This is a presentation given at the VVCCD Board of Trustees Retreat held on May 31, 2013.

1. Victor Valley
CCD
May 31, 2013
Bill McGinnis

2. • An empty canoe goes
no where. Not until
paddlers get in it and
together paddle
towards a common
destination can it ever
serve its’ purpose

3. Ground Rules
• Be on time (from breaks, lunch, etc.)
• Everyone participates & remain engaged.
• Stay within the agreed upon objective / agenda.
• No private conversations / no private text messages.
• Say what’s on your mind to all.
• Listen for content before forming an opinion (open your mind to
others).
• Suspend judgment until there has been sufficient discussion and
data.
• Be specific and use examples, provide data when possible.
• It is okay to disagree but be open to new ideas and don’t be
caught up in your own visions.
• All topics/issues are fair game.
• No cheap shots (woofing / trash talking).
• No Hogging / Frogging /or Bogging.

4. Role of Trustees
• Thru leadership, to create a college
climate that fosters student
success.
• Leadership is not command and control,
that is managing.

5. Great People or Great Board?
“The most effective way to forge a
winning team is to call on the
player’s needs to connect with
something larger than themselves.”
• Phil Jackson, Former Coach of the Chicago Bulls.

6. Why be a Trustee?
• Why are you a Trustee? Why
did you run for this position?

7. News Headline in a Year
• A year from now what would you like to see in
the local newspaper about what your College
has accomplished?
• What will be the Board’s role in this success?

8. What is Student Success?
• How do you define “Student Success?”
• How do you define “Student Achievement
Standards?”
• How will you link Achievement Standards to
the Mission Statement of your college?

9. Communication
• Why is Board communication so important?
• Describe your Board’s communication
style?
• What needs to change?

10. Trust / Respect
• Why are these factors important?
• Describe your Board’s Trust with each
other? With the CEO?
• Do you respect your colleagues on the
Board? If not – why not?

11. How to Solve Difficult Problems
• Pay Attention to how you speak & listen.
• Speak up when appropriate – be engaged.
• Remember you do not have all the truths.
• Engage with and listen to your colleagues.
• Listen with empathy.
• Listen to all sides & reflect on other views.
• Stop Talking and think.
• Reflect on your own role on the Board.
• Be fully present and relaxed.

12. Effective Boards: The Research
• Work together as a team
• Build and maintain trust; avoid destructive
conflict
• Are accountable and focused on results
• Act with intelligence, respect and integrity
• Are future-oriented
• Are committed to the college mission and
student success
• Evaluate their own performance

13. Changes / Commitments
• What changes need to occur before you can
commit to working with your colleagues on
the Board? With the CEO?
• Can you provide any commitments to your
colleagues?

14. SB 1440 Transfer to Degree
• What is SB 1440 & why is it important.
• What is our current status?
• What is the board’s role?
• What is next?

15. ACCJC Data on Sanctions
15
COLLEGES ON
SANCTION
PROGRAM
REVIEW
PLANNING
INTERNAL
GOVERNANCE
BOARD
FINANCIAL
STABILITY OR
MANAGEMENT
2009 SANCTIONS
(N=24)
71%
(17)
92%
(22)
46%
(11)
46%
(11)
54%
(13)
2010 SANCTIONS
(N=19)
68%
(13)
89%
(17)
42%
(8)
58%
(11)
58%
(11)
2011 SANCTIONS
(N=21)
19%
(4)
71%
(15)
24%
(5)
67%
(14)
62%
(13)
2012 SANCTIONS
(N=28)
21%
(6)
71%
(20)
18%
(5)
71%
(20)
50%
(14)
2013 SANCTIONS
(N=25)
28%
(7)
64%
(16)
20%
(5)
68%
(17)
52%
(13)
Colleges on Sanction January 2009 – January 2013
Top Deficiencies Causing Sanctions
Please note category increasing in frequency in table above

16. Red Flag Raisers
• “Rogue” or “renegade” behavior.
• Surprising CEO/Colleagues (esp. in
meetings)
• Media/ Social Media Finger Pointing
• Political Agendas
• Lack of Preparation
• Micromanaging
16

17. Defining Micromanaging.
• CCLC Board Focus
• How do you define Micromanaging?
• How can you prevent Board member
Micromanaging?

18. The Board is NOT There to DO
• The board determines the WHAT
– Broad policy goals and outcomes
• The board ensures that the DOING by
others. . .
– Produces the desired outcomes, and
– Is legal, ethical, and prudent
18

19. Role of Trustees:
Partnership with the CEO
• The governing board delegates full
responsibility and authority to the
chief administrator to implement
and administer board policies
without Board interference and
holds the CEO accountable for the
operation of the college.
19
Standard IV.B.1.j

20. The Board / CEO Team
• Build Trust between the Board & the CEO
– Avoid Public Conflict
– Be Respectful of each other
• Expect & Provide Commitment to Board decisions
• Maintain Open Communication
• Hold the CEO Accountable
– Set clear/detailed expectations; conduct regular
performance evaluations; focus on results
– Be candid with CEO (in private)
– Support CEO (in public)
• The CEO is not only an employee but also a team
member!
20

21. Superintendent/President
• Immediate Board Actions?
• Intermediate Board Actions?
• Long Term Board Actions?

22. Web Sites for help:
• Community College League of California: www.ccleague.org
• Association of Community College Trustees: www.acct.org
• Accreditation Commission for Comm. & Jr. Colleges: www.accjc.org
• California Community College Chancellor’s Office: www.cccco.edu
• Association of Governing Boards: www.agb.org
• Complete College America: www.completecollege.org
• Campaign of College Opportunity: www.collegecampaign.org
• Inside Higher Education: www.insidehigheered.com
• Institute for Higher Education Leadership & Policy: www.csuc.edu/ihelp
• Board Source: www.boardsource.org
• Calif. Education Collation for Health Care Reform:
www.ccscenter.org/cechcr/

23. Questions / Comments
• Your Question & / or
Comments?

24. •Thank you
•Bill McGinnis
•mcginnisbi@butte.edu