Resources

Chancellors, presidents and governing board chairs play very important roles in orienting new trustees to their roles and responsibilities as board members. The following checklist is designed to help develop an effective local trustee orientation program.

Step 1. Contact and Orient Candidates

As soon as the CEO knows who has filed for election or is seeking appointment, he or she:

Sends an information packet to all candidates, including:

• Information about the roles and responsibilities of governing boards and trustees (check with ACCT and state associations for resources)
• General information about the college
• Board policy statements about board operations (code of conduct, meetings, responsibilities, privileges, and benefits)

Invite all candidates to one or more of the following:

• A candidate information forum about the college and the board's role and responsibilities
• Individual or group meetings with the CEO
• Tours of the college(s)
• A group meeting with the current board chair and/or other trustees
• Board meetings held prior to the election to observe and be introduced.

Treat all candidates the same, including incumbents.

Step 2. After the Election or Appointment

Arrange for new trustees to attend state association and/or ACCT orientations and workshops on trusteeship.

Design a series of orientation sessions for the new trustee(s).

• Schedule information and discussion sessions with or introductions to:

     - The board chair

     - Experienced board members

     - The CEO (all presidents in multi-college districts)

     - Vice presidents or vice chancellors to review their areas

     - Faculty, staff and student leaders

• Discuss protocols and guidelines for communicating with staff.
• Encourage new trustees to read and discuss the League's Trustee Handbook and board policies and practices
• Schedule campus tours and visits to major programs
• Respect and honor individual differences of opinion, learning styles and backgrounds

Provide reading materials about the board and district. Identify the documents that are high priorities. Help new trustees set up an information filing system. Common materials are:

• Board policy manual
• Board ethics, procedures, and responsibilities (if not part of the policy manual)
• Local board handbook (if any)
• Strategic and master plans
• Accreditation reports
• Annual reports
• Institutional effectiveness summaries
• College catalog
• Organizational charts and lists of key personnel

Assign or offer a "mentor" from the board.

• Use experienced trustees who will be able to gain the confidence of the new trustee.
• Mentors provide information on board culture and boardsmanship - not opinions on how to vote.

Help new trustees strengthen their links to the external community and publics.

• Arrange for invitations to new trustees to community events or meetings with key community people. Be sure they are introduced as new trustees.
• Invite them to attend a Foundation board meeting
• Provide information about trends and educational needs in the community
• Provide information about the college to help new trustees be knowledgeable representatives.

Maintain ongoing communication links.

• Board chairs and "mentors" initiate contact.
• Encourage new trustees to ask questions and seek information prior to board meetings. Offer to meet with them prior to board meetings for the first few months.
• Discuss lines of communication and who to ask for what information.
• Ask new trustees what their preferred mode of communication is. Use that style to the extent practical.
• Set up an e-mail address and include them in routine communication.
• Call new trustees before board meetings to see if they have any questions.

Encourage new trustees to seek educational opportunities.

• Notify them of all upcoming state and national conferences
• Establish an expectation for new trustees to attend conferences; explain how to obtain travel support
• Strengthen partnerships and teamwork by arranging for the CEO and/or other board members to accompany new trustees to conferences and introduce them to others

Step 3. Be Flexible

New trustees have varied learning needs and styles, backgrounds, motivations for being on the board, schedules, and desires for learning opportunities. Therefore local orientation to the trustee position will be different for each new trustee. However the time and effort involved in providing a substantive overview and discussion of the districts, as well as trustee roles, will reap future benefits. The time and effort will help new board members be well informed and participate effectively in the unit that is the board.