BFAA EXHIBIT

SUGGESTED PRESIDENTIAL SEARCH PROCESS

1.01 Review and Update the Position Description (Changes will require formal action by the Board to update college policy BFAA Local.)

1.02  Consider Engaging a Search Firm (strongly recommended)

Examples of firms in this space include the Association of Community College Trustees (ACCT), Academic Career & Executive Search (ACES), the Hollander Group, Academic Search, AGB Search, etc.  At the time of this writing, the website higheredjobs.com provided a list of search firms linked to the homepage of the site). The search firm will help with each of the following steps.

1.03 Gather Input from College Community and Community Stakeholders

Through surveys or campus meetings, solicit input on desirable leadership characteristics, expected qualifications, and behavioral expectations for the next president.  In addition to informing the search process, the process itself facilitates a sense of shared engagement in the next presidency.

1.04 Form Search Committee (see college policy BF Legal)

1.04.1 The search committee is often chaired by a trustee and may include up to three trustees total in addition to representatives of internal constituencies and community stakeholders. 

1.04.2 The search committee’s work includes review of applicant packets, conducting initial screening interviews, and recommending three to five candidates for in-person interviews.  Committee members often serve as hosts for on-campus interviews.

1.04.3 The Office of Human Resources should present information about expectations and guidelines to all committee members to ensure a professional experience for candidates and compliance with relevant laws and college policies.

1.05 Create a Presidential Profile

The profile should be a professionally designed electronic document with the following information:

1.05.1 Short description of “The Opportunity” (example from a recent search: “The [institution name] invites applications for the position of President at a pivotal moment in the institution's 135-year history. This search represents an opportunity for an accomplished academic and executive leader to guide one of the nation's most distinctive public science and engineering universities toward its next phase of impact and recognition.”)

1.05.2 The college’s mission, vision, and values (should emphasize the AC Way)

1.05.3 Institutional overview (e.g., size of enrollment, number of programs, service area, accreditation status, size of campus – including main features, placement/transfer data, student demographics, description of student life including athletics and visual/performing arts programs, etc.).  This section sometimes includes a description of anticipated opportunities and challenges for the new president.

1.05.4 Position summary (e.g., CEO position reporting to locally elected governing board, primary position functions, leadership expectations, etc.)

1.05.5 Position essential duties and responsibilities (directly from position description)

1. Governance and board relations

2. Academic and strategic leadership

3. Human resources and organizational development

4. Finance, facilities, and operations

5. Compliance and administrative oversite

6. Advocacy, key relationships, and advancement

1.05.6 Position preferred and minimum qualifications (often also includes desired leadership characteristics)

1.05.7 Presidential priorities and/or vision (for example, student-centered leader, visible and engaged leadership, collaborative and transparent communicator, ability to develop workforce and community partnerships, etc.)

1.05.8 Community description emphasizing selling points (e.g., business environment, healthcare options, recreational opportunities, community highlights, proximity to major metropolitan areas, quality of life factors, etc.)

1.05.9 Position compensation (often described as “competitive” instead of a salary range, but should include a description of benefits)

1.05.10 How to apply and application requirements (e.g., letter of interest addressing the candidate’s qualifications and institutional priorities and vision, curriculum vita or resume, names and contact information for three to five professional references, etc.)

1.05.11 Contact information for confidential inquiries and referrals

1.06 Create a “Presidential Search” Webpage

1.06.1 Linked to the college’s homepage, the presidential search page should include:

1. Link to the Presidential Profile document, links to the websites of community resources (e.g., Chambers of Commerce, Texas Forest Country Partnership, City of Lufkin, Angelina Arts Alliance, etc.), and link to application submittal website

2. Contact information for confidential inquiries and referrals

1.06.2 The webpage should have the look and feel of the college’s website

1.07 Post the Position

1.07.1 Include the date by which applications must be received for full consideration and the anticipated start date

1.07.2 It is generally recommended to post the position on resources with national reach such as higheredjobs.com and the Chronicle of Higher Education.

1.08 Search Committee Applicant Review and Semi-Finalist Interviews

Except for confidential inquiries during the posting phase of the process, the Office of Human Resources should serve as the primary point of communication for applicants throughout the search process (e.g., following-up on applicant questions, scheduling online and in-person interviews, travel arrangements, etc.).  The search committee’s work includes the following:

1.08.1 Create a rubric and/or qualification matrix to ensure consistency in the candidate evaluation process; all applicants with completed application packets should receive search committee document review

1.08.2 Use results of document review process to narrow the applicant pool to seven to 12 applicants (semi-finalists)

1.08.3 Develop a list of interview questions for interviews with semi-finalists and an interview rubric for evaluating the online interviews

1.08.4 Conduct online interviews that are 30 to 45 minutes in duration with each semi-finalist and document the committee’s assessment of the candidate’s performance/responses using the interview rubric.  Send the documentation to the Office of Human Resources.

1.08.5 Develop a candidate pool of three to five applicants (finalists) for in-person interviews

1.08.6 Optional at the board’s discretion: prepare a list of questions for the search committee interview during on-campus interview process (note: some boards choose to ask the search committee to conduct finalist interviews, others do not.)

1.08.7 Prepare a summary of all committee feedback for each finalist candidate and deliver it to the Office of Human Resources for review by the Board of Trustees

1.09 Finalist Interviews

1.09. 1 Typically, finalist interviews require travel to the college for a series of in-person interviews

1.09.2 The interviews typically include the following:

1. Meeting with search consultant / breakfast

2.  Interview with search committee

3. Interview with faculty and staff in an open-forum environment

4. Interview with students and/or alumni in a small-group environment

5. Guided campus tour

6. Interview with community stakeholders in a small-group environment (may be a luncheon)

7. Interview with Executive Council and Deans

8. Interview with the Board of Trustees (may be a dinner with spouses followed by an interview with trustees)

1.09.3 The participants in each interview, except the interview with the Board, should submit feedback about the interview to the Office of Human Resources

1.09.4 The Office of Human Resources should aggregate all interview feedback and provide it to the Board of Trustees

10. Identification of Finalist, Offer, and Contract Negotiation (see college policy BF Legal)

After the board reaches a decision, the board typically authorizes the Board President to communicate with the finalist with support from the Office of Human Resources and General Counsel

The Vice President of Business Affairs is responsible for reviewing and updating this regulation. Policy reviews are made in accordance with the Office of Institutional Effectiveness Policy Tracking document.

Adopted: 04/2026

Revised: