Culture Committee Charter
Rev: October 29, 2012
(orig) December 13, 2011
Purpose
The Culture Core Team is established as an ongoing group to facilitate the assessment of
the College’s culture. This supports the ability of the College to determine ways to
continuously improve the culture of the organization in support of the College’s mission to
serve our students and community.
Executive Sponsor: Dennis J. Bona Chair: Ali Robertson Members: Brad Fuller, Donald Montgomery,
Lisa A. Shanks, Michael M. Gagnon, Roderick E. Simmons, Timeaka Reese, Terah F. Zaremba,
Timothy J. Bond, Past Members: Jackie Hallahan , Tonie McMaster, Matthew Samra, Thomas N.
Shaw
I.
II.
Background: Why is the work being done?
1. It is increasingly understood by organizational researchers that the culture of an organization
can have a dramatic impact on how effectively the organization can reach its goals. This is
reinforced by Higher Learning Commission references to employee satisfaction and wellbeing.
2. Information gathered during the presidential search and anecdotal information from staff and
community indicate a great pride in KCC employees that seems to impact those that attend and
work with the College.
3. KCC is a caring community evidenced by the years of service of employees, the efforts made
when a member is in need, and the participation of employees in KCC activities – administration
wants to ensure this caring continues.
4. Workforce needs change as employees retire, new employees come in, and as the College’s
mission evolves. Ensuring the culture and mission align are seen as important to the
effectiveness of the outcomes and wellbeing of employees.
5. Defining the culture and understanding employee perceptions can provide valuable
information to strengthen the organization’s ability to meet the College’s mission.
Scope
1. Build an understanding of culture at KCC and how it supports the College’s mission.
2. Recommend assessment methods, as appropriate, for final approval by the President.
3. Facilitate methods to assess the culture and climate. This may include use of a third party.
4. Analyze results of any activities and recommend any steps appropriate to enhance, support or
modify the culture to meet the organizational needs.
5. Lead ad hoc groups to complete various tasks.
6. Champion the work of the culture committee and maintain a positive approach to the work.
7. Reassess as appropriate (continuous improvement).
Out of scope
1. Transform culture out of alignment with our mission and values.
2. Function as an ongoing repository for employee concerns/grievances.
3. Make decisions and/or approve recommendations regarding modifications to the organization
or culture.
Culture Committee Charter
Outcomes
1. Implement a reliable, repeatable metric/barometer or other type of assessment that enables
the college staff to shape and enhance a culture that supports the College’s vision, mission, and
goals.
2. Establish a common language for staff to discuss college culture.
3. Implement an ongoing process to continue to monitor, assess and enhance the college culture.
Initial Deliverables
 Charter of Work – written alignment of the work, outcomes, deliverables, timeline, roles, scope
and key milestones and metrics.
 Communication Plan – A plan identifying which stakeholders need to be communicated to and
which stage of the work, key messages and methods of communication.
 Stakeholder assessment – Impact analysis – A written list of stakeholders, processes or other
aspects of the college that may be impacted by the project, and a set of mediation steps to
manage the impact. Should include organization/jobs/culture and management processes.
Tasks to be included in project plan.
 Project plan (work plan) and Timeline – including change management activities. Timeline to
be approved by the President. Defines work by the committee and evolves with the work.
 Approved Assessment Methodology – Methods to gather information from employees on the
culture/climate of the organization. Format, delivery methodology and timing recommended
by committee approved by the President.
 Assessment Results – Report breaking down responses.
 Committee Recommendation – Analysis from the committee of recommended actions based
on assessments.
 Follow-up plan – Plan defining how to track and review success of approved recommendations.
IV.
Assumptions
1. The work will support the vision, mission and values defined by the College.
2. Some kind of tangible assessment(s) will take place to provide feedback to the President.
3. Information will be gathered from a variety of sources.
4. The College’s climate can be a barometer of how the culture is being seen and reinforced.
5. There will be some skepticism and potential negativity or distrust of this committee and its
work, among employees.
6. It doesn’t appear we need a culture overhaul; this effort will assess and enhance.
7. Committee membership may change year to year with a core group remaining each year and
different members rotating on or off. Bringing new members up to date and maintaining a
central core will be critical to ongoing continuity.
8. Get employees involved in order to have wide participation and increase ownership.
Rev October 8, 2014
Rev October 29, 2012
(orig)December 13, 2011
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Culture Committee Charter
V.
VI.
Critical Success Factors
1. Employees see this work and its team members as credible, approachable and trustworthy.
2. Visible support of this work by the leadership of the College and the unions through consistent
and positive communication.
3. Assignment management/balance for committee members – reasonable timelines.
4. Clarity on what we are trying to accomplish before selection of tools to reach those goals.
5. Employees do not have perception that this project is in place because there is something
“wrong” with the culture, that it is part of continuous quality improvement.
6. Open communication with employees.
7. Committee members are able to maintain consistent participation in the work.
8. Committee members maintain a consistent and positive message about the work of this
committee.
9. Action (of some type) is taken as a result of the assessment. (If you are going to ask you have to
answer.)
10. Recommendations from the team are based on data gathered and focused on culture
enhancement.
11. Employee participation throughout the process.
12. Be sure your team is diverse, in all aspects such as gender, ethnicity, age, length of service,
representation of areas of the college.
Governance: Roles and Responsibilities
President: Executive Sponsor. Final approval on direction, plan, timeline and key decisions.
President’s Council: Input to Committee on how various issues in timeline and other activities align with
College operations.
Rev October 8, 2014
Rev October 29, 2012
(orig)December 13, 2011
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Culture Committee Charter
Union Leadership: Input to Committee, alignment with how information will be shared and supported
throughout organization.
Supervisors: Participate (or send representatives) in activities as requested.
disseminate information as requested. Support Committee member’s participation.
Provide input and
Employees: Participate in activities as requested including providing input. Raise concerns/issues
through the defined process channel.
Initiative Chair:
 Lead committee efforts to meet outcomes and deliverables ensuring tie in with all stakeholders.
 Organize and lead work plan including meeting scheduling, facilitation, and materials (unless
assigned to committee member).
 Acts as liaison with President and President’s Council on committee progress and issues.
Core Team Member Responsibilities:
 Participate in all committee meetings and efforts as assigned.
 Provide input to committee and gather feedback from outside the committee to support committee
outcomes.
 Champion committee’s efforts and goals in consistent manner.
 Complete all assignments from committees including self-education, research and tasks.
 Bring copies of materials provided before meetings. If in charge of materials for a meeting, email
out no later than 48 hours before the meeting so participants have time to review and print copies
for themselves.
 Educate other employees on the work of the committee; bring feedback from employees to the
committee.
 Maintain confidentiality as appropriate. Follow communication agreements made in the
committee about potentially sensitive or critical messages.
 Bring concerns and issues about the work of the commitment to the committee for resolution
within the committee.
Characteristics
 Ability and interest in understanding and working on organization culture, how it impacts
organizational effectiveness and relation of climate to the culture.
 Ability to transcend individual affiliations to divisions, work groups, status and to think from an
organizational view and seek to understand impact on others.
 Open-minded.
 Willing to independently manage and complete assigned tasks.
 Proven ability to discuss controversial or difficult subjects with professionalism.
 Not afraid to challenge the process, but proven to be able to do so professionally.
 Seen as a trusted member by their peers.
 Doesn’t need a hierarchal structure to take assignments and complete responsibilities.
Rev October 8, 2014
Rev October 29, 2012
(orig)December 13, 2011
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Culture Committee Charter
Culture Action Teams: Ad-hoc teams formed to address specific action items. Will include (be led by)
culture committee member and employees. Selection of employees on each team based on the action item
and impacted stakeholders.
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Confirm/validate work of the work team for clarity before beginning work.
Develop and implement a timeline approved through the committee.
Action Team Member Responsibilities:
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VII.
Review provided materials and work with other members to ensure understanding of data
gathered related to the team’s work.
Participate in meetings and complete out of meeting assignments timely and as agreed upon with
the team.
Represent the College – not a particular affinity group, department or agenda.
Champion the work of the team, bringing concerns and issues about the work to the work team and,
as appropriate, the culture committee for resolution.
Initial Draft Timeline
Outcome/Deliverable
Select Committee Members
Finalize Charter
Stakeholder Analysis
Communication Plan – General Session Report
Vendor Selected
Culture Survey
“Taste” of results
Roll out of results
IX .
Date
August 2011
December, 2011
January 2012
August 2012
August 20, 2012
November 16-28, 2012
Interim Session, January 9, 2013
Mid Jan – mid February 2013
Resources
Potential resources needs:
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Vendor to assist with assessment instrumentation , tool and scoring
Organizational Culture and Leadership– Schein (25@36.00)
Follow-up consulting and/or tools
$23, 000
900
3,000
Core Team:
4 hours/mo
48 hours mo/pp
Rev October 8, 2014
Rev October 29, 2012
(orig)December 13, 2011
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