OregonState Board of Education

Performance Evaluation Survey

Best Practices Performance Measure 2008-09

Oregon requires its governing boards and commissions to evaluate their effectiveness. This evaluation is based upon a set of best practices which is reported. The following is the Board’s evaluation of its performance based on 15 criteria. The evaluation is on page one and the criteria definitions follow on pages 2-4.

Please return your completed survey to Jan as soon as possible. The individual results will be tallied, and the Board will discuss the results at the August 2009.

Best Practices Self-Evaluation

Best Practices Criteria / Yes / No
COMMISSIONER’S PERFORMANCE
1. Commissioner’s performance expectations are current.
2. Commissioner’sperformance has been evaluated in the last year.
STRATEGIC MANAGEMENT
3. The Board’s and CCWD’s mission and high-level goals are current and applicable.
4. The Board reviews the Annual Performance Progress Report (APPR) as submitted
to the legislature.
STRATEGIC POLICY DEVELOPMENT
5. The Board is appropriately involved in review of CCWD’skey communications.
6. The Board is appropriately involved in policymaking activities.
7. CCWD’s policy option packages are aligned with their mission and goals
(biennially).
FISCAL OVERSIGHT
8. The Board reviews all proposed budgets.
9. The Board periodically reviews key financial information and audit findings.
10. The Board is appropriately accounting for resources.
11. CCWD adheres to accounting rules and other relevant financial controls.
BOARD MANAGEMENT
12. Board members act in accordance with their roles as public representatives.
13. The Board coordinates with others where responsibilities and interests overlap.
14. The Board members identify and attend appropriate training sessions.
15. The Board reviews its management practices to ensure best practices are utilized.
Total Number
Percentage of Total

CRITERIA DEFINITIONS

Best Practices Criteria / System for Achieving Success
Best Practice: Commissioner’sPerformance
1. Commissioner’s performance expectations are current. / The Board establishesclear performance expectations for the Commissioner. This includes expectations through an updated position description and expectation based upontheBoard’s policy agenda and other meeting-specific directives.
2. Commissioner’s performance has been evaluated in the last year. / The Boardcompletes a formal evaluation of the Commissioner annually. In addition to the evaluation, regular informal feedback is provided to the Commissioner.
Best Practice: Strategic Management
3. The Board’s and CCWD’smission and high-level goals are current and applicable. / The Board’s mission and goals align with CCWD’s mission and goals. The Board reviews their mission and goals annually and develops their work plan accordingly.
4. The Board reviews the Annual Performance Progress Report (APPR) as submitted to the legislature.
Statutory/rule responsibility:
OAM 20.10.00 PO / Annually, the Board reviews CCWD’s Key Performance Measures that are reported in theAnnual Performance Progress Report(APPR) submitted in the Agency Request Budget.
Best Practice: Strategic Policy Development
5. The Board is appropriately involved in review of CCWD’s key communications. / The Board is involved in the review of CCWD’s key communications, includingCCWD initiatives and reports, such as the WorkSource Oregon Annual Report, the Student Success Report, the Oregon Youth Conservation Corps Annual Report, and the Career Readiness Certificate information.
6. The Board is appropriately involved in policymaking activities.
Statutory/rule responsibility:
ORS Chapter 197
OAR 660-002-0010 / The Board reviews and approves CCWD’s annual rulemaking agenda and participates in key rulemaking processes. Board members are involved in community college rulemaking activity.

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7. CCWD’s policy option packages are aligned with their mission and goals (biennially).
Statutory/rule responsibility:
OAM 20.10.00 PO / The Board collaborates with CCWD in budget and legislative agenda development. The Commissioner reports on the progressduring regular Board meetings.
Best Practice: Fiscal Oversight
8. The Board reviews all proposed budgets.
Statutory/rule responsibility:
OAM 20.10.00 PO, OAM 25.00.00 PO / The Board reviews CCWD’s proposed biennial Agency Request Budget and therequest is approved by the Board.
9. The Board periodically reviews key financial information and audit findings.
Statutory/rule responsibility:
OAM 20.10.00 PO, OAM 25.00.00 PO / CCWD provides key financial information, including information for the Board to authorize the State Treasurer to sell bonds for the community college capital construction projects. CCWD provides audit findings and reports to the Board for review.
10. The Board is appropriately accounting for resources.
Statutory/rule responsibility:
OAM 20.10.00 PO, OAM 25.00.00 PO / The Boardregularly reviews financial reports providing opportunity for regular accounting of the Board’s resources.
11. CCWD adheres to accounting rules and other relevant financial controls.
Statutory/rule responsibility:
OAM 25.00.00 PO
OAM 10.90.00PO / The Board reviews the Commissioner’s out-of-state travel at regular Board meetings. CCWD’s Internal Auditor conducts an annual review of the Commissioner’s travel and provides a report to the Board.

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Best Practice: Board Management
12. Board members act in accordance with their roles as public representatives.
Statutory/rule responsibility:
ORS 244.040 (1) / The Board uses practices that support effective meetings, such as use of consent agendas, subcommittees, and opportunities for public comment at each Board meeting.
13. The Board coordinates with others where responsibilities and interests overlap.
Statutory/rule responsibility:
ORS Chapter 195 / The Board coordinates with its stakeholders, e.g., Oregon State Board of Higher Education, Oregon Workforce Investment Board, Oregon Community College Association, and Oregon Student’s Association, with time provided on the agenda at regularly scheduled Board meetings.
14. Board members identify and attend appropriate training sessions. / The Board is given notice of training supporting its governance efforts. For example, new board member trainingis provided at the annual Oregon Community College Association (OCCA) Board Training Workshop, OCCA annual conference, CCWD orientation for new Board members, and regular review of the Membership Handbook for Boards and Commissions located at:
15. The Board reviews its management practices to ensure best practices are utilized. / The Board reviewsannually these 15 best practicesand provides feedback to the Board Executive Staff.

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