Maricopa Community Colleges

Maricopa Governance

Online Policy Manual

Governing Board Policies - Governance Process

4.0 - Governance Commitment
4.1 - Governing Values
4.2 - Manner of Governing
4.3 - Board Job Description
4.4 - Board Planning and Agenda Preparation
4.5 - Board Meetings
4.6 - President's Role
4.7 - Board Linkage With the Community
4.8 - Board Committee Principles
4.9 - Board Committee Structure
4.10 - Board Members Code of Conduct
4.11 - Awarding of Emeritus Status
4.12 - Governance Investment


4.0 - Governance Commitment

The purpose of the Board, on behalf of the residents of Maricopa County, is to ensure that the Maricopa County Community College District a) achieves appropriate results for the community (as specified in Board Outcomes Policies), and b) avoids unacceptable outcomes and situations, with a strategic perspective through a continually improved commitment to its vision, mission, and values.

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.1 - Governing Values

Our Vision: A Community of Colleges—Colleges for the Community—working collectively and responsibly to meet the life-long learning needs of our diverse students and communities.

AMENDED December 13, 2005, Motion No. 9350
AMENDED July 22, 1997, Motion No. 8673
ADOPTED January 28, 1997, Motion No. 8626

Our Mission: The Maricopa Community Colleges provide access to higher education for diverse students and communities. We focus on learning through:

  • University Transfer Education
  • General Education
  • Developmental Education
  • Workforce Development
  • Student Development Services
  • Continuing Education
  • Community Education
  • Civic Responsibility
  • Global Engagement
AMENDED December 14, 2004, Motion No. 9288
AMENDED July 27, 1999, Motion No. 8882
ADOPTED January 28, 1997, Motion No. 8626

Our Institutional Values: The Maricopa Community Colleges are committed to:

Community
We value all people—our students, our employees, their families, and the communities in which they live and work. We value our global community of which we are an integral part.

Excellence
We value excellence and encourage our internal and external communities to strive for their academic, professional and personal best.

Honesty and Integrity
We value academic and personal honesty and integrity and believe these elements are essential in our learning environment. We strive to treat each other with respect, civility and fairness.

Inclusiveness
We value inclusiveness and respect for one another. We believe that team work is critical, that each team member is important; and we depend on each other to accomplish our mission.

Innovation
We value and embrace an innovative and risk-taking approach so that we remain at the forefront of global educational excellence.

Learning
We value lifelong learning opportunities that respond to the needs of our communities and are accessible, affordable, and of the highest quality. We encourage dialogue and the freedom to have an open exchange of ideas for the common good.

Responsibility
We value responsibility and believe that we are each accountable for our personal and professional actions. We are responsible for making our learning experiences significant and meaningful.

Stewardship
We value stewardship and honor the trust placed in us by the community. We are accountable to our communities for the efficient and effective use of resources as we prepare our students for their role as productive world citizens.

AMENDED December 13, 2005, Motion No. 9350
AMENDED July 22, 1997, Motion No. 8673

AMENDED July 22, 1997, Motion No. 8672
AMENDED January 28, 1997, Motion No. 8627
ADOPTED January 28, 1997, Motion No. 8626

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.2 - Manner of Governing

The Board will govern lawfully, in a manner that is nonpartisan, with an emphasis on a) integrity and truthfulness in all of its activities and practices, b) outward vision, c) encouragement of diversity in viewpoints, d) strategic leadership, e) clear distinction between Board and Chancellor roles, f) collective rather than individual decisions, and g) proactive leadership.
More specifically:

  1. The Board will operate in all ways mindful of its civic trusteeship obligation to those who own the organization, the residents of Maricopa County.
  2. The Board will conduct itself in a manner that complies with all relevant laws and regulations. The Board will fulfill all of its legal and fiduciary responsibilities as required by state statutes, the Arizona Constitution, and all state administrative rules. These include responsibilities such as approval of the budget; tuition and fees; degrees, certificates and diplomas; graduation requirements; curriculum catalog policies; and travel regulations and procedures upon recommendation from the Chancellor.
  3. The Board will cultivate a sense of group responsibility and shall work together harmoniously in pursuit of this obligation. The Board will conduct its business in a respectful and civil manner, always mindful of the Maricopa County Community College District's public image.
  4. The Board will carefully establish performance standards and expectations for the district through articulation of written governing policies. The Board's major focus will be on the achievement of intended long term impacts outside the operating organization (outcomes), not on the administrative or programmatic means of attaining those results, except as they conflict with statutory law.
  5. The Board will observe "Policy Governance" principles as the framework for setting forth these policy standards/expectations for the Board's own processes, as well as for articulating performance standards and the manner of assessment of the work of the Chancellor. Through these policies, the Board will establish and adhere to expectations for its own conduct, addressing matters such as attendance, policy making principles, respect of roles, respect for democratic processes, speaking to management and the public with one voice, and ensuring the continuity of governance capability.
  6. Continual Board development will include periodic discussion of its governing performance, orientation of new members in the Board's governance process and these policies, and annual Board review of both the Board's and the Chancellor's progress in light of the Board's performance expectations.
  7. The Board may use the expertise of individual members to enhance the Board's understanding of issues, but will not substitute such expertise for the judgment of the Board.
  8. The Board will keep well-informed about relevant global and local educational trends and other issues, by actively gathering information and attendance at appropriate workshops and conferences to fulfill its role.
  9. The Board will govern with appreciation of the diversity of our internal and external communities. Diversity is defined as the environment created within Maricopa that demonstrates equity and mutual respect of each person.
  10. All of the Board's governing policies are contained in this document, and they remain in effect, unless amended or deleted by Board action.
  11. Although the Board can change its governing policies at any time, it will conscientiously observe those currently in effect.
  12. The Board will allow no officer, individual, or Board Committee to prevent, or be an excuse for, the Board not fulfilling its duties and commitments.
  13. The Board will regularly evaluate and strive to improve its process and performance. Self-assessment will compare Board activity and discipline to the Board's performance criteria set forth in the "Governance Process" and "Board-Staff Relations" sections of these governing policies.
  14. The Board will reserve authority to approve the following types of agreements:
    1. Cooperative agreements with outside entities requiring a significant commitment of District funds or that may impair the District's bonding capacity.
    2. Leases involving a commitment of the District's funds in excess of the annual amount specified in Arizona Revised Statute §15-1444B-2 [or in excess of a total of $300,000 over the original term].
    3. Contracts for District-wide services for insurance, bookstores, and food service.
    4. Real property leases or continuous use of District property by outside entities for commercial activity or for any activity that substantially increases the potential liability for the District or may impair its bonding capacity.
    5. Dual enrollment agreements where an intergovernmental agreement is not required.
    6. Contracts in which the legal authority to proceed is not explicit in statute or confirmed through case law or Attorney General's opinion.
    7. Purchases described below:
      1. A construction contract or construction consulting services contract, including those for architects and engineers, exceeding $250,000.
      2. Any purchase of a single piece of information technology equipment or software exceeding $250,000.
      3. Any purchase of services exceeding $250,000, other than recurring annual services for support of District-wide systems or operations such as utilities, equipment, or software maintenance.
    8. Purchases or sale of real property.
    9. Agreements that by law must have Governing Board approval.

AMENDED October 22, 2013, Motion No. 10112

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.3 - Board Job Description

The job of the Board is to represent the residents of Maricopa County in determining and demanding appropriate organizational performance. The Board will concentrate its efforts on the following job “products” or outputs to distinguish the Board’s own unique job from the jobs of its staff:

  1. The link between Maricopa County Community College District and the citizens of Maricopa County (the “ownership”).
    1. Needs Assessment: Board Members will assess the needs and trends affecting the ownership, as they relate to the district’s activities and scope of influence, and will maintain Outcomes policies identifying and prioritizing intended organizational results to address those needs.
    2. Advocacy/Ambassadorship: The Board and its members will inform the residents of Maricopa County of the district’s accomplishments on their behalf and of its expected future results.
  2. Written governing policies that, at the broadest levels, articulate performance standards regarding:
    1. Outcomes: Results pertaining to organizational products, impacts, benefits, outcomes, recipients, and their relative worth (what good for which needs at what cost or priority).
    2. Chancellor Limitations: Parameters within which all activity and decisions under the Chancellor’s authority must take place.
    3. Board-Staff Relations: How management authority is delegated and its proper use monitored; the Chancellor role, authority, and accountability.
    4. Governance Process: Specification of how the Board conceives, carries out, and monitors its own task.
  3. The assurance of mission fulfillment and operational integrity, by holding the Chancellor accountable for successful achievement of Outcomes and adherence to Chancellor Limitations.
  4. Legislative Impact — The Board will identify and seek to affect legislative and/or public policy change as it deems necessary and/or appropriate on behalf of the residents of Maricopa County.
  5. Naming of District Facilities and Academic Entities — The Board has final authority on all such naming. Action will be based upon recommendations consistent with administrative regulations addressing criteria/guidelines, processes used for naming facilities and academic entities, including definitions, a nominations process, due diligence review, and a duration of rights.
  6. Awarding of Emeritus Status —The Board has the sole authority to award, upon recommendation of the Chancellor, emeritus distinction to any full-time residential faculty, chancellor, vice-chancellor, college president, or college vice president who retires from the district.

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.4 — Board Planning and Agenda Preparation [General Policy Housekeeping Items]

To fulfill its Job Description, the Board will prepare and follow an annual planning calendar that a) carefully completes a review of Outcomes policies and achievement each year, b) continually improves its performance through Board education, enriched input, and deliberation, and c) provides individuals and organizations with an annual predictable schedule of meetings to the greatest extent feasible to afford them opportunities to attend and participate in Board meetings.

  1. While the annual agenda follows a calendar year (consistent with the term of the Board President), it seeks to address cycles that contribute to multi-year planning. For instance, a revised Outcomes policy from which the staff can develop a budget and a financial plan for two fiscal years out will be adopted by the last day of March.
  2. The President will, early in the first quarter of the calendar year, prepare and present for the Board's consideration and approval a suggested work plan for that year's meetings. Considerations should include:
    1. How the Board will ensure an annual review of Board policies beginning in July of each year for the purpose of routine maintenance and relevant to the Board's legal and statutory duties, as well as the mission and goals of the district.
    2. How the Board will gain ownership input, including but not limited to opportunities for input from individuals and organizations, including employee groups and affiliated organizations that have expertise and interests specifically related to Board decisions and Board policies.
    3. How the Board will continue its education, e.g., Board education related to Outcomes issues (through presentations by advocacy groups, Maricopa County employers, staff, futurists, etc.), and education about governance and operational issues.
    4. Ensuring action approvals required by law, audit functions, Chancellor monitoring and evaluation, etc.
  3. The President will determine the agenda for any particular meeting, although Board members or the Chancellor may request or recommend any appropriate matters for Board consideration.
    1. A Board member or the Chancellor may recommend or request a matter for Board discussion by submitting the item to the President at least 14 days prior to the regularly scheduled Board meeting or within 48 hours for emergency items.
    2. In accordance with the law, the agenda is to be posted at least 24 hours prior to the scheduled Board meeting. The meeting packet (including background materials for decision items on the agenda, monitoring reports, etc.) is to be received by Board members at least four (4) days prior to the scheduled Board meeting.
    3. In view of the special and important circumstances that mandate the calling of a special board meeting, the President shall take into consideration the scheduling needs of the other Board members, including adequate notice that exceeds the open meeting notice required by law.
    4. The Board may use a Consent Agenda to expeditiously address items delegated to the Chancellor, yet required by law or contract to be Board-approved.
      1. Any item may be removed from the Consent Agenda by request of a Board Member or the Chancellor.
    5. The Board will act on any Monitoring Reports submitted by the Chancellor prior to the meeting, determining by majority vote whether members judge each report to have demonstrated fulfillment of a reasonable interpretation of the applicable policy.
      1. The Board will conduct a formal evaluation of the Chancellor in May of each year, to be based on previously agreed upon performance measures. In compliance with ARS §15- 1427, this would include a submission by the Chancellor of a complete report of the District and each college campus on the total number of full-time equivalent students enrolled during the year, the actual total number of students, the number of instructors regularly employed, and the total number of students not residing within the District. The report shall be submitted at the close of each fiscal year.
  4. Annual Planning Calendar Template:

    January

    • Annual Organizational Meeting - Selection of Officers
    • Legislative Update - January through June

    February

    • Tuition and Fees to Governing Board as Information Item
    • Action on Proposition 301 Workforce Development and Job Training Annual Plan

    March

    • Action on Tuition and Fees
    • Budget to Board as Information Item

    April

    • Preliminary Budget Adoption

    May

    • Chancellor Evaluation
    • Strategic Plan Adoption

    June

    • Final Budget Adoption

    July

    • Review/Housekeeping of Board Policies Begins

    August

    • Annual Board Retreat - Review Multi-Year Planning Calendar, Proposed Policy Housekeeping Changes, and Board Self-Evaluation

    September

    • Prepare Calendar Revisions for next year, for approval no later than December
    • Election Results (Primary) and Ballot Proposition Summary

    October

    • Annual Monitoring Report of All Board Outcomes
    • Action on Proposition 301 Workforce Development and Job Training Annual Report for 2013-2014

    December

    • Election Results, Changes in Leadership and Committees
    • Preview of Legislative Session
    • End of Year Report from Federal Lobbyists

AMENDED October 22, 2013, Motion No. 10112

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.5 - Board Meetings

Board meetings will be conducted in adherence with these operational policies:

  1. Meetings
    1. Regular - The Board will normally meet on the fourth Tuesday of each month in the Governing Board Room of the District Support Services Center. Meetings may be held at sites throughout the District. The times for each meeting will be posted at least 24 hours prior to the meeting date.
    2. Special Meetings - Special meetings are called only when it is necessary for the Board to conduct business of an immediate and unanticipated nature, with circumstances that require its attention before the next regularly scheduled Board meeting. A special meeting may be called by the President of the Board, or upon request of a majority of the Board’s members.
    3. Strategic Conversations, Work Sessions, and Community Forums - The Board will participate in meetings that are designed to discuss specific issues or topics and to gather community input regarding the Maricopa County Community College District. Opportunities will be presented either as Strategic Conversations, Work Sessions, or Community Forums and will be held on a date established by the Board. Such meetings will either be held at the District Office or at community sites within the District. The time and location for such meetings will be posted at least 24 hours prior to the established date.
    4. Executive Sessions – In compliance with Arizona Revised Statute §38-431.03, meetings may be called in order for the Board to discuss its position and instruct its attorney regarding matters of pending or contemplated litigation.
  2. Organization of the Board
    The annual organizational meeting will be held at the first meeting in January, where the Board will elect a President and Secretary. Nominations will be made for each office and decided or filled by a majority vote of the members. The officers of the Board may serve a term of up to two (2) consecutive years or a shorter time as the Board shall determine, shall assume office immediately upon election, and shall hold the office until a successor is elected. The Secretary will fulfill the duties of the chair in the absence of the President.
  3. Agenda
    The agenda and meeting materials shall be prepared by the Assistant to the Governing Board, as guided by the President and the Chancellor, and delivered to the Board Members approximately four days prior to the regular meeting date.
  4. Rules of Action
    1. Quorum
      1. A minimum of three members shall constitute a quorum and shall be necessary to conduct business.
      2. Approval of an action item requires affirmative votes from the majority of the quorum.
    2. Consideration of Policy Matters
      The Board will consider proposed new or revised policy twice, first as an informational item; then as a recommendation for approval. Upon a majority vote, the policy will be incorporated into the Board’s policies.
    3. Rules of Order
      The Board will establish its own rules of order, subject to the following:
      1. Items on the meeting agenda that require action shall be placed before the entire Board through a motion made by one of the Board Members. A second to the motion shall be required.
      2. Appropriate discussion of the item shall be determined by the Board President who shall call for the vote. All discussion by Board Members shall be allowed on any item; however, discussion shall cease upon a motion approved by no fewer than four Board Members to call immediately for the question.
      3. Any motion may be amended, tabled, discussed, etc. A Board Member may move to amend a pending motion. A motion to amend may seek to add or strike words of the pending motion, or substitute a different motion on the same subject for the one before the Board. When a motion to amend has been moved and seconded, the Board President shall re-state the motion in order that the members of the Board may know what is before them. Discussion on a motion shall be confined to the merits of the proposed amendment.
  5. Public Attendance and Discussion
    1. Citizens Interim—The Board will set aside a portion of each agenda to hear from citizens regarding items of general concern.
      1. The Board President will, at his/her discretion call on each speaker permitting up to 5 minutes for the speaker’s remarks.
      2. The total number of speakers addressing a particular subject will be limited to no more than 9.
      3. The Board President may waive the limitations provided in items Ai and Aii.
    2. Action or Informational Agenda Items
      1. The Board President may, at his/her discretion recognize a member of the audience to question or speak on a specific item on the agenda.
      2. The provisions set forth in paragraphs Ai-iii shall apply.
    3. Presenting concerns to the Board and the free expression of ideas should be communicated with decorum and respect. Uncivil or disorderly conduct is not permitted. The use of derisive or insulting epithets, or the direction of remarks that defame, attack, or harass an individual may serve as cause for the Board’s President to direct that the speaker immediately conclude his or her remarks.

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.6 - President's Role

As the District’s “chief governance officer,” the President’s job is to ensure the integrity of the Board and its process. Secondarily, the President is the official representative/spokesperson of the Board to outside parties. During the absence or disability of the President, the Board Secretary shall act as President.

  1. The President’s job is to see to it that the Board behaves consistently with its policies and any requirements legitimately imposed upon it from outside the organization.
    1. Meeting discussion content will include only those issues that, according to Board policy, clearly belong to the Board to decide, consider, or to monitor.
    2. Deliberation will be fair, open, thorough, timely, orderly, and kept to the point.
  2. The President is authorized to make decisions consistent with policies on Governance Process and Board-Staff Relations, with the exception of a) employment/termination of the Chancellor or b) instances where the Board specifically delegates portions of this authority to others. The President is authorized to use any reasonable interpretation of these policies.
    1. The President is empowered to preside over Board meetings with the commonly accepted power of that position (e.g., ruling, recognizing).
    2. The President is not authorized to make decisions within the Board’s Outcomes and Chancellor Limitations policy areas. Therefore, the President has no authority to supervise or direct the Chancellor’s work.
    3. The President may represent the Board to outside parties in announcing Board-stated positions and in stating decisions and interpretations within the area delegated to him or her.
    4. The President may delegate this authority but remains accountable for its use.
    5. The President shall request a written report (to serve as a public record) of Board Member travel and attendance at appropriate workshops and conferences that includes an accounting of what took place at these events.

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.7 - Board Linkage With the Community

The Governing Board represents all Maricopa County residents in the governance of the district. As “owner-representative” the Board will devote time and energy to hearing from a spectrum of residents.

  1. Mechanisms will be designed, as the Board deems necessary and/or appropriate, to hear from a representative sample of all residents.
  2. Student commentary in their role as consumers of district services will be assured a respective hearing by the Chancellor and staff.
    1. As consumers, students deserve fair and timely response to their concerns or grievances.
  3. Student commentary in their role as “consumers” of the district will be given specific and serious consideration by the Board, particularly in the formulation of the Board’s “Outcomes” policies.
  4. The Board’s annual cycle of reviewing and reconsidering Outcomes will include a plan for garnering and incorporating resident input into that process.
  5. Residents’ input will be extensive and ongoing, not a sporadic or infrequent process.

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.8 - Board Committee Principles

The role of Board Committees, when used, is to make the Board more efficient and effective in its work. Board Committees are not to interfere with the Board’s delegation of authority to the Chancellor, or that of the Chancellor to other staff.

  1. Board committees may be created to help the Board do its job, not to advise or exercise authority over the Chancellor or staff.
  2. Board committees ordinarily undertake activities not delegated to the Chancellor, such as preparing policy alternatives and implications for Board deliberations or performing specific monitoring functions.
  3. Board committees may speak or act for the Board only when formally given such authority for specific and time-limited purposes. Expectations and authority will be carefully stated in order not to conflict with authority delegated to the Chancellor.
  4. Because the Chancellor works for the full Board, he or she will not be required to obtain approval of a Board committee before taking an executive action.
  5. Board committees are to avoid over-identification with organizational parts rather than the whole. Therefore, a Board committee that has helped the Board create policy on some topic will not be used to monitor organizational performance on that same subject.
  6. This policy applies to any group formed by Board action, whether or not it is called a committee, and regardless of whether the group includes Board members. This policy does not apply to committees formed under the authority of the Chancellor.
  7. Board appointed Committees shall adhere to Open Meeting Laws, as required by Statute.

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.9 - Board Committee Structure

Board committees are those whose existence and charge come from the Board, regardless of whether Board members sit on the committee. The only Board committees are those that are set forth in this policy. Unless otherwise specified, the Chancellor, or his/her staff designee, will serve as a non-voting member of and staff liaison to each committee.

(NO BOARD COMMITTEES IN PLACE AT THIS TIME)

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.10 - Board Members Code of Conduct

The Board expects of itself, as a whole and of its members, ethical, professional, and lawful conduct. This commitment includes proper use of authority and appropriate decorum when acting as Board Members.

  1. Board Members must demonstrate unconflicted loyalty to the interests of the entire community of Maricopa County. This accountability supersedes any conflicting loyalty such as that to family members, the District’s employees, advocacy or interest groups, membership on other boards or staffs, or any personal interests as a consumer of the District’s services. Likewise, Board Members are elected to serve on a nonpartisan basis when serving as a steward on behalf of the college district.
  2. Board members are expected to discharge their duties honestly and in good faith. Board Members shall exercise the degree of care, diligence, and skill that a reasonably prudent person would exercise in similar circumstances.
  3. Governing Board Members shall be required to participate in training that focuses on public stewardship and institutional ethics. Such training shall be rigorous, practical, and application based.
  4. Board Members must avoid any conflict of interest with respect to their fiduciary responsibility.
    1. There must be no self-dealing or any conduct of private business or personal services between any Board Member and the organization except as procedurally controlled to assure openness, competitive opportunity, and equal access to “inside” information.
    2. Board Members must not use their positions to obtain employment in the organization for themselves, family members, or close associates. Should a Board member apply for staff employment in the District, he or she must first resign from the Board.
    3. When the Board is to decide an issue about which a member has an actual or potential conflict of interest, that member shall disclose the conflict to the Board and absent herself or himself without comment from not only the vote but also from the deliberation.
    4. Board members will annually complete a form disclosing their involvements and interests that could give rise to a conflict of interest, including but not limited to roles as directors or officers of other organizations, substantial/direct business/investment holdings, or other transactions or affiliations with businesses and other organizations or those of family members. Board Members will promptly update their disclosures if, during the year, a material change in circumstances should occur.
  5. Board Members may not attempt to exercise individual authority over the organization except as explicitly set forth in Board policies.
    1. Board Members’ interactions with the Chancellor or with staff must recognize the lack of authority in any individual Board Member or group of Board Members except when explicitly Board authorized.
    2. Board Members’ interaction with public, media, or other entities must recognize this limitation and that Board Members are not to speak for the District or the Chancellor, or to speak for the Board, except to repeat explicitly stated Board decisions.
    3. Board Members will not publicly express judgments of the Chancellor or staff performance except when participating in the Board’s assessment of the Chancellor’s performance against explicit Board policies and agreed-upon performance objectives by the official process.
  6. Board Members must deal civilly and respectfully with each other, including the use of open and honest communication.
  7. A Board Member aware of credible information that suggests that a Board policy has been violated, by either the Board or the Chancellor, has an affirmative obligation to bring the concern to the Board’s agenda for monitoring.
  8. Board Members must respect the confidentiality appropriate to issues of a sensitive nature. This includes all items discussed in Executive Session, the confidentiality of which is mandated by Statute.
  9. Board members will support the legitimacy and authority of the final determination of the Board on any matter, irrespective of the member’s personal position on the issue.
  10. The Board and its members are committed to faithful compliance with the provisions of the Board’s governing policies. To uphold the Board’s integrity and reputation, the Board will constructively address perceived violations of these policies, using the following process:
    1. The concerned Board Member (or, if applicable, the Chancellor) is encouraged to have a conversation in a private setting with the Board Member whose actions are perceived to be non-compliant with Board policies. If a complaint pertaining to a Board Member’s conduct is conveyed to the Chancellor by an outside party, the Chancellor shall, as soon as practical, refer the complaint to the President for appropriate action (as outlined herein). If the complaint involves the President, the Chancellor shall refer the matter to the Board Secretary for necessary action.
    2. Second, if the concerned party is not comfortable pursuing such a discussion, or if the conversation does not produce sufficient resolution as agreed on by the concerned parties, either party shall apprise the President, who may choose to address the situation individually with the involved party, or advance to #C below. If the concern involves the President’s actions, the Board Secretary shall be similarly informed.
    3. Third, if the first two steps don’t produce sufficient resolution, or if in the estimation of any of the concerned parties there remains a credible concern that the incident may cause legal or reputational jeopardy to the District, the Board will be apprised of the situation. The Board may request that the Chancellor arrange for an independent review to be conducted for the purpose of advising the Board if noncompliance with its own policies has occurred by an appropriate individual(s). After receipt of the results of the review, or if the Board deems itself to have adequate information without the review, the Board will make a subsequent determination, by vote, as to whether the Board Member’s actions were consistent with Board policy.
    4. If the Board determines that there was no violation of the expectations set forth in the Board’s Governing Policies, the issue shall be considered resolved.
    5. If, in the judgment of the majority of the Board, Board policy has been violated, the Board shall take what it considers to be appropriate steps to remedy the situation and protect the interests of the District. These may include:
      1. Reminding the Board Member of the expectation and fiduciary duty to cease such actions/behaviors.
      2. Limiting any authority that has been delegated to the Board Member to represent the Board.
      3. A resolution publicly admonishing the action/behaviors.
      4. A resolution requesting the Board Member’s resignation.
      5. If the party deemed to be in violation of Board policy is an officer, removal from the elected officer position
  11. Board Members must avoid relationships with outside organizations that do business or may do business with the district, and must also avoid activities and circumstances that could create an appearance that the Board Member seeks to influence the selection of a vendor or the terms of a contract. Board Members shall adhere to the provisions outlined in the Gifts, Gratuities, and Unrelated Compensation Administrative Regulation, which outlines the restrictions for the acceptance of gifts, gratuities, and unrelated compensation from vendors and others that are either doing business with or that seek to do business with the officers, employees, and others who serve as agents on behalf of the Maricopa County Community College District (MCCCD).

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.11 - Awarding of Emeritus Status

The Governing Board may award emeritus distinction to any full-time residential faculty, chancellor, vice-chancellor, college president, or college vice president who retires from the Maricopa County Community College District. Any such awards will be based on the following protocol/criteria:

  1. The Chancellor may recommend emeritus distinction to a candidate only following a determination that the candidate has:
    1. at least twenty years of full-time service in the Maricopa district with ten of the years in the position for which emeritus distinction is recommended;
    2. demonstrated satisfactory performance;
    3. not been the object of an adverse personnel decision; and
    4. fulfilled all terms and conditions of employment.
  2. The Governing Board may, upon recommendation by the Chancellor, award emeritus distinction to a candidate that does not meet the criteria in subsection (B), upon sufficient showing that the candidate has:
    1. Contributed significantly to his or her respective field or discipline;
    2. Performed service throughout the candidate’s employment in the Maricopa District that have been of direct benefit to students;
    3. Contributed to the creation of innovative programs or initiatives within the Maricopa district; and
    4. At least ten years of full time service in the Maricopa district.
  3. The awarding of emeritus distinction will mean that the candidate’s name and title, followed by emeritus distinction, will be placed in the appropriate college catalog or district publication. Awarding of emeritus distinction shall not entitle the holder to remuneration or other benefit in addition to any provided under this policy.
  4. The Chancellor shall consider, for recommendation to the Governing Board, every employee eligible for emeritus distinction following the employee’s retirement. This policy shall be applied retroactively to any eligible employee who has retired prior to the effective date of this policy provided that a written petition for emeritus distinction is submitted on the employee’s behalf to the Chancellor and the Chancellor is provided sufficient written documentation to justify the awarding of emeritus distinction. Emeritus distinction may be awarded posthumously.

AMENDED February 22, 2011, Motion No. 9781, 9782

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4.12 - Governance Investment

The Board will consciously invest in its ability to govern competently and wisely.

Accordingly:

  1. Board skills, methods, and supports will be sufficient to assure governing with excellence.
  2. Training and retraining will be used appropriately to orient new members and to maintain and increase existing Board Member skills and knowledge.
    1. Outside monitoring assistance, including fiscal audit, will be arranged as needed so that the Board can exercise confident control over organizational performance.
    2. Outreach mechanisms will be used as needed to ensure the Board understands community viewpoints and values.
    3. Costs will be prudently incurred, but sufficient to ensure the development and maintenance of superior governance. Budgeting considerations will include:
      1. Board training, including publications.
      2. Board Member travel/reimbursements/insurance.
      3. Board Members will be reimbursed at the same rates as district employees for mileage incurred for authorized travel or for necessary expenses incurred while on district business at conferences or professional meetings.
      4. Governing Board Members, their spouses, and dependent children may participate in the district’s health, accident life, and disability insurance plans if they pay the full amount of the premium(s). Board Members are subject to the same guidelines and parameters as other insurance eligible employees.
      5. Board Members who participate in the above plans may continue to participate after leaving the Board if the member served at least six consecutive years on the Board, and the Board Member pays the full premium.
        1. The surviving spouse and/or dependent child of a Board Member or former Board Members may continue to participate in the plan if they were covered under the Board Member’s plan, and they pay the full premium.
        2. It is strictly prohibited for the district to expend any district funds to subsidize the participation of any Board Member, spouse, or dependent in this program.
      6. Audit and other third-party monitoring of organizational performance.
      7. Surveys, focus groups, and opinion analyses.
      8. Board-hosted ownership linkage/outreach events.
      9. Board meeting and retreat costs (e.g., facilities, logistics, meals during meetings, etc.)
      10. Board committee functions.

AMENDED February 22, 2011, Motion No. 9781, 9782

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