The Future of the Collegiate Interest Committee (CIC) Tracy Van Houten, FY09 Chair Malia Francisco, FY09 Chair-Elect

Agenda CIC Background/Highlights Rationale for CIC Evaluation S.W.O.T. Analysis Vision for the Future of CIC Overview Matrix Relationship Evaluation Selection of Committee Members Organization & Meetings Issues Benefits Questions Desired Outcome: Agreement from the BOD on a move- forward plan for CIC

CIC Background CIC was started in FY05 via a recommendation by the Student Transition Team CIC was designed to replace the Student Activities Committee (SAC) Unlike SAC, CIC was designed with a strategic focus, with the tactical aspects of SAC being transferred primarily to HQ, the RCR/RCNEs, and the RCMCs on the Membership Committee The vision for CIC was to be purely a strategic body; however, as strategies were developed, tactical actions had to be taken Vision has evolved into a committee that develops strategic goals, starts tactical activities to achieve these goals, and then transfers these activities to other committees CIC needs to continue producing new strategic goals to stay relevant and to avoid “working ourselves out of our jobs”

CIC Highlights to Date Strategic: Ensured consistent training for collegiate leaders via the RCR/RCNE Coordinator position and establishment of current structure Developed the leadership pipeline through 4 successful Collegiate Leadership Forums Identified and encouraged future SWE Leaders through the SWEFL Program Enhanced collegiate recognition through the Collegiate Member, Faculty Advisor, and Counselor Awards Streamlined collegiate processes by developing electronic annual report with HQ Evaluated “why SWE?” for collegiates and created the Collegiate Value Proposition Initiated liaisons to represent collegiate interests on several other key committees Changed the perception of collegiate member value by terming membership "upgrade" as "transition“ (with the membership committee) Tactical: Created and held Faculty Advisor/Counselor Training Webinar, Spring 2008 Established Faculty Advisor and Counselor list servs Helped draft the collegiate bylaws template (with the Bylaws committee) Reviewed collegiate communication procedures and created a White Paper on SWE website requirements

Purpose and Process of CIC Evaluation The committee was designed to be flexible to the changing needs of the Society, thus this evaluation of CIC’s role and structure FY09 BOD goal for CIC is to “Strengthen Matrix Relationships” National Conference 2008 (Baltimore) Completed a S.W.O.T analysis to gage committee members view of changing needs and priorities for the committee Evaluated the matrix relationships that would be of strategic importance to CIC

S.W.O.T. Analysis Summary Strengths: Building on our successes CIC provides continuity to collegiate issues and a knowledge base that can be lost through continual turn-over of collegiate members and leaders As demonstrated by the elevated role collegiates have in SWE since CIC’s inception (RCR/RCNE role and training, Collegiate Senate, CBR, collegiates on committees), CIC has been a valuable asset to collegiate members Weaknesses: Areas for continued growth CIC struggles to maintain strategic focus, with many members focusing on tactical tasks due to the nature of their roles. – CIC has had difficulty transitioning tactical tasks to other committees and receiving feedback once something has been turned over The Collegiate Interest Rep (CIR) role is very hard to define and there seems to be no rationale for the CIR position to be regional We need to incorporate these strengths and weaknesses into the future of CIC

Vision for Future of CIC: Overview A committee primarily composed of liaisons to other committees, called “Collegiate Interest Representatives (CIRs)” Come together to complete strategic planning for collegiates, create tactical actions, start to execute these actions in small groups and then transfer them to the appropriate committee or body Additionally ~5 CIRs-at-large would be selected to serve as a general “think tank” and to help start tactical actions No more region responsibility for CIRs A central group used to perform strategic thinking regarding collegiate members and activities is vital. The future CIC fulfills this valuable role.

Matrix Relationship Evaluation

Vision: Selection of CIC Members The following committee members would be selected by the DoE and the CIC Chair via the Committee Chair/Coordinator application: CLF Coordinator and Elect Counselor Coordinator Faculty Advisor Coordinator Graduate Programming Coordinator The following committee members would be selected by the CIC Chair via the committee membership application: ~5 CIRs-at-large All other CIRs (liaisons on other committees) and Coordinators that do not report to CIC would be selected by their respective committee chair or BOD liaison CIC Chair will work with other committee chairs to ensure proper CIR selection

Vision: Organization and Meetings 4 Strategic Planning Meetings per year (1 per quarter, at beginning of quarter): Q1, Q3, and Q4 strategic planning meetings would be via telecon (~2 hr) Q2 strategic planning meeting would be face-to-face meeting at National Conference (~3 hrs) Q4 strategic planning meeting would full day workshop every other year and would be virtual (or face-to-face if expenses permit) Tactical Telecons: 1 per month in non strategic meeting month to review actions from strategic planning meeting (~1 hr)

Vision: Issues May be difficult to plan National Conference face-to-face with so many CIRs with commitments to other committees Collegiate reporting still distributed across many BOD members CIC  Director of Education RCR/RCNE Coordinator  Director of Regions CBR  President Constant reevaluation of CIC has made long- term strategic planning for the committee challenging Goal for FY10 is to develop 3-5 year Strategic Plan for the Committee

Vision: Benefits Committee would be permanently flexible to the changing needs of the collegiates and the Society by the CIRs selected each year No confusion/difficulty in staffing regional CIR position Value added for committee members with roles more clearly defined Maintain strategic focus and be able to focus better on strategic planning Have CIRs vested in closing the loop with their respective committees Remove reporting confusion and overlap within regions and with current liaisons Several opportunities have been identified via the communications research performed by Brian Knier where CIC could help provide strategic vision Example: Collegiates are looking for opportunities to “foster more frequent dialogue between Collegiate and Professional SWE Members”

Summary Desired Outcome & Roll Out: Get agreement on move-forward plan Institute new composition for FY10 Coordinators selected this year through traditional process, not Chair application Immediately write Charter for FY10 CIC Receive BOD approval for FY10 CIC Charter Add call for CIRs at large to committee membership application

Questions?

Back Up

S.W.O.T. Analysis Summary StrengthsWeaknesses Committee provides continuity to collegiate issues and a knowledge base that can be lost through continual turn-over of collegiate members and leaders CLF! Leadership Pipeline to CIC and from CIC Knowledgeable/Passionate/Experienced committee members (who win awards!) Strong connections with Awards and Membership Committees Solely collegiate focused Several professional members who support and are a strong voice for collegiates CIR role definition Unclear definition on Region Collegiate Team (no primary region responsibilities) Organization and Structure Confusing structure of reporting and non- reporting committee members Uneven work load (tactical roles shouldering majority of work) Maintaining Strategic Focus Blur of tactical and strategic lines hard to manage (members do many tactical tasks) Ability to continue to bring forth new strategic ideas and to translate those into accomplishable tasks Overall progress on deliverables and stagnation of tactical activities as they are to be transitioned to other committees Lack of scorecard for previous strategic issues tackled Lack of collegiates on committee Ambiguity/overlap/lack of input and feedback from other committees Graduate student task force / coordinator role is not defined or tied into committee well

S.W.O.T. Analysis Summary OpportunitiesThreats Improved support for collegiates as several former collegiate and CIC leaders now in higher leadership positions The needs of collegiates will change over time and the Society will always need an organization to address those needs CLF provides good training ground and could be expanded or used as a model for: Training event for collegiate section presidents Mini CLFs or SWEFL sessions at region conf. CIC is good bridge for collegiate to professional experience and gives collegiates more National SWE visibility/insight Leadership Pipeline: Recent and intense influx of collegiates into National SWE (BOD, Senate, RCR, RCNE, SWEFL, Committee members) Strengthen links to other committees: more two-way communication to help generate ideas, avoid overlap/rework, and to utilize resources Counselors/Faculty Advisors Formal counselor training is not being utilized by some counselors/sections Find ways to utilize “lessons learned” from counselors/faculty advisors Perception that CIC is no longer needed as a committee Lack of role clarity (especially for CIRs) means committee could become obsolete Surge of collegiate involvement in the Society: RCRs and RCNEs taking a much more active role on collegiate issues on regional and national level New Senate structure has strong collegiate representation Many more collegiates are now represented on committees Without CIC, less voice for collegiates and less continuity Demotion of Women in Academia committee to interest group lessens activities with faculty & further reduces input from academia (aka collegiates) Professionals recall old structure (SAC) and look to CIC for tactical solutions Out-dated image of inactive/uninvolved collegiates by professional members still exists Lack of clear focus/planning/goals/evaluation for CIC

Current CIR Role CIR Role Description on RCT: Help the RCT understand what strategic goals are and how to build strategic plans Engage in strategic discussions Bring ideas that impact the National Collegiate Experience up to CIC In the struggle to define their role on the RCT, CIRs in some regions have also become responsible for: Helping with the region conference Coordinating and providing training to the counselors and faculty advisors in their region

Matrix Relationship Evaluation

Socialization The CIC go-forward plan has been socialized with: CIC Members, including Pam Snyder, Jennifer Vallero (RCR/RCNE Coordinator & Elect) Brittney Elko (CBR) Previous CIC Leadership Erin McGinnis (FY06 & FY07 CIC Chair) Jessica Rannow (FY08 CIC Chair) BOD/RG Representative Alyse Stofer (DR) Committee Chairs of affected committees Membership, CLCC, CPB, Awards & Recognition, Strategic Planning, Scholarship, Outreach, Bylaws