Administrative Leadership Organizational Structure
Rochester Community and Technical College is a member of the Minnesota State system. The Board of Trustees governs the statewide system of community and technical colleges and state universities.
RCTC’s chief executive officer (President) reports to the Minnesota State Chancellor. The President’s Office is the focal point for plans, policies, and operational decisions crucial to institutional progress. To fulfill the responsibilities for administration, the President’s Cabinet consists of others responsible for specific functions of the College.
The President’s Cabinet is a decision-making group, established to set priorities, establish goals and budgets, and advise the President on matters of substantial importance to the College. (Click on titles to view the organizational charts for each area.)
The President is the chief executive of the College and executes directly or by delegation, all executive and administrative duties in connection with the operations of the College.
Vice President of Academic Affairs (Chief Academic Affairs Officer)
(Michelle Pyfferoen) Room: SS208 ~ 507-285-7256 ~ email@example.com
The Vice President of Academic Affairs is the Chief Academic Officer with responsibility for the development/ coordination of the College’s instructional programs, and oversees the College’s accreditation. Academic Deans report to the Vice President of Academic Affairs.
Interim Vice President of Student Affairs (Chief Student Affairs Officer)
(Teresa Brown) Room: SS210 ~ 507-285-7217 ~ firstname.lastname@example.org
The Interim Vice President of Student Affairs is the Chief Student Affairs Officer with responsibility for the College’s student services areas (i.e. admissions, advising, financial aid, and student life), working in close collaboration with academic affairs, the position is responsible for developing learning opportunities that bridge academic and student affairs programs.
Vice President of Finance and Facilities (Chief Finance Officer)
(Steve Schmall) Room: SS220 ~ 507-285-7214 ~ email@example.com
The Vice President of Finance and Facilities is the Chief Financial Officer with responsibility for the College’s business affairs, auxiliary enterprises, and facilities.
Chief Human Resources Officer
(Vacant) Room: CF115 ~ 507-285-7183
The Chief Human Resources Officer is responsible for all processes relating to the hiring of employees and other personnel issues related to current and prospective employees; and also serves as the College’s Affirmative Action and Harassment Officer.
The Chief Information Officer is responsible for providing technology strategic leadership and executive management of all information technology including cyber security, technology risk management, administrative and academic computing, and media related technology.
Executive Director of Communications, Marketing and External Relations
(Nate Stoltman) Room: EA133 ~ 507-536-5604 ~ firstname.lastname@example.org
The Executive Director of Communications, Marketing and External Relations is responsible for leading the College’s marketing, advertising, public/media/community relations and communication programs, and assists in identifying goals and strategies to further the College mission.
Executive Assistant to the President
(Judy Kingsbury) Room: SS203 ~ 507-285-7216 ~ email@example.com
The Executive Assistant to the President provides executive support to the President, serves as the primary point of contact for all matters pertaining to the President’s Office, and is a liaison for the President and senior leadership.
In addition to the President’s Cabinet, others assist the Cabinet in setting the strategic direction for various areas of the College. (Click on titles below to view the organizational charts for the remaining areas of the College.)
Associate Dean of Liberal Arts
(See Dean of Liberal Arts and General Education Organizational Chart above)
(Jacob Griggs) – Room: PH418 ~ 507-280-5081 ~ firstname.lastname@example.org
Associate Dean of Nursing
(See Interim Dean of Sciences and Health Professions Organizational Chart above)
(Susan Jansen) Room: HS105 ~ 507-285-7143 ~ email@example.com
Interim Dean of Career and Technical Education and Business Partnerships/Foundation
(Dr. Matt Bissonette) Room: H1004 ~ 507-280-3152 ~ firstname.lastname@example.org
Associate Dean of Career and Technical Education
(See Interim Dean of Career and Technical Education and Business Partnerships Organizational Chart above)
(Lori Jensen) Room: H1005 ~ 507-529-2720 ~ email@example.com
Chief Institutional Effectiveness and Planning Officer
(See Vice President of Academic Affairs Organizational Chart above)
(Peter Wruck) Room SS306 ~ 507-285-7245 ~ firstname.lastname@example.org
Shared governance is recognized as a significant and necessary part of RCTC’s operation. The following are established by bargaining contracts or policy to ensure shared governance.
AFSCME Labor/Management: Per Article 31, Section 3 of the AFSCME Agreement, a local Labor/Management Committee shall be established for the purpose to improve communications between the College and the local union, and to serve as a forum in which issues of mutual concern can be discussed.
MAPE Meet and Confer: Per Article 32 of the MAPE Agreement, a local Meet and Confer Committee is established for the purpose of improving communications between the College and the Local MAPE Union and serve as a forum for issues of mutual concern.
MSCF Academic Affairs and Standards Council (AASC): Per Article 8, Section 2 MSCF Master Agreement, the purpose of AASC is to provide a forum to which management and faculty bring all proposals regarding academic affairs and standards. The purpose of the Council is to provide direction for the President’s designee (Executive Vice President Academic Affairs) in all matters included in academic affairs, including course outlines, award requirements, academic standards, course and program components and the inventory of course and program offerings. In addition, a locally established Academic Standards subcommittee currently exists under AASC with a charge of hearing and acting on unique academic appeals and formulating policy recommendations on repetitive academic appeals.
MSCF Faculty Shared Governance Council (FSGC): Per Article 8, Section 1 MSCF Master Agreement, FSGC meets with the President and Vice Presidents for the purpose of a forum to make recommendations to the President on the following topic areas: Personnel, Student Affairs, Facilities, Fiscal Matters and General Matters. The Council has full authority to present the views of the faculty in these meetings. In addition, a locally established Faculty Evaluation subcommittee currently exists under FSGC with a charge of reviewing and forwarding recommended changes for the faculty evaluation process and forms.
Campus Safety: Per Article 11, Section 2 of the AFSCME Agreement and Article 22, Section 4 of the MAPE Agreement, a safety committee is established to conduct safety/health inspections throughout the campus, and develop recommendations pertaining to all aspects of safety and security for students, staff and visitors to the campus.
Senate/Cabinet: The Student Senate Executive Board meets with the President’s Cabinet and Director of Student Life as an opportunity for the Student Senate to share input on campus operations, curriculum, student life, general matters, and other issues of mutual concern through a forum process. In addition, other student committees are established by the Student Senate to provide input into issues pertinent to student life.
Student Conduct Board: Reviews evidence and witness testimony to determine whether a violation of Student Conduct occurred, and determines any applicable sanction(s) if the Student Conduct Policy is violated.
2019-20 STRATEGIC COMMITTEES
Four Strategic Committees are established to lead and implement College Strategic Plan goals and strategies:
- Strategic Enrollment Management (SEMC): Leads and implements the College’s Strategic Goal: Student Success
Assessment of Student Learning (ASL): Subcommittee of SEMC, and charged with implementing the initiatives laid out in the Institutional Assessment Plan.
- Institutional Effectiveness: Leads and implements the College’s Strategic Goal: Institutional Sustainability.
HLC Criterion Teams: Subcommittee of Institutional Effectiveness responsibility for leading the overall reaffirmation project for a specific criterion.
- Equity and Inclusion: Leads and implements the College’s Strategic Goal: Diversity, Equity and Inclusion.
- Community Engagement: Leads and implements the College’s Strategic Goal: Campus and Community Engagement.
Each Division of the College establishes teams to complete a specific operational function. These teams may or may not be cross-functional, depending on their charge.
- Developmental Education: Charged with aligning RCTC Developmental Education strategies and initiatives with the Minnesota State Developmental Education Strategic Roadmap (DESR) in the areas of curriculum, placement, secondary partnerships, affordability, professional development, and continuous. The committee will develop and execute a plan and share results.
- Online Education: Oversees the implementation of the Online Education Strategic Plan and continuous quality improvement for online education and academic technology.
- Student Success Day: Plans the Student Success Day activities.
- Commencement Planning: Plans the commencement ceremony, including recommending speakers and coordinating the evening’s event.
FACILITIES AND FINANCE:
- Campus Safety: See Contractual Committees above.
Chemical Hygiene and Lab Safety: Subcommittee of Campus Safety, charged with reviewing the safety aspects of academic programs.
- Heintz Center 1100 (formerly B Wing) Pre-Design: Charged with working with the architect on the predesign for Heintz Center 1100 (formerly B Wing).
- MS4 (Formerly Stormwater): Charged with providing feedback to the College and, if necessary, the City on current stormwater initiatives and promotes stormwater practices at the College to improve overall water quality.
- All Employee Development: Charged with identifying needs and developing programs for professional development of employees to improve performance, aid in career advancement, and increase job satisfaction. Also assists in planning and coordinating All-Employee Development Day activities.
- Information Technology: Defines effective and College-wide IT operational policies, standards, procedures and guidelines.
- NextGen Local Transition Management Team: Assists the system in complex set of activities and communication surrounding the Minnesota State NextGen Project.
- cCAT (Campus Communications Advisory Team): Determines and recommends best communication approaches, including both internal and external communications for marketing/promoting RCTC for events and activities to external community.
Various academic program advisory committees also exist to advise on the design, development, implementation, evaluation, maintenance and revision of career/technical programs within career pathways.