Academic Committee Report –F/T faculty and P/T faculty and students on the committee met and discussed ways to improve communications between faculty and administration. Discussed Continuing Education.

We agreed that when a non-credit course is similar to something offered in an academic course, that the appropriate academic department review the course to avoid issues like the ones we have had.

Budget Committee Report — Napolitano reports on that. 6 payments next year? or no payments? If there are not 12 payments from the state we will have to spend down the reserve. The will of the committee is to bring down expenses to be the same as revenue. We would like guidance form the BoT about whether or not we can begin spending down some of the reserves.

Mazzochi — we do not want to raise tuition. We have different options or scenarios. You’re right, the target is to try to preserve our current reserves to the greatest extent possible.

Olsen — if we try to include 6 payments from the state, I can see being balanced between expenses and revenue. But if there are no payments from the state, we will have to spend down the reserve.

Mazzochi– discusses the impact of the reduction in state spending on other colleges downstate.

Napolitano — the committee will work to come up with several options. One will be to try to keep expenses flat. It seems that many colleges are assuming the best guess is 6 payments rather than 12, and that is what many colleges are planning on.

Mazzochi — we should have some projection of what would happen if we do not get any payments from the state. Should we or could we have a contingency plan?

Napolitano: 7 million dollars is bout what the 6 payments would represent rather than 14, or 12.  But zero is also a realistic possibility.

Mazzochi — is there a contingency about enrollment. I understnd it’s been pretty stable. Do we think that the HLC sanctions will have a negative impact on our enrollment.

Collins — it’s too complicated to say “this is why enrollment is up or down.” Enrollments across the state have been down. We are about 7 or 8 in the state in terms of enrollment. So far we haven’t seen an impact on teh HLC report on our enrollment.

Audit Committee Report — Bernstein, McGuire,  and Olsen (?) two CPAs. Jim Marnter our internal auditor does good work from everything I have seen. The internal audit points out things we need to look further at. Need to make arrangements for an outside auditor. Talked about Bot policy that was used to create the audit committee. We decided it was too wordy. More concise and not so specific. Bot policy 10 55, on investments. John Dishner headed our financial area on a temporary area, put together a rough draft of revisions of that policy. Being out of compliance with investment policies was a big area for being out of compliance with the HLC. We have made a lot of progress in that. We need to insure the safety of the surplus (the reserve) we just talked about. We have to protect it. We need to have our internal accounting controls  looked at form the outside. It’s important for the safety of the  school and the reserve. The firm CLA is being recommended to the BoT . A representative  John Hoffmeister, principal at the firm of CLA. Hopes to be appointed independent auditors of the College.  Trustee McGuire reported on her research and gave the committee lots of material to review. Discussed the proposed revision to Bot policy  5-220 also 10-55 on investments. Both of those are in the BoT packet for information purposes.

HLC Taskforce. Jim Bente comes to talk about the Accreditation Update.

Discussion Points: — offers background on the HLC. One of 6 regional peer review institutional accreditors. There are about 1000 institutions of higher education that belong. We review ourselves. It serves 19 states. Has a Board of Trustees. Bente gives more background on what the HLC is.

Five criteria and 21 core components.

HLC has three pathways- Standard Pathway (10 year cycle), Open Pathway (10 year cycle) and the Academic Quality Improvement Program (AQIP) 8 year cycle.

Questions

Mazzochi — Where will the documents be? Who will have access to the documents. How will they be organized within the college system.

Bente says his office will have all documents. They may go on-line.

Mazzochi — Criterion 2 — who is in charge?

Discussion ensues about how best to organize the materials. Whether or not there would be a need for new evidence, new documents? How to avoid duplication of materials and efforts to put together documents?

Mazzochi asks trustees — should we have something on the public website where we are collating all these documents? We can demonstrate to the public that these are where the documents are.

Napolitano – anything that increases transparency to the public.

Olsen – if it doesn’t reveal confidential material. But it would be good for the material to be building and not just appear towards the end of the period.Discussion of how to keep the public informed throughout the process.

Honors Program Presentation — The Honors Student Advisory Committee is going to report on the importance of this program which should not be forgotten during this transitional period.

Cody Castle, 23 years old COD student and resident of Bloomington. Describes how the Honors Program that provided necessary stepping stones for his success.  Asks for more support for the Honors programs.

Kotryna Statputye. Sophomore at COD. Talks about her experience at COD. Academics, sports, and leadership opportunities. Smaller class sizes, more research, heavy professor involvement are all features of the Honors program. It was the reason in her applying to and getting the 100,000 Dr. Pepper Foundation scholarship for tuition.

Nalia Asamoah — Honors student. Describes her academic experience, her experience with Honors Student Advisory Council, with professors, and the chance to conduct research. Notes the work of Helen Feng, Honors Director, to bring representatives of top universities to campus to meet with COD students. Suggests a centralized office and a central location for the program.

Josh Clayton. Member of Honors Students Advisory Council.  Honors classes helped him figure out what he wanted to study. The intersection of public policy and Biology. Describes chances to conduct research in environmental policy. Suggests more full-time staff to support the Honors program. The Advisory Council will be providing the BoT with a letter with suggestions.

Mazzochi thanks the students for their presentation.

Items for Board Information-

Consent Agenda

Mazzochi notes that she has been asked to withdraw 5B and Personnel 5K and in particular under termination and severance agreements. Withdrawn so that the person involved can go through an appeals process.

McGuire asks to withdraw 5D, 5F 5L and 5 O

Consent 5A, C, E, G, H, I, J, and K, except for last name under termination and severance. M, N and P.

Olsen moves.

seconded by Napolitano.

No discussion.

Napolitano reads the Consent Agenda items to be approved.

McGuire asks about the 5D- Budget transfer from contingency to professional services.  $500,000 from the contingency fund.

Mazzochi — looking at past trends from fiscal year. It is an estimate of how much we will need for legal fees.

McGuire– how much have we spent then? A million?

(That amount is confirmed by COD staff)

Vote: McGuire — no.All others yes.

Motion passes.

5F — Property tax Appeals Board. (PTAB) Representation.

McGuire– help me understand the PTAB scenario.

Napolitano — property tax– what the tax owner would be paying to COD.

Kim  (new CFO interim) — explains commercial, industrial appeals that are going on.

McGuire – what do we do about homeowners who appeal?

Kim — usually they get resolved much sooner than commercial.

Napolitano — Homeowners are usually solved much sooner, at the Assesor level.

Vote: Olsen — no. All others vote yes.

5L – Financial reports.

Motion to approve financial reports.

Olsen moves. Seconded by Trustee McGuire.

Discussion

McGuire – 2 identical checks issued to William Hay. Why were there two in March for the same amount.

COD staff- will have to provide you with that information. I don’t have the check record for that.

Mazzochi — there was a budget cap for the presidential search — if you add that all up, he is at the cap.

4 pages of employee reimbursements — I’ve been looking them over. They are increasing. How is this related to the discontinued use of procurement cards.

COD staff- petty cash policy got tougher. We would like people to go through a regular process to get a check.

Olsen -a question on reimbursement process. Could we have additional level of detail o ntaht other than just reimbursement?

COD staff- that’s a question of time. Each reimbursement is approved by a Dean.

Discussion about how much detail would be advisable for that.

Vote: All trustees vote yes.

5O – McGuire doesn’t need any further discussion. The presentations explained it to her.

Vote — yes.

6 — Buffalo Theater Ensemble.

Mazzochi –Don Westlake? Still here?

Wants to address the public about BTE.

Westlake — this is my fifth time to address the BoT to bring back BTE. This time I want you to vote no. Not on the theater, but on the proposal that is on the website. I read that and saw an analogy with the restrictions we might put on a high jumper. First we set the bar higher than the high jumper has ever done before. Then the high jumper hasn’t been active for two years. Then we have to find 600 people who are willing to put their money in the pot. And then, if you don’t make it on your first try, you don’t get another try. Let’s vote no on a plan for failure and vote yes on a plan for success. The current high jumping technique is called the Fossberry flop. We don’t want a flop, we want a success.

Mazzochi– I want to emphasize to people that the BoT is willing to have the BTE come back to campus. The BoT is trying to find ways to make the program work. To see if the things that led to its prior departure could be fixed, so it has its own infrastructure and stand on its own. To be a stand-alone resident theater ensemble. We have an institutional concern as a Bot — we can’t take on one project here, and another one there, in an ad-hoc manner. We’ll end up with areas where we are concerned that other programs that are equally valid suffer because there isn’t funding.  The Arts programs we have, the MAC, WDCB, — they are trying to be very responsible with auxiliary function. More in line with enriching our community without taking away dollars from academic programs.  It is called an auxiliary function under the Higher Learning Commissison definition. While we are on probation we have to ensure that we are showing the HLC that we understand the difference between wants and needs and auxiliary function. It doesn’t behoove us as  BoT to show that we are not clear. It must be sufficiently tied to an educational purpose.  Academic program is not the same as auxiliary. We have to recognize that we are in trouble with the HLC because of things like SLEA. Have we set forth clear standards for what awards credit and what doesn’t. We have to be very cautious in how and where we tread. We must be 100% on board with HLC requirements. It is clear to me after attending the HLC conference — it is something that peer reviewers are careful. We must make sure that college resources are being directed in the right place. There are other arts organizations that would like to have these arts funding dollars. One of the HLS core components requires when we look at our institutional resources, are we being consistent. Will we apply criteria fairly and equally. I understand the basis for your concerns. Number one — it is not crafted as an academic program, with curriculum review. It is no continuing education. The Bot has shown its willingness to spend money on academic programs. What has been presented to us as an independent theater company that wants to be resident here, we must have some way of guiding our funding decisions for BTE, and the next arts program and the next one. And as far as “experiential” program, we don’t have a consistent program to discuss experiential learning. Maybe we have holes in our strategic planning in this regard. Maybe we need to work on this in our next strategic planning cycle We need from shared governance or administration, we need as a Bot to have some comfort that we will be equal. We heard that BTE has widespread support. We have a board with over 1000 signatures saying bring back the theater. It is not unreasonable to think that 60% of those community supporters would put forth $75 dollars to become members. We’ve received a flood of e-mail communication. If even 75% of those people who send 1o dollars — your fundraising goals would be met. We don’t think it is a particularly high bar to raise.

Also, administratively there were concerns about the programs before. So as a boT we have to be sensitive to adminisitrative support for the program. BTW is requesting  $130,000 dollars. We need to make sure that from your fundraising and ticket sales you will be coming close to that.  That is also an opportunity cost to the MAC to not have other revenue-driving shows in it. Trying to balance the position of the requestors and the administration, I believe this is a balance and compromise position. If you start lowering the bar I warn you that you will start to lose support from members of this board.  It might not help your future fund raising efforts if you only have a 4-3 vote to say yes to this.  We can be flexible about time, perhaps. But I want you to understand that this was the result of a thoughtful process of how this can work. It was not done with a snicker and a thought of how it could fail. I want people in the audience to understand this.

Bernstein= my feelings and thoughts on this are clear to some. The process and the resolution itself was created itself, thoughtfully, honestly, with the best wished for success. But I cannot agree with it. The bar impossible to overcome. I cannot agree that it is viable. One point of differnec- there is a greater educational component to Buffalo Theater than others do. Because of that I would like to set the bar at a reasonable level. The connection between BTE and educational value and enrichment of the students and the community is a tangible thing. There might not be credit or continuing ed courses built around the productions. But the educational benefit is there. Therefore I would like to call for a motion to amend this agenda item and replace it with an item that will make it realistic for BTW to have two years, a window of opportunity. During that time I would like to see attendance greater than 65 people per show. I would like to see 600 or more subscriptions. If the desire in the community is real, that ought to be achievable over time. Therefore I would like to replace the current agenda item with an amended agenda item. I have it on paper and would like to distribute it to each of the members of the Board.

Mazzochi — Substitution?

Bernstein — Substitution

Olsen- Second.

Bernstein — essentially the agenda item that was on our April 7th BoT packet. It ways — BTE would need 131,000 for the first year.  $250,000 for the first two years of operation. That’s what we’re looking at.

Second page — it was in the last BoT packet so you are familiar with it.

Year one 97,5000 donations  17,000 total   246,000

total for two years, 250,000

BTE will seek an Illinois non-profit status. That is legally necessary. 501C3

BTE will enter into a contract with COD for operating facilities at the MAC and use of any other COD facilities and personnel.

Bernstein presents more details of how this would work.

I hope that the BoT will agree to this so that we can reinstate BTE in Fall 2016 and commit to $250,000. After the two years, we will evaluate to see if the program can achieve 60% self-sufficient, 40% college.  If it cannot do that, I myself will lead the charge to end BTE.

substitution amendment.

Mazzochi — differences are — substitution guarantees funding for two years. differences in how many paid tickets will be required.

McGuire — any funding allocated by the BoT will first go directly to the MAC and student performers. but the 5th bullet points out the expenses that the BTE will be responsible.

Mazzochi-there is a possibility that is the MAC, if the BoT funding , if the charges by the MAC eat up the 130,000 dollars. That will be less money available to pay student performers. IT may very well be that the BTE wants a lot of student performances and they go over the 130,000.  Trying to prioritize which entity for accounting purposes is going to get reimbursed first. We would need an independent contracting situation between the college and BTW.

Discussion ensues about the details of the substitution.

Connie Canaday Howard is asked to come to the podium. Amelia Barrett joins her.

Canaday Howard- I think the HR concerns are addressed in the bullet points. Yes, this would work.

Olsen- Bernstein, did you review the proposal with the BTE people?

Bernstein– yes, Connie, Amelia, and Diana Martinez and I all reviewed it.

Olsen-this is the April 7th item with additional items to address the concern Mr. Kinsella had from the legal, IRS perspective. 501 SC, making clear that no additional employment relationships will come with the COD.

Mazzochi– making sure that the COD financial responsibility is capped.

Diana Martinez– this little change in the non-profit status is a lot of infrastructure for them to do in a short period of time. For me, how do I manage an outside entity working in our shop? There is quite a bit to work out. We can do that. We need a little time to work out those details. If they are comfortable with taking on the big job of starting a 5013C, I am comfortable with it.

Move to vote on the substitution– to close discussion on the motion for substitution.

All trustees vote yes except Mazzochi.

Vote on substitution:

Napolitano no, Mazzochi no.

Motion passes. Now the BoT will be dealing with the substituted document.

Olsen proposes that the fifth bullet point line 5 strike “out of ticket sales and/or donations.” It is an oversight. A drafting error. The language here says that the BTE is responsible for payment of these individuals, not the college.

Bernstein -what other sources of revenue would there be besides ticket sales

Olsen-grants and college funding.

Olsen –proposed amendment would allow the COD contribution to go for any expense.

Bernstein — you have sold me.

Mazzochi — you have not sold me. I am very concerned about that from a liability perspective.

Napolitano — could you include grants?

Mazzochi-Olsen wants college funding to go for other expenses. And I’m not comfortable with that.

Olsen- the college is making a contribution towards the success of the theater company.

Mazzochi- my concern is that if we allow the college to pay the non-profit 501 C3, we will be blurring the very lines we are trying to establish.

Chair Mazzochi calls the regular meeting called to order.

All trustees except Birt present.

Chair Mazzochi (speaks about her hopes for the future, for thoughtful, professional, measured, calm and respectful ways. We have high hurdles ahead, but also high hurdles already behind us).

Every member of this BoT and the college community has the chance to discuss with me sound policies and principles. Not all of us have the same vision. Let’s be respectful. But ultimately ground what we do in the best interest of the college.

I thank members of the community and the college who have taken the time to speak to me.

(speaks about her mother was a student when the college was in its infancy. Asks everyone to think where we were a year ago). We are well positioned to be in an even better place next year. We will continue to get better, Exciting way to start our 50th anniversary.

(notes that any of the three presidential candidates will be good for moving the college forward)

Discusses the presidential search. Notes the presidential forums for all three finalists. Also the Bot has received questions and has received incredible feedback.

The Bot believes it will be in a position to vote on the three finalists in the first week of May. All BoT members should engage in productive discussion with their colleague. Keep an open mind and keep in mind what the members of the public have to say.

Mazzochi then goes to the podium to present

Presentation to the BoT on the 3rd update– Board Response to the Dec 16 HLC Determination.

April 2017 is the deadline to sub mit the Assurance Filing that demonstrates compliance the HLC Standard Pathway Protocol. This means we are not in AQUIP.  It is not a punishment, but a more structured way to report to the HLC.

Go to the HLC website to see what the Standard Pathway means. There are more than 200 other colleges that are on the Standard Pathway and not AQUIP. It is not a punishment.

It is a legal brief that shows each of the 5 criteria are met.

Mazzochi shows a sample Assurance Filing. The sample is of one of the criteria where COD is not in compliance. (Criterion 2 — Integrity –Ethical and Responsible Conduct. Also Criterion 5 — only examples, to show COD BoT what the Assurance Filing should look like)

Moral story to take home from the HLC conference is that we need a culture of self

self-criticism, self improvement,. We can experiemt nad see what works. We need to demonstrate how we live to the mission. Tying our goals to the mission. Thinking about our core values and living them, showing them, not just saying them, every day. They want to see that we are systematic and objective when it comes to planning. We want data collection, wider involvement.

Where we are out of compliance — we have made incredible progress Investment policy — that has been completed. Bernstein, Olsen McGuire are the Audit Committee.

Failure to notify the BoT — Dr. Collins and Mazzochi have looked to increase communication and improve it.  IT is getting much better since November. Offers examples of recent problems that required prompt communication. We need a culture of inclusiveness and working together. We should be targeting to make sure that we get the Administration sooner.

Criterion 2, Core Component 2A . Strengthened internal controls.  More oversight on big contracts and conflicts. Suggests Bot members should have a refresher on the bid process. BoT has authorized Ethics training college-wide.

Discusses progress in Criterion 5, Core component 5B.

When the General Counsel position is filled, more progress. Strengthen “whistleblower” protections.

Kartje will present May 2016 Academic Affairs on the administration response to the faculty Vote of No Confidence.

Improvements — many new program approvals, much more thorough. Supporting documentation. This will help to ensure that things like SLEA do not happen again.

Discusses the areas that HLC considers “Meets with concerns” (not out of compliance) –cooperation and communications. Protecting academic integrity.

Action Plan for April 21, 2016:

Select new president.

Asks all Bot members to present goals for the next year at the May meeting.

Each Bot member to rank committee preferences.

Each trustees to identify 3 areas for policy improvement and 3 areas where we are doing well.

Each trustee to identify at lest 3 priorities to consider for strategic planning.

Each trustee to review in-depth assurance filing (sent by Dr. Collins this week)

Board ethics and governance training RFP issued

Board retreat to improve cooperation

HLC liason Barbara Johnson is invited to meet with the Bot in May to discuss status and goals.

Comments”

Trustee Olsen — Thanks Mazzochi and Collins for attending the HLC Conference. Very important to have this connection. Is excited to meet with Barbara Johnson. We have 2 issues that are paramount — hiring the new president and making sure we are ready and the Assurance Filing will bring us off probation.

Mazzochi: All trustees had already discussing that what they need to focus on is the HLC report.

Student Trustee Report: Trustee Escamilla —  thanks Stephanie Torres for her work as ICCB Student representative. The new one is also from COD. Welcomes the new representative.

Thanks Trustee Mazzochi for joining the “lunch with leaders” as part of Student Leadership Council activities. Presents Joe Stahl to speak about Advocacy Day when community college students go to Springfield to advocate for bills that pertain to community colleges and higher education as a whole. It’s a great opportunity for us to transition our officers to their upcoming roles.

This ear of course the topic was funding. We narrowed down our issues to funding and credit transfer, and student success and credit for prior learning.

Generally we felt that the leaders were receptive and respectful.

Thanks Mary Ann Millush and Chuck Steele for driving the students to Springfield. A capstone for an amazing year that SLC has had in service of the students and the college.

President’s Report — updates on the 50th anniversary committee process. Also on WDCB station manager. And also recognize Steve Schroeder as Phi Theta Kappa advisor. Community College honor society.

Professor Steve Schroeder speaks to the Bot about the importance of groups like Phi Theta Kappa — and the Buffalo Theater Company — to COD. Speaks about the initiative to start a food pantry. Acknowledges Shannon Hernandez who is almost up to 20 years (Schroeder for 15) who has worked with me all the way.

Dan Bendert, station manager of WDCB comes forward. Has been here for 2 1/2 years. Collins acknowledges  past problems with the radio station.

Bendert presents on the station:

39th year of operation.

On the air 24/7.  365 live and local.

Cultural outreach– hundreds of thousands of listeners in the Chicago region.

Professionally staffed, but have students also. And many professional staff are COD alumni.

Student journalists. Also many community volunteers.

Works with community partners.

Promotes music education.

Audience — weekly around 170,000

More than 200,000 unique web audio listeners last year.

Ethically diverse audience — 25 to 30% Latino and African American.

Wide range of age. Many young listeners.

Booster tower now has now solved interference issues in Chicago.

Discusses how the radio is a powerful form of outreach for COD because many listeners are not part of the college community.

Presentation on the financials —

COD appropriations for WDCB — FY99- FY13   $625.632

FY 14   $362,754

FY15  $278,772

Percentage of expenses covered by WDCB is 83.5%, paid by COD $16.5

Largest source of revenue for WDCB — listener donations

COD appropriations have been going down, and he expects that trend to continue.

Expenses are flat.

Things that made this happen:

The WDCB antenna tower is a revenue stream that generates more than 150,000 annually for the station.

Special events.

Also, Bendert now does two jobs and reduced one position by taking them on.

Describes how he noted problems at the station by the previous engineer who was taking money from the station and is now no longer there. That former engineer is now indicted on charges of fraud. Still in litigation. We figured out that the problem existed within the walls of WDCB. We found that out and cleaned it up. We no longer have a full-time engineer. We have a part-time engineer.

Other administrative changes have brought down expenses and increased revenue.

No questions.

Joe Moore comes forward to update on 50th anniversary celebration committee.

More than 50 activities planned for the year, starting in July in. various communities.

Friday August 25th is the official opening to the public. Chicago Brass Transit. Official public kick-off.

Campus graphics will be installed over the summer and ready for fall term.

Sept 17 — annual food truck rally and Sunset 5K

Discussion of activities continues.

Napolitano suggests that the BoT gets involved in these events. Asks for a sign-up form.

Mazzochi asks about donating a 50th anniversary t-shirt, pin, hoodie, for incoming students.

Moore: There will be a t-shirt day with free t-shirts with a tie-die theme.

Acting Chair Mazzochi calls the meeting to order. Part A. Organizational meeting.

Roll: Trustees present except Birt.

Public Comments:

Jacob Coates: I am here for Buffalo Theater — you can tell by my dyed hair what I’m here for. It’s important. I don’t  have a lot of skills besides theater — but I feel passionately and strong about theater. The art of story-telling. Our heritage. It is life itself. We need to breathe life into it. I’m just saying words. Maybe you don’t even care about. But they mean something to me and I think they should mean something to you. Many people have come out and more would be here if schedules hadn’t conflicted. We need theater.

Angela Aiello. I was a theater student at COD form 2009-2011. Had Buffalo Theater experience in summer 2009. A friend of mine and I went to see the play “A Couple of White Chicks Talking aBout”. We couldn’t believe these two talented actors, Connie Canaday Howard and Amelia Barrett, would be our teachers.  As a reader for a play, I realized how hard directors have to work. It helped me understand the man Having a professional equity theater on campus wouldn’t benefit campus doesn’t make sense to me. In order to work with an Equity Theater would have to commute to the city. Not impossible, but very difficult with school and work. It is great to have a professional environment here. We loved seeing our teachers on stage doing what they love.  So many times theater majors are told they do not have a career in theater. Seeing that Connie and Amelia having a career was inspiring to us. Bringing back Buffalo

Anthony Leyva -2010 COD alum. I am in support of Buffalo Theater Ensemble. I am confused by the brand new theater that has unobtainable numbers attached to the new proposal.   600 subscribers is a high number. (Student goes on to describe how the new proposal for subscribers and grants is not feasible. He notes that collaboration is the basic tenet of theater. But this proposal has no sign of collaboration in it)

Mary Ann Zlotow — retired faculty and 502 taxpayer. At April 14th mtng I heard comments from BoT members I heard terms that bothered me.  Calling the COD Farm, the Buffalo Theater, etc. were called “auxiliary” and told that they need to be self-sustaining.  What is auxiliary is the waterfall! Part of an expensive beautification project . The bronze cast sculpture of a chapparral. The number of trees and the decision to continue planting annual and not perennial flowers. Those are auxiliary and not self-sustaining. Case in point — the library’s cupola. Now you have to fix a problem that wasn’t even a problem before renovation. Case in point — the hotel. More taxd dollars in advertising to make it self-sustaining. I take issue with the provost of Roosevelt U ho says these improvements have made COD unquestionable better. They have come at the cost of taking away the arts. You could maintain the Community Farm and the Arts. They are far more important to the campus than the waterfall.  How ironic to renovate the Arts Center and then cut back the Arts. I hope more community member will speak out and help this BoT understand that the Arts are worth fighting for. That’s how I want my money spent.

Walt Zlotow — community member. “All things pass- only the arts endure.” Except at COD!

John Kraft- Wozniak and Birt voted for all those frivolous items just mentioned. And others. Please nominate people that participate in the BoT as the next officers of the Board.

Richard Jarman, CODFA VP

Item B6. I think we have made clear where the faculty are on this. I am not going to repeat any of the arguments at this juncture. I will address the description of BTE as a non-academic program and thus an auxiliary function. From prior discussion, here and elsewhere, I detect a lack of consonance as to what constitutes connection to an academic program. We argue, and I think it has been sustained, that BTE (just like its predecessor) meets the standard for being considered academic or having an academic connection.

In the limited time I will describe two examples from disparate areas of the college that I argue are analogous to BTE, each of which is unarguably connected to an academic function and, as such, financially supported. I will not touch other more controversial functions that have tenuous or even no academic connection.

The Russell Kirt Prairie on the west side of campus is often described as an outdoor laboratory used extensively by biology classes. I often see groups of students boldly venturing into the thigh-high grass. It is also of value to the community, being one of the few prairie areas still remaining in DuPage County. No revenues are generated and costs are involved; it is not self-sustaining. We lamented its neglect during the last regime. Would the world still turn if, in the words of the song, paradise was paved over and they put up a parking lot? Yes. Would students still get to pass biology? Yes. However, resources such as the Prairie make COD special, as the presidential candidates have been at pains to point out.

The Fitness Center was transformed from a modest room into a lavish showpiece during the referendum rehabs. It serves a dual function for students taking fitness classes and community members wanting to work out. The community memberships don’t go far in covering the costs. I seem to recall there are around two hundred. The Fitness Center relies heavily on the taxation of $1 per credit hour.

BTE is much more closely aligned with these hybrid academic – community functions than a true auxiliary. It is not the academic program in of itself, but it plays a vital role in augmenting and energizing the academic program to which it is allied (theatre). It also plays a vital role to sustain the community as has been made abundantly clear by the many testimonials. And I believe that the community is prepared to put their money where their mouth is in pledges and subscriptions.

I urge you all to consider it in this spirit.

Thank you

Kyle Rarick – community member, former COD student. In Spring 2014 I was a student who signed the original petition to bring back BTE. I was involved in videos that were made to support the BTW.

You have the opportunity tonight to do something spectacular for this campus and for all of the Chicago region. But I am concerned about the draft proposal — the BoT describes conditions that the BTE must fill. This draft was not prepared together with BTE professionals. They do not fit BTE’s current model nor its overall history in the college. The 3rd time since Fall 2015 pleading and fighting for BTE. In order for BTE to have success, the BoT should be involved in one to one conversations with the professionals involved with the company.Theater is not veneer. It cannot be measured in that way. IT has different kinds of lasting impressions and memories on us.

Keith Yearman–

SINCE THE FACILITIES MASTER PLAN WAS FIRST INTRODUCED IN 2001, WE HAVE SPENT MORE THAN $500 MILLION ON CONSTRUCTION PROJECTS. THESE PROJECTS ADDED SUPRISINGLY LITTLE FLOOR SPACE. DESPITE ADDING LARGE BUILDINGS LIKE THE HEALTH AND SCIENCES CENTER AND TECHNOLOGY EDUCATION CENTER, WE OFTEN FOUND OURSELVES WITHOUT ENOUGH CLASSROOM SPACE DURING PEAK TIMES.

I LOOK AT A BUILDING IN CHICAGO, AT 225 N. COLUMBUS DRIVE. IT’S AN AWARD WINNING, 87-STORY SKYSCRAPER NAMED AQUA. THIS BUILDING HAS 1.9 MILLION SQUARE FEET OF FLOOR SPACE, MORE THAN THE 1.5 MILLION THROUGHOUT THE COLLEGE (EVEN POST CONSTRUCTION).

THE COST OF THAT STRUCTURE ON SOME OF CHICAGO’S PRIME REAL ESTATE? $300 MILLION. HOW IS IT THAT THIS COLLEGE IS AT HALF A BILLION AND COUNTING? WE COULD HAVE MORE THAN DOUBLED THE FLOOR SPACE OF THIS COLLEGE FOR LITTLE MORE OF HALF OF WHAT WE SPENT SO FAR. WHERE HAS THE MONEY GONE OVER THE YEARS?

HOW MUCH BLOAT AND WASTE WERE INVOLVED IN ALL OF THESE PROJECTS?

COUPLE THIS WITH THE EXCESSES AND WASTE OF GUN CLUBS AND HONEY BOURBONS AT THE WATERLEAF. HOW MUCH BLOAT, WASTE AND EXCESS ARE WE TALKING ABOUT IN TOTAL? CAN WE GET A COMPLETE ACCOUNTING, INCLUDING WITHIN THE CONSTRUCTION PROJECTS?

I FIND IT OUTRAGEOUS STUDENTS HAVE TO COME PROTESTING AND GROVELING TO THE BOARD TO GET FUNDING FOR AN ARTISTIC GROUP AND OTHER ACTIVITIES, GIVEN ALL THE WASTE OF THE PAST. I URGE THIS BOARD TO REVERSE COURSE – PUT ACADEMICS AND THE ARTS FIRST.

Trustee Diane McGuire — speaks to the best president for COD. The best president will not be appointed as the result of a tainted search process. I have spoken about it.

Dr. Kavalier — her EdD form U of Texas has somehow morphed into a PhD as listed on her application. These two degrees are very dissimilar. So I ask which degree does Kavlier have?

Dr. Rondeau — what is not on the page rather than what is.  Her current employment — IBM Watson group. Artificial Intelligence. I came across Dr. Rondeau’s Linked In profile. Partner with Allen Austin Global leadership and consultants.  IBM is her previous employment. At IBM, she is a consultatn and not a partner.  IS she working at a search firm that also has an office

Union League Club of Chicago. Boasts as members Chris Robling and Willam Haye are Board members. How does one do this long distance? Does she have an Illinois address? I don’t know for sure where she works or where she lives.

We have a a very important role as Bot members to have an honest and transparent process. We have the opportunity to do our own search and do our own research.

Trustee Mazzochi — If you had come to the interviews of these two candidates or submitted your concerns your questions would have been answered. I also offered you the chance to personal conversations with these candidates. Dr. Kavalier did confirm that yes, her doctorate is considered to be a PHD. In Educational Administration.

Dr. Rondeau — I find it appalling that you are impugning the integrity of someone who is by all measures is a national hero and has served her country. She has been contacted by newspapers because of your allegations. Dr. Rondeau says your allegations are confused. She explained to us that her employment with IBM.  If being part of the Union League of Chicago would preclude being president that would include Dick Durbin and Barack Obama.

You should seek the information from those sources.

We are aware of your concerns about the process. We have supplied you with the information but you continue to hold your view. Had you come to forums you would have seen how the public was grateful for the chance to participate and see that the college is now on a road to change.

If you had gone to the Presidential Search Committee meetings, people who gave hundreds of hours of their time to the process, you would

McGuire -there are inconsistencies.

Mazzochi rules her out of order.

Wozniak tries to respond. Chair Mazzochi rules him out of order.

Recognition– Resolution of Appreciation for Student Trustee Roark for her service. Donating in her honor to the library the book “Things Fall Apart.”

Acting Chair Mazzochi reads the resolution.

Roll: All Trustees present vote yes.

Acting Chair Mazzochi — announces the appointment of Luz Elena Escamilla as of April 15th, by operation of law. She is already making substantive contributions to our discussions.

Board Secretary  Napolitano conducts the swearing in of Student Trustee Escamilla.

Acting Chair Mazzochi — We will move into the election of officers.

Acting Interim President Collins convenes and serves as Chairman Pro Tem until the new officers have been elected.

Napolitano — Acting Secretary while the meeting is going on. Calls roll. There is a quorum.

Entertains nominations for Chairman-

Olsen — Deanne Mazzochi. (Describes the difficult situation that Mazzochi faced when Kathy Hamilton resigned)

No further nominations are named. From April 2016 till 2017.

Vote:

McGuire answers “present.”

Wozniak answers “present.” All others say “yes.”

New Chair is Deanne Mazzochi.

Nominations for Vice-Chairman

Mazzochi suggests David Olsen. Discusses how helpful been, even while being new.

No further nominations.

Vote:

Wozniak: No.

McGuire “present”

All others vote yes.

New Vice-Chair is Olsen.

Nominations for Secretary.

Mazzochi nominates Napolitano.

No further nominations.

Vote:

McGuire “present.”

Wozniak: “present.”

All others vote yes.

Napolitano is Secretary.

Vote for treasurer. VP of Adminstrative Affairs

Discussion of BoT meeting dates.

Mazzochi discusses the possible need for more meetings as the HLC issue continues. Mazzochi will try to get Board packets together earlier. Wants to have more information more in advance so that regular BoT meetings are run more efficiently.

We can have substantive policy discussions at Committee as a whole meetings.

Vote: All trustees vote yes.

Authorized Bank Signatures — to agree with new officers of the BoT.

Vote:

All vote yes.

Organizational component of the meeting is over.

Brief 5 minute break.

Acting Chair Mazzochi calls the meeting to order.

Pledge of Allegiance.

Notes that BoT will follow up on all questions, but some may need to be addressed in closed session.

Notes that the BoT would like feedback on all proceedings.

Co-moderator Professor Glen Hansen introduces the evening’s candidate, Dr. David Sam.

Dr. Sam thanks audience. Adds to his bio that  1988-1990 he was a faculty member at COD. That was very important to me.

My vision for COD — I am going to disappoint you. That statement is incomplete. I do not have any input from students, faculty and staff at the college. How can I have a vision for this college without input from these segments and the community? I have an incomplete vision to talk about.

But I will talk to you about building blocks for this vision so at least I will try to talk while recognizing at I don’t have anything yet from you.  I need information from students as to what should be in the vision and to underscore why I am saying it is incomplete — this college has its own institutional philosophy. (Reads from COD’s mission ) COD has a shared vision. I want to talk about a shared vision, not my personal vision (reads again from COD’s mission statement)

I have a couple of proxies that will help me come up with a vision. I looked at the COD student newspaper, the Courier, where it talks about what students wants from a new president.

Should have experience working in higher ed.   I have 30 years in higher ed. I have close to 20 years now as college president. So yes, i am someone with experience.

(Continues to read from student editorial in the Courier)

“Must have glowing recommendations from previous employers.”  I extend to you the invitation to contact any member of the Elgin BoT. I recognize that presidents must collaborate with the Board. I have done that at Elgin for the last 9 years. We have achieved some fantastic things. For example the Bill and Melinda Gates Foundation found us, because of parameters we set up, and we were able to achieve certain things.

I was trained as  diplomat. I have tact and diplomacy. People form the Fletcher ? School of diplomacy go out and solve things.

“Must retain a good relationship between us and faculty.”  Hello students (waves at students) I will get in your face! I will go bowling with you. I will see you at basketball games.  Call Elgin and talk to the students. They know me. I’ve shown up at all places where they have events.  Btw, I have heard you have a wonderful softball team. (Calls out to the softball and basketball coaches).

“Students should feel like they know the president or at least know what he or she looks like.”

Students and faculty should feel like they can approach the president.”  I am approachable.

“Students should feel that their opinions are considered.”  I want to establish a relationship with you and get your input.

“The president needs to be active in the COD Community.”  Oh boy, I do not watch t.v. I am in the community all the time and I love it.  Our name is COMMUNITY college. You will see me in the community.

“The president is to really care about students and faculty.”  I have some supporters here tonight — Professor Emeritus Edwin Thomas, just retired from ECC –(calls out to Professor Thomas who is in the audience)

“One thing we don’t have to worry about — they are going to determined they are entering a school with some serious problems that need to be resolved immediately. Probation is one of them.” Yes, that is a serious matter.  Probation is a serious thing and should not be at COD, which stands for College of Distinction.

It’s not a one-shot deal, solving probation — we need to change the environment here.

“There must be trust. Honesty, trust and forgiveness.” The first thing the new president must do is earn back our trust.

I’ve read many of the stories.  Hopefully students I would not keep you waiting too long for that. It is important to regain trust.

Here is another proxy — the resolution by faculty.  (refers from faculty vision for the new president)

I am modest. I am not going to say that I am the paragon of honesty and integrity. Go instead to hear from the colleges where I have worked and ask them. I will sign off for anybody to review my personnel file.

“Treat all members of the college and community with respect.”

“Have the courage to remove ineffectual leaders” I have done that before.

I am seeking input for you already for the shared vision.

“Foster excellence in academic programs.”

I am going to tell you some of the things that are going to be very important in putting together this shared vision. COD wants to be the primary college for district residents.

Mission — it is ok. COD “will be a center of excellence for teaching, learning and cultural experiences for this district by providing affordable, accessible and comprehensive education.”

Shared values — also part of this vision. integrity, honesty, respect and responsibility. These will all be part of the shared vision.

And finally, institutional philosophy. “COD believes in the power of teaching and learning.” COD embraces excellence. Everything it should do will be excellent. COD values diversity. I will add to that.  Inclusion and equity are part of diversity. We must have that. COD believes in the participation of everyone in the planning. COD believes that the college will be of value to students and the community.

As the president , we will rededicate ourselves to the primacy of teaching and learning. As the president, we will make sure that the students that come here achieve their dreams. As the president we will rededicate to forming partnerships in the community with governmental agencies, to a higher level, rededicate ourselves to partnership with K-12 so more and more students will be ready when they get to this campus. Rededicate to students coming here seamlessly and seamlessly transferring.

My vision will have a few more things. Every student that leaves here will be as good or better than any student that graduates from any other community college. They will be as good or better than the students who started at four-year institutions. We’ll make sure that when employers are talking about their best employees, they talk about COD graduates.

The status quo will not be acceptable. We have to change things. I will work with every single person affiliated with the institution to achieve that we move COD to the next level.

It will be the new era. The new era of COD, College of Excellence. We have to get our SWAG back, in the language of the millennials. We have lost it a little bit.

I’ll stop there so you can ask questions.

Question: What are the three non-career accomplishments that you are proud of?

DS: 3 directly related to COD. When I was here, my daughter was born. That is an accomplishment. She is a 26 year old lady. Her name is Michelle.

I became a citizen of this great country when I was working here at COD. That is not so easy. You don’t just walk into that.  I still have the card I got from people here congratulating me on getting citizenship.

I finished my doctoral degree while I was here at COD. I had to defend it shortly after I left here. That is an accomplishment!

Question: Why did you leave COD? Why do you think you are the best person to leave the college today in spite of its problems.

I left City Colleges of Chicago and was fortunate to land the position here at COD. I loved it. Shortly after I left City colleges, my supervisor at CC went to Michigan. She called me and said “I have a position here, Dean of Sciences”  I told her I didn’t want to leave. A year later she called again and said David that position is still open. It looks like you. Then she asked me — what will you be doing in 6 years? I told her, I will be tenured, I’ll still be enjoying my classes at COD.  She said no, in 6 years, you’ll be a college president. I had never thought about this. I thought that seemed interesting. And so I applied, went there, and left COD. When I left COD, the reception I had when leaving was such that I said to myself that I hoped to have the opportunity to return to COD some day. I went to Michigan for 2 years. Then she left Michigan! So she called and said, “David, I have a position that looks like you. VP of Academic Affairs.” So I followed her there. And as she said, 6 years later, I became a college president!

30 years of community college experience. 20 at a presidential level. 4 years as chief academic officer. One year as Acting VP for Business and Finance. one year as Acting VP for student services. the last 9 years reporting to a Board. Also, but don’t start joking, I am also a lawyer.

I think my credentials, experiences and my understanding of Illinois — I understand what is happening here. My affinity for this College — I started my career here. All these things make me a good candidate.

Question: You used to work here. What if you found that former colleagues had been involved in wrongdoings?

DS –The college is bigger than any one person. Any former colleagues, if there has been any wrongdoings, we will correct them. If they are criminal — they will come for you and you will be gone. I am an officer of the court here, as an attorney, so I have an extra layer of things I have to do. If there have been wrongdoings, I will make sure they are addressed.

Question: Describe at least t3 steps you would take to improve t  COD with our district and improve our relationship

Engagement. We have to engage the community. Hear them out. I would go on the road and go to different organizations. I would go firsthand to solicit ideas. Put out my own ideas about how to earn the trust of individuals. There is fence mending, healing that we need to do. We must involve everyone in that process of earning trust that we have lost over a period of time. We will do the right things, and do them right. The community will see that there is a change in what we do and gradually we will be able to build the trust that has been eroded. There will be transparency. We will put out information. People will see a big difference with me as president.

Q: What do you think about the proliferation of adjuncts in higher education?

DS- Adjuncts play a very important role. In the 70s we used to talk about 70% full time, then it changed, and now there are many places where more than 50% are taught by adjuncts. Adjuncts are very important for what we do. But even if we had all the money to hire full-timers, I would insist on hiring adjuncts. They bring something to the classroom that is fresh. They bring things that happened right at work that day. They are a conduit for job opportunities for our students. We have to work hard to maintain a good and healthy balance between f/t and adjunct faculty.  We need to develop curriculum, create programs, things that adjuncts do not have time to do. We must have a balance. They are two groups, but they are really one group. They deliver all instruction.

Q: What have you done at ECC to deal with the budget impasse, and what would you do differently at COD?

DS– It is an illusion that if the budget impasse could be solved everything would be better. We would not have the money to do everything even if the impasse were solved. So let’s look at the budget as if we were at our own kitchen table — imagine if we are 7,000 in debt. We are hungry, frustrated. In the mailbox we have another 2,000. We know that. We don’t even want to go and open up the mailbox.  And we haven’t even included credit cards in that debt. Let’s say that the credit card debt is 10,000.  Then you look at your checkbook and see you have only 100 dollars.

The impasse is important, but let me talk a little bit here about this. This fall many students are going to make a decision about which institution are going to. They know about our state budget. How many students are going to decide go out of state? And if they go, will they come back? We have invested in them K-12. but they won’t be here to help improve their communities.

At Elgin, we put a freeze on travel. We looked at vacancies — some will be eliminated, some deferred, some filled. We have to decide. But we have to increasingly going to have to take drastic actions. We need to minimize the impact. The worst thing that could happen is losing money from the state and then we lose students. Students have to realize we are still there and still offer excellent education. If there is any parent in the audience listening — come on down. We have great faculty. We are still standing. The heart of what we do, student success, is being preserved.

Q — Have you been on record as criticized or praising any practices of COD and maybe implementing them?

DS -I may not know all the facts about the situation, but I know that what has happened here has impacted on all community colleges in the state. So I may have contributed comments on what has impacted on all of us in the state.

Q -What do you consider for COD to approach the upcoming HLC review?

DS – There are multiple pathways now. The pathway is to work with students and to provide them with The standard pathway is default. You have to work your way back to the next level. I have a document addressing the HLC challenges and what COD could do to address them I have looked at what has been developed in the community. You can write a lofty report, but what is happening on the ground is the most important thing.

One thing I would do is to meet with the HLC, to underscore the seriousness. To show them we are serious in addressing them. The HLC is in town. We should visit — a couple administrators, faculty, students. We should go dialogue with them about their report.

We need to have people who will be able to execute it well.

Q: As a president, please recount the most significant philanthropic gift and what was your role?

DS_ At ECC I am on the Foundation Bd. Assets were at barely 3 million when I came in. Now they are almost 6 million. I worked with the Foundation staff. We worked a team together to make things possible.

Chase has given us in excess of 26,000 a year for several years for our bridge program for college readiness.

The Foundation has been very successful.

Q — What innovative academic programs have you implemented at ECC and what would you bring here?

DS- Every student wants to achieve their dreams. The buildings are important, but not as important as achieving the dream.

To be a Leader College — we were made one in 2012, we started in 2009, then we got renewed in 2012. We used data to make decisions. We look at student performance and work on different things. This past year, more people graduated from ECC than ever before. We are ahead of what we had planned for 2020!

The achievement gap exists between white and African American and white and Latino students — it’s a national problem. At ECC, it’s significant between white and Latino students. The Gates Foundation came to see what we had done in order to address the achievement gap as well as we did.

Alliance for College Readiness -working with kids K-12. Working to make sure that more and more kids are college ready when they start. We know that students who come in at the developmental level, they are less likely to succeed.

Q: You have a hiring freeze at ECC. Physics, Astronomy, and other disciplines have not had a new hire in 10 years.

DS- It has never been brought to my attention as president because we have a healthy balance between full and part-time faculty. We can cover the classes with what we have.

But looking at Math and English areas, I saw that the ratio was overwhelmingly skewed towards adjuncts. So 2 years ago working with the ECC community I proposed to have 2 new math and 1 English faculty in one year, then 2 new English and 1 new math. This year, only one new position was filled, and that was in math. Now we have put 5 unfilled position on hold till the time that we are able to address the financial challenges. Yes, we may not have good ratios in some areas, but we have some that are being addressed at this time.

Q – Describe areas where you have been a turn-around agent at institutions and what strategies would you apply.

DS- AT Houston I have been told I did well. At Elgin we made changes. When I go there, I held meetings with many many groups. I asked, if you were to conduct a survey at a college in this state, would Elgin be mentioned among the top 5. I got the answer, “no.” But today if you conduct that survey in this state, Elgin would be among the top 5. We just got a report that stated that. We could do the same thing here. We are an excellent institution. We have great faculty, I know that. I will work with faculty directly. I will work on student success. Retaining them, graduating them. Awards, recognition, great. But graduation is my biggest turn around. More people have graduated from ECC these 9 years than in many more previous years. That is very important.

Student success is what we should be about. Whatever dimension we look at, student success should be up there. Students come here for that.

How do administrative and faculty structures differ here than at EDD

Faculty do not put much input into tenure process. The HLC says that should happen. We need to make sure that faculty has a strong input in the tenure process of their peers.

Curriculum — let’s face it – it is owned by faculty. Faculty need to make their recommendations for programs that need to be shepherded. Those are big ones. We need to have a cultural shift. Cultural shifts happen. We can do that. We will be joining colleges that have been doing that for many years. I will ask faculty and administrators that you think are great and let’s look at how they handle the tenure and the curriculum process.

Question: Discuss you criteria for hiring full-time faculty and the characteristics you look for.

DS_ I want passion. Passion for learning. A faculty member has a much more difficult job than faculty at selective colleges. We have students at very uneven level of preparation. Faculty have to be supportive of this. I ask a new faculty member for anything innovative you have done. What is your experience with diverse students? If you are unable to describe anything innovative, then we will have a problem. I also want to hear your passion for your academic area. What have you don’t too show you are committed to student success at an institution? I want you to do anything to make sure that this student succeeds. It doesn’t mean you have to lower the bar. In fact it means you have to raise the bar.

As if we were training someone to go to the Olympics — we can get up early and train with you, we provide you with all the support, through use of technology or other means, to get over the bar, but when you have to jump over the bar, you have to do it all by yourself.

Tutoring services are important. I tell students that they need to use tutoring.

I want a faculty member who believes in the support services the institution has to offer -tutoring, etc.

Faculty have to have a passion and to take risks, and work with colleagues to advance our discipline. That’s why we need colleagues to opine on the tenure process.

Q: Have you participated in union negotiations? What is your process?

DS – Yes, in spring of 1990 I was here at COD and we took the vote to see if we had a faculty union. I was part of that.

In Michigan there were 5 bargaining units. In Michigan, I worked with the union on many issues, MOU, settling disputes, grievances. I became VP and was the point person for the college when it came time to negotiate.

I worked with union leadership in Houston. In Elgin we have a faculty union, a _ union, and the IBEW with some electricians. The BoT usually wants me to be outside of the process rather than in the middle of it. I am in the back room providing support for the process. As an attorney in law school I got a good idea of the value of unions in an institution. I am fully competent to deal with union issues.

Q – How does your educational philosophy transfer into your governing philosophy?

DS – You can tell, I was born and raised in another country. I came here as a high school exchange student in Eureka Illinois. After my exchange student period, i had to go back to my country for two years. Then I came back. Then I wanted to make something of myself. I wanted to be a basketball player and play for the Chicago Bulls. I looked at my DNA and said, it ain’t gonna happen. Then I decided to go into education, something i care deeply about.

I believe strongly in education and what it can do for a person. What it can do for a person. Education did it for me. I am committed to working with every single person, anyone who believes they can benefit from an education. I can’t do that alone — that requires a team. Shared responsibility.

If I am the president I have a requirement of every employee-  bring your A game every day. That day you don’t have your A game with you could be the day you turn someone off.

Why should I expect anything less than your A game?

We will share in responsibilities knowing that every day we bring our A game.

Our institutional goal is excellence.

Q: We have faculty and students who are from your district — what would you do to make sure that ECC stays afloat?

DS- First, if I am president, I will move back to the district. We have a solid foundation at EDD. The college will move forward. We have a wonderful Bot. I told my Board chair before I submitted my application that I was doing this. They are all strongly in support of me. We have outstanding individuals and programs that are at the heart of the college, ECC will continue to be successful At the time I went there, ECC was an outstanding institution. We didn’t have the data to back it up. We worked hard, the data was seen by people and we were recognized.

Q: Discuss how you view the importance of diversity, equity, multiculturalism, equity

DS – The COD philosophy has diversity. So is equity and multicultural. I like that you already have those in your mission.

Appreciate, include and utilize the talents of everyone that we have. It goes beyond ethnicity. It is social economic background, gender. There is strength in that. It is a way of life.

The most democratic form of higher education is the community college. The doors are open to all. We have to make sure that is the situation at COD and embrace it. We must seek people from diverse areas to add to the richness of the institution. So that students feel that they belong here. Are part of the institution. That is what diversity, inclusion and equity is. Equity recognizes that some people are disadvantaged form the beginning. You must do something to being them to the starting line.

Multiculturalism

We need to have college graduates to maintain our standard of living. No one group can meet that goal./ Every conceivable group must help us get there. We must embrace and utilize it.

AUDIENCE QUESTIONS:

Paul LeForte -If I were to go talk to the BOT chair at ECC, “describe to me Dr. Sam’s style of management — what else besides enthusiasm would they say?

DS  Inclusive, bring people to the table, resolve issues, provide leadership to move forward, am even-tempered.  From the book “Good to Great Leader” I would be a level 5 leader.

Modest, have students at heart, get the job done. They will miss me but I have their blessing. Moving beyond support, I have their support.

Karin Evans, English faculty member-Good evening, my name is Karin Evans. I am a member of the English faculty and I have been teaching developmental writing here for 13 years. During this time, I have experienced the value of working alongside counselors who are integral members of the faculty.  In recent years, the number of counseling faculty at COD has declined, although in my classrooms, I have seen an increase in students with needs for counseling support, for mental health issues, assistance making career and transfer decisions, managing multiple placements in developmental coursework, etc.  Help me understand how you have addressed these needs at ECC and what you feel is the ideal approach to providing effective counseling service to students in an open-admissions college with many first-generation college students, and many academically and socio-economically at-risk students.

DS- The most embarrassing questions are heard at ECC from community members, from many years when I was there — when are you going to do something about counseling. We knew there were challenges. Our reports had minutes from our counseling department they recognized that there were challenges that they could not be addressed. It became clear that there would be no changes. We were asking for counselors to come to this millennium. We were in a situation were records were not being kept. Students went to see a counselor and there was no record of the transaction after that. So we kept talking and probing. Then I was told that maybe we should bring in a consultant. We brought one in, he did a study, met with a lot of people. Came up with a report saying that today there are multiple approaches to guiding students in college. There is the advising model and the counseling model. At ECC we chose to go with the Advising model.  Were able to hire more advisors. We hired a couple professionals who were able to help with wellness, social, mental and health issues. One comment  I read related to our accreditation — I have been here for 3 years and haven’t met with a counselor. But now in my last term I have an advisor. Why couldn’t you do this earlier.

I would have to see what are the challenges here. I would have to understand those challenges to address what you are talking about.

Session over. Chair Mazzochi thanks audience and Professor Hansen acknowledges the selection team. Asks committee members to stand up.

Applause.

Mazzochi reminds everyone that the BoT asks for feedback from everybody and refers them to the website where feedback can be submitted.

8:30 Board of Trustees meeting is called to order.

Present:

Trustees Mazzochi, Olsen, Napolitano, Bernstein, Student Trustee Escamiila,

Absent: Birt, McGuire, Wozniak

Public Comments: No public comments.

Next item: Closed Session begins.

No action will be taken following the closed session. Bot will adjourn after the closed session.

So moved. Roll call — unanimous.

BoT closed session begins.

Watch the live stream:

http://www.cod.edu/multimedia_services/botmedia.aspx 

The links for giving feedback on all three candidates are on this page:

http://www.cod.edu/presidential_search/

Roll call: Trustees present are Mazzochi, Olsen, Napolitano, Bernstein, and Escamilla. Absent: Birt, McGuire, and Wozniak.

The board is going into closed session.

Good night to all – we’ll be back tomorrow.

Introduced by Glenn Hansen.

I’m not your traditional candidate for this kind of job. After my military career, I went to IBM. Fundamentally, I am a leader. I have had the privilege of leading teams through all kinds of missions and helping them come together.

What does 3 star admiral mean? I was second woman ever to make 3 stars. I learned what it takes to persist and succeed, as individual and as team.

White House Fellow, worked at highest level with government leadership, national and local level. At Great Lakes, was 2 star commander. I relieved a commander who was fired, where every metric for that command was going the wrong way. Three times I have been asked by the Navy to take over for commanders who were fired.

Hybrid experience. I am in non-profit work, for-profit. Have led national defense university. Have been on accreditation boards. As trainer have worked with Gen X and Millennials, and trained trainers. What does IBM bring? Learned about private sector, artificial intelligence.

COD is a nontraditional school, and I am a nontraditional candidate. My body of work is a calling for this college, and that is why I am here. I want to give everything I have and all that I am to COD.

Question period:

Give example of leadership in turnaround situation.

Closest analogy is Great Lakes. Fired commander had misspent money and built buildings instead of training sailors. First thing is to establish trust. I am here for the team, for the mission. Then listen, listen, listen. Everybody wants to do the right thing. Accreditation related to acceptance of sailors being trained, faculty, and curriculum. Constantly stressed that if you do not agree with something, bring me the facts, bring me the data. Team did great because they wanted to do well, they were the people who knew the answers, had a will and desire to make Great Lakes a fabulous place. They found their legs. Within a year and a half, everything going the right direction, fantastic success across the board.

What is your role as president in philanthropy and donor cultivation?

Belief in what we’re doing. Performance. The numbers have to got to show that we’re doing it. People don’t give unless you perform. Then you have to ask – give good will first, then the money will come. Can be more complicated depending on the donor. Are we a good value for taxpayer dollars? If we are already good stewards of the money we already have, then show what we do above and beyond. The noble act of learning is worthy of your money. We’re going to help people survive, thrive and contribute. Starts every day, we’re doing something successful and noble. For every student here there is a story.  Would you like to be part of us? Have done fundraising for many institutions.

Why COD and where can you be the biggest agent for change?

It’s a calling. My body of work is this kind of work. I have spent my career training and teaching people how to get to the next level, and being part of that myself. I came here twice incognito on weekends. Today I came early and walked around. I bought an organic oatmeal cookie from the nurses bake sale. This is what I have done, who I am, applied learning. My doctorate is in applied research and how it affects policy. What I can bring, it’s about you. If you are successful then I have contributed. If every faculty is better than the year before, then I am contributing. My contributions are tied to the success of everyone here. My leadership style is service. I serve you, that is my contribution. My mission is to make things right. I have covenant leadership – my obligation to you, and our obligations to the learning experience. On any given day, my interest is in your success and all students and faculty.

What is the primary role of the college administration and how is it distinct from the role of faculty?

This is a team sport. They both come into play to helping students succeed. We all have teaching missions. I was talking to someone here today, asked for one dream, he said that the college would be as efficient as we ask the students to be. This is not either/or. Cannot run a college of this size and importance. Administrations are the foundation and the faculty are the spire. The core is the learning experience, all doing it together. Both can help in terms of managing scarce resources. How do we admins and faculty come together to make sure the best value for the taxpayer’s dollar. Believe fundamentally in shared governance and transparency. Can’t hold anyone accountable who is in the dark. I make decisions, but not alone.

Relationships/partnerships with community

Consciousness of college that sees itself as regional center of excellence for learning. Not just about community college specific, but in the larger sense, contribute to community. Intellectual life of democracy. CC’s are brilliant for their access – everyone respected as learner and as a doer. Serve everyone in the best way possible. Education, arts, what makes this particular institution the light and the luster. Educate for good value and nice price. Public obligation to CC that has more intimacy, more accountability, different from state universities. When it hurts, we hurt. When it celebrates, we celebrate. Electrician, food service, faculty, dean, security guy – all are intimate to us. Intimacy of activity and knowledge are inspiring, connected to fundamental belief in democracy of education. Still about teaching people trades. This is a place where knowledge is engaged in an intimate way.

Experience w/ accrediting bodies, first steps to address probation letter.

Have been president of college going thru accreditation, have been on four accreditation boards, active in HLC. Accreditation is hard, wonderful for self-examination, to learn new things about ourselves. Probation is hard. Due diligence is going to be tiring. Have to manage our time and energies and be efficient. But it’s not work we cannot do. Marvelous example to our students that we can pass the exam. Confident that with all the people who are here, everyone wants to bring back the luster of the college. Team sport. Everybody has to put on their helmet and shoulder-pads and this is doable. This is work we know, no surprises. Confident, show them resilience and excellence.

Describe experiences w/ evaluating admins and tenured faculty and how dealt with under-performing personnel.

This is what leaders do. There has to be due process and due diligence. Standards and expectation, no secrets about this. I have hired and fired, and in every case it has helped. Have to be careful to set people up to succeed. Preparation is important for hiring, knowing what you need. One of board’s main jobs is to be involved in succession planning. Big believer in a mixture of faculty, tenured, full time, and adjunct. Faculty process of peerage. Peer reviews and peer judgments are very difficult. I would ask them to help me, and I would help them. Quality of conversation, every school is different, all have their own gestalt. Faculty themselves need to have a conversation about their peers. That’s why standards up front are so important. Taxpayers paying our salary, donors, have to show them we are doing our job. Fairness, patience. I have never known a faculty tenure issue that killed somebody. These are important, but take your time to understand what’s going on.

Support services are in great demand, research suggests need for high expectations for students.

Student services are different here than at a residential school. Constantly stay open to pulse, understand needs. Services is the key word, you have to know what the need is. Need to have constant sensing in various kinds of ways. Walking around, having surveys, online feedback. People will tell us what they need, if we understand then we can make adjustments. We have special needs, they are perfectly great. Working adults, we live this every day here, life has all kinds of demands on us. Student services, help that student succeed, make learning experience as quality as possible. Health, cultures, we need to adapt. Student Services needs to be in partnership with faculty. Faculty know what’s going on. Be hand in hand, the reason we’re all here is students. What is complex is the delivery of the services – the philosophy is clear.

Military resume… what are the differences between the military experiences and the college?

In the military, we take young people who are volunteers. We owe that person training and confidence/competence, and they owe us back our service. HVAC, firefighters, medics, mechanics, corpsmen, pre-meds, have overseen curriculum. People who have not been accustomed to school and learning, help them succeed. Anecdote about conversation with aircraft mechanic who learned how to swim, realized he could learn anything. We’re teaching the same cohort in the same parts of their lives, doing the same things. Instilling in each one that no matter what they know today, they have the capacity to know more tomorrow. We can make every person have more self-respect, more self-respect, more dignity. Completely parallel. Teaching in teams, we train the people who come in behind us, legacy and future come in behind us, in tandem. The privilege of helping to lead that would be extraordinary.

Would you include a diversity implementation model for the organization?

Not sure what that entails. First, I am walking diversity. Came into the navy when women didn’t, learned how to deal in that environment. Also served on many diversity task forces and panels. Had troubling times in race relations. Trauma taught us to move forward. We did a lot of work with how to bring diversity into the navy. Measurable and measured. Worst thing to do is plop people in with preparing them for success. I’m all for it, with the caveat that we need to understand how it looks and how it’s measured. Too many places say we have diversity, but it’s vacuous. There has to be a plan to aspire, and a program to perspire.

One college strength to build on, and one weakness to improve on.

Second one first, an odd answer but it hit me in reading latest budget report and SWOT diagram. In threats column, increased demand for accountability. By itself, that says something on its face, but it really says we’re afraid. I would tell you that accountability is opportunity, move to the other quadrant. We should be confident that we can pass any metric. I believe in the COD culture, but the culture is undermined by people not believing in it. We have great things to show. Get us past all the things we gotta get past, and get to the place where people say, look at what they did. Wouldn’t be here if I didn’t believe in this. I don’t need to do this. I want to do this. So strength is, we are COD.

Partnerships

One of the things I like about CCs is that they are not allergic to partnerships with businesses. It’s good for the students, so it’s good for us. Create reserve of goodwill. Can’t create it overnight, there will always be another crisis. Teaching moment for students to show them how we do this.

Accomplishments by 4-year mark

Athletic championships. Faculty recognized by Amer Assoc of CCs. Aspen Award. We can do everything great. Everything we are intended to do well. Efficient in energy uses. If our faculty are doing well, not just teaching, but help them study more and be current in their disciplines. If anyone is feeling they’re on a good path, the school will be on a good path, we will come up with answers together. Have to do more listening, I need to know more. Strategic plan is ok, but could it be better? Not just my vision, I will carry the vision with you, in the vanguard with you. Story about Comptroller finding $3million to cut from budget, said no had ever asked him before. Good people who are here and not here, everyone can come together and give us good ideas. Leaders set tone, leaders set culture, teams come through with a lot of cool stuff. And win athletic championships.

Strategies for dealing with wrongdoing.

Hesitating. This is a loaded question, and I want to be fair about it. Identity truly the facts, identify root causes, be careful about being fair and right. That is in containment of the activity. But you have to pay attention to echo effects also. Every leader has rules and processes in this space. Must ask good questions, get expert advice, manage the space and do things properly. But space is porous. What happens outside is important. What’s the effects, the damages, how vulnerable is everything else that was touched? Nurture it, heal it, manage it. This is what I have practiced all my professional life. Understand the impact of that act on culture.

HLC criteria = 21 different core components, how create culture that adheres to all?

One of the first things I would do is talk to HLC, find out where they are, translate that to create clarity. Come back to the experts here. Can’t attack all 21 of them at the same time, what are the prime muscle movements that will move other parts of the body? Get experts to help, do it so it comes together, and clarity will keep us from getting exhausted. Governance issue, board, faculty senate. Governance issues to go through, financial, academic. Governance is #1, have to get it right, job of board and president. Do check-off and prioritization. Again, team sport. Do this together. Let’s all agree on the priorities based on HLC guidance. We can show them good things. I need to learn more about each part of it.

What is your most memorable global cultural experience, how reflected in your work and leadership?

I could name hundreds, here are a couple that apply here. I went to Anarctica, flying in, compasses go crazy close to the pole, landing on ice runway with compasses twirling and ice fog, landed fine. Learned a lot about the globe and climate, scientists are fascinating. It was cultural because those guys and gals are down there all the time, and it’s a strange place. Good for me to find out what they are doing for science. In traveling, learned importance of listening and adapting. Different to talk to someone from Japan, Germany, Aussie, someone from China. If I adapted, I could understand more. Lifetime of experiences of doing that kind of travel. Living an anthropology lesson, psychology, culture, deep perceptions. I learned to listen, pay attention, adapt across the board. Worked with unions in Italy, was its own subcultural experience. One of the most interesting things has been learning about all the women in uniform around the world.

What’s your perspective on international students?

Don’t know complete answer, don’t have a full view, I’m all about international students, and it’s good for everybody, but I don’t know about the resources. Who could we serve? There are a lot who have financial needs who want to come here. I would love to have them here but I dno’t have a sense of our capacity. I saw a number of different kinds of students here when I was walking around, it was great.

Describe your experiences with unionized employees including faculty unions.

In Italy, union of skilled tradesman, under Italian law. In U.S. worked with unions on AFB. Different unions vastly different. Lawyers did negotiations. At NDU, title X federal employees, negotiate through HR reps and union reps, done by lawyers. Never sat at a table. Believe completely in collective bargaining. Part of American labor experience. I have a confession, when I was in HS, applied to Cornell to major in labor relations.

What is your approach to student services.

Should work hand in hand with faculty to promote student success, as I have said. Stay modern. What do our students today need, and how do they get it? The sensing and surveying has to be efficient and effective so we can respond.

How will you spend your first day at COD?

Work out first at fitness center. I’d be smiling and just going around to introduce myself. I have been loitering around here twice, amazing how many people say hello here. First day is going around and being joyful, having incredible belief in who we are, incredible sense of privilege in having a job. Every day would be like that, the privilege is what it is. The joyful heart, happy soul, engaged mind, respect. That would be my first day and every day after.

Public questions:

Paul LeFort: Military background: honor, integrity, structure. We all have an image of what military structure is. Talk about management style.

I’m not George S. Patton. I think this an elephant in the room kind of question. In a general sense, structure in military is for managing chaos. War and combat is chaos. Vertical commands give clarity. Structure helps plans, plans help win. The planning and teaming piece is horizontal. Everybody is accountable to share information. Structure is about the faculty handbook, the standards, the syllabuses. For fiduciary responsibility, what the outside holds us accountable for. Honor and integrity are profound. I promise you this. You can count on my integrity and my forthrightness. You can count on my honor. You can count on me. I am accountable for my covenant. In the military, this is a wonderful thing, liberating – you’re not perfect, but you have a perfect aspiration.

Closing remarks

I didn’t come with a set ending. What do we believe? about ourselves? Belief will get you through on the hard things. If we believe in what we say we believe in here, this is a place that will be spectacular. Whoever is chosen, the president is only a piece of this. In the end, it’s each of you. Every face that’s here matters. We are as strong as the weakest of us. I would love to be here and would love to be your president. I am privileged to be here this evening. I would love to root for Green Bay out of Chicagoland but most of all to root for you. You’re the athletes who will take you to the championship. Thank you for this honor.

Watch the live stream at

http://www.cod.edu/multimedia_services/botmedia.aspx 

The board packet for Thursday’s organizational meeting is now posted at

http://www.cod.edu/about/board_of_trustees/

The following trustees were present during the candidate forum: Mazzochi, Bernstein, Napolitano, and Olsen. We also saw Gloria Roark, the departing student trustee whose term ended on the 15th, and the new student trustee Luzelena Escamilla.

These same trustees sat for the roll call for the special meeting. Birt, McGuire, and Wozniak are absent.

No one has signed up for public comment so the meeting transitions immediately to closed session.

Good night – we will return tomorrow!