Leadership Role of the CIO

1. Usually leaders run aground when they start to think that leadership is an individual sport. If that happens, you are no longer a leader.

2. Leadership Role of the CIO Randy Lawson 411Academy OCTOBER 2016 Dona Boatright CCCC Vice Chancellor, Emeritus In California Community Colleges

3. Overview • Some History • The Rules • Key Regulations • Managing at the College • Key Issues • Resources and Tips

4. Some History • 1907 First Junior College (Fresno) but as a segment of K-12 • 1921 First independent CC District (Modesto) • 1960 California Educational Master Plan • 1978 Proposition 13 • 1988 AB 1725 and Proposition 98

5. Key Legislation • The Master Plan for Higher Education • The Rodda Act • AB 1725 • The “50% Law” • SB 1440 • The Student Success Act

6. The Rodda Act • SB160 (1975) gave colleges mandated collective bargaining with binding agreements • Collective bargaining includes: “All matters related to wages, hours of employment, terms and conditions of employment”. (Government Code 3543.2) • Created PERB • Created a great deal of power for unions

7. Tension and Strife State Wide Academic Senate Strengthens Proposition 13 passes

8. AB 1725 • Reform Legislation in 1988 At State level created current structure of Board of Governors and Chancellor’s Office At colleges • Evaluation-meant to be a solid 4 yr. process • Removed automatic tenure for administrators • Governance reform • Institutionalized faculty participation in many arenas

9. Additional Changes Made by AB 1725 • went from ADA (average daily attendance) to FTES and some program based funding • Credentials were eliminated • Staff development was introduced • Goals were suggested for full/time part time ratios

10. AB 1725 • Diversity goals were established • Administrator’s ability to retreat to the faculty was altered • Changed the role of faculty in participating in the governance of the college • AB 1725 gave the right of academic senates to assume primary responsibility for making recommendations in the areas of academic and professional matters

11. Academic and Professional Matters of Senate interest • Degree and certificate requirements • Curriculum, including establishing prerequisites and placing courses within disciplines • Grading policies • Educational program development • Standards or policies regarding student preparation and success • District and college governance structures, as related to faculty roles • Faculty roles and involvement in accreditation processes, including self study and annual reports • Policies for faculty professional development activities • Processes for program review • Processes for institutional planning and budget development, and • Other academic and professional matters as mutually agreed upon between the governing board and the academic senate. Title 5 §53200

12. BOG & Chancellor’s Office • Mission is to “Empower” the colleges through leadership, advocacy and support • Oversight of College Districts • Develop and manage passage of new regulations through consultation with interest groups within and without of the system • Assist colleges in meeting regulations through grants • Liaison with Legislature • Manage and Distribute funding to the colleges

13. Leadership in a bureaucratic environment • Know the rules, but don’t let them rule you

14. Statute Regulations Local board policy The hierarchy of rules • Statute: state law—the Education Code • Regulation: Title 5 (of the California Code of Regulations) adopted by the Board of Governors • Local board policy: local implementation of regulations

15. Statute: Education Code • Section 70901: • (a)The Board of Governors of the California Community Colleges shall provide leadership and directionin the continuing development of the California Community Colleges as an integral and effective element in the structure of public higher education in the state.The work of the board of governors shall at all times be directed to maintaining and continuing, to the maximum degree permissible, local authority and control in the administration of the California Community Colleges. • 70901(b)(6):Establish minimum conditions entitling districts to receive state aid for support of community colleges.

16. Ed Code, cont’d • 70902. (a) Every community college district shall be under the control of a board of trustees, which is referred to herein as the "governing board." …The governing board of each community college district shall establish rules and regulationsnot inconsistent with the regulations of the board of governors and the laws of this state for the government and operation of one or more community colleges in the district.

17. Ed Code Sections of Note • 87482.5 – “67% Law” • 84362 – “50% Law” • 87482.6 – Full-Time Obligation (FTO) or Full-time Obligation Number (FON) • 87608, 87608.5, 87609 – Faculty Tenure • 70902b4 – Right of Assignment

18. The 50% Law

19. The 50% Law was enacted in 1961 as Education Code 17503 to promote smaller class sizes in k-12 and junior colleges. • At that time, most teacher costs were related to teaching in the classroom. • This statute (Education Code §84362) requires “there shall be expended each fiscal year for payment of salaries of classroom instructors by a community college district, 50 percent of the district’s current expense of education.” • The bill does not include anything not related to the actual teaching in the classroom--no counselors, no librarians, no technology (even if used for teaching), and no reassigned time. • Since that time, various laws—including AB 1725—moved many faculty away from the classroom.

20. Major Impact: • AB 1725 expanded the role of community college faculty in terms of participatory governance—a role that has taken many faculty out of the classroom which has created a difference between k-12 faculty and community college faculty.

21. History can Haunt Us • Most colleges are so close to the 50% line, that that information is what drives certain hiring and purchasing decisions. • We need more counselors, but often can’t hire more due to the fact that counseling faculty do not count toward the 50% law. • We need more computers, smart technology, and equipment, but can’t buy it as it does not count toward the 50% law. • We often need more classified or administrators, but can’t count them toward the 50% law.

22. 50% LAW REFERENCE GUIDE • IN THE SIMPLEST TERMS, THE 50% LAW IS CALCULATED BY DIVIDING INSTRUCTIONAL SALARIES AND BENEFITS BY TOTAL EXPENSES. THIS CAN BE DISPLAYED AS: • Instructional Salaries and Benefits Expense Total Expenses (Current Expense of Education) • Counts Toward 50% Goal • Salary and Benefit Costs of: Classroom Faculty, Instructional Aides • And Instructional Service Agreements • Prepared by SDCCD as a 50% Law reference guide

23. Expenses Not Counted Toward 50% Goal Salary and Benefit Costs of: Counselors (faculty) Librarians (faculty) Faculty Coordinators Faculty Directors (such as EOPS) Release time for Department Chairs ESU's for Department Chairs Non-classroom faculty assignments Nurses,Deansand other Administrators Board of Trustees Admissions and Records staff, Business & Technology Services staff Human Resources staff, College Police staff Facilities and Maintenance staff • Operating Costs: Utilities • Insurance Legal Audit Fees • Travel and Conference expenses Materials and supplies • Professional Services Replacement Equipment • Military Programs (Contracts) • Software Maintenance and licenses that ex tend useful life or capacity

24. Expensesnot included (continued) Operating Expenses: Utilities Insurance Travel and Conference Expenses Replacement Equipment

25. Outside the 50% Calculation • Costs funded by Categorical Programs • Building and equipment leases • New equipment • Community Services & Economic Dev. • Child Development Centers Costs funded by Lottery funds • Student Transportation • Cafeteria & Bookstore operations (ABSO) • Retiree related expenses (e.g.healthbenefits)

26. SB 1440 • In 2010, the legislation passed SB 1440 and subsequent bills to reform the ability of students to transfer from the community colleges to the California State University (CSU) • The bill called for the community colleges to create 60 unit transfer degrees that are fully transferable to the CSU • The academic senates from the CSU and the community colleges worked together to determine what the transfer majors would look like

27. Title 5 regulations • Minimum conditions for receipt of state support • Standards of scholarship (§51002) • Remedial coursework limit (§55765.5) • Grade changes (§55760) • Award of degrees and certificates (§51004) • Minimum requirements for the Associate Degree (§55806) • Open courses (§51006) • Equal employment opportunity (§51010) • Student fees (§51012) • Curriculum (§51021)

28. Regulatory Oversight • Department of Finance • Legislative Analyst Office If DOF believes there is an unfunded mandate embedded in a new regulation, they can quash it. If LAO feels regulation oversteps intent they will have major influence upon the BOG decision.

29. Local Board Policy • Policies implementing Title 5 regulations • Per Ed Code 70902 above • Be aware of your own district’s policies

31. Title 5 regulations • Minimum conditions for receipt of state support • Standards of scholarship (§51002) • Remedial coursework limit (§55765.5) • Grade changes (§55760) • Award of degrees and certificates (§51004) • Minimum requirements for the Associate Degree (§55806) • Open courses (§51006) • Equal employment opportunity (§51010) • Student fees (§51012) • Curriculum (§51021)

32. Minimum Conditions Compliance • Be aware of all the elements • Know which ones are your responsibility • Pay attention to deadlines on reporting

33. Minimum Conditions Compliance Advice • Some topics “involve greater likelihood of violations and will be monitored more closely” • “Self-compliance and other mechanisms” will now be used for some issues which are tracked elsewhere: Comprehensive Plans Approval of new colleges and educational centers Accreditation Counseling programs Institutional Objectives Faculty, staff and student participation in governance • or through the complaint process

34. regulations…who cares…

35. Regulations—who cares?You Should!!! • Ethical commitments made by those who sign off on compliance • Economic implications for failure to adhere to regulations that have apportionment sanctions attached • Political implications of flouting of regulations

36. Oversight Challenges“System” is a State Entity (“sorta”) • Chancellor’s Office staffing changes • Chancellor’s Office leadership changes • New Chancellor now on board • Legislative interest changes • State economy tanks or booms • Scandal occurs • One college’s bad behavior infects the system

37. Leadership is Key • Stretch people to potentially achieve goals they didn’t think were possible. • Be direct. Don’t tiptoe around hard issues. • Be an“information socialist”. Don’t hoard information.

38. ManagingLeadingat the College You cannot know all the information all the time. Key is to be AWARE of: • your areas of responsibility • where to find information quickly when you need it • who you can call when you cannot find it!

39. Leadingat the College • Hiring • Evaluation • Scheduling • Assignment/Load • Contract Negotiations and Management • Short and Long Term Planning • Conflict Resolution

40. F/T Faculty Hiring/Evaluation • Use CIO network for “real” reference checks • Keep department culture in mind (good fit or change agent?) • Be advocate for students • Be vigilant during first year • Be bold

41. P/T Faculty Hiring/Evaluation • Avoid Crisis or Convenience Hiring • Create Part-Time Faculty Pools • Pay attention to Evaluation process • Monitor Re-hire process • Student evals & complaints • Grading practices • Student retention • Avoid “owning” mediocre PT faculty • Be Advocate for Student Needs

42. Collective Bargaining • Be involved whether at the table or not • Pay attention in your practices • Don’t be petty • Avoid setting unwanted precedents • Train your Deans and Chairs

43. Faculty Assignment and Load/Contract Enforcement • Quest for Perfect Schedule for STUDENT needs as opposed to faculty • Be strict, consistent but not inflexible • Create an ethos of fair process so you do not have to overrule your dept. chairs • KNOW the contract

44. Planning • EDUCATIONAL MASTER PLAN • BUDGET Planning • Strategic Planning • Integrated Planning

45. Conflict Management • Maintain communication with deans/chairs • Follow college processes • Document conversations • Be creative • Use resources: HR, Medical, Legal

46. . REMEMBER: It’s not about you. You don’t lead by your position. You lead by how you influence other people’s thinking.

47. Awareness of Statewide Issues • Know the System Office Structure & Staff • Use the tools: • websites • Read the memos • Meet the deadlines • Ask questions • Engage with the Consultation Process

48. Institutional Effectivenessand Student Success Major State Issues of the Moment Transfer Degrees Baccalaureate Degrees Basic Skills Initiative Adult Education Student Completion Meaningful Programs/Jobs Compliance and Accreditation

49. vvAccredita Accreditation Spring 2016: New Standards apply Future of Commission unknown

50. Accreditation Liaison Officer • CIO should be A.L.O. • Instruction core of College • Linkages need to be known • Worldview • relationships