The Many Roles of the Chief Instructional Officer Presented by Pam Deegan Monterey Bay March 22, 2011 Presented by Pam Deegan Monterey Bay March 22, 2011

Agenda  Your role with:  With the faculty  With your instructional team  With your president  With your Board of Trustees  Your role with:  With the faculty  With your instructional team  With your president  With your Board of Trustees

Your role with the faculty  Many reasons why people go into administration:  Status  Power  Control  Money

Your role with the faculty In general terms – Transformational Leadership  Collegial  Trust  Honesty  Honor process  Transparency  No side deals  facilitate  Collegial  Trust  Honesty  Honor process  Transparency  No side deals  facilitate  Respect  Empower others  Humor  Honor and celebrate achievements

Specifics relative to role with constituent groups  Your role is dependent upon your 10+1

Education Code §70902 (b)(7) “The Governing Board shall … ensure … the right of academic senates to assume primary responsibility for making recommendation in the areas of curriculum and academic standards.”

Title 5 § Powers (A) Governing Board shall adopt policies delegating authority and responsibility to its Academic Senate. (B) Policies in (A) shall be adopted through collegial consultation with the Academic Senate. (C) Guarantees the Academic Senate the right to meet with or appear before the board.

Title 5 § Definitions (B) Academic Senate means an organization whose primary function is to make recommendations with respect to academic and professional matters. (C) Academic and Professional matters means the following policy development and implementation matters:

THE Ten... Section (c)  Curriculum, including establishing prerequisites  Degree & Certificate Requirements  Grading Policies  Educational Program Development  Standards & Polices regarding Student Preparation and Success  College governance structures, as related to faculty roles continued...

THE Ten… (continued) Section (c)  Faculty roles and involvement in accreditation process  Policies for faculty professional development activities  Processes for program review  Processes for institutional planning and budget development

…plus One Section (c)  Other academic and professional matters as mutually agreed upon.

Collegial Consultation Section (d) District Governing Board is required to consult collegially with the Academic Senate and develop policies on academic and professional matters through either or both: 1. Rely primarily upon the advice and judgment of the Academic Senate 2. Reach mutual agreement with the Academic Senate by written resolution, regulation, or policy

Do you know your ??

Collegial Consultation - Definitions Section (d) (D) Requires procedures for responding to Academic Senate recommendations that include: 1.When rely primarily, the recommendation of the Academic Senate will normally be accepted, and only in exceptional circumstances and for compelling reasons will they not be accepted.

2. When mutual agreement and an agreement has not been reached:  Existing policy remains in effect except in cases of legal liability or fiscal hardship  Board may act - after a good faith effort - only for compelling legal, fiscal, or organizational reasons.

Compelling Reasons These terms mean that … in instances where a recommendation is not accepted the reasons for the board’s decision must be in writing and based on a clear and substantive rationale which puts the explanation for the decision in an accurate, appropriate, and relevant context. --Participating Effectively in District and College Governance (a publication of Academic Senate for California Community Colleges)

Title 5 § – More Powers (E) Academic Senate may assume responsibilities and perform functions as may be delegated by the Governing Board (F) Appointment of faculty members to college committees shall be made by the Academic Senate - requires consultation with CEO or designee

So, what is your role??  Depends upon which items are “primarily rely” and which are “mutually agree”

The CIO’s role in Primarily Rely  More passive role  Make headway due to “respect” role  Advise  Keep things legal  Remind of process  Examples  More passive role  Make headway due to “respect” role  Advise  Keep things legal  Remind of process  Examples

Mutually Agree and the CIO role  More active role  CIO may co-chair  CIO represents the President  Still maintain collegiality  Examples  More active role  CIO may co-chair  CIO represents the President  Still maintain collegiality  Examples

When it Comes to Curriculum  Regardless of primary rely or mutually agree, you should take an active role in program approval process.  MO may vary.  Regardless of primary rely or mutually agree, you should take an active role in program approval process.  MO may vary.

Role with Instructional Team  You are your team  Transformational traits  Need to provide adequate structure, internal processes, and predictability  Team needs to know they can try new things and be able to fail without admonishment  Help your team establish instructional goals  Never lose your cool or use humiliation or sarcasm  Come to meetings prepared  Be prepared - Use the old “Alternate Choice” method  Deans’ Retreat Concept  Celebrate !  You are your team  Transformational traits  Need to provide adequate structure, internal processes, and predictability  Team needs to know they can try new things and be able to fail without admonishment  Help your team establish instructional goals  Never lose your cool or use humiliation or sarcasm  Come to meetings prepared  Be prepared - Use the old “Alternate Choice” method  Deans’ Retreat Concept  Celebrate !

Role with the President  Inform the president of what is going on so she can make informed decisions  Thoroughly discuss issues at President’s Cabinet  Okay to disagree, but when decision is made, get with the program  Don’t disrespect and blame the president when in committee  Be ethical, if you can’t agree with majority of decisions, question your role at the college  Inform the president of what is going on so she can make informed decisions  Thoroughly discuss issues at President’s Cabinet  Okay to disagree, but when decision is made, get with the program  Don’t disrespect and blame the president when in committee  Be ethical, if you can’t agree with majority of decisions, question your role at the college

Role with Board of Trustees  YOU report to the PRESIDENT!  What is your college policy?  President needs to know of requests and conversations  Many presidents do not want contact with Board unless through the President’s office  YOU report to the PRESIDENT!  What is your college policy?  President needs to know of requests and conversations  Many presidents do not want contact with Board unless through the President’s office

Questions?