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The Role of the CIO

The Role of the CIO. Pam Deegan 10-29-13. 1. Agenda. Your role with: With the faculty With your instructional team With the classified With your president With your Board of Trustees. 2. Collegial Trust Honesty Honor process Transparency No side deals facilitate. Respect

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The Role of the CIO

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  1. The Role of the CIO Pam Deegan10-29-13 1

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

  3. 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 3

  4. Specifics relative to role with constituent groups • Your role is dependent upon your 10+1 4

  5. 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.” 5

  6. 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. 6

  7. 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: 7

  8. 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 . . . 8

  9. 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 9

  10. …plus One Section 53200 (c) • Other academic and professional matters as mutually agreed upon. 10

  11. 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 11

  12. 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. 13

  13. 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) 14

  14. 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. 15

  15. Do you know your 10 + 1?? 12

  16. 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 16

  17. So, what is your role?? • Depends upon which items are “rely primarily” and which are “mutually agree” 17

  18. The CIO’s role in Rely Primarily • More passive role • Make headway due to “respect” role • Advise • Keep things legal • Remind of process 18

  19. Mutually Agree and the CIO role • More active role • CIO may co-chair • CIO represents the President • Still maintain collegiality 19

  20. When it Comes to Curriculum • Regardless of rely primary or mutually agree, you should take an active role in program approval process. • MO may vary. 20

  21. Your Role with Classified 21

  22. 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

  23. Do You Include Celebrations in Your Routine? 23

  24. A sincere word of thanks costs nothing and is very effective. • Post a thank you note on their door in their honor. • Throw a pizza party or cake party in their honor. • Create a simple “ABCD” card that are given when someone goes “Above the Call of Duty”. • Write about them in a company-wide email. • Post a “thank you” sign in the lobby with their name on it. • Gift them flowers, a book, or other small gift. • Invite them to a one-on-one lunch. • Give them a card with a Starbucks card.

  25. Have the entire team sign a framed photo or certificate of appreciation. • Arrange for a boss several levels up to stop by to say thanks. • Buy a dozen of donuts and announce to the department that they are in the honorees office, they should stop by to say hi and get one. • Feature them in the company newsletter. • Pick an unusual or funny object and place it on their desk for a week.

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  28. Role with the President • Keep the president informed • 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 26

  29. Role with Board of Trustees • YOU report to the PRESIDENT! • What is your college policy? • President needs to know of requests and conversations 27

  30. Questions ??

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