A fundamental factor in the successful operation of any community college is the maintenance of sound and harmonious work relationships between boards of trustees and presidents. These relationships are subjected daily to a variety of stresses which occasionally result in their deterioration. Such deterioration is inevitably accompanied by consequences which are detrimental to both institutions and individuals. The Illinois Community College Trustees Association developed this code of ethics as a guide for establishing sound Board/President relationships to help maintain an environment of trust and mutual support.

When dealing with the Board of Trustees, the President should:

1. Keep Board members fully informed regarding the state of the institution--its strengths, opportunities for improvement, and progress toward achieving its objectives.
2. Recommend to the Board for its consideration and approval those policies or policy changes considered important for effective operation of the College.
3. Provide the Board with careful study and advice regarding all policy proposals initiated by the Board.
4. Support Board decisions and exercise maximum effort to implement such decisions, even though they may have been made without or against his/her recommendation.
5. Treat all members of the Board equally. Maintain a professional and evenhanded stance in the unhappy event of a division of the Board or of unfriendly relations among Board members.
6. Be sympathetic and understanding of the difficult position of Board members in representing the College's many publics, and assist them to the best of his/her ability to discharge their roles in an effective fashion.
7. Represent individual members of the Board in a professional and supportive manner to all factions of the public, even though the President may privately disagree with the stand or behavior of a Board member.
8. Provide the Board with a professional and objective assessment of any opportunities the President sees to improve its operation and general functioning.
9. Avoid public utterances or actions which will discredit the Board, undermine public confidence, or otherwise serve to damage the image of the College.
10. Work closely with the Board and particularly so with its Chairman so that the district will benefit from a strong and coordinated team approach.
11. Provide maximum assistance to new members in their indoctrination to Board membership.
12. Provide the Board with appropriate advance notice of plans to resign or seek another position.
13. Avoid discussing with the public contractual difficulties or agreements regarding job separation that may have been reached with the Board of Trustees.

When dealing with the President, the Board of Trustees should:

1. Be sympathetic and understanding of the difficult position of the President in carrying out his/her leadership responsibilities amid the wants and concerns of students, faculty, staff, and the general public.
2. Seek his/her advice and counsel regarding matters of policy before making a final decision.
3. Give him/her full confidence and support realizing that the chief executive needs this assistance if he/she is to perform with maximum effectiveness.
4. Expect its Chairman to work particularly closely with the President to promote and facilitate the best possible communication and cooperation between the Board of Trustees and its President.
5. Inform the President immediately of any questions or concerns about the College or district so that appropriate follow-up actions may be taken.
6. Help assure the orderly operation of the College by insisting that employees make use of established channels before bringing their concerns to the Board.
7. Require that the interests and welfare of the entire district be considered before those of any special interest group.
8. Assist him/her by supporting fully all Board decisions once they have been made, even though the vote may have been divided.
9. Inform the President immediately of any concerns regarding performance, conduct, or style that, in the opinion of the Board, require attention.
10. Provide the President with adequate time to correct any deficiencies noted.
11. Exert every effort to conduct discussions relating to contract termination in a professional manner, always being sensitive to the potential for damage to both the district and the President.
12. Avoid discussing with the public contractual difficulties or agreements regarding job separation that may be reached with the President.
13. Give the President a reasonable period of time to find another position if job separation is required.