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1-29: Board Self-Evaluation Instrument – Procedures

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. The President and the Governing Board shall mutually agree on the goals and objectives of the President and Governing Board annually. The Board self-evaluation instrument is to be completed by each individual board member and submitted to the Board Chair no later than the last regular board meeting in May. The Board Chair shall request desired evidence of Board performance from the President and/or the Board’s staff secretary and summarize as appropriate for Board review. The Board Chair shall consolidate each Board member’s evaluation into one written report. The Board self-evaluation summary and the President’s evaluation summary shall be delivered to the President at least one week prior to the last Board meeting in August. At that meeting, the President shall meet in closed session with the Board to discuss the President’s evaluation; in the open session following, the President and the Board will discuss the Board self-evaluation. Performance indicators needing improvement shall be treated as priority issues during development of the annual goals for the Board and the President. See Addendum for Examples of Performance Indicators.

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:

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 Know
	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:

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:

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:

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:

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:


	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:
			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:
			Strongly Agree	Agree	Strongly Disagree	Disagree	Don’t Know
	Goal 3: Assure the success of the Higher Education Center construction.		□	□	□	□	□
Comments:
			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:
			Strongly Agree	Agree	Strongly Disagree	Disagree	Don’t Know
	Goal 5: Develop and implement a state and federal legislative advocacy program.		□	□	□	□	□
Comments:
			Strongly Agree	Agree	Strongly Disagree	Disagree	Don’t Know
	Goal 6: Engage in professional development particularly in creating a “quality board.”		□	□	□	□	□
Comments:

Contact:
Becky Rowley, Ph.D., President, 505-428-1201
Audrey Lucero, Executive Assistant to SFCC Boards, audrey.lucero@sfcc.edu, 505-428-1148

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