STANDARD IV.B. CHIEF EXECUTIVE OFFICER
Evidence of Standard IV.B.1
Gavilan College Joint Community College District’s Board Policies (BP) define the Superintendent/President’s role in leadership, planning, and institutional oversight. Board Policy 2430 (IV.B-1) delegates authority for executive responsibility for administering the policies and procedures adopted by the Board and the overall quality of the institution. The CEO is empowered to interpret board policy direction and is granted the power to act if there are no directly relevant policies (IV.B-2). Board Policy 3100 assigns the responsibility of developing and adjusting the organizational structure of the institution solely to the CEO.
Planning, Organizing, Budgeting
The CEO actively leads college planning efforts including the strategic plan and facility, educational, technology master plans (IV.B-3).
The CEO initiates updates of the College’s master plans on a cyclical basic. The Educational Master plan went through an intensive review of the current and future of the educational services of Gavilan College (IV.B-4) in 2017 as did the Facilities Master Plan in 2018 (IV.B-5).
The CEO chairs the Strategic Planning Committee. This committee reviews internal and external trends and works to identify strategies and goals for the college (IV.B-6).
The CEO chairs the President’s council, a key element of the District’s shared governance process and the CEO’s leadership structure (IV.B-7). The President's Council is made up of representatives from all constituency groups (See I.B.9 for a more full description of the College’s integrated planning process).
The CEO ensures that financial planning and budgets are transparent, shared, and comply with all federal, state, and community college system requirements; follow standard financial practices; and produce fiscal stability. BP 6200 Budget Preparation (IV.B-8), BP 6250 Budget Management (IV.B-9), and BP 6300 Fiscal Management (IV.B-10) ensure sound financial practices and financial stability, and clearly require that the annual budget support the College’s educational plans. The CEO ensures that these policies are implemented in practice.
The CEO presents an annual budget to the Governing Board by February each year (IV.B-8).
The CEO has established procedures to assure the district’s fiscal management is in accordance with Title V principles (IV.B-9).
Selecting and Developing Personnel
In accordance with Board Policy 7110 (IV.B-11), the Board delegates authority to the President of the College to authorize employment, fix job responsibilities, and perform other personnel actions provided that all federal and state laws and regulations and board policies and administrative procedures have been followed subject to confirmation by the Board (IV.B-1). Board Policy 3100 assigns the responsibility of developing and adjusting the organizational structure of the institution solely to the CEO (IV.B-2). The CEO is actively involved in selecting personnel and sits on the final interview panels for each full time faculty and administrator position. The CEO is active in the planning and presentation of new full-time faculty orientations and annual professional development activities (IV.B-12).
The CEO conducts performance reviews annually for all vice presidents and other employees reporting directly to the CEO. The CEO maintains a regular meeting schedule with campus leaders providing personnel development (IV.B-13). The CEO encourages college personnel to be involved in local leadership opportunities such as Leadership Morgan Hill, Gilroy Rotary and Hollister Rotary.
The CEO provides leadership in institutional planning supported by institutional effectiveness research (IV.B-14). As a part of the College’s integrated planning process, the CEO reviews and rates all program plans submitted each fall and that outline objectives and budget requests for each instructional and non-instructional program (IV.B-15). As the chair of the President’s Council, the CEO reviews the annual Institutional Effectiveness Committee / Program Integrated Planning and Review (IEC / PIPR) report and recommendations (IV.B-16).
In October 2017, through the shared governance process, the CEO established a new college position, Dean of Research, Planning and Institutional Effectiveness to support improvements in assessment and institutional effectiveness (IV.B-17). Through the leadership of the CEO, the Division of Research Planning and Institutional Effectiveness (RPIE) developed an innovative and user-friendly institutional effectiveness data tool called GavDATA (IV.B-18). This tool is being widely used by the college and individual programs to assess effectiveness. Reports from GavDATA are integrated into the program review procedures (IV.B-19).
As the chair of the Strategic Planning Committee, the CEO annually leads the development of a report on the College’s progress on each goal listed in the strategic plan (IV.B-20). This report is presented through shared governance and to the board annually.
The CEO has been a leader of the College’s effort to set and assess institutional effectiveness indicators (IV.B-21). The College is using these standards to assess progress on the College’s mission and goals.
Analysis and Evaluation Standard IV.B.1
Board Policies and Administrative procedures set the structure in place, and the CEO sets the vision for all aspects of the College. Through staff assignments, a well-defined shared governance process, and mechanisms for administrative review, the CEO takes responsibility for the quality of the institution. The CEO provides direction and leadership for the College by establishing a broad vision for the college.
The CEO plans, oversees, and evaluates an administrative structure organized and staffed to reflect the institution’s purposes, size, and complexity. The CEO delegates authority to administrators and others consistent with their responsibilities, as appropriate.
Evidence for Standard IV.B.2
Gavilan College’s organizational charts provide evidence of an administrative structure organized and staffed to reflect the institution’s purposes, size, and complexity:
● Management structure (IV.B-22):
○ Administrative Services Organizational Chart (IV.B-23)
○ Student Services Organizational Chart (IV.B-24)
○ Academic Affairs Organizational Chart (IV.B-25)
The CEO oversees the work, evaluates and develops three vice presidents: the Vice President of Administrative Services (VPAS), Vice President of Student Services (VPSS) and Vice President of Academic Affairs (VPAA). Other direct reports include the Gavilan College Educational Foundation Coordinator, and the Associate Vice President of Human Resources.
The CEO chairs President’s Cabinet, which meets weekly, as well as the Leadership Council, comprising all administrators and managers, which meets monthly (IV.B-26). The CEO delegates authority through the supervision of the vice presidents and other direct reports and the shared governance process.
For example, the Vice President of Administrative Services chairs the District’s Budget Committee, while the Vice President of Academic Affairs oversees Department Chairs (IV.B-27). The Vice President of Academic Affairs has oversight responsibility for the four instructional Divisions and the Vice President of Student Services oversees all student support programs.
In 2015, the prior CEO initiated a reorganization evaluation (IV.B-28) to analyze the existing administrative structure including the responsibilities and loads assigned to each administrator (IV.B-29). In AY 2016-2017, the current CEO implemented reorganization. A new Dean of Research Planning and Institutional Effectiveness was added to lead the areas of enrollment management and institutional effectiveness (IV.B-22). An Associate Vice President of Business Service and Security and Associate Vice-President of Human Resources and Labor Relations were also added.
By holding regular meetings of leadership teams, assigning appropriate tasks to administrators, and reorganizing the administrative structure as needed to reflect current needs, the CEO effectively plans, oversees, and evaluates the administrative structure.
Through established policies and procedures, the CEO guides institutional improvement of the teaching and learning environment by:
· Establishing a collegial process that sets values, goals, and priorities;
· Ensuring the college sets institutional performance standards for student achievement;
· Ensuring that evaluation and planning rely on high quality research and analysis of external and internal conditions;
· Ensuring that educational planning is integrated with resource planning and allocation to support student achievement and learning;
· Ensuring that the allocation of resources supports and improves learning and achievement; and
· Establishing procedures to evaluate overall institutional planning and implementation efforts to achieve the mission of the institution.
Evidence, Standard IV.B.3
Establishing a collegial process that sets values, goals, and priorities;
The CEO provides leadership in updating the College’s Principles of Community (IV.B-30) that articulate guidelines and values of the college community. Foundational values include diversity, purposefulness, openness, and justice. These principles are a meant to be a living document and are periodically revised. Copies of these principles are posted throughout the campus to guide college standards of operation and behavior.
Each year, the CEO sets goals for the district (IV.B-31). These goals take into consideration important trends in the state and local economy. The goals are presented to the college community through the President’s Council and annually at a Board meeting (IV.B-32).
The CEO leads the college’s Strategic Planning Committee, which meets regularly to review progress on the current plan, review data and research, and revise the plan for the future (IV.B-33). The strategic plan supports the educational and facilities master plans to set the goals and priorities of the college.
The CEO leads the college’s integrated planning process and has led the college in updates of the integrated planning and shared governance processes (IV.B-27, IV.B-34). Since 2017 the CEO has led updates of the Educational Master Plan, Facilities Master Plan, and Strategic Plan, changing that document from a five-year to three-year timeframe (IV.B-4, IV.B-5, IV.B-33).
Ensuring the college sets institutional performance standards for student achievement;
Administrative Policy 3225 ensures that the CEO is responsible for setting institutional performance standards that are supported by institutional effectiveness research (IV.B-35). The current standards are based on District CCCCO scorecard data. This data has been widely presented across the campus community and a link for the data is maintained on the Division of Research Planning and Institutional Effectiveness website (IV.B-36). The CEO has led the effort to set the District’s Institutional Effectiveness and Planning Initiative IEPI standards (IV.B-37).
Ensuring that evaluation and planning rely on high quality research and analysis of external and internal conditions;
The District has completed a comprehensive Educational and Facilities Master planning process which relied on high quality research to set future educational and facilities directions (IV.B-4, IV.B-5). An outside firm, Cambridge West, was contracted to review local and statewide trends to support the college in setting forth an education and facilities plan, with the result that these plans reflect high quality analysis.
As a part of the strategic planning process, internal and external environmental scans were conducted in order to set future goals and strategies (IV.B-6). External environmental scans included labor market data and population growth trends. Internal scans included program plan requests and college performance data.
The District also has an ongoing membership with the Educational Advisory Board. EAB provides regular summaries of national research around student success and generates tailored reports for the District when requested. For example, EAB conducted an Agricultural Field program development study to determine the feasibility of a new agriculture program (IV.B-38).
As an aid to program planning and review Internal users have access to a high-quality and user-friendly data dashboard tool (IV.B-18) that allow users to track enrollment, success, and completion over time, with the capability of examining sub-group performance.
Ensuring that educational planning is integrated with resource planning and allocation to support student achievement and learning;
The Gavilan College Integrated planning system links strategic and educational planning with program level planning and budget allocation (IV.B-34). At the program level, annual planning objectives are tied to strategic planning goals. Program level objectives are tied to budget where needed and are reviewed and rated by administrators and the Budget Committee. These ratings provide guidance for budget recommendations to the President’s Council. On a regular cycle each program is reviewed by the Institutional Effectiveness Committee / Program Integrated Planning and Review. The purposes of this review are to establish a recommendation for resource allocation and to improve student success.
The District’s annual budget supports the strategic plan goals. The development of new programs is accompanied by adjustments in budget for facilities, staff, and resources.
Ensuring that the allocation of resources supports and improves learning and achievement
Each program annually develops objectives, activities, and corresponding budget requests. Programs indicate whether each objective is supported by SLO/PLO data, GavDATA or daily enrollment updates. These requests are rated by administrators, the budget committee, and the CEO. The rating rubric includes the potential impact of the request on student success (IV.B-39). The budget committee uses these rating scores in its recommendations for allocation of funds (IV.B-40).
Gavilan has also been proactive in seeking grants that meet educational needs in such areas as college readiness preparation, acceleration, STEM, and Career Education (IV.B-41). Grant applications are based on college needs that cannot be met with traditional funding; these funding streams become part of the budget allocation discussions each spring (IV.B-42).
Establishing procedures to evaluate overall institutional planning and implementation efforts to achieve the mission of the institution
A new Integrated Planning Committee was created in 2016 to review processes and integration of campus operations (IV.B-43). The committee has discussed the shared governance structure and how to better inform the campus community on integrated planning (IV.B-44). As a part of the Guided Pathways effort, the College’s plan has identified important areas for improvement of the planning processes. These efforts are detailed more completely in the Quality Focus Essay.
The College undertook an effort to create, for the first time, a comprehensive enrollment management plan. This was the result of a cross-functional group representing all campus stakeholders (IV.B-45). The EMP is informed by the College Mission Statement, the Educational Master Plan, the Strategic Plan, as well as Guided Pathways design principles.
Strategic planning follows an annual cycle of review, assessment, and revision of the Strategic Plan. The Board of Trustees develops annual goals (IV.B-46) through its self-evaluation process and Strategic Planning Workshop. Strategies and goals are also developed by the Strategic Planning Committee (IV.B-47). The strategies and goals identified in the Plan are carefully reviewed, discussed, and edited by the District’s Strategic Planning Committee in line with the Mission statement and information derived from such resources as the Educational Master. The Strategic Plan states the Board of Trustees and College’s priorities for funding in each year of the plan cycle, which becomes the guideline for determining which program plan requests are funded.
Gavilan College had been using a five-year plan that is updated annually by adding a year in the future and dropping the year that just passed. The method allows Gavilan College to maintain a constant planning horizon using the current year for setting priorities for that time span. The College has decided to write the Strategic Plan for FY2018-2019 with a three-year span of planning to more closely align the College’s planning with the updated EMP.
Analysis and Evaluation Standard IV.B.3
The processes for setting values, goals and priorities are evident in the Principles of Community, the President’s goal setting, the Strategic Plan, and the integrated planning process. Performance standards are evident in the role of the RPIE, especially in the setting of IEPI markers, and in the widespread discussion of the Scorecard. The use of high quality research is evident in the RPIE campus research tools, and the process for the development of the Strategic, Educational, and Facilities Master Plans. The integration of educational and resources planning is evident in the program and budget planning processes. The allocation of resources to support and improve learning is evident in the Program Plan budget process and in the use of grant funding to support student learning. Evaluation of planning is evident in integrated planning, the Board of Trustees’ goal setting process, and the Strategic Plan update process.
The CEO has the primary leadership role for accreditation, ensuring that the institution meets or exceeds Eligibility Requirements, Accreditation Standards, and Commission policies at all times. Faculty, staff, and administrative leaders of the institution also have responsibility for assuring compliance with accreditation requirements.
Evidence for Standard IV.B.4
In accordance with Board Policy 3200 (IV.B-48), the CEO has primary responsibility for and leadership of accreditation efforts. The CEO has established an organizational structure which includes administrative and faculty leads and an Accreditation Lead Officer to coordinate a District-wide comprehensive self-study. Teams of staff, students, administrators and faculty have worked together to conduct research and develop drafts for review by the Accreditation Steering Committee.
The CEO has been an active member of the effort to complete the self-study and to provide consistent leadership on accreditation compliance. The CEO provided guidance at launch meetings for each standard development team, for the Steering Committee meetings (IV.B-49), and for the Steering Committee Retreat in June 2018. In addition, she led the Board in its orientation on accreditation matters (IV.B-50).
The CEO ensures the College meets or exceeds standards throughout the accreditation cycle. For example, the CEO directed the Vice President of Academic Affairs to develop a more comprehensive and meaningful approach to Student Learning Outcomes (SLOs) and charged the administrative leads in faculty union negotiations to come to an agreement for the compensation of faculty in order to strengthen the college’s work on SLO assessment. The CEO led the effort to focus on SLO work during the Spring 2018 faculty professional development day which included a series of presentations on improving SLO work (IV.B-51). Faculty were also given time to work within their departments on course and program SLOs.
The CEO often reminds the campus community about ongoing shared governance and integrated planning efforts, which are important foundations for meeting accreditation standards. For example, in Fall 2017 Professional Development day she reviewed the Educational Master Plan and how it will drive future instruction and facilities (IV.B-52).
The CEO communicates through the President’s Cabinet and Leadership Council to ensure college compliance with accreditation requirements. The CEO reminds college leadership of their responsibilities in meeting or exceeding accreditation standards. At a recent Leadership Council meeting, she outlined the College’s planning efforts and the importance of active participation in these planning efforts (IV.B-53).
Analysis and Evaluation Standard IV.B.4
The CEO sets the structure, selects the leads, and participates actively in the writing and reviewing work. The CEO directs efforts off cycle to ensure that Gavilan College meets or exceeds Eligibility Requirements, Accreditation Standards, and Commission policies.
The CEO assures the implementation of statutes, regulations, and governing board policies and assures that institutional practices are consistent with institutional mission and policies, including effective control of budget and expenditures.
Evidence for Standard IV.B.5
The CEO assures the implementation of statutes, regulations, and governing board policies and ensures that practices are consistent with mission and policies, including control of budget and expenditures, as so delegated in Board Policy 2430 (IV.B-1).
The CEO supervises general business procedures to assure contracts, accounting, budget and protection of assets comply with applicable laws and regulations and with the California Community Colleges Budget and Accounting Manual (IV.B-54). CEO approval is required for all personnel requests and for any purchase or contract over $10,000 (IV.B-55).
The CEO, through her role as chair of the President’s Council and Board Policy Subcommittee member, plays an active role in modifying and updating board policies and Administrative Procedures (IV.B-56). Administrative Procedures describe how Board Policies are to be implemented: for example, AP 6250 (IV.B-57) describes budget criteria.
The CEO holds regular meetings with cabinet and the Leadership Council at which the administrative team reviews compliance issues in such areas as human resources, business office procedures, and college policies (IV.B-58). The CEO delegates to administrators and managers the responsibility to ensure that their implementation activities are consistent with applicable statutes, regulations, and governing board policies.
The CEO chairs the Strategic Planning Committee (SPC), which outlines the strategies and goals for the college, reviewed and updated annually. In 2018 the SPC decided to transition from a five-year to a three-year Strategic Plan.
Analysis and Evaluation Standard IV.B.5
The CEO takes an active role in upholding and updating Board Policies, reviewing compliance areas with the leadership teams, serving as the final approver for personnel and high cost purchases, leading planning efforts, and approving and monitoring budgets through the President’s Council. The CEO actively exercises budget control.
The CEO works and communicates effectively with the communities served by the institution.
Evidence for Standard IV.B.6
The CEO has actively worked to improve communication with both internal and external audiences. Each month the CEO provides a First Friday newsletter that provides information about important District matters (IV.B-59). The CEO regularly conducts podcasts that include extended discussions of District topics. .
Every fall, the CEO has conduct Coffee and Conversations in every community in the District. These events are an opportunity for the public to meet with the President in an informal community setting (IV.B-60). The CEO also conducts monthly on-campus forums open to students, staff, and the community (IV.B-61). The CEO leads tours on the first day of the Fall term, inviting local leaders to see what is happening at Gavilan College. The CEO has also initiated an annual series of spring outreach presentations at each of the District’s high schools (IV.B-62).
The CEO includes a Letter from the President in major college publications including Report to the Community (IV.B-63), the Catalog (IV.B-64), and the Educational Master Plan (IV.B-65).
The CEO maintains a social media presence, including a Twitter stream (IV.B-66) and also posts regularly on Facebook. Last year the CEO was featured on a Facebook Live event hosted by Forbes on women in leadership (IV.B-67).
Through the annual Gavilan College Community Spirit Awards the CEO recognizes exemplary community members throughout the district, and presents information about the college at a series of awards breakfasts in the community (IV.B-68). The CEO is also an active member of local community groups such as Rotary, Chambers of Commerce, and Business Council.
Analysis and Evaluation Standard IV.B.6
Through traditional and contemporary forms of written and verbal communication, visits throughout the College community, formal reports, community spirit awards, and membership in local community organizations, the CEO works and communicates effectively with the communities served by the institution. The CEO is accessible to community members to discuss the College and plans for the future. Her efforts in total have been effective at communicating Gavilan's interest in being connected to the community the College serves.
Board Policies and Administrative procedures set the structure in place, and Chief Executive Officer (CEO) sets the vision for all aspects of the College. Through staff assignments, a well-defined shared governance process, and mechanisms for administrative review, the CEO takes responsibility for the quality of the institution. The CEO provides direction and leadership for the College by establishing a broad vision for the college. The CEO effectively plans, oversees, and evaluates the administrative structure.
The processes for setting values, goals and priorities are evident in the Principles of Community, the President’s goal setting, the Strategic Plan, and the integrated planning process. The integration of educational and resources planning is evident in the program and budget planning processes. The allocation of resources to support and improve learning is evident in the Program Plan budget process and in the use of grant funding to support student learning. Evaluation of planning is evident in integrated planning, the Board of Trustees’ goal setting process, and the Strategic Plan update process.
The CEO sets the structure, selects the leads, and participates actively in the writing and reviewing work for the Accreditation review. The CEO directs efforts off cycle to ensure that Gavilan College meets or exceeds Eligibility Requirements, Accreditation Standards, and Commission policies.
The CEO takes an active role in upholding and updating Board Policies, reviewing compliance areas with the leadership teams, serving as the final approver for personnel and high cost purchases, leading planning efforts, and approving and monitoring budgets through the President’s Council. The CEO actively exercises budget control.
Through traditional and contemporary forms of written and verbal communication, visits throughout the College community, formal reports, community spirit awards, and membership in local community organizations, the CEO works and communicates effectively with the communities served by the institution. The CEO is accessible to community members to discuss the College and plans for the future.
- Strategic Planning: Complete transition from a five-year to three-year strategic plan.