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Washington, DC
August 4 – 6, 2014
Facilitator & Staff
• NARCISA POLONIO, ED.D. Vice President for Research, Education
and Board Leadership Services• [email protected]
• CHRISTINA SAGE SIMONS Education Events Specialist
Agenda
Monday, August 4th Boardmanship 101 Student Success,
Accountability & Outcomes Advocacy
Tuesday, August 5th Becoming an Effective Voice Accreditation Board/CEO Relationship Budget, Finances, and
Capital Projects The Media
Wednesday, August 6th
Image Building and Risk/Crisis Management
Robert’s Rules of Order Board Self-Assessment Presidential Evaluation
History of Community Colleges
Who are we?
Number of colleges Number of students State Systems Local Colleges Governing Boards Evolution of Community
Colleges Mission
What do we do?
Purpose Government Oversight Funding Population/community Programs Technology Workforce Social
How Will Higher Education Change in the Next 5,10, or 20 Years?
- Trends- Impact on Future Membership- Impact on Services- Impact on the Business Model
Business Model
The Changing Academy: Future Focus
• Accountability• Focus on outcomes• Economic and labor market impacts• Performance-based funding• State and federal mandates
• Funding and Resources• Diversification• Public and private partnerships
• Return on investment (ROI)
• Completion• Success pathways• Data informed• Integrated student support• Clearly defined expectations• Student responsibility
• Technology, MOOCs• Changing Demographics
• Student Body• Growing Hispanic population• Missing African-American male• Growing female population• Growing disparity between
traditional and adult learners• Community
• Declining tax base• Declining investment in
education
• Leadership Transition• Exodus of Presidents
• Political Transition• National, state, local
Future Trends in Higher Education• Leadership Exodus
• 500 Presidents have retired or changed presidency in the last three years
• Workforce Training• High demand for precision manufacturing
• Public Funding• State support for HE has increased, but still below 2007 levels
• Enrollment Decline has Stabilized• Number of associate degrees granted is up significantly
• Performance Based Funding• Increase in Baccalaureate Conferring Institutions• Increasing Diversity
Growth Projections• Florida approved Baccalaureate Conferral in 1997• Florida Baccalaureate Community College Enrollment
from 2011 – 2012• 25,389 students in baccalaureate programs• 23 of the 28 Florida community colleges now confer baccalaureate
degrees
Source:
www.accbd.org
Why the Increase in Conferring Institutions?
• Local Workforce Need• BS in Energy Management• BAT in Technology
Management
• Teacher Shortage• BA in General Education• BS in Biology Secondary
Education
• Local Need• BS in Equine Studies• BAS in Agriculture Management
• Education Shortage• BAS in Business Management
• Technological Revolution• BS in Technology • BAS in Applied Business &
Information Technology • Health Care Crisis
• BS in Nursing (BSN)• BS in Dental Hygiene • BAS in Cardiopulmonary
Sciences • Professional Credentialing
• BAS in Paralegal Studies • BAS in Public Safety
ManagementSource:
www.accbd.org
Community College Presidents
Gender 2011 2006
Male 67.0 71.2
Female 33.0 28.8
Ethnicity 2011 2006
White 86.9 86.1
African American 5.3 4.9
Hispanic 5.0 6.1
Asian American 1.5 1.0
American Indian 0.6 0.4
Other-multiple race .7 1.5
American Council on Education, The American College President 2012
Gender Summary 2011
72%
71%
77%
54%
47%
51%
40%
43%
28%
29%
26%
46%
53%
49%
60%
57%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Public Governing Boards
Private Governing Boards
Presidents/CEOs
Faculty
Administrators
First Professional
Graduate
Undergraduate
Percentage
Men Women®
Race/Ethnicity Summary 2011
78%
88%
86%
76%
83%
61%
56%
59%
22%
12%
13%
21%
17%
39%
44%
41%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Public Governing Boards
Private Governing Boards
Presidents/CEOs
Faculty
Administrators
First Professionals
Graduates
Undergraduates
Percentage
Majority Minorities ®
Governing Boards
36 States have local governing or advisory boards
25 States have state-level community college boards ( in 15 states, the board have governance oversite)
26 States have appointed boards
13 States have elected boards
5 States have a combination of appointed and elected trustees
National Data (1,688 trustees)Age of Trustee Respondents
Trustee National Data - Race/Ethnicity
Ethnicity Number Percent (%)Caucasian 1389 78
African American 158 9Hispanic/Latino 121 7
Asian/Pacific Islander 56 3American Indian 17 1
Mixed Race 16 1Other 17 1
Total 1774 100
• What drives your interest in being a trustee?• What drives our interest in being a board?
Who are we?
What kind of super powers would you select?What kind of super hero do you want to be?
OR
• If you had a choice would you select?
• Option 1. ____to Fly
• Option 2. ___to be invisible
• Why?
Group Exercise:
Trends – Do you have the right tools?
Where Do You Start? Boardmanship 101
Board Good standards
Ethical guidelines Codes of behavior
The President Strategic Planning and
Tactical Execution Leadership, Management,
and Team Building Communicating Effectively
A Job Description for Individual Trustees
• Possess a sincere desire to provide a public service
• Carryout the legal, ethical and moral obligations of a trustee
• Freely donate service and time to the College
• Represent all the interests of the community and state
• Do not speak for the board
The Role of Trustees
Governance
• Leadership• Oversight• Challenge• Directs• Support• Protect• Advocate• Guide
Responsibilities
• Statutory• Fiduciary• Coordinating• Motivating
Key Elements to Successful Trusteeship
• Your first interest is to help the College
• You are in a position of trust
• You are part of a team
• You do not represent special interests
• You appoint, evaluate and support the President
• You want to learn and be informed
• You work to ensure adequate funding for the College
• Set goals and evaluate
ACCT Standards of Good Practice
• Derives authority from the community and act as an advocate on behalf of the entire community
• Clearly define and articulate the role of the Board
• Create and maintain a spirit of true cooperation and a mutually supportive relationship with the President
• Strive to differentiate between external and internal processes in the exercise of its authority
• Engage in regular and ongoing process of in-service training and continuous improvement
Continued…
• Be prepared for each meeting and to debate issues fully and openly
• Vote your conscience and support the decision or policy made
• Exemplify ethical behavior and conduct that is above reproach
• Endeavor to always remain accountable to the community
• Honestly debate the issues affecting the community and speak with one voice once a decision or policy is made
The Board’s Role
• Governing the College on behalf of the community• Represent ownership of the community• Voice of the public - not volunteer helpers• Primary relationship is with the President• Wisely define vision, mission, expectations and
standards• Establish reporting framework to ensure legal and
ethical conduct and compliance
Characteristics of a Great Board
• Clear board goals and values• How do students benefit from this decision?• Common voice to key questions• Why do we care? Why do we exist? What is our dream?
How do we behave? What are we willing to risk?• Live by a strong Code of Ethics• Clear role of board chairperson, strong board/CEO
relationship• Clear role of individuals trustees• Participate in professional development
The Role of the Board: Guiding Principles
• Vision - College success• Mission – Core purpose and quality considerations• Promotion of public trust – Advocating for the College• Common good• Special interests• Open meetings• Open communication• Conflict of interest/personal gain• Accountability• Glossary of Terms
A Job Description for the Board
• Meet legal requirements Should be representative of community Demonstrate commitment and unity in
carrying out the mission of the College Identify new and emerging educational
and social needs of the country Strive for quality
A Job Description for the Board
Employ a competent President Draft position description for President Evaluate and support the President Support efforts to obtain financial
support Bring about meaningful change and
viable educational programs Channel all problems through the
President
A Job Description for the Board
Set policies and hold Presidents accountable for their implementation
Follow legal requirements Participate in self-evaluation Participate in training for new trustees Provide opportunities for audience
participation Review long range planning Review and update written policies
The Eight Principles of Effective Board Leadership
1. The chair as an effective leader: Roles & Responsibilities2. The right chemistry and being productive: Chair/trustee &
CEO relationship3. Leading by example: Running effective meetings4. Building trust and demonstrating integrity: Code of Ethics5. Being consistent: By-laws, procedures, & planning6. Big picture focus: Evaluation & self-assessment7. The importance of debates: Controversial issues8. Team Building: The role of the executive committee
Hallmarks of an Effective Board
Clarifies roles and responsibilities Focuses time and attention on important issues Structures board work to get important things done Thinks strategically about board composition Uses evaluation to learn rather than criticize Has confidence to take risks Cultivates constructive relationships with staff Values open and honest communication Works together as an effective corporate unit
Excerpted from the BoardSource
36
Effective Governance in the 21st Century
Effective Governance in the 21st Century
•Understanding student success and completion
•Relevance for trustees
Manage your fear
Walk across the street
Go into the right building
Talk to the right person
Overcome your fear
What Keeps the President Awake at Night
• The Completion Agenda• Fiduciary Responsibilities• Accreditation• Funding
Student Success in Community Colleges: Why Now?
• National Challenges• 16th place in the world– Ranking of the US in college degree completion
(among 25-34- year-olds).• By 2018, nearly 2/3 of jobs in the US will require a post-secondary
certificate or degree.• Since1980, the US has underproduced graduates with postsecondary skills. • Shift to a knowledge-based economy.• An additional 15-20 million highly-skilled workers will be needed between
now and 2025 to replace the retiring workforce.
• State Challenges• Decline in resources• Multiple demands for public resources• Increased need for accountability in educational investments
Student Success in Community Colleges: Why now?
• Community Colleges• Serve 13 million students (credit and noncredit).• 1.6 Million additional students over the past
decade.
• Institutional Challenges• Funding• Increase demands on student outcomes
Student Success in Community Colleges: Why now?
• Student Profile• Community college students face more barriers than
their 4 -year college and university counterparts.
• 46% of students who enter community college with the goal of earning a degree or certificate achieve the goal
Why Trustees Need to Provide Leadership to Student Success?
• Board of trustees represent the community• Trustee’s primary interest to serve the community
and students• Represent the public interest and public trust of the
community• Stewards of the mission • Fiduciary responsibility: financial and academic
quality
What Trustees Need to Know About Student Success, Accountability and Outcomes
• Felicia L. Patterson, Vice President, Learner Support Services; Director Achieving the Dream, Anne Arundel Community College, MD
• Kent Phillippe, Associate Vice President, Research & Student Success, American Association of Community Colleges, DC
2:15 p.m. – 3:15 p.m.
Achieving the dream • http://www.achievingthedream.org/
What Trustees Need to Know About Student Success, Accountability and Outcomes
• Brief overview on how the Achieving the Dream initiative was designed
• Lessons learned• What have you changed since it has started?• When do you expect to see results?
Voluntary Framework of Accountability
• The Voluntary Framework of Accountability (VFA) is the first comprehensive national accountability system created by community colleges, for community colleges.
• The VFA has three parts: • 1. Measures of student progress and outcomes; • 2. Measures of workforce, economic, and community
development; and • 3. an approach for assessing student learning outcomes.
• http://www.aacc.nche.edu/Resources/aaccprograms/VFAWeb/default.aspx
Setting the Stage: Heightened Calls for Student Equity, Success, and Completion
• Access and Success
• The Quest for a Model
Leadership, Climate, Systems, and Unrelenting Focus
Board Roles and Responsibilities to Increase Student Success
• Learning How Boards Can Make a Difference
GISS experience - National• GISS has engaged more than 400 trustees representing 72 governing boards.
• In Ohio, Texas and Washington. GISS supported a statewide engagement and commitment that has a broad base impact on millions of students, the states and colleges.
www.governance-institute.org/toolkit
www.governance-institute.org/toolkit
What Trustees Need to Know About Advocacy
Jee Hang Lee, Vice President for Public Policy and External Relations, ACCT, DC
How can you get involved on the national level? What are the priorities for increasing college funding?
• ACCT’s New Publication: The Trustees’ Role in Effective Advocacy: Engaging in Citizen Action to Advance Educational Opportunities in Your Community
3:30 p.m. – 4:30 p.m.
Welcome Reception
Hotel Palomar – Corcoran Room
6 p.m. – 8 p.m.
Tuesday, August 5th
Gaining Acceptance and Becoming an Effective Voice• Best Practices for Integrating New Trustees
• Responsibilities of a Public Official• Operating Procedures
8:30 a.m. – 10:30 a.m.
• Orientation • About the Board• About the College • Training and
development opportunities
• Focus on current and future needs
Context• Trust• Cooperation• Respect each other• Know the rules• Support the administration
• Respect all associated with the College
What are best practices for integrating new trustees?
• Should involve all of the Board
• Calendar of important events
• Job description• By-laws review• Board policy review• Review of procedures and/or Robert’s Rules
• All trustees benefit from a refresher
• Representing the community
• Focus on student success and completion
Orientation – Best Practices
• Public acknowledgement• Ceremony• Press release• Plaque or certificate• Commemorative award• ACCT History book
• Public record of service• Photograph display of
former members of the board
• Historical documentation
How do you acknowledge the service of trustees rotating off the board?
Choices, Techniques and Tools
Consent Agenda Policy Governance Ethics Trustee Handbook Policy Manual
Tips
Knowledge is power don't abuse it Avoid giving orders to staff that work for the
President Don't surprise anyone, be transparent Defer to the board as a whole if possible Don't waste staff time and college money Remember you serve the students and the
stakeholders Apply good conduct of meeting practices
The Chair as an Effective Leader
• What is the role of the Chair? • Job description
• The Chair’s Tool Kit • What works and what does not work!• Attributes and attitudes
How the Chair Prepares and Responds
• Skills of an Effective Board Chair • Board Chair Job Description • Vice Chair • Committee Job Description• Board Member Job Description• Board Secretary Job Description
(Source: Adapted from BoardSource)
Job Description for Committee Chairs
Provide quality leadership. Stick to the topic (if you are finance stay out of personnel matters).
Keep all members of the board informed (keep minutes, circulate to entire board).
Keep committee members on task and out of administrative matters.
Vote or not to vote? Comply with sunshine laws. Be brief when reporting to the whole board.
Role of the Chairs of Committees ~ Running an Effective Committee Meeting
Point of Perspective: The Chair of the committee is entrusted with assuring effective preparation of items to come before the board for action, discussion or information.
Make the best use of the committee’s time and talent:1. Participative but effective (maintain both order and
open discussion)2. Create a positive and welcoming atmosphere3. Review agenda, schedule and needed information with
the president or designated staff
Continued…
4. Conduct the flow of business5. Assure that the committee has the information
needed to conduct its business on behalf of the board
6. Prepare appropriate reports and recommendations for presentation to the full board
7. Assure that the committee operates well within the parameters of the state’s open meetings law
How Do You Run Your Board Meetings?
• Are your rules and procedures clear to everyone?• Are the purposes of your meetings accomplished in an effective and efficient manner?
What are The Goals?
1. Set the right tone
2. Create effective agendas
3. Have sound meeting practices
4. Hear from the public
5. Follow the ground rules
6. Reports from committees
7. Reflect financial and fiduciary responsibilities
8. Foster substantive policy discussions/debate and appropriate actions
9. Represent the college in the public’s eyes
10. Reflect the mission of the college!
The Role of the Board is to Govern, NOT Manage the College, by:
1• Conducting the business of the governing
board
2• Establishing policy
3• Running effective meetings to achieve that
objective
Effective Boards Reflect these Standards During a Meeting
• Act as a unit• Represent the common
good• Set the policy direction• Employ, evaluate and
support the chief executive
• Define policy standards for college operations
• Create a positive climate
• Monitor performance• Support and advocates
the college• Lead as a thoughtful,
educated team
Who Reports and Participates in the Board Meeting?
• The College president or chancellor• The College’s attorney• The College’s auditor
It depends??
Define and Delegate Roles
• Ends (Results)• Board is responsible to affirm on behalf of ownership
• Staff works towards ends
• Means (Activities)• Staff responsible to determine• Board establishes limits
The Sunshine Act
• A US law passed in 1976, which affects the operations of legally constituted federal and public bodies.
• One of a number of Freedom of Information Acts, intended to create greater transparency in government.
• Provides, with ten specified exemptions, that 'every portion of every meeting of an agency shall be open to public observation’.
Open Meetings Act or Public Record Laws
State laws requiring certain meetings of certain public bodies to be open to the public and to require notice and the keeping of minutes of meetings;
• to provide for enforcement; • to provide for invalidation of governmental decisions under certain
circumstances; • to provide penalties; and • to repeal certain acts and parts of acts.
For example:
In CA, the Brown Act, governs activities of state and municipal meetings, including when to post agendas, and minutes of meetings involving the public’s business.
By-laws
• The Bylaws of the Board are written by the Board for the purposes of internal management of the Board and all Board activities.
• It identifies the college, defines the board’s authority and outlines board procedures.
Organizational Models for Decision Making
1. Committee structure
2. Board as a Whole
3. Policy Governance©
John Carver’s model
Committee structure
Generally for large boards.
Does your board function this way?
Typical committees:• Finance• Capital projects• Personnel• Student services• Academic affairs The
Board
Trustee Committee
A
Trustee Committee
BTrustee
Committee C
Board as a Whole
• Does your board do the work as a collective whole?
Policy Governance© Boards
A model of governance developed by John Carver as a specific set of board-management concepts and principles.
Policy Governance © Boards
• Act as a unit• Represent the “ownership” of the college• Define decisions and directions in policy• Delegate authority through policy• Begin with broad policy statements, then narrow the
focus • Define vision and goals as “ends” • Establish limits for “means” in policy• Define governing processes and standards• Monitor performance against policy criteria
Policy Governance® Traditional Board as a Whole
Policy Categories Four categories reflect board role Categories reflect college structure
All policies reflect college structure
Goals Define outcomes for students & community
May be strategic goals, stewardship or fiduciary responsibilities, or state/federal mandates
May be strategic goals, stewardship or fiduciary responsibilities, or state/federal mandates
Policy making Board develops; start with broad values
Usually recommended by president
Usually recommended by president
Operational policies Proscriptive (sets limits; states what “not to do”)
Prescriptive; states what should be done
Prescriptive; states what should be done
Community Links Job #1 of board Shared responsibility Shared responsibility
Board
Chancellor/President
Academic Affairs Student Affairs Administration/Finance External Affairs
Policy Governance® Model
Board
Finance/Audit/Physical Plant Committee
Academic Affairs Committee Chancellor/President Student Affairs
Committee Advocacy Committee
Traditional Model
Board as a Whole Model
Board
Legal Firm
Chancellor/President
Auditing Firm
Control No Control
• Knowledge & information
• Environment• Compensation• Planning & safeguards• Financial management• Fundraising• Other
• Health• Tragedy or death• Funding• Competition• Personal priorities• Other
What Can the Board Control?
What Trustees Need to Know About Accreditation
Dr. Judith Eaton, President, Council of Higher Education Accreditation, DC
Understanding the Budget, Financial Documents and Capital Projects
Brad Young, CFP/CTFA, President & CEO Maryland Financial Planners, Ltd., Former Trustee, Frederick Community College, MD
1:00 p.m. – 2:00 p.m.
Fiduciary Responsibility of the Board of Trustees• Set Compensation Policy
• Set Purchasing Policy
• Periodically Monitor Fiscal Progress
• Revenues Received
• Expenditures Spent and Encumbered
• Cash Balances
Review Financial Metrics
• Guide and Monitor the Annual Audit
Sample Financial Metrics
• Balanced Budget • Percentage and Trends of:• Student Support • Governmental Support• College Generated Revenue• Percentage and Trends of:• Compensation Expenditures• Instructional and Academic Support• Student Support
Audit as the Report Card
• External Auditor reports to the Board• Board can determine selection process and identify special areas of concern
• The Auditor will sample:• Compliance with Board Policies• Compliance with State and Federal Regulations• Internal Financial Controls• Information Technology Controls
The Board-CEO Relationship
• Examine the board-president relationship especially as it relates to community college governance.
• How Board self-assessment and presidential evaluation can maintain healthy board and president relationships.
2:30 p.m. – 3:30 p.m.
What the CEO Owes the Board
Valid credentials
High energy and strong spirit
Honesty and integrity
Sound advice
A passion for the enterprise
Action that faithfully carries out the board’s will
Loyalty and respect
What the Board Owes the CEO
Devotion to the college mission
Willingness to fight for resources
Cohesiveness as a board
Disinterest in the nitty-gritty
Support and trust
(adapted from John Anderson)
Board/CEO Relationship
• Be clear about expectations
• Evaluate
• Understand the difference between policy and operations
• Work with a spirit of harmony and cooperation
• Refer complaints to the CEO
What New Trustees Need to Know: Look to the Future
• What is the Board’s role in strategic planning?
• What is the Board’s role in growing the enrollment?
• What is the Board’s role in setting accountability standards?
• Outcome assessment/student success/Quality?
What Trustees Need to Know About the Media
Jack Stripling, Senior Reporter, The Chronicle of Higher Education, DC
http://chronicle.com/section/Home/5/
3:45 p.m. – 4:45 p.m.
Who is Interested in Higher Ed?
• National• State• Local
Relevant Issues Happening in the Media
• “Lone Ranger” Syndrome•Bad Judgment
•Gun Control – Security on Campus
Brief Overview
The Chronicle of Higher Education
http://chronicle.com/section/Home/5/
• What are the ways that trustees can access the Chronicle?
Lessons
Key Messages – 2 or 3 points Clear & Concise – You are always on record Know the facts Stay relaxed Use resources from your college Coordinate with the President and/or Chair Don’t sweat the small stuff Don’t hurt students
Crisis Communication
• When responding to a crisis, speed, accuracy, thoroughness, and consistency are vital in ensuring
an organization’s credibility.
Sometimes, during a crisis this credibility is crucial to the college’s long-term survival
During a crisis, an organization must speak with One Voice. This is a consistent message, regardless of who is speaking
with the media or other publics
One Voice
Most crises cannot be predicted!
During some crises, reporters will try to ‘Divide and Conquer’, contacting multiple staff
and/or trustees to try and obtain conflicting messages
Consistent Message
Initial Assessment and Response
• As appropriate, local and/or state government officials, business leaders and other community residents may be advised of the situation before speaking with the media
• A response must be crafted that is proportionate to the situation and not an over-reaction
• A response must fit within federal, state and institutional privacy guidelines/laws
Key Messages
• As a publicly funded institution of higher learning, the college must be proactive in responding to a crisis. Failure to be proactive, rather than reactive, could have devastating consequences
• The level of response must be appropriate to the level and type of crisis. Overreacting can be damaging
• Always be aware of privacy issues
Key Messages
• Identify the type of crisis and develop a full understanding of its cause(s)
• What is being done to resolve the situation?• Respond in an appropriate way
The college should maintain a positive working relationship with the media and elected officials throughout the year.
A crisis is not the time to develop a relationship with reporters, editors, or funding sources.
Relationships
Review of Lessons Learned
4:45 p.m. – 5:15 p.m.
Explore Washington D.C.
• Please fill out your evaluation!
Enjoy!
Wednesday, August 6th
Strategies for the New Normal: Economic Challenges Facing Higher Education
Scott Jaschik, Editor, Inside Higher Ed, DC
8:30 a.m. – 9:30 a.m.
• Safeguarding your Institution: The board’s role in navigating disaster
www.trustee-education.org
Risk & Crisis Management
Responsibilities
The governing board has the responsibility to protect the college by promoting:
The right policiesHaving safeguards in placeDetermining readiness of the administrationSustaining a culture of preparednessLessen impact Strengthen response
Do you have?• Emergency testing and response plans• Evacuation and notification protocols• Communication systems
Changes over the last decade What is the effect?
Fear of terrorism The internet Mobile phones Social media Increased natural disasters Pattern of aggressive
behavior Guns/Shootings on
campuses Exploitation/Sensationalis
Higher expectations of the community
Litigious society
Examples of College Crises
Crime on campus – assault, death
Natural disasters Financial incompetence,
embezzlementCampus demonstrationSuicide Bomb threatCriminal or sexual
misconductOff-campus crisis
associated with
the college/studentCyber attack
PARLIAMENTARY PROCEDURESAND ROBERT’S RULES OF ORDER
What is Parliamentary Procedure?
The commonly accepted way in which a group of people come together, present and discuss possible courses of action, and make decisions.
Parliamentary procedure is most correctly defined as parliamentary law in combination with the rules of order adopted by an organization.
What is Applicable to Community Colleges?
1. Statutory guidelines
2. The law of the state
3. How the board chooses to organize itself?• Parliamentary procedures• Roberts Rules
What is Applicable to the Running of a Community College Board Meeting?
The Board of Trustees is NOT a Large Assembly
• Typical boards are more likely to consist of 5, 9, 11 or 13 members
Differentiation• It is a business meeting – NOT an assembly meeting
An Example: The Chair’s Role
• In parliamentary procedures: • the Chair does not vote unless there is a tie.
• In board of trustees’ governance:• the Chair has a legal responsibility to execute his/her right to vote
Parliamentary Law
Rules of the game of democracy.
Rules that govern procedures by which civil and criminal laws are made and adopted.
Rules and customs that govern deliberative and decision-making assemblies and organizations.
Rules of Order
• Refers to written rules of parliamentary procedure formally adopted by a group of people or by an organization.
• Relates to the orderly transaction of business in meetings and to the duties of officers in facilitating the conduct of business.
• Helps ensure that the organization functions smoothly and that questions about procedure can be resolved quickly and fairly.
Objectives of Parliamentary Procedure
• Establishes the purpose and structure of organizations;
• Defines membership classifications, rights, and obligations; and
• Defines rules and procedures for conducting business.
Principles of Parliamentary Procedure
Based upon: the will of the majority; the right of the minority to be heard; protection of the rights of absentees; courtesy and justice for all; and consideration of one subject at a time.
Rules that Govern an Organization
Federal, state, and local laws Articles of Incorporation Bylaws Special rules of order Standing rules Parliamentary authority Custom
Parliamentary Authority
Most common is the current edition of Robert’s Rules of Order Newly Revised.
• Beware of imposters! Other recognized PAs:
• The Standard Code (Sturgis)• Demeter’s• Mason’s Manual
Why Adopt a Parliamentary Authority?
• No need for an organization to list in its own governing documents each and every aspect of the conduct of business and duties of officers in
connection to that business.
The Role of the Chair
Before the Meeting• Be prepared!
• Have necessary documents: bylaws, rules, etc.• Have a written agenda and script• Know parliamentary procedure
• Anticipate sticky issues if possible (Special scripts)• Know your responsibilities and duties• Practice!
During the Meeting Be impartial
Preside to benefit the assembly, not yourself
Know the rights of the chair• Chair’s rights in debate• Chair’s rights in voting
Do not respond to debate
• Preside, don’t explain (debate)• Chair answers all parliamentary questions• Chair rules on all parliamentary issues• No personal opinions
Start on timeFollow your agendaBe objective; facilitateEncourage participationKeep the meeting on trackClose with unifying itemsAdjourn on time
Tips for Effective Meetings
The Gavel
Symbol of authority Tap once to open a meeting Tap twice to close a meeting Series of light taps to secure order Use a gavel block
Parliamentary Basics
Motions
Types of Motions
Main motions• Introduce a new idea or subject
Subsidiary motions• Changes the idea or deals with handling it
Privileged motions• Urgent situations relating to the meeting
Incidental motions• Questions or actions on procedures
Questions Relating to Motions
Is it in order?Can the speaker be interrupted?Is a second needed?Is it debatable?Can it be amended?What vote is needed?Can it be reconsidered?
How to Handle a MotionA member makes a motionAnother member seconds the motionThe chair states the motionMembers debate the motionThe chair puts the question to a voteThe chair announces the result of the vote
Thirteen Ranking Motions
Fix the time to Which to AdjournAdjournRecessRaise a Question of PrivilegeCall for Orders of the DayLay on the Table
Previous question (Close debate)
Limit or Extend DebatePostpone to a Certain TimeCommit (or Refer)AmendPostpone IndefinitelyMain Motion
Incidental Motions
• Related to the current business in such a way that it must be decided before that business can proceed.
• Point of order• Point of information• Parliamentary inquiry• Division of the question• Division of the assembly• Close nominations
Motions that “bring back” a Question
Take from the tableRescind or Amend something previously adopted (know
the voting requirement)Discharge a committeeReconsider
• Motion may only be made by one who voted on the prevailing side
Summary and Conclusion
• Planning and Next Steps• Strategies and Conclusion• Time for your feedback• Next steps
• Web page support• Complete the Evaluation!
SAFE TRAVELS!See you in Chicago,
October 22 – 25!
Policy Action Agenda: Strategic Goals
1. Reaffirm the mission of the college and its commitment to ensure access, success, and equity for all students, while affirming that quality must undergird all credentials granted by the institution.
2. Ensure that the institutional strategic plan gives priority to student success and equity and aligns the institutional budget with student success goals.
3. Request and endorse a completion agenda framework for your institution, including consistent and comparable definitions for completion and student success such as those included in the Voluntary Framework of Accountability, to ensure uniformity and quality.
Policy Action Agenda: Partnerships
4. Strengthen partnerships with colleges and universities and PreK-12 systems, particularly in the areas of articulation, assessment, placement, and college readiness.
5. Engage employers, workforce boards, and community organizations to ensure the value of associate degrees and certificates and their relevance to local and regional labor markets.
Policy Action Agenda: Measurements and Metrics
6. Commit to track all entering student cohorts for at least five years and examine cohort data to determine the effectiveness of developmental education and other programs.
7. Ensure that metrics for institutional performance and student success incorporate employment and wage data for college completers.
8. Require that measures of student success be prominently featured in periodic institutional reports to the board.
Policy Action Agenda: Measurements and Metrics (cont’d)
9. Invest in building institutional capacity for data- and evidenced-informed work, including development of data systems and institutional research.
10.Align board self-evaluation and president/CEO evaluation with defined student success measures.
Policy Action Agenda: Board Priorities11. Ensure that the institutional budget clearly reflects
priority placed on improvement in student success and college completion.
12.Through Board policy and strategic direction, provide support for the CEO to lead courageous and transformational work focused on student success.
13.Establish regular opportunities for the board to engage in meaningful, data-informed discussions about priorities and progress on the college’s student success agenda.
Policy Action Agenda: Board Priorities (cont’d)
14. Invest in implementation of evidence-based educational pathways for students, regardless of their level of college readiness upon entry.
15. Upon recommendation by the CEO, adopt student success policies and support practices at scale, including practicing that can lead to transformational change in college orientation, academic skills assessment, course placement, educational planning, early academic alert systems, and other evidence-based interventions.
16. Commit to ongoing professional development for the board.
Board Self-AssessmentPresidential Evaluation
• Conducting a presidential evaluation• Board self-assessment• Resources available at www.acct.org
Presidential Evaluation
Why do many boards find it difficult to conduct the president’s evaluation?
• Not the typical subordinate-supervisor relationship• Level of complexity of the relationship• It is easy to avoid• Other priorities• Lack of agreement and process
Board Self-Assessment Criteria
• Board organization• Community involvement• Board/CEO relationship• Board behavior• Advocacy
Board Self-Assessment
Why should the board engage in self-assessment?
• Continuous improvement• Strengthens communication• Sets an example for the institution• Available resources
Presidential EvaluationThe Rewards!
• Set goals and priorities• Enhance knowledge of the institution• Commitment to nurture and support• Focus on expectations and outcomes• Respect and improved communication• Ownership and pride in the process• Greater trust and respect
