The Many Roles of the Chief Instructional Officer

1. The Many Roles of the Chief Instructional Officer Presented by Pam Deegan San Diego October 20, 2009

2. Agenda • Your role with: • the faculty • your instructional team • your president • your Board of Trustees

3. Your role with the faculty • Many reasons why people go into administration: • Status • Power • Control • Money

4. Collegial Trust Honesty Honor process Transparency No side deals Facilitate Respect Empower others Humor Honor and celebrate achievements Your role with the facultyIn general terms – Transformational Leadership

5. Specifics relative to role with constituent groups • Your role is dependent upon your 10+1

6. 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.”

7. Title 5 § 53203 - 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.

8. Title 5 § 53200 - 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:

9. THE Ten . . . Section 53200 (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 . . .

10. THE Ten… (continued) Section 53200 (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

11. …plus One Section 53200 (c) • Other academic and professional matters as mutually agreed upon.

12. Collegial Consultation Section 53200 (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

13. Do you know your 10 + 1??

14. Collegial Consultation - Definitions Section 53200 (d) (D) Requires procedures for responding to Academic Senate recommendations that include: • 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.

15. 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.

16. 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)

17. Title 5 § 53203 – 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

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

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

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

21. 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 • Be prepared - use the old “Alternate Choice” method • Deans’ Retreat concept • Celebrate !

22. 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

23. 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

24. When it Comes to Curriculum • Regardless of primary rely or mutually agree, you should take an active role in program approval process • Your job is to keep it legal

25. Curriculum Approval • Primary source is the Program and Course Approval Handbook available on the State Chancellor’s website (http:www.cccco.edu/Portals/4/pcah_032009.pdf) • Includes: • Module 1 (Introduction) • Module 2 (Credit Curriculum) • Noncredit is in the works, but not ready yet

26. 5 Criteria used by Chancellor’s Office to approve programs and courses • Appropriateness to mission • Need • Curriculum standards • Adequate Resources • Compliance

27. State Chancellor’s Office Approval is required for: • Credit Programs • Associate Degrees-Transfer, Career Technical, Other (with documented local need) • Certificates of Achievement of 18 units or more – Career Technical, IGETC or CSU General Education • Certificates of Achievement of 12 - 17 units if they are to be transcripted • Substantial modifications to existing programs • Apprenticeships (credit and noncredit)

28. State Chancellor’s Office Approval is also required for: • Noncredit Curriculum: • All Noncredit courses (except courses to be added to approved noncredit certificate of 288 or more hours of instruction) • Career Development and College Preparation (CDCP) – Course sequences that lead to Certificate of Completion or Certificate of Competency (SB361 Enhanced Funding) • CTE or other noncredit programs of 288 or more hours of instruction • High School Diploma Programs • Substantial modifications or new options for existing programs

29. Local Approval • Credit program applicable courses – required or restricted elective for existing approved program (GE considered approved program) • Credit programs of less than 18 units if they are not to be transcripted • Stand Alone Courses (not part of an approved program) – Must do the following: • Certification of training required annually • Local approval legislation sunsets in 2012 • Stand Alone training Module – applicable to approval of all credit courses and programs

30. Where to Turn for Help • System Advisory Committee on Curriculum (SACC) • Academic Senate for California Community Colleges Publications • Academic Senate for California Community Colleges Annual Curriculum Institute held each July • Curriculum List Serve

31. Questions?