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 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; and to fulfill the responsibilities for administration, the President’s Cabinet consists of those 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, M.B.A • SS218 • 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.
Vice President of Student Affairs (Chief Student Affairs Officer)
Teresa Brown, Ph.D. • SS208 • 507-285-7217 • firstname.lastname@example.org
The 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 opportunities that bridge academic and student affairs programs.
Interim Vice President of Finance and Facilities (Chief Finance Officer)
Kelly Pyfferoen, M.B.A • SS157 • 507-285-7472 • email@example.com
The Interim Vice President of Finance and Facilities is the Chief Financial Officer with responsibility for the College’s business affairs, auxiliary enterprises, safety, security and facilities.
Vice President of Human Resources and Equity (Chief Human Resource & Diversity Officer)
William Hodson, M.P.A., SHRM-SCP, SPHR • EA201 • 507-285-7183
The Vice President of Human Resources and Equity is the Chief Human Resources Officer with responsibility for employee relations and labor agreements. The position serves as the College’s Affirmative Action Officer, Diversity Officer, and Americans with Disabilities Act (ADA) Coordinator.
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, MA • 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
Megan Tate • SS203 • 507-285-7216 • email@example.com
The Executive Assistant supports the President and provides guidance to the Cabinet in expectations set by the President. The position is a point of contact for the President’s Office and is the liaison/key communication link between the President and the various constituency groups.
In addition to the President’s Cabinet and President’s Office, Deans and Associate Deans assist the President in setting the College’s strategic direction. (Click on titles below to view the organizational charts for the remaining areas.)
Interim Dean of Career, Technical, Business and Workforce Education/Foundation Director
Matt Durand, M.Ed. • H1004 • 507-280-3152 • firstname.lastname@example.org
Associate Dean of Liberal Arts
(See Dean of Liberal Arts and General Education Organizational Chart above)
Jacob Griggs, M.S. • M2403 • 507-280-5081 • email@example.com
Associate Dean of Career and Technical Education
(See Dean of Career and Technical Education and Foundation Director Organizational Chart above)
(Vacant) H1005 • 507-529-2720
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; Faculty Development is charged with identifying and assisting in planning faculty development opportunities, and FIDG is charged with reviewing FIDG applications and determining grant awards for faculty proposals.
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 BoardReviews 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.
2022-23 STRATEGIC COMMITTEES
Four Strategic Committees are established to lead and implement College Strategic Plan goals and strategies:
- Student Success: 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.
- 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:
- COVID Communications Team: Charged with ensuring there is an ample flow of ideas and feedback on our Preparedness Plan and to recommend changes to the plan. Also charged with coordinating communications with respective groups.
- Campus Safety: See Contractual Committees above. Subgroups may also meet on specific safety issues, i.e., chemical hygiene and lab safety.
- Comprehensive Facility Plan: Responsible for updating the RCTC comprehensive facilities plan as required by system policy 6.4. (Committee work expected to conclude around October of 2022)
- 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.
- 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.
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.