Developing Positive Board Relations

1. Developing Positive Board Relations Dr. Daniel J. Phelan, President Jackson Community College Dr. Steve Johnson, President Sinclair Community College April 17, 2010

2. Welcome to the Presidency • You are entering at a critical time in this nation’s history…and for community colleges as well… • There are a lot of challenges, but there are also a lot of opportunities… • Think now about the legacy you wish to leave… • Develop early networks with others here and work together to support each other on your way up!

3. Some Context: About JCC • Serves nearly 11,000 unduplicated credit students annually; • Accredited by the Higher Learning Commission (AQIP) • $47M enterprise; & • Comprised of 676 full- and part-time employees Source: JCC President’s Office, March 23, 2010

4. About Dan Phelan • Served at JCC as President since 2001, 14 years as President overall; • Has served as President of both single-campus and multi-campus districts; • Consults and teaches courses in higher education administration; • Serves as consultant-evaluator for PEAQ and AQIP; & • Served with traditional management and Policy Governance Boards. Source: JCC President’s Office, March 23, 2010

5. More Context: JCC Board • Seven at-large elected board members; • Board meetings held monthly; • Policy Governance structure; • Two planning sessions each year; • Special meetings called as needed; • One committee – audit; & • One Board meeting held at another campus location at least once a year Source: JCC President’s Office, March 23, 2010

6. About Sinclair • Dayton region, Ohio • 25,500 credit headcount students (fall term) • 2,400 employees (350 FT faculty, 1000 adjunct) • $140 million annual budget • $25 million in Foundation assets

7. About Steve • Steve’s been Sinclair’s president for seven years plus campus CEO four years prior • This is Steve’s first board-reporting presidency • Is Chair of the League for Innovation Board • Teaches in graduate programs at the U of Dayton and Wright State University

8. About Sinclair’s Board • 11-person board • 7 appointed by local county commissioners and 4 by the governor • Board meets 8 times a year plus one annual Saturday retreat • Four subcommittees of the board

9. Strategic Core Sinclair Board Values

10. Board Policy Governance • The “Carver Model” • Describes relationship between the President and Board through policies; • Describes what the President may not do; • Clear Board focus on ENDs; • Clear Presidential focus on MEANs; & • Accountability of President to the Board Source: JCC President’s Office, March 23, 2010

11. Our Board ENDs • Student success • Workforce development • Community development • Fiscal accountability • Learning college • Foundation studies • Diversity Source: JCC President’s Office, ENDs: Purpose and Principles Board Policy, March 23, 2010

12. Monitoring Reports • Accreditation • Student satisfaction • Mission documents • Student success • Fiscal accountability • Learning college • Employee satisfaction • College readiness • Assessment of learning • Student Aspirations Source: JCC President’s Office, ENDs: Policy Governance Board Policy, March 23, 2010

13. College Scorecard Source: JCC Institutional Effectiveness Office, February 26, 2010

14. Board Meeting Preparation • Agenda • Coversheets • Minutes • Supporting materials • Board meeting packets online five days prior to Board meeting • Trustees have College provided laptops Source: JCC President’s Office, March 23, 2010

15. Upcoming Board Vacancies • President’s Office provides direction to necessary state and township requirements • Township handles election-related activities Source: JCC President’s Office, March 23, 2010

16. Pop Quiz You’re concerned about the fact that the Board Chair, with whom you have a trusting and amiable relationship, is leaving and not running for re-election. The Board has told you that it is not disposed to going out to find new trustees because they believe that is the responsibility of the voters. What do you do?

17. Multiple Choice Response: • Let the voters decide. • Urge the Board to court potential Board members. • Begin a searching for potential board members on your own. • Bribe the Chair to run for re-election.

18. Acclimating New Board Members • Welcome letter sent after successful election • Lunch with President and Board Chair • Orientation manual provided • Campus tour • Attendance to Board meeting prior to joining the Board Source: JCC President’s Office, March 23, 2010

19. Relationship Building • Newsletter each week to keep the Board informed of communications going on at the College and federal, state and local matters • Engage in professional development together • ACCT Leadership Congress • ACCT Leadership Governance • ACCT New Trustee • MCCA Summer Institute • The Board that learns and plays together, stays together… Source: JCC President’s Office, March 23, 2010

21. Relationship Building (Continued) • Regular meetings with the Chairman • Interact with trustees regularly • Call them in their areas of expertise • Invite them to the home • Invite them to campus for key events such as graduation • Put them in front of the public • My 1st Axiom: “Wherever one or more trustees gather, there the President shall also be.” You need to be at the table with discussion among your Board about the college, or you just might be on the menu. Source: JCC President’s Office, March 23, 2010

22. Disagreements with the Board • My 2nd Axiom: “Never, never surprise your board.” • Talk with trustees and give them a chance to air their issues prior to the Board meeting • Alert the Board Chair that there are issues • After you’ve done your best and the topic is really controversial, it’s the Chair’s responsibility to manage the Board meeting • My 3rd Axiom: “Choose your battles wisely…not all bumps on the landscape are hills to die upon.”

23. Dominant Board Members • On the front end: In Board orientation, explain how Boards work • Order of operations • Parliamentary procedures expert • Have a conversation with the Board Chair • If this is an ongoing concern… • Provide the Chair with tools • The Chair can reach out to colleagues • They may just want to be heard; call them so they can air their concerns before the meeting

24. The Board and College Employees • If Board members call college employees, this is a responsibility of the President to correct • Have a clear understanding with employees that when a Board member calls, the employee immediately notifies the President’s Office • Call the Board member • Have their requests been attended to? • Do they need anything else? • Request to call President’s Office next time • Continuing issue…contact your Board Chair

25. What One Trustee Knows… • My 4th Axiom: “What one trustee knows, all should know.” Any information that is requested by a trustee, or that the college provides to one trustee should be shared with all trustees • If you’ve alerted the trustee to always communicate with the President, then… • The trustees are on notice that information will be shared, eliminating temptations of “gotcha” • Information is shared to all trustees • If a trustee persists on talking with employees, then speak with the Board Chair

26. Key Employees • Introduction of new President’s Cabinet members to the Board • Cabinet members analyze and provide the data and monitoring reports for the Board • Cabinet members are available to respond to Board questions Source: JCC President’s Office, March 23, 2010

27. Requests for Personal Favors • First of all, trustees should know better; • If the request is not ethically, legally or morally wrong, then provide the favor; • Most trustees serve in uncompensated positions

28. Walking Away from the Dark Side • If the request for a favor is an ethical or legal violation, you’ve got problems • Say, “I’m sorry, I cannot do this and this is why…” Always be respectful. • Alert the Chairman

29. If the Chair is Unethical… • It is your responsibility as President to point out the unethical behavior; • If the Chair persists, pull aside your Vice Chair and explain the situation; • Counsel the Vice Chair to consult with legal and notify the rest of the Board what’s going on exactly; • On all these issues, you need to be making notes for future use.

30. Pop Quiz A Board member whose daughter is on the payroll brings up the issue that he feels she’s under paid in comparison to others and asks you to look into it. What do you do?

31. Multiple Choice • Give her a raise. • Do an analysis and come back and talk to him. • Politely let him know that’s handled by the HR department and asking for special consideration begins to walk a pretty fine line for trustees. • Fire the daughter.

32. Request for Hiring of Family or Friends • Your first response is to listen to what the trustee is seeking; • The line is crossed when the trustee says, “I want you to hire my son/daughter/spouse/friend.” • This requires great tact on the part of the President in response; • Notify the Chair • Axiom #5: “The President and Board Chair, and ultimately the full Board must work well together and trust for the health of all concerned.”

33. When a Trustee Works Against the President • Resolve it by talking with the person; • Frank conversation is painful but needed; • If that doesn’t resolve the matter, engage the Chair; • The Chair is ultimately responsible for your protection and care; & • If this is still not resolved, bring the entire Board up to speed to come up with a strategy.

34. Failing That… • Always be professional; • You must find ways to relieve the stress; • Two strategies for consideration… • Wait out the trustee • If the effects are harming your health or relationship with family and others, consider greener pastures.

35. Remember the Phelan Phive (Axioms that is…) • Wherever one or more trustees gather, there the President shall also be. • Never, never surprise your Board. • Choose your battles wisely…not all bumps on the landscape are hills to die upon. • What one trustee knows, all should know. • The President and Board Chair, and ultimately the full Board must work well together and trust for the health of all concerned.

36. Video: Trustees Talk on Relations with the President

37. Discussion of the Video

38. How Would You Handle This? The Board and the faculty labor union cannot come to agreement on a contract. Union representatives invite individual trustees to attend a public town hall meeting to talk. The press is invited. You talk with legal counsel and he has recommend that the Board not attend. One trustee has already responded to the union that he would participate. Even after recommendation from legal, he still maintains he will attend the town hall. What do you do? Take five minutes to discuss.

39. Counsel to Leave You With… • I cannot emphasize enough about having a trusting relationship with the Board; • Focus on building and maintaining trust with the Board Chair and the Board…guard it like gold; • Continue to invest in these relationships • Don’t let the title and ego get in the way of doing your personal best; • Do your homework; and • Never forget yours is a role of service to others...

40. Wishing You Success and Enjoyment • I am certain you will find success and enjoyment at your college. • I wish you the very best as you take your place as President.

41. Conversation