Peralta Community College District Broken Board Governance and Bad Behavior Executive Summary The Peralta Community

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  Effective educational institutions that foster learning and achievement most often excel by delivering programs and services laser-focused on students. Per the ACCJC, ethical and effective leadership throughout an organization is an essential component that helps lead to such success. Over the better part of the last decade, Peralta’s Board of Trustees have lost sight of this with board members’ infighting and some treating executive leadership as the enemy while battling for control amongst themselves. While state educational authorities warned the institution was in threat of financial insolvency and its colleges were dangerously close to losing accreditation, the Peralta Board of Trustees failed to use a team approach to solve the problems it faced. In 2019, the board brought in a new chancellor who began to address many of the state’s financial concerns, yet individual trustees’ insistence on controlling the traditional roles delegated to the chancellor contributed to her resignation in less than nine months. The chancellor’s letter of resignation highlighted unhealthy board governance that had lasted for years. Controlling administrative hires, encouraging a culture of infighting, and disrespectful exchanges at meetings were common occurrences and confirmed by the grand jury. Black administrators felt as though the attacks were racially motivated. Claims of backroom dealing and secret meetings displayed abandonment of good governance and sound ethical standards. Renewed calls by state educational authorities to address governance required action. The grand jury acknowledges and commends the Peralta Board of Trustees for adopting a board Statement of Cooperation that was the culmination of a longer process of self-evaluation in 2020. It is also commendable that the board brought in FCMAT and consultants to develop 34
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  plans to address many of FCMAT’s recommendations for change. The board also moved quickly to fill the chancellor’s position after a series of resignations, yet there is significant concern by many that some key reforms may be abandoned. Problems related to long-term declining enrollment and fiscal instability demand leadership, vision, and collaboration between trustees and administrators. As one statewide educational expert warned, the Peralta board will continue to get in trouble, make small efforts to improve, then go back to their old ways. Within months of the adoption of the statement of cooperation, another chancellor, who was serving in an interim capacity, resigned and the grand jury found that some of the key ongoing board governance concerns have not been resolved. Cohesion, civility, trust, and mutual respect are critical elements of an effective governing board. Tension, poor communication, lack of unified goals, and divisive individual behavior at Peralta have resulted in the board's inability to fulfill its mandate effectively. Interference in the traditional roles of the chancellor, secret meetings, and backroom dealing destroy staff morale and the board’s relationship with the administrative team. Without reform or change in board behavior, Peralta’s students, so in need of this essential institution, will continue to suffer.

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