• We were approaching the 6 month mark since the Governing Board adopted the Blue Ribbon Panel's recommendations back in February and since that time, we had conducted ethics training for the Board and the CEC; additional audit staff have been added and we have also contracted auditing services; we were nearing the finalization of the mandatory on-line training tool for Public Stewardship and have contracted with vendors to provide the 24/7 hotline service and the services of an Employee Ombudsperson.
• The day’s format would be informal and would begin with a collaborative conversation with the Board and the CEC -- we are seeking to identify if specific policies are needed to strengthen our commitment to accountability.
• Teresa and Gloria would be co-facilitating the conversation; Teresa is responsible for preparing the Executive Duties & Responsibilities Monitoring Report that is submitted to the Board every year in May. Gloria is going to be working more closely with Teresa on projects related to Maricopa Governance including monitoring Board policies and adopting administrative regulations.

• Serve as a memory jogger of the June 4 Ethics Retreat
• Transition towards identifying gaps which may exist in policy
• Comment that the June 4 retreat had been successful in sparking desire to come together, lay reality out on the table and working collaboratively towards an improved future for MCCCD

• Last year had been a truly challenging year
• Transition year for the Maricopa Community College District
• District as a whole needs to become more comprehensive
• A need to demonstrate to the public our attention to good stewardship
• Policies need to align with practices
• Stewardship by everyone
• Trust and synergy need to be re-established.

• Board
  o Legal Authority
  o Representatives of voters/constituents of the District
• Chancellor
  o Develop means for Board’s policies
  o Develop policies consistent with public’s needs
• Vice Chancellors
  o Support the Chancellor’s initiatives
  o Provide leadership over the areas represented
  o Support colleges
  o Leadership and service
  o Leadership for initiatives
  o Guidance and oversight
  o Work with the community
• Presidents
  o Provide leadership at college level
  o Work with campuses to establish college visions and work with students
  o Help students, teachers, and staff
  o Regional representatives of District in working with communities
  o Representatives of MCCCD; serve Board & Chancellor
  o Provide foundation and place where students learn
  o Translate needs of community by implementing programs
  o Develop vision at local level
• Staff
  o Help take message from the top to employees
  o Execute policies from Board
  o Implement directive from leadership
  o Take actions to employees to meet student needs

• 1920 – Phoenix College established
• 1962 – MCCCD approved by Legislature
• 1962 – MCC, GCC, Maricopa Tech established
• 1970 – 1990 – SCC, GWC, SMC, RIO, PVC, CGC, EMC established
• 2000 – Chancellor Elsner retired
• 2004 – Four different chancellors in four years (Elsner, Cardenas, Gaskin, Glasper)
• 2006 – Negative Press / Blue Ribbon Panel appointed
• 2007 – Sheriff raids District and four colleges.
• 2007 Blue Ribbon Panel Report received by Board and action taken
• The Future????

• A lot of optimism for the District
• Maricopa needs to look at the past to get to the future
• Constant barrage of stories. All scandals.
• What are the common themes?
• Inconsistent application of rules
• Need to make sure rules are enforced and heads not buried in the sand
• MCCCD is a major entity where there is loyalty to the team and individual desires.
• Community must come first!

• To establish parameters that CEC will use to identify gaps and recommend policies that address district and local level accountability
• To establish a timeline when policy recommendations will be submitted to the Board.

• Policies that provide the prudent and ethical boundaries of acceptable
  Chancellor acts, practices and circumstances. They include:
  Treatment of People
  Financial Planning
  Financial Condition
  Communication and Counsel to the Board
  Asset Protection
  Staff Compensation & Benefits
  Emergency Executive Succession
  Non-Credit Charges
  Rental Rate Fees
  Public Safety
  Internal Control

• No acknowledgment of a District organizational structure
• No policies relative to the responsibilities of the District Office and the Colleges
• No policies relative to the relationship between the District Office and the Colleges
• No stated Executive Duties for:
  o Academic Affairs*
  o Student and Community Affairs*
  o Information Technology Services
  o *Are outcome statements sufficient? Are Executive Duties policies needed?

What is the Board’s perception of the role of Vice Chancellors and College
Presidents?

• What is role of Vice Chancellors?
• City Colleges list responsibilities of Vice Chancellors – how do they compare?
• Need to get something in writing
• Academic Affairs has very little in writing except for job description. Clarity would be welcomed. Curriculum is clear because the process in place.
• Because of issues, inconsistency has surfaced. Example: Travel policies and procedures being written and addressed consistently across the District.
• Discipline and consequences need to improve. Identify issues and align with a Vice Chancellor as consistency needed.

• Size has impacted application of policies; currently this is issue. In the past, these were not issues.
• Slim version of policies at City Colleges. How does MCCCD compare to one line policies at City Colleges?
• Caution to not become too operational; although some systems need centralization. Example: dual enrollment;
• HR ultimate accountabilities need to be defined. Who is going to be held accountable?
• Gaps: development is important, implementation is even more important.
• CEC used to go very long because of operational issues. Decentralization exists in certain areas but MCCCD is centralized in many ways.
• Some areas are very operational. What are expectations? Some categories need to be revisited.
• Vice Chancellors are co-policy enforcers.
• Both Vice Chancellors and Presidents enforce policies. Size changes structure; need to identify issues in order to be responsive; need to achieve balance. What things define infrastructure?
• Need structure.
• Hopes consistency becomes less of an issue; does not want checks and balances to kill what we do best which is teaching and learning.
• Complaints on checks and balances. Backed off once they complied.
• Eliminate duplication.
• Maintain lean machine so as not to impede actions.
• Don’t become overburdened and oppressed with overreaction and implementation of numerous policies.
• Values and vision begin at the top. Live vision and values of the organization.
• Executive duties and responsibilities. We never talk about teaching and learning, being visionaries. Need to start back at the beginning providing leadership programs to serve community.
• Deming: Common problems have common causes. Look for these.

• Mission
• What needs to be enhanced?
• Leadership
• Student Development
• Academic Integrity
• Student Services/Development Technology
• Community Relations
• Fee Structure/Non-Credit Fees which are a compliance with law
• Vision, Values & Mission: Not consistent on different public relations pieces
• Need outcome on Technology
• How measured? Relook at measurement. Outcome measurement not meeting needs of students or community.
• Many workforce needs not being met or addressed. Community relations. Service to community.
• Look at Dallas Community College District’s policies.
• Look at areas within systems – best practices
• Are other systems effective and how do they compare with us? Ex: Miami Dade, Cleveland, San Diego, state systems such as Kentucky, Tennessee, Indiana. See AACC information.
• Look at best practices: Talk about culture we would like to have:
  o Collaborative?
  o Some presidents have dual roles: President are also responsible for a specific area – policy areas.

• Current Culture:
  o Parent-Child
  o Competitive among colleges. Leads to inefficiency in the form of duplication and confusion to customers.
  o Collaboration is developing
  o Transitioning to one culture
• Spend more time in disciplined problem solving
• Look at our own best practices
• Continuity and consistency
• Move from talk to action
• Need to commit to consistency and continuity
• Compare MCCCD to military: Funding, personnel, but working towards same purpose. (Look at military systems – different branches/same purpose – benefit of total system)
• Who is focal point for follow-thru?
• Culture is in eyes of beholder
• All large organizations go through time of transition
• How did misfires occur?
• Best collaboration or successes occur when an issue has been worked and followed through on. Clarity has been present. Continuity made clear.
• Identification of issue, leader, deadline, responsiveness and timing
• VPs are sources. How do they funnel ideas up?
• Improve communication between groups
• Look at and define change expectations - - how you change organization
• Culture changes through action
• What is appropriate to standardize?
• Need more efficiency
• Every large organization needs to reinvent itself
• What is going well – what is not?
• Identify issue
• Identify point person

• Identify best practices districtwide
• Language suggestions for Executive Duties; not just words.
• Identify and deal with gaps
• Recommend systemic language. Take information and come back with language (3 VC’s and Presidents); Academic Integrity.
• Governing Board Expectations:
• CEC to give timeline by September
  o Reorganization: Dr. Glasper getting feedback from community leaders on what this organization should look like; Augie Gallego and Wayne Giles working on this over the next 8-10 months.
• Examine executive duties – language suggestions
• Culture
• Don’t see areas as a major tool – allows for subjectivity
• Can pull better ideas
• Ask individuals for feedback
• Recommendations from CEC/SWOT analysis
• Share comments with Colleen
• Review feedback
• Tim Delaney – What suggestions might he make?
• Public in general
• Have O’Neill & Associates do a survey
• How are serving constituents addressing teaching and learning
• Establish a test/criteria
• What is best for institution?
• Does it support the organizational mission?
• Does it support students, teaching and learning?
• Is it self-serving?
• Am I neutral?
• Does it further teaching and learning?
• Serve as a litmus test for each other
• Checks and balances for each other
  
  Self-Evaluation Portion of Retreat with Board Members Only:

• Disagreement should not address effectiveness of the Board
• Be professional
• Spirit of unconditional respect
• Civility