Board Job Description Policy

Board Job Description

Policy Statement:

The job of the board is to represent the ownership in determining and demanding appropriate organizational performance. To distinguish the board’s own unique job from the jobs of its staff, the board will concentrate its efforts on the following job “products” or outputs. HLC Link:

Linkage with the public regarding ENDS. Input may be obtained in the following ways:
Meeting with individuals and organized or informal community groups (i.e., civic groups, churches, focus groups).
Observing and meeting with other public boards.
Hosting opportunities which afford owners the opportunity to learn about the college.
During open session of board meetings.
Address electronic communication related to the performance of the President.
Written governing policies which, at the broadest levels, address:
ENDS: Organizational products, impacts, benefits, outcomes, recipients, and their relative worth (what good for which people at what cost).
EXECUTIVE LIMITATIONS: Constraints on executive authority which establish the boundaries within which all executive activity and decisions must take place.
GOVERNANCE PROCESS: Specification of how the board conceives, carries out, and monitors its own task.
BOARD-MANAGEMENT DELEGATION: The manner in which authority is passed to the president and assessment of the use of that authority.
Assure the president’s performance through periodic and annual reviews.
Select and discipline board officers
A chairperson shall be selected, by majority vote of the entire board, based on his or her abilities to carry out the responsibilities of that position. (A chairperson, and other officers deemed necessary or required by statute, shall be elected on an annual basis during the official board meeting in January).
If, for any reason, board members believe the chairperson fails to fulfill his or her role as stated in these policies, they may, by majority vote of the entire board, remove the chairperson from office and select a replacement for the remainder of the unexpired term as chairperson.
Impact on legislative affairs through advocacy.
The Board shall monitor the outcomes and professional conduct of organizations associated with GCCC - i.e., the GCCC Endowment Association (EA) and the Broncbuster Athletic Association (BAA).
Advocate for the BUSTERS values. Respect and welcome all people equally.
Continual board development will include orientation of new board members and ongoing trustee education
Trustee education results in skills and knowledge that contribute to being an effective governing team. Attending educational opportunities is a demonstration of leadership and sets a powerful message about the importance of ongoing professional development. Trustees need to be continually updated to issues and trends in community colleges.
Set an annual retreat to develop the plan for professional development. Identify areas that individuals and the board as a whole wish to explore.
Do not exceed Board development budget
The Board chair and the President will work together to schedule the retreat, plan the agenda (based on board members’ needs), and arrange for a speaker/facilitator
The Board shall perform an annual self-assessment to evaluate the completion of the development plan.
New Board Members
New board members attend and participate in Trustee orientation facilitated by the Board Chairman and President.

Higher Learning Commission Links:

Criterion 2: Integrity: Ethical and Responsible Conduct

Core Component: 2.C Board Governance

Policy History: This policy is reviewed biannually.

July 7, 2025: Revised for accessibility format.

September 10, 2024: Reviewed

March 12, 2024: Reviewed

November 14, 2023: Reviewed

October 17, 2023: Reviewed

August 23, 2022: Reviewed

April 10, 2022: Reviewed

March 8, 2022: Reviewed

August 10, 2021: Revised

September 8, 2020: Reviewed

March 10, 2020: Reviewed

January 19, 2018: Reviewed

May 10, 2006: Reviewed