Collegeof the Sequoias

Governance and Decision-making Manual

College of the Sequoias CommunityCollegeDistrict

Visalia Campus
915 South Mooney Boulevard
Visalia, CA 93277 / Hanford Educational Center
925 North 13th Avenue
Hanford, CA 93230 / Tulare College Center
4999 East Bardsley Avenue
Tulare, CA 93274

1

PURPOSEOFCOLLEGEOFTHESEQUOIASGOVERNANCEAND DECISION-MAKINGMANUAL

Thepurposeof this document istodescribetheprinciples ofparticipatorygovernanceandthestructure formakingdecisionsatCollege of theSequoias, referred to in thebodyof this document as“theDistrict”.

This document begins witha description of threeprimaryfacetsoftheDistrict’sdecision-making processes:

  • Theprinciplesof participatorygovernance that organizetheDistrict’s operating agreements;
  • Theroles andresponsibilities ofthe District’sconstituentgroups;and
  • Thetypeandstructureof groups thatdeveloprecommendations.

Followingthedescriptionsof thesefoundationalelementsarethedescriptionsofthe purpose, membershipand reportingstructureofeachof theDistrict’sgovernanceanddecision-makinggroups.

This documentrepresentsthecollegial consultationstructure andproceduresthathavebeenagreed uponbytheundersigned faculty,student, andadministrativerepresentativesofthe District.

StanCarrizosa,Superintendent/President

Thea Trimble,Academic SenatePresident

Brissa FloresCheyne Strawn, Student Senate President

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TABLEOFCONTENTS

Introduction...... 4

PrinciplesofParticipatoryGovernance...... 5

RoleofConstituents in Governance and Decision-Making...... 7

TypesofGroupsthatDevelopRecommendations...... 11

GovernanceGroups

Operational Groups

TaskForces

GovernanceGroups...... 12

DistrictGovernanceSenate...... 14

-BudgetCommittee

-InstitutionalPlanningandEffectivenessCommittee

-InstitutionalProgramReviewCommittee

-TechnologyCommittee

AcademicSenate...... 19

-CurriculumCommittee

-General EducationSubcommittee

-DistanceEducationCommittee

-EquityCommittee

-FacultyEquivalencyCommittee

-FacultyEnrichmentCommittee

-OutcomesandAssessmentCommittee

-StandingCommittees

Student Senate(AssociatedStudent Body)...... 24

-Inter-ClubCommittee

OperationalGroups...... 26

TaskForces...... 28

Assessment of Planning and Decision-making Processes...... 29

Appendices

California Codeof Regulations...... 31

Board Policy and Administrative Procedure 2510: Participation in Local Decision-making...... 37

Board Policy and Administrative Procedure 2410: Policy and Administrative Procedures...... 41

INTRODUCTION

Theapproach togovernanceanddecision-making for theDistrict is basedona partnership among Board members,faculty, staff, administration, andstudents. Inthis partnership,all constituent groupmembers are committedto the bestinterests ofourstudentsandareunified byacollective, sharedvisionthat student successisthe goalof everyone’swork withintheDistrict.This partnership reliesontheactive involvementofthoseaffectedbythe decisionsworkingtogether in anenvironment ofcooperationand trust.

Thepurposeof thisdocumentis todescribethe governanceanddecision-making processesbywhich the Districtensuresthatthereare opportunities formeaningful collaborationandthat the voicesofthe constituent groups areheardin makingdecisions.Thisdocumentincludes thepurpose, membership,and reportingstructureforeachgroup.

This documentis reviewedandupdatedannuallyto maintaincredibilityasavaluable resource. The DistrictGovernanceSenatereviewsthedocumentannuallyand makesrevisions as neededtoreflect minorchanges.Inadditionto this annual review, theDistrictGovernanceSenateconductsamoreformal assessmentofthesegovernanceanddecision-making processesevery threeyears. This assessment occursas partoftheDistrict’sassessmentof itsplanningprocesses. Followingthis assessment, the DistrictGovernanceSenatereviewstheresultsandmayrecommendrevisions to decision-making processeswhen changeswouldaddressissues raised intheassessment.Ifthechangesareapproved District-wide, the College of the Sequoias Governance andDecision-makingManualwill be updatedtoreflect these changes. Throughthesetworeviewprocesses,one completedonanannual basis andone completed everythreeyears, this document ismaintained to reflecttheinevitablechangesindecisionmakingprocessesthataretobeexpected as partof theDistrict’scycleofcontinuous quality improvement.

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PRINCIPLESOF PARTICIPATORY GOVERNANCE

  1. Mutuality, Collegiality,andCollaboration

TheDistrict’sgovernanceanddecision-makingprocessesarebasedonrecognitionofandrespect for theinterrelationships ofconstituent groups.

Thecommitment tothis principle isdemonstrated inthefollowingways:

-Leadersand membersof all constituent groupspubliclyacknowledgetheimportance of participatorygovernanceandtherewards toallforcollegial participation.

-With theexceptionoftheAcademicSenateandStudent Senate,collaborativegroups areco- chaired byafacultyor staffmemberandan administrator.The non-administrative members of the group select the facultyor staff co-chair andthe Superintendent/Presidentor his/herdesignee appoints the administrative co-chair.

-Sharingideas is valued.Meetings includeclear presentationsoftheissues toberesolved followedbybrainstormingduringwhichcommittee members askquestions andsuggestideas with theexpectationthat other groupmembers willwithholdcriticismuntil thefinal stagesof developingarecommendation.Divergentviewsare fully explored.

  1. Transparency

TheDistrictvaluestransparencyand strivestomaintainanopen andhonestapproachtodecision- making,operations, andcommunication. Everyonewho willbeimpacted byadecisionisencouraged tobeinvolved inshapingtherecommendation.

Thecommitment tothis principle isdemonstrated inseveralways:

-Theschedulesforsenate meetingsandsenatecommitteemeetings arepostedonlineatthe beginningof eachacademic year andmeetings areopen tothepublic.

-Agendas arepublishedon theDistrict’s website72hours beforemeetings. Senatemeetings,and their agendas, includeastandingitemfor publiccomment.

-Anyonefromthe college communitycanbringforwardanitemor issueduringpubliccomment.

-Meeting minutesarepostedonthe District’s websitewhen theyareapproved.

-District-wide emails areused to keep the internalcommunityinvolved andupdatedonissuesand decisions.

-Openforumsareconvenedatleastoncea semester as avenuefor general discussionsof emergentissues.

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  1. RepresentativeParticipation

This principle supportstheuse ofdemocratic processes toensurethat thevoicesof all constituent groups areincludedasappropriate. Anymemberofaconstituent groupcanbringitems andissues to his/hersenaterepresentativeandhavethat itembroughtto the senateasawhole.

Inorderforthis principle tobefullyimplemented, allmembersofgovernance anddecision-making groups areaskedtofulfillthefollowingresponsibilities of groupmembership:

-Attendmeetings;

-Clearlyarticulateconstituentneeds;

-Introduceitems, issues,orcommentsonbehalfofconstituents;

-Functionasateam memberwithothermembersof thegroup;

-Followthroughontasks;

-Reportmeetingoutcomesbacktoconstituent groups;

-Work towardcommonunderstandingandconsensus inan atmosphereof respect;

-Supportthe implementationof recommendationsoncegroupconsensusisreached;and

-Welcomechangeandinnovation.

  1. MutualAccountability

Theprincipleofmutualaccountability refers to theimportanceofthe members of thevarious constituent groups adheringtotheir rolesandfollowingthroughontheir responsibilities.

This commitmentisdemonstratedinthe followingways:

-TheDistrict’sprocessesforgovernanceanddecision-makingareformallyevaluatedeveryyear.

-Membersof governanceanddecision-makinggroupsrespondexpeditiouslytorequests for informationandconsultation.

  1. Clarityof Roles

This principlerequires thattheseparateandmutualareasof responsibilityfor governanceand decision-makingbeclearlyarticulated.This documentisevidenceoftheDistrict’scommitmentto this principle.

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ROLES OFCONSTITUENTSIN GOVERNANCEAND DECISION-MAKING

Theconstituentsof theDistrictparticipateinmakingdecisionsappropriateinscopetotheirroleswithin theDistrict. Theirrespectiverolesinmakingdecisionsare described below.Thesedescriptions are derived from theCaliforniaCodeofRegulations,DistrictBoard policies,and Districtpractices,procedures, andjobdescriptions.TherelevantsectionsoftheCalifornia Codeof Regulationsare included inthe appendix ofthis document.

BoardofTrustees

Theroleof theBoardof Trusteesinmakingdecisionsis to determinepolicyandtoserveasthe legal andfiduciarybody for the District.

TheBoardof Trusteesmaintains, operates, andgovernstheoperationsof theentireDistrictin accordancewithall applicable lawsandregulations.Asanindependent policy-makingbodyresponsible for policiesas well as legaland fiscal issues,theBoard’s ultimateresponsibilityisto ensurethatthe District’smission is fulfilledandthattheDistrict’sfinancial resourcesarededicatedtoprovidingsound educational programs.

TheBoardof Trustees consists of fivelocallyelectedtrusteeswhorepresentwardswithintheDistrict. One trusteeiselectedbythequalified votersfrom each ofthefivetrusteewardsto servefour-year terms. TheBoardannuallyelectsapresident,vicepresident,andclerkfromamongitsmembers,andthe Superintendent/Presidentserves astheBoard’ssecretary.

A student trusteeiselectedannuallyinageneral student election.Thestudenttrusteeprovidesastudent perspectiveontheissues facingthe Board. Thestudenttrusteereceivesallmaterials sentto other membersoftheBoard,except thosepertainingtoclosed-session matters;attendsall open-sessionboard meetings;asks questions;participates indiscussions;and maycastanadvisory, nonbindingvoteon mattersthat comebeforetheBoard.

California StateEducationCodeSection 70902identifies theBoardofTrustees asthe District’s legal and fiduciarybodyandoutlinesassociated responsibilities.TheBoardaffirms itsrole accordingtothe EducationCodeandidentifies thefollowingspecificresponsibilitiesinBoardPolicy 2200:BoardDuties andResponsibilities:

  1. Representthepublicinterest;
  2. Establish policiesthatdefinethe institutionalmissionandsetprudent,ethical,andlegal standards for collegeoperations;
  3. Hire and evaluatetheSuperintendent/President;
  4. Delegatepowerandauthoritytothe chiefexecutiveto effectivelyleadtheDistrict;
  5. Assurefiscalhealth andstability;
  6. Monitor institutional performanceandeducational quality;and
  7. AdvocateforandprotecttheDistrict.

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Superintendent/President

TheBoardof TrusteesdeterminestheSuperintendent/President‘srole andauthorityingovernanceand decision-making.

TheSuperintendent/Presidentis theDistrict’schiefexecutiveofficerandisthesole employee ofthe Boardof Trustees. TheBoarddelegates to the Superintendent/Presidenttheexecutiveresponsibilityfor administeringthe policiesadoptedbytheBoardand executingall decisionsoftheBoardrequiring administrativeaction. (See BoardPolicy2430:Delegationof AuthoritytoSuperintendent/President.) The Superintendent/Presidenthas primaryresponsibilityfor the District.TheSuperintendent/Presidentprovideseffectiveleadershipin planning, organizing, budgeting, selectinganddevelopingpersonnel, and assessinginstitutionaleffectiveness.

Faculty

Theroleof full-timeand adjunctfacultymembersinmakingdecisionsintheDistrict, asdescribed in

California Codeof Regulations Title5, Section53200,is toparticipatein:

-Thedevelopmentof recommendations totheSuperintendent/President andBoardof Trustees on specificacademicandprofessionalmattersasoutlined instateregulations,and

-Theprocessesfor developingrecommendations that haveorwillhavea significanteffecton them.

InBoardPolicy2510:Participationin Local Decision-Making, theBoardof Trusteesagreestorely primarilyon theAcademicSenateregarding the following academic andprofessionalmatters:

  1. Degreeandcertificaterequirements;
  2. Gradingpolicies;
  3. Policiesfor facultyprofessional development activities;and
  4. Curriculum, includingestablishingprerequisites andplacingcourseswithindisciplines.

Inaddition, thesamepolicyrecognizesthat theBoardwill mutuallyagreewiththe Academic Senateon theseacademic andprofessionalmatters:

  1. Educational programdevelopment;
  2. Standards or policiesregardingstudent preparationandsuccess;
  3. Districtandcollegegovernancestructures as relatedtofacultyroles;
  4. Facultyrolesandinvolvement in accreditationprocess, includingself-studiesandannual reports;
  5. Processesforprogramreview;
  6. Processesfor institutional planningandbudgetdevelopment;and
  7. Otheracademic andprofessionalmattersasaremutuallyagreed uponbetween thegoverning boardandtheAcademic Senate.

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Staff

Theroleofclassified andconfidentialstaffmembersinmakingdecisionsistoparticipatein:

-Thedevelopmentof recommendations totheSuperintendent/Presidentonissuesthathaveor willhavea significanteffect onthemand

-Theprocessesfor developingthoserecommendations.

Thespecificmattersidentified ashavingasignificanteffectonclassifiedstaff are identified inthe

California Codeof RegulationsTitle5,Section51023.5included intheappendixof this document.

BoardPolicy2510Participationin Local Decision-Making affirmsthatstaff willhaveopportunities throughtheDistrictcommitteestructuretoparticipateintheformulationanddevelopmentof District policiesandproceduresthatwillhavea significanteffectonthem.

Students

Theroleof studentsinmakingdecisionsinthe Districtis to participatein:

-Thedevelopmentof recommendations totheSuperintendent/Presidentonissuesthathaveor willhavea significanteffect onthem,and

-Theprocessesfor developingthoserecommendations.

Thefollowingspecificmattersareidentified inthe California Codeof Regulations Title5, Section 51023.7 as havingasignificanteffect onstudents:

  1. Gradingpolicies
  2. Codesofstudentconduct
  3. Academicdisciplinarypolicies
  4. Curriculumdevelopment
  5. Coursesorprograms that shouldbeinitiated ordiscontinued
  6. Processesfor institutionalplanningandbudgetdevelopment
  7. OtheracademicandprofessionalmattersasmutuallyagreeduponwiththeBoardofTrustees
  8. Standards andpoliciesregardingstudent preparationandsuccess
  9. Student services planninganddevelopment
  10. Student fees withintheauthorityoftheDistricttoadopt
  11. Anyother Districtandcollegepolicy, procedureorrelatedmatterthattheDistrictgoverning boarddetermineswillhave significanteffectonstudents

TheBoardrecognizestheStudent Senateastheofficial voiceforstudents(BoardPolicy 5400: Student Organization). InaccordancewithBoardPolicy2510ParticipationinLocal Decision-Making,theStudent Senateisgivenanopportunitytoparticipateeffectivelyintheformulationanddevelopmentof policies andproceduresthathaveasignificanteffectonthem,andtherecommendationsandpositions ofthe Student Senatearegivenreasonable consideration.

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Administrators

Theroleof administratorsin makingdecisionsintheDistrictisdeterminedbythescopeofresponsibility andauthoritydelegated to administrativepositionsthroughtheirjobdescriptions.

Ingeneral, administratorsare expected toprovideleadershipand overall administrationinacademic matters,financialplanningandpolicy,androutineoperations fortheir units.Inadditiontoposition- specificrepresentativeduties,Districtadministrators areresponsible to:

-Plan,organize,control and directassignedprograms.

-Coordinateanddirectcommunications, personnel,projectsandresourcesto meetDistrictneeds andoverseeassignedactivities.

-Assurethatprogramimplementationsatisfies establishedDistrict,stateandfederalstandards, requirements,laws,codes,rules, regulations, policies,andprocedures.

-Supervise andevaluatetheperformanceof assigned facultyandclassified personnel andassure that theworkofthese employeescomplies withestablished standards, requirements,and procedures.

-Participateinhiringprocessesforpotential employees andrecommendhiring,transfers,and reassignment.

-Monitor andanalyzeassigned operations, activities,departments,andprogramstodetermine educationalandfinancial effectivenessandoperational efficiency.

-Provideconsultationandtechnical expertisetoadministrators, faculty,andothersconcerning assigned programs andrelatedstandards,requirements,practices,schedules,strategies,plans, goals,objectives,laws,codes,regulations, policies,andprocedures.

-Developandpreparetheannual preliminarybudgetfor assigned programs;analyzeandreview budgetaryandfinancial data.

TYPESOFGROUPSTHATDEVELOP RECOMMENDATIONS

Thegovernanceanddecision-making groups thatproviderecommendations onDistrictissuesare organized into threecategories basedon thegroup’sresponsibilities anditssourceof authority.

Thegroups inall threecategories areessential.Membersof thesegroups representvarious constituenciesand as representatives,themembersunderstandthattheyareresponsible to their constituentsintwoways: toshareinputfromtheconstituent groupto thegroupandtoshare informationanddialoguefromthegroup with their constituents. Thissystem, followingtheprincipleof representativeparticipation, ensuresbroadinvolvement andeffectivecommunication.

Themembershipineach type of groupisdeterminedby thesourceof authorityonwhichthe groupis based.

1. GovernanceGroups

Governancegroups arethosewhoseauthorityisderived fromlawandregulation, eitheras writtenexpresslyin the law/regulationor asdelegated byanothergroupthatpossessessaid authority. Membersof governancegroups representspecificconstituencies and,as such, serveas a liaisontobringinformationfromconstituentsintothedialogueandfrom thegovernancegroup backto their constituents. Thethreegovernancegroups aretheDistrictGovernanceSenate, AcademicSenate,and Student Senate.

2. Operational Groups

Operational groups assisttheSuperintendent/PresidentinimplementingtheBoard’s plans and policiesbycoordinatingactivitiesandfunctionstocarryouttheBoard’s policiesand procedures. Membersare assignedto operational groups byvirtueoftheir position in theDistrict. Their authoritytoserveinthesecapacities is derived fromtheBoardofTrusteesorthe Superintendent/Presidentthroughtheassignmentofresponsibilitiesonjobdescriptions and appointment topositions.TheDistrict’soperational groupsidentifiedin this documentarethe Deans Council,Facilities/SafetyCouncil,InstructionalCouncil,ManagementCouncil, and Senior ManagementCouncil.

3. Task Forces

Taskforcesareformed tocreatea venuefor dialogueandwork ontopicsor projectsthat require timelyandconcentratedenergy. Insteadof beingrequired bylaworregulation,thesegroups are charged bytheSuperintendent/Presidentor a governancegrouptoperform specificfunctions that benefittheentire District. Membershipontaskforcesiseithervoluntaryorbyappointment. Taskforcesarenotongoing; when aspecificprojectiscompleted, thetaskforce is dissolved.

Followingisa description of thepurpose,membership,andreportingstructurefortheDistrict’sgovernance andoperational groups. Thereis nostandingstructurefortaskforcesbecausetheseareorganizedonan as-needed basis. Inadditionto thegovernanceandoperational groups thataddressDistrict-wide concerns and plans, departmentsandprograms developgroups,calledworkgroups,as needed to addressissuesspecific tothoseprograms;suchdepartment-specific/program-specificgroups arenot included inthis document.

GOVERNANCEGROUPS

Governancegroups arethosewhoseauthorityisderived fromlawandregulation, eitheraswritten expresslyin thelaw/regulationor as delegated byanother groupthat possessessaidauthority.

MembersofDistrictgovernancegroups represent specificconstituenciesand,assuch, serveas liaisonsto bringinformationfrom theconstituent groupsinto thedialogueandfromthe governancegroupbackto their constituents.TherearethreeDistrictgovernance groups:

-DistrictGovernanceSenate

-AcademicSenate

-Student Senate

Theprimarypurpose, membership, andreportingstructure for eachgrouparedescribed onthe following pages.

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College of the Sequoias

Participatory Governance Structure

1

DistrictGovernance Senate

Purpose

The DistrictGovernanceSenateis agovernanceandconsultativebodythat representsall District constituents.

The DistrictGovernanceSenate meetstwicemonthlyto:

-Makerecommendations totheSuperintendent/President onthebudget, theintegration of planningandresourceallocation, andothermattersoftheDistrict

-Refer appropriateitemstoAcademicSenatewith regardtoissuescovered under California AB1725, commonlyreferred toasten plus oneitems,summarizedonpages9 and 18ofthis document

-Makerecommendations totheSuperintendent/President regardingboardpolicies and administrativeprocedures

-Promotecommunicationandfoster awareness amongthestudents,faculty,classified staff,and administrationconcerning thewelfare,growth, andsustainable quality improvementoftheDistrict

-Identifycommonareas of concernthat requirefurtherstudyandforwardtheseto the appropriategovernanceoroperational group

-Overseethedevelopment,implementation,and evaluationof theDistrict’s model for integrated planning

-Lead theperiodic reviewand/or reaffirmationofthe Districtmission

-Supportand monitor thedevelopmentofthemaster planandstrategicplan

-Monitorcompliancewith accreditationstandards

-Annually review the College of the Sequoias Governance and Decision-making Manual and revise as needed

Website:

Membership

  • Chairs:Administrativeco-chairappointedbySuperintendent/Presidentor his designee fromamongadministrativeappointeesto theDistrictGovernanceSenate;faculty orstaff co-chairelectedfromamong non-administrativemembersbynon-administrative members
  • Four administrators appointedbythe Superintendent/Presidentor his/herdesignee
  • Fourfull-timefacultyappointedbyfull-timefaculty
  • Twoadjunctfaculty membersappointed byadjunctfaculty
  • Four classified employeesappointed byclassifiedemployees
  • Twostudentappointed bystudents
  • Theadministrativeorfaculty/staff co-chairofeachDistrictGovernanceSenate committee
  • Superintendent/President,ex-officio

1

MeetingSchedule

Thetimes, dates,andlocations forDistrictGovernanceSenatemeetings andits committeemeetingsarepublishedforthe academicyearat thebeginning of eachfallsemester. This informationis publishedin the GovernanceandDecision-Makingsectionof theDistrict’swebsite ( and in the calendar availableon theDistrict’s website (

DistrictGovernance Senate Committees

The DistrictGovernanceSenateconductsits businessthroughtheeffortsof thefollowing committees.Thesecommitteesreporttothe DistrictGovernance Senate.

District Governance Senate Committees / Purpose / Membership
Budget Committee /
  • Make recommendations to District Governance Senate on policies, planning, and other matters related to fiscal resources
  • Review and revise budget assumptions that guide budget development
  • Monitor the District’s fiscal solvency
  • Review the draft budget in its developmental stages
  • Oversee, evaluate and assess the budget development process including making recommendations to the above-base budgeting and the District’s Faculty Obligation Number.
  • Provide budget analysis to the District Governance Senate
  • Develop and maintain a process for ensuring that resource allocations are linked to District planning
  • Review and discuss implementation of policies related to fiscal resources.
  • Serve as a forum for dialogue on ongoing fiscal activities, such as monthly and quarterly reports
  • Review and share information on the state budget
  • Annually review and update the College of the Sequoias Resource Allocation Manual as needed
/ •Administrative co-chair appointed by the Superintendent/President or his/her designee
•Faculty or staff co-chair selected from among the committee members
•VP Administrative Services
•Three administrators appointed by the Superintendent/President or his/her designee
•Four faculty appointed by the Academic Senate
•One adjunct faculty appointed by adjunct faculty
•Two classified staff appointed by classified employees
•One confidential staff appointed by the Superintendent/President or his/her designee
•Two student representatives appointed by students
•Nonvoting member: Fiscal Services Director/Officer
Institutional Planning and Effectiveness Committee /
  • Make recommendations to District Governance Senate on institutional planning
  • Develop and monitor implementation of the long-term master plan and the strategic plan
  • Prepare the Annual Report on the Master Plan
  • Assess the District’s model of integrated planning
  • Annually review and update the College of the Sequoias Integrated Planning Manual as needed
/
  • VP of Academic Services, Co-chair
  • VP of Academic Senate,
Co-chair
•Three faculty appointed by the Academic Senate
•One classified employee appointed by classified employees
  • One Dean or Director from each of these areas: Academic Services, Administrative Services, Student Services
  • One student appointed by students
  • Director of Research, Planning and Institutional Effectiveness
  • Additional members as needed

Institutional Program Review Committee /
  • Make recommendations to District Governance Senate on policies and procedures related to program review
  • Evaluatethe program review template, ensuring alignment with the District mission, accreditation standards, and District planning
  • Provide training and technical support for those preparing Program Reviews
/ •One Academic Services Dean,or designee Co-chair
•Six faculty appointed by the Academic Senate, one of whom is the Co-chair
•Three classified employees appointed by classified employees
•One Student Services manager appointed by the Superintendent/President or his/her designee
•One representative from the Office of Research, Planning and Institutional Effectiveness
Technology Committee / •Make recommendations to District Governance Senate on policies, planning and other matters related to technology
  • Prepare and monitor implementation of the Technology Plan
  • Prepare an annual progress report on the Technology Plan
  • Develop instructional technology standards
  • Monitor compliance with policies related to technology
  • Coordinate practices as needed related to technology
  • Serve as a forum for dialogue on ongoing technology projects
/
  • Dean of Technology Services, Co-chair
  • Faculty or staff co-chair selected from among the committee members
  • Two faculty appointed by the Academic Senate
  • One adjunct faculty appointed by adjunct faculty
  • Two classified employees appointed by classified employees
  • One administrator appointed by Superintendent/President or his/her designee
  • One student appointed by students

Academic Senate

Purpose

TheAcademicSenateisa governanceandconsultativebodythatrepresentsfull-timeand adjunct Districtfaculty. Theprimarypurposesof the AcademicSenateareas follows.

  • AdvisetheadministrationandBoardonacademicandprofessionalmattersincludingthe following:
  • Curriculum, includingestablishingprerequisites andplacingcourseswithindisciplines
  • Degreeandcertificaterequirements
  • Gradingpolicies
  • Educational programdevelopment
  • Standards or policiesregardingstudent preparationandsuccess
  • Districtgovernancestructures,asrelated tofacultyroles
  • Policiesfor facultyprofessional development activities
  • Processesfor programreview
  • Processforinstitutional planningandbudgetdevelopment
  • Facultyrolesandinvolvement in accreditationprocess, includingself-studyandannual reports
  • Otheracademic andprofessionalmattersasmutuallyagreed uponbetweentheBoardof TrusteesandtheAcademicSenate
  • Makeappointmentsoffull-timefacultytoother governancebodiesand/or their committees asdescribed inthis document

Website:

Membership

  • FiveAcademicSenateOfficerselectedatlargebyfacultyfor two-yearterms:
  • President
  • VicePresident(President-Elect)
  • Secretary/Treasurer
  • StateSenateDelegate
  • FacultyEnrichmentChair(three-year term)
  • One to threesenatorsfromeachof thefollowingdivisions:
  • Agriculture
  • Allied Heath andNursing
  • Business
  • Consumer/FamilyStudies
  • FineArts
  • IndustryandTechnology
  • LanguageArts
  • MathematicsandEngineering
  • PhysicalEducationandAthletics
  • Science
  • Social Science
  • Student Services

Thenumber ofsenatorsfromeachdivisioniscontingent onthenumberof full-timefacultyin that division:eachdivisionwith1to10full-timefaculty electsonesenator;each divisionwith11to20 full-timefacultyelecttwosenators;andeach divisionwith 21to30full-timefaculty electthree senators. Thedivisiondeterminesthe termlength.

  • Two senatorselectedbyadjunctfaculty
  • One non-classroomlibraryfacultymember
  • One classifiedmember electedatlargebyclassified staff, non-voting. Theterm lengthis undefined. Onerepresentative selectedbytheStudent SenateExecutiveBoard, nonvoting.TheStudent Senatedeterminesthetermlength.

TheAcademicSenate conductsitsbusiness in partthroughtheeffortsof an ExecutiveBoard.The ExecutiveBoardmeetsprior to eachscheduled general Academic Senatemeetingonthe 1stand3rd Mondayfrom 4:00to5:30pm.In additiontoconductingroutinebusinessfortheAcademic Senate, theAcademicSenateExecutiveBoardisresponsible for encouragingfaculty memberstorunfor office,fordevelopingaslate ofcandidates,andforinsuring that all elections areadministeredina fair, honest,impartial, andprofessionalmanner.

Themembersofthe Academic SenateExecutiveBoardare:

  • FiveelectedofficersoftheAcademicSenate,
  • Chairs ofStandingCommittees,
  • DistanceEducationCoordinator, and
  • CurriculumCoordinator.

MeetingSchedule

Thetime,dates andlocations forAcademic Senatemeetings andits committees’meetingsarepublishedfor theacademicyear atthebeginningof each fall semester. This informationis publishedin the GovernanceandDecision-Makingsection of theDistrict’s website( calendar availableon the District’swebsite (

AcademicSenate Committees

TheAcademicSenatealsoconductsits businessthroughtheeffortsofthefollowingcommittees.The AcademicSenateappointsmemberstothesecommitteesandinturnthecommitteesreporttotheAcademic Senate.

Academic Senate Committees / Purpose / Membership
Standing Committees /
  • Make recommendations to Academic Senate on issues assigned to them by the Academic Senate
/ •Academic Senators appointed by the Academic Senate
Curriculum Committee /
  • Review and approve all proposed changes and additions to District curriculum
  • Review other District functions related to curriculum
  • Advise the Vice-President of Academic Services on curriculum development
  • Review the general education requirements and recommend changes as appropriate
/ •Curriculum Coordinator co-chair
•VP of Academic Services or designee co-chair
•One faculty representative from each division appointed by the Academic Senate upon recommendation from the division
•All deans in Academic Services and Student Services
•Articulation officer
•One librarian
•Four non-voting members: financial aid advisor, distance education coordinator, Police Academy director,
Learning Resource Center director
  • One student, nonvoting, appointed by students

Faculty Equivalency Committee /
  • To determine equivalency for the purpose of faculty hiring
/
  • VP of Academic Senate, Chair
  • Three to five faculty members

Distance Education Committee /
  • Review and recommend policies and procedures for the conduct of online instruction and the operation of online courses
  • Make recommendations to the Academic Senate regarding priorities as they relate to instructional support for online and hybrid courses
  • Provide input to the Academic Senate on the development of policies and academic initiatives as they relate to online courses
  • Serve as a discussion forum for pedagogical issues regarding the teaching, learning, assessment, ADA/504/508 compliance, and student support services for online and hybrid courses
/ •Distance Education Coordinator, co-chair
•VP of Academic Services or designee
•Faculty (up to one per division) appointed by Academic Senate upon recommendation from the divisions
•One librarian
•One classified employee appointed by classified employees
•One student, nonvoting, appointed by students
General Education Sub-committee
Sub-committee of the Curriculum Committee /
  • Draft and maintain the District’s general education policy and plans
  • Assist in developing general education assessments
/
  • Faculty co-chair, elected from faculty membership
  • Academic dean, co-chair appointed by VP of Academic Services
  • Eight faculty appointed by the Academic Senate
  • Articulation officer
  • One student appointed by students

Faculty Enrichment Committee /
  • Approve enrichment activities proposed by faculty, staff, and administration
  • Track flex hours for faculty
  • Communicate available development opportunities
/ •Faculty co-chair, elected from faculty membership
•VP of Academic Services or designee
•Faculty (up to one per division) appointed by Academic Senate upon recommendation from the divisions
•One librarian
•One adjunct faculty appointed by adjunct faculty
•One classified employee appointed by classified employees
Outcomes and Assessment Committee /
  • Make recommendations to the Academic Senate on student learning outcome assessment
  • Monitor the development and assessment of student learning outcomes
  • Recommend and/or provide training for faculty, staff, and administrators related to the development and assessment of student learning outcomes
/ •Curriculum coordinator, co-chair
•Academic dean, co-chair appointed by VP of Academic Services
•Seven faculty appointed by the Academic Senate [LF1]
•One faculty representative from each academic division, appointed by the Academic Senate
•One representative from the Research Office
Equity Committee / •Promote a positive, district-wide environment of cultural awareness, understanding and acceptance that honors all forms of diversity
•Assist in the development of the Student Equity Plan
•Provide expertise, student support and valuable resource to assist all students in maximizing educational opportunities
•Develop and initiates proactive and mindful measures to help students overcome economic, social, cultural and institutional barriers in order to achieve student success
•Examine and makes recommendations to the Academic Senate on issues of equity across the three campus district / •Faculty co-chair elected by faculty
•Administration co-chair appointed by Superintendent/President
•One representative from each of the following:
•Full-time faculty appointed by faculty
•Adjunct faculty appointed by adjunct faculty
•Student Senate representative
•Academic counselor
•LRC representative
•AAC representative
•Financial Aid representative
•Veteran’s Office representative
•Foster Youth Program representative
•CalWORKs representative
•COS Foundation representative
•Health Services representative
•Hanford Campus representative
•Student SenateAdvisor
•Student Success representative
•EOPS representative
•At-large member (can be filled by any interested person including a community member)

StudentSenate