The Governance Task Force spent many hours working on its task of revising the Governance Document. It was a process that involved lengthy discussions, lively debates, numerous compromises, and revisions upon revisions upon revisions. The spirit that prevailed was very constructive. Personally, I would say that participating on this task force has been one of my most positive governance-related experiences at Goddard; and I would like to thank my fellow task force members for their patience, good will, hard thinking, creativity, and persistence. Task force participants at various times included trustees Martin Johnson and Lynn Heglund, student and trustee Chandra Napora, students Megan Amaral and Elizabeth Darrow, staff member and trustee Stu Bautz, staff members Kiko Nobusawa and Jamie Kline, faculty members Richard Schramm and Judy Harden, alumna Neely Washington, President Richard Greene, and senior administrators Dan Gribbin and myself.

Unfortunately, due to the difficulty of the task and the press of other events on campus, we did not complete all that we had hoped to complete before the end of the academic year. In fact, this report is in the form of a memo from me because the task force did not have time to prepare, review, and approve a final report. Similarly, not all task force members have had the opportunity to review and approve the final form of the proposed revisions to the Governance Document that are enclosed. I believe, though, that I have accurately represented the collective thinking and sentiments of the task force. Also, copies of these materials will be sent to the task force members, and I will be prepared to share any dissenting views with you at the Board meeting in June.

The task force members felt that the revisions to the Governance Document that we have proposed could significantly improve the functioning of the governance system. These proposed revisions include the following:

Changes in the composition, structure, and processes of the College Executive Committee. Fairly early in our process, it became clear that "making CEC work" needed to be one of the highest priorities for the task force. The major changes proposed are creating budgeting and longrange planning subcommittees, spelling out some of the details of how budgeting and planning will be conducted, and changing the composition of CEC to make it smaller and less administrator-dominated. This section also specifies a process for amending the Governance Document. It is our hope that these changes will help build faith in the governance system by making CEC more open and effective.

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The creation of an Off-Campus Student Governance Committee to provide for off-campus student representation in the governance system. One of our charges was to make the governance system more participatory; so, finding a way to include off-campus students - approximately two thirds of our student population - was an obvious priority.

A new section on "Informed Governance." This section was developed to try to clarify and codify the ways in which information is made available and participation is structured. It stresses the open flow of information and emphasizes both rights and responsibilities. We felt that this is the kind of approach needed to create more of the "civic society" that democracy requires.

New sections spelling out the governance roles of the Staff and the Management Team. The staff developed their own section out of a sense that their role in the College should be reflected in the Governance Document. The management team section was developed to avoid any confusion about the role of this group in College governance.

Updates and changes to the sections on the Student Life, Facilities, and Personnel Committees.

An update of the section on the Campus Leadership Team (or Dean's Team). Now called the Campus Organizing Group, or COG, this group's organization and functions have changed considerably. Responsibility for planning and organizing the campus program community meetings was given to COG. Task force members felt that the community meetings currently suffer from having no one clearly in charge of them.

The task force would like to see these revisions adopted as soon as possible so that we can begin using the proposed changes. However, the task force is concerned that there has not been an opportunity for community review of the proposed revisions. Therefore, the task force suggests to the President and Board of Trustees that the proposed revisions be adopted on an interim basis until there has been time for adequate community review. If the Board tentatively approves these changes at its June meeting, we can have each of the off-campus program residencies review the proposals this summer. Then, in the fall, the campus program community can review them before they return to the Board for final approval at the October meeting.

In addition to the proposals listed above, the task force also developed a format (or "template") to be used to make all sections of the Governance Document consistent with one another. The template was used to prepare several of the proposed revisions, and the task force recommends that all relevant sections of the document be rewritten to conform to this format. This could be completed in time for the October meeting of the Board of Trustees.

The task force also discussed the development of "a non-adversarial dispute resolution system" for the College. In this context, the task force reviewed the proposal for changes to the student judicial process, which is being sent to you under separate cover as a proposal from the Student Life Committee. The task force felt that it could not proceed further with the dispute resolution system until the proposed Personnel Handbook has been approved. It was our understanding that the Handbook will contain provisions relating to dispute resolution and that the task force would need knowledge of these to proceed.

The task force would like to make the following additional recommendations. Some are unfinished business, some are suggestions that go beyond the limited charge of the current task force, and some are matters that only the Board can currently address.

We recommend that a new Governance Task Force be authorized to complete the work begun by the current group. This would include the preparation of a draft rewrite of the entire Governance Document using the proposed "template" format (and incorporating language changes developed by the current task force), the creation of the College Information Policy mentioned in the proposed "Informed Governance" section, and the continued development of the dispute resolution system.

The charge to the current task force was basically step one of the recommendations from "Part Three: Governance Tomorrow" of the Governance Document. We recommend that a new Governance Task Force now be charged with assisting the President in proceeding with step two of those recommendations: "The President should explore with all members of the Goddard community governance structures different from that [sic] currently in place and determine through existing democratic and educational processes: (a) whether there is a desire for change, and if so; (b) what other structure has the support of the community. These findings should be reported to the Board through the President."

With regard to the previous recommendation, we also respectfully suggest that the Board itself could greatly facilitate the process by clarifying what its stated commitment to "democratic management" means. Much conflict could be avoided if the Board restated this commitment in operational terms. As an institution and as a community we all need to work together to clarify our commitment to the College's democratic ideals. The Board could demonstrate leadership in this by continuing to explore how its own structure and processes relate to and affect these ideals.

Through our deliberations it became obvious to us that governance documents and governance systems are not all that democratic ideals involve. We also need to deepen our individual and collective knowledge and understanding of democracy as an idea and as a practice. To this end, we recommend that the Faculty and the Student Affairs Staff review the curriculum of the College (in academics, work program, and community life) to develop plans for increasing learning about democracy. We also recommend that the Administration and the Personnel Committee develop plans for ongoing employee orientation and in-service training on democratic ideals, attitudes, management, and governance.

Governance Task Force Proposals for Revisions to the Governance Document

COLLEGE EXECUTIVE COMMITTEE (CEC)


A.     Description and Definitions

       1. The College Executive Committee is the coordinating, long range 
	  planning, and budget preparation body of the college.

       2. CEC is comprised of a total of ten (10) individuals. The group 
	  may elect a chairperson, or may rotate this position. Membership 
	  shall include the following:

	      The President (ex-officio)

	      2 Student Representatives (one from the campus program and 
	  	one from an off-campus program) elected by the students

	      2 Faculty Representatives (one from the campus program and
		one from an off-campus program) elected by the faculty

	      2 Staff Representatives elected by the staff

	      3 Representatives of the Management Team appointed by the
		President

B.     Authority and Responsibilities

       1. The College Executive Committee is delegated the responsibility
	  to make major policy recommendations to the President of the 
	  college in the following policy areas:
	     a. budget planning and monitoring
	     b. Governance Document review and internal policy coordination

       2. The College Executive Committee shares responsibility and 
	  authority with the President to make major policy recommendations 
	  to the Board of Trustees regarding long range planning (including
          the Priorities Plan).

       3. CEC recommends a budget for the college to the President, who
	  has the authority and responsibility to present a balanced budget
	  to the Trustees of the college. The President has the authority 
	  to modify or amend the CEC budget, indicating to the Board the 
	  changes from CEC's version.

       4. Proposals for amendments to the Governance Document will be given
          to the College Executive Committee for review and recommendation. 
	  CEC may take any of the following actions:
	     a.	Accept a proposal and pass it on to the President, who will
                report the proposal to the Board of Trustees with or without 
                recommendation;
	     b.	Accept the proposal pending changes;
	     c. Reject the proposal with reason(s); or
	     d. Return it to the committee or group for further work.


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          Proposals for amendments to the Governance Document may be 
	  offered by constituency groups or standing committees. Final
          decisions about amendments rest with the Board of Trustees.

       5. The College Executive Committee is delegated the responsibility 
          to clarify decision-making questions and resolve possible 
          conflicts between standing committees of the college. Decisions 
          or proposals made by other standing committees will be reviewed 
          by CEC to determine whether the decision or proposal requires 
          additional approval from another standing committee with 
          jurisdiction over the matter or requires CEC approval because 
          it involves budgetary or long range planning implications.

	  In cases of conflict between other committees, CEC may 
          intercede in order to clarify which committee should decide 
          the issue or to help the committees reach a collaborative 
          decision. Except where policies or practices may affect college 
	  finances, safety, or security, CEC does not make or change 
          policies under the purview of other committees. It may, however,
          raise questions or concerns for other groups to consider.

       6. CEC is delegated its policy development and planning authority 
          by the President of the college. CEC may delegate its authority 
          to make policy recommendations to subcommittees and task forces 
          that it chooses to carry out its work.

       7. CEC is charged with producing the following work products:

	     a. Each year the President and CEC have the responsibility to
                produce an annual operating budget for the next fiscal year
                to be submitted for approval by the Board of Trustees at 
                the Winter Meeting of the Trustees.

	     b. Each year the President and CEC have the responsibility to
                review the Long Range Plan and the Priorities Plan to 
                assure accomplishment of the planning goals within the 
                financial framework of the annual operating budget in a 
                manner that is consistent with prudent fiscal management 
                standards. This work shall be completed before the Summer 
                Meeting of the Trustees.

	     c. CEC has the responsibility to develop a new Long Range 
                Plan and Priorities Plan for the college at least once 
                every five years (or sooner at the request of the 
                President).

C.     Organizational Structure

       1. Two subcommittees of CEC shall serve the group, the Planning 
          Committee and the Budget Committee. Although these two groups 
          will meet separately to perform their work, they are required to
          report back to the CEC as a whole for final approval before any 
	  recommendations can go forward to the President and the Board. 
          Final CEC approval is required to ensure that a long range 
          planning perspective is brought to 

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	  budget decisions and that current budgetary realities are taken
          into full consideration in long range planning. The subcommittees
          should also report to each other on an ongoing basis at regularly 
          scheduled full CEC meetings to keep each other informed of their
          progress and to discuss issues of overlapping interest or concern.

       2. The Planning Committee is responsible for developing and revising
          a long range plan and a priorities plan for the college through a
          highly participatory process that collects and incorporates input 
          from all college stakeholders.

	     a. The Planning Committee shall elect its own chair. The 
                composition of the group shall be determined by the full 
                CEC. The Planning Committee may invite, as needed, other 
                individuals who may contribute to the development of the 
                plan to join the group in an advisory capacity.

	     b. The authority of the CEC Planning Committee is delegated 
                to them by the CEC as a whole.

	     c. The responsibilities of the Planning Committee are as follow:

		   i.   At least once every five years, prepare a proposed
                        Long Range Plan for the college and a proposed 
                        Priorities Plan specifying the intermediate steps 
			to be taken to implement the Long Range Plan;

		   ii. 	Annually, after reviewing the Long Range Plan for 
			the college and reviewing and updating the 
 			Priorities Plan for its implementation, prepare a
			report to CEC describing the progress made in meeting 
  			the planned objectives and recommending next steps to
			be taken to implement the plans;

		   iii.	Present final proposals and reports to the full CEC 
			for its approval and referral through the President 
			to the Board of Trustees;

		   iv.	Coordinate the Long Range Plan with the proposed 
			college budget, including the determination of and
			prioritizing for long term capital expenditures; 
			and 

		   v.	Other duties as requested by CEC.

     3. The Budgeting Committee

	   a. The make up of the budgeting committee shall be determined 
	      by CEC. The President and Chief Financial Officer are ex 
	      officio members of the group. The Committee may invite, as 
	      needed, non-CEC members who may contribute to the 
	      development of the budget to join the group in an advisory 
	      capacity. The Committee shall elect its own chair.


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	   b. The authority of the CEC Budgeting Committee is delegated 
	      to it by the CEC as a whole, to whom it is responsible to 
	      make recommendations as requested.

	   c. The responsibilities of the Budgeting Committee are:

		   i.	assist the planning committee in the development
			and monitoring of the college's priorities plan;

		   ii.	implement the Priorities Plan through the 
			development of the college's annual operating 
			budget;

		   iii.	receive from the Management Team, through the 
			Chief Financial Officer (CFO), a preliminary 
			budget proposal; then, using a highly 
			participatory process that incorporates input 
			from all college stakeholders, prepare the 
			college's operating budget for the next fiscal 
			year and present it to the full CEC for its 
			approval;

		   iv.	educate and inform the college community about 
			the budgeting process 

		   v.	prepare and recommend to the full CEC a revised 
			budget when total revenues or expenditures 
			represent a variance of $100,000 or 2% from the 
			current, approved budget or when requested by CEC
			or the President to do so for other reasons;

		   vi.	request information as needed from budget managers 
			and others on expenditure and revenue items for 
			the development of the operating budget and for CEC
			comment as described in (viii) below;

		   vii.	receive on a monthly basis a budget report from 
			the CFO indicating actual and budgeted levels of 
			major revenue and expenditure categories (and their
			personnel and non-personnel subcategories);

		   viii.provide comments and recommendations to the CFO 
			and President on budget reports in terms of their 
			consistency with the college's long range plan, 
			priorities plan, and sound fiscal management;

		   ix.	make proposals to the Chief Financial Officer and 
			President regarding policies and procedures for 
			financial decision-making and the sound fiscal 
			management of the institution;

		   x.	other duties as requested by CEC.


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D.     Operating Procedures

       1. Decisions are made using the means and methods described in 
	  Part Two of the Governance Document. A quorum, for 
	  decision-making purposes shall be 7 members.

       2. When CEC is not able to reach consent or a supermajority vote 
	  (60% of the members present) on a decision, the President has 
	  the authority to decide the issue if college finances, safety, 
	  or security are involved.

       3. Other members of the Goddard Community may be invited to 
	  attend committee meetings when matters which affect them are 
	  under discussion.


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OFF-CAMPUS STUDENT GOVERNANCE COMMITTEE


A.  Description and definitions

    Community Meetings held during the residencies constitute the primary
    forum for direct off-campus student participation in College 
    governance. Between residencies, The Off-Campus Student Governance 
    Committee serves to represent the interests of off-campus students in 
    College governance.

B.  Organizational structure

    The students in each Off Campus Program will elect up to two of their 
    number to represent them during the times between residencies. These 
    representatives must be able to attend meetings on campus and keep 
    abreast of College issues affecting off-campus students. 

    Elections will normally be held during the summer/fall residencies, 
    and the expected term of office will be one year. (Special elections 
    may be held during the winter/spring residencies to fill vacant 
    positions.) Together, the elected representatives from all of the off 
    campus programs constitute the Off-Campus Student Governance Committee. 
    The Committee reports to the Dean of Academic Affairs and the Off 
    Campus Working Group.

C.  Authority and responsibilities

    The Committee will elect two of its members to serve on the College 
    Executive Committee. If off campus student representatives are needed 
    to serve on other College committees (e.g. search committees), they 
    also will be appointed or elected from among this group. Whenever 
    off campus student input is needed by other standing committees or 
    by administrators, the Off Campus Student Governance Committee shall 
    be consulted. The Committee will also meet between residencies to 
    discuss the common interests, issues, and concerns of all off campus 
    students and may develop proposals regarding such matters to refer 
    to the Academic Dean, the Off Campus Working Group, CEC, or other 
    standing committees.

    To best represent the interests of their constituency, committee 
    members must have regular communication with as many off campus 
    students as possible. The Committee shall, therefore, be responsible
    for developing ways of collecting input from other off-campus students, 
    of informing them about college issues, and of facilitating 
    communication among off-campus students and between the College and 
    the students.

D.  Operating procedures

    The leadership and specific decision-making processes of the committee 
    shall be determined by its members. The committee will consult with 
    the Off Campus Working Group, the Lead Faculty from the various off 
    campus programs, and other standing committees as needed.  


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INFORMED GOVERNANCE


For the governance system to operate effectively, it is essential that 
all participants (individuals, groups, committees, task forces) have the
information they need to comment upon or make decisions. They need this 
information in a timely fashion and in a form that is understandable and 
relevant for the decisions under consideration. Limitations on the access 
and use of information should to be specified in a College Information 
Policy. It is also essential that community members accept responsibility 
for participating in the governance process in an informed, timely, and 
orderly manner. These broad goals will be implemented by observance of the 
following principles and procedures:

All information assembled by individuals, committees, departments, and 
other groups in their official capacity at the College is open and 
available to all members of the community unless the College Information 
Policy limits access to such information in some fashion. Until this 
policy has been developed and approved, the administrator in whose area 
the information has been generated or is stored shall determine whether 
there are reasons that this information cannot be made available to 
community members. Upon receipt of a written request for information, the 
administrator will provide either the information requested or a written 
explanation as to why such information cannot be made available.

All meetings of standing committees are to be open for observation by 
members of the Goddard community (committees may also choose to reserve 
time for comments from any community members present) unless the body 
formally decides that the meeting will be closed. If a committee decides
to hold a closed meeting, they must record and make known to the community
the reason(s) for closing the meeting. The decision to close a meeting may
be based upon the need to build trust and create security among committee
members; to protect individual privacy; to address personal concerns; for
legal reasons; or any other issue of significance that, in the opinion of 
the Committee members as a whole, requires privacy. This policy should be 
reviewed one year from the date of passage of this amendment to the 
Governance Document and the review should include the list of all reasons 
given for closing meetings during that year. The reasons for closing 
meetings must be consistent with the College Information Policy (which 
may, in fact, require that meetings be closed for certain purposes) once 
it has been developed and adopted.

Representatives to different deliberating bodies shall be responsible for 
reporting back to their constituencies to provide information on their 
deliberations and on pending decisions.  Representatives are also 
responsible for soliciting constituency comments on these matters and 
for representing the full range of constituency views to the bodies on 
which the representatives serve.

Committees, task forces, and other deliberating bodies shall keep minutes 
and make them available to the community. Minutes, pending decisions, and
other relevant information from deliberating bodies shall be posted on an 
actual and an electronic bulletin board in a timely fashion for 
consideration by others in the community. To facilitate receipt of 
comments from the larger community, deliberating bodies should announce 
well in advance when decisions will be made.


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When they are considering decisions that have impacts beyond their internal 
functioning they shall provide information about such decisions in a one 
page format that describes the decision under consideration, lists when 
it will be made, provides a short review of background for the decision, 
indicates the impacts the decision is expected to have (on budgets, space, 
and other areas of community interest), and tells the reader where 
additional information relevant to the decision may be found.

Proposals for formal action by College standing committees generally may 
not be acted upon at the meeting in which they are first raised. To ensure 
full and informed input and participation from the community, proposals for
committee action must be raised at one meeting and acted upon at a 
subsequent meeting following notice to the community. This rule may be 
suspended only if all members present agree that the matter under 
consideration relates only to the committee's internal functioning and 
does not have significant impact on the community.

The governance system is structured to provide opportunities for community 
input during the deliberative process so that decisions will be well 
considered and can be implemented expeditiously once they have made. 
Members of the Goddard community are expected to assume responsibility for
keeping themselves well-informed, for educating themselves about issues 
facing the community and the College, for participating in the process in 
an appropriate and timely manner, and for accepting even decisions with 
which one disagrees if they have been made legitimately through the 
prescribed process. This requires doing such things as reading posted 
minutes and information, communicating with one's constituency 
representatives, attending Community Meetings and other information 
sessions, participating actively in constituency group meetings, and 
listening with an open mind to the opinions of others, as well as 
expressing one's own views.


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THE STAFF


A.   Definition

The staff includes all individuals who are paid, permanent, part-time or 
full-time personnel employed by Goddard College who are not administrators
(i.e., Management Group), faculty members, or work study/Work Program 
students. The Staff Committee has the ability to review its membership. In
conjunction with all Goddard employees and students, staff members 
contribute to a collaborative, experientially-based educational setting 
through Work Program and governance responsibilities as well as by 
fulfilling daily job obligations. 

B.   Authority of the Staff

     1. Authority in General - All staff members may exercise 
        their right to assemble and, with their representatives or in 
	groups, create recommendations to the Board of Trustees; to 
	standing college committees; to their respective administrative 
	supervisors; and/or to the President.

     2. Selection Process - Staff representatives to the Board of 
	Trustees and standing committees are elected by the staff. Staff 
	can also be appointed to task forces and advisory boards by other 
	members of the college community.

     3. Limits and Lines of Authority - An elected or appointed 
	staff representative has authority to represent the interests of 
	the staff and the interests of the college as a whole in his or 
	her capacity serving on the Board of Trustees or any standing 
	committee, task force, or advisory board of the college. Staff
	representatives to the Board of Trustees, standing committees, 
	and task forces are accountable to the staff committee about the 
	activities of the group that they are involved in.

     4. Staff Responsibilities - It is the responsibility of all 
	college community members, including staff, to participate in 
	community activities such as committee work, attending Community 
	Meetings, Work Day, etc. College-wide civic duty is part of staff
	members' expected workload. Through this involvement, all Goddard
	employees are empowered to advance the mission of democratic 
	lifelong learning.

C.   Staff Committee Organization Structure

     l. Composition - The Staff Committee is comprised of all 
	staff members who are in attendance at a staff meeting. All staff 
	members of the college are entitled to attend staff meetings. 
	Currently the staff meets bi-monthly.  Other members of the 
	college community may be invited to speak to the staff on a 
	variety of issues.


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     2. Purpose and Authority - The Staff Committee serves as the 
	primary forum for all staff concerns, and its goal is to act on 
	all issues concerning staff members. The Staff Committee may elect 
	representatives to all college committees and the Board of 
	Trustees. The Staff Committee may make recommendations it sees 
	fit to the appropriate college committee and the Board through 
	the staff representatives on these groups, or directly to the 
	President.

     3. Cooperative Leadership
	a. The staff will fully exercise shared leadership in fulfilling 
	   the duties of facilitation and minutes preparation, in order to
	   encourage greater participation and responsibility for staff 
	   business.
	b. The elected staff representatives to college committees and the 
	   Board of Trustees are responsible for reporting the Staff 
	   Committee decisions to the appropriate college committees and 
	   the Board.
	c. Minutes are taken by the appointed staff member and those 
	   unapproved minutes are circulated only to the staff prior to 
	   the next meeting. At that next meeting, the minutes are 
	   approved by the staff and posted on bulletin boards and on 
	   e-mail.
	d. Agendas are posted the day before scheduled meetings (on e-mail 
	   and otherwise).

     4. Operating or Sub-Committees - Smaller groups are formed as 
	needed to accomplish specific responsibilities or tasks of the Staff 
	Committee. These can be:  developing proposals regarding workshops 
	and seminars promoting staff job and personal development; 
	explaining personnel or budget issues; examining personnel benefits
    	and changes to the personnel handbook; developing staff members'
	relationship to the educational aspects of the college; and other 
	needs as they may arise.

     5. Decision-making - Proposals introduced in one meeting are 
 	not to be acted upon until the next meeting, in order to create 
	better opportunities for participation and reflection. The method 
	by which decisions are made by the Staff Committee is by consent, 
	when possible. If consent cannot be reached, then a super majority
	vote of 60% will take place. Staff members present for the Staff 
	Committee meeting will have the choice of taking a binding vote at 
	the meeting or putting the decision up for a ballot vote in order 
	to include more staff members.


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MANAGEMENT TEAM

A. Description and definition

The Management Team is the President's staff. It consists of the senior 
administrators, who report directly to the President. This group meets 
regularly for purposes of administrative coordination, information sharing, 
supervision by the President, and mutual advising.

B. Composition and structure

The Management Team currently includes the Chief Financial Officer, the 
Chief Development Officer, the Dean(s) for Academic Affairs, the Dean for 
Administration, the Dean for Student Affairs, and the Director of 
Admissions. The President has the prerogative to change the composition 
of this group. This group reports to the President.

C. Authority and responsibilities

The President has broad authority and responsibilities delegated by the 
Board of Trustees. The President, in turn, delegates to the members of 
the Management Team individual authority and responsibilities (including 
budget management authority and responsibility) within their own areas. 
Collectively, this group has no additional formal governance authority or 
function other than the preparation of a preliminary budget draft to be 
given to the CEC Budget Committee at the beginning of its process. 
However, senior administrators may bring issues which are within their 
individual purview to the Management Team for input, advice, and/or a 
collective decision; and CEC and other standing committees may occasionally 
request input, advice, and information from this group.

D. Operating procedures

The President chairs meetings of the Management Team but may appoint 
another facilitator if he or she chooses. Since the members of the 
Management Team are all intimately involved with the various areas of the 
college and are on one or more standing committees, the group consults 
regularly with all college employees and students, whether formally or 
informally.


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STUDENT LIFE COMMITTEE

A. Description and definitions

   The Student Life Committee is the primary governing body for campus 
   student community life issues. This standing committee provides a forum 
   for the discussion of issues in community living and, when appropriate, 
   develops and presents proposals regarding such issues.

B. Organizational structure

   Membership consists of all students enrolled in the campus program. 
   The following persons are non-voting members:
	- Dean for Student Affairs
	- Coordinator of Student Life
	- 1 faculty member elected by the campus faculty 
   All campus students in attendance at a committee meeting have a full 
   voice and vote in the decisions that the committee makes.

   The Student Life Committee reports to the Dean for Student Affairs and 
   the Campus Organizing Group.

C. Authority and responsibilities

   The committee is responsible for making decisions regarding the 
   allocation of the Student Life Committee budget; the election of 
   student representatives to college committees; the organization of 
   student input for the curriculum planning process; the creation of 
   additional student committees or task forces as needed; and other tasks 
   delegated to it by the Dean for Student Affairs or the Campus Organizing 
   Group. The group shares authority with the Dean for Student Affairs for 
   developing community living norms and policies. It may make 
   recommendations to the Dean for Student Affairs, the Campus Organizing 
   Group, and other standing committees.

   The Student Life Committee's general authority derives from the students 
   of the campus program. Specific college governance authority is 
   delegated to it by the Dean for Student Affairs and/or the Campus 
   Organizing Group. The Student Life Committee may delegate authority 
   to subcommittees or task forces which it creates. 

D. Operating procedures

   The committee shall elect from among its members a chairperson to be 
   responsible for planning and organizing meetings, preparing and 
   distributing meeting agendas in advance, facilitating (or arranging for 
   the facilitation of) meetings, ensuring that minutes are taken for 
   meetings, getting minutes posted and distributed, and meeting with the 
   Campus Organizing Group to plan Community Meetings for the campus 
   program.


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   At the beginning of each semester, the committee shall develop a budget 
   for the expenditure of the funds allocated to the committee. No money 
   will be disbursed until a budget has been approved.

   Proposals for Student Life Committee action may not be acted upon at 
   the meeting in which they are first raised. To ensure full and informed 
   input and participation from the community, proposals for committee 
   action must be raised at one meeting and acted upon at a subsequent 
   meeting following notice to the community. Decisions are made, if 
   possible, by consent of those present. If there is reasoned objection 
   and consent cannot be attained, a supermajority vote of sixty percent 
   (60 %) of those present is required to pass a proposal.


FACILITIES COMMITTEE

This committee's area of concern is the maintenance and improvement of 
Goddard's physical plant, buildings and grounds. The committee may make 
operational decisions about priorities for Goddard's maintenance personnel, 
and may recommend major building repairs and renovation or grounds 
improvement, to the Dean of Administration.

   A. Led by the Director of Environmental Services or Dean for 
      Administration.
   B. The committee interacts with Campus Life, College Executive 
      Committee and Campus Student Services.
   C. Membership consists of students, faculty, and staff, and includes 
      the following members:
	- 2 campus students elected by campus students
	- 1 faculty elected by the faculty
	- 2 staff elected by the staff
	- Director of Environmental Services or the Dean for Administration
   D. Meets biweekly
   E. Scope of interest is the whole college.


PERSONNEL COMMITTEE

Human resources are the main focus of this committee. All employees, 
through their elected representatives to this committee, discuss issues or 
concerns related to morale, hiring practices, compensation and benefits, 
and legal issues related to work. They may make recommendations to 
administrators, other committees, or the Board of Trustees through the 
President. From time to time, this committee will dialogue with other 
colleges to see how they address human resource issues at their 
institutions. The goal of the committee is to be proactive in handling all 
issues concerning employees.

   A. Led by the Dean of Administration. The committee interacts with the 
      College Executive Committee, the President, staff, and the Core 
      Faculty.
   B. Membership consists of faculty and staff, and includes the following 
      members: 
	- Dean of Administration 
	- 2 staff elected by the staff 
	- 2 faculty elected by faculty
   C. Meets every other week


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   D. Scope of interest is the whole college.

When needed, representative search committees are formed, which operate 
according to established personnel policies to include representatives 
from the faculty, students - mostly campus but occasionally off -campus 
students - staff, and administration. These committees make recommendations 
to the administrator who will supervise the person being sought. Hiring
decisions are then made according to the shared authority and mutual 
consent process described earlier in this document. The administrator to 
whom the new employee will report should serve as an ex-officio member of 
the search committee, participating in interviews and deliberations, 
at least when the search reaches the finalist stage.


CAMPUS ORGANIZING GROUP

The Campus Organizing Group (known as COG) organizes and coordinates the 
Campus Working Group in the operation of the campus program and the 
integration of its academic, work program, and community life components. 
COG is responsible, in collaboration with the Student Life Committee 
Chair, for planning and organizing the campus program Community Meetings.

	A. Leadership is shared.
	B. Membership consists of:
		- Director of Work Program
		- Dean for Student Affairs
		- Lead Faculty for the Campus Program
		- Dean for Academic Affairs
	C. Meets weekly with additional meetings as needed
	D. Scope of interest is the Campus Program.


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GOVERNANCE DOCUMENT TEMPLATE


TITLE OF BODY OR POSITION

1. Description and definitions
	1.1. Describe the body or position.
	1.2. What are its basic purposes and general responsibilities?
	1.3. Are there any terms that need to be defined?
2. Composition and structure
	2.1. What is the membership of the body?
	2.2. How are the members selected?
	2.3. What subcommittees does the body have?
	2.4. To what body or position does this body or position report?
3. Authority and responsibilities
	3.1. What is the body or position authorized to do?
		3.1.1. What policies does it set?
		3.1.2. What decisions is it empowered to make?
	3.2. How is authority delegated?
		3.2.1. From where does the body or position's authority 
		       derive?
		3.2.2. The body or position delegates what authority to 
		       whom?
	3.3. What are the limits to this body or position's authority?
	3.4. What work products is the body or position expected to 
	     generate?
4. Operating procedures
	4.1. Who chairs and/or facilitates meetings?
	4.2. How does the body or position make decisions and take action?
	4.3. The body or position consults with whom about what?