KLAMATH COMMUNITY COLLEGE BOARD OF EDUCATION
7390 South Sixth Street - Klamath Falls, OR 97603
Minutes
Work Session - January 12, 2008 at 8:30 a.m.
Board Room 310
Call to Order
The January 12, 2008 Work Session of the Klamath Community College Board of Education
was called to order by Board Chair, Carol Castle at 8:33 A.M. in the Klamath Community
College Board Room. This was followed the Pledge of Allegiance.
Roll Call
Members Present: Jim Mieloszyk, Andy Frei, Glen Keown, Scott Allen, Doug Stiles, Carol
Castle, and Steve Tippin
Staff Present: President Gerald Hamilton
Board Secretary: Dawn McLing
Facilitators: Andrea Henderson, Executive Director, OCCA
Dean Wendle, Board Member, Rogue Community College
Dr. Earl “Joe” Johnson, retired community college president, senior policy advisor, OCCA
The purpose of this Board Work Session was to provide an overview of school board roles and
responsibilities associated with the Klamath Community College Board of Education.
Introduction of each Board member was made, as well as, each facilitator for the group.
A. Discussion was then held with regard to the role of a community college board. The
group specified that the following topics were to be included within the definition of the
role for a community college board.
∙ Hire a President
∙ Revamped evaluation process (the selection criteria should include the
same processes identified within the evaluation process)
∙ Utilize expertise of outside experiences for hiring
∙ Determine the director of the college (collect values, vision, and optional
standards)
∙ Involve the community as a whole
∙ Obtain commitment from the applicant (include family members)
∙ Define clear objectives - No surprises
∙ Strategic Planning
∙ Long term goals and objectives
∙ Set Policy
∙ Must be seen as a conduit between the College and the community
∙ Fiscal responsibility (oversee)
∙ Maintain consistent support to the President and the staff of the College
∙ Professional growth as a board
The Board members held an informational discussion about the development of a
consistent and useable evaluation process for the President and the Board. Ideas
discussed include:
∙ Obtaining input from the staff and faculty with regard to evaluation questions.
Sending out a survey to these members might accomplish this.
∙ An agreed upon process is important.
∙ Utilize five to six community, administration, staff, and faculty members as a way
to summarize the President’s performance during an evaluation period. This will
assist the Board in gaining knowledge of everyday activities.
∙ From the summarization, develop suggestions and a plan for success. Chart
strategic direction with the Board and President’s agreement as an end result.
∙ The Chair of the Board should act as the spokesperson for the entire Board.
This person would then deliver a summary of the evaluation process.
∙ No open forums should be held when utilizing community, administration, staff,
and faculty members for input.
∙ Suggestion that a subcommittee be appointed by the Board Chair to initiate the
presidential evaluation. This group would gather updates and feed back through
the year (ask the right questions).
∙ Presidential evaluation is always conducted within an Executive Session. A
public release or meeting to summarize the outcome is then held.
∙ Important to utilize the same evaluation tool for more than one year to provide
consistency. Look for improvement measures to include within the evaluation
tool.
With regard to Strategic Planning (long term goals and objectives), the Board members
discussed the current process with regard to planning.
∙ Members are reactionary
∙ Opportunistic
∙ May not be as involved as they should be
∙ The Board has not previously set annual goals for themselves
∙ Need to develop measurable outcomes
The Board members discussed how to improve this process.
∙ Be included in the institutional goal setting process.
∙ Develop overall/overarching goals
∙ Planning should come up the ladder from operational levels to Executive Team,
and from the Executive Team to the Board
∙ Must be an ongoing process and revisited throughout the year
∙ Board goals should be shared with the President and the Executive Team
∙ Should include a shared vision with the College itself
∙ Should meet the community’s growth
∙ Should hold concern with respect to funding issues
∙ Utilize a facilitator with community college background as a way to conduct work
sessions specifically geared toward the prioritization of strategic planning. If
several sessions are planned, pick one focus topic for each session. A formal
meeting can then be scheduled to share outcomes.
B. Dean Wendle offered information with regard to what makes an effective board meeting.
The Board Chair and the President (along with one other Board member - can be
rotated each month) should meet to determine what the Agenda for the Board meeting
will include for each month. There should be no last minute Agenda items.
The Board should all agree to a general Code of Conduct for the Board meetings and
should remember to stick with the issues brought forward. Public Comment should be
handled with a sign up sheet each time. When the presenting party is finished with their
public comment, the Board should then thank them for their input and refer the issue to
the staff.
Another idea discussed was that the Board should facilitate interaction between the
Board members and the general population of the College. Board members should
make themselves available for opening day ceremonies, graduation, etc.
Brief discussion was held with regard to budget reporting. Other College’s present a
monthly overview of the budget; however, if this is not presented, the Board members
have a responsibility to know what’s in the budget and what is happening with the
budget on a frequent basis (trends within the line items). A detail reporting should also
occur on an annual basis. One idea proposed was to develop a subcommittee of the
Board charged with periodic reviews with the Administrative Dean (or the individual
responsible for the budget).
C. Dr. Johnson gave a brief overview of what the community college looks like from the
outside in. In essence the community colleges are viewed as “the American dream” (the
second chance and opportunity to reach the American dream) - we change lives.
Community colleges are public and provide an advantage to obtain an education for a
low out-of-pocket expense.
∙ Access
∙ Distance Learning
∙ Space constraints
∙ Needed programs
∙ Evening Courses
∙ Child Care
∙ Course cancellations
∙ Illegal Alien policy changes
∙ Students
∙ Minorities
∙ Longer enrollment
∙ Remedial education requirements
∙ Funding
∙ Tuition rates
∙ Differential tuition
∙ Infrastructure costs
∙ Lack of competition
D. Dr. Carol Castle, KCC Board of Education Chair then asked the Board members to
define their specific Goals for the coming year.
• Presidential search
• Define Board and President’s evaluation process
□ Strategic Plan
• Budget review
• Define “Niche” Program
• Access/Funding
• Board Image
The Work Session was adjourned at 2:00 PM.
NEXT REGULAR MEETING
January 31, 2008
Respectfully submitted,
Dawn G. McLing
Board Secretary
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