7:02 PM (EST) DEVCO Gallico call
this special May May 30 meeting Santa
Barbara City College Board of Trustees
to order and ask those who wish to participate to rise and say the Pledge of
Allegiance. I Pledge Allegiance to the flag
of the United States of America and to the Republic for which it
stands, one Nation under God, indivisible, with
liberty and justice for all. And for the record all trustees
are here except for Trustee Nielsen and
Student Trustee Igbechi. We are hoping they will join us
later in the meeting and our interim Superintendent/President is not
able to be with us tonight. We have our Executive Vice
President of human resources, welcome.
»: Thank you. »: Tonight we are devoted toward a single
topic and that topic is the selection
of our permanent Superintendent/President. And we have with us do to lead
our discussion our interim
consultant, Pamila Fisher. Welcome Pamela. And I should report to the Board
that this afternoon from 1:00 to 3:00
Pamela met with our screening committee and went over details. I participated in the first five
to 10 minutes to welcome them on behalf of the Board and think them for their
service and introduce myself, tell them
what an important task they have and
then Pamela took it from there. And I assume to some extent this
will be a reprise of what you went through earlier today.
»: Somewhat. »: Somewhat. So with that brief — I can also report — I was
told they elected a cochair. Pamela Stark, Patricia Stark , and we will also elect a
cochair at the end of our meeting before we adjourn. With that I will turn it over to
you. Thank you. It is really nice to see you in
person, in addition to seeing you during the interview process
here a couple of weeks ago. I’ve also watched some of your meetings since then including
last week as you interviewed candidates for the search
committee. So it’s really fun. To say okay — actually, you
look even nicer in person. I have to tell you that. I can
really see you much better. But it was good for me to watch that process last week as you went
through that to see the interesting meeting you had in the kind of questions you
had for them. And I can report that two of the people you
selected was there today. The gentleman from the noncredit student — did I get the title,
right? He was not there today, but the other two were there and
were very active participants and contributed really well. So
that was very positive. So yes, we have some special work to do
tonight. I want to update you on several things first and then
I want to put you to work. Our goal by the end of our time together, however long that
takes is for you to have yes selected a cochair. That is probably the easiest
part, but also to have made a decision about some topics
related to minimum qualifications because those are
things that are your call and again, it may not be that
complicated, but I need your direction and then the more intense and
very important discussion is about what I call the heart of
the profile or announcement where I hope you
answer questions. A couple of you have written to me. I know
it hasn’t been very long. If you are not one of the ones who
have not responded yet don’t feel badly. Number 1, you can
respond tonight. And number 2, if you are like me and go home
from tonight and say I should have said, you can still write
to me. So that is a wide open proposition. But let me back up
a little bit and tell you the recruitment has begun and this
sense that we have announced two people that your position is
open ended is on our website so people are aware and people are
starting to make inquiries about it. The way we describe it now is it
is in the planning stages so we know the opening is there.
Obviously, people in the close community know that, but people
across the country don’t know that and not necessarily all across
California. So that is already started. The other thing that
happened this morning as I met with some of
your staff including Marcia and, also Luz
on audio phone and your new director of
HR, Cyndi, and Angie, and we had a
working meeting. I will not go into all of that for you except
there is a lot of details of things that happened behind the
scenes to get this started including the development of the
web announcement, not just the announcement, but the
webpages, some of the print, and some of the logistics of what
will happen when candidates come to campus, those kinds of
details that you really need to get started now. Even though
they won’t happen, some of those won’t happen until early fall.
So really good to work with all of them and it is my
understanding that go forward Luz will be my primary contact
person although we keep dragging Angie into it today in a Luz’s
absence. And she will be there what we
call is simply an on-site person who helps with things that can
only be done by a person who is part of your campus community,
which also means she will be the on-site person should a question
come up even from any of you and she is there in person
immediately to answer all I do want to reinforce what I said to
you during my interview with you that I am available to you basically 24/7.
I don’t ever turn my cell phone off unless I am in a workshop.
I will turn it off or if few hours, but I respond really
quickly to text and e-mail so don’t hesitate to
reach out to me if you would like to do that. Are search
committee meeting was lively but went well. It was lively because there was
a lot of differences of opinion about some aspect of it. But we
reached consensus I think about a couple of witnesses here,
several witnesses. I see them behind me. But we worked out I think all of
these issues and we are up and running. They understand their
charge and I want you as a board to know that in addition to
explaining what they are doing, I try very hard to be
very clear about their charge, which is to follow your
guidelines that you have provided about the timeline, about
following the law obviously. He will see guidelines. But also
following the profile, which is what we will talk about this
evening. Are task is to find the very
best people to me that profile as close as possible. I said to them and I will say to
you, most boards and their campus community come up with a list about this
long. And my word for it is the, “Wow
factor, which is simply walk on water.” So we will do our best
when push comes to shove and you are making a final decision, you will be
looking at those finalist and saying all things considered,
this is the one that comes closest to being what we need
now. And it you need now might be
different than what you need for years ago or three and a half
years ago. And what you need now is certainly different from
what was needed 10 years ago. So that is a qualitative
decision that you will make in the final
analysis, but the committee has or will have your direction
about what they should be seeking in that. We also went
over the details and I won’t go into all of it with you
except if you don’t recall from our earlier conversation, Beta eight will be
handling all of the applications from Washington, DC. So the
applicants apply online and they are kept in our offices.
We take care of contacting the candidates, tracking them all of
that kind of paperwork. Marcy did not seem to mind when I told
her we will be doing that. The HR office will take the primary responsibility on the consulting
and placing of ads and deciding what your budget is, where,
when, and we had a good discussion about that this
morning as well. The committee process work is essentially done now until we
get to mid September, which is when our target date is. I
think you have the timeline. I don’t know. Do they have the
timeline? No? (Comment off mic)
okay. Well, I will be sure to say it
out loud than as I reference it, but the target date we have
right now is September 16. So between now and then we will be
recruiting and the committee will not be having to do
anything. Once we get the profile done and
up on the website, you won’t have to do anything. One
exception for everybody and that is if there is anyone you would
like me to reach out to you know to an encourage them to
apply, I am asking that and we call that a nomination. I am
asking that you send that to me. A semi-their name and contact
information and maybe one or two sentences as well about why you
are excited about them. Not a letter. Don’t worry about your
format or grammar or anything. Just to me and I will reach out
to every single person that I am given as a so-called lead. And
I’m ensure church encouraging the campus to do that and I
certainly encourage you. May I recommend to you, and I hope it
won’t sound presumptions. If I get myself in trouble, just
taught me and we will figure it out because sometimes I am a
little bit provocative. If you see somebody you would really like to see apply, say a
president at another institution, I am not at
all opposed to stealing them, but I would strongly recommend
you not encourage them to apply. That again instead, you let me
know and call them and say you have been nominated and
recommended and I will make my pitch. And the reason for that
is you have know you are the final decision maker if you
personally invite somebody to apply, even though you don’t
mean it that way, I can tell you how they will take it. It is
like I have her in my corner and she will vote for me. I have a
really, really good chance. I can’t keep you from doing
that, but part of my role, what you selected us for, is to give
you what we think our best practices. And best practice is that you
not a recruit. If somebody comes up to you which they may, they may very well come up
to you and say I see it is open. What do you think? And your
answer should be, “Please apply and we welcome your application.
” And the other question they might have for you is, “Is there an
internal candidate?” And I talked about this with the
committee too today. We stress, I cannot tell you how many times
and my colleagues can vouch for me about the confidentiality.
And if I am asked that question, the answers, “I cannot talk
about who applied. ” And can you tell me about who
isn’t one? I cannot tell you. We will not reveal any of that
information and I encourage you to do the same thing. And other
words I hope you will hold to — one, you won’t know anyway so
that will make it easy, but they may
say, “Do you have a strong internal candidate?” And again,
your answer should be, “We may. I don’t know.” This is a one
time it is okay to take the fifth, if you will, because you
are the final decision-maker. You are the judge. You will
make the decision in the end. So the more you can remove
yourself from that part of it, the better
. As I said I am thinking back to some of the things I said to
the committee today. I really stressed with them how creative
sometimes our colleagues are trying to get information out of
us. So I think we have headed that off there in that
particular regard. On the other hand, you are ambassadors for
the college. So yes, encourage people. Say, “We have an
opening.” If you are in a meeting of CEOs or whatever and
you want to stand up and say, “I just want to remind
everybody we have an opening at the best
institution” — whatever you need to say that will not get
you in trouble with the college, that is perfectly fine. The
more we can spread the word, the better with respect to that. Again, once the profile is done,
there will be a webpage, actually
several webpages. We do not plan to, and we talked
about that with staff this morning, but we do not plan to
do print brochure. We haven’t done print brochures in years.
The reason is twofold. One it saves you several thousand
dollars from the time you print them and mail them to the whole
world and most of them end up in the trash. But if you have a
really attractive set of webpages that tell everything
they want to know about the college, about the community, to
search, the time I, the committee, and how to
apply, then everybody, every time we talk about somebody in
the community, we can say just go to our website. You will
see it. We will ask them to put a banner of some kind on your
homepage that directs them straight to that page,
those pages about the presidential search. And then
everybody can see everything that we know. We try really hard to be
transparent. A question came up today about okay, I’m on the
committee and my name was on their Paraguay why is that? We recommend the committee be on
there so everybody knows who the committee is. Why? Level
playing field. Everybody knows who is on the playing field. If candidates start contacting
can members, the committee members know to turn them away.
Specifically in not engage. But at the same time, there is no
secrets and ball. It is not like some people know some
information and others don’t. So anybody that stops you and
says, “What is going on with the search?” Tell them what you
know and refer them to the website. And as we go forward
we will also include all the progress reports that are sent
out over the next three or four months. Was they go out to the
campus community, they will go to the website. We will start
with one that Dr. Benjamin sent out last week. As we go forward
we will have more going out. Under your President’s name, we
will help him with those letters, but we will send them
out and put them on the website so people can catch up. And the
people who are interested and following, they will seek toward
the end when they are ready for the open forms and they are
invited of course to come and participate in the open forms. So again, try to be transparent
while at the same time, be confidential about the things we need to be
confidential about. The profile itself, that is our
turn, announcement, would you like to
call it, it is comprised of several parts. Toward the end
of it, toward the end of it are the easy parts, how to apply,
how to get a hold of me for information. And that is
another way to refer them to me because all my contact
information is there for the world. How to do all of that. In addition, is information
about the college, your accreditation, your programs,
how wonderful you are, or prices, your awards. There is
information about the community. All of those parts that I just
mentioned are pretty straightforward. Some of them
come from our office and some will come from Luz’s office.
But there is not anything controversial within those. But
then the real heart of the profile are these three things: this is
the way we recommend to do that. Let me say parenthetically I
know this is a little different than your last profile, your
last announcement, but the purpose is the same and some of
the things are similar but there are some things we really
recommend you do that was not included in the last one.
So one part is the minimum qualifications and that is where
I will start in just a few minutes. We will come back to
that and that is a part that you should decide and tell me
tonight that yes, you like this set and you want to keep it the
same way it was or we want to modify it. And I will walk you through
that. And then there is a part called the ideal
characteristics. That is the walk on water part and you have
a long list in your last one. And I’m also getting more input
even now, not just from you, folks, are not, but from your
campus community. You may recall that Dr. Benjamin sent
out a note, I it was just a Saturday night, to the campus
community, inviting them to address those two main questions
and I already have 40 responses. I had 40 responses by the time I
left home yesterday and it is probably more now. So they
really responded to those two questions and I expect there to
be a lot more. So the two sections that are in
there, one is the ideal characteristics. We usually do
it a little more — and this is not a criticism so I have to be
careful here — but a little bit more singly than it was in your
last one. So there is a major and bullet points of the kinds
of characteristics you are looking for. And then there is a portion that
it was called out in your profile. I have read it several
times. The one from last time; some of this was in there, but
varied. But we pull out a separate
section and we call it, “Opportunities and challenges. ” What are the big
opportunities? What a euphemism. What are the big
challenges that City College is facing in the next
three to five years and perhaps the community is facing and the
city and the college is part of that? Those might be things
like physical challenges, new funding formula,
etc. Almost always it is enrollment and figuring out not
just how to increase in enrollment, but figuring out who
do we serve and how do we make those decisions, but something
about enrollment, almost always something about student success,
almost always something about student equity and the
achievement gap. It may or may not be on your list. I can tell from the forwarding
responses that I got it is on your colleagues’ mind at some
other things I will share with you as well. About pulling out six, eight,
10, try to make 10 be the magic big number of what we call,
“Major opportunities and challenges. ” So one place we spell it out
in a full sentence or two and we highlight them and we say these
are really important to just this board and this college.
And when the candidate does their cover letter, which we ask
them to keep it to five pages max, we ask
them to Renate or respond to what we ask
for in the opportunities and challenges and the ideal
characteristic and minimum sections. In other words, tell
us in your own words what you have done in those areas, what you have experienced, what,
perhaps how you approach it. I would be cautious about that
part because hopefully, they will share with you experiences
and how they might approach it. I am always suspect of people
who say this is exactly what they will do to solve your
problem. Because I would like to think we are open enough that
they need to come and spend some time with you before they have,
“The answer. ” But still we are looking for
indications that they understand the issue and have had some
success in that arena already. So I am stressing that with you
because, of course, I guess what, three of you or not here
the last time? Who was here? Who were my veterans?
»: You mean during the last one? »: Yes. During the last search.
»: Robert and Veronica. »: Okay. Because we did not do
this particular thing that time although I suspect you did, but
it just did not get portrayed that way in your profile, that
opportunity and challenge is part I think is the single most
important part of your pull out. And here is. For the walk on
water part, it is going to be at least 80 to 90%
the same thing, everybody else is because everybody wants that.
You want a communicator. To reach out in the community and
want them visible on campus and we want honesty and integrity.
We want them to be familiar with collective bargaining. We want them to respect 8725. I mean pretty much it is very,
very similar in the experience or
savvy potential candidate, we have got list and we will
respond to it and they will mostly read it to see if you
said anything that is different than anything else says because
that gives them a clue that there might be an issue or an
example. If you threw in dual enrollment,
like okay not that there is a problem, but that is high on
their list because they bother to mention it. I am just using
that as an example. Or ESL because you don’t see references
to that very much. Noncredit is a big issue for use of my
thinking is that is going to show up in the first list
somewhere and I am not sure how it will be written because I am
not sure where you are but again, I am picking that up from
some of the things I have heard from your staff. So the ideal characteristics
will reflect whatever you say, where
I need your creativity tonight and in the next week or so as you think about it
is on the, “Opportunities and challenges.” What are the
opportunities and challenges we are facing? So those are the
three things we want to talk about tonight and I would like to go back to the easiest one I
think. It is always scary when you say at that way, but I want
to go back and ask about qualifications. And by qualifications I’m not
talking about ideal characteristics, but I am
talking about sort of paper qualifications, experience,
degrees, positions held, things of that nature. The approach
that you took last time, which is perfectly fine, it is
the simplest and most conservative
approach, which was simply the language came out and I think
you have have it in front of you are it was sent to you and it
came out the Ed code. It simply says established by blah, blah,
blah, candidate must satisfy the following: And earned a
Master’s degree from an accredited institution. One year of formal training,
internship, or leadership experience reasonably related,
and demonstrated understanding and the diversity
and culture. That when you don’t play with. That when need
to go just like it is because that is law. But with respect to the others, these are minimum calls and you
have the legal right, minimum quals.
And as I said, to the committee, if you don’t make minimum quals,
we put them in the discard pile. You have the right as a board to
have there be more than that in the
minimum column. For example, on the other side where you have
desired qualifications and the first was an earned doctorate,
some boards up to put earned
doctorate in the minimum. In other words, they want, they are
making a decision early on that they want their president to
have a doctorate. So that is one of the questions I always
pose two boards. Sometimes boards just agree.
Sometimes they don’t. And I am enjoying all of your beautiful flowers in this place,
but it is also taking its toll. That is one thing I want you to
think about. There are pros and cons and I could share those
with you if you’d like. The one year — if you think of it
that way. That Ed code applies to every administrator in your
Congress, Congress, colleagues. To much thinking about the
Congress, actually I’m thinking about the ACCT Congress.
Because we are working on that today too. This applies if you
want to be a Dean. In other words, these minimum quals are the same minimum quals if I
want to be the Dean of Humanities. That is why some boards like to
upped the ante a bit for presidential qualifications.
But you may not. We will talk about that. If you get over to
the desire about the doctorate, how much leadership experience have you had, have
you been a manager and, of course, the other issue is have
you had some experience in Higher Ed? You want them to
have had experience and community colleges? Or you can
make it be broader and say in Higher Ed, obviously
including the University, or you cannot mention that at all and
they can come from the corporate world. The corporate world one
is a reach I will tell you. We have not had good luck with
that. Once in a a while we will get some candidates. I don’t
think I have had a single one survive a search committee yet
because — unless — but then they would meet it anyway — if
they have been in Higher Ed and went out into the corporate
world and then are coming back. But that is up to you. The doctorate narrows your pool,
but if you want a doctorate, you are sending the message we have
a doctorate or don’t apply. So you may or may not want to do
that. So the Masters why the pool. The more experience — that you
want senior level experience and you try to put a number on it, that will narrow your
pool, but it narrows it down to the people from perhaps what you
are looking for with more experience and then, of course,
the community college Higher Ed. If you open it up to the whole
world, I will tell you you will probably get twice as many
applicants, but they probably won’t be qualified. That is your call, but it will
be up to the committee to sort through those and find the ones
where they think the skills are generalized enough to
fit the President of your college. There are pros and
cons to all of this. But the easiest way, and I am not
recommending this, but the easiest way is you probably keep
what you already have, but I would be remiss if I did not say to you if they only met
those minimums, and minimums are minimums. We know that. Would
if they only met that, they are not going to be nearly ready to
be the president of an organization like yours. Yes?
»: I need some qualification, not qualification, but advice.
Because sometimes, sometimes an applicant ‘s paper presentation differs dramatically with reality. And
what I was thinking about is what if we, is of having minimum
qualifications, one not have preferred qualifications, which would open
it up to a wider section, I would
think? »: If you look at what you have
from before, that is what you are doing in the desired column.
Because the first one, you don’t have the option of changing that
to preferred because that is law. So you have to use the term,
“Minimum quals.” The only place you have discretion is you can
make them tougher than they already are, but they have to be
at least this tough. So if you change it to,
“Preferred” that implies a preferred them, but they don’t
have to have it, but they do have to have it. For example, I
don’t know where that first one comes from, but they cannot
supervise faculty if they don’t have those. But if you like the word,
“Preferred over desired, actually, I like
the word, “Preferred” over, “Desired,” that would be your
second column. »: I guess what I am thinking of
is somebody might very well have the doctorate and have all of
these other minimum qualifications and I
would have difficulty selecting that person
for anything. »: I agree with you. You know I
told you before, you will probably have sitting presidents
apply for this and there will be some you will not want. So this
doesn’t mean you are going to them. But do they get to throw
their hat in the ring. And you might very well have somebody who is not a sitting president,
but is very successful Vice President or vice Chancellor who you will just
absolutely love this is a first step. Once
they met the minimum quals, they get to Gibby in the pool and the
search committee will look very closely at that whole package.
Are they knowledgeable, do they know what is going on in the
legislator? All that good stuff and they will narrow it down to six, seven,
eight people and a lot of those would simply disappear. And
when the interview them, they will have the experience you
will have. Now they always ask today how
much can I vouch for the ones that we
will interview at the first level? Anything we know about
them we will share with the committee, but we cannot do any reference checking on
them at that point when they are one of 40 or 50 or 60
applicants. But once they have been invited to be interviewed,
then we do, what a lot of firms don’t, we do a preliminary
reference check right then. So when they come and are
interviewed at that first level, if there is some major issue, we
will at least know about it. We may not know all the details,
but at that point, the only ones we can call and talk to are the
people they are put on their list and we get permission from
them to be able to call them and, of course, we do the
Internet searches and things like that so we have some sort
of what is going on if we don’t already know. So the committee
will have some information about that. I have heard some stories
and concerns today about some getting all the
way to the finalists before there was information. That’s
not going to happen. However, the committee might very well
invite somebody for the first level interview and I am sure
you have all been there and five minutes into the interview it is
like okay when is this one over? This person will never work
here. This will never work. We try to keep that from happening,
but I can’t guarantee it because there might always be somebody
we might not yet have seen in person. So the kind that you
are talking about that look good on paper and don’t look good in
person, the committee should have weeded those out and you
should never have to see those. Yes?
»: A couple of things. One is to the best of my nonage
we didn’t have this conversation. It was not opened
up to us as an option to talk about both MQs and desire.
»: It was not ours. It was a point of reference. »: Personally I do like the idea
of having it brought enough that you can bring in people who well, really
the broad pool, the people you
eliminate with the doctorate may cut back on your diversity
options. The people that — »: You mean people without a
doctorate? »: Correct. If you require a
doctorate, then you are screening to a certain level
still. And the other issue I think is I
have always been in favor of at least trying to see if there is
anyone in the corporate sector who fits and considering that is
a possibility. Because although academic
institutions are very unique and California
Community Colleges are unique, there are important aspects of what we do that really are very
businesslike, or should be. »: There is no doubt about that
about the business side. A lot of us in that is almost a dirty
word to use on campus, but the reality is the person that is
leading your institution has to have all of that savvy as well.
The challenge comes in and I am not arguing for or against. But the challenge comes in that
person understanding not so much the issues of Higher Ed, but
somewhat it is the mission and its shared governance. Those
are the two things that get them in trouble. And we have had in the last 20,
30 years in California , I can think of two, three, may
be is more that I am not aware of, but maybe two or three that
came from elsewhere and actually, they came from state
universities. See you can’t even call that corporate but it
didn’t work out. But it was for some of the other reasons we are
talking about. But if you do that, if that is your pleasure,
that is absolutely what we can do. What I would — since you
said you are not really wed to these anyway,
I would put in the preferred qualification something about —
if we use, “Preferred” instead of,
“Desired” a demonstrated understanding of the mission of
the community college. It might be somebody who is been on the
community College foundation for a long time for example. Or
something. They need to understand we are
not Santa Barbara University of California for example. There’s
a difference. The mission is different. But that is
certainly your call. That is why I am asking you and
so the degree and how widely open it
is, and I guess the other third part of that is how much senior
level — I assume you don’t want someone to come in who has never
been administrator of any kind, anywhere. You would have to
tell me, but you are really brave if you are. But that is
your call. »: That make sense. I mean we
are looking for real leadership here. I am just open, from my point of
view, to try to broaden the qualifications. I am told by
other folks who have been through this process that pretty
much the first place they look is that preferred qualifications
to see what we are saying in there. And so the message we
send there is pretty important. »: It is. »: One thing that I think is
important is in ability to work with the
Board. Because I sent this to you in the e-mail, but my perception is
that the superintendent’s relationship and how they work
with the Board trickles to the entire college. A bad
relationship can turn really sour for everyone else. So I think one year at a minimum
is — I don’t know — personally I would do it two or three
years, may be two of the senior leadership experience, but maybe
in the preferred we would put three. I don’t know how people
feel about that, but I wouldn’t want someone green sitting up
here. Like they never sat at a board table before, never had to
interact with a board before. »: You do understand that unless
they are a sitting president, in
California, Superintendent/President, you
realize, California, is the only place they use that term. If I
leave superintendent out regularly I apologize ahead of
time. That is a part of the K-12, but
anyway… unless they are a President that
reports to a board, not a campus president, they will not have
reported to a board. But for example, as a Vice President or even a campus president…
Well, like Dr. Beebe; he didn’t report to a board. See you have
to be careful how you word it so you don’t rule them
out, but familiarity with working with a
board, understanding the principles of boards and
leadership, all those kind of things. And that can become, it
can be in your preferred column, but I would recommend — if it
is high on your list, I would put it in that “Opportunities
and challenges”,” mainly looking for someone who is effective, looking for a
locally elective governing board and can establish good
relationship, whatever… However you decide to ward that.
And make it one of those kind of things as opposed to a
qualification, per se. Because if you put it as a
qualification, I will tell you what will happen. Back to your
point, they will read that. Nobody puts that in that column. If you put that in that column,
guess how they are going to read that? Okay, there is some
problem with that board. That it is such a problem board that
they put it in there preferred qualification. You probably
would scare people away. But you still can have a
concept, but in another part of the profile. And by the way, I
should tell you since I get to watch your meetings and this is
not a comment on your meeting so don’t get me in trouble my first
time in person here. The number 1 question candidates
ask me, “Do you know? Tell me about the Board.” That is the
first thing they want to say. Tell me about the Board. What
are they like? Do they get along? Is it a divided board?
Is it a contentious board? Do the Board understand their
roles? You have to remember most of my work is with working
boards and retreats and workshops so I get those kind of
questions immediately and what any good candidate is going to
do is watch your meetings. They probably would go back to about
the time the search was announced, probably to at least
the one where you entered your firms for the search and then
last week and everything that happens between now and when
they fill out their application. So just keep that in mind as an
aside. But to your point a can certainly go on the list, but I
don’t think we want to put that. »: I mean like we’ll be put
board experience? I think I understand what you are saying
there. But like when you’re, clearly not someone who just
became a college president can come up here and become
Superintendent/President. »: I agree with Jonathan on that
point. When I read that, I can’t imagine us selecting
someone with only one year. I would expect us to see at least
three years. »: And then 1-year doesn’t even
say senior. You see? I personally; you go with the
master’s degree, open. If you are not — and actually
even this one — I just realized this
one doesn’t know this one does not preclude the corporate
because you reference to higher it is in the preferred column,
not end — so this one is already doing that. But back to
your point, I like to see that in the minimum quals. Significant experience in the
experience and then we can argue whether it is two, three, four or five.
I just became Department Chair and I’ve been Department Chair
four years and I now want to be Superintendent/President. I
don’t think that is the message you want to send. I don’t
think, but you know… »: I would agree with Jonathan. That hiring a person with very
little experience, or even none ask he
President is probably problematic for us. But at the same time, the way
you just phrased it helps. The Board issue, there are different
types of boards. I would not go elected one. Not
necessarily. But in the corporate world it is a
different situation. With The Foundation it was not
be elected. »: You know what? You are
absolutely right. When I use that example, I was
not talking about that as a qualification. I am same part
of the issue over here is a new person will be expected
to work well with an elected governing board. How they
learned at, where they experience it, we don’t care,
but we know they should know the difference. And community
college, Higher Ed board is different than even a school
board. I think some of you have been on school board’s? I
thought so. It is different. And certainly it is different
from being on the City Council or a board of directors of the
United Way or the women’s shelter. You can have board experience
and you should talk about that, two your
point, but we are not making it be a qualification. We are
saying we expect you to be able to come in here and perform and
not act like a deer in the headlights. So in order to make
sure we are capturing things, did we have some consensus that
we stick with a master’s degree in not include the doctorate in
the other column? »: I would like to have more
discussion about that. I appreciate what Marcia said.
And that resonated with me. But before I came to the meeting I
was thinking I want to know more
about can a college president gain the
respect of all of those PhDs that they are working with, that
they are supervising. And I don’t have enough
experience in this realm to answer that. But obviously, the position
requires as part of the shared governance requires a tremendous
amount of respect for people they are working with. And I
know not everybody they work with will have a Ph.D. , but it is predominant I think. So I guess I would like to hear
Dr. Haslund’s comment on that. »: No. I think if we list it as a
minimum qualification , for such a person, there will
be other offsets that say to us yet Young that our person,
whether they had the degree or not. I know a lot a people with PhDs,
some of them are good friends of mine. But they wouldn’t be right for
this position. So what I guess I am saying is it should not be
seen as the single variable that would, the absence of which
would disallow that person. »: Have we had Presidents in the
last decade or so, or longer, that
I’m not had a Ph.D.? »: John, did he have a Ph.D. ?
»: John, Young. »: Anthony started out with one.
— (Overlapping speakers) »: John Romo would be a very
good example. »: And he was Fantabulous.
»: I’ve experienced a number of people who would be very good at
the position and they just don’t have the
degree. »: And you just, you just
encapsulated, both of you the argument. A new President has to earn
respect. So she or he can come in and say
people — unless you require a search committee that already
fell in love with them, people are going to be
skeptical. They have to earn their respect. So I think they
can. Sometimes boards are more concerned about the external
community than the internal community, about the doctorate.
They say — I just did one and another state — and their
university, the University of a state is in the same community. And they said look when our
President is standing up next to their president to testify
before the Legislature, we want them to say Dr. So-and-so just like they say Dr.
So-and-so over here. Is a matter of a public perception on
the outside. I will tell you it is not a huge deal. And I would not recommend you
have too much angst over it. You cast a wide net and it will
take care of itself. And you actually hit the nail on the had
too. Because the person without a doctorate comes in with a bit of a
disadvantage. And then with they have to do is prove to you
they are so good it is okay that they don’t have it.
»: Right. »: And they have to prove to the
committee first of all and then proved to you. If they can
prove it to you, if you get down to the wire and you love two
people and that is the only difference, that is not going to
make the difference. It will be something else about who they
are, what they believe in, what they have done and you can take
care of it yourself. I will at the same time be
candid and tell you that I’ve had had very few Masters holding a candidates be
selected. The competition is great enough now and there are
so many of the others out of there, it used to be, and I
will be careful about my choice of words here, but it used to be
that sometimes our candidates of color who did not have a doctorate could get selected.
But others didn’t. Now is not so much the case. May be
because we have been doing a lot of work in the last 10 or 15
years and we have lots of candidates of color with
doctorates so it has become less of a diversity issue, but it’s
still a wide net issue. So cast a wider net and see what you
think. And you know the committee will screen them for
you and you will be able to decide from there. I don’t
think that is a really big issue either way. I have more hope that you will
go with in the minimum column of significant senior level
experience of some kind of executive administrator. »: I like that language rather
than three years. »: I don’t like three years
either. »: What is it that is so magic
about three years? Why not three and a half? Why not four?
»: As soon as you have it, will fall in love with somebody that
has two and a half. Or you won’t because you won’t see them
because the committee will screen them out. But that will
happen with the committee. And it leaves us open and sometimes the committee will ask, “What is
senior?” Generally, senior means, if it is Higher Ed,
corporate will have to figure it out, but if it is Higher Ed,
it means it is part of the President’s cabinet at a senior
level. And they might have the title of Vice President, but
they are a Dean reporting to the president, something that gives them closer to the
decision-making power , and back to the earlier
comment about a board, something that will have likely brought
them into executive session once in a while or to present to the
Board. Oh, you know not that the Board on their campus would
have never ever seen them. That is not senior for sure. But it
gives us some flexibility and it gives you some flexibility.
»: I am comfortable with that. I think it works because I
cannot imagine if we said senior executive experience that
somebody with only one year as described here or two years even
with fit that. »: They would not survive. They
might apply, but that is okay. They may want to put the energy
into that. And the diversity statement is well, we have to
have that there. Did everybody agree we can go with,
“Preferred” instead of, “Desired” in that column? And
then we can keep the, “Earned doctorate.” And then let’s look
at the second one to your point, preferred five or more years.
That when actually comes as a little bit redundant because we
will put something in the first column. So that when actually
goes away unless there is something there we want to
capture. And we won’t say a number. We can say significant.
So that goes over here. We don’t use a number. Again, that is a little wordy,
but the concept is there. And what about the third bullet? The senior — we already said
that. That gets redundant too. »: Yeah, that is where in this
case, it is a people by having higher education in there.
»: So yes, we are saying we are not going to give preference to
hire Ed. We are going to say — we could just say like it is
minus Higher Ed. A senior in ministry experience in a
progressively responsible position. What we are saying is
you have held more than one role. You started here and you
went there and went there. And the terminology has to purposely
state that if you are doing the broad net because of terms would
be different depending on the organization
it, to come up through a nonprofit for example. When we
do the broad net, what we do get some is people from the
nonprofits, more from board the then from
corporate. We will get nonprofit leaders attempting to
come over. Everybody okay with taking Higher Ed out of there?
»: If we did that, would we have a separate one that says,
“Familiar with Higher Ed issues? ” I don’t want someone who is
never stepped foot in a college campus. I mean they went to
college — »: May be the preferred third
one is where we have to say something about familiarity and commitment to
the community college mission and going back to the mission,
do they understand why we exist and how we are different? And
how did they get familiar? Were they a student? Well, that is
actually a plus if they were a student, but what else have they
done to stay in touch with what is going on? Or you could as
opposed to the mission, you can go with a focus on familiar with
Higher Ed issues. And that would not rule out
non-educators. And again, it would be in the,
“Preferred” not in the, “Required.”
»: I like the mission because as you pointed out earlier, we are
a distinct component with our own mission. And potentially there is that
overlap with non-profit and with corporate. Because we are
looking at preparing people with jobs and their
future. »: I don’t know. I think that
is a stretch. I cannot — I am trying to
imagine myself helping to select somebody without the experience
in higher education. I mean I don’t rule it out
completely, but it is really a difficult stretch for me.
»: It is a net to start with. »: I also want to be fair to
potential applicants. »: But if you get a spectacular
person, wide ruled them out before they even apply, is where
I started from. »: No. I hear you.
»: I will tell you that the issue that we discussed earlier about how
faculty see someone without a doctorate
pales in comparison to how they will react if you have someone from the corporate
world. »: Can I also add a comment? Depending on the wide range of
people who decide to participate in your process, it will be clear to the committee, it will be funneled
down who has what appears to be the best potential to refer to the Board
members. And as the candidates come in,
how they present their qualifications, how the
interview process goes, wants that comes down, it becomes pretty
clear who will be the best candidates for
consideration for the Board. »: And that is what I was
thinking to reinforce, that our screening
committee has a representative composition in order to make
them feel like the people they are putting forward to the Board
are comfortable. We can select any one of them
and they would be all right right. So there is this gap between,
you know, paper qualifications and the way the person actually
interviews and actually comes across and expresses themselves
and all the things that make you decide this is a real potential
candidate, that our screening committee helps us with.
»: I agree. I think the thing will probably
take care of it. And if they are thrilled with
some very nontraditional candidate, another place that is
sometimes come from that is nontraditional is military.
They have a hard time getting through committees too, but
every now and then it happens. And if that is what happens, it
will be in your laps. You will be the one to decide because it
is a good fit. Are they nontraditional but they also
bring a stereotype that makes them be nontraditional in the
first place? And you will certainly get to decide that,
but most likely the committee will be the ones struggling and
making a call on it. If it gets all the way to you —
»: I accept the argument. It is a net casting process.
And I have watched of this committee now twice before. I have always been impressed
with the capacity to sort of figure it out and do exactly the
right thing. »: I don’t want to compare it to
making sausage, but people always talk about that in a
derogatory sense. But I have watched so many committees with
such diverse points of view and they are all what I call,
“Know’s arc Mitty’s.” And by the time they are done, not only
are they on the same page, and I am saying this with committee
members in the room, you cannot even tell who was a union
president and who was a community member and who was
whatever… It is like oh, yes, this is what we really need. Now as you go through the
process, those perspectives get shared and they temper one
another. So you know the kinds of talk I said. When you have
reviewed all of these paper applications, that is a big
issue. After we have reviewed all of these online and we come
into discuss them, you will have your paper notes,
but nobody else will know, but me how you felt about anybody
and nobody ever needs to know because by the time we are done,
you will have changed your mind. If you haven’t changed your mind
about some of them, I have not done my job. Because you need to hear from
the other perspectives and then makes the batter, if you will,
and a positive way so we come out at the same place and we get
community members who say boy I never thought about… Community members are little bit
shocked on how our shared governance process works.
Especially if they come from the corporate sector, but that’s
okay. They learn about us in the process. And, on the other
hand, sometimes campus people are surprised to hear what
community, folks are looking for which is why you have a blend.
But when it gets done, it works. So here’s what I have as of
right now. I will do some wordsmithing, but there would be
three minimum qualifications. One, the earned master’s degree.
Two, the required statement on diversity. And the third one would be the
significant executive level experience. Then we would go to
the preferred column and we would say and earned doctorate
is preferred. And we would say a senior
administrative experience in progressively responsible
positions. Again, we are looking for how did they do.
And the third part would probably — I would probably do
it the other order, but probably familiarity with the
college’s mission. And then we stopped. And then the other
thing is to go into the “Ideal Characteristics” where there is
a lot more at this stage. It’s everybody okay with that?
»: In that last bullet, the last statement that you said, with
that, the California Community College’s mission, it is
twofold. It works in tandem, the internal
and external context. And I feel that our preferred candidate is going to understand
that community college admission within the context of the
internal and external context, that the college operates
within. »: Would it not be the mission
that you have stated on your accreditation documentation
about what your mission is? I am not sure how internal
internal/external mission is different
»: So the California Community College serves the purpose for
so many different things. Like a four years transfer. Like the
CTE, but the interplay between the external context of carrying
out that mission in tandem with the internal context of the
actual folks that are doing the work, that is
so intricately related that I feel that that has been in my opinion one
of the reasons why we have seen three presidents in the last
seven years. »: I need clarification on that.
Are you referring to how the external community perceives the
mission? Is that yet? »: Yes. The California
community College, we cannot execute our commission
without the community. The community can take advantage and participate in the mission
without this here. So SBCC is, you know, we are
doing the work in the community then benefits from that work. But the college can’t just do
the work in isolation. The college response to the
community. So I feel like that is is, that
has to be a must in this climate of
education. »: So understanding the external
community, connecting with the community, meeting the needs,
you have just outlined a wonderful
component of that opportunities and challenges section. That is where you spell out this
new President must be able to do all of the above and what you are just
describing. I don’t know how you can —
»: Community engagement »: Community engagement is a
good word, but I can tell you down to the nuts and bolts of
are you out there listening to, connecting with, but I think
that can easily be one of your “Opportunities and Challenges.”
Those are ones they will pay a lot of attention to. And it
might even be a political aspect of interacting with the
community. I don’t know. But for a lots of communities, that
is the case. Look at how much external
pressure you receive in your community. I am not sure. I
don’t know. Your business and industry community, per se, is a
little different than other places so I don’t know how much
pressure you get from local businesses and industry about
you are not preparing the people that we need. We cannot find
the workforce. All of those are examples of that engagement. It
is way beyond being visible in the community, but getting the whole
campus, what I think I hear you saying, is to think that way, to think about
— am I getting close? I can tell there is a concern
there. And I’m not quite sure if I’m catching it or not.
»: Yes. We can leave it there, but I think for goodness sakes,
these people, these wonderful candidates that would want to
come and apply with the modalities of communication that
are available to us at their fingertips, they are going to
Google. They will know what the
challenges and opportunities are. If I Google SBCC right now is, I
will know what my challenges are with my K-12 partners and my
challenges regionally and economics and all of that
stuff. »: Okay.
»: I do want to know the preferred qualification, it is
for folks that are running our institutions right now, with the myriad of degrees and
doctorates that they have and the accolades, it is such a
complex role and a lonely road that these men and women are
stepping into that for Santa Barbara City College knowing the
reality of what we have been facing in our community both from our pre-k to Higher
Ed, you know, sectors that we prefer
someone that knows that they are going to come in and
understanding and knowing that. So if you feel and you recommend
that that is going to live well with the “Opportunities and
Challenges,” so be it, but we prefer someone who is going to
need to understand that having an increased responsibility in
these progressively higher positions, whatever sector it may be, that that
context of experience is really going to be applied here because
we preferred that someone would be able to execute that in
their ability to… »: Sure. I think respectfully it belongs
in the “Opportunities and Challenges. ” And I almost hesitate — I
know things about opportunities. Because we do side, but I almost
hesitate to say this. I would not like to see you and I would
not recommend you get too much more into these two columns
because once you have a lot, then people will
notice what you didn’t say and what you have it said is anything about teaching
and learning or student success. Now that’s fine as long as we
put it over here in the “Opportunities and Challenges,”
but I would say keep these as simple as we have them and then
let’s come over here and there we can go as deep as you want
with the community engagement, with understanding, with being an advocate in the
community, and certainly an advocate not just in the community, but state, national
advocacy. It is definitely something where the president is doing, without
taking too much more of your time on the same point, I am
interested from all of you what is the kernel of the issue with the
external community? The people who are not happy,
which is what I am in inferring, what is it? What is
it they want that you are not doing? Is it — are we up in the ivory
tower on the hill and we don’t go out? Is it that we don’t do
work? Is at that we are not in touch with the underrepresented? What is it that the
disengagement that you perceive has caused? And I probably
opened a big can of worms here, but I need a sense of that myself. What does the community
think? Could you go out and pass a Bond right now?
»: No. »: Not even close?
»: We might have a difference on that, but I think it might be
difficult. »: What do they think of you? »: If I may I would say that the
reason that our board members would agree with me that a bond might not pass right
now for example, is because there is a perception in the community that
we have students here that are not local. There is a conflict
between passing a local bond versus the size and
in fact — »: For the University?
»: Yes. And so there are a lot of
different reasons why people feel that in
fact, but the reality is that in Santa Barbara we have a few
challenging issues of housing. And I think that there are a lot
of community members who have a lot of different issues with the
college, but in terms of a bond, that the way
people feel about whether City College is being proactive, about the impact of
their students in the community or not
being proactive. »: Do they see your students as
being a negative impact? »: Some do and some don’t. But
everybody when they feel like you are going to pass a local
bond is considering… »: So I will take back the bond
part. Although they are increasingly
successful across California and other places. Okay. So maybe I will say this person
needs to be not only to be engaged in the community, but be
able to build bridges with the community, build better relations with the community,
all the above. »: I would add to that that in
the last year, we have had some
significant issues that have come before the Board relating
to gender equity and diversity and racial equity . And so that is kind of
twofold. One is just grappling with those
issues. And then secondly, there has
been a perception in the community because the kinds of
press that we have had that we are not handling it correctly. Either from both sides, either
one going this way are not going enough that way. So I think
there has — again, all the stuff I always get concerned
about basing all of this on kind of anecdotal, who we talk to last and I think
if we took a survey of some sort you would find that people are aware there
have been issues on the campus. And we have had some press that
kind of feeds that. »: So there is probably two or
three things that I would propose being in your
“Opportunities and Challenges” that come out with your initial
comment, one about the engagement and the partnerships.
The other is about relationships and the perception, the public
relationship, but there is also the concrete engagement up we
are out there serving their needs and do we know what their
needs are? All of those kind of things and then, of course, the
public relations comes into — you are going to walk —
want some kind of statement. You will have that on that
document, but some kind of statement about where you are with respect to valuing diversity and equity and your
commitment to closing the achievement gap and your
commitment to — I got several things. I got a lot of comments from the
staff and faculty that already wrote
to me around the topic of inclusion and diversity and
things related to that these are challenges that we are facing
and we need to deal with it. I told you I wasn’t going to say
this, but I am going to say it. And that is I have had several
people that brought up an issue that I
don’t believe belongs in your profile, but I was surprised to
see it pop up that often and that was things related to
sexual harassment in do you mentioned gender stuff too. And
I thought maybe that was a part of a recent issue that is on
people’s mind. And unless you direct me, I am not putting that
in your profile because that would send the wrong message. But the issue of inclusion and
equity, definitely we want to make some
strong statements here. Your staff, colleagues up to this point so far most of their
comments were about challenges and opportunities. It focuses
around enrollment and being creative about dealing with enrollment that is probably the
single most often quoted issue and next
to that was fiscal stability and the funding formula and the lack
of resources for certain programs and resources. It was
mentioned by name. Those were by far the two most frequent
ones. And then the campus climate in the diversity.
Campus climate was a thing that was used. And then there were
several people, not a huge number but several out of the 40
that mentioned there is they felt still issues of issues of
discrimination and favoritism . And I don’t want to say
equity. That is the same thing. But again if I don’t hear it
from a whole bunch of people I don’t get too concerned. If I
hear it from a lot of people I think it is something. There
are several references. When you think about human resources. You could say it is part of that
issue. Whether or not that is something you want to include as
one of our challenges that we are working toward creating a climate, that is totally
inclusive, whatever. I want to be careful. I don’t want to
send the message that we have a problem that we don’t have but
at the same time, we want to send a message that you are
committed to this philosophy. It is your wording that becomes
really important here. And this is one that came up a
lot. This is more on “Ideal
Characteristics.” Maybe this is in the opportunities and
challenge column. Many people got up and said stuff about
Santa Barbara culture. Sometimes they meant the campus
and sometimes they meant the community. That did come frequently for
your own people. Your candidates, unless they are
internal are not going to understand it already. And
even when they do their comments and homework they will not
understand it until they talk with you and they are here. But
what they can do with a good application and interview is say
here is how I would approach coming to a new community. In
my opinion that is a good answer and then they tell you how they
will approach it. I will read this and meet with this group
and ask every one you who in the community I go visit right away. And who is the leadership on
campus. I can figure that out myself and I don’t have to ask
you that. But I will talk to the external community. And I
will take two or three people under my wing or ask me to be
taken under their wing. So I don’t inadvertently stick my
foot and my mouth. Tell me what do I need to know
about this community member or what do I need to know here? So I learn how they need to know
about the community. Or in a letter or interview they can
tell you how they went into a community that was very
different than what they previously experienced or that
was new to them and how they did it,
what they did to learn the community. Yes? »: Okay —
»: I just want you to have a feel for some of the things they
said. »: That is very helpful. And
talking about opportunities one thing came to mind, which is
perhaps unique for us, which is our foundation. And our foundation is
exceptionally good. And a place where a new person
to the community and to the college can look for resources
to become integrated with the community. So that is an
opportunity that is pretty unique to us and we should
highlight it. »: That is a really good point. It is not just the revenue they
bring in and Geoff was sharing that today. But the fact that
there are all of those leaders that they can meet immediately.
»: And our leadership in the Promise Program and that
relationship with the community. Those are things we can talk
about as opportunities. On the flip side I was going to say
there is a broader element as well to the other community and
college commentary, which to me is the
challenge of having respect respectful among folks that have
different viewpoints. »: Internally.
»: Internally and externally. We really have had a lot of conversations that are more
heated then we would hope they are in the future and struggling
with that issue. I think it is a challenge. And it reflects
the national environment really. I mean we are not unique here.
This is something we brought up. »: That is a good point, but
they respectful conversations around divergent points of view and, of
course, is starts with the president and the Board. That
is all part of it. »: It is diversity of thought.
»: Yes. Not just… »: You know back to your point.
My sense of the community, we are still, even with all of the
issues in the last year and he thinks that the college has been
through, the community still holds us and very high regard.
And although all these things have gone on, what I hear the
community is concerned about, we are in an
international student, it is capped at 1500. It is in our
policy. We allow prior enrollment to our
PhRMA students, a great partnership with dual
enrollment. The perception is the desire
that we want to continue to elevate teaching and learning at
this institution. This has been the gift to the community for everyone and
anyone, especially our local community. And the community
would love to see us getting back to what we do best and that
is teaching and learning and I think that is with the right person,
this is going to be a season where they can go out and say
actually did you know what? Did you know how many language
schools are in town? We are not the only ones who attract people
because we are on the hill. Folks, want teaching and
learning to be a priority on this campus because it and
learning is the comprehensive mission that is going to help
folks get to where they are going. »: I think with the community
wants — a good candidate is looking for that and so far we
have not said to much about that tonight. You are looking for a
leader. You are not looking for a Vice President of Academic
Affairs, but we want someone who is passionate about teaching and learning and knows
how to support faculty’s pursuit of excellence. It sounds almost
a cliché, but that is really what we want. And if we are
saying that we believe in student success and closing the
achievement gap, that all happens through the pursuit of
excellent teaching and learning, which
might mean doing things differently than the way it has always been done so that
your leader can help faculty adjust their
pedagogy for example if there is a good reason for that. But again, it is still in a
participative inspirational way as opposed to a hammer, if you
will, which I think some people are feeling
that way — I sorry Doug I have to be careful. But there are
some things coming down from the state level where people are
wondering how much flexibility do I have in my classroom at
this point? I am not going to go there, but
your leader certainly needs to be somebody who can talk their language and
inspire them, or if nothing else provide the resources so they
can get even better than what they already do with respect to
teaching and learning. So I will encourage you that we have
something there about that so people don’t read this and
forget it is an institution of Higher Ed. So okay, anyway
enough said… It is the reason I do this job.
I don’t want to lose track. »: I agree we need to get the
teaching and learning strongly in there. But I think what
Robert mentioned earlier about our struggles earlier with
campus climate and racial equity and gender equity and those
aspects of teaching and learning. The students have
come to us so much saying there learning is impaired because of
that that I think I would want a superintendent who was also
focused on solving the big issues of housing and food insecurity that
are stopping our students from being able to succeed and
knowing those issues here, just like everywhere else because he
may be it is a little bigger here from the high cost of
living that we have and those should be priorities for the
college and for the superintendent. »: Is that I priority of this
board? »: I would like to think so.
»: To expect your leader to help address we call it, “Barriers to student
success.” It is housing, transportation, it is food and
clothing, but not all boards feel that it is part of their
role. So I would need direction. »: I agree 150% with Trustee
Abboud. It is such a huge issue in our community for students
and such a huge barrier, but I don’t think it is a priority. That is not the role of the
Board. And so when I look at what I is a teacher am being asked to do in
addition to teach reading and to get the backpack and the close
and the counseling and the food and the dinner. And that is where I think that
working with the community, where we have, goodness with
Santa Barbara we have more nonprofits, right? Per square
feet then any in the country. I think that is where we can
leverage the work of our partners that can help support
us in that capacity. Because when you add more to the perimeter , teaching and learning cannot
get water down and that is what we do here. We are teaching
and learning is addition and elevating the capacity of the
Ph.D. people that know what they are doing, if the Ph.D.
president comes along, that is great, but the Ph.D. people are
in the classroom and that is phenomenal and that is what we
want to elevate. That is what transforms lives. It is the
excellence in the teaching and learning with the local high
school student that was at risk and now transferring to the
hospital at Vandenberg. We have amazing stories of what has
happened here, but that is what our community wants to continue
to happen. We are the pipeline for underrepresented students in
Higher Ed and Santa Barbara is no different than any other
community and we have been able to accomplish this with the
success we have had. Not perfect, but we do get things
here. So bringing someone in that can continue to sustain
that. This is not a priority for students, but that is not
what I would charge a president to go and try to solve.
»: That might be a number my spirit in the choice of
language, you are committed to student success.
»: Yes. »: It would not be too much of a
stretch to say your President working with his or her
colleagues at the institution with this community will address
the barriers to student success without start to spell out the
food closet. But it is overcoming the barriers because
a literature is coming out just almost weekly now on what
colleges are trying to do without taking away from
teaching and learning. I started my career as a fourth
teacher and it was many decades ago. It was just at the
beginning of the free breakfast and lunch programs. And I had
kids in my class who were starving when I got to school
that morning. So we welcome the free breakfast
program. And it used to be called so I went to school and
hour early so they could come in. So there are some things we
can do without it taking away from teaching and learning. In
that particular case, they were not going to learn anything at
we got something in there stomachs. I am not saying it is
the same with adults. But there is a lot going on. But we don’t
have to get that specific in this document, but we can talk
about overcoming the barriers to student success. And then you
all can at a later time decide how and when it or which
partners, referral services, childcare is another one. But
that is another one that shows up on that same list a lot.
»: Yes. I think probably it comes under
the category of student success. Because that is our primary
focus. And the new student funding
formula really emphasizes that. I mean I think that was already
our goal before the student funding formula, but that really gets us focused even more in
that area. But I think that anybody we hire
would have to recognize the things that Jonathan mentioned, the
barriers. »: I don’t think you have two
partial them out. I don’t think you have to prioritize. The
only time you end up having to sorta prioritize prioritize is
with the budget. And that is of course were partnerships come in
and where foundations come in big time in terms of helping
students meet those other needs and the college president and/or
her or his designee may be the person that is helping find
those partners that can help provide that service or be on
campus once a week to make sure that people know that service is
available. There are lots of ways on doing it without being a
direct service provider at this point. I wrote down fiscal
because I think that is a no-brainer in terms
of, not only managing your resources creatively, illegally.
I was talk about creative finance and then I know people
think it means something that I don’t mean. But managing, administering,
equitably, appropriately, etc. and, of course, generating new
revenues. And that is a part of every
President’s role now. There were a few presidents that did
that 10 years ago, a few 20 years ago. Dr. Mu Google might
be one of the few exceptions that is doing it.
»: He is still doing it for the community.
»: That is wonderful. »: When you’re talking about
what is going into this. I am wondering if the elements that
we talked about here, if it might mean we need to look at
our annual goals. »: I have.
»: I have. »: I’m wondering if they have
that specific language in here. »: They were really well written
so I remember that. »: I don’t think — »: Okay, I actually have it. »: You know what I will do too? I will take a little flexibility
here. When we have this set out here, and you are right we don’t
have to agree on everything. We have that and the “Ideal
Characteristics”.” I want to spend a few minutes with you on
it, but I have a list of us long that you and others are giving
me already. I am not to about that. But on the webpage, they
will be some links on the other side, like to
your teaching plan, or to your
budget, or to your accreditation status. I don’t even know. I
mean where are you within the accreditation?
»: In the process of being prepared.
»: So you are submitting reports? »: We had a midyear. We are in
the process of doing the main, I should say we wonderful people
here in the college, Dr. Ralston.
»: Two? That is coming up close. »: Where I was going with the
links on the side, we will link directly
to the Board’s goals so much no matter what ends up in the
profile they can click on that and see your goals. I am not suggesting for a minute
that you put anything in your goals that you don’t fully
support. Judging by the few meetings I have watched, I don’t
think that would have survived if that was the case. So I will
tell you that is a wonderful set of goals. I think I mentioned that to you
last week on camera. It is very thorough. It is very
comprehensive. It is like okay, I hope you do
the annual board self-assessment, which is what
boards do I hope. »: We just got the e-mail for
it. »: Next week.
»: I hope your goals are part of that, not just your behavior,
but your goals because if you are accomplishing those things,
it is really literally awesome. That is a really good set of
goals. So if we have that as part of
our profile and the missing link, that will tell candidates
a lot about you. It will be like wow! Look at this.
They’re talking about that and they are committed to that.
That will tell a huge message. Thank you for reminding me of
that because I was impressed. So we will definitely put it as
a link and then I will also look at it and review the language,
especially if it is around the idea that you have already
brought up today. Are there other kind of big issues that
are out there? »: I mean just going back to the
bond issue. , I mean, we are experiencing a
facility’s problem will we are struggling to figure out the
financing for the facilities. There is a need. We failed the
bond five years ago. Who comes in have to figure that out. I don’t want to say pass a bond
bond… »: But you want them to explore
and it is important for them to come in and explore and build
support for individual bond? Are you prepared to put in
language that strong? »: The problem with the
facilities are directly tied to a accreditation. It is an issue
we had to face. We have an aging campus. It is the issue
of our 100-year-old campus. »: I saw that today.
»: It is someone who has that lens of looking that enrollment
is the number 1 revenue generator for the college,
knowing that the college has this unique wonderful funding
formula that nobody really knows what it is yet. And then
knowing that facilities are a big source of depleting our
revenue. So as you have these three moving pieces pieces, that someone is
going to have to understand how those go together. And someone
I sure will have to understand how the Educational Master Plan
overlays with those facilities. So I am saying this with the
assumption that they are going to know that these different
things work together. »: But you are not prepared to
say yet that you would like at some
point in the foreseeable future with the bond to renovate the
facilities? »: I don’t think there is any
ability on the Board to say that.
»: That is what I am asking. »: I think some of us feel that
we can do a bond it than later. Others don’t agree with that,
but I think we all agree at some point we are going to need a
bond. More of wind that is is just a
debate and a discussion. »: I don’t think it is — I
think it is more of a process and a timeline where we haven’t
gotten the Educational Master Plan. We haven’t gotten — I
think once those plans are in place, that we can say okay can
we make an informed decision? I don’t think that it is we are
debating on whether to have one. By the college is still
gathering all of the information for us to make sure that we are successful if and
when that we have what is in front of us and we just don’t
have it. »: Just for my edification, I
made the comment and I hope it won’t hurt anybody’s feelings, but in the
few buildings I have been in today, I would say it wasn’t —
I don’t know how you are on space, but if enrollment is low
enough than space is not the issue. Renovation is the issue.
I can assure you renovation was an issue in several of the
structures I was in and I use that as an example. I go on a
lot of campuses. It is one of my benchmarks.
That and signage. Cannot find the buildings that I need. I
did not have any trouble there. A little bit, but not too much.
Actually, a little bit come to think of it, but the other
struck me. One of the things I did not tell you when — I don’t think I
mentioned this to you when I was interviewing with you — is that
I served as the interim Chancellor a few years ago in a
very weak moment and said yes to the City College of San
Francisco. »: Bless your heart for helping
out the San Francisco College. »: I think I earned my what ever
for life. It was just as they were
crashing. And when I interviewed with the Board, the
Board and knew they had fiscal problems. They did not know
they had accreditation problems, but anyway… and they had built a 40
million-dollar beautiful center in Chinatown that was paid with
bonds because that community will pass anything they put in
front of them. So they were lucky. But I went into the
admin’s duration building and went into the restroom. And I
came back out and I said either fix it or close it. That is
unacceptable. It wasn’t really administration. It was a
student service building. All the students were coming in to
register. That is absurd. I was looking
at the gentleman. I said come with me. I want to show you
what I saw. But anyway I was reminded of
that today. It was not quite that bad. But I had déjà vu of City
College, old building. You’re buildings are beautiful.
The campus is gorgeous. And the buildings are pretty but it
needs help. I did not mention it earlier, but I heard that a
lot from staff. I could not tell. It did not sound like it
was a space utilization, but sounded like it was maintenance
and repair and things of that nature. So we will not talk
about a bond, but we can say they need to address the issue of facilities and whatever
those issues they may be aware of.
You already answered one question that I was going to ask
you. Do you have any bond money? Do you have any construction in
progress? I don’t think — to be honest I have not been on a
campus where there was not some construction for a very, very
long time. »: We try to have a bond in 2014
and they did not pass it. We have used up all of our bond
money at this time. So it is tight. We need to address facilities
and at the same time, and you know the state funding formula
has changed. That is a challenge.
»: Did it help you or hurt you? »: It helped us we think, but
now they are backtracking on how they are doing it —
(Overlapping speakers) And we have what appears to be a
very substantial operating deficit and so that is a challenge, balancing
the operating budget. »: That definitely has to be on
the list. And when you are looking for the candidates, and
the committee and I will lay this out, of course. They need
to have some skills and that area. They don’t have to be a
Chief Financial Officer, but they need to have some skill
particularly in germinating — in generating the revenue. »: Not just that, but
stewardship. Not as much as generating
revenue, but looking at this with that lens.
»: We have declining enrollment. Not so much that you are looking
at generating revenue as being budget disciplined. »: When I say generating
revenue, I mean from alternative sources, somebody who would like
to have a library named after them. If you would do so after
it had been renovated after it needs to be. »: We have a library at after a
very generous donor. »: You do? Okay. The time is
getting late and I don’t want to keep you too long, but
I’ve gone through the other profile from last time and picked out someone. These
characteristics are not unusual. I am hearing from staff and what
they are looking for. Obviously, a good communicator,
good interpersonal skills and
obviously, the integrity. And everything around communication
and also this issue about the community and the outreach and engagement.
How they work with staff staff. How the shared governance and
Company Jolly and trustworthiness with
participatory governance and all of the above. And then several
mention having skills to be able to work with the Board. And they did bring that up as
well. And then there are all kinds of know some of the things
you talked about as possible “Opportunities and Challenges” will still show up with the
“Ideal Characteristics” with a bullet point like politically sadly,
physically savvy, but they get fleshed out with the
“Opportunities and Challenges.” That is what I am saying by the
top. If we have 15 or 20
characteristics, we will try to have eight or 10
with the “Opportunities and Challenges.” But I would like
to hear some particular characteristics that come to you
right now, but really hot on your priorities what is a top two or three you
want to be sure you want to be sure your
President possesses? We will see where you are. »: Last time our top two and
really they are sort of top three. I’m not sure they have
changed much. College leader and community leader. And they
were very shorthand summaries. But I think one of the things,
at least to me and I think others here feel makes a
successful college president is the ability to do both of those
things. »: Balancing.
»: Balancing. And as well working with The Foundation. We have traditionally in the
past described the job is having three components. You know you
are in charge of the college. You have your relationship with
the community. And you work with The Foundation. And those
are the three almost equal commitments.
»: You see your President that involved with your foundation
even though you have a foundation director and
your foundation is not an auxiliary, right? It is totally
independent? So what is the president’s’ role with a totally
independent entity out there? »: The face of the college.
»: The face of the college? Okay. But he is not running The
Foundation. »: No. Not running The Foundation, but
sufficiently integrated with The Foundation’s goals and efforts
that it takes considerable time. And that historically has been a
component of The Foundation’s success. We talk about Peter McDougall
and John Romo and all of that. »: Okay. Other high-priority
personal characteristics? »: And ability to generate a
sense of trust. »: Okay. That came up from
staff too. Okay. »: I would say if I had to pick
two, I would put — I just lost my
train of thought — one is to know how to get good advice from
others and surround themselves by people smarter or more
skilled than them in certain areas. And then also being able
to know when they are wrong, when they need to do something
different. »: A little humility. Both of
those are humility. Okay. That is good. Because a key part of
that president’s role is the senior team that reports to them
and selecting them and supporting them and listening to
them. And then, of course, with you as well. Others? »: I think a systematic — we
have an amazing vision, mission, and core principles and when I
think about a diplomat, you are taking that to
everywhere you go and you are not going to compromise. I am a
diplomat. And we have a very clear charter
for Santa Barbara and I am not sure if we included that link. But we have our principals, a
free exchange of ideas, diversity of thinking. That is already in what we say
we are. »: That is another really good
one. You were talking about diplomat and it almost sounded like advocate as
well. »: That reminded me though; I
agree with Veronica . Now I have lost my train of
thought too too. »: It is getting late. »: It is getting late but what I
was struck by when I became a Trustee year and a half ago is
how complex this place is, extraordinarily complex. And I came from the legal world
and I saw a lot of primarily
represented corporations. And I saw a lot of strong people and a
lot of strong leaders. But — and I have strong leaders
in my law firm, which was a national law firm. We had 500 employees. And I saw up close what good
administrators were. But I have never seen anything that was as complex as being a
President of a community college. And it takes an extraordinary
skill to be able to work with all of
the variety of people that he or she
is required to work with and at the
same time, be a decisive leader. I think it is a matter of
collecting opinions, touching base with all
the right people and then acting. Separate —
»: Collaborate and then move — »: Collaborate and move is a
good way to say it. »: I can translate that into be
able to leap over tall buildings in a single bound. »: So we are back on the “Walk
On Water” and the leap tall buildings. But it is true. It
is so complex. »: But I think there are a lot
of strong leaders in this world who come into this position
knowing they have been successful in other arenas,
being strong leaders, and I discovered that techniques don’t
work the same way here. »: Because a lot of things are
out of your control. »: Yes.
»: When you are the president, they are out of your control and
the list of constituencies is long. Everybody expects something and
what they all expect is somewhat different. And I am a firm
believer in participatory governance, but participatory
governance also tends to slow down the process. It does
usually lead to better decision so that is why we do it. But
that drives people from the outside crazy. Because it takes
longer with decisions. And what does the state say. What does
Title V say yes? What does the Ed code say? What does the
current Board of Governors say? What is the current Chancellor
say? And, by the way, to what does our local board say? And
you get to the other constituents and so it is really
complex. I do a lot of stuff with leadership development an
aspiring leaders and presidents. Like I told the committee
earlier today a lot of people don’t want this job. They
simply don’t want them. They are too complex and too
demanding and we will never make everybody happy. And I say above all if you need
to be loved, do not go into this role. It will not happen. You
might have a few. And a potpourri of some that
respect you. It doesn’t mean they like you, but they do
respect you. But it is complex. »: But it is rewarding.
»: It is rewarding. »: Go to one commencement. »: Commencement is one of the
nicest times of the year. For somebody that came from the
classroom, I tell you you don’t get that kind of reward you get
in the classroom. But you hear from people and students and you
hear from them to or 20 years later. It is a different kind
of rewarding. I tell those prospective folks, it almost has
to be a calling. That is my belief. You don’t do it for the
money. You don’t do it for the prestige. You have to really,
really believe in it. Which reminds me did everybody
get the “Ideal Characteristics”? »: I would like to throw out the
idea that I think is very helpful to the college, which is
a person who is willing to make a long-term commitment to the
college and the community. Stability is good for us. And
it would be something that I certainly look for in a
candidate. »: It would be really great. I
don’t know how we know we can’t require it. We can’t guarantee
it. But we can tell them in the interview process, we can talk about the
committee aspect. Can we ask them how long they
promise to stay? No. Because if you asked them if they plan
on staying a long time, of course, they will say yes. That
is not going to be the key. We can ask them things like what
are your long-term goals. What are your long-term career goals.
We all know what they are asking. But even then we can
ask that. That is more of the intuitive thing that you, folks,
can pursue with them more so then the committee will. But we
can talk about — and I have had to do this several times. I am
willing to make a commitment to this community. Translated it
is not just long but it means they are going to live here.
Because some boards are quite adamant that you cannot commute from
somewhere else. And that gets a little tricky. It can be a
little sexist if you are not careful and either direction
that you don’t really want a commuter
marriage because I am not saying you don’t, but if the Board says
they don’t, usually they say that because they had one that didn’t work and the
person left their community every weekend to go join their
partners somewhere else. So you still could not put that
in the document, but they could talk to the candidate about
that. Do you intend to move here? And be careful about what you
can ask for. I till candidates when you interview, there are
certain things that you can ask and we will keep you honest
on that . But I tell the candidates if
you are comfortable, you tell the Board that my partner and I
have already visited and we are really excited peer he is
looking for employment possibilities. Because that is
another issue that you have. If it is a two person issue, a
single person you don’t have to worry about, but if it is two
people you have to worry about that issue. And that leads me
to the other part that I don’t want to deal with tonight, but I
want you to be thinking about and that is on the compensation
package. The housing is going to scare people away. There is no way around that.
And it depends on where they live now and what they are used
to and what their home is worth where they are and things like
that. But like the average part of the
world instead of Santa Barbara County, then they will have
sticker shock. If they are coming from San
Francisco or San Mateo or if few other places, it will be the
same or better but everywhere else… So you will need to have
some conversations with yourself about whether or not there will
be — and I don’t know — I haven’t seen the
current past president’s contract. It is a public
document obviously and people can get that by themselves, but it is important to say.
»: The quality of life here is so much better.
»: I know. I used to try to tell that. »: They will be home in 10
minutes if they want to after an 8:00 board meeting. Just
saying. It is a calling. They will be here. I’m in your
talking to a teacher that lives in Santa Barbara. They would
not take a higher salary in the Bay Area because I have lived
here for over 20 years. What I am saying on a teacher salary,
it is enticing to go work in the Bay Area were I was born and
raised, but I am home in 2 miles. »: In my district, it was like
Columbia college, but, also Sierra. I think just gorgeous
environment in the woods literally should be a
part, well, it is a part, the state force park that they gave
to us to build a campus in everybody loves it. I will not tell you what they
said to me. You have the quality of life. That is why I
smiled. But I wanted to move the district office to Columbia.
But anyway that is something to be thinking about. Here is I
propose as the next step. I will take everything you said to
me. The people and the campus have a few more days, almost a week to
respond additionally. And I will work with Luz on the
surrounding material, but if you can trust us with the surround
material, that is not going to be your issue. She is the
expert in that department, but I would like to prepare a draft
for you that will have the minimum
quals, some proposed “Opportunities and Challenges”
and then a bullet list of “Ideal Characteristics.” I’m going to
prepare that draft and send it out to you individually so you can’t do any reply alls, but you
can send me your thoughts back to me and I can continue to work on that
document so that when you meet on the 13th of June you will have a draft that
should not surprise anybody. And I will not be here
personally, but Luz will meet with me and we have talked about
that she can take your feedback at that time and if I need to be
with a board, actually in Southern California, but with a
board retreat all day and I will get done about the time you
start. So I can have every confidence that she can take the
feedback at that point. Hopefully, we will been through
two or three versions that you can live with. And I guess here is my thought.
Give me your feedback and be sure you can live with it. I
don’t know you real well. I got the feeling the other day that maybe Trustee Croninger, you
look at the details more than others. I thought I saw a few
comments in your direction about that in that is fine. Don’t fret about the
wordsmithing. Give me your thoughts, but don’t fret about
it. I mean, don’t send out something that is grammatically
incorrect. I mean Luz will catch that. I can count on
that. But in the long run it is not going to matter if we said
this phrase or that phrase, but if there is something that really sends the wrong message,
then by all means, please, speak up. Know we don’t believe in
that. Why did you say that? That is not us. Good. Please
tell me. Or we really care about this and
we forgot to bring it up the other night. But I would expect
to hear that from you via e-mail so by the time we got to June 13
we don’t have to have those kinds of surprises, but we would
want you to formally approve that.
»: Would you have the a second draft? You will send one draft
to us individually. So you will do the work that we
would ordinarily have to do all ourselves and you will see what
you think is going to be a consensus and then send us
another draft? »: That is what I am going to
try to do. »: Sounds good.
»: And you totally diametrically opposed each other in which case
I may have some language that says this or this, but;
otherwise, I would try to be a mediator and come together with
something that I think will be consensus about. And if you are
95% happy with that and I hope you can live with it. Because like I said by the time
you go to interview, it will not be a thing. It really will not.
»: Could you finish the schedule part?
»: Oh, sure. »: Thinking about possible
vacations and it would be nice to know what is the plan.
»: Yes. Okay. So I am going to ask if you can e-mail that to
them tomorrow. So you will get an electronic copy of it, but
the most important things for you is that — this is the most important
date — October 24 and 25. We will figure it out. October 24
the finalists will be here and there will be public forums. You are more than welcome to
come. I encourage you to come. But I encourage you not to say a
word. Come to the forms and just watch. Your turn is the
next day. Bit you may vary it. How to the with staff and handle
of the questions. ? But if you can’t, it will not be the end of
the world. We will live you can be watching it if it is
somewhere else if you cannot physically be on campus that
they. That is the 24th. The 25th; we will spend all day
together and well into the evening depending on how many
candidates. We will interview the candidates. We will have a formal interview
time we will have a some socializing time over a meal and
you will waddle out of the day by the time you go home.
You will have a light lunch another one. And some snacks.
»: I did not follow. On the 24th it is the screening
committee? Us? »: No. The 24th is the campus
world. The candidates will come to campus and they will get
eight tour and you will have a public form that is open to
everybody to come in here. Usually, a 15-minute forum where
they do a brief intro. »: The finalist?
»: The finalist. You do not see the semifinalists. When the
semi-finalists have been interviewed, which is on October
11, as soon as I call them and confirm
that they are invited to come back as a finalist, then as soon
as that happens, you will be sending an announcement out to
the world saying here are the finalist, here are the forums.
Here is there bio, etc. and we will send you, folks, the total
application package, cover letter, the resume, everything
about the finalist. You will have already had that when you
come to watch the forum, if you choose to on the 24th. But you will be working on the
25th in both interviews and then a social period with each one of
them. And when we are done, I hope it will be three. It will be four only
if the committee cannot narrow it or on the day
that they pick them on October 11. If I know because I worked
really hard on this that one or two of them are a finalist to
somewhere else and they just might be gone by the 24th, then
I would encourage the committee to move forward. Because I would really like you
to see three if at all possible. »: We had a range of three to
five from the committee last time.
»: I am encouraging three to four. If we need five, I will know you
are okay with it. I don’t like to bring five to campus for a
couple of reasons. It splinters the campus about what they think
about the candidates. Sometimes it splinters the Board. And
usually, there are not five. To be real honest they are usually
not five that really rank above. »: I think we actually had four,
but we had given them a range. »: So far unless you tell me
otherwise. And the other thing that gives me a problem. I
really stressed with the committee today how if they
don’t abide by the confidentiality, you will lose
good candidates. You will also lose and there is a good chance
you will lose a candidate and they come and interview on the
11th. Still confidential and they will take that chance
especially as a sitting president. We get done and we
narrow it to five and I call them and they will say how many
are there and I say five, they will decline.
»: Wait a minute? Interview who on the 11th?
»: The committee interviews the first level and the 11th is when
the committee interviews what we call the semifinalists. That
his first level interview. When they interview those, they’re
supposed to narrow it down and recommend to you. If they recommend five , the odds are high that when I
call those five that one or more, and at might very well be
your best one will say no thank you because I can’t take the
chance, the odds of being one in five or the flak I am going to
get in my own district. And sitting presidents, they just
will. But either one of three, they are much more apt to accept
the invitation. So I can know in the back of my mind if we really needed to, we
could. Hopefully, hopefully, if we have three really strong ones in the fourth
one is here, then it will depend on
what I know about those three. I can guarantee you that one or
more will be in another search, but when I talk to them it is
about the calendar. If they are not going to get interviewed by
the Board until after we would have them back, I don’t care.
That is fine. I just want to make sure they don’t have an
interview next week with a board and they might have a position. You just saw what happened here
at Monterey just a few weeks ago. They only forwarded two finalist
and then one withdrew last week. I haven’t heard what they
decided to do, but they are down to one. My guess is they will be open.
So that is why I don’t ever want to go with two unless — I don’t
say — I should never say never, but I
don’t like you to take that risk, but I worked really
closely with these, folks. Once they become a semifinalist and I
know they are either running, I work with them on at least a weekly
basis and some of them daily basis because they will say I have got an interview
here. And I rely on their professionalism to tell me exactly where they stand
to let me know when they need to step out so no surprises. We
are a small world. And when — when somebody
surprises us one, two, three times, they
will not be in our searches anymore. It is not that I have
that power, but I will tell committees about that. This person has backed out us —
backed out on us three times already. So they usually will
not do that. The point is I will know that when we are
deciding who to send forward to you. And if one or two of those,
there is a danger, then I will encourage the committee to pick
four today. I will remind them it is confidential. Because by
the time President Miller puts a note out, it might not be for at
all. It might be three that day. And if I know we will know
in a few days, we will even postpone the
announcement until we find out for sure. We cannot postpone it
forever, but we can postpone it a few days so
that we don’t have the same kind of problem that we had. Yes?
»: I am just wondering about the landscape back there. Because I
consider this as being a pretty off cycle President search. But
you are right in the thick of everything. So are we off
cycle? Are there a lot beside Monterey apparently?
»: Yes. We have had three new ones in
the last two weeks. So there are more in the spring. And it
used to be that I would said probably 90% were in the spring,
90, 95% were in the spring, early spring if you want to be
smart. Now I don’t have any hard numbers, but I’m guessing
it is probably at least 30%, maybe 40 or more. So in a it is good because we
are less likely to have them picked off. I did two last fall and they
ended about the same time, just a week
or two apart, two different states. And I thought at the
time okay, I don’t have to worry about losing my candidates.
No. Every one of them in both of those were finalist and other
searches, one of them in three searches. So they are happening
in the fall. And to the extent that it is off-cycle, it is to
your benefit. So I think I have what I need and I know you need
to take another action that I am interested in.
»: Question. We had last time after the
forums the opportunity for community members to give their
feedback to the Board members before the interviews. Is that
in your planning? »: Is not. »: Faculty and community, not
faculty, staff, everybody who went to the forum. Who did it
by e-mail. »: At the form we recommend and
have used a comment card. So we ask everybody who fills
out this to complete a card to speak to
the strength and weaknesses of this particular candidate. And so we get a ton of input
that way, which we try to consolidate and I bring it to you the very next day
along with it if you want to read them all. First of all —
and believe me you will get a lot of comments. I am not going to tell you that
faculty or community members are not going to come to you and
tell you what they think. Personally, professionally, I
would not recommend you encourage that. The idea is for, especially if
you went to the forum, you will get a sense of what you thought
you will have. And I even tell the committee members this. You
have their application. You see how they do in the forum. You
will interview them and see how they do with you and you will
hear from me, we cannot do it on paper, but you will hear from me
what is its essentially a 15 to 20 page reference report and you
will have more information that anybody else has. If you want
people to talk to you that is fine. But I urge you to be cautious
about it. How can I say this
diplomatically? Unless you think that person process and
input is more valuable than your insights when you have access to
a more information. »: That was not really the
issue. The issue was to provide everybody who went to the form the chance to
express their view directly to us though. And I felt like that was an
important participatory element for both the community. It was
emails. We got e-mails from people. They didn’t necessarily
have to say but many of them did.
»: I mean it took a long time. I actually just literally after,
I literally sat on the couch with a notebook with our. In
the e-mails came in. But I didn’t really enjoy it. But like this is my commitment.
I have committed to do the e-mails. Okay, good. Let’s do
it. It is not like one more thing. It is my job to read and
Google and do all of that. So I did find it valuable and I think
the people that express their opinion, I think they felt good that they
had time to do it. I see what you are saying too. I actually
don’t want to fight — »: Why not both?
»: We can do it. »: I don’t want to invite extra
work, but I feel I if people want to e-mail and comment I am
go ahead. »: It was set up electronically.
So it was easy to do. It was easier than cards because
you would have to redo, reorganize it.
»: And that is fine. Here is the other thing. So you expect
them to do that after they went to the forum.
»: If they want to. »: Mainly it was the internal
college. Like it is good. Like while you really care about this
college. Like I was happy that they cared so much to write such
a detailed narrative about what they thought, what they felt.
»: When they did that, they sent it to all of you I hope? Not
just one or two of you. »: It would probably need to be
a Google forum. »: They did it individually. —
(Overlapping speakers) »: For this next one I think it
totally makes sense what they are saying and you do it as a
group. »: So we could get it set up
electronically. Because I think it is really important that
everybody hears the same thing. That is part of the level
playing field. Some people may not want to e-mail you so we could still make the other
option available. And then go from there. And that is fine.
We can do it. We can find a way to do it. The reason I said
this at first. Is because I hate to see people — I am not
naïve about campus politics. I know whatever we decide, they
are certain folks who will do whatever they want to do and
they will be your ear by phone or otherwise. That said, the
integrity of the process is that we are trying to
have a level playing field and everybody has access to these
things. And we can get both by simply saying if you want to
respond to the group e-mail, here is where we are. I think
people can figure that went out if they choose to do that.
Again, some may choose to do the other simply because they don’t
want to be identified. And we are doing — it is a Survey
Monkey we are doing it right now in terms of the “Opportunities
and Challenges.” And the only thing that I don’t like about it in that case is the
anonymity. Because I used to have them all send them to my
e-mail and that got hard. So I sacrifice them. But that said, it is different
at your stage. I am curious. How many people do you think you
heard from? Just ballpark? »: At least 40 something. »: I was going to say well, over
50, may even 100. It was substantial. »: They are still in the e-mail.
Gmail doesn’t get deleted. »: The concern and thoughts —
»: I don’t know. Liz, did you guys feel that was helpful? We don’t want to add extra work
I, but did you feel after the forum, that it was helpful? Did
it make a difference? Did people like doing that? I don’t
mind extending that courtesy and sitting and waiting and reading
it all. »: I think the forms give a
different side of the person that the committee has not seen.
Even committee members who have gone through the screening may see
new things. »: To your point, my direction
to the committee was please try to come to the forum. When you fill out the comment
card, plays sign it with your name and say you were a
committee member. Because they do bring a specific
kind of skills that others don’t have. They see the application
and have seen the interview. They know if they turn the story
around 180 degrees, but when they saw them two weeks before for that
day, all the committee members will catch that. We will try to
capture what you’re talking about as well. I guess two things. If you will take a quick look at
them, and then secondly, I hope this is diplomatic enough. Please come in with your open
mind as a member of the Board to look at
all the pieces because forums should not be a dealbreaker.
And forums should not be the reason you higher them or the reason
you don’t. It’s one part of the process. I
have had really slick forum presenters and one comes to mind
a it was early in my career. That everybody was just on we
knew the person had some issues and there were some concerns when we did dig,
Doug, when we dug much deeper and I
had to share with the Board what we found, the Board said okay no
way. We can’t do that. We have somebody else. Had it been
based on the forum, they would have gone with that. And, on
the other hand, you may have somebody that is kind of quiet.
I know they have to be the face of the college and they can’t be
too quiet, but there are other leadership
styles and they might not win over the group and that our, but
they don’t say anything bad. And they spend a couple of hours
with you and you are actually sold on them. So try to keep it
open. »: Thank you. I think this has
been very, very helpful. It was a good session. And I think — I hope you feel
like you got the necessary information from us. Before we
conclude, does anybody have any quick question for Pamela? »: One more procedural question. On the 25th, which is the day we
interact with the Board with these folks, is a going to be a
time when we interview as a board each one of them?
»: Yes. »: You did not mention that.
You were talking about lunch and breakfast.
»: You will have an interview with candidate 1 and then 2.
Oh, no oh, no. Absolutely. Usually, we spend about an hour
and a half in that interview and then another in that informal
environment so you have quite a bit of time with each of them.
You need to block off your day and your evening because if you
end up with four candidates, we will get done around four or
5:00. You will have a nice break, but still we will have
the deliberations after that. So just block off the day and
evening. If you go home early, won’t mind.
»: First off, thank you. You been great. Have you ever had
applicants and then the Board decide that none of
them were exactly the right fit, but they didn’t want to go back
out for a new search? Can the Board have access to the
whole — »: I don’t recommend it.
»: So just a whole new… »: If you cannot settle on one
that you are happy with, I say reopen it.
Reopen the search or continue the search technically because
it is not done. Continue the search and then we go for a
short time and we invite other people to apply, and in essence, we
start over, but we condense it. And one of the things you have
to decide at that time is whether
you want the same search committee or not. Generally,
they don’t. Generally, they start over. It is not really a good idea.
For example, let’s say the committee interviews seven and then three
and you decide you don’t like any of the three. If you reach down and pull up
the other four, that is a pretty big insult to your 17 member committee.
You are saying we don’t trust you. We don’t like your
judgment. It is totally a loss in terms of
your relationship for that committee. And besides that, you are
probably not going to want to them. There is a reason they
didn’t. »: I guess my question is, we
would pay for a whole other search?
»: I think we talked about that in there. You don’t pay another
fee. No. We go back out. We reopen it. We did a charge for the direct
cost, like the visits. »: Like à la carte?
»: I tell you what pic the only ones I have ever had that happen
to never been with a board. It has been with I did a campus president and my contact was the
Chancellor. The Chancellor was making the decision and the Chancellor decided that they had — one, two — she
was — she was one of them. She said let’s go back out. And then we did a condensed
version and did it quickly quickly. It is only been a
Chancellor and I had that three times with the Chancellor, never
it a board. And I thought a lot about that as a board
Chancellor. I decided that we are hard to,
please. This is a person we are going to work with every single
day. May be the Board could be more picky or whatever. But in two of those — I cannot
remember the third one — two of the three the issue had to do with
internal candidates. So it was more complex than what I can say
is shared here. If it happens, we help you. We condense it and
don’t charge you all over. But I tell you throughout this whole
process, I will say to you and say to your co-chairs and say to
anybody that bugs them, honor the process.
We now have a process. On of the process and let it play out and if at the end the Board
isn’t happy, then we go back out. And if the committee gets
to the place where they are absolutely
positively need to just send two and the
two are really, really good, I will consult with you, folks,
and say what do you want to do. If you go back out, you will
lose those two good ones. They will not hang around. So you
have to weigh it. And some thing is how good are they?
They are excellent. Are the in another search? Yes. Okay,
when need to interview them. But if you make that decision
after you interviewed, you know that
those people are off the table and you definitely have to go
back out. »: Thank you very much and I
know if anybody has any more questions, you made it clear
they can be contacted. So I am now going to ask if
somebody has a motion to select our
co-chair. John of the? »: Motion to appoint Geoff Green
as a cochair. »: Is there a second?
»: Yes. »: Motion made by Trustee Abboud
and second by Trustee Haslund. Is there a discussion? (No
response.) I would then call a vote.
»: All in favor? »: Aye.
»: Opposed? »: Passes unanimously.
»: Thank you for your time. It is fun to work with you.
»: Is there a motion to adjourn? »: So moved.
»: Is there a second? »: Second.
»: All those in favor? »: Aye.
»: Okay. We are done. 9:17 PM (EST).