1. Changing a Board of Trustees From Futile to Fertile William G. McGinnis

2. Existing Governing Board Climate 1.Dysfunctional 2.Varies between Functional and Dysfunctional 3.Functional Most of the Time 4.Varies between Functional and High Performing 5.High Performing

3. Common Signs of Dysfunction Adverse Conflict / Divided Board Lack of Trust Lack of Respect Single Issue Focus Political Connections / Ambitions Micromanagement Disengagement

4. Does your Board have other issues that adversely impacts their performance? 1.Yes 2.No

5. Impacts of a Dysfunctional (Futile) Trustee Board Lack of vision for the college Frequent turnover in CEO position Accreditation problems Audit / Financial problems Criminal problems Employee Activism / Labor Strife Law suits Poor student success

6. Steps for Improvement Restructure Governing Board Agenda Cultivate a Board focus on Vision / Future Build / establish trust Communicate appropriately Facilitate Board accountability Expand Board’s role to leadership Provide opportunities for thoughtful reflection & discussion

7. Board Agenda Issues Agenda Format management Educate Board members on agenda format and issues Develop focused issued-centered agendas Connect issues to vision / mission / strategic plan goals

8. What Percentage of your Board’s agendas for the past year have been allocated to discussing the vision and/or strategic plan of your college? 1.More than 80% 2.Between 60 to 80% 3.Between 40 to 60% 4.Between 20 to 40% 5.Less than 20%

9. How much time is spent at each Board meeting on Report Items (when the Board receives written and verbal reports from others)? –Less than 30 minutes –Between 30 minutes to 1 hour –Between 1 hour and 2 hours –Between 2 hours and 3 hours –More than 3 hours

10. Traditional Agenda Opening Reports –Faculty Senate –Classified Senate –Students –President –Public Comment –Trustee Reports Financial Agenda –Approval of Expenditures –Approval of Transfers –Approval of Contracts Personnel Agenda –Appointments –Dismissals –Retirements –Labor Relations –Benefits Report Action Agenda –Resolution authorizing signatures on accounts –Course Approval Executive Session on litigation Adjournment

11. Leadership Agenda Format Opening Consent Agenda –Financial Items –Personnel Items –Resolution on signatures –Resolution on course approvals Public Comment Action / Board Discussion Agenda –Future Financial Goals –Proposed College/K-12 partnership for student success Executive Session on Litigation Adjournment

12. Focus on Vision Build consensus Develop a common vision / mission Manage discussions to overall arching issues Focus on “what” not the “how” Tie agenda issues to vision / mission. Talk about the future

13. Has your Board participated in any trust building exercises since it was formed? 1.Yes 2.No

14. Build & Maintain Trust Create an environment in which trust can be developed and maintained Board Chair’s role in maintaining a respectful meeting to maintain levels of trust Build consensus rather than scoring wins Communicate openly and honestly Focus on the future

15. Has your administration identified the style or manner in which each Trustees prefers to communicate 1.Yes 2.No

16. Communication Open and timely information Lack of surprises Communicate in the form the listeners need Sufficient / not too much / not to little – information Benchmarks – leading and lagging

17. Which of the following is completed annually by your Board? 1.Board self-evaluation, establishment of Board Goals, and periodic discussions on the agenda throughout the year such goals 2.Board self-evaluation and establishment of Board Goals 3.Board self-evaluation 4.None of the above

18. Accountability Issue Focus Board attention on issues affecting Vision / Mission / Strategic Plan Measures that are tied to vision / mission / strategic plan goals Leading / lagging indicators Scorecards / Dashboards Establish Board Goals Facilitate Board Self-Evaluation & Follow up

19. Has your Board identified any leading indicators that can be used to measure student success? 1.Yes 2.No

20. Sample Benchmarks Transfer Rate to Universities Placement in desired occupations Success of 1 st yr students in English & Math Student Engagement survey Efficiency Rating of Student Enrollment Facility Condition Index Community Survey

21. Expand Board’s Role Fiduciary Role / Activities Strategic Role / Activities Leadership Role / Activities Percent of work in each area Restructure in the future

22. Time to Discuss / Lead Open certain meetings to discussion / leadership activities Create an environment conducive to discussions Manage conflict to remain constructive Create visions of “what” not focus on “how”

23. What is the most important major issue facing your College today that requires the Board’s attention? 1.Long term finances 2.Employee Turnover & Replacement 3.Improving Student Success 4.Improving student participation 5.Other

24. How frequently has or will your Board discuss this major issue? 1.Every Board Meeting 2.Once a Quarter 3.Twice a year in retreats 4.Once a year – maybe 5.Never

25. Benefits of a Fertile Board Attracts high performing administrators Creates an environment of trust conducive of change Creates an environment focused on the future supportive of innovation Creates a community climate of respect for the college Leads to student success

26. How to Start Help the Board build trust –Among their members –Between the Board and the CEO Change the Agenda –Less Wasted time –Fewer Fiduciary matters –More time for Leadership

27. Maintain Performance Thru Board Retreats review Board Performance Hold Board training whenever a new member is seated Board Chair to hold members accountable Revisit Board commitment when necessary

28. QUESTIONS

29. Conclusion From Futile to Fertile, as in Farming, the role of the farmer whose success is directly affected by his knowledge of the impacts of his stewardship of the environment; the success of our colleges is directly connected to their Boards’ knowledge of the impacts of their stewardship of the institutions.