- The CEO and the governing board shall mutually agree on the goals and objectives of the CEO 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 (see examples attached) from CEO and/or 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 CEO’s Evaluation summary shall be delivered to the CEO at least one week prior to the last board meeting in August. At that meeting, the CEO shall meet in closed session with the board to discuss the CEO evaluation; in the open session following, the CEO and 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 CEO.
See Addendum for Examples of Performance Indicators.
A strong, effective board helps create a strong, effective institution by focusing on its own unique responsibilities.
A strong, effective board helps create a strong, effective institution by focusing on its own unique responsibilities.
| B | Policy
The most important board responsibility is to lead by making good policy that provides guidance for (college/system/district) staff. A |
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 | The board recognizes the difference between its policy role and the roles of the CEO and staff. | □ | □ | □ | □ | □ | ||
| 15 | The board, through the CEO, 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 CEO. | □ | □ | □ | □ | □ | ||
| Comments:
|
||||||||
| C | Community Relations/Advocating for the (College/System/District)
The Board Attends to Stakeholder Needs a |
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 Institution meets 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 institution meets the needs of stakeholders | □ | □ | □ | □ | □ | ||
| Comments:
|
||||||||
| D | Board – CEO Relations
The CEO, as the primary agent of the board, carries out board policies, and provides leadership; the Board supports the CEO in this role. |
Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | ||
|
25 |
The board ensures that the president is supported in leading the institution in accordance with the institution’s mission and values. | □ | □ | □ | □ | □ | ||
| 26 | The board provides a high level of support to the CEO. | □ | □ | □ | □ | □ | ||
| 27 | The board maintains open communication with the CEO. | □ | □ | □ | □ | □ | ||
| 28 | The board annually develops goals and objectives that are used in the evaluation of the CEO. | □ | □ | □ | □ | □ | ||
| 29 | The board understands the role of the CEO as the link between the board and staff. | □ | □ | □ | □ | □ | ||
| Comments:
|
||||||||
| E | INSTITUTIONAL STABILITY
The Board Ensures the Institution’s Fiscal Stability and Integrity a |
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 CEO in attaining the mission of the College. a |
Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | ||
| 34 | The Board reviews and approves the institution’s mission, values and core competencies. | □ | □ | □ | □ | □ | ||
| 35 | The Board reviews the strategic planning process to ensure that the plan guides the institution to fulfillment of its mission. | □ | □ | □ | □ | □ | ||
| 36 | The Board ensures that the institution has developed meaningful performance measures. | □ | □ | □ | □ | □ | ||
| 37 | The Board ensures that the institution uses its performance measures to improve its effectiveness and to plan strategically. | □ | □ | □ | □ | □ | ||
| Comments:
|
||||||||
| Board Goals for _______
a |
Strongly Agree | Agree | Strongly Disagree | Disagree | Don’t Know | |||
| Goal 1:
Improve communication among all Board Members and Board Members and 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
