Standard 4
Standard 4: Governance and Decision-Making
The institution engages in clear and effective governance practices that support the achievement of its mission. Governance roles and responsibilities are delineated in widely distributed policies, and institutional decision-making processes provide opportunities for meaningful participation by relevant stakeholders.
Standard 4.1
The institution upholds an explicit commitment to principles of academic freedom, academic integrity, and freedom of inquiry. (ER 13)
- 4.1.1 - BP 3900 - Speech, Time, Place, and Manner
- 4.1.2 - AP 3900 - Speech, Time, Place, and Manner
- 4.1.3 - BP 4020 - Program Curriculum and Course Development
- 4.1.4 - AP 4020 - Program Curriculum and Course Development
- 4.1.5 - BP 4025 - Philosophy and Criteria for Degrees and General Education
- 4.1.6 - AP 4025 - Philosophy and Criteria for Degrees and General Education
- 4.1.7 - BP 4030 - Academic Freedom
- 4.1.8 - BP 5500 - Standards of Student Conduct
- 4.1.9 - AP 5500 - Standards of Student Conduct
- 4.1.10 - AP 5520 - Student Discipline Procedures
- 4.1.11 - BP 5530 - Student Rights and Grievances
- 4.1.12 - AP 5530 - Student Rights and Grievances
- 4.1.13 - CTA Agreement (Article 6)
- 4.1.14 - SBVC College Catalog - Academic Integrity
- 4.1.15 - Faculty Handbook - Syllabus
- 4.1.16 - SBVC Syllabus Template
- 4.1.17 - Faculty Ethics Statement
- 4.1.18 - SBVC College Catalog - Standards of Conduct
- 4.1.19 - Student Conduct and Behavior
- 4.1.20 - Faculty Handbook - Conduct
- 4.1.21 - SBVC Library
- 4.1.22 - Drop-In Library Workshops for Students
- 4.1.23 - Class Workshops
- 4.1.24 - SBCCD Policies and Procedures Annual List (2024/2025)
- 4.1.25 - Policies and Procedures Advisory Committee
- 4.1.26 - SBCCD Policies and Procedures Advisory Committee Roster
- 4.1.27 - SBCCD Policies and Procedures Advisory Committee Organization (2024/2025)
- 4.1.28 - BP 2410 - Board Policies and Administrative Procedures
- 4.1.29 - AP 2410 - Board Policies and Administrative Procedures
- 4.1.30 - Chancellor's Council
- 4.1.31 - AI Task Force
- 4.1.32 - AI Task Force Survey Results
- 4.1.33 - AI Task Force Recommendations (Spring 2026)
- 4.1.34 - AI Framework Recommendations (04/29/2026)
- 4.1.35 - SBVC Best Practices for AI in Teaching and Learning
Standard 4.2
Roles, responsibilities, and authority for decision-making are clearly defined and communicated throughout the institution. The institution’s structure for decision-making provides opportunities for stakeholder participation and ensures the consideration of relevant perspectives.
- 4.2.1 - BP 2430 - Delegation of Authority to the Chancellor
- 4.2.2 - AP 2430 - Delegation of Authority to the Chancellor
- 4.2.3 - BP 2510 - Participation in Local Decision-Making
- 4.2.4 - AP 2510 - Participation in Local Decision-Making
- 4.2.5 - BP 5400 - Associated Students Organization
- 4.2.6 - Chancellor Profile
- 4.2.7 - SBVC College President
- 4.2.8 - Campus Committees
- 4.2.9 - College Council Member List
- 4.2.10 - Academic Senate
- 4.2.11 - Academic Senate Constitution
- 4.2.12 - Academic Senate By-Laws
- 4.2.13 - Task Force Charge and Membership
- 4.2.14 - Participatory Governance Handbook
- 4.2.15 - Valley College Committees (2026/2027)
- 4.2.16 - Reimagining Timeline
- 4.2.17 - Reimagining Feedback
Standard 4.3
The institution’s decision-making structures are used consistently and effectively. Institutional decision-making practices support a climate of collaboration and innovation that advances the mission and promotes successful outcomes for all students.
- 4.3.1 - SBVC Master Plan (Page 9)
- 4.3.2 - Student Equity Plan (Pages 3-4)
- 4.3.3 - Educational Master Plan One-Sheet (2023-2028)
- 4.3.4 - DEI Advisory Committee
- 4.3.5 - Focus Group Project Plan
- 4.3.6 - Student Campus Climate Survey
Standard 4.4
Acting through policy, the governing board takes responsibility for the overall quality and stability of the institution, and regularly monitors progress towards its goals and fiscal health. (ER 7)
- 4.4.1 - BP 2200 - Board Duties
- 4.4.2 - Board Book (12/12/2025)
- 4.4.3 - SBCCD Strategic Plan (2022-2027)
- 4.4.4 - Strategic Planning
- 4.4.5 - Strategic Plan Progress Report - Executive Summary (2022-2027)
- 4.4.6 - Strategic Plan - Status Update (Goal 4)
- 4.4.7 - Weekly Roundup (12/2025)
- 4.4.8 - Strategic Plan - Status Update (Goal 1)
- 4.4.9 - President's Board Report (06/2026)
- 4.4.10 - President's Board Report (05/2026)
- 4.4.11 - Improving Student Success through People, Culture and Belonging
- 4.4.12 - Board of Trustees Minutes (01/09/2025)
- 4.4.13 - Budget Revenue and Expenditure Summary
- 4.4.14 - Strategy Session (07/23/2026)
- 4.4.15 - Strategy Session (08/28/2025)
- 4.4.16 - Board Book (06/11/2026)
- 4.4.17 - Board Planning Calendar
- 4.4.18 - CCFS-320 Apportionment Attendance Report for FY 2025 Period 3
- 4.4.19 - Board Legislative Committee Packet (01/09/2025)
- 4.4.20 - Board Book (08/14/2025)
- 4.4.21 - Board Book (09/04/2025)
- 4.4.22 - Board Book (04/09/2026)
- 4.4.23 - Board Book (06/11/2026)
Standard 4.5
The governing board selects and evaluates the institution’s chief executive officer (CEO). The governing board gives the CEO full authority to implement board policies and ensure effective operations and fulfillment of the institutional mission.
- 4.5.1 - BP 2431 - Chancellor Selection
- 4.5.2 - BP 2435 - Evaluation of the Chancellor
- 4.5.3 - AP 2435 - Evaluation of the Chancellor
- 4.5.4 - Board Book (08/14/2025)
- 4.5.5 - Board Book (09/04/2025)
- 4.5.6 - Board Book (06/11/2026)
- 4.5.7 - Board Book (11/13/2025)
- 4.5.8 - Board Book (03/12/2026)
- 4.5.9 - Board Book (11/13/2025)
- 4.5.10 - Board of Trustees Strategic Planning and Goals
- 4.5.11 - BP 2430 - Delegation of Authority to the Chancellor
- 4.5.12 - BP 6100 - Delegation of Authority - Business and Fiscal Affairs
- 4.5.13 - Board Master Planning Action Calendar - Apportionment
- 4.5.14 - Board Book (05/14/2026)
- 4.5.15 - Budget Calendar
Standard 4.6
The governing board functions effectively as a collective entity to promote the institution’s values and mission and fulfill its fiduciary responsibilities. The governing board demonstrates an ability to self-govern in adherence to its bylaws and expectations for best practices in board governance. (ER 7)
- 4.6.1 - Board of Trustees Report of Action - Board Vote
- 4.6.2 - BP 2715 - Code of Ethics/Standards of Practice
- 4.6.3 - Ethics in the Public Sector
- 4.6.4 - Strategy Session (05/22/2025)
- 4.6.5 - Board Retreat (06/2025)
- 4.6.6 - Strategy Session (09/25/2025)
- 4.6.7 - Strategy Session (02/27/2025)
- 4.6.8 - Board Handbook
- 4.6.9 - CCLC Board Handbook
- 4.6.10 - Trusteeship - Tasks, Knowledge, and Skills
- 4.6.11 - CCLC Board Chair Handbook
- 4.6.12 - CCLC Student Trustee Handbook
- 4.6.13 - BP 2745 - Board Self-Evaluation
- 4.6.14 - Board Retreat - Day 1 (06/24/2025)
- 4.6.15 - Board Retreat - Day 2 (06/25/2025)
Required Documentation - Governance and Decision-Making
| Required Item | Documentation |
| i. Governing board policies/procedures for selecting and regularly evaluating its chief executive officer | |
| ii. Documentation or certification that the institution’s CEO does not serve as the chair of the governing board (ER 4) | |
| iii. Governing board policies/procedures/bylaws related to Board Ethics | |
| iv. Governing board policies/procedures/bylaws related to conflict of interest |
Other Federal Regulation and Related Commission Policies
| Required Item | Documentation |
| i. Documentation of the institution’s appropriate and timely effort to solicit third party comment in advance of the Focused Site Visit and – if applicable - cooperate with the review team in any necessary follow-up | |
| ii. Documentation that the institution provides accurate information for the public concerning its accredited status with ACCJC on its institutional website, no more than one page (one click) away from the home page |
