VENTURA COUNTY COMMUNITY COLLEGE DISTRICT

~UN~p~

OXNA?~V

Board of Trustees commit to:

Grounds Rules, as outlined in the ACCJC Accreditation and Trustee roles and Responsibilities Workshop.

Trustee Roles and Responsibilities, as outlined in the Association of Community Colleges Trustees Guide to Trustee Roles and Responsibilities.

Strengthening the Board, CEO Relationship, Organizational Leadership, and Cpommunity Involvement, as outlined in the Community College League of California Board and CEO Roles, Different Jobs, Different Tasks.

Role of a Trustee, outlined by Stephen P. Blum.

Professional Development, as outlined in the Board of Trustees Professional Development Opportunities 2012-2013.

February 22, 2012:

Trustee

Jai

M. Meznek, Ph~~hancellor

c~.

I
kk

OXNAR

Agenda Item Details

Meeting Category Subject Access Type

Public Content

Feb 22, 2012- Special Meeting of the Board of Trustees 6. Study Session 6.01 Study Session Guidelines Public Discussion

The Accrediting Commission for Community and Junior Colleges, in its February 2, 2012 letter to the Ventura County Community College District stated the Commission has required that a Special Report be prepared to address the Commission Concern, as follows: The team report confirmed that board development activities had been provided and that all board members were encouraged to attend. At the same time, the team expressed concern about the consistency and long-term sustainability of the Boards demonstration of its primary leadership role, and reiterates its recommendation for evidence of ongoing professional development for all Board members. Specifically, the Commission notes a particular board members disruptive and inappropriate behavior, and the entire boards responsibility to address and curtail it. (Eligibility Requirement 3; Standard IV.B.l.g-i.) Trustees will review and reaffirm a list of accepted ground rules, introduced by ACCJC during the November 8, 2011 Board Meeting Accreditation and Trustee Roles and Responsibilities Workshop.
Ground Rules

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Be on time. Everyone participates. Stay within the agreed upon objective/agenda. No private conversations. Say whats on your mind to all. Listen for content before forming an opinion (open your mind to others). suspend judgment until there has been sufficient discussion and data. Be specific and use examples, provide data when possible. It is okay to disagree but be open to new ideas and dont be caught up in your own visions. All topics/issues are fair game. Nocheapshots No Hogging I Frogging I or Bogging.

Administrative Content

Page 16 of 122 02.22.12 B0T

__~zz
Community college boards of trustees are responsible for ensuring that their colleges are integral parts of their communities and serve their ever-changing needs. Boards are accountable to the community for the performance and welfare of the institutions they govern. ~ Guide to Self-Assessment Effective boards consist of people who come together to form a cohesive group to articulate and represent the public interest, establish a climate for learning and monitor the effectiveness of the institution. Boards of trustees do not do the work of their institutions; they establish standards for the work throsgh the policies they set. Their specific responsibilities are to; Act as a Unit The board in a corporate body. It governs an a unit, with inns voice. This principle means that individual trustees have authority only when they are acting as a board. They have no power to act on their own or to direct college employees or operations. In order for boards to be cohesive and well-functioning units, trustees must work together as a team toward common goals. Boards should have structures and rules for operating that ensure they cond Oct their business effectively and efficiently, board agendas are clear and informative, and board meetings are run in an appropriate manner. The power of governance is expressed through one voice. As individuals, trustees make no commitments on behalf of the board to constituents, nor do they criticize or work against board decisions. To be effective boards must; Integrate multiple perspectives into board decision-making Establish and abide by rules for conducting board business Speak with one voice, and support the decision of the board once it in made Recognize that power rentn with the board, not individual trustees Represent the Common Good Boards of trustees exist to represent the general public. They are responsible for balancing and integrating the wide variety of interests and needs into policies that benefit the common good and the future of their region. Therefore, board members learn as much as they can about the communities they serve. They gain this knowledge by studying demographic, economic and social trends, by being aware of issues facing the community, and by talking with other community leaders and members of other boards. They use what they learn to make decisions that respond to community interests, needs and values. Boards discuss multiple viewpoints and issues in public, and have strategies to include the public in the policy-making process. Effective trustees and boards; Know community needs and trends Link with the community Seek Out and consider multiple perspectives when making policy decisions Debate and discusn issues in public Serve the public good Set time Policy Direction Governing boards establish policies that provide direction and guidance to the president and staff of the College. A major board responsibility is to define and uphold avision and mission that clearly reflect student and community expectations. This responsibility challenges boards to slunk strategically, concentrate on the big picture, and fscus on the future learning needs of their communities, It requires that boards consult widely with community groups as well as the administration, faculty, staff, and students of the college. Trustees engage in exciting, creative, thoughtful discussions as they explore the future and envision what they want their communities to be. They; Are proactive, visionary and future-oriented Learn about and communicate with many different groups Focus on community needs and trends Establish the vision, mission and broad institutional goals as policy Employ, Evaluate and Support the Chief Executive Officer Successful governance depends on a good relationship between the board and the clsief executive officer (CEO). The chancellor or president is the single most influential person in creating an outstanding institution. Therefore selecting, evaluating and supporting the CEO are among the boards most important responsibilities. The CEO and board function best as a partnership. The CEO implements board policies, while the board depends on the CEO for guidance and educational leadership. This occasionally paradoxical relationship works best wlsen there are clear, mutually agreed-on expectations and role descriptions. The partnership thrives on open consnsuication, CoHe,ggTnistecs
________________ __________

~ Guide to Tnistee Roles and Res~nsibiIities ~ ~ Guide to Ethical Governance

Page 75 of 122 02.22.12 BoT

confidence, trust, and support. To be effective, trustees asd boards must: Select and retain the best CEO possible Define clear parameters and expectations for performance ~ Conduct periodic evaluations; provide honest and constructive feedback Act ethically in the relationship wills the CEO Support the CEO; create an environment for success Define Policy Standards for College Operations Successful boards of trustees adopt policies that set standards for quality, ethics and prudence in college operations. Oitce policy standards are established, boards delegate significant authority to tlte CEO, allowing the CEO and staff tlte flexibility they need to exercise professiottal judgmettt. The policies: ~ Define expectations for lsigh quality educational programs Defitie expectations for student achieveirtent and fair treatnietit of studetits ~ Require wise and prudent use of funds and matsagement of assets ~ Set parameters to attract and retails high quality personnel sad ensure fair treatment of employees Create a Positive Climate Boards set the tone for tite entire system or institution. Through their behavior and policies, succesuflul boards establish a climate in which learning is valued, professional growth is enhanced, and the most important gosls are student success and adding value to the community. Alternatively, boards fail their institutions when they act in such a way that they create a stifling, negative, or dysfunctional atmosphere. Boards of trustees create a positive climate when they hook to the future, act withs integrity, support risk-taking, and challenge the CEO and college staff to strive fsr excellence. Effective boards and trustees: ~ Model a cornnhitment to learning for students ~ Focus on outcomes ~ Support professional growth ~ Seek consultation in developing policy
m Are ethical and act with integrity

Monitor Performance Boards are responsible for holding colleges accountable for serving current and future community canting needs. The board adopts tlse college direction and broad goals as policy, and ten monitors the progress made toward those goals. For instance ifs board adopts a policy goal that the college programs will results in skilled employees for area business, then the board should ask for periodic reports on how that goal is being met. Boards also tasonitor adherence to their policies for programs, personnel, and fiscal and asset management. They receive periodic reports from staff and review reports by and for external agencies, sucht as accreditation, audit, and state and federal accountability reports. All motsitoring processes culminate in tise evaluation of the CEO as the institutional leader. A boards ability to monitor its institution is enhanced when it defittes the criteria and standards to be used well in advance of when reports are required, so that the CEO and staff are clear about what is expected. Effective boarda and trustees: ~ Monitor progress toward goals Monitor adherence to operational policies Use pre-estabhislsed criteria for monitoring Schedule a timetable for reports Support and Be Advocates for the College Trustees are essential links with tlseircommsnities. They govern on beltahf of the public and ensure that the College meets the needs of external constitueats. They are also advocates and protectors of the College. They promote the College in the conumunity, and seek support for the college from local, state, and national policymakers. They uspport the college foundation in seeking comtssunity contributions. Competetst boards protect the College frotrs undue pressure on site institution from political and special interests. Tltey support the professional freedom of administrators and faculty to create quality learning environments that incorporate rnatiy different perspectives. They protect thte ability of tlse College to fulfill its missioti and promise to their communities. Effective trustees and boards:
a Promote the College in the community a Foster partnerships with other entities in the community

Page 76 of 122 02.22.12 BoT

m Advocate the needs of the College with government officials

Support the foundation and fundraising efforts ~ Protect the College from inappropriate influence Lead as a Thoughtful Educated Team Good trusteeship requires the ability to function as part of a team, and a team functions best when all ineasbers are encouraged to contribute their unique strengths and are committed to working together. Effective boards are thoughtful and educated. Trustees on those boards listen svell, ask good questions, analyze options, think critically, and clarify their most important values and priorities. They explore issues thoroughly and make policy decisions based on thorough deliberation and comprehensive understanding. The best boards are future-oriented. They recognize that todays world requires flexible institutions and personnel who are willing to adapt and grow in response to the changing needs of society. Trustees who act with vision, with intelligence, with curiosity and with enthusiasm create a board that is an agent for positive change. Effective boards and trustees: Engage in ongoing learning about board roles and responsibilities Are curious and inclusive Are positive and optimistic Support and respect each other For more information please contact: Dr. Narcisa Polonio, Vice President for Education, Research and Board Services 202-775-4670 g~ppjjolib~acct.ojg

Page 77 of 122 02.22.12 BoT

STRENGTHENING THE BOARD AND CEO RELATIONSHIP

Governing boards and CEOs are partners in leading the institution. As partners, they have the following tasks: goal setting and evaluation o communication o board operatio!ls
BOARD SUPPORT FOR

CEO
Goal Setting and Evaluation

CEO SUPPORT FOR BOARD

Establish goals and expectations in consultation with the CEO Periodically evaluate the CEO Engage in periodic board self-evaluation

Establish goals and expectations in consultation with the board; regularly report progress Ensure that there are CEO and board self evaluation processes

Communication
o

Maintain open communication Direct the CEO only as a board, not as individual trustees Keep the CEO informed of major issues and questions; follow the no surprises rule Establish and follow processes for board and staff communication that honor the CEOs leadership role; do not direct staff Call the CEO before board meetings if there are questions about agenda items Refer complaints and comments to CEO; listen impartially Always publicly support the CEO and college staff In multi-campus districts, notif~ the chancellor before approaching college presidents

Maintain ongoing communication via e-mail, written, or phone updates Keep all board members informed of issues and major events; follow the no surprises rule Accommodate different communication styles as feasible Treat all board members equally and respectfully Provide the same information to all board members Contact all board members before each board meeting to address any questions Follow up when the board refers comments or problems Always publicly support the board In multi campus districts, keep college presidents informed of board issues and concerns

Board Operations Adopt and follow policies that: Define structure and role of the board and its officers Establish standards for trustee and board behavior
o o

Provide adequate support for the board to follow its governing policies Work with the chair to uphold the standards of practice Work with the board chair to develop meeting agendas Prepare meeting agenda items that engage trustees in broad policy-level discussions Provide sufficient information to empower boards to make wise policy decisions Support and manage trustee and board development Invite and accompany trustees to conferences and events

Define meetings and meeting practices

Define the level of information and support desired from the CEO; study arid discuss the information provided Attend conferences and other events to maintain own knowledge and skills

o o

Page 56~Ote122 02,22.12 BoT

ORGANIZATIONAL LEADERSHIP
Governing boards and CEOs play important and complementary roles in leading the organization. Task areas in organizational leadership include: o general oversight policy making planning external leadership roles o organizational structure o decision making
BOARD ROLE AND TASKS

CEO ROLE AND TASKS

General Oversight

Lead the institution through effective governing policies Work in partnership with the CEO Support the CEO as the institutions leader Create a positive climate for effective leadership through supporting institutional leaders and modeling integrity vision and ethical behavior

Lead and administer the institution Implement and comply with board policy Work in partnership with the board; support the governing role of the board Ensure that board policies are up to date and followed Create a positive climate and provide effective leadership by modeling integrity, vision, and ethical behavior
*

a a a

Policy Making
a

Identify and discuss broad policy-level values inherent in issues before the board Reference and use current policy when making decisions Provide thoughtful input early in the policy drafting process Periodically review policies to ensure they are upto-date

Identify broad policy implications inherent in issues and agenda items presented for board discussion Reference current policy when presenting items for board action Seek general input form the board prior to drafting policy Establish and manage a system for periodic review of broad policy

Planning
a

Adopt policies that require and set parameters for effective planning Be knowledgeable about future community needs and interests Contribute to the development of the policy direction (mission vision, and goals) Ensure that public and community interests are represented in the mission, vision and policy goals Ensure that the policy direction meets current and future community needs
*

Anticipate and articulate future trends and needs Lead and manage a visionary and comprehensive planning processes Articulate the mission, vision, and goals; work in partnership with the board
* * . * *

Ensure that planning responds to current and future community needs Ensure that all district plans are linked Ensure that college operations and budgets are aligned with plans Keep the board informed on progress toward accomplishing plans and goals

a a

Page ~Vo~ife122 02.22.12 BaT

BOARD ROLE AND TASKS

CEO ROLE AND TASKS External Leadership Roles Be an active community leader
e

~
. . .

Be active in the community Actively support the college(s) in the community Participate in state conferences and, as time permits, in state and national community college associations
.

Participate in state and/or national associations and conferences As time permits, become involved in state and/or national leadership positions

Organizational Structure Establish policies that:

a a

Define criteria for the organizational structure Delegate authority to CEO to determine the organizational structure

Determine, in consultation with key college personnel, an organizational structure that:

Is designed to achieve institutional goals Meets board standards for effective organization

Periodically review organization structure to ensure it meets board criteria

Report to the board on the effectiveness of the organizational structure in meeting board goals and standards

Decision Making
a

Establish and follow policies that define administrative, faculty, student, and classified staff roles in policy development and decision making Establish and maintain formal processes for open communication with academic senate, classified staff and student leaders

Develop and administer clear processes for administration, faculty, classified staff and student participation in policy development and decision making Ensure that information and training is provided to facilitate effective participation by college constituencies in decision-making processes

Page 5~n~e~22 O2~22.12 BoT

COMMUNITY RELATIONS

Governing and leading community-based institutions requires boards and CEOs to be active participants in their communities and ensure strong college-community connections. Community relations roles and tasks are in the areas of: community involvement marketing and media relations foundation support
BOARD ROLE AND TASKS

CEO ROLE AND TASKS General

Ensure that general interests of the external communities are represented in board decisions
e

Ensure that district programs respond to community needs Advocate for and support the colleges in the community Maintain links with business, government and community leaders Lead and administer programs that
a

Advocate for and support the colleges in the community Maintain links with business, government and community leaders Adopt policies that govern: community relations
e a

Reflect a positive image for the college Engender community support for the college Ensure strong college and community connections

marketing and public relations foundations and fundraising

Community Involvement
a a

Seek out various community perspectives Establish and engage in systematic methods to link with community representatives and policy-makers including: K- 12 boards
a a a

Establish a culture that fosters responsiveness to community needs and positive relations with the public and community groups. Actively seek and foster professional relationships with education, government, business, and other community leaders Participate in community events and service organizations Encourage partnership programs with K-i 2 and higher education institutions Ensure that planning processes assess and respond to community needs Ensure a comprehensive program of community services and events Establish and monitor procedures for public use of and participation in college facilities, programs, services, and events

local governments community and business policy boards higher education policy and advisory boards Ensure community input into strategic planning and institutional evaluation Encourage partnerships and relationships with community organizations Define community use of college facilities

Adopt policies that:

a a

a a

Set the policy direction for community service

Page ~5ef1 22 02.22.12 BoT

BOARD ROLE AND TASKS

CEO ROLE AND TASKS Marketing and Media Relations

Adopt policies that: Set parameters for marketing and public relations programs Establish standards of good practice (ethics) for trustee relations with the public and media
. .

Establish and administer comprehensive public relations operations; ensure the accuracy and quality of communication to public

Keep board informed about Issues that may result in media contacts Public relations and marketing efforts

Foundation Support Adopt policies that establish the direction and parameters for a foundation Support and monitor the foundation Establish links with the foundation board of directors

Establish a foundation and ensure that it is effective Actively support foundation activities through personal involvement

Page ~6iof i~1 22 02.2Z12 BoT

Board of Trustees

Ventura County Community College District

Stephen P. Blum, Esq. Chair Arturo D. Hernandez Vice Chair Dianne B. McKay Trustee Larry 0. Miller Trustee Bernardo M. Perez Trustee Arshia Malekzadeh Student Trustee James M. Meznek Chancellor/Secretary to the Board

Board of Trustees
Professional Development Opportunities 2012-2013 DATE
May 4-6, 2012

EVENT
~nnual Trustees Conference, San Diego, CA

Future Professional Development Opportunities

November 2012 OR January 2013 Community College League of California Effective Trustee Workshop Community College League of California Trustee Workshop

Professional development at least once per quarter, at regularly scheduled meeting or a special meeting. ~CCJC Accreditation Training, as available.