SCC BOARD MEMBERS
Goals of the Board
FY 2026-2027
Purpose: These goals guide the Board’s governance work in support of the College’s Strategic Outcomes, fiduciary responsibilities, and accreditation expectations. The goals are intended to clarify the Board’s stewardship role, inform committee work, and support effective monitoring – without extending into administrative operations.
- Strengthen Strategic Stewardship and Monitoring
Provide clear stewardship of the College’s Strategic Plan by aligning Board agendas, committee work, and monitoring discussions with adopted Strategic Outcomes and long-range institutional priorities. Emphasize the Board’s role in oversight and evaluation rather than operational implementation.
Success is reflected when the Board has a shared understanding of strategic priorities and receives monitoring information that meaningfully demonstrates progress toward outcomes over time.
- Provide Principled Financial Stewardship and Long-Range Guidance
Establish clear governance-level guidance to support development and oversight of the College’s multi-year financial planning. Focus on sustainability, risk tolerance, and alignment between financial decisions and institutional priorities, while enabling the Board Finance Committee to carry out its work effectively.
Success is reflected when the Board Finance Committee can confidently advise the full Board on financial tradeoffs, risks, and long-term implications of major decisions.
- Exercise Long-Range Facilities and Infrastructure Stewardship
Guide facilities and infrastructure decisions by articulating Board-level principles that balance access, sustainability, fiscal responsibility, and mission impact. Ensure facilities planning is considered in relation to enrollment realities, financial capacity, and long-term institutional resilience.
Success is reflected when facilities priorities are understood in terms of strategic value, risk mitigation, and long-term cost implications rather than individual projects.
- Promote Effective Governance and Transparency
Maintain effective governance practices through regular Board self-reflection, transparent communication, and public posting of annual Board goals. Reinforce governance discipline that supports strategic focus, accountability, and public trust.
Success is reflected when the Board’s governance practices are transparent, aligned with adopted policies, and clearly communicated to internal and external stakeholders.
State Mandated Leadership Training for Trustees (SB 2174)
The members of the Shawnee Community College Board of Trustees comply with the Community College Trustee state law that mandates leadership in accordance with SB 2174 (Public Act 99-0692). The law requires all community college trustees elected or appointed after January 1, 2017, to complete four hours of training during their first, third, and fifth years in office. It is also required by law that each community college district maintain a listing of all board members who have successfully completed the training, as well as those who have not.
In order for a community college trustee to obtain credit for training, the program must be offered by the Illinois Community College Trustees Association (ICCTA) or provider of the Illinois Community College Board (ICCB).
The following Trustees have successfully completed their 1st year of term training:
- Andrea Witthoft
- April Moore
- Deborah Shelton-Yates
- Dr. John Earnhart
- Nancy Holt
- Steve Heisner
- Tiffany Schultz
2025-2027 Trustee Training
The following Trustees have completed their 2025-2027 Trustee Training:
- Andrea Witthoft
- Dr. John Earnhart
- Nancy Holt
- Steve Heisner
- Tiffany Schultz
Policy Governance Training
All trustees have completed 8 hours of Policy Governance Training (as of Feb. 7, 2022).
The following Trustees have completed an additional 6 hours of Policy Governance Training as of January 27, 2024.
- Andrea Witthoft
- Deborah Shelton-Yates
- Nancy Holt
- Steve Heisner
- Tiffany Schultz
Engagement with Local Leaders
During their June 2021 ICCTA-led annual review, the Board embraced the opportunity to leverage their public influence and strengthen the community’s perception of the College. They recognized the importance of engaging with local leaders and decided to enhance their visibility by attending K-12 school board meetings and local graduation ceremonies. This proactive initiative reflects the Board’s dedication to fostering stronger relationships with K-12 institutions and showcasing the College’s support for education at all levels.