• An empty canoe goesno where. Not untilpaddlers get in it andtogether paddletowards a commondestination can it everserve its’ purpose
Ground Rules• Be on time (from breaks, lunch, etc.)• Everyone participates & remain engaged.• Stay within the agreed upon objective / agenda.• No private conversations / no private text messages.• Say what’s on your mind to all.• Listen for content before forming an opinion (open your mind toothers).• Suspend judgment until there has been sufficient discussion anddata.• Be specific and use examples, provide data when possible.• It is okay to disagree but be open to new ideas and don’t becaught up in your own visions.• All topics/issues are fair game.• No cheap shots (woofing / trash talking).• No Hogging / Frogging /or Bogging.
Role of Trustees• Thru leadership, to create a collegeclimate that fosters studentsuccess.• Leadership is not command and control,that is managing.
Great People or Great Board?“The most effective way to forge awinning team is to call on theplayer’s needs to connect withsomething larger than themselves.”• Phil Jackson, Former Coach of the Chicago Bulls.
Why be a Trustee?• Why are you a Trustee? Whydid you run for this position?
News Headline in a Year• A year from now what would you like to see inthe local newspaper about what your Collegehas accomplished?• What will be the Board’s role in this success?
What is Student Success?• How do you define “Student Success?”• How do you define “Student AchievementStandards?”• How will you link Achievement Standards tothe Mission Statement of your college?
Communication• Why is Board communication so important?• Describe your Board’s communicationstyle?• What needs to change?
Trust / Respect• Why are these factors important?• Describe your Board’s Trust with eachother? With the CEO?• Do you respect your colleagues on theBoard? If not – why not?
How to Solve Difficult Problems• Pay Attention to how you speak & listen.• Speak up when appropriate – be engaged.• Remember you do not have all the truths.• Engage with and listen to your colleagues.• Listen with empathy.• Listen to all sides & reflect on other views.• Stop Talking and think.• Reflect on your own role on the Board.• Be fully present and relaxed.
Effective Boards: The Research• Work together as a team• Build and maintain trust; avoid destructiveconflict• Are accountable and focused on results• Act with intelligence, respect and integrity• Are future-oriented• Are committed to the college mission andstudent success• Evaluate their own performance
Changes / Commitments• What changes need to occur before you cancommit to working with your colleagues onthe Board? With the CEO?• Can you provide any commitments to yourcolleagues?
SB 1440 Transfer to Degree• What is SB 1440 & why is it important.• What is our current status?• What is the board’s role?• What is next?
ACCJC Data on Sanctions15COLLEGES ONSANCTIONPROGRAMREVIEWPLANNINGINTERNALGOVERNANCEBOARDFINANCIALSTABILITY ORMANAGEMENT2009 SANCTIONS(N=24)71%(17)92%(22)46%(11)46%(11)54%(13)2010 SANCTIONS(N=19)68%(13)89%(17)42%(8)58%(11)58%(11)2011 SANCTIONS(N=21)19%(4)71%(15)24%(5)67%(14)62%(13)2012 SANCTIONS(N=28)21%(6)71%(20)18%(5)71%(20)50%(14)2013 SANCTIONS(N=25)28%(7)64%(16)20%(5)68%(17)52%(13)Colleges on Sanction January 2009 – January 2013Top Deficiencies Causing SanctionsPlease note category increasing in frequency in table above
Red Flag Raisers• “Rogue” or “renegade” behavior.• Surprising CEO/Colleagues (esp. inmeetings)• Media/ Social Media Finger Pointing• Political Agendas• Lack of Preparation• Micromanaging16
Defining Micromanaging.• CCLC Board Focus• How do you define Micromanaging?• How can you prevent Board memberMicromanaging?
The Board is NOT There to DO• The board determines the WHAT– Broad policy goals and outcomes• The board ensures that the DOING byothers. . .– Produces the desired outcomes, and– Is legal, ethical, and prudent18
Role of Trustees:Partnership with the CEO• The governing board delegates fullresponsibility and authority to thechief administrator to implementand administer board policieswithout Board interference andholds the CEO accountable for theoperation of the college.19Standard IV.B.1.j
The Board / CEO Team• Build Trust between the Board & the CEO– Avoid Public Conflict– Be Respectful of each other• Expect & Provide Commitment to Board decisions• Maintain Open Communication• Hold the CEO Accountable– Set clear/detailed expectations; conduct regularperformance evaluations; focus on results– Be candid with CEO (in private)– Support CEO (in public)• The CEO is not only an employee but also a teammember!20
Superintendent/President• Immediate Board Actions?• Intermediate Board Actions?• Long Term Board Actions?
Web Sites for help:• Community College League of California: www.ccleague.org• Association of Community College Trustees: www.acct.org• Accreditation Commission for Comm. & Jr. Colleges: www.accjc.org• California Community College Chancellor’s Office: www.cccco.edu• Association of Governing Boards: www.agb.org• Complete College America: www.completecollege.org• Campaign of College Opportunity: www.collegecampaign.org• Inside Higher Education: www.insidehigheered.com• Institute for Higher Education Leadership & Policy: www.csuc.edu/ihelp• Board Source: www.boardsource.org• Calif. Education Collation for Health Care Reform:www.ccscenter.org/cechcr/
Questions / Comments• Your Question & / orComments?