31 and 32: A recurring theme discussed through
Page 33 and 34: DATA FIRST FORMS GENERAL INFORMATIO
Page 35 and 36: Description Mission Statement: Rive
Page 37 and 38: Through our workforce development o
Page 39 and 40: Standard 1: Mission and Purposes At
Page 41 and 42: Description Planning and evaluation
Page 43 and 44: Committees for each Initiative met
Page 45 and 46: of the project, and the continued a
Page 47 and 48: oards and clinical/practicum precep
Page 49 and 50: necessary, guide a suspension or cl
Page 51 and 52: Standard 2: Planning and Evaluation
Page 53 and 54: Standard Three Organization & Gover
Page 55: Two (2) members from building/mecha
Page 59 and 60: challenges in financial stability r
Page 61 and 62: Standard 3: Organization and Govern
Page 63 and 64: 37 | P a g e Standard Four The Acad
Page 65 and 66: progress through the program; and t
Page 67 and 68: All programs at RVCC strive to foll
Page 69 and 70: One area that came to light during
Page 71 and 72: All program curricula, as well as c
Page 73 and 74: the College. Faculty mentors often
Page 75 and 76: in the face to face format and are
Page 77 and 78: Standard 4: The Academic Program (S
Page 79 and 80: Standard 4: The Academic Program (H
Page 81 and 82: Standard 4: The Academic Program (H
Page 83 and 84: Standard 4: The Academic Program (C
Page 85 and 86: Description River Valley Community
Page 87 and 88: RVCC students who are 25 and over m
Page 89 and 90: Student Readiness for College The S
Page 91 and 92: The College, under the direction of
Page 93 and 94: Academic Advising All Program Direc
Page 95 and 96: In Fall of 2018, a group of student
Page 97 and 98: Strong community partnerships provi
Page 99 and 100: Standard 5: Students (Enrollment, F
Page 101 and 102: Undergraduate Admissions informatio
Page 103 and 104: Description River Valley Community
Page 105 and 106: While slightly increased over previ
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accrediting body. Many accrediting
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As per the full-time faculty’s CB
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There is a standard process that RV
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September of 2018 and the OTA progr
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mode of delivery when there is a ne
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Policies also exist to support form
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Standard 6: Teaching, Learning, and
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Standard 6: Teaching, Learning, and
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97 | P a g e Standard Seven Institu
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Gov. Grants $ 300,404 $ 1,389,296 $
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system of public community college
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udget for this program was increase
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CCSNH began a five-year budget mode
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een, or are being resolved. A CCSNH
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The RVCC IT Department has a studen
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Fiscal Year ends - month & day: (06
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FISCAL YEAR ENDS month & day ( / )
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FISCAL YEAR ENDS month & day ( 06 /
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Standard 7: Institutional Resources
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Standard Eight Educational Effectiv
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College, 88% (754) of the students
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Figure 8.2 - RVCC Student Transfer
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to ensure students were provided st
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(https://www.turningpointsnetwork.o
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Figure 8.5 - RVCC Program Completer
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new Clinical Coordinator was hired.
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Bachelor Cohort Entering Associate
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Student Success Measures/ Prior Per
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Description River Valley Community
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Policy, the Domestic Violence in th
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Hampshire as a self-governing body
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esponsibilities of both students an
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Projections By Fall of 2019, Col
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Advancement not avail. http://www.r
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Standard 9: Integrity, Transparency
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Programs, courses, services, and pe
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Print Publications Self-study/ Fift
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(1) (2) (3) (4) (5) CATEGORY Where
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with college level math course. 5.B
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continuingaccreditation offered at
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27. Respiratory Therapy, AS https:/
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4.12 Learning activities & instruct
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Progress Report (to be submitted on
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E-SERIES FORMS: MAKING ASSESSMENT M
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Management Letter & Financial Repor
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We have evaluated the key factors a
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did not identify any deficiencies i
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Table of Contents INDEPENDENT AUDIT
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Bangor, Maine December 7, 2018 INTR
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CCSNH has done an excellent job ens
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CCSNH continues to see declines in
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CCSNH, however, has one of the stro
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As for wage gaps, across all age gr
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FINANCIAL STATEMENTS CCSNH reports
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Capital assets, net of accumulated
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Net position Overall net position d
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193 | P a g e
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Net position, beginning of year, as
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and the recognition of a gain of $2
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Noncurrent assets Student loans rec
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Appropriations from the State of Ne
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Nature of Business The Community Co
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When capital assets are retired or
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inflows and deferred outflows relat
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2. Change in Accounting Principle D
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5. Long-Term Liabilities Changes in
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6. Bonds Payable Bonds payable cons
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7. Defined Benefit Pension Plan CCS
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Amounts reported as deferred outflo
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Discount Rate The discount rate use
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At June 30, 2018, CCSNH reported de
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Discount Rate The discount rate use
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Amounts reported as deferred outflo
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Sensitivity Analysis The following
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Investments Fair Value Measurement
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CCSNH has not defined a limit in it
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256 | P a g e REQUIRED SUPPLEMENTAR
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Notes to the Required Supplementary
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Schedule of Collective Net OPEB Lia
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Graduate Surveys List of new and el
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