The current mission statement
of the Academic Senate as adopted by the delegates
in Spring 2005 is:
The Academic Senate for California Community
Colleges fosters the effective participation
by community college faculty in all statewide
and local academic and professional matters;
develops, promotes, and acts upon policies
responding to statewide concerns; and serves
as the official
voice of the faculty of California Community
Colleges in academic and professional matters.
The Academic Senate strengthens and supports
the local senates of all California community
colleges.
Responsibilities
of the Executive Committee Members
YEARLY
CALENDAR OF DUTIES At the beginning of the year, Executive Committee members will be given a tentative calendar
of yearly Executive Committee responsibilities, targeting approximate due dates for submission
of agenda items, session breakout information, institute plans, etc. Committee Chairs will be
charged with compiling a similar calendar for their committee binder to acquaint committee
members and subsequent chairs with the cycle of responsibilities and duties they will encounter,
and the meetings they will need to schedule. These calendars will help members anticipate
demands on their time and will enable the field to know more about our on-going work.
EXECUTIVE
COMMITTEE RESPONSIBILITIES Executive Committee members accept responsibilities as
summarized below.
Attend Executive Committee Meetings
These meetings are generally held immediately
before the spring and fall sessions and
Friday evening during session and 8-10
additional times during the year. The meetings
usually run from
11:00 a.m. to 6:00 p.m. on Friday, followed
by an 8:30 a.m. to 12:30 a.m. meeting on
Saturday. The Academic Senate Office makes
meeting arrangements. The Senate Office
will also reserve a sleeping
room for Executive Committee members, if
necessary. Executive Committee members
within ½ hour
drive from the meeting are expected to sleep
at their homes. The Academic Senate reimburses
expenses per the approved Senate policy.
According to Academic Senate Rules, Section
II.A., “Failure to attend either two
successive meetings or six days total of Executive
Committee meetings per year shall be deemed
a resignation.”
Preparing the Executive Committee Agendas
The President has the final approval of items included on the Executive Committee agenda.
Members who chair Academic Senate committees or are liaison representatives to committees,
task forces, or commissions, are expected to send either for purposes of discussion or action
agenda items to advise the Executive Committee of proposed action or resolutions; or they
may submit written reports on the work of those groups or minutes of meetings as information
items. A template for agenda items appears in Appendix A; this form must be submitted
electronically, along with any back-up materials, by the calendared due date to allow members
to review them prior to the Executive Committee meeting.
If the Executive Committee is required to take action on an item, it should be noted on the
form. Each action item should have two readings, particularly papers to be forwarded to the delegates
for adoption. If there is an occasion when an item is urgent, the Rules of the day can be suspended
and the item can have action. However, desired practice is for the item to have two readings
to allow members time to discuss and research issues if necessary.
Preceding the meeting, then, members receive extensive agenda materials (perhaps 200-400 pages),
which must be read and analyzed for discussion and/or action at the meetings. If timing does
not permit prompt submission of printed or electronic materials, Executive Committee members should
bring 25 copies of the materials for distribution. Include your name as source, date, title, and
purpose in upper right-hand corner of all documents to be distributed to the Executive Committee.
Preparing for Executive Committee Meetings
Prior to each meeting, committee members
are expected to prepare their comments
in writing on issues presented in the meeting
packet. To the extent possible and as time
permits,
substantive suggestions should be communicated
in advance of the meeting to the chair
or author of the document to be reviewed.
Debate on issues brought before the committee
should at
all times be professional and courteous.
Position papers developed by the committee
are the group's work as a whole, not a
personal contribution by an individual,
and so authors are cautioned
to take criticism at its value to im¬prove
the paper, not as personal attacks.
Participating in Executive Committee Meetings
Committee chairs, liaisons, and others with assigned responsibilities should prepare clear, timely
reports, including written drafts of resolutions when appropriate. Members should read the packet
and other material carefully. Those with expertise have a particular responsibility to stay
on top of issues in their areas. However, all Executive Committee members have an obligation
to educate themselves on all issues, communicate with the field, and provide clear, written
input to those responsible for carrying the issue forward. To the extent that materials
are prepared and distributed in advance of meetings, such input should be communicated
beforehand. Members should attend each meeting on time, notifying the President when emergencies
necessitate delays or absences. During the meeting, each member should facilitate the
discussion and assist the chair in reaching closure.
Facilitating the Executive Committee Meetings:
Ground Rules
A. The following ground rules will prevail at every Executive Committee meeting.
Respect
Mind your manners.
Do unto others as you would have them do unto you.
Be respectful of others and their opinions.
Avoid emotional outbursts or personal attacks.
Speaking
Use courteous, non-inflammatory language.
Raise hand to speak and wait until other speaker is finished and you are recognized.
Be professional, courteous, and straightforward.
Speak briefly and to the point.
Avoid repeating points already made by yourself or another speaker.
Enable one person to speak at a time.
Listening
Avoid side conversations.
Avoid interrupting others.
Listen to and encourage different perspectives.
Role responsibilities
Monitor self and others.
Help each other learn.
Remind others to abide by these ground rules.
Make certain that everyone who so desires has expressed an opinion.
Don't play "devil’s advocate" without
identifying the comments as such.
Focus
Remember your shared sense of purpose.
Stay on the agenda topic, unless the group agrees to change it.
Keep focused.
Focus on solutions.
Time
Agree on the process and time frames and stick to them.
Honor agreed upon lengths of agenda items and meetings.
Take breaks.
Limit per speaker time as needed when large numbers want to speak.
B. Team building and strengthening of inter-personal relationships are essential to the smooth
functioning of the Executive Committee. Regular activities, such as problem identification
sessions, group dialogues, Friday evening dinners, and facilitatorled workshops, will
be planned to accomplish these goals, and Executive Committee members are expected to participate.
C. Reports, consultation items, action items
and information items should be distributed
in advance (by mail or electronically) rather
than at the meetings.
1.
The deadline for agenda
items to be included
in the mailing will be the Monday of the
week preceding the meeting.
2. Action items require a first reading.
Relevant documentation must accompany
such items. Lack of such timely documentation
will be considered by the chair as grounds
for supporting a "point
of order" to delay the item to a
time (certain) in the agenda sufficient
to allow
members to be adequately prepared.
3.
By a ruling
of the President or vote to suspend the
rules, urgent items can
be added to the agenda and/or acted upon
at
first
reading.
Serving as Liaison
All members serve as liaison representatives
between their area colleges and the Executive
Committee, keeping these colleges informed
regarding State activities and, in turn, reporting
to the Executive Committee on activities and
views of area colleges. Area Representatives,
in particular, plan and chair at least two
area meetings a year; such area meetings often
generate
pre-session resolutions which Executive Committee
members must prepare in proper form and submit
to the Resolutions Committee through the Academic
Senate Office.
Assisting with Fall and Spring Plenary Session
Planning
All members assist with planning fall and spring
sessions and carry out such duties as assigned
during the plenary sessions. Executive Committee
members are asked to chair breakout discussions
and to prepare written material for these breakouts
for mailings and distribution at the sessions.
Executive Committee members are responsible for
arranging (by phone, e-mail, letter, or personal
contact) the participation of various resource
persons at the sessions. During and after the
session, Executive Committee members are expected
to act as hosts for those resource persons they
have invited, greeting them as they arrive, and
sending written thank-you letters following the
session.
Attending Various Advisory, Liaison, and Other
Committee Meetings
All members attend meetings of various advisory
committees, liaison committees, and other groups
as assigned by the President. Following any meetings
of such groups, the Executive Committee member
will submit a written report to the President.
When more than one Executive Committee member
serves on committees, one member should be selected
to prepare the written report. The Executive
Committee member is also expected to advise the
President on action to be taken by the Academic
Senate as a result of advisory or liaison committee
activities. Any documents resulting from
such activities should also be distributed to
the President and placed on the Executive Committee
agenda.
Keeping in Continuous Contact With the President
All members are responsible to the President
and should keep the President informed at all
times of activities, publications, etc.,
particularly if they have an impact on major
policy issues.
Writing Position Papers
Members write position papers, reports, summaries,
statements, and similar documents assigned
by the President and/or Executive Committee,
for publications, conferences, annual reports,
newsletters, testimony, etc. Executive Committee
members are expected to read the position papers
of others with care, making suggestions for
their improvement during drafting stages; electronic
responses may be sent in advance of the meeting,
while written comments on the text may be presented
to the chair or author at the meeting, especially
those of a non-substantive or editorial nature.
Executive Committee members may also be called
upon to contribute to such papers and statements
from committees other than their own.
Serving on Academic Senate Committees
Members serve on Academic Senate committees as
designated by the President.
Chairing Standing Committees
In assuming the position of chair of a committee,
the Executive Committee member has duties such
as arranging for meetings through the Academic
Senate Office, keeping proper account of expenses
including monitoring the expenses of committee
members, notifying members, preparing agenda
materials, and keeping the President and Executive
Committee informed of committee activities,
including distribution of position papers.
Generally the work of the Academic Senate committees
is directed by resolutions adopted at the fall
and spring plenary sessions. Committee chairs
also keep an account of how resolutions directed
to their respective committees have been implemented
and report on their actions in an annual summary.
Performing other duties as assigned by the President
and/or Executive Committee
Beyond the Executive and other committee meetings, the President may assign additional
duties to members, or reassign existing duties, taking care to distribute the workload equitably.
Representing the Academic Senate Honorably
The members of the Executive Committee should
at all times conduct themselves in a manner
befitting their office. As an Executive Committee
member, it is difficult to be seen as "just
an ordinary faculty member." As others
have long said, it is nearly impossible to
remove that Executive Committee member hat.
On the other hand, you may wear your Academic
Senate identification badge with honor when
you represent the Academic Senate in an official
capacity--at sessions and institutes, at various
task force meetings, and at other events sponsored
by members of the system family.
Carrying Out Assigned Duties
With the acceptance of Academic Senate reassigned
time, Executive Committee members assume a
responsibility to devote that amount of time
to their assigned duties. These duties should
be clearly stated at the beginning of the year
in the reassigned time letter. Such duties
include attending all Executive Committee
meetings, Orientation, Faculty Leadership Institute,
and assigned committee and liaison meetings.
Absences should be rare, for good reason, and
reported to the President and/or committee
chair prior to the absence.
Receiving Honoraria
Because Academic Senate duties are part of the
duties compensated by reassigned time, Executive
Committee members should not accept honoraria
for activities related to the Academic Senate.
If compensation is offered to an Executive
Committee member who is serving in the role
of an Academic Senate representative,
such honoraria should be sent to the Academic
Senate to support its work.
Representing Positions of the Academic Senate
Executive Committee members have an obligation
to carry out the instructions of the plenary
sessions when established clearly in resolution
form. Particularly when acting in an official
capacity, Executive Committee members must
represent adopted positions of the Academic
Senate to the best of their ability. When not
in an official Academic Senate capacity,
members may express their opinions as long
as they distinctly separate their views from
those of the Academic Senate.
Positions adopted by the Executive Committee
or its standing or ad hoc committees are not
as yet official positions of the plenary body
and so are open to discussion. Executive Committee
members are obligated to present the positions
of Academic Senate committees as well as their
own when discussing the issue with the public
or other groups.
Being Knowledgeable of Academic Senate Positions
The Executive Committee member is expected
to represent these Academic Senate positions
in
various arenas as assigned, including the Legislature,
System Office, and other State agencies. “Positions” in
its broadest sense include adopted resolutions,
history, by-laws, rules, and current activities.
Submitting Strategic and Annual Reports
Executive Committee members and others who chair
committees or are liaisons are expected to
prepare a strategic plan in August and an annual
report in May. Both reports use the same form
(see Appendix B) but contain different information
based on submission. Liaisons are required
to submit only an end-of-year report (see Appendix
C).
Strategic Plan: In August, the committee chair
will be provided the prior year annual report.
If no report exists, the Senate Office will
provide the committee chair with the appropriate
information
to begin to draft the committee strategic plan.
Using the prior year status, the committee
chair will update the form by removing all
completed
or tasks found not feasible by the Executive
Committee from the sheet. The chair will then,
working with his/her committee members and
the President, prioritize the tasks based on
what
the committee hopes to accomplish during the
year. If some tasks are unclear, the chair
should try to contact the previous committee
chair for
clarification. The committee strategic plan
will be submitted to the Senate Office in time
for
action by the Executive Committee in September.
The report will only have one reading since
the completed annual report serves as the first
reading.
The Executive Director will review the strategic
plans and work with the committee chair to
ensure the plans are complete. Once the plans
are adopted,
they will be posted on the standing committee
webpage on the Senate website. During the year,
the committee chair will review the strategic
plan to ensure the committee is on task. In
addition, the chair will update the plan with
new resolutions
assigned to the committee after each spring
and fall plenary sessions. The committee chair
will
send an updated version to the Senate Office
for posting on the website.
Annual report: Using the committee strategic
plan approved in September and updated with fall
and spring resolutions, the committee chair will,
in May update the status of tasks assigned to
the committee and make recommendations for future
committee work. A rough draft of the report will
be submitted to the Executive Committee at its
June meeting, with the final report submitted
for final adoption at the August meeting.
The report will highlight accomplishments of
the year, note unfinished work or unaddressed
resolutions, and clarify work in progress on
position papers. For any such papers in progress,
the chair shall review the charge to prepare
the paper so that the incoming Executive Committee
will be familiar with the work yet to be done.
This explanation will aid in the continuity for
transition from one year's committee to the next
and will acknowledge the value of the contributions
of previous committees. During this annual discussion,
the direction of the paper in progress will be
reviewed and refined, if needed, as long as the
intent continues to be in agreement with the
original resolution.
CODE ETHICS (Approved January 14, 2006)
The Academic Senate for California Community
Colleges (Academic Senate) code of ethics identifies
a set of values that includes commitment to the
public good, accountability to the public, and
commitment beyond the minimum requirements of
the law. It also outlines broad ethical principles
in the following eight areas: personal and professional
integrity, mission, governance, legal compliance,
responsible stewardship, openness and disclosure,
program evaluation and improvement, and inclusiveness
and diversity.
I. Personal and Professional Integrity
The Academic Senate promotes an environment that values respect, fairness, and integrity.
All staff, Executive Committee members and volunteers
of the organization shall act with honesty,
integrity, and openness in all their dealings
as representatives of the Academic Senate.
Executive Committee members shall adhere
to the Code of Ethics for Executive Committee
members and comply with the Academic Senate’s
Conflict of Interest Policy.
II. Mission
The Academic Senate has a clearly stated mission
and purpose approved by the delegates. All
of its programs support that mission and
all who work for or on behalf of the Senate
understand and act in accord with that mission
and purpose. The mission is responsive to
the constituency and communities served by
the Academic Senate and of value to the higher
education community at large.
III. Governance
The Academic Senate has an active governing
body in its Executive Committee that is responsible
for setting the mission and strategic direction
of the Academic Senate and oversight of the
finances, operations, and policies. The Executive
Committee:
Ensures that its members have the requisite
skills and experience to carry out their
duties and that all members understand and
fulfill their governance duties acting for
the benefit of the Academic Senate and its
purpose;
Has a policy that ensures that any conflicts
of interest or the appearance thereof are
avoided or appropriately managed through
disclosure, recusal or other means;
Is responsible for hiring, termination,
and regular review of the performance of
the Executive Director, and ensures that
the compensation of the Executive Director
is reasonable and appropriate;
Ensures that the Academic Senate is fair
and inclusive in all of its hiring, selection,
and promotion policies and practices for
all its Executive Committee members, volunteers,
and staff positions;
Ensures that the Executive Director and
appropriate staff provide the Executive Committee
with timely and comprehensive information
so that it can effectively carry out its duties;
Ensures that the Academic Senate conducts
all transactions and dealings with integrity and honesty;
Ensures that the Academic Senate promotes
working relationships between Executive Committee
members, staff, volunteers, and program beneficiaries
that are based on mutual respect, fairness, and openness;
Ensures that policies of the Academic Senate are in writing, clearly articulated,
and officially adopted;
Ensures that the resources of the Academic
Senate are responsibly and prudently managed; and,
Ensures that the Academic Senate has the capacity to carry out its programs effectively.
IV. Legal Compliance
The Academic Senate is knowledgeable of and complies with all applicable federal and
state laws and regulations.
V. Responsible Fiscal Stewardship
The Academic Senate and its associated programs, projects, and committees manage their funds
responsibly and prudently including the following considerations:
The Academic Senate spends a reasonable
percentage of its annual budget directly
on programs in pursuance of its mission;
The Academic Senate spends an adequate
amount on administrative expenses to ensure
effective accounting systems, internal controls,
competent staff, and other expenditures critical
to professional management;
The Academic Senate compensates staff,
and any others who may receive compensation,
reasonably and appropriately;
The Academic Senate does not accumulate
excessive operating funds;
The Academic Senate ensures that all
spending practices and policies are fair,
reasonable and appropriate to fulfill the
mission of the Academic Senate; and,
The
Academic Senate follows General Accounting
Principles (GAP) and ensures that all financial
reports are factually accurate and complete
in all material respects.
VI. Openness and Disclosure
The Academic Senate provides comprehensive
and timely information to the public, the
media, Member Senates and constituent groups
and is responsive in a timely manner to reasonable
requests for information. All information
about the Academic Senate fully and honestly
reflects the policies and practices of the
organization. Basic informational data about
the organization, such as the Executive Committee
minutes, agendas, Federal Tax Form 990 and
audited financial statements are available
to the public. Informational materials accurately
represent the organization’s policies
and practices. All financial, organizational,
and program reports are complete and accurate
in all material respects.
VII. Program Evaluation and Improvement
The Academic Senate is committed to improving
program and organizational effectiveness
through regular reviews of programs and incorporates
lessons learned into future programs. The
Academic Senate is responsive to changes
in academic and
professional matters caused by state or federal
regulations or by the changing needs of its
constituencies.
VIII. Inclusiveness and Diversity
The Academic Senate maintains a policy of promoting
diversity and inclusion and will actively
pursue that policy in a manner that is consistent
with its mission, its Constitution and Bylaws,
with this Code of Ethics, and with a high
degree of professionalism, fairness, and
equality. The Academic Senate takes an active,
meaningful and consistent role in promoting
diversity and inclusion in its hiring and
promotion of staff, retention of volunteers,
committee recruitment and constituencies
served.
IX. Code of Conduct for Executive Committee
Members
The Academic Senate in an effort to provide
clear expectations and appropriate accountability
processes regarding those expectations and
to foster and maintain a professional status
of the faculty volunteers to the Executive
Committee establishes the following code of
conduct for its members. The goal of the code
of conduct is to establish a set of principles
and practices that will set parameters and
provide guidance and direction for board conduct
and decision-making.
Members of the Executive Committee of the
Academic Senate are committed to observing
and promoting the highest standards of ethical
conduct in the performance of their responsibilities
on the Executive Committee. Members pledge
to accept this code as a minimum guideline
for ethical conduct and shall:
A. Accountability
1. Faithfully abide by the Articles
of Incorporation, By-laws, and policies of
Academic Senate.
2. Exercise reasonable care, good faith and
due diligence in Senate affairs.
3. Fully disclose, at the earliest opportunity,
information that may result in a perceived or
actual conflict of interest.
4. Fully disclose, at the earliest opportunity,
any facts that would have significance in decision-making.
5. Remain accountable for prudent fiscal management
to the Academic Senate Member Senates, the Executive
Committee,
and when applicable, to government and
funding bodies.
6. Agree to uphold the official positions taken
by the Academic Senate through resolutions and
position
papers adopted at plenary sessions.
B. Professional Excellence
1. Maintain a professional level of courtesy,
respect, and commitment in all Academic
Senate activities.
2. Strive to uphold those practices and assist
other members of the Executive Committee in upholding
the highest standards of conduct.
3. Strive to perform all responsibilities
as directed in the Executive Committee Policy
manual.
C.Personal Gain/Conflict of Intere
1. Exercise the powers invested for the good
of the Academic Senate rather than for personal
benefit, or that of the local campus
they represent.
2. Respect the requirement to inform the Executive
Committee of any prospective conflict of interest.
Refrain from discussing, voting,
or otherwise exerting influence regarding
decisions to participate or not participate
in transactions that may result in a
personal conflict of interest.
D. Equal Opportunity Ensure the right of all Member Senates to
appropriate and effective services without
discrimination on the basis of geography, political,
religious, socio-economical characteristics
of area represented, gender, sexual orientation,
national origin, race, ethnicity, religion,
age, political affiliation or disability, in
accordance with all applicable legal and regulatory
requirements.
E. Confidential Information
Respect the confidentiality of sensitive information
known due to service on the Executive Committee.
F. Collaboration and Cooperation
1. Respect the diversity of opinions as
expressed or acted upon by the Executive
Committee, committees and Member Senates,
and formally register dissent as appropriate.
2. Promote collaboration, cooperation, and
partnership within the Academic Senate and
among Member Senates.
The Academic Senate Executive Committee will
continue to review and revise this document
as necessary and appropriate.
CONFLICT OF INTEREST
POLICY (Approved February 10, 2006)
The Academic Senate for California Community
Colleges (the Academic Senate), its officers,
Executive Director, Executive Committee members,
and staff shall avoid any conflict between their
own respective personal, professional, or business
interests and the interests of the Academic Senate,
in any and all actions taken by them on behalf
of the Academic Senate in their respective capacities.
For this purpose, the term "interest" means
any financial, fiduciary, or other interest which
conflicts with the service of the individual
because it (1) could significantly impair the
individual's objectivity or (2) could create
an unfair advantage for any person or organization.
Executive Committee members, when representing
the Academic Senate, will refrain from unduly
advocating on behalf of their own colleges or
districts, whether the situations involved are
concerned with local, regional or statewide issues.
In the event that any officer, director, or
committee member of the Academic Senate shall
have any direct or indirect interest in, or relationship
with, any individual or organization which proposes
to enter into any transaction with the Academic
Senate, including but not limited to transactions
involving:
a. the sale, purchase, lease or rental of any
property or other asset;
b.
employment, or rendition
of services, personal or otherwise;
c.
the award of
any grant, contract, or subcontract;
d.
the investment
or deposit of any funds of the Senate;
Such person shall inform the Executive Committee
of such interest or relationship in a manner
that shall include the name of the individual,
the name of the institutional interest and the
nature of the relationship the person has with
each interest. Such person shall thereafter refrain
from discussing or voting on the particular transaction
in which s/he has an interest, or otherwise attempt
to exert any influence on the Academic Senate
to affect a decision to participate or not participate
in such transaction.
All Executive Committee members are expected
to maintain the highest standards of conduct
and ethical behavior and to adhere to the Executive
Committee Code of Ethics. The President of the
Academic Senate and the Executive Committee will
be prepared to investigate the factual basis
behind any charge or complaint of conduct that
is not in keeping with the Executive Committee
Code of Ethics.
Violations of the Executive Committee’s
Code of Ethics policy will be addressed by the
Academic Senate President, who will first discuss
the violation with the Executive Committee member
to reach a resolution. If a resolution is not
achieved and further action is deemed
necessary, the President may appoint an ad hoc
committee to examine the matter and recommend
further course of action to the Executive Committee.
In situations where the violation concerns
the Academic Senate President or Academic Senate
Vice President, the responsibility for investigation
and resolution will pass to the highest ranking
officer of the Academic Senate not considered
part of the compliant.
DIVERSITY POLICY
The Academic Senate for California Community
Colleges recognizes the benefits to students,
faculty, and the community college system that
are gained by a variety of personal experiences,
values, and views that derive from individuals
from diverse backgrounds. This diversity includes
but is not limited to race, ethnicity, gender/sex,
sexual orientation, disability status, religious
and political affiliations, age, cultural background,
socioeconomic status, academic and vocational
disciplines, and the types of colleges that exist
throughout the system. The Executive Committee
respects and is committed to promoting equal
opportunity and inclusion of diverse voices and
opinions. The Executive Committee should provide
leadership in best practices for encouraging
diverse faculty to participate in ASCCC activities
and support local senates in recruiting and encouraging
diverse faculty to serve on ASCCC standing committees.
JOB DESCRIPTIONS
President: To act as the official leader and
spokesperson of the organization as its principal
elected officer.
Responsibilities:
Preside over meetings of the Executive
Committee and the general sessions.
Represent the Academic Senate at statewide
meetings.
Communicate regularly with the field.
Work with the Executive Director to carry
out all the resolutions of the plenary body.
Coordinate the work of the Executive Committee
and standing committees.
Ensure that Executive Committee members
are aware of and fulfill their responsibilities.
Call special meetings as needed.
Appoint all committee chairs and faculty
representatives to other Academic Senate
committees and task forces, and to external
advisory committees and task forces.
Serve as an ex officio member of all committees.
Maintain communication between the Executive
Committee and the Executive Director.
Facilitate Executive Committee decision-making.
Maintain a positive working relationship
with the Executive Director.
Work with the Executive Director in preparing
both the Executive Committee agenda and plenary
session agenda.
Work with the Executive Director to provide
new Executive Committee member orientation.
Oversee the search for a new director,
when the need arises.
Coordinate the annual evaluation of the
Executive Director.
Perform all other functions required by
the office of president.
Vice President: To assist the President and
be prepared to perform the duties of the President
in his or her absence in order to maintain continuity
of leadership.
Responsibilities:
Know the organization and the President’s
duties.
Work closely as a consultant and advisor
to the President.
Develop rapport and a close working relationship
with the Executive Director and the President.
Perform such functions as the President
assigns to assist in carrying out the purposes
and policies of the Academic Senate.
Secretary: To maintain all Executive Committee
records and ensure their accuracy.
Responsibilities:
Record or supervise the recording of minutes
of all Executive Committee meetings and
plenary sessions, review and edit the minutes,
and
present the minutes to the Executive
Committee or Plenary Session delegates for
approval.
Assist in obtaining information from records
and minutes to help the Executive Committee
in decision-making.
Perform such functions as the President
assigns to assist in carrying out the
purposes and policies of the Academic Senate.
Know the organization and the President’s
duties.
Treasurer: To ensure the financial integrity
of the Senate by providing oversight of its financial
activities and verifying the accuracy of all
financial records.
Responsibilities:
Present oral and written financial reports
at plenary sessions and Executive Committee
meetings.
Ensure that the financial policies of
the Academic Senate are being followed.
Ensure development and Executive Committee
review of financial policies and procedures.
Work with the Executive Director to secure
a Certified Public Accountant for the
purpose of auditing the Senate’s financial
records.
Work with the Executive Director to review
and submit to Executive Committee full
and accurate financial data.
Chair the Budget Committee, which is responsible
for drawing up the annual budget and
recommending major modifications to the budget.
Perform such functions as the President
assigns to assist in carrying out the
purposes and policies of the Academic Senate.
Know the organization and the President’s
duties.
Other Job Descriptions
Senate Standing Committee Chair: To have a clear
understanding of the committee charge and organize
the work of the committee accordingly.
Review the charge of the committee
with the committee members to determine
whether changes should be proposed.
Establish through the Academic Senate
Office a calendar of scheduled meeting days
for the committee.
In Consultation with the President, determine
and prioritize the goals of the committee.
Compile a list of committee responsibilities
and duties to be completed.
Notify committee members of upcoming meetings;
prepare and distribute agenda materials;
and meeting minutes in a timely manner.
Work with the Academic Senate Office to
monitor the committee budget and communicate
to the Office any special requirements
that could
impact the committee budget (such as
overnight stays for long distance).
Submit to the Executive Committee agenda
items developed by the committee for purposes
of
discussion, action, or information.
Keep the President and Executive Committee
informed of all activities and publications
from the committee.
Prepare an annual report highlighting
accomplishments of the year, note unfinished
work or unaddressed
resolutions, and indicate work in
progress on position papers.
Review and provide status of assigned
resolutions.
Work with committee members to propose
and present appropriate breakouts at plenary
session.
Work with other committee chairs as needed
on shared responsibilities.
Submit material describing committee activities
for publication in the Rostrum or
other publications as requested by the President.
Retain and transfer pertinent materials
in the committee binder.
Executive Director: To
serve as the chief executive of the organization
and manage the day-to-day
operation of the Senate. His or her responsibility
is to carry out the policies made by the Executive
Committee and to set objectives for the support
staff to meet the Committee’s long-range
goals. Because he or she serves on the front-line
of the organization, the executive director should
be available to provide suggestions and insights
about the organization’s needs as they
relate to the work of Executive Committee members.
While the President carries out the will of
the Plenary Body as expressed through the
resolution process, the Executive Director
oversees the
management of the Senate’s business
affairs and services.
How selected: By the officers of the organization
and confirmed by the Executive Committee.
Term of position: Contract position, reviewed
at least annually.
Reports to: The President and the Executive Committee.
Evaluated: Annually, usually at the June
meeting.
Responsibilities:
Administrative/Managerial
Oversee all operational and financial
activities of the organization.
With the Treasurer, develop and
present to the Executive Committee
the proposed annual budget.
Develop goals and objectives for
the support staff to advance the strategic
plan set by the Executive Committee.
Develop and maintain the organization's
operating procedures consistent with
the policies set by the Executive Committee
and
with pertinent laws, regulations,
ethical standards, and practices.
Supervise all other organization
staff to include their hiring, evaluation,
and termination.
Research and recommend venues for
plenary sessions, institutes, and other
official meetings of the organization.
Maintain a professional working
relationship with the President.
Relationship to the Executive Committee
Serve as an ex officio, non-voting
member of the Executive, Budget, Standards
and
Practices, Publications, and
Resolutions Committees.
Provide the President and Executive
Committee with adequate information
to help reachsound decisions, carry
out policies and
foster clear communications
between the Executive Committee and
staff while working closely with the
President.
With the President, provide orientation
and training for Executive Committee
members.
Report regularly to the Executive
Committee on progress towards the organization’s
goals and objects.
Maintain a positive working relationship
with the President.
Member and External Relations
Provide a positive representation
of the Academic Senate to faculty,
faculty
organizations,
individuals, and the public.
AREA REPRESENTATIVE ROLES AND RESPONSIBILITIES
California community colleges have been divided
into four areas, based upon geographical location.
From two to four Executive Committee members
are assigned to each area. In some years, the
areas may be further sub divided (e.g., LA area
and mid-coastal colleges, in Area C) and each
subdivision is assigned to Executive Committee
members to facilitate contact with local senates.
These areas with assigned Executive Committee
members appear in the Academic Senate Directory
published each fall. The four Academic Senate
areas are also cited in the Academic Senate rules
as "Areas for election purposes." Awards
(the Gerald Hayward Award, for example) often
stipulate for an award recipient from each of
the four Academic Senate areas.
The four Area Representatives are responsible
for providing information to his/her area and
coordinating area meetings.
The following are responsibilities of the Area
Representatives prior to plenary session. Other
Executive Committee members are asked to assist
the area representatives as needed.
Pre Session Area Meetings
The Area Representative will, with assistance
from other Executive Committee members in the
area, carry out the following tasks:
Date:
Area meetings are held typically
two weeks prior to each plenary session.
Dates are determined by the Executive Committee
well in advance of the area meetings.
Location:
The meetings are held at a college and
the Area Representative must work with the
local senate to ensure that a room is available.
Sites for the next area meeting should be
established at the current meeting and emailed
to the Senate Office for publication on the
Senate website.
Food:
The Area Representative should work with
the local senate president to provide lunch.
The Academic Senate will, within reasonable
limits, reimburse Executive Committee members
or colleges for the cost of lunch. Expenses
should be discussed with the Executive Director
prior to committing members or colleges to
expenditures.
Notification:
The Area Representative will notify local
senate presidents via the listserv, and if
necessary by email or phone, of the date
and place of the meeting. Area Representatives
should secure the following items and send
them to the Senate Office for inclusion with
the packet of materials that is mailed to
all local senates with the agenda and Executive
committee resolutions: 1) driving directions
to the college, 2) a campus map and 3) a
parking permit suitable for duplicating.
Agenda:
The agenda is perhaps the most important
part of planning an area meeting, for it
gives focus and direction to the discussion.
The agenda should include topic areas for
resolutions, an update on recent statewide
activities, and a review of resolutions prepared
in advance of the area meetings by the Executive
Committee and other committees of the Academic
Senate, as well as a short orientation about
the plenary session, resolution writing,
and voting processes. See Appendix D for
a Sample Area Meeting Agenda.
Identify a Recorder:
Ideally, the Area Representative should
arrange in advance to have a laptop computer
and perhaps a projector at the meeting. One
of the Executive Committee members not chairing
the meeting or a local delegate should volunteer
to keep minutes and transcribe the resolutions
proposed at the area meeting which are later
distributed to the Executive Director and
to all colleges. The Area Representative
will be responsible for seeing that Area
resolutions and amendments are sent electronically
to the Academic Senate Office, usually within
24 hours of the Area meeting.
Follow-up:
The Area Representative is responsible
for sending a thank you letter to the host
college for making its facilities available.
The Senate Office will assist in the distribution
of the meeting agenda, directions, parking passes
and other materials announcing the Area meetings.
However, it is the responsibility of the Area
Representative to provide the Senate Office with
materials at least two weeks prior to the meeting.
This information will also be posted on the Academic
Senate website.
Plenary Session Area Meetings
During each of the plenary sessions, the Area
Representatives will hold an area meeting.
These area meetings are to discuss recently
introduced resolutions and amendments and other
area related issues. The Area Representative
will chair the meeting.
Other Executive Committee Responsibilities
Executive Committee members may be assigned other
duties relating to local senates in their areas,
such as the following:
A. Write to local senate presidents within
the area to inform them of fall and spring
plenary session dates, area meeting dates,
issues of interest. The Executive Committee
members
may also want to share their business cards
containing email addresses and phone number
with local
senate presidents and urge them to call if
they have questions or concerns. Note: Executive
Committee names, home addresses, home and college
phone
and FAX number and email addresses are
published in the Academic Senate Directory.
B.Follow up with local senates whose officers
or delegates do not attend fall or spring
plenary session or Faculty Leadership Institute.
Executive
Committee members may be asked to report
to the Executive Committee reasons for local
senate
representatives not attending a plenary
session or a pre-session area meeting.
In addition to the duties relating to assigned
area, Executive Committee members may be assigned
duties at specific colleges, some of which may
not be within the members' area, for special
contact purposes.
Strengthening Local Senates
Executive Committee members are asked to do what
they can to strengthen local senates in their
areas. These duties may include such activities
as:
A. Visiting
colleges and attending local
senate meetings as approved by the President;
B. Sending appropriate Academic Senate
publications to meet local needs;
C. Informing local senates of statewide
issues of significance via phone or by listserv;
D. Informing the Academic Senate President
of problems that may require the President's
or Executive Committee's attention; and
E. Reporting area concerns to the
President and Executive Committee.
Working With the Home College/District
Executive Committee members are assigned their
own colleges/districts as part of their area
responsibilities. Members depend a great deal
upon their colleges/districts for support such
as the use of college mail facilities, substitutes,
use of duplication facilities, or for additional
reassigned time. Consequently, it is important
that Executive Committee members keep their
college administrative and senate leaders informed
of Academic Senate activities. Activities might
include the following:
Distributing copies of significant material
on statewide issues;
Requesting a place on the home senate
agenda for reports; and
Meeting occasionally with administrators
to inform them of Academic Senate activities
and to express appreciation for their support.
PLENARY SESSION:
ROLE OF THE EXECUTIVE COMMITTEE MEMBERS
Regardless of whether a plenary session is held
in the North or South all members of the Executive
Committee share responsibilities for planning
and carrying out a worthwhile, informative, productive
statewide meeting. The following outlines some
of those responsibilities.
Before Session
At the August and January meetings, Executive
Committee members make suggestions for the
fall or spring session. Usually there is some
general discussion regarding items such as
thematic focus, changes in procedures, possible
speakers, and topics to be covered. At the
next two meetings, the Executive Committee
members plan details such as the format, breakouts,
speakers, and time of events. Usually the Executive
Director will send a tentative program and
a timeline for assignments to be completed.
The Executive Committee will in May or June,
decide when area meetings should be held. This
advanced planning responds to adopted resolutions
asking that the next area meeting dates be announced
in the fall and spring programs, and as early
as possible in plenary session and other mailings
and publications.
Executive Committee members may be asked to
do any or all of the following specific assignments:
Chair breakout discussions
Contact speakers, usually by phone at first,
then confirm by letter or email. The breakout
chair may suggest speakers or may be assigned
to include other knowledgeable individuals.
It is important to confirm the correct spelling
of each individual's name and exact title,
and to identify any AV needs the speaker(s)
may have (see below). Having met the deadline
for confirmation of participants, the chair
will provide the Executive Director with
the name, title, address, and a phone number
or
email for each breakout participant. It is
important that this information is accurate
because it will be included on the roster
and used to make name badges. The breakout
chair
should request a speaker vitae for purposes
of introduction, should give each speaker
a specific time limit for the presentation,
and
should make arrangements for meeting each
speaker and, if necessary, for transportation
to/from
the airport (the latter depends on the eminence
of the speaker). The Academic Senate requires
that breakout presenters officially register
for the conference. The chair is responsible
for contacting the Senate Office to acquire
the appropriate forms. The breakout chair may
want to "host" the speakers at
the meal by introducing them to others seated
at
the table. In times when there are funds
available, the Executive Committee may choose
to reimburse
presenters for their cost of travel. This
request will be noted on the presenter registration
form submitted by the committee chair. However,
presenters are only reimbursed for costs
incurred
the day of their presentation. Other restrictions
may apply, so it is usually best to confirm
proposed arrangements with the Executive
Director PRIOR to extending offers to presenters. As
with committee members, be certain to provide
reimbursement and travel information in writing
and to copy the Executive Director on all related
correspondence.
Note: In an effort to ensure that the Senate
positions are communicated to the presenters
and the attendees, breakouts must be facilitated
by an Executive Committee member. If you are
unable to facilitate one of the breakouts conducted
by your committee, another Executive Committee
member may be asked to facilitate the breakout.
Supply background material for the breakout
topic
In addition to new presentation material, there
may be printed material already available for
background, particularly Academic Senate papers.
Or, a speaker's research, for example, with the
permission of the speaker, could be distributed
either at the breakout, in the packets, or in
a mailing, provided it is not excessively long.
The Senate Office will make copies of breakout
materials. Since the Senate has a reduced rate
for copying, no other copy charges will be reimbursed.
The Executive Director will provide the Executive
Committee with a deadline for copying. Be sure
that material to be duplicated reaches the Academic
Senate Office on time for inclusion in mailings
or packets. Breakout chairs sho
