Report to the Clark College Board of Trustees Vice Chair Jane Jacobsen & Trustee Paul Speer

1. President Search “the most important work that this Board Will Ever Do”Early Exploration: Findings and Recommendations Report to the Clark College Board of Trustees Vice Chair Jane Jacobsen & Trustee Paul Speer March 1, 2019

2. Sources of InformationResearch conducted since January BOT meeting • Structured individual interviews with all EC members (~15 hrs) • Input from Bob (ongoing) • Consultation with trustee peers from 3 colleges (~4 hrs) • Unsolicited conversations with local community partners of the College (~ 4 hrs) • Interviews with Foundation leadership & board (~3 hrs) • Consultation with SBCTC (~2 hrs) • Unsolicited conversations with faculty members (~2 hrs) • Consultation with Clark VP HR & Washington State AAG (~4 hrs) • Personal research (~5 hrs) • Preparation (~5 hrs)

3. Board of Trustees most Important and Immediate TasksStarting with the end in mind • Begin to develop a common understanding of context and needs of the College - and the timeline, major work blocks, roles and responsibilities of the search process. • Discuss most important attributes for search firm selection, delegate the search, and BOT to make decision between finalists. • Discuss most important duties and attributes for interim, delegate search process design, (ultimately delegate search), and BOT to make decision between finalists. • Delegate communication. • Feedback and guidance to your advance team.

4. Important Context (1/2)Points of influence on timing and approach we take • Clark has a strong reputation in the community and in the region. • Universal commitment to students and the institution. • Differing point of view on how best to serve students, the institution, and the community. • Enthusiasm for what the future can bring. • We are not the first to have ever hired a president.

5. Important Context (2/2)Points of influence on timing and approach we take • Clark is in the midst of a large scale cultural change process around social equity. • Significant process/culture shifts under way (Guided Pathways, ctcLink, data based decision making toward outcomes). • Important foundational “catch up” investments proposed and/or under way in IT, HR and Communications. • Student trends and state funding driving important conversations around academic programs, organizational structure, harmonizing degree and non-degree programs, and business model (state/earned/philanthropy). • Collective bargaining. • Boschma Farms moving from an acquisition/funding discussion to multi-year planning around use, programs, and business model. • EC is in process of moving from a group of passionate and talented individuals to a high performance work team. • Off-cycle for typical Presidential search. • Many (BOT, EC, College, community) have individually been involved in searches- but this is the first time for us.

6. Guide posts For our SearchShared Values • Incorporate social equity in every step of the process (job description, search pools, screening process, final selection, & onboarding) including training support for all who participate in the process. • RCW compliance around open public meetings and records. • Transparent and inclusive. • Leverage best practices from peers. • Comply with college policies for procurement and hiring. • Trust. • “What will this mean in 50 years” mindset. • Any others?

7. Best Practices From Peers (1/2)Our “Big picture” Recommendations • Embrace social equity at every step (job description, screen team, hiring pools, selection process, site visits, onboarding, etc.) - support with necessary education. • Provide front end time for BOT to be clear on future direction of the college, internal/external climate, and priorities for the new president. • Clarity around BOT having final decision on search firm, interim, and president selection. • Use John Boesenberg’s “general timeline” with time between now and September for early planning, search firm selection, and interim decision. • Align the search with main academic year to maximize applicants and provide consistent access to screening committee members. • Plan for an interim between August 2019 and May/June 2020 • Focused objectives, values based, but abbreviated selection process – maintains continuity and removes pressure on president decision. • Interim not a candidate for president. • Utilize a search firm to assist us in conducting a national search, facilitating screening, working with us on process, supporting finalist site visits, supporting finalist selection, and onboarding. • Ex: firm may get 60 applicants, pre qualify 30, work with screen team to get to 3, and support BOT on final selection.

8. Best Practices From Peers (2/2)Our “Big picture” Recommendations • Use Clark College policy 610.025 Appointment Procedures for President with the addition of VP of Diversity and Equity. • BOT describes commitment, skills, diversity, post decision advocacy role necessary for success. • Constituent groups select screen team representatives to ensure buy-in. • Plan for lots of communication (Monthly BOT update, a few special meetings, web site, communication sessions, surveys, etc.) • Plan for use of campus resources in HR, IT, Admin Services, Chief Communications Officer, Diversity and Inclusion.

9. TimelineRecommended “Big Picture” outline • Jan 2019 - Aug 2019: General plan agreed to, web site initiated, search firm selected, initial onboarding plan developed, interim in place with 1 month overlap with Bob. • Sep 2019 – Jan 2020: Form and train search committee, finalize “profile” and other recruitment material • Jan 2020 – hiring of finalist: Promotion and recruitment begins, potential candidates contacted (est. ~60 applicants, ~30 firm forwards to screen committee). • Mar 2020 – Apr 2020: Applicant material reviewed, screen committee interviews, field narrowed (3), trustee interviews, campus interviews, site visits. • Apr 2020 – May 2020: Finalist selected, contract negotiated, public announcement. • May 2020 – Jul 2020: Transition process and onboarding begun, interim departs.

10. Profile of a Successful Search Firm (1/2)Demonstrated abilities/track record (10 potential firms have been identified as of this time) • Identify and attract a diverse, qualified applicant pool which is reflective of our rich Clark College community. • Deep, long-standing experience conducting successful nationwide collegiate presidential/chancellor searches. • Document how the firm uses an equity lens to guide their search processes/procedures/policies and can provide data to support the firm’s success with the placement of diverse candidates and longevity once appointed. • Document how the firm uses a holistic search and recruitment approach which addresses search preparation through onboarding. • Knowledgeable of the Board of Trustees’ role/scope of work in a state/public institution and, armed with that information, is able to work effectively with BOT to provide guidance/best practice information. • Work effectively with and provide guidance and/or training to large presidential/chancellor search advisory committees.

11. Profile of a Successful Search Firm (2/2)Demonstrated abilities/track record (10 potential firms have been identified as of this time) • Principal of the presidential/chancellor search process while working effectively and sharing information with collegiate Human Resource offices. • Utilize project management skills to identify search process milestones and adhere to timelines. • Partner with college chief communications officers to utilize various forms of communication with internal and external stakeholders to ensure transparency throughout the search process. • Utilize shared governance/community feedback processes to understand Clark College’s needs and construct a successful president/chancellor profile. • Capacity to do work on our schedule • Cost • Others?

12. Interim (1/2)August 2019 – May/June 2020 • Eight to nine month window between Bob’s departure and new president in place. • We have seen models of no interim, external interim, internal interim, and co-interims. • Process should begin with what the job entails and what attributes are necessary, followed by a values aligned abbreviated selection process from multiple pools. • Focus of the interim: • Maintain critical external relationships (community, legislative and Foundation) • Maintain core functions of office of the president • Foster internal trust, empowerment, and accountability • Support current initiatives • Complete assessment for incoming president • Other?

13. Interim (2/2) Demonstrated attributes • Understanding of college system and environment, esp. Guided Pathways. • Build and foster an environment of respect, empathy, and engagement. • Strengthen/build community partnerships and legislative relationships. • Lean into conflict, when needed, using conflict resolution skills. • Lead organizations using an equity-minded framework, holding teams accountable for the same. • Flexibility and persistence to effectively navigate change and lead strategic initiatives. • Build, lead and accomplish work through teams (namely Executive Cabinet), long range financial planning, and the confidence to safely delegate administrative functions to Cabinet members. • Inspire and lead others, through words and actions, toward fulfillment of our strategic priorities. • Effectively use data to be results and outcome focused, prioritize and delegate—but not afraid to take strategic or calculated risks. • Places a high value on student success, trust, transparency and shared governance. • Strong communication skills, analytical skills, and strategic/systems thinker. • Others?

14. President Duties, Priorities, and Attributes“Look ahead” to Work that BOT needs to do next • BOT initiates this work through early discussion. (now through August) • Search firm and screening team will provide path for broader college and community input. (September) “Presidential Profile” • Duties for 001000 President were last updated by BOT October of 2012. These need to be reviewed and updated as required. • College priorities need to be agreed upon by BOT. • President attributes need to be aligned with “next chapter” of college. (starter list follows)

15. Presidential Attributes:What we have most often heard from others, “Demonstrated ability to....” • Inspire others around a shared vision. “Elevate the College”. • Operationally savvy and strategic/long term in horizon (sees trends and can act on them). • Honors the past and open to new approaches. • Systems understanding, data based, outcomes focused. • Build and lead diverse high performing teams (cultural competence, transparency, communication). • Lead around social justice and equity. • Network and collaborate internally and externally in the community. • Strong communicator. • Guided Pathways savvy and experience. • Collegiate background and knowledge. • Strategic understanding of technology. • Building a culture of accountability. • Business and business model acumen – including portfolio management around state, earned, and philanthropy. • Understanding of role/culture of philanthropy • Understanding of compliance. • Ability to prioritize and focus. • Persistence. • Shared governance. • Responsive.

16. Decisions and Agreements • Motions for approval today: • Delegation of speaking authority as it relates to presidential search. • Delegation of authority regarding search firm selection; three finalists to BOT for decision. • Continued delegation of authority to develop and refine presidential search process; monthly updates to BOT. • Delegation of authority to develop process for identifying interim president. • Agreements • Request for standing agenda item on regular BOT meeting agendas for search update. • Support for scheduling of future Special Meetings regarding BOT, especially between now and July. • Support for request to EC to update to Clark Search Team Policy (610.025) to include VP of Diversity and Equity.

17. Next Steps • Paul and Jane will work with Stefani and Bob W on RFP launch for search firm. Goal is to have 3 finalists for BOT decision ASAP. • Paul and Jane will work with Stefani on interim process design for review by BOT. • Paul and Jane will work with Val and new Chief Communications Officer to set up presidential search web page. • Paul and Jane will further refine process steps and continue to provide regular BOT updates. • Others?

18. Supporting Documents • Presidential Search – A Primer, John Boesenberg 2/26/19 • Executive Leadership Transitioning at Community Colleges, ACCT • 001000 President Job Description • 610.025 Appointment Procedures for President • Example President Search Web Pages • Highline Community College: http://www.highline.edu/presidential-search/ • Everett Community College: http://www.everettcc.edu/administration/admin-services/hr/presidential-search/