Introduced by Glenn Hansen with brief bio. 30 years experience in many aspects of higher education administration.

Kavalier introduced herself and added more comments on her background. Emphasized her love of research and experience as a researcher, as well as her continuing connection to teaching. Started as classified staff. Has associates degree from Mountain View CC. Asked for show of hands for faculty, classified, admin, community. Effusively thanks everyone for coming.

Vision for college  – hopes and dreams for the future. Like the North Star, to know where you’re headed – purpose, hope, and excitement for the journey ahead. But you have to know where you’ve been.

Has done research on us, identifies one of our major challenges as funding / state budget. Also lawsuits and investigations – this is normal for cc’s. Issues in leadership and governance. Creates uncertainty, lack of trust, anxiety. Greatest challenge and greatest risk is probation.

We can overcome all those challenges because this is a great place, a great institution. Remember years ago, used to hear about COD, hear presentations about the great work of our faculty.

“My vision is that COD will be #1 college in the country for fulfilling the hopes and dreams of our students” – reach high, dream big.

At Navarro College, focused on retention and student success because faculty said that was their first priority. Wanted Navarro to be

Need to create structure, have key strategies and outcomes to get where we want to go. Be best at raising funds, so not dependent on state for funding.

Business and industry will seek us out.

Develop meaningful relationships and partnerships. It’s all about leadership, relationships, and collaboration. If I am so fortunate to be selected, my job will be to reach out to all of you. Bring back hope and anticipation. Bring community to college and engage them, but also to go out into the community.

Fight for COD. Be the person standing in front, defending and protecting you. Remind everyone how great this institution is. Share stories of your success.

Cultivate an environment of trust, respect, hope, and kindness. Anything is possible in that environment.

Question Period

Academics one of greatest strengths – how will you support and enhance?

Make academics one of the top priorities of the college. Allocate resources. Advance, improve. Strong professional development. Faculty attend conferences, new learning. Culture of accountability, demonstrate success of students. Celebrate our successes, tell our story.

Describe educational philosophy, why suited to COD?

Was low income, first generation student. Passionate about cc mission and all it can do to transform a life. Rooted in my experiences. Everyone should have access to education and everyone is capable of learning, growing, reaching full potential.

Of items in HLC report, what could college have done differently? Examples from your experience?

Component 2.8 (?) integrity of the institution. 5b admin and governance oversight. Both are very broad, really relate to the whole college. Have to reevaluate and assess all aspects of criteria. What do we do? I have had the opportunity to help another college get removed from probation, San Jose City College. Range of citations, had a year and a half to correct. The kind of citations we have reflect the culture. Not just writing a report to show compliance. At SJCC, said this is really about culture, we have to have a courageous conversation. Brought all employees together at round tables in the gym to have a conversation about culture. Asked each table to write a fairy story about how SJCC is now. Difficult, sad, people cried. Came back in afternoon and wrote a new story about hopes and dreams, where they see SJCC next year, two years. Passion for college and serving students came out. Ready to go to work, thinking about the future. Have to get organized. Took the due date for the report and built timeline with key milestones. Built teams that addressed different issues. I have experience with evaluation teams, I know what you have to write and how to prove compliance. We were all in this together. We tried to make it fun, and we tried to celebrate along the way. At the end we had a huge celebration. This approach could be successful here.

At COD many 2+2 and 3+1 and Honors program. Brought American Honors into Navarro. Would you do this here?

Would have to hear from you. Would introduce you to the concept. What fits into the college environment here? Would make that decision together.

How would you establish clear and high expectations for students? What is president’s role?

First of all, I agree. Students will rise to the expectations. It has to do with culture. I have to meet with students on a regular basis. Work with faculty, hear their voices about standards. Reflects on her early conversations with faculty at Navarro who expressed that they wanted to increase student success.

We have a diverse set of students and pathways to success. How do you create policies to measure how students succeed and keep them on track?

As Dean at Dallas County CC District in Institutional Research, worked with faculty to define outcomes. On technical side, easier to establish because of factors like licensure. Lots of data to demonstrate success. Had one professor who did not see benefit of outcomes-based assessment. Story of how they worked together.

What prompted you to make a move?

Story of working at large, urban, multi-college districts, was happy at SJCC but left for Navarro because of father’s illness, he lived nearby. Accomplished her mission at Navarro to get them thru accreditation, every 10 years in that region. Navarro had a lot of work to do to prepare. Planned, built a team, now ready to get to a job that is more aligned with her experience.

What is the difference between running a college like a business and running a college in financially responsible manner?

Have to keep eye on business side. Make sure everybody gets paid, the budget is balanced. Fine line. Student Services background – knew early on that to be a successful president, have to understand finance and business. Did internship for PhD on business side. Understand and manage a budget like a business. Shouldn’t just delegate to VP finance.

Have you ever had to terminate a faculty member or senior administrator, and what standards should be applied?

These are the hardest decisions but you do encounter them. When I started as president at SJCC, state budget cuts really hurt college budget. Previous president had identified classified staff who had to be laid off. Union environment, following contract. Does not make easier. In current position, one particular faculty member had history of negative evals and did not respond to performance plan. Rec from Dean and VP not to renew contract. Was hurting growth in an important area. Was not protected by union because Texas. Come back to what is best for students and the institution. Be centered and grounded in helping students succeed.

What does diversity mean to you; how should be incorporated into institution; what has been your most significant global experience; comment on differences among students in different states where you have worked.

Fortunate to have worked as VP Student Services, always engaged with all kinds of different students. Have to sit down and have conversation about policies and procedures – they define how we interact with students. Does a policy help students or hurt them? Is it a barrier? Example late registration – hurts students, they don’t succeed.

Make sure robust offering of activities, clubs, programs that engage students so they feel sense of connection outside of the classroom, make them feel they belong. Implemented African-American – Latino Male Summit, reach out to these vulnerable young men as HS seniors, introduced them to college, finances, mentoring from community member. Safe Zones at Tacoma and SJCC, provided outreach to LGBT, intensive training for faculty and staff to increase awareness of students who might feel bullied or unsafe. Institution has to think about all practices including hiring. Are you inviting people into the institution who can best serve the students? Strong international program is very important.

First-hand experiences helping student veterans adjust to civilian life and return to classroom. Really impacted me. Had grant opportunity allowed college to apply for funds to help them. Created new certificate program in psychology for veterans to learn how to help veterans. Amazing experience will always remember and cherish.

What is the greatest impact a community college can have on its district?

Building relationships. Takes all of us working together to get things done. Build trust and respect, transparency, reward and encourage collaboration. Build relationships between faculty and classified, president and board, college and community.

Can you provide exs of developing innovative programs adopted by others?

AA-Latino Male Summit and Safe Zone programs were adopted at more than one college. American Honors Program – first college in TX to be invited to join. Company works with faculty to develop honors curriculum that guarantees students admission to top tier Ivy League schools.

What are your views of strategic planning, shared governance, and getting input from all stakeholders?

Can’t achieve vision without strategic plan. Also must be in compliance. Has done much work on strategic planning, provided leadership at SJCC and Navarro in both cases for compliance. As research, has done a lot of work on strategic planning. Key to planning is measurable goals. Must have short-range plans, be adaptive and responsive to changes in society. Strategic planning committee with reps from all constituencies. In California, shared governance is mandated by law. Good thing, good to consult with faculty. Everyone must have a voice, but particularly faculty in curriculum, grades, professional development. Love working with faculty. Have all the expertise sitting around the table, why wouldn’t you want that? All my accomplishments have been related to working in a team. Very supportive of shared governance.

Budget crisis in Illinois, what have you done to improve revenue, what would work here?

Could talk about this all night long. A lot of my work has been on institutional entrepreneurship. Studied best colleges in the country, applied many lessons learned. Example, came into institution and discovered structural deficits in budget. Certain faculty salaries and some other expenses were being covered by fund balance. How to address? How can better leverage resources? Create cost center for renting out underused space on evenings and weekends. Looking for efficiencies – instead of just cutting the budget, look long-term, such as restructuring contract for electric rates. Generate new revenue streams – such as increasing enrollment of international students. Set up MOU with local 4-year college that was very attractive for international. At Navarro, college had opportunity to start a new concept in college bookstore as a new revenue stream. Have to cultivate responsible risk-taking – empower faculty and staff to come up with new ideas, when something is successful, recognize and reward.

We have five unions. What is your view of collective bargaining and interactions with unions in the past?

First worked with unions at Tacoma CC as VP Student Services, also at Mesa, had faculty w/in student services, counselors. SJCC union, worked very closely with union president, smart reasonable gentleman. Texas does not have unions.

Provide your views of counseling/advising, students services, meet the needs of students to be successful.

Published an article ten years ago, “where have all the counselors gone?” Colleges replacing academic counselors with advisers. Anecdote she heard about starting new colleges in Dallas and counselors being the first people hired, because they know the whole college. Mental health issues and challenges that students face. Big advocate of student services. Job is very hard. Worked 7 years on front line of testing center as classified staff on evening and weekend shifts. If you want to know what’s happening with students, go talk to the advisors, the financial aid people. Passionate about the work of students services. Removed student services from the shadows at Navarro, getting resources allocated.

Fast forward 3 years, you are president, we win a major award. What award did we win?

Aspen Award for community colleges. Looks at everything – at-risk students, diverse students. When we win the Aspen Award, we can say we’re the #1 community college in the nation.

Public comment and questions:

Paul LeFort: Could you give us example when you got into a situation as complex as the one we have here, what techniques worked best?

Helping transition SJCC off probation. Some recommendations had to do with board governance – ethics, policies, similar to some of the recommendations here. Had to work closely with Chancellor and Trustees. Had split board, meetings going until midnight, public comments that went on for an hour or two hours. Similar to our situation. First thing was working with trustees to adopt self-evaluation – this is a norm now, but was not easy and was worth while. Great documentation. Evaluation of district governance – decision-making levels, show separation between management and oversight. Did survey and used results to document. Had to be patient and persistent with board, would take several meetings to get decisions. Adopted Carver Model of board governance, took a year to complete arduous process to complete the model. Recently talked to a trustee who said things are much better now. There was a change and there is hope. Leveraging the fact that we were on probation. Having integrity and authenticity in my previous experience, knowing the extensive impact of losing accreditation, knew what that really meant.

Maryann Zlotow: quoted comments from the article in local paper that were negative, asked why the challenges weren’t enough.

Hard to comment, lack of information, don’t know the person. Proud of her work there and connections to former colleagues.

Closing comments, very upbeat, can overcome challenges, would love to provide leadership here. My education and experience align with your challenges. I can be of service.

Live streaming at

cod.edu/multimedia_services/botmedia.aspx

Blogging commencing.

John Kraft, Edgar Cty Watchdogs, asks to be notified of ceremony for placement of new HEC building sign. Raises question about bank donation.

Kirk Allen, Edgar Cty Watchdogs, speak to records retention issue. Had foia’d the policy, withheld from foia. When received from state, there was a page about retention of emails that was missing from COD’s foia packet.

Bob Hazard, reading Deborah Adelman’s comments about the Community Education Farm. My name is Deborah Adelman, English faculty member  My comments tonight represent my perspective as part of the interdisciplinary Community Education Farm Team. We would like to inform you of the current status of the Farm project, and give you some brief historical background. We have now gone two seasons with no farm, although we were promised a permanent site on campus, and as spring and a new season approaches, we would like to get the College to honor that promise in time for a 2016 growing season.

The Community Education Farm was founded in 2003. It is an interdisciplinary service learning site, a sustainable urban agriculture project where COD students, staff and community members have grown vegetables , delivered to community residents in need of food assistance.  The farm was created with funds from a Tell Lab grant to enhance science education through the COD Honors Program, and along the way received grants from BP, the Illinois Department of Commerce and Economic Opportunity, and was developed with consultation from the Learning Center at Angelic Organics in Caledonia Illinois, one of the early leaders in the sustainable agriculture movement in the Midwest.  Our efforts were covered in the Chicago Tribune, The Daily Herald, and Comcast Community television. The COD farm team ran a low-budget  highly productive project, delivering literally tons of student-grown produce to local food pantries, with a particular focus on partnership with the Food Market at the People’s Resource Center in Wheaton.

When we moved from our original site  to a second site, the college invested in infrastructure to ensure our continued operations.  We had raised beds, rainwater collection equipment and vermicomposting, allowing for a full cycle of operations.  We were poised to add fruit trees and educational signage, but this forward movement was interrupted when we were told to uproot the farm and move across campus. We were promised  a comparable site in our new location as long as we became a cost-recovery program.  We complied with that requirement, and became financially self-sufficient.  In fact, we still have money in the COD Foundation This happened 7 years ago.  We then were moved to two different sites and finally, two years ago, lost that site (our fourth) because of the demolition of K and OCC Buildings. We were promised we would be given a new, permanent site.

We are still waiting for COD to deliver on the promise that was made.

This winter, we had meetings with administrators from academic affairs about the farm’s future location and operations.  Everyone present at these meetings agreed to rename the Farm  “Lambert Farm at College of DuPage.”  Lambert Farm will be comprised of two sites. One of these sites will be the interdisciplinary service learning site, which is the continuation of the original project started in 2003. We are distributing a document to you tonight that outlines the purpose and mission of that site At the moment, however, work on developing this site seems to have come to a halt.  We need support from the college to get this project ready for the 2016 growing season, which really is upon us. [Time ran out, Chair Mazzochi asks for the statement in full to be emailed.]

Don Westlake, BTE advocate. Reiterates that BTE is for the common good, and that the cost is miniscule. No taxpayer has ever complained.

TRUSTEE DISCUSSION

Wozniak brings up news that Harper is cutting costs and laying off staff and we are spending millions including hiring in-house counsel that we don’t need. Then says he knows the watchdogs think he should resign, and Kraft calls out “we still do.” Mazzochi tries to quiet the exchange.  “Pathetic,” Wozniak says twice as Mazzochi regains control.

Bernstein asks for more information about the Community Education Farm and open discussion, proposal. Mazzochi says that if it’s not self-sustaining, has to be tied to academic program, references trouble with the Waterleaf. Bernstein agrees, not in favor of burgeoning auxiliaries, but we don’t know what the direct role could be in education. Napolitano agrees.

McGuire brings up “dear to my heart” incomplete landscaping at Naperville Center. Auditor General’s audit, is it still in progress? Exchange with Collins, Elliott, and Mazzochi. Responsive documents have been provided. Have not seen bills yet.

Mazzochi reminds McGuire, Wozniak, and Birt (now absent) of documents that they are supposed to execute stating that they will preserve documents.

Meeting returns to closed session. This ends tonight’s public meeting.

#12 reallocation of universal fees passes unanimously without discussion.

#13 SRC rotunda ceiling, Mazzochi asks for management to discuss. Why was only one bid received? Schmeidle responds, other firms were not able to meet scope of work or timeline. Bidder came in under estimate, seems well qualified according to our consultant. Installation is specialized. Consultant does not have prior relationship with bidding firm. Napolitano very uncomfortable because no competitive bids. There is no safety issue; the problem is very disturbing noise in the circulation/reference area, as well as confidentiality of conversations as materials are checked out. Work should be done during summer session, don’t want to miss the time window – work can only be done during a college session break. Olsen speaks in favor of the project based on it being under budget. Napolitano states that he would be more comfortable if the BOT had checked references. He votes no along with Mazzochi, all others vote yes.

#14 Sound system in PE arena. Another single bid response. Paul Zakowski, Director of Athletics, responds. Went through purchasing. Mazzochi asks why short installation schedule needed, four days. Graduations for COD as well as high schools, then prep for college sports starting by August 1. Contractors responded that the time frame is too short. Zakowski says that it was a capital item approved last year by the BOT and work has to be done by July 1. Napolitano raises issue of separating the sound system from the painting work needed (older speakers being removed would cause holes in ceiling). Vendor installed current sound system in PE renovation. Familiar with building. Very satisfied with their work. Mazzochi votes no. Motion passes.

#15 Office of general counsel mission statement and job description. McGuire says that she will vote no. Raises objection to the college having to be “persuaded” to follow the law. Does not like in-house counsel reporting to the BOT, dual reporting to both BOT and president. Bernstein argues that there is no conflict or any actual dual reporting role. Client reporting relationship is to the board. Mazzochi agrees. More discussion. Split vote with Birt, McGuire, and Wozniak voting no.

Bernstein states he is in favor of reinstating BTE. Wants to explore how community support can be turned into tangible support like season tickets, demonstrate its foundation in the community.

Birt supportive of BTE. Resolution should be prepared not just by board member but also by those who would oversee the company.

McGuire supports overall, wants to be clear about salary expenses. Concerned about small number of tickets per show. Wants to see higher attendance numbers.

Diana Martinez comes to podium, comments on trustee questions, explains pledges of support that have been made so far in short timeframe, under a lot of doubt about whether there is actually a program in place.

Napolitano also supports with a couple of caveats. Wants to ensure the program is very student-focused. Compares with new program at Waterleaf – should be tied to academics and student participation. Set bar higher on tickets per show and season tickets. Needs support at box office, not just on petition.

Olsen raises issue of how revenue would be balanced if predictions fall short. Comments on the extensive community support across district.

Wozniak definitely in support of BTE, good work and good performances. Has had classes with Amelia and Connie.

Mazzochi asks if the MAC would be using the Playhouse Theater for any other shows, or if it’s otherwise empty space. Martinez replies that mostly otherwise empty space although she has a few other programs in mind. Mazzochi asks if there are other resident ensembles that will be coming to the BOT for funding. Martinez responds that choral, jazz, and opera theater may also become involved. There is some discussion about comparisons of costs as well as community support, exchange between Bernstein and Martinez. Martinez, “people love the arts.” Mazzochi says we should have a set budget amount or that we have certain threshold amounts or standards, can’t play favorites. Napolitano says academic results and student involvement are central concerns.

Three consent agenda items are pulled – a, b, o.

Secretary Napolitano reads the remaining consent agenda, items c through n. These items are approved unanimously.

Item 9-a, bid for replacement of HEC Exterior Capsule Signage. Pulled by Wozniak. Asks for details of bid. Work is for signage that names the building, for Staff Sergeant Miller. Wozniak argues that the naming of the building is a problem. McGuire says that the naming is subject of a lawsuit. Split vote with McGuire, Birt, and Wozniak voting no. Motion passes with all others voting yes.

Item 9-b, Urban Sustainability Farm. Bernstein asks what the difference is between this and the Community Education Farm. Yes, this is for teaching in new program. Dean Stewart says that this proposal is solely for support of an academic program. Community Education Farm has very different mission and aims to produce significant amount of food. Bernstein asks for faculty input to understand the differences in the two farm concepts. Stewart introduces Brian Clement faculty in Horticulture. New farm supports degree program with experiential learning and practical applications in sustainable food production. This item passes unanimously.

Item 9-o, financial reports. McGuire asks some questions. Birt suggests dividing financial reports so that legal bills are separate and discussion of them will not hold up other items. McGuire asks which firms are billing the insurance company. Wants to see the bills to the insurance company. Birt asks for itemized bills for legal services. Mazzochi says that she can see them any time but can’t remove them from the college premises. Exchange between Birt and Mazzochi about password protection of the legal bill documents. Wozniak complains about not being able to access them easily on his phone because of the password protection. More back and forth, the discussion is contentious. Attorney Kinsella and Joe Moore answer questions along with Joe Collins. Vote is split with Wozniak, Birt, and McGuire voting no, motion passes.

Series of questions from Trustee McGuire responded by staff including new finance officers and Linda Sands-Vankerk.

Trustee Olsen asks what is the purpose of policy revisions. Sands-Vankerk explains that the changes are “clean-up” to meet legal and standard definitions for issues such as temporary employees.

McGuire asks about new records preservation policy. Mazzochi explains that policy is written to allow for most restrictive legal requirement to apply. Discussion with attorney. Olsen asks about student emails under law or policy. Mazz says that those should be addressed by administration policy, faculty email as well. Board policy is not comprehensive but focused on issues that touch the BOT. Currier is called up to answer questions; explains how accounts are placed under “litigation holds” to prevent deleting when someone’s email account is of interest for litigation.

Napolitano asks how far back data recovery could go. Currier says he thinks not very far, but he’s willing to look at it. Bernstein asks if records are saved offline, Currier says no. Currier asks to make retention requirements as consistent as possible across different types of records so that they are easier to implement.

Connie Canaday-Howard and Amelia Barrett, professors of theater. Back in front of board because asked to further define the value of BTE. Quote from Chicago actor Bryan Bosque. Connect to institutional mission. Comments on value of training in live theatre. Comments from viewers and other working actors who trained with BTE. Immediacy of learning to see the world through different perspectives by playing characters. Recognize experience of characters that connects to self even while different.

Every student enrolled in the theater department had contact with BTE. Litany of different forms of contacts including class visits, backstage visits, extensive classes and labs. Students directly working on productions in paid and/or credit-earning roles. Many details here….

Categories for future productions are discussed, showing how productions could be selected that would not only appeal to wide audiences but also meet educational goals.

Closing comments reinforce connection of BTE’s programming to college’s institutional mission.

Ed Garzano, advocate for Buffalo Theater Company. Describes professional model BTE provided. Life changed by taking an acting class.

Craig Bergen, Founder of Buffalo Theater Ensemble. Calls for return of BTE and praises its development by faculty such as Canaday-Howard.

Mark Misiorowski, resident. Calls for restoration of email and other electronic evidence that may have been deleted. Makes it more difficult for COD to defend itself. Hire data recovery specialists as quickly as possible. Gravity of harm is very great, extraordinary risk and exposure to the institution. Argues that HLC and IRS among other agencies will require this evidence.

Don Westlake. Speaking in support of BTE. Distinguished past, hopes for distinguished future.

John Kraft, Edgar Cty Watchdogs. Supports comments of Misiorowski. References earlier cases related to open meetings and hiring/contracts. Secret ballots in violation of law. COD meeting March 6, 2014, alleged that BOT held secret ballot w/ assistance of attorney, who said should not vote in closed session, just raise hands, authorize chair to extend contract. McGuire, Birt, and Wozniak opposed releasing the audio of the closed session. They were there.

Kirk Allen, Edgar Cty Watchdogs. Thanks those responsible for listening when problems exposed. References electronic records destruction and policy. Action sends message to HLC that concerns are being addressed. Good governance. Take this one step further and retain forensic data recovery specialist. Asks three BOT members to resign based on open meetings violation. Also calls for firing of Bruce Schmiedle based on Herricane Graphics contract irregularities.

Allen Kallas, Buffalo Theater Company advocate. Notes the tagline used in college promotion about learning from professionals. Reinstate those bragging rights for theater program.

Jen Roper, advocate for BTE. Speaks to value of theater background in broader employment situation because of ability to improvise, team player,

Richard Jarman, VP of COD Faculty Association. So it is come to this: an important question that has been on our minds for months will tonight be resolved one way or the other. To be or not to be? That is the question for Buffalo Theatre Ensemble. The answer lies in your hands. While I am not suggesting that anyone need make their quietus with a bare bodkin, the consummation that we, the faculty, universally devoutly wish, is for BTE to return. Can I persuade you further to support this?

In the packet before you is a reasoned argument that points to the importance of theatre in the educational experience, not only impacting students involved directly in the theatre program, but also impacting other students and community members in myriad and less quantifiable ways.

You heard from former students and community members tonight and over the past year and received a petition signed by over one thousand members. You will also hear a passionate and persuasive presentation from theatre faculty Connie Canaday Howard and Amelia Barrett.

I can personally attest to some of the former students’ testimonies, having once been one myself. I know what Bryan Bosque meant by receiving an apprenticeship. Like Todd Mantell, I didn’t become an actor but the experience of theatre has other benefits, such as in engaging students in a classroom. Robyn Coffin learned how to be a professional early on. On the green banners produced in the branding exercise, we are told that the best way to become a professional is to learn from one. I am looking at one right now. I learned from Connie.

With this decision there is opportunity for this board to make a statement about the weight it places on the importance of COD in the community and academics. The past year has been dominated by the fallout from the toppled regime. Too much we have heard of lawyers and accountants.

Here the question is, what is the ROI on $250 thousand over two years? Wouldst that you could simply inject a few numbers into an algorithm and crank out an answer. It is way more complicated and nuanced than this; the returns are more subtle and less quantifiable. I would argue that the return on good will alone from making a gesture that this board lends its support to BTE far exceeds the required investment.

Glenn Hansen, President, COD Faculty Association. Spoke of anticipation of new president and excitement in the halls – especially from faculty, staff, and even some administrators. Looking forward to tomorrow, finally moving forward. Constituencies inside and outside will be watching and speaking, and I have been encouraging them to speak to you. Who will lead this college forward? Thank you, and good luck.