Chancellor Search

2

The PositionThe Board of Trustees of the Foothill-De Anza Community College District invites nominations and applications for the position of Chancellor of the district. The successful candidate in this national search will succeed Dr. Linda M. Thor, a widely recognized innovator in community college education, who is retiring.

One of the nation’s largest community college districts and seventh in size among California’s 72 districts, Foothill-De Anza includes Foothill College in Los Altos Hills and De Anza College in Cupertino. Publicly supported and locally oriented, the district, in addition to preparing students for university transfer and civic participation, fills an essential role in workforce development to meet the changing demands of surrounding high-tech communities. More than 63,000 students and 2,000 faculty and staff enjoy an unparalleled quality of life in an ideal climate, with physically pristine and fiscally sound campuses that have earned a global reputation for excellence.

Occupying more than 100 buildings on 200 acres in Silicon Valley, the Foothill-De Anza district is uniquely positioned to partner successfully with companies, government agencies and non-profit organizations in Santa Clara County and beyond. As chief executive officer of the district, the next chancellor will work with the presidents of the two colleges on an ambitious agenda to take the district to its next pinnacle of excellence and innovation. By every measure, this is a phenomenal career opportunity.

3

District OverviewThe Foothill-De Anza Community College District consists of two colleges located in the high-tech heart of Silicon Valley, just four miles from Stanford University and 30 miles south of San Francisco. The district is part of the California Community Colleges system, which has 112 colleges in 72 districts serving more than 2.3 million students, making it the largest system of higher education in the United States. The mission of the California Community Colleges is to provide transfer, vocational and basic skills education for students of all ages and abilities, and to advance California’s global economic growth and competitiveness.

The mission of the Foothill-De Anza Community College District is student success. We accomplish this by providing access to a dynamic learning environment that fosters excellence, opportunity and innovation in meeting the diverse educational and career goals of our students and communities.

A seven-member board of trustees governs the district. Voters from communities within the district’s boundaries elect five trustees and two student trustees serve in an advisory capacity. The district has a long history of electing professional, policy driven board members. Encompassing the Santa Clara County communities of Cupertino, Los Altos, Los Altos Hills, Mountain View, Palo Alto, Stanford, Sunnyvale and parts of Saratoga and San Jose, the district has a population of approximately 500,000 residents. More than 1 million students have attended the colleges since the opening of Foothill College in 1958 and De Anza College in 1967.

The district’s 63,000 students, and 470 full-time and 1,000 part-time faculty members make up a dynamic and successful community of scholars supported by nearly 500 dedicated classified professional staff and 115 talented supervisors and administrators. Academic excellence thrives in a vibrant multicultural community created by students, faculty and staff from a diverse mix of racial, ethnic and cultural backgrounds. Foothill-De Anza has a long and productive tradition of participatory governance. The Chancellor’s Advisory Council, comprised of faculty, staff and student leaders, is the main governance group that advises the chancellor on institutional planning, budgeting, and policy and procedures.

Foothill-De Anza enjoys strong support from a community that values and respects quality education. In 1999 and 2006, voters overwhelmingly approved district bond measures that have generated approximately $750 million for new construction, modernization and other capital improvements, including new technology, resulting in significant upgrades to the campuses. While much new construction has been completed, the district currently is building a new education center in Sunnyvale and planning a new district office building and boardroom on the Foothill College campus.

Local residents also serve on the district’s audit and finance committee, its bond oversight committee and are active participants in its non-profit foundation, which raises between $3 million and $5 million annually for program support at the colleges and direct student support, such as scholarships, book vouchers and internships.

4

Foothill College Foothill College has a long-standing national reputation for teaching excellence and innovation. As the first community college in California to offer an online course for credit, Foothill College now offers 18 online associate degree programs and more than 200 online courses. The college gains about 30 percent of its enrollment from online education. Foothill College has achieved state, regional and national acclaim for its numerous high-quality academic programs, including health care careers, accounting, music technology, geospatial technology, child development, computer programming and theatre arts, as well as for curriculum related to emerging technology such as bioinformatics, biomedical and nanoscience. The serene campus in Los Altos Hills rests on 122 acres of rolling foothills and has been called “the most beautiful community college ever built” by the San Francisco Chronicle. Foothill College faculty are nationally recognized for their excellence in the classroom and educate approximately 27,000 day, evening and online students annually. Students may choose from 79 associate degree programs and 107 specialty certificate programs, or take classes in preparation for transfer to another college or university. Each year the college awards more than 600 associate degrees and 500 certificates of achievement. In the past five years, more than 3,000 Foothill students have transferred to the University of California and California State University systems, and about 400 students a year transfer to private and out-of-state institutions including MIT, Stanford University, University of Southern California, Arizona State University and Georgetown University. Foothill faculty and staff embrace the institution’s core values of honesty, integrity, trust, openness, transparency, forgiveness and sustainability, and are dedicated to the college’s mission of providing access to outstanding educational opportunities for all students. Whether through basic skills preparation, career training, lifelong learning or university transfer, the Foothill community is dedicated to the achievement of learning and student success. Foothill College is a multicultural institution that is committed to meeting the evolving higher education, economic and cultural needs of an increasingly technology-based global community.

5

De Anza College De Anza College is an institution dedicated at its core to equity, social justice and a multicultural learning environment. The campus community is united behind related strategic initiatives that focus on outreach to historically underrepresented students, individualized attention to student success and community collaborations. The college serves more than 37,000 students annually, providing the opportunity to earn an associate degree in 63 fields of study or one of 94 certificates of achievement. De Anza is consistently at or near the top statewide in transfers to four-year institutions, with more than 2,600 students transferring each year to campuses of the University of California and California State University, and still others heading to private and out-of-state institutions. Yet an education at De Anza isn’t just about books and tests. Students also discover a diversity of people representing cultures from around the world, and learn how to become fully engaged, politically aware citizens. The college’s Institute of Community and Civic Engagement helps advance these goals. Students attending De Anza enjoy the full college experience. They can join one of more than 70 clubs or start a new one; visit the California History Center, Fujitsu Planetarium, Cheeseman Environmental Study Area and the Euphrat Museum of Art; or participate on a sports team. Learning at De Anza College happens in state-of-the-art facilities, nine of which are LEED certified, including one LEED Silver and two LEED Platinum buildings. A regional asset to the community, De Anza each year welcomes 30,000 friends, neighbors and future students who participate in Community Education programs, including noncredit, fee-based Short Courses and the Extended Year Summer Enrichment Program for youth.

6

Commitment to Diversity and EquityEquity and diversity are core values of the Foothill-De Anza Community College District. The district is committed to helping all members of its community succeed by providing a supportive educational and work environment that is free from discrimination. Foothill-De Anza welcomes and unites people of all ethnicities, genders, sexual orientations, socio-economic classes, religions, abilities and ages, and empowers them as individuals and as groups. The district regularly reviews its record of equity and diversity in employment and believes that culturally diverse teams yield more creative, synergistic and effective outcomes. Both Foothill College and De Anza College have equity plans that unite the college behind closing achievement gaps across racial and ethnic groups, as well as for veterans and foster youth. The colleges work closely with the district Office of Institutional Research & Planning to identify obstacles to student success and how to overcome them. All major planning efforts address student equity, including program review, resource allocation, accreditation, and strategic and educational master planning. The board of the district’s fundraising auxiliary, the Foothill-De Anza Foundation, has identified student equity, opportunity and success as funding priorities.

7

Foothill-De Anza is nationally recognized for its contributions to research about community college students and best educational practices, and faculty and staff frequently make presentations at national and international conferences. The district’s Office of Institutional Research & Planning works closely with the colleges to support data-driven decisions that maximize opportunities for student success. Foothill-De Anza is leading a $57 million, five-year Online Education Initiative (OEI) to increase student transfer and degree completion in California community colleges by providing increased access to quality online courses and robust support services for students, faculty and staff. Over the next two years, 58 pilot colleges will begin to offer online courses via a common course management system. Foothill is one of the pilot colleges and brings its extensive online experience to the collaboration. Access to the new online ecosystem will be available to all 112 California community colleges free or at greatly reduced costs.

Foothill is one of 15 colleges in California chosen by the California Community Colleges Board of Governors to offer a baccalaureate degree as part of a pilot program authorized by the California Legislature. The college will expand its respected dental hygiene program to include courses leading to the new degree starting in fall 2016, addressing a regional workforce need and giving local students an opportunity to continue their education.

The district is a leader in environmental sustainability. Foothill-De Anza’s sustainability plan commits the district to building to national Leadership in Energy and Environmental Design (LEED) standards. In 2008, the Kirsch Center for Environmental Studies at De Anza became the first community college building in the nation to receive LEED Platinum certification, the highest rating. The district now has 10 LEED-certified buildings, offering students, faculty and staff an optimal teaching and learning environment. Extensive photovoltaic arrays at both campuses have reduced district energy costs by about $1 million a year.

De Anza College has fostered the development of Learning Communities – including First Year Experience, Impact AAPI, Latina/o Empowerment at De Anza, LinC, Math Performance Success, Puente and Sankofa – which have proven to increase the success rates of students underserved by their previous educational experiences. De Anza Learning Communities provide students with the opportunity to connect more closely with classmates, teachers and advisers through linked courses and experiences, include peer mentoring. De Anza’s Learning Communities have been supported, in part, by multimillion-dollar federal and state grants, including Title III and AANAPISI.

The Foothill College Science Learning Institute (SLI) is an innovative instructional model that draws on educational research and best practices to support successful teaching and learning of STEM-related content. The SLI was founded in an environment of collaboration and innovation, allowing dedicated faculty to teach, inspire and transform how STEM subjects are taught and learned. A key objective is to bring more students into STEM from historically underrepresented groups. In addition to increasing university transfer rates, the institute prepares students for work in biomedical devices, rapid prototyping, nanotechnology and renewable energy systems. The SLI is strengthened by partnerships with the Bill & Melinda Gates Foundation’s Global Skills for College Completion, the Carnegie Foundation’s Statway project, the National Science Foundation’s STEMway and nanotechnology projects, and award-winning campus programs such as Math My Way.

With civic participation in the United States at an all-time low, De Anza College was a leader in establishing The Democracy Commitment, a national initiative that provides a platform for developing and expanding community college programs, curricula and projects to engage students in civic learning and democratic practice. It now has more than 200 community college affiliates.

On the De Anza campus, the Institute of Community and Civic Engagement works to empower students to become agents of change in their communities and beyond, and to discover pathways to meaningful participation in local, state, and federal government decision-making processes. The results can be seen in communities throughout the Bay Area.

The Krause Center for Innovation at Foothill College is a regional center that empowers Silicon Valley educators and students to use technology in the classroom to increase student success. Since it opened in 2000, the center has trained more than 15,000 local elementary, middle and high school teachers from throughout the Bay Area. The KCI’s goal is to spread its transformative learning practices throughout California.

Foothill-De Anza is a founding member of the League for Innovation in the Community College and has continuously maintained is position as one of 19 members of the Board of Directors, one of only two California districts on the League board.

Institutional Excellence and Innovation

8

Over the past four years, with support from the governor and state legislature, the California Community Colleges enacted a series of significant policy changes designed to increase student success. As the California economy recovered, these reforms have led to an infusion of new state funding to help community colleges focus on closing achievement and opportunity gaps and increase student completion.

Currently the seventh largest in full-time equivalent students (FTES) among California community college districts, Foothill-De Anza projects that FTES enrollment demand will grow by nearly 13 percent, and headcount by 13 percent, between 2014 and 2030. Online education is a key element in maintaining student access in the district.

In 2013-14, Foothill and De Anza colleges ranked at or near the top among California’s 112 community colleges for transfers to the University of California and the California State University systems. De Anza College ranked first in California for CSU transfers and second in UC transfers, and Foothill ranked seventh in UC transfers. Many students from both colleges also transfer to top private and out-of-state universities. In addition to university transfer, the colleges offer a wide range of certificate programs in career and technical education along with educational opportunities for lifelong learners.

Whether the goal is university transfer or preparing for a career, Foothill and De Anza students succeed at rates well above the state average by almost all measures on the California Community Colleges Student Success Scorecard. Within their peer groups of like institutions, Foothill and De Anza rank at the top on multiple measures, including completion, which is the percentage of students who completed a degree, certificate or transfer-related outcomes. Between them, Foothill College and De Anza College offer more than 65 workforce education programs leading to certificates and degrees in high-demand career fields. Accelerated career training and employment services are available through De Anza’s Occupational Training Institute for economically disadvantaged students seeking rapid entry or re-entry to the workforce.

Foothill and De Anza offer students a variety of federal, state and institutional financial aid options, including fee waivers, grants and scholarships, loans and work-study employment.

In addition to its main campus, Foothill College operates the Middlefield Campus in Palo Alto, which will be replaced by a new Foothill–De Anza education center in Sunnyvale in 2016. The new center will serve as a regional hub for workforce training in new and emerging technologies in the Bay Area. Courses will be offered by Foothill, De Anza and neighboring Mission College, marking an unprecedented collaboration between community colleges and providing students with new education and career pathways. Built on property the district obtained at no cost through the federal public benefit conveyance process, the center is well located to support business and industry partnerships at the gateway to one of Silicon Valley’s premier technology parks.

To strengthen the alignment between the district and business community, the Chancellor’s Business and Industry Advisory Council meets quarterly to discuss employment, training and educational needs within the service area and to offer advice, insight and assistance in addressing major planning and operational challenges facing the district.

An early entrant into international education, Foothill-De Anza attracts students from more than 100 countries. Twelve percent of its enrollment is comprised of international and out-of-state students. Study abroad programs give Foothill-De Anza students the opportunity to pursue studies in Europe, Asia, Central America and beyond. Both colleges have formed mutually beneficial educational alliances with neighboring public school districts to collaborate on student completion. Initiatives include Middle College, concurrent enrollment and community service work-study. Two years ago, Foothill College launched a month-long STEM Summer Camp program for high school students from throughout the region, targeting student populations that are traditionally underrepresented in STEM. De Anza College annually hosts a leadership conference, Youth Voices United for Change, for local high school students.

Foothill-De Anza has played a leading role in statewide efforts to help community colleges in California improve the teaching of basic skills and English as a Second Language. The statewide Basic Skills Initiative is intended to increase equity for students by enabling them to achieve their academic goals.

Educational Opportunity Leading to Student Success

9

District BudgetThe Foothill-De Anza Community College District has a long history of fiscal strength. The recent “Great Recession” created significant fiscal challenges for the district. Yet with careful planning and prudent fiscal practices, Foothill-De Anza was able to successfully manage state budget cuts and maintain healthy fund balances to support operations during fiscally volatile times. The district relied primarily on unrestricted ending fund balances to cover operating deficits experienced over the past two years. In fiscal year 2013-14, revenues exceeded expenses and the unrestricted general fund balance increased slightly.

For 2014-15, the Board of Trustees approved a budget with a $2 million structural deficit. However, the district also reported a $44 million fund balance and specifically identified $16 million to close any structural budget deficits while the colleges and district planned for adjustments to balance their budgets. However, the district has postponed plans for any additional budget cuts in the immediate future because of our substantial one-time reserves and increased state funding for community colleges in 2014-15. Further state funding increases are proposed for 2015-16.

When and if Foothill-De Anza will need to make any new budget cuts to close the $2 million structural deficit will depend on the outcome of the state budget process for 2015-16 and how much increased revenue is allocated to the California Community Colleges system.

The past several years have been challenging for all community college districts in our state, requiring difficult adjustments. Despite these challenges, Foothill-De Anza has remained fiscally sound and continued to effectively serve more than 63,000 students (31,000 FTES) annually with the highest quality instructional programs and student services.

There are many well-documented fiscal hurdles for community colleges to overcome in the years ahead, but Foothill-De Anza is well positioned to take advantage of any new state financial support and to weather the inevitable fiscal storms on the near or distant horizon.

10

The Chancellor of the Foothill-De Anza Community College District must provide strong, consistent and visionary leadership.

EDUCATIONAL LEADERSHIPFoothill-De Anza, a national leader in educational innovation, provides access to a dynamic learning environment that fosters excellence, opportunity and innovation in meeting the educational and career goals of our students and communities. The district offers a variety of programs and services including preparation for university transfer, career and technical training, basic skills education, continuing education and lifelong learning courses that foster cultural growth, life enrichment and skills improvement. Foothill-De Anza advances California’s economic growth and global competitiveness through education, training and services that contribute to continuous work force improvement, a particular concern in the surrounding high-tech communities.

At the direction of the Board of Trustees, the Chancellor provides leadership to fulfill this mission, responding to the changing demographics and needs of Silicon Valley by:

• Guiding an effective long-range planning process that is inclusive and ensures the highest quality of instruction, student services, community services, and overall management and administration within available resources. This includes the Facilities Master Plan, which is supported by more than $700 million in bonds passed in 1998 ($248 million) and 2006 ($488 million).

• Working with the presidents of Foothill and De Anza colleges in focusing on the colleges’ primary roles of teaching and learning, improving academic programs and providing for optimum student access and success consistent with resources.

• Providing leadership for the role of technology in higher education, including resource allocation and support of innovative uses of technology to expand service to students.

• Advancing the district’s commitment to diversity and cultural pluralism through appropriate hiring policies, curriculum development, extracurricular activities and affiliation with community organizations.

• Developing and implementing innovative programs and opportunities that allow all staff to acquire knowledge and skills for professional growth.

FISCAL LEADERSHIPAs chief executive officer of the district, the Chancellor will:

• Manage the district’s resources with a keen understanding of how the colleges are funded so as to guide wise decisions when allocating scarce resources and developing multi-year analyses of policies and trends affecting revenues and expenses.

• Strengthen the district’s financial position, anticipate fiscal uncertainties and effectively guide the district during times of fiscal crisis to make sound student-centered decisions.

• Develop new sources of external funding, promote income-generating ventures and partnerships with business and industry, and serve as an effective spokesperson for increased funding at the local, state and national levels.

• Oversee district and college budgets and ensure input from representatives of all constituencies.

Expectations of the Chancellor

11

MANAGEMENT LEADERSHIPAs the chief executive officer of the district, the Chancellor will:

• Supervise and evaluate the two college presidents and three vice chancellors and oversee Central Services and the Foothill-De Anza Foundation.

• Strengthen management systems for sound decision-making and effective policy implementation, with emphasis on flexibility, accountability and continuous improvement.

• Ensure the recruitment, hiring and retention of highly qualified and culturally diverse faculty, administrators and classified staff in accordance with board policies.

• Provide leadership related to district-led initiatives and campus priorities.

• Champion the district’s environmental sustainability program and its commitment to build to national “green building” standards.

• Ensure that the district’s technology infrastructure and support systems are robust and consistent with the Technology Master Plan. The district’s technology portfolio should reflect its unique location and opportunities in the Silicon Valley and its statewide leadership role in the Online Education Initiative.

GOVERNANCE LEADERSHIP AND COLLECTIVE BARGAININGFoothill-De Anza prides itself as a model of shared governance and participatory leadership. Administrators, faculty and staff share a responsibility to provide input to the vision and administration of the district, including its key goals and objectives, operational policies and procedures, and execution of its mission. Constituency groups work collectively to review and implement policy and to achieve the highest outcomes on behalf of our students and community. In addition, the district works in a collaborative environment with employee representatives of five unions and two associations, representing faculty, staff and administrative employee constituency groups. Employee unions enjoy full collective bargaining rights and associations meet and confer on matters affecting their employment. In addition, our retirees play an important role in continuing support to the district and colleges.

As a leader who values the contributions of all employees and students, the Chancellor will:

• Respect, empower and encourage the contribution of students and employees at all levels in the district.

• Support the district’s commitment to participatory governance and the role of all constituents including faculty, administrators, classified staff and students. These constituents participate in the decision-making process and in the development of recommendations to the Board of Trustees.

• Respect the role of the faculty in curriculum, academic and professional matters.

• Strengthen cooperative relationships between and among the colleges and Central Services.

COMMUNITY LEADERSHIPThrough effective communication with the community the Chancellor will:

• Articulate and promote a strong, innovative vision of the district to the educational, political, business and civic leaders of the community, the state and the nation.

• Advocate for the educational and financial needs of the district to local, state and federal government officials.

• Strengthen existing ties and develop new sustainable partnerships with business, industry, local communities, other colleges and universities, K-12 schools and other entities.

• Inspire community leaders and organizations to support and participate in district programs and services.

• Work with the Foothill-De Anza Foundation to raise funds from the private sector, and inspire and motivate members of the community to assist in these efforts.

• Encourage Foothill-De Anza leaders to engage with the community, respond to the diverse interests in the community, and represent community needs to the district and the colleges.

12

• Understanding of, sensitivity to, and respect for the diverse academic, socio-economic, ethnic, religious and cultural backgrounds, disability and sexual orientation of community college students, faculty and staff.

• Master’s degree required; earned doctorate preferred.

• Experience working with boards of trustees or comparable governance structures.

• Five to ten years experience in progressively responsible positions in educational administration; comparable experience in business or non-profit entities will be considered.

Required Minimum Qualifications

13

Opportunities and Challenges

In addition to meeting the Expectations of the Chancellor described above, as leader of the district the new Chancellor will:

1. Champion innovative teaching and learning policies, programs and services that lead to student success.

2. Passionately support strategies for resolving the achievement gap and addressing the social inequities facing our students.

3. Ensure that the colleges of the district continue their national recognition for exemplary new model programs while enhancing existing and emerging ones.

4. Be an inspirational leader who motivates staff throughout the district to strive for excellence while also holding them accountable for meeting the needs of the communities we serve.

5. Implement creative practice for attracting and hiring a large number of new and diverse staff, faculty and administrators who are committed to our vision and mission.

6. Develop relationships leading to additional partnerships with local business and industry, educational institutions (P-16), and governmental and non-profit agencies that lead to enhanced service to our communities.

7. Advocate for the district and colleges at the local, state and national levels and influence policy development and legislation.

8. Ensure fiscal stability and identify and acquire new sources of revenue through a variety of approaches including, but not limited to, working closely with the district foundation, being a superb fundraiser, implementing effective enrollment management, and reallocating resources as needed.

9. Honor the unique identities of each college while also encouraging and expecting successful collaboration between them that benefits students.

10. Facilitate the continuation of a cohesive and effective Board of Trustees that understands and supports the mission of the Foothill-De Anza Community College District.

14

In addition, the district seeks a leader with the following qualities, skills and characteristics:

• Visionary, passionate, inspirational and thoughtful leadership with an understanding of the mission of a multi-college district in a diverse and educationally complex community.

• Demonstrated commitment to quality instruction, student success and academic excellence; teaching and/or student service experience preferred.

• Ability to work with the Board of Trustees and assist board members in their roles as policymakers, district spokespersons and representatives of the community.

• Evidence of a commitment to, and appreciation of, diversity in faculty, staff, students, and the community.

• Demonstrated skill in both strategic and operational planning and financial management through collaborative budgeting processes.

• Ability to champion the district to local, state, and federal legislators.

• Successful experience in building partnerships, resource development and fundraising.

• Interest in being actively engaged at the state and national levels.

• Understanding and respect for collective bargaining, with a commitment to mutual gains bargaining coupled with well developed interpersonal skills that support productive working relationships between and among various constituents.

• Understanding of the educational and administrative uses of technology, and willingness to pursue technological opportunities available for education in the Silicon Valley.

• Understanding of, and commitment to, participatory governance as practiced in the California Community Colleges.

• Ability to solve problems creatively, make decisions in a fair and consistent manner and to work in environments that are organizationally complex with differing points of view.

• An honest and ethical person who leads with enthusiasm, confidence, integrity, vitality and a sense of humor, thus creating an environment that encourages mutual respect for individuals, their opinions and accomplishments in a climate of accessibility, trust and collegiality, and who respects institutional traditions.

Desired Attributes

15

Application ProcessTo ensure full consideration, application materials should be received no later than April 24, 2015. The position will remain open until filled. This is a confidential search process.

To apply, please submit these four (4) separate documents:

• A letter of application that succinctly addresses the minimum qualifications, the opportunities and challenges identifiedand the desired attributes, and how your experience and professional qualifications prepare you to serve the needs ofthe Foothill-De Anza Community College District (not to exceed 5 pages)

• A current resume including an email address and cellular telephone number.

• A reference list with the names, home and business telephone numbers and email addresses of eight references fromcurrent or former institutions: three supervisors (one board member); two direct reports; and three faculty members (orcomparable if the candidate isn’t coming from an educational institution).

• Candidate Summary Sheet, which is a brief synopsis of your professional career. You can download the template for thisform here.

These four (4) documents will be the only application information presented to the Chancellor Search Committee.

Go to http://www.acctsearches.org to apply.

In addition, you must send a paper copy of your application to:

Foothill-De Anza Chancellor SearchATTN: Dr. Narcisa Polonio ACCT 1101 17th St., NW, Suite 300Washington DC 20036

For additional information, nominations or confidential inquiries please contact:

• Pamila Fisher, Ed.D., ACCT Consultantpamfisher@bresnan.net or (406) 570-0516.

• Narcisa Polonio, Ed.D., Executive Vice President of Board Leadership Servicesnarcisa_polonio@acct.org or (202) 276-1983 (cell).

• Laurie Savona, Ed.D., Operations Officer for Search Services,lsavona@acct.org or (202) 595-4300 (cell). An ACCT Search