GOVERNING BOARD
SEPTEMBER 13, 1994
MINUTES
An executive session convened at 6:00 p.m., pursuant to A.R.S. [[section]]38-431.02, notice having been duly given.
A special meeting and work study session of the Maricopa County Community College District Governing Board were scheduled to be held at 7:00 p.m. at the District Support Services Center, 2411, West 14th Street, Tempe, Arizona.
PRESENT
GOVERNING BOARD
Linda B. Rosenthal, President, Roy C. Amrein, Secretary, Donald R. Campbell, Member, M. Grant Christensen, Member, Nancy Stein, MemberADMINISTRATION
Paul A. Elsner, William Waechter, Alfredo G. de los Santos Jr., Raul Cardenas, Dan Whittemore, Ron Bleed, Janice Bradshaw, Larry Christiansen,Henrietta Harris for John Cordova, Art DeCabooter,Stan Grossman, Homero Lopez,J. Marie Pepicello, Madge Valaderes for Phil Randolph, Linda Thor, Arnette Ward,Jean Abel for John Waltrip
ABSENT
STATE BOARD
Jim Ullman
CALL TO ORDER
The meeting was called to order at 6:00 p.m. by President RosenthalEXECUTIVE SESSION
President Rosenthal called for a motion convening an executive session, notice having been previously given.MOTION NO. 8294
M. Grant Christensen moved that an executive session be convened. Motion carried 5-0.
The meeting recessed at 6:01 p.m.
The Special Meeting reconvened at 7:00 p.m.
(I-A-1) AMENDMENT TO THE LEASE AGREEMENT WITH THE SALT RIVER PIMA-MARICOPA INDIAN COMMUNITIES - Approval of an amendment to the lease agreement with the Salt River Pima-Maricopa Indian Community to modify the legal description of the leasehold premises for Scottsdale Community College was recommended.
MOTION NO. 8295
M. Grant Christensen moved that the Governing Board approve an amendment to the lease agreement with the Salt River Pima-Maricopa Indian Community to modify the legal description of the leasehold premises for Scottsdale Community College, by deleting therefrom Lot 11, SW 1/4 of the SW 1/4 of Section 18, %2N, R5E, G&SRM, and adding to the leasehold premises the NW 1/4 of the SE 1/4 of the same section, township and range, and that this action be sent to the State Board of Directors for Community Colleges of Arizona with recommendation that it approve this amendment. Motion carried 5-0.(I-A-2) INTERGOVERNMENTAL AGREEMENT BETWEEN THE STATE BOARD OF DIRECTORS FOR COMMUNITY COLLEGES OF ARIZONA AND THE ARIZONA DEPARTMENT OF TRANSPORTATION - Recommendation of approval for the State Board of Directors for Community Colleges of Arizona to enter into an intergovernmental agreement with the Arizona Department of Transportation for the purpose of offsetting the impacts of the Pima Freeway construction on Scottsdale Community College and satisfying the State Board/District's claims for damages by reason of the taking of its leasehold interest. Nancy Stein requested additional information pertaining to item #3 of the justification.
MOTION NO. 8296
Donald R. Campbell moved that the Governing Board recommend to the State Board of Directors for Community Colleges of Arizona that it enter into an intergovernmental agreement with the Arizona Department of Transportation for the purpose of offsetting the impacts of the Pima Freeway construction on Scottsdale Community College and satisfying the State Board/District's claims for damages by reason of the taking of its leasehold interest. Motion carried 5-0.ADJOURNMENT
The Special Meeting adjourned at 7:05 p.m.The Work Study Session/Strategic Conversation convened at 7:06 p.m.
(II-A) STRATEGIC ISSUES ASSOCIATED WITH MCCCD'S VALUES - Ron Bleed and Ernie Lara led the strategic conversation concerning strategic issues associated with MCCCD's values. The outcome was to define values; review and revise current MCCCD's Statement of Values; develop a process for sharing the values; and discuss how they will become shared among us.
Introduction
Ron Bleed reviewed the process of vision and mission development at the District andErnie Lara shared Estrella Mountain Community College Center's values statements. The group completed an exercise to identify personal values, and to contribute to college vision and mission development.
Organizational Values
In identifying organizational values, the following questions were asked and responses given by the audience:
Looking back on the history of this organization, what have we done that gives us the most pride?
- Quality educational environment
- Recognized as leader
- Student support services
- Self esteem, success from those not expected to succeed
- Creativity
- Quality employee environment
- More access
- Supportive
- Participation rate by county citizens
- Innovation in technology
- Excellence in teaching
- Success of students, in transfer and college work
- Collaboration and teamwork
- Support diversity
- Promote professional growth
- Went from one to ten (physical growth) colleges
- Partnerships with feeder schools
- Stability
- Cost effective and efficient
- Connected to county, city, world
- Quality of humanness
- Superior teaching faculty
- Working toward diversity
- Develop whole student
- Major player - economic development in the county
Looking back on our history, what ought we to be ashamed of?
- Cost of tuition
- Completion rate for non-anglo students
- Minorities in technology
- Separate - fiefdoms
- Fear in the workplace
- Recruitment of minority students
- Inufficient state aid
- How does what we do impact the student in the classroom?
- How much of administrative activity impacts/benefits the student?
- Students who pre-enroll but drop out - get lost in red tape?
- Information/communication for employees and students
- Comfort of part-time faculty
- Communication/working relationships deteriorating between faculty and board
- Insufficient handicapped facilities
- Left fine arts behind
- No auditorium facilities on the south side
- Not paying attention to library collections
Ten years from now, looking back, what will we have done that will have made us most proud?
- Recruit, retain, transfer minority
- Help bond pass as a team
- Accommodate community demands for participation
- Life-long learning - 7 days - 24 hours a day
- Expand technology to deliver programs
- Work toward great internationalism of curriculum
- Experiment and implement new learning systems
- Tap into monies to support hungry students
- Focus on teaching and learning
- Make registration and financial aid processes less cumbersome
- Remove fear
- Increase full-time faculty by reducing part-time faculty
- Increase access with lower costs
- Have fun and laugh
- Clear up items listed as concerns
- Remain flexible to meet challenges
- Maintain the human factor
- Promote excellence in teaching
- Success against external threats of competition
- Improve to student services and maintain balance
- Increase relationship with elementary/secondary to become full partners
- Orientations
Review of Current Statement of Values
Small groups were asked to discuss value topics rather than wordsmithing the statements themselves. The current values are: Values Students; Values Education; Values Freedom; Values Diversity; Values Honesty and Integrity; Values Fairness; Values Accountability; Values Experience and Innovation; and Values Continuous Quality Improvement.Comments:
Group One:
- Change education to learning including traditional educational values.
- Change students value to emphasize consistency.
- Change strengthen and celebrate diversity (commitment to) statement
a) Humor and fun in the workplace
Add: a) Excellence
b) Value all employees
c) Community Service/social responsibility
d) LeadershipGroup Two:
- Issues - continuous improvement, what does this mean?
- Add
Value students
building a base for learning
orientation to college
Value mission alignment
do the resources relate to our mission
Value teamwork, cooperation, and collaboration
Value student participation, input
include students in more categories
Value quality and excellence
- Change
Replace "the District" with "we"
Separate value, experience and innovation
Add risk-taking, flexibility, uncommon solutions to common problems
Add comments on valuing experience
Value competency
Value education
globalGroup Three:
+
Employees
Recognition and Rewards
Accessibility and affordability
Collaboration and cooperation - internal and external
[[Delta]]
Continuous Quality Improvement
Experience and innovation
Add Risk-taking, drop Ecological use of resources experience
Group Four:
- Values education learning
- Values accessibility
- Values excellence
- Values teaching for learning
- Values community building
- Values community connections
- Values cost effectiveness without compromising quality
- Values learner centered processes
Group Five:
- Mention we value students, don't mention value employees
- Statement moved from "students" to "things"
- Should mention "risk taking" as part of experience and innovation
- Diversity statements do not include all Board policies
- We don't mention that we value community
- No mention of "fun," "success"...any the various ways we can measure success
- No mention of value of financial stability
- Where do we mention valuing change? (or do we?)
- Leadership should be more explicit
Group Six:
- Creativity
- Value Access
*affordability
*participation by underrepresented groups
*process obstacles
- long lines/other inefficient processes
*Americans with Disabilities Act
What can we do?Group One:
- "Values" campaign
- Publicize
Town Hall meetings on college campuses
Tie them to processes
Annual objectives, budget development, etc.
- Feedback/evaluation of processes against the values
Group Two:
- Everyone needs time
- Put resources behind the priorities
- Trace the value back to students
cost of meetings
dollars, time for other purposes
- Eliminate clutter-noise
- Replicate these discussions at the colleges with students
Group Three:
- Dialogue about our values-mixed groups-do the exercise on values
- Reward participants who participate in dialogue
- See value in communicating, must have meaning, applicable to them
- Practice what we preach--modeling behaviors
- Eliminate fear in dialogue process, no retaliation for speakers
- Move to team centered approach
- Increased participation
- Adopt communication model
- Do surveys - "person on street" feedback
- Why buy in must be answered - link to personal values w i i f m
Group Four:
- What should be changed?
- Sequence
- State as positive; get rid of negative
- Freedom - say we value freedom of speech
- Honest and integrity--say they are encouraged to speak..., act...
- Section on accountability not clear--needs work
- Do we value "learning" or "education"?
- Everyone needs time
- Demonstrate by leadership
- Incentives
Group Six:
- Add Values Students
Walk the talk
Customer service
(student centered)
Environment
Student-centered climate
Emphasize community of learners
- Add Values Diversity
Commitment to improvement
Accountability for results
- Need a consistent process for values clarification and communication
- Town Hall meetings using technology
- Conduct organizational climate study to identify the ideal versus day to day practice
Implementing Our Shared ValuesDriving (forces)
Leadership
Desire
Increase communication
Open-mindedness
Commitment to students
Job stability
Observe success
Industry involvement
Competition
Fear of failure
Creative network
Commitment to continuously improve
Pride
Evaluation
Sharing the vision/buy-in
Choosing to be positive
We careRestraining (forces)
Lack of communication of values-#2
Not listening
Different perceptions
Don't appreciate differences
Don't take time
Value territory
Lack infrastructure
Don't have incentives/rewards
Fear of collaboration
Lack data/information
Lack of buy-in or participation-#1
How can we improve the restraining forces?
Communication
Empathy focus
Employee/student group discussions
Audience focus
Model values (show)Participation
ASK
"Small wins"
Goal achievement
Model values (show)
"Post-Mortem"Scale of 1-7 (poor-good)
1=0
2=0
3=0
4=1
5=11
6=22
7=8
Average - 5.9
ADJOURNMENT
The meeting adjourned at 9: 05 p.m.
______________________________
Roy C. Amrein
Secretaryaa
9/14/94