2011 Board of Trustees
Self-Evaluation
Purpose
The purpose of the board self-evaluation is to identify areas of board functioning that are working well and those that may need improvement. In addition, the discussion of board roles and responsibilities builds communication and understanding among the members and leads to a stronger, more cohesive working group. At the end of an evaluation discussion, board members should have:
· identified areas for improvement, perhaps stated as goals and criteria for future evaluations;
· an understanding of what they expect from themselves and each other to be an effective board; and
· a summary of accomplishments and characteristics of which they can be proud.
Given the unique nature of the relationship between the board and CEO, the evaluation of the board and the CEO are intertwined. It is difficult for the board to evaluate itself without addressing CEO evaluation, and vice versa. Therefore, the CEO is an important contributor to the board self-evaluation process.
Trusteeship in a Nutshell
You are a member of a lay board that, as a unit –
· Sets the policy direction
· Employs a chief executive officer as the institutional leader
· Acts as community bridge and buffer
· Establishes the climate in which educational goals are accomplished
· Defines legal, ethical, and prudent standards for college operations
· Assures fiscal health and stability
· Maintains standards for good personnel relations
· Monitors institutional performance
· Leads as a thoughtful educated team
Statutory Responsibilities
The California Education Code contains laws that govern community colleges and define the roles and responsibilities of governing boards. Boards and trustees are also subject to provisions of the Open Meetings Act (Brown Act), Fair Political Practices Act, and laws pertaining to conflicts of interest. In addition, the Board of Governors of the California Community Colleges has
established regulations and policies (contained in Title 5 of the California Administrative Code) that implement legislation and further delimit the authority of local governing boards.
The following responsibilities are stated in Education Code Section 70902, which authorizes and defines local boards. The section also authorizes local boards to delegate their power to the chief executive officer and other college staff and committees, unless specifically prohibited by law.
1. Establish rules and regulations not inconsistent with the regulations of the Board of Governors and the laws of this state
2. Establish policies for and approve comprehensive, academic, and facilities plans
3. Establish policies for and approve courses of instruction and educational programs
4. Establish academic standards and graduation requirements
5. Employ all personnel and establish employment practices
6. Determine budgets within legal constraints, and determine the needs for tax and bond elections
7. Manage and control district property
8. Establish procedures for effective involvement in the local decision-making process
9. Establish rules for student conduct
10. Establish fees as required by law
11. Accept grants, gifts, and scholarships
12. Provide auxiliary services as necessary
13. Determine the academic calendar
14. Participate in the Board of Governor’s state consultation process
In general, boards of trustees in California delegate significant authority to the CEO, as well as to the Academic Senate according to Title 5 regulations. Effective boards limit their role to developing broad policy and providing oversight in the areas listed above, and delegate the responsibility for administrative and professional duties to the professionals in the colleges.
BP 2012 Role of the Board (Powers, Purposes, Duties)
In addition to the powers and duties as prescribed by law, the governing board shall discharge the following duties and responsibilities:
1. Select and appoint the Chancellor of the district;
2. Fix and approve the annual budget;
3. Through the adoption of annual budgets, approve the expenditure of all
funds;
4. Appoint or dismiss employees of the district upon the recommendation of the Chancellor;
5. Fix the rate of compensation for all employees and review all salary
schedules annually;
6. Act upon recommendations of the administration on physical plant development and other capital outlay expenditures;
7. Pass upon recommendations of the administration on matters of repair and maintenance of buildings, grounds, and equipment;
8. Request and consider reports from the Chancellor regarding the educational program, financial position, and other matters pertaining to the welfare of the district;
9. Consider and act upon the curricular offerings of the colleges upon the recommendation of the Chancellor;
10. Consider and adopt a District annual calendar;
11. Provide for the establishment of necessary procedures to assure proper accounting of all District funds, student organization funds, cafeteria funds, bookstore funds, and any other funds that fall under the supervision of the District;
12. Provide for the annual audit of all funds;
13. Consider communications and requests from citizens or organizations on matters of policy and administration; and
14. Serve as a board of appeal for students, employees, and citizens of the
District.
Reference: Education Code sections 5304, 70902, 72120-72122, 72230-72300, 72530-72538, 81600-81606; Accreditation Standard IVB.1.d
Adopted by the Governing Board: October 10, 1978, November 4, 2003
Revised: July 1, 2008
2011 BOARD OF TRUSTEES’ SELF-EVALUATION
Please circle what you consider to be the appropriate response to the following statements dealing with the performance of the full Board. A “comment” section has been added to each section, which will allow you to express any additional thoughts you wish concerning that particular area. The response scale is as follows:
STRONGLY AGREE / AGREE / DISAGREE / STRONGLY DISAGREE / NO OPINION1 / 2 / 3 / 4 / 5
A. INSTITUTIONAL MISSION AND EDUCATIONAL POLICY
(References: District’s Mission and Goals and Vision Statements)
1. The Board has a clear understanding of the statements of District institutional mission.
1 / 2 / 3 / 4 / 52. The Board has a clear understanding of educational policy at the State level.
1 / 2 / 3 / 4 / 53. The Board has established procedures for periodic review of the District mission and goals and District Rules and Regulations.
1 / 2 / 3 / 4 / 54. In its statement of mission and goals, the Board is sufficiently responsive to the community’s educational and service needs.
1 / 2 / 3 / 4 / 5COMMENTS:______
B. INSTITUTIONAL PLANNING
1. The Board has adequate historical perspective (e.g. Higher Education Master Plan, community college legislation and finance) in the development of institutional planning.
1 / 2 / 3 / 4 / 52. The Board ensures that sufficient and comprehensive long-range planning activities are underway.
1 / 2 / 3 / 4 / 53. The Board provides for effective integration of various interest groups in planning activities.
1 / 2 / 3 / 4 / 54. The Board regularly reviews accountability measures and standards for the District.
1 / 2 / 3 / 4 / 5COMMENTS:______
C. INSTRUCTIONAL/STUDENT SERVICES PROGRAMS
1. The Board has adequate information on the District’s instructional and student services programs.
1 / 2 / 3 / 4 / 52. The Board requires that the Colleges and Chancellor’s Office develop annual educational goals against which the educational program can be evaluated.
1 / 2 / 3 / 4 / 53. The Board demonstrates a concern for the educational success of all students.
1 / 2 / 3 / 4 / 54. The Board is willing to make long-term investments in the development and improvement of instruction and services for students.
1 / 2 / 3 / 4 / 5COMMENTS:______
D. FACILITIES
1. The Board has a current Educational Facilities Master Plan for the Colleges and Chancellor’s Office which includes both present and anticipated needs.
1 / 2 / 3 / 4 / 52. The Board requires the administration to provide adequate information on physical plant utilization before approving requests for remodeling or new construction.
1 / 2 / 3 / 4 / 53. The Board provides resources for both emergency and preventive maintenance of the physical plant.
1 / 2 / 3 / 4 / 5COMMENTS:______
E. FINANCIAL RESOURCES
1. The Board fully exercises its responsibility for prudent fiscal management.
1 / 2 / 3 / 4 / 52. The Board requires the maintenance of adequate financial reserves.
1 / 2 / 3 / 4 / 53. The Board is appropriately involved in District budget review and approval.
1 / 2 / 3 / 4 / 54. The Board ensures that the budget is consistent with the educational priorities and objectives of the District.
1 / 2 / 3 / 4 / 55. The Board reviews in some detail the annual audit report.
1 / 2 / 3 / 4 / 5COMMENTS:______
F. BOARD OPERATIONS
1. The Board understands the essential State laws, regulations and directives affecting district governing boards.
1 / 2 / 3 / 4 / 52. The Board conducts its meetings in an orderly, efficient manner and allows for sufficient public comment.
1 / 2 / 3 / 4 / 53. The Board is provided with materials sufficiently in advance of the official meeting to allow time for study.
1 / 2 / 3 / 4 / 54. The Board deals primarily with policy issues and does not interfere with the administration of the District.
1 / 2 / 3 / 4 / 55. Board members treat one another with respect and tolerance, both inside and outside of meetings.
1 / 2 / 3 / 4 / 5COMMENTS:______
G. BOARD – CHANCELLOR RELATIONS
1. The Board and Chancellor work cooperatively and maintain a total District perspective.
1 / 2 / 3 / 4 / 52. The Board adheres to and demonstrates its responsibility for educational policy-making and delegates to the Chancellor and Presidents the full responsibility for implementing educational policy.
1 / 2 / 3 / 4 / 53. A climate of mutual trust and support exists between the Board and the Chancellor.
1 / 2 / 3 / 4 / 54. The Board makes adequate provision for evaluating the Chancellor in order to improve performance.
1 / 2 / 3 / 4 / 55. The Board has a carefully planned process for the selection and retention of the Chancellor.
1 / 2 / 3 / 4 / 5COMMENTS:______
H. FACULTY/STUDENT/CLASSIFIED RELATIONSHIPS
1. The Board through the Chancellor, actively seeks advice and recommendations from faculty, students and classified staff in formulating basic educational policies.
Faculty 1 2 3 4 5
Students 1 2 3 4 5
Staff 1 2 3 4 5
2. The Board has established and maintains an appropriate process and climate for collective bargaining.
1 / 2 / 3 / 4 / 53. The Board has established policies in the following areas:
a. Health and Safety
1 / 2 / 3 / 4 / 5b. Grievances/Complaints
1 / 2 / 3 / 4 / 5c. Non-discrimination/Equal Opportunity
1 / 2 / 3 / 4 / 54. The Board has established and maintains an adequate process for employee recognition.
1 / 2 / 3 / 4 / 55. The Board demonstrates concern for organizational climate and treats students, faculty and classified staff with respect.
1 / 2 / 3 / 4 / 56. The Board interacts with faculty, classified staff and students of the Colleges in a way that informs the Trustees about the campus climate of each College.
1 / 2 / 3 / 4 / 5H. FACULTY/STUDENT/CLASSIFIED RELATIONSHIPS (continued)
7. The Board takes advantage of appropriate opportunities to interact with faculty, classified staff and students in order to experience firsthand the ways in which the Colleges are accomplishing the District’s educational mission.
1 / 2 / 3 / 4 / 58. The Board’s interaction with faculty, classified staff and students leads to overall improvement in the quality of the District’s system and educational mission.
1 / 2 / 3 / 4 / 5COMMENTS:______
I. COMMUNITY RELATIONS
1. The Board keeps itself well informed about the educational needs of the community.
1 / 2 / 3 / 4 / 52. The Board makes provision for keeping the community well informed of the Colleges’ goals, activities and educational objectives.
1 / 2 / 3 / 4 / 53. The Board channels all criticisms of the Colleges through the Chancellor and Presidents for study and appropriate action.
1 / 2 / 3 / 4 / 54. The Board participates actively in community affairs.
1 / 2 / 3 / 4 / 55. The Board encourages the public’s participation/comments at Board meetings.
1 / 2 / 3 / 4 / 5COMMENTS:______
J. GOVERNMENTAL RELATIONSHIPS
1. The Board is informed about the inter-relationships which exist between the Board and other governmental bodies.
1 / 2 / 3 / 4 / 52. The Board shows an active interest in legislation and regulations affecting community colleges.
1 / 2 / 3 / 4 / 53. The Board actively participates in organizations and programs affecting community colleges.
1 / 2 / 3 / 4 / 5COMMENTS:______
BOARD STRENGTHS/WEAKNESSES (please write in your response)
1. The Board’s greatest strengths are in the areas of:
a. ______
b. ______
c. ______
2. The Board could improve in the areas of:
a. ______
b. ______
c. ______