SP 3-15 – Evaluation of College Presidents

Colorado Community College System / System Procedure

SP 3-15

EFFECTIVE: February 9, 1989
REVISED: July 1, 1997
REVISED: January 1, 2000
RE-TITLED: September 14, 2000
RE-TITLED: August 25, 2001
REVISED: March 10, 2010
REVISED: September 8, 2021

REFERENCE: Board Policy (BP) 3-15 Conditions of Employment for College Presidents


/ Joseph A. Garcia /
Joseph A. Garcia, Chancellor


This procedure applies to presidents of colleges within the Colorado Community College System.


Board Policy 3-15 authorizes the Chancellor to establish procedures regarding the employment of College Presidents, including the conditions of the evaluation process.


The Chancellor shall conduct a comprehensive assessment of a president’s performance at least once during their contract period.

The Chancellor shall evaluate the College President’s performance based on the following criteria:

  1. Leading Change:
    Leading change involves the ability to bring out strategic change, both within and outside the college, to meet organizational goals. It requires creativity and innovation, flexibility, resilience, and strategic thinking. Leading change involves the ability to establish a vision and implement it in a continuously changing environment.

Examples of leading change may include, but are not limited to:
a. Articulating a clear vision of the college.
b. Setting clear priorities and strategies to enable the college to achieve its vision and goals.
c. Effectively involving the college advisory council members in shaping the college’s role within the community as outlined in Board Policy 2-25 – College Advisory Council.
d. Assuring responsiveness of programs in meeting labor market and community needs.

  1. Leading People:
    Leading people involves the ability to lead people toward meeting the college’s vision, mission and goals. This includes the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts.Examples of leading people may include, but are not limited to:
    a. Promoting and supporting professional development opportunities for faculty and staff.
    b. Demonstrating the ability to relate effectively with faculty and staff.
    c. Promoting an effective employee relations approach to human resource management.
    d. Developing and implementing an effective diversity plan.
  2.  Driving Results:
    Driving results involves the ability to meet organizational goals and customer expectations. This includes the ability to make decisions that produce high-quality results by applying subject matter expertise, problem solving and the ability to calculate risks.Examples of driving results may include, but are not limited to:
    a. Providing leadership to ensure appropriate level of program and service evaluation.
    b. Monitoring enrollment patterns and making necessary adjustments.
    c. Collaborating in shaping educational policy.
    d. Developing and implementing funding priorities and strategies that incorporate sound fiscal management and resource allocation.
    e. Identifying and resolving problems before they escalate into a crisis.
  3.  Building Partnerships:
    Building partnerships involves the ability to build coalitions internally and with other colleges, State and local governments, and nonprofit and private sector organizations to achieve common goals.Examples of building partnerships may include, but are not limited to:
    a. Working effectively with external constituencies including community leaders, K-12 school districts, college/university administrators, government officials, and other community organizations.
    b. Assuring college involvement in appropriate civic and community initiatives and organizations.
    c. Developing alliances/partnerships with business and industry to assure responsiveness to workforce development needs.
  4.  Achievement of College Goals and Objectives:
    In collaboration with the Chancellor, presidents shall establish college goals and objectives that are in line with system strategic initiatives and support the success and growth of the college. Presidents will be evaluated on how they set relevant and measurable goals, and in achieving those goals through the effective management of college resources.
  5. Achievement/Support of System Goals and Initiatives:
    The Chancellor will evaluate presidents on their demonstrated support of System goals and their contributions to the achievement of those goals. System goals may include strategic priorities established by the SBCCOE Board.

In assessing a president’s performance, the Chancellor may solicit feedback from the College President or others. This may include, but is not limited to:

  1. A self-assessment by the College President;
  2. College climate survey feedback;
  3. Formal and informal president feedback surveys such as 360s;
  4. Analytics demonstrating the success of the college on key performance indicators;
  5. Workforce data demonstrating success of building a diverse workforce that is reflective of the college’s student body.


CCCS reserves the right to change any provision or requirement of this procedure at any time and the change shall become effective immediately.