The self-evaluation of the Governing Board is to be based on performance of the duties outlined in the Governing Board Handbook and on goals and objectives developed annually by the Board and the President. Instruments used in the evaluation will be reviewed periodically and may be revised by majority action of the Board after discussion with the President. The Board shall accept and consider relevant evaluation data submitted by internal and external constituencies, and shall align its performance indicators with the College’s mission, vision, values, and strategic plan.
See Addendum for Examples of Performance Indicators. |
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| A | Board Organization/Leadership
A strong, effective board helps create a strong, effective institution by focusing on its own unique responsibilities. |
Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | |
| 1 | In general, Board meetings are conducted in an orderly, efficient manner that allows for sufficient discussion. | □ | □ | □ | □ | □ | |
| 2 | The Board operates and communicates as a unit. | □ | □ | □ | □ | □ | |
| 3 | Board members uphold the final majority decision of the Board. | □ | □ | □ | □ | □ | |
| 4 | Meeting agenda items contain sufficient background information and recommendations for the Board | □ | □ | □ | □ | □ | |
| 5 | The Board understands its roles and responsibilities. | □ | □ | □ | □ | □ | |
| 6 | The Board adheres to its roles and responsibilities. | □ | □ | □ | □ | □ | |
| 7 | The Board maintains confidentiality of privileged information. | □ | □ | □ | □ | □ | |
| 8 | The Board operates ethically without conflict of interest. | □ | □ | □ | □ | □ | |
| 9 | Board meetings allow appropriate input from staff, students, and the community. | □ | □ | □ | □ | □ | |
| 10 | The Board ensures that the College has developed meaningful performance measures. | □ | □ | □ | □ | □ | |
| 11 | The Board ensures that the College uses its performance measures to improve its effectiveness and to plan strategically. | □ | □ | □ | □ | □ | |
| Comments:
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| B | Policy
The most important Board responsibility is to lead by making good policy that provides guidance for (college/system/district) staff. |
Strongly Agree | Agree | Strongly Disagree |
Disagree |
Don’t |
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| 12 | The Board critically reviews its policies as they are developed. | □ | □ | □ | □ | □ | ||
| 13 | The Board focuses on policy in its discussions. | □ | □ | □ | □ | □ | ||
| 14 | TheBoard recognizes the difference between its policy role and the roles of the President and staff. | □ | □ | □ | □ | □ | ||
| 15 | The Board, through the President, receives advice and recommendations from faculty, staff, and students in developing educational policy. | □ | □ | □ | □ | □ | ||
| 16 | The Board is appropriately engaged in defining and approving the vision, mission, goals and strategic plan. | □ | □ | □ | □ | □ | ||
| 17 | The Board sets priorities in conjunction with the President. | □ | □ | □ | □ | □ | ||
| Comments:
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| C | Community Relations/Advocating for the College/System/District
The Board attends to stakeholder needs. |
Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | ||
| 18 | The Board systematically identifies key stakeholder groups. | □ | □ | □ | □ | □ | ||
| 19 | The Board listens and learns from its key stakeholders. | □ | □ | □ | □ | □ | ||
| 20 | The Board effectively communicates with its stakeholders. | □ | □ | □ | □ | □ | ||
| 21 | The Board measures how well the Governing Board and the College meet the needs of its stakeholders. | □ | □ | □ | □ | □ | ||
| 22 | The Board helps educate the local community about community college needs and causes. | □ | □ | □ | □ | □ | ||
| 23 | Board members actively seek to understand state and national educational policy issues. | □ | □ | □ | □ | □ | ||
| 24 | The Board works to ensure that organizational and management practices promote the well-being of College employees and measures how well the Governing Board and the College meet the needs of stakeholders. | □ | □ | □ | □ | □ | ||
| Comments:
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| D | Board – President Relations
The President, as the primary agent of the Board, carries out Board policies and provides leadership; the Board supports the President in this role. |
Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | ||
| 25 | The Board ensures that the President is supported in leading the College in accordance with the College’s mission and values. | □ | □ | □ | □ | □ | ||
| 26 | The Board provides a high level of support to the President. | □ | □ | □ | □ | □ | ||
| 27 | The Board maintains open communication with the President. | □ | □ | □ | □ | □ | ||
| 28 | The Board annually develops goals and objectives that are used in the evaluation of the President. | □ | □ | □ | □ | □ | ||
| 29 | The Board understands the role of the President as the link between the Board and staff. | □ | □ | □ | □ | □ | ||
| Comments:
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| E | INSTITUTIONAL STABILITY
The Board ensures the College’s fiscal stability and integrity. |
Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | |
| 30 | The Board allocates resources responsibly. | □ | □ | □ | □ | □ | |
| 31 | The Board ensures that the College maintains long-term financial stability. | □ | □ | □ | □ | □ | |
| 32 | The Board ensures that College assets and facilities are protected and maintained. | □ | □ | □ | □ | □ | |
| 33 | The Board ensures that Board policy provides effective financial stewardship in keeping with our legal, ethical and societal responsibilities. | □ | □ | □ | □ | □ | |
| Comments:
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| F | Attainment of SFCC Mission
The Governing Board leads by supporting the President in attaining the mission of the College. |
Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | |
| 34 | The Board reviews and approves the College’s mission, values, and core competencies. | □ | □ | □ | □ | □ | |
| 35 | The Board reviews the strategic planning process to ensure that the plan guides the College to fulfillment of its mission. | □ | □ | □ | □ | □ | |
| 36 | The Board ensures that the College has developed meaningful performance measures. | □ | □ | □ | □ | □ | |
| 37 | The Board ensures that the College uses its performance measures to improve its effectiveness and to plan strategically. | □ | □ | □ | □ | □ | |
| Comments:
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| Board Goals for _______ | Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | |||
| Goal 1: Improve communication among all Board Members and Board Members and the President. | □ | □ | □ | □ | □ | |||
| Comments:
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| Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | ||||
| Goal 2: Monitor the progress and policy and procedure development for the Higher Education Center. | □ | □ | □ | □ | □ | |||
| Comments:
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| Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | ||||
| Goal 3: Assure the success of the Higher Education Center construction. | □ | □ | □ | □ | □ | |||
| Comments:
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| Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | ||||
| Goal 4: Collaborate with the appropriate partner boards Including Highlands, IAIA, UNM, and the Santa Fe Public Schools. | □ | □ | □ | □ | □ | |||
| Comments:
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| Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | ||||
| Goal 5: Develop and implement a state and federal legislative advocacy program. | □ | □ | □ | □ | □ | |||
| Comments:
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| Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | ||||
| Goal 6: Engage in professional development particularly in creating a “quality board.” | □ | □ | □ | □ | □ | |||
| Comments:
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Contact:
Becky Rowley, Ph.D., President, 505-428-1201
Audrey Lucero, Executive Assistant to SFCC Boards, audrey.lucero@sfcc.edu, 505-428-1148
