Board of Education Policies


The Board of Education of the Blue Mountain Community College District (the Board) adopts policies to clarify the official College position on a variety of issues and to supplement existing state and federal laws governing community college districts and community colleges. Board policies follow the Policy Governance® Model developed by John Carver and are based on the policy categories of Ends, Governance Process, Board-Staff Relationship, and Executive Limitations as defined in Policy II.C, Board Job Description. Appendix B discusses the underlying philosophy of the Policy Governance® Model.

The Board delegates to the President the function of implementing policy.  Administrative procedures, as implemented under the President’s jurisdiction, shall be consistent with the policies adopted by the Board.  The Board of Education derives its authority from Chapter 341 of the Oregon Revised Statutes (Appendix A). The Board is subject to the provisions of the Constitution of the State of Oregon, Chapter 341 of the Oregon Revised Statutes, the Rules and Regulations of the State Board of Education, its own policies, and the expressed will of the electorate. 

Adopted 05/19/99
Revised  04/21/04; 06/06/07




Policy I. A. - BMCC Mission and Vision

Blue Mountain Community College is a two-year public institution of higher education, whose district comprises Morrow, Umatilla, and Baker Counties, and serves constituents both in and out of the district.


Blue Mountain Community College will be the leading educational and training institution in eastern Oregon.


Blue Mountain Community College will realize its vision by providing high-quality programs for college preparation, college transfer, career/technical, workforce development, and self-improvement that will strengthen the economy and provide opportunities for personal and professional growth.

The College provides dynamic and innovative programs and delivery methods in response to the changing needs of our customers: the students, businesses, industries, and communities of eastern Oregon.


Focus on Student Success in a Premier Learning Environment:

    • Enhance Student Support
    • Enhance Relevant and Comprehensive Curriculum
    • Increase Access Through Innovative Delivery Methods and Systems
    • Develop Employees to Their Highest Potential
    • Strengthen Institution Through Assessment and Planning
    • Increase Resources for Financial Growth and Stability
    • Grow Community Partnerships
    • Integrate and Expand Marketing and Recruitment

Adopted 5/19/99
Mission/Vision Adopted 10/15/03
Revised 1/26/04; 06/06/07

Policy I. B. - Outcomes

The College ensures satisfaction, success, and goal attainment through educational opportunities, lifelong learning opportunities, and community-strengthening efforts.

Adopted 5/19/99

Revised 06/06/07

Policy I. C. - Educational Opportunities

Educational opportunities provide the skills and experiences necessary for success in collegiate course work, entry into a four-year college or university program, entry into the job market, employment sustainability, career advancement, and being a contributing member of society. 

Students will:

  • have accessible, affordable, and current educational programming.
  • have the opportunity to meet the requirements and gain the competencies to transfer to other institutions of higher education.
  • have the opportunity to successfully complete certificate and degree programs with the knowledge, the skills, and the abilities sought by current and future employers.
  • have access to comprehensive programs and services to support learning and to support educational and employment goals in a safe and accessible environment.
  • have opportunity to value diversity and gain competence in communication, computation, human relations, teamwork, critical thinking, computer literacy, globalism, and the exploration of ethical dilemmas.

Adopted 5/19/99
Revised 06/06/07

Policy I. D. - Lifelong Learning Opportunities

Community members will have access to affordable lifelong learning opportunities, which will result in enhanced quality of life.

Community members will:

  • have access to BMCC’s libraries, information technology centers, and sports facilities.
  • have opportunity to develop analytical and problem-solving skills in reading, writing, math, and communication.
  • have opportunity to think critically and creatively about contemporary societal issues.
  • have opportunity to engage in experiences in the humanities and fine arts.
  • have opportunity to develop analytical and problem-solving skills in  the sciences, technologies, and environmental studies.
  • have opportunity to engage in activities that promote mental, physical, and emotional wellness.

Adopted 5/19/99

Revised 06/06/07

Policy I. E. - Community Strengthening

BBMCC strengthens the communities it serves by preparing individuals to be contributing members of society, by providing community leadership, and by assisting in economic development of the region.

The communities should view the College as:

  • a local, affordable, timely, and flexible source of needed specialized training for employees and employers.
  • a resource for technical assistance, business counseling services, and expert information.
  • an active, responsible partner in community and economic development and sustainability.
  • receptive and responsive to input for improvement of programs and service.
  • participating in collaborative partnerships.

Adopted 5/19/99

Revised 06/06/07

Governance Process


Policy II. A. - Governance Commitment

The Board will govern Blue Mountain Community College in accordance with the Constitution and laws of the United States and the State of Oregon.  Specifically, the College functions under Chapter 341 of the Oregon Revised Statutes (see Appendix A).  The Board will always act in the best interest of the College and the community as a whole.  The Board is committed to excellence in everything the College does.  Educational programs and other services of the College shall be of high quality and available to all people.

Adopted 5/19/99

Revised 06/06/07

Policy II. B. - Governing Style

The Board will govern with a style that emphasizes:

  • Outward vision rather than internal preoccupation.
  • Encouragement of diversity in viewpoints.
  • Strategic leadership rather than administrative detail.
  • Clear distinction of board and presidential roles.
  • Collective rather than individual decisions.
  • The future rather than the past or the present.
  • Proactivity rather than reactivity.

More specifically, the Board will:

  1. Operate in all ways mindful of its trusteeship obligation to the public.  It will not allow officers, members, or committees of the Board to prevent fulfillment of this commitment.
  2. Enforce upon itself whatever discipline is needed to govern with excellence.  Discipline will apply to matters such as attendance, policy-making principles, respect of roles, speaking with one voice, and ensuring the continuity of governance capability.  Continual development will include orientation of new members in the Board's governance process and periodic Board discussion of process improvement.
  3. Direct, control, and inspire the organization through the careful establishment of the broadest organizational policies reflecting the Board's values and perspectives.  The Board's major focus will be on the intended long-term impact outside the operating organization (Ends), not on the administrative or programmatic means of attaining those effects as defined in Appendix B, The Policy Governance® Model.
  4. Cultivate a sense of group responsibility.  The Board, not the College employees, will be responsible for excellence in governing.  The Board will be an initiator of policy, not merely a reactor to staff initiatives.  The Board will use the expertise of individual trustees to enhance the work of the Board as a body, rather than to substitute their individual judgments for those of the Board as a whole.
  5. Monitor and discuss the Board's process and performance regularly.  Self-monitoring will include comparison of Board activity and discipline to policies in the Governance Process and Board-Staff Relationship categories.
  6. Seek input from external constituencies and internal college constituencies on Board policies regarding Ends.
  7. Make consensus-based decisions, to the extent possible.

Adopted 5/19/99

Revised 06/06/07

Policy II. C. - Board Job Description

The job of the Board is to represent the public in determining and demanding appropriate organizational performance.  To distinguish the Board's own unique job from the jobs of the President and College employees, the Board will concentrate its efforts on the following responsibilities:

  1. Maintaining the link between the College and the public.
  2. Enacting written governing policies that, at the broadest levels, address:
    1. ENDS:   College services, impacts, benefits, outcomes, recipients, and their relative worth.  Ends include college mission, values, vision, goals, and priorities.
    2. GOVERNANCE PROCESS:   Specification of how the Board conceives, carries out, and monitors its own tasks.
    3. BOARD-STAFF RELATIONSHIP:   How power is delegated and its proper use monitored; the President's authority and accountability.
    4. EXECUTIVE LIMITATIONS:  Constraints on executive authority that establish the prudent and ethical boundaries within which all executive activity and decisions must take place.
  3. Hiring the President, monitoring and evaluating the President's performance, and monitoring institutional performance as compared to Board policies regarding Ends and Executive Limitations.
  4. Obtaining additional funds for the College.
  5. Maintaining a positive image for the College.
  6. Appointing Budget Committee members in compliance with Oregon law but not to exceed two consecutive three-year terms.
  7. Appointing Board representatives or liaisons annually, including but not limited to:
    1. The Oregon Community College Association Board.
    2. BMCC Foundation.
  8. By Board policy, the Associated Student Government (ASG) President may serve as a non-voting ex-officio member of the Board, if the ASG President so desires. Executive Sessions are closed to ex-officio members.

Adopted 5/19/99 Revised 06/06/07

Policy II. D. - Role of the Board Chair

The responsibilities of the Chair are: (a) the integrity of the Board's process and (b) occasional representation of the Board to outside parties.  The Chair is the only Board member authorized to speak for the Board (beyond simply reporting Board decisions) other than in rare and specifically authorized instances.

  1. The Chair shall ensure that the Board and individual Board members consistently act in accordance with the Board's own rules and policies and those legitimately imposed upon the Board from outside the College.
    1. At Board meetings, the Chair shall preside in an efficient and  effective manner and shall set the general tone through positive leadership.
    2. Discussion at the Board meetings will be on those issues which, according to Board policy, belong to the Board, not to the President, to decide.
    3. Deliberation will be fair, open, and thorough, but also efficient, timely, orderly, and to the point.
    4. The Chair will stimulate discussion among the Board members and will attempt to arrive at Board decisions through consensus.
    5. The Chair will confirm accuracy of transcribed, approved minutes, will sign the minutes of all special and regular meetings of the Board, and will sign other documents as required by law.
  2. The Chair has the authority to make decisions that fall within the topics covered by Board policies on Governance Process and Board-Staff Relationship, except where the Board specifically delegates portions of this authority to others.  The Chair is authorized to use any reasonable interpretation of the provisions in these policies.
  3. The Chair has no authority to make decisions about policies created by the Board within Ends and Executive Limitations policy areas.
  4. The Chair has no authority to supervise or direct the President.
  5. The Chair shall ensure that the other Board members are informed of current and pending Board issues and processes.
  6. The Chair will prepare the agenda for all Board meetings after consultation with the President and with other Board members.
  7. The Chair shall call special meetings as required.
  8. The Chair shall appoint members of committees established by the Board.
  9. No member shall serve as Chair for more than two (2) years in succession.
  10. The Vice-Chair will preside at Board meetings in the absence of the Chair or to fulfill the duties of the Chair as needed.

Adopted 5/19/99 Revised 06/06/07

Policy II. E. - Board Planning and Agenda

The Board will carry out its responsibilities using a governance style consistent with Board policies by: (a) re-examining Ends policies annually; (b) holding an annual planning session (c) following an agenda at its regular monthly meetings that implements the Board policy on Governing Style; and (d) continually improving its performance through Board education, through enrichening input, and through deliberation.

  1. The Board shall establish, not later than July 1 of each year, a Board meeting calendar, listing the dates and places for the regular monthly Board meetings for the ensuing year.
  2. The agenda for each Board meeting will be mailed to the Board at least six (6) days before the meeting.
  3. Education, input, and deliberation will be paramount in structuring meetings and other Board activities.
  4. The Board will provide an opportunity for public input at each regular Board meeting.
  5. The annual planning session will be held prior to September of each year and will include the following actions:
    1. Reviewing the College Mission.
    2. Establishing priorities and budget parameters.
    3. Developing subjects for Board discussion and action during the following year.
    4. Conducting a Board self-evaluation.
  6. The Board will approve the College budget each June.  The College will submit revised budgets to the Board for approval as necessary during the fiscal year but not more often than quarterly.
  7. The Board normally will not adopt policies and policy revisions until they have been considered at a minimum of two meetings.
  8. Unless otherwise provided in Chapter 341 of the Oregon Revised Statutes, the Board shall conduct all of its meetings in accordance with Robert’s Rules of Order, Revised, with the following exceptions:
    1. The Chair shall have the same voting rights as all other members of the Board.
    2. The Chair may speak in limited discussions without relinquishing the Chair.

Adopted 5/19/99 Revised 06/06/07

Policy II. F. - Board Committee Principles

Board committees will minimally interfere with the wholeness of the Board's job and never interfere with delegation of authority from the Board to the President.  Committees will be used sparingly.

  1. Board committees are to help the Board do its job, not to help the employees of the College do their jobs.  Committees ordinarily will assist the Board by preparing policy alternatives and implications for Board deliberation.  Board committees are not to be created by the Board to advise College employees.
  2. Board committees may not speak or act for the Board except when formally given such authority for specific and time-limited purposes.  Expectations and authority will be carefully stated in order not to conflict with authority delegated to the President.
  3. Board committees cannot exercise authority over College employees.  Because the President works for the full Board, the President is not required to obtain approval of a Board committee before an executive action.  In keeping with the Board's broader focus, Board committees will normally not have direct dealings with College internal operations.
  4. A Board committee that has helped the Board create policy on some subject will not be used to monitor organizational performance on that same subject. Therefore, Board committees are to avoid identification with organizational parts rather than the whole.
  5. This policy applies only to committees that are formed by Board action, whether or not the committees include non-board members.  It does not apply to committees formed under the authority of the President.
  6. The Board shall not have standing committees. When necessary, the Board shall form an ad-hoc committee. Committees shall never consist of more than three Board members.

Adopted 5/19/99 Revised 06/06/07

Policy II. G. - Board Members' Code of Conduct

The Board and its members as individuals will conduct themselves ethically. Such conduct includes proper use of authority and appropriate decorum in group and individual behavior when acting as Board members. 

  1. Board members must maintain unconflicted loyalty to the interests of the public.  This accountability supersedes any conflicting loyalty such as that to advocacy or interest groups and membership on other boards or organizations.  This accountability supersedes the personal interest of any Board member acting as an individual consumer of College services.
  2. Board members must avoid any conflict of interest with respect to their fiduciary responsibility.
    1. There must be no self-dealing or any conduct of private business or personal services between any Board member and the College except as procedurally controlled to assure openness, competitive opportunity and equal access to "inside" information.
    2. Board members must not use their positions to obtain employment by the College or to furnish services or goods to the College on behalf of themselves, family members, friends, or associates.
  3. Board members must not attempt to exercise individual authority over the organization or on behalf of the Board as a whole, except as explicitly set forth in Board policies.
    1. In interaction with the President or with College employees, Board members must recognize the lack of authority in any individual Board member or group of Board members except as noted above in Board Policies II.A through II.F.
    2. In interaction with the public, press, or other entities, Board members must recognize the same limitation and the similar inability of any Board member or Board members to speak for the Board.
    3. Individual Board members asked to serve on Oregon Community College Association or other statewide committees will bring such requests to the Board as a whole for appointment to such committees.
  4. Board members will strive to participate in educational activities, including local, state, regional, and national meetings, to enhance their ability to serve effectively as members of the College's governing Board.
  5. Board members will not permit themselves to be used to circumvent established lines of authority or to interfere in normal procedures for the handling of complaints or grievances.
  6. Board members will not violate confidentiality, including discussions that occur at legally held closed meetings of the Board.
  7. At Board meetings, Board members will not present an item for action that is not on the agenda, without consensus of the Board.
  8. Board members serve without remuneration, except that the College provides actual and necessary expenses incurred by the Board members for authorized travel, College business at conferences, and professional materials.
  9. Nothing in this policy shall restrict a Board member from communicating informally with the President, College staff, the public, or other entities about College educational services or activities.

Adopted 5/19/99 Revised 9/8/99; 04/19/00; 06/06/07

Board-Staff Relationships


Policy III. A. - President's Job Description

The President is the chief executive officer of the College.  The President is the Board's single official link with the operating organization.  The President is accountable to the Board as a body.  The Board will instruct the President through written policies delegating to the President the authority to implement them.  The President's performance will be considered synonymous with the organizational performance of the College as a whole.

The President's responsibilities can be stated as performance in two areas:

  1. Organizational accomplishment of the Board's policies regarding Ends.

  2. Organizational operation within the boundaries established in Board policies regarding Executive Limitations.

Adopted 5/19/99

Revised 06/06/07

Policy III. B. - Delegation to the President

All Board authority over College employees is delegated to the President.  The Board considers all authority over and accountability of employees to be the responsibility of the President.

  1. The Board directs the President to achieve certain results, for certain recipients, at a certain cost through the establishment of Ends policies.  The Board limits the latitude that the President may exercise in practices, methods, conduct, and other "means" through establishment of Executive Limitations policies.
  2. As long as the President uses any reasonable interpretation of the Board's Ends and Executive Limitations policies, the President is authorized to establish all administrative policies and procedures, make all decisions, take all actions, establish all practices, and develop all activities.
  3. The Board may change its Ends and Executive Limitations policies thereby shifting the boundary between Board and President domains.  By so doing, the Board changes the latitude of choice given to the President.  As long as any particular delegation is in place, the Board and its members will respect and support the President's choices.  The Board is not prevented from obtaining information in the delegated areas except where confidentiality prohibits.
  4. Only those decisions of the Board acting as a body are binding upon the President.
    1. Decisions or instructions of individual Board members, officers, or committees are not binding on the President except in rare instances when the Board has specifically authorized such exercise of authority.
    2. If Board members or committees request information or assistance without Board authorization, the President can refuse such requests that require, in the President's judgment, a material amount of employee time or funds or that are disruptive.
  5. If the President deems that a waiver of a Board policy is in the best interest of the College, the President shall apply to the Board for one.

Adopted 5/19/99 Revised 06/06/07

Policy III. C. - Monitoring Presidential Performance

Monitoring executive performance is synonymous with monitoring organizational performance with reference to Board policies regarding Ends and Executive Limitations. The Board will monitor performance to ensure policy compliance, including accomplishments of Ends. The Board may informally or formally evaluate the President’s performance based on monitoring data.

  1. The purpose of monitoring is to determine the degree to which Board policies are being fulfilled. Information not dealing with the degree to which Board policies are being fulfilled will not be considered. Monitoring will be done in a way that permits the Board to use most of its time creating the future rather than reviewing the past.
  2. A given policy may be monitored in one or more of three ways:
    1. INTERNAL REPORTS—Disclosure of compliance information to the Board by the President. Internal reports include:
      • Institutional data collection
      • Community surveys
      • Placement data
      • Assessment of student learning
      • Financial reports
      • Data on service to constituents
      • Goal achievement data
    2. EXTERNAL REPORTS—Disclosure of compliance information by an external auditor or other persons or entities external to the institution.  External reports include:                                  
      • Audit reports
      • Licensing examination results
      • Accreditation reports
      • Transfer data
    3. DIRECT BOARD INSPECTION—Discovery of compliance information by a Board member, a committee, or the Board as a whole.  This discovery is a Board-directed inspection of documents, activities, or circumstances to test policy compliance.
  3. Any policy can be monitored by any method at any time.  For regular monitoring, however, the Board will classify each Ends and each Executive Limitations policy according to frequency and method to be applied.

Adopted 5/19/99 Revised 06/06/07

Executive Limitations


Policy IV. A. - General Executive Constraint

The President shall not cause or allow any practice, activity, decision, or organizational circumstance that is illegal, imprudent, or in violation of commonly accepted business and professional ethics. 

Accordingly, the President shall not:

  1. Operate in a manner inconsistent with the Board’s Ends and Means.
  2. Permit financial conditions that jeopardize or compromise Board Ends priorities.
  3. Provide information or advice to the Board that is untimely, incomplete, or inaccurate.
  4. Permit conflict of interest in awarding purchases or other contracts or in hiring of employees.
  5. Allow day-to-day operations to impede the Vision or prevent the achievement of the Mission of the College.
  6. Manage the College without a strategic plan and adequate administrative procedures for matters involving finances, employees, students, facilities, and services.

Adopted 5/19/99 Revised 06/06/07

Policy IV. B. - Treatment of People

Treatment of and dealing with students, employees, and persons from the community shall not be inhumane, unfair, or undignified.

Accordingly, the President shall not:

  1. Operate without policies or procedures that set forth employee and student rules, provide for effective handling of grievances, and insure due process.
  2. Discriminate against anyone for expressing an ethical dissent.
  3. Fail to comply with all laws, rules, and regulations pertaining to employees and students, including those pertaining to discrimination and equal opportunity.
  4. Prevent students and employees from using established grievance procedures.
  5. Fail to acquaint students and College employees with their rights and responsibilities.
  6. Fail to take prompt and appropriate action when the President becomes aware of any violation of laws, rules, or regulations or of Board policies.

Adopted 5/19/99 Revised 06/06/07

Policy IV. C. - Professional Development

To insure that the Blue Mountain Community College Mission and Vision are achieved, qualified faculty and staff will be recruited and retained.  Professional development learning opportunities will be provided to keep personnel in compliance with the needs of the communities and students they serve as well as with the professional, academic, and/or technical state of the art.

Accordingly, the President shall not execute human resources practices that do not

  1. Actively seek personnel with the outstanding potential for contributions to the College and with the motivation and desire to work with the demographics of the District.
  2. Encourage the advancement of the College’s faculty and staff.
  3. Encourage and maintain the standards of professional growth.
  4. Encourage innovations in educational delivery.
  5. Base evaluations on the individual’s efforts toward the Mission and Vision of the College.

Adopted 5/19/99 Revised 06/06/07

Policy IV. D. - Compensation and Benefits

With respect to employment of, compensation for, and benefits to employees, consultants, and contract workers, the President shall not jeopardize fiscal integrity or public image.

Accordingly, the President shall not:

  1. Change his or her own compensation and benefits.
  2. Provide for or change the compensation and benefits of other employees except in accordance with collective bargaining agreements negotiated by the Board or in accordance with salary schedules and plans adopted by the Board.
  3. Promise or imply permanent or guaranteed employment beyond Board adopted contractual agreements.
  4. Grant employee fringe benefits not approved by the Board.
  5. Hire full-time staff without informing the Board.

Adopted 5/19/99 Revised 9/8/99; 06/06/07

Policy IV. E. - Budgeting/Forecasting

College budgeting for any fiscal year or the remaining part of any fiscal year shall not deviate materially from Board Ends priorities, risk fiscal jeopardy, or be unrealistic in projections of income and expenses.  The Board must adopt the College budget before the budget becomes effective.

Accordingly, the President may not:

  1. Propose a budget without supporting information that projects revenues, expenses, and cash flow; that separates capital and operational items; and that discloses planning assumptions.
  2. Plan the expenditure in any fiscal year of more funds than are conservatively projected to be received during that year, and than are in carryover accounts.
  3. Propose a budget that does not provide the annual operating funds for Board prerogatives, such as costs of fiscal audit, Board development and training, Board professional fees, and Board travel for College business.
  4. Propose a budget that does not have a broad base of input, including approval by the Board appointed Budget Committee.
  5. Propose a budget that fails to take into account Board Ends priorities.

Adopted 5/19/99 Revised 06/06/07

Policy IV. F. - Financial Condition

With respect to the actual, ongoing condition of the College's financial health, the President shall not cause or allow the development of fiscal jeopardy or a material deviation from the adopted College budget. Accordingly, the President shall not:

  1. Expend more funds than have been approved in the fiscal year without prior Board approval.
  2. Expend College funds in a manner that would result in an ending fund balance of $1.5 million by the end of fiscal year 2013.  
  3. Indebt the College in an amount greater than can be repaid by otherwise unencumbered revenues within the current fiscal year or can be repaid from accounts previously established by the Board for that purpose.
  4. Fail to do comprehensive facilities planning and execute the resulting plans for the use of its physical plant that will:
    • Enhance student learning
    • Assist in the attraction of new students and retention of existing students
    • Optimize the use of taxpayer-provided capital assets
    • Extend the useful life of existing structures to the greatest practical degree
    • Exhibit sensitivity to existing architectural designs
    • Promote a safe and healthy environment for students and staff
  5. Fail to provide a quarterly report of the College's current financial condition.
  6. Make any purchase or commit the College to any expenditure of greater than $75,000 that deviates from the adopted budget, unless Board approval has been obtained.
  7. Make any purchase: 
    1. of over $5,000 without having obtained at least three competitive quotes, if available.
    2. of over $75,000 without receipt of three sealed bids, if available, submitted according to prepared specifications. 

    Further, no purchase shall be made without undue regard for price and quality and without prudent protection against conflict of interest.

  8. Accept gifts or grants that:
    1. obligate the College to make future expenditures using funds other than those created by the gift or grant without Board approval unless Board approval has been obtained.
    2. contain restrictions that are not in the best interest of the College.

Adopted 05/19/99 Revised 09/08/99; 02/24/05; 06/06/07; 09/03/08; 10/01/08

Policy IV. G. - Asset Protection

The President shall not allow College assets to be unprotected, inadequately maintained, or unnecessarily placed at risk.

Accordingly, the President shall not:

  1. Fail to insure against: (a) theft and casualty losses in amounts consistent with replacement values, and (b) liability losses to Board members, employees, or the College itself in amounts consistent with limits of coverage obtained by comparable organizations.
  2. Allow unbonded personnel access to material amounts of funds.
  3. Subject plant and equipment to improper wear and tear or inadequate maintenance.
  4. Unnecessarily expose the College, the Board, or employees to claims liability claims.
  5. Receive, process, or disburse funds under controls that are not sufficient to meet auditing standards.
  6. Invest funds in non-interest bearing accounts or in investments not permitted by Oregon law.  Further, no investments shall be made unless they provide for the following, listed in order of priority:  (a) security of the investment; and (b) competitive, consistent interest earned on the investment. Local financial institutions may receive favorable consideration where (a) and (b) are relatively equal.
  7. Acquire, encumber, name, or dispose of real property without Board approval.
  8. Fail to protect information, files, and intellectual property from loss or damage.

Adopted 5/19/99

Revised 06/06/07

Policy IV. H. - Communication and Counsel to the Board

With respect to providing information and counsel to the Board, the President shall not permit the Board to be inadequately informed.

Accordingly, the President shall not:

  1. Neglect to submit in a timely, accurate, and understandable fashion monitoring data required by the Board (see Policy III.C, Monitoring Executive Performance) that directly addresses provisions of the Board policies being monitored.
  2. Allow the Board to be unaware of relevant trends, anticipated adverse media coverage, actual or anticipated legal actions, or material external and internal changes, particularly changes in the assumptions upon which any Board policy has been established.
  3. Fail to advise the Board if, in the President's opinion, the Board is not in compliance with its own policies on Governance Process and Board-Staff Relationship, particularly in the case of Board behavior that is detrimental to the working relationship between the Board and the President.
  4. Present information that is in unnecessarily complex or lengthy form or that is knowingly inaccurate or incomplete.
  5. Fail to provide a mechanism for official communication with officers, members, or committees of the Board.
  6. Fail to deal with the Board as a whole except when: (a) fulfilling individual requests for information or (b) responding to officers or committees duly charged by the Board.
  7. Fail to report in a timely manner an actual or anticipated non-compliance with any policy of the Board.

Adopted 5/19/99

Revised 06/06/07

Appendix A - Website for Oregon Revised Statutes, Chapter 341

The complete text of Chapter 341 of the Oregon Revised Statutes is available online at:

Revised 06/06/07

Appendix B - The Policy Governance Model (copyright)

Policy Governance®, an integrated board leadership paradigm created by Dr. John Carver, is a groundbreaking model of governance designed to empower boards of directors to fulfill their obligation of accountability for the organizations they govern. As a generic system, it is applicable to the governing body of any enterprise. The model enables the board to focus on the larger issues, to delegate with clarity, to control management's job without meddling, to rigorously evaluate the accomplishment of the organization; to truly lead its organization.

In contrast to the approaches typically used by boards, Policy Governance separates issues of organizational purpose (ENDS) from all other organizational issues (MEANS), placing primary importance on those Ends. Policy Governance boards demand accomplishment of purpose, and only limit the staff's available means to those which do not violate the board's pre-stated standards of prudence and ethics.

The board's own Means are defined in accordance with the roles of the board, its members, the chair and other officers, and any committees the board may need to help it accomplish its job. This includes the necessity to "speak with one voice". Dissent is expressed during the discussion preceding a vote. Once taken, the board's decisions may subsequently be changed, but are never to be undermined. The board's expectations for itself also set out self-imposed rules regarding the delegation of authority to the staff and the method by which board-stated criteria will be used for evaluation. Policy Governance boards delegate with care. There is no confusion about who is responsible to the board or for what board expectations they are responsible. Double delegation (for example, to a board committee as well as to the CEO) is eliminated. Furthermore, boards that decide to utilize a CEO function are able to hold this one position exclusively accountable.

Evaluation, with such carefully stated expectations, is nothing more than seeking an answer to the question, "Have our expectations been met?" The board, having clarified its expectations, can assess performance in that light. This focused approach reduces the mountains of paperwork boards often feel obliged to review. Moreover, those boards which worry that they are only furnished the data management wants to give them find that, in stating their expectations and demanding a relevant and credible accounting of performance, they have effectively taken over control of their major information needs. Their staff no longer has to read their minds.

Policy Governance is a radical and effective change in the way boards conceive of and do their job. It allows greater accountability. Board leadership isn't just rhetoric. It's a reality.

For further information:

Revised 06/06/07