Navigating Educational Leadership Frameworks

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. React, Reflect,Recharge Randy Lawson 411Academy October 2015 Dona Boatright CCCC Vice Chancellor, Emeritus

3. “Our doubts are traitors, and make us lose the good we oft might win, by fearing to attempt.” Measure for Measure, W. Shakespeare

4. Overview • The Hierarchy of Rules • Key Regulations • Managing at the College • Key Trends • Resources and Tips

5. Understanding the Language • Know the “frame” • Bolman & Deal • Know the jargon

6. Know Who is Talking • Know who is talking

7. 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 • Created Full time faculty obligation • Governance reform • Institutionalized faculty participation in many arenas

8. 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

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

10. Statute Title 5 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

11. 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.

12. 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.

13. 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

14. 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)

15. 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.

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

17. How to Find Ed Code and Title 5 Online • http://www.leginfo.ca.gov/calaw.html • http://ccr.oal.ca.gov

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

19. 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

20. Regulations - who cares!!!

21. 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

22. Oversight Challenges“System” is a State Entity • Chancellor’s Office staffing changes • Chancellor’s Office leadership changes • Harris is leaving in April • Legislative interest changes • Scandal occurs • One college’s bad behavior infects the system

24. 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

25. 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!

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

27. 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

28. 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

29. 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

30. 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

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

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

33. Key Trends 2015 TRENDS REPORT League of Innovation Gerardo E. de los Santos Mark Miliron • National Survey of Community College CEOs • Perspective on 7 major trends of next 2 years

34. 1. ACCESS AND COMPLETION Stress on latter will change access Fear: Less viable for neediest students

35. 2. LEARNING OUTCOMES Need more universal agreement on what students need to learn Fear: Loss of Liberal Education Lack of recognition and assessment of non-cognitive skills

36. 3. New Learning Models Increasing variety of delivery models Fear: Difficult and costly to bring to scale Innovation fatigue

37. 4. STRUCTURAL ISSUES Regulations and Compliance Demands and Costs Grow Fear: Impossible to meet demands in a qualitative manner “We are at the end of more with less – it is now less with less”

38. 5.REGIONAL ECOSYSTEMS Growing demand for diverse partnerships with private sector and other educational entities Fear: New demands without new money Loss of control of own mission

39. 6. DATA AND ANALYTICS Good data can support good decision making Fear: Predictive analytics won’t be subtle enough to support understanding and meeting the diversity of student needs

40. 7. FUTURE READY WORK Programs must support real work opportunities for students Fear: Not enough money or time to stay up to date

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

42. 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

44. Institutional Effectivenessand Student Success Major State Issues of the Moment Transfer Degrees Baccalaureate Degrees Basic Skills Initiative Adult Education Student Completion Compliance and Accreditiation

45. C.O.Completion Goals Degrees & Transfers Certificates Now 53.9% Goal 70.3% • Now 48.1% • Goal 62.8%

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

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

48. Leadership Qualities* • Self-awareness • Realistic self-confidence & emotional insight • Self-management • Resilience, self-motivation & emotional balance • Empathy • Cognitive and emotional empathy & ability to listen • Relationship Skills • Compelling communication skills & team playing *NYTimes, Education Life, Leadership Checklist, 4/12/15

49. Remember - We’re all in this together…

50. DON’T GO IT ALONE