Working Groups

Working Groups are composed of campus, faculty, staff, students, and administrators from across the CSCU system, collaborating to design, implement, and evaluate academic & student affairs consolidation

CT State Success Team

Group Charge

The SST is a collective voice of faculty and staff leadership from all twelve campuses and the Connecticut State Community College cabinet. The State Success team is supported by the CSCU Success Center and works in partnership with national organizations including Achieving the Dream.

The SST exists to:

  • Respond to student needs and help all students achieve their dreams
  • Advocate for ideas that promote equity in education at all Connecticut State Community College campuses
  • Examine State, regional, and local data, both in aggregate and disaggregate, to better understand our systems and students
  • Facilitate the implementation of Guided Pathways policies as approved by the CSCU Board of Regents
  • Share local and national best practices across Connecticut State Community College as well as maintain an inventory of student success initiatives at the college
  • Amplify campus perspectives to help shape and inform the Connecticut State Community College strategic plan

SST members lead their campus ATD/Student Success team and work with their CEO and other colleagues to advocate for local needs and ensure the success of their students.

View Signed Charge (pdf)

Group Leads

David Levinson, interim President, Connecticut State Community College; Greg Des antis, Associate Vice President of Student Success and Academic Initiatives, CSCU; Amanda MacTaggart, Associate Director of the Student Success Center, CSCU, and Jodi Calvert, Associate Dean of Student Services, Three Rivers.

Membership List

Student First Academic and Student Affairs Consolidation Committee (SF ASA CC)

Group Charge

The Students First: Academic and Student Affairs Consolidation Committee is charged with the responsibility to work out the details associated with the one community college consolidation related to academic and student affairs on the twelve community colleges. Specifically, the committee will provide guidance on the alignment of academic programs (shared and differentiated), assessment, policies, procedures, institutional data, websites, catalogs and other relevant issues to campus constituents.

View Signed Charge (pdf)
Students First Curriculum Alignment Process/Timeline (pdf)

Group Leads

  • Francine Rosselli, Co-Chair
  • Michael Stefanowicz, Co-Chair

Membership List

General Education

The charge of the General Education workgroup will be to explore a common General Education for the Connecticut community colleges.

Group Leads

  • Michael Stefanowicz (ACC), Co-Chair
  • Michael Stutz (TRCC), Co-Chair
    Member Until: February 2020

Membership List

Shared Governance

The Shared Governance Workgroup is charged with crafting a proposal on how to operationalize the concepts noted above [communication, collaboration, and mutual accountability between administration, faculty, staff, and students which advances excellence in the operation of CSCU institutions] and, ultimately, to provide to the One College its governance structure.

View Signed Charge (pdf)
Shared Governance Model for Endorsement (pdf)

Shared Governance Workgroup Proposal (pdf)

Group Leads

  • Eleanor Bloom (HCC), Co-Chair
  • Michael Stefanowicz (ACC), Co-Chair

Membership List

Faculty Discipline/Program Workgroups and Schedule
Banner and Technology Transition Team (BATTT)

Group Charge

Make recommendations for academic and student affairs policy, business process, and work flow procedures that are required for the design, implementation, maintenance, and coordination of a consolidated Enterprise Resource Planning (ERP) and Student Information System for the one College. This includes, but is not limited to the Banner Student, Finance, Human Resource and Financial Aid Systems, Blackboard, the myCommNet portal, Degree Works, and software applications for the Guided Pathways initiative.

Determine resource, capacity needs and timelines for planning and implementing the Banner ERP system and associated technology in the one college, including but not limited to the constellation of software previously mentioned.

Determine resource and capacity needs for ongoing and routine maintenance support for all products.

Work closely with Students First Academic and Student Affairs Consolidation Committee, Guided Pathways Task Force and Transfer and Articulation Policy leads and with CSCU Business Information Systems, Student I Academic Information Services, Financial Aid Services, Finance Services, Human Resources Services, and related councils, partners and stakeholders.

View Signed Charge (pdf)

Aligned Program Review Committee (APRC)

Group Charge

Members of this committee will:
  • Collaboratively review the Faculty Discipline/Program Alignment work group curricular proposals to ensure that the proposals meet the Pr gram Consolidation Guidelines. APRC will not be recommending program-specific changes to curriculum but will be preparing advisory recommendations for proposal adjustments based on adherence to the guidelines. Curriculum proposals that require modification will be sent back to the Faculty Discipline/Program Alignment work groups for revision.
  • Submit reviewed and finalized proposals to the SF ASA CC for their review and the next step of the process - college endorsement.
  • APRC not only evaluates official proposals from alignment groups, but also receives endorsement votes and feedback from colleges. The APRC makes a determination as to whether the proposal needs to go back to the work group for them to consider the APRC's recommendations or go forward to SF ASA CC.
  • Act as a transitional, representative, state-wide curriculum review committee for the purpose of developing the One College.

View Signed Charge (pdf)

Membership List

Academic and Student Affairs Policy Group

Group Charge

Members of this committee will:
  • Responsible for the effective consolidation of Community College policies and associated practices and rules to develop the policies and practices in the one college catalog
  • Adhere to NECHE {Standard 9: Integrity, Transparency, and Public Disclosure), Federal {Title IV and IX), State, and BOR policies, as well as, when appropriate, other relevant policies for programs with specialized accreditation
  • Determine the scope of need for consolidating policy and practice for the single college, including an audit of currently active policies and practices from the Board of Trustees Policy Manual, the Board of Regents Academic and Student Affairs Policies, and individual Community College policies
    • Identify consistencies and inconsistencies in policies and in the ways in which policies are operationalized at the colleges
    • Determine the policies, practices, and rules that need to be aligned in the single college and which can remain local to a campus
    • Determine criteria for which policies, practices, and rules will be aligned
  • Create a work plan/ timeline
  • Make recommendations for and coordinate the process for aligning policies, practices, and rules
  • Convene relevant stakeholders, including system wide councils and groups, to inform and make policy and practice alignment recommendations; these groups should include but are not limited to:
    • Academic Council
    • Student Affairs Council
    • Continuing Education Council
    • Admissions Council
    • Registrars Council
    • Deans of Administrative Affairs
    • Directors of Finance Council
    • Financial Aid Council
    • Advisors Council
    • Test Administrators Council
  • Perform cost analysis/ resource needs to operationalize policies
    • Work closely with the Banner and Technology Transition Team
  • Make recommendations about the appropriate governance processes for approving aligned policies

View Signed Charge (pdf)

Specialized Accredited Programs

Group Charge

Members of this committee will:
  • To collect accreditation data on specialized accredited programs in the CT-Community College System.
  • To determine the impact of consolidation on the specialized accredited programs based on information from the accrediting agencies.
  • To inform regional and local partners of the impact of consolidation on the specialized accredited programs.
  • To assess the impact of consolidation on articulation agreements.
  • To inform the Board of Regions of resources and costs needed for the specialized accredited program faculty to complete required substantial change and/or self-study reports.
  • Ascertain which programs might be at risk of losing accreditation because of the consolidation.

View Signed Charge (pdf)